Agenda packet — Dublin City Council, April 19, 2022 (part 3 of 3)

23. CDBG ONLY - Based on the common indicator you selected above, please list the number of unduplicated Dublin clients (EITHER Persons OR Households) your agency anticipates serving in each category. If none, please enter "0".

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0" by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless. gfedc Owner occupied units rehabilitated: This indicator shows the total number of owner occupied units rehabilitated, including the number of these units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.
gfedc Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs. gfedc Tenant Based Rental Assistance (TBRA): This indicator shows the total number of households receiving TBRA as well as the number with short-term rental assistance (less than 12 months) and the number of homeless and chronically homeless households assisted.
gfedc Homeless shelters: This indicator shows the number of homeless persons given overnight shelter. gfedc Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.
gfedc Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness. gfedc Jobs created: Of the total number of jobs created, this indicator shows the number of jobs that have employee- sponsored health care, the types of jobs created (using Economic Development Administration (EDA) classifications) and the number of persons unemployed before taking the job. gfedc Jobs retained: Of the total number of jobs retained, this indicator shows the number of jobs retained, the number of jobs with employer-sponsored health care benefits, and the types of jobs retained (using EDA classifications) gfedc Business assistance: This indicator shows the total number of businesses assisted. Specifically, it shows the number of new businesses, existing businesses, and the DUNS number of each business so that HUD can track the number of new businesses that remain operational for three years after assistance. gfedc Businesses providing goods or services: This indicator shows whether an assisted business provides goods or services to meet the needs of the service area, neighborhood, or community, as determined by the grantee. gfedc Not Applicable. Not interested in CDBG funding
✔ ✔ ✔ ✔ Persons
gfedc Households
gfedc Not Applicable. Not interested in CDBG funding
60 Disabled
20 Women/Female Headed Households
60 Seniors
Youth
Homeless
Not Applicable. Not interested in CDBG funding (Type N/A) 140.00140.00 TOTAL
30 Low Income (50%-80% AMI)
30 Extremely Low Income (<30% AMI)
Not Applicable. Not interested in CDBG funding (Type N/A)

60.0060.00 TOTAL
40 White
Attachment 7 390

25. If your agency is submitting more than one application or the same agency has different programs within it, please RANK the priority of this application, with number 1 being the highest priority for funding. There should only be one #1 PER AGENCY

4 White + HISPANIC
5 Black/African American
Black/African American + HISPANIC
5 Asian
Asian + HISPANIC
American Indian/Alaskan Native
American Indian/Alaskan Native + HISPANIC
Native Hawaiian/Other Pacific Islander
Native Hawaiian/Other Pacific Islander + HISPANIC
American Indian/ Alaskan Native and White
American Indian/ Alaskan Native and White + HISPANIC
Asian and White
Asian and White + HISPANIC
Black/African American and White
Black/African American and White + HISPANIC
American Indian/Alaskan Native and Black/African American American Indian/Alaskan Native and Black/African American + HISPANIC 6 Multi Racial + HISPANIC OR other Multi Racial
Not Applicable. Not interested in CDBG funding. (Type N/A)

60.0060.00 TOTAL
✔ ✔ ✔ ✔ #1 - This program/project has the agency's highest priority for funding. gfedc #2 - This program/project has the agency's 2nd highest priority for funding. gfedc #3 - This program/project has the agency's 3rd highest priority for funding. gfedc #4 - This program/project has the agency's 4th highest priority for funding. gfedc #5 - This program/project has the agency's 5th highest priority for funding. gfedc #6 - This program/project has the agency's 6th highest priority for funding. gfedc If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed Area Agency on Aging USD$ 45,000.00
MOWAC USD$ 150,000.00 USD$ 150,000.00
City of Livermore USD$ 74,000.00
City of Pleasanton USD$ 53,000.00
Private Donations USD$ 35,500.00
Program Revenue USD$ 60,000.00
Volunteers - In Kind USD$ 110,000.00
Total USD$ 527,500.00 USD$ 150,000.00
Funding Uses/Expenses Budget Amount Amount Committed
Salaries and Wages USD$ 195,000.00 USD$ 0.00
Benefits & Payroll Taxes USD$ 42,900.00 USD$ 0.00
Supplies USD$ 4,750.00
Contracted Services USD$ 145,000.00
Postage USD$ 850.00
Attachment 7 391
Telephone USD$ 2,000.00
Rent and Utilities USD$ 3,725.00
Accounting/Audit USD$ 1,200.00
In Kind USD$ 110,000.00
Taxes & Licenses USD$ 10,050.00
Travel & Company Vehicles USD$ 8,475.00
Misc Expense USD$ 28,550.00
Total USD$ 552,500.00 USD$ 0.00

Budget Narrative
We are asking for $25,000 from the City of Dublin to fund 4.5% of this project. We will use this funding for the salaries of two key individuals in this life saving service to Dublin residents as well as to continue to try to meet the needs of all of the Dublin Seniors. These funds will help prevent us from going back to a wait list.

Individual 1. - Meals on Wheels coordinator who ensures that daily operations run smoothly - 33% of her salary which is $740/mos, $8,884 annually with benefits of $1,777 annually.

2. Meals on Wheels Program Manager will establish business, financial, governmental, and service partnerships throughout the Tri-Valley area as well as helping to foster current partnerships; will recruit and retain volunteers for Meals on Wheels; supervise Meals on Wheels Coordinators; and participate in fundraising efforts which is vital to our program - 15% of her salary which is $796/mos, $9,550 annually with benefits of $1,915 annually.

The balance of the request for $2,874 is to cover the cost of 500 meals for our disabled clients that we must pay for .

Documents top
Documents Requested * Required? Attached Documents *
Program Expense Budget for ALL Grant Requests ✔ ✔ ✔ ✔ Program Expense Budget Financial Information Form for ALL Grant Requests ✔ ✔ ✔ ✔ Financial Information Form List of Board of Directors (or governing body) with
agency contact information
✔ ✔ ✔ ✔ Board of Directors
Current Annual Budget for the Entire Agency ✔ ✔ ✔ ✔ Agency Budget Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)
✔ ✔ ✔ ✔ 990 Tax Return
Board of Director's (or governing body's) designation
of authorized official
✔ ✔ ✔ ✔ Authorized Official
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)
✔ ✔ ✔ ✔ Board Authorization
Proof of insurance carried, including bonding, liability and/or workers' compensation
✔ ✔ ✔ ✔ Certificate of Insurance

Application ID: 380774
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REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
Affirmative Action Plan
Grievance Procedure
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
Financial Audit
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
Articles of Incorporation
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)
Conflict of Interest

REQUIRED FOR CDBG ONLY - AGENCY'S

LIMITED ENGLISH PROFICIENCY LANGUAGE
ACCESS PLAN (LEP/LAP). Must include outreach
to limited English speaking residents to encourage
access to services & housing. Include what access
accommodations are used.

Language Access Plan

Email This Preview Save as PDF Print Close Window A▲▼ City of Dublin
PCS - Human Services Division
Fiscal Year 2022-2023 Human Services Grant Program
Deadline: 1/19/2022
Sunflower Hill
Sunflower Hill's Program Support for Adults with Developmental Disabilities

Jump to: Organization Information Questions Budget Documents

USD$ 16,500.00 Requested

Submitted: 1/19/2022 6:03:45 PM (Pacific)

Project Contact
Pamela Zielske
[email protected]
Tel: 925-519-1347

Additional Contacts
none entered

Sunflower Hill
P.O. Box 11436
Pleasanton, CA 94588
United States

Interim Executive Director
Jan Cohen
[email protected]

Telephone925-519-1347
Fax
Web www.sunflowerhill.org

Organization Information top

1. Business License Number
BL-110708

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Sunflower Hill is a Tri-Valley nonprofit dedicated to creating places and spaces where adults with intellectual and developmental disabilities live, work, learn, and thrive as part of the greater community.

3. Select the category that best describes the project:
(Select only one. For Capital Projects, please contact City Staff ahead of the grant application submission to review additional requirements including the Davis-Bacon/Fair Labor Standards Act )

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.
✔ ✔ ✔ ✔ Non-Profit
gfedc Public Agency
gfedc Other:
gfedc Capital Project
✔ ✔ ✔ ✔ Public Service Program or Project
Attachment 7
394

5. Is this request for one-time, seed or operational funding?

6. Provide a concise, executive summary of the project (no more than 1500 characters). This summary will be used widely during the review and implementation process to describe your project.

The Sunflower Hill Garden is an outdoor, instructional space providing educational, therapeutic, and life skills training for adults with intellectual and developmental disabilities (I/DD). Our Hands-On Garden Groups Program meets weekly and bi- weekly at the Sunflower Hill Garden in Livermore. The program, which is open to Tri-Valley adult day, transition, high school, and residential programs, offers person-centered programming for adults with I/DD, providing opportunities to learn, explore, and engage in new and supportive ways. This multi-disciplinary program is specifically designed for adults with I/DD, including those with autism, Down syndrome, cerebral palsy, ADHD, epilepsy, and other chromosomal differences.

Our Hands-On Garden Groups Program is uniquely designed to honor all ability levels. Led by knowledgeable staff with a passion for both people and plants, our curriculum addresses educational, therapeutic, and life-skill topics to grow vital independent living skills.

In addition, the Sunflower Hill Garden produces thousands of pounds of fresh, organic produce each year. With the assistance of our program participants and volunteers, Sunflower Hill staff donate the majority of our produce to local nonprofit organizations. In 2021, we donated over 3,400 pounds, 94% of our produce, to Tri-Valley Haven’s Food Pantry, Culinary Angels, and Shepherd’s Gate.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 30 8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

9. Describe in detail how Dublin grant funds will be used for this project. In this narrative, please include what measures are taken to ensure this project is cost effective, and how the budget meets the needs of the anticipated results. If the funds are used for staffing, be sure to provide specific details on the number and types of positions being funded. Be sure to include any effects on the project should the request not be funded, or only be partially funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.) gfedc Yes
✔ ✔ ✔ ✔ No
gfedc One-time funding
gfedc Seed funding
gfedc One-time and Seed funding
✔ ✔ ✔ ✔ Operational funding
gfedc None
gfedc Behavioral Health (mental health and substance abuse) gfedc Affordable Housing
gfedc Health Care (including dental)
✔ ✔ ✔ ✔ Workforce Development
gfedc Homelessness
gfedc Transportation Services and Access
gfedc Domestic Violence and Child Abuse
✔ ✔ ✔ ✔ Disabilities
✔ ✔ ✔ ✔ Food and Nutrition
gfedc Senior Services
gfedc Youth Services
gfedc Child Care, Early Childhood Development and Education ✔ ✔ ✔ ✔ Changing Demographics and Growing Diversity
gfedc Financial Assistance
gfedc None of the Above
gfedc Please explain:

Attachment 7
395
(What specifically will the grant funds be used for?)
The funds requested for this project are to be used to support Sunflower Hill’s Hands-On Garden Groups Program and a portion of our Garden Manager’s salary. Our Garden Manager, Andrea del Rio, is an integral member of the Sunflower Hill Nonresidential Programs team. The Garden Manager is responsible for spearheading oversight and maintenance of the garden infrastructure and crop plan and performing gardening and field work tasks to ensure a healthy crop production and a supportive environment for our program participants. The Garden Manager is also responsible for developing and maintaining relationships with local nonprofits that receive our produce donations, along with delivering donated produce. Additionally, the Garden Manager collaborates with Sunflower Hill’s Programs Instructor and Nonresidential Programs Manager to implement dynamic programs in the Garden to enhance the experience and meet the diverse range of needs of our program participants.

We are currently offering our Hands-On Garden Groups Program to 10 different high school, transition, adult day, and residential programs located throughout the Tri-Valley. We are providing programming in the Garden to the following groups from Dublin specifically: Dublin Valley High School and the Kaleidoscope Adult Day Program. All groups provide their own transportation to the Garden.

During their sessions at the Sunflower Hill Garden, groups learn skills that are imperative to keeping a garden growing, tools and skills employed in such work, and enjoy extended time participating in field tasks, practicing what they have learned.

Each 90-minute session in the Garden includes a welcome activity, time for individual gardening tasks, closing snack, and discussion. Weekly tasks are designed with individual participants in mind, allowing for a variety of garden tasking to appeal to all functioning levels. Tasks include a range of gross and fine motor movements and a variety of standing, kneeling, lifting, and/or tabletop tasks. Additionally, participants explore tasting new and healthy foods and engaging in a natural setting.

We also have a team of dedicated and talented volunteers who work in the Garden each week. These individuals are vital to our program, assist with labor in the field, and are trained and supervised by our Garden Manager. We are currently providing volunteer opportunities for adults with I/DD as well as those who are neurotypical. While we have scaled back our volunteer program to comply with COVID-related safety protocols, we are grateful for the generosity and expertise of our small group of regular garden volunteers.

Under the leadership of our Garden Manager, our staff have taken significant efforts to ensure the Garden’s continued sustainability. The Garden Manager sheet mulches, using cardboard and organic materials (wood chips and straw) between perennial beds, open spaces, and garden pathways. This practice conserves water, by reducing wind and heat evaporation, builds soil, and reduces weed pressure. The staff have also streamlined our composting practices by utilizing more of the green waste produced in the Garden.

Our Garden Manager and Nonresidential Programs Team in the Garden provide unique, innovative programming that is specifically designed to equip adults with I/DD with success. If we do not receive funding, we will likely need to scale back our programming. Sunflower Hill is one of the only nonprofits in the region offering therapeutic and life skills training in a beautiful, outdoor setting, and the demand for our in-person programs is very high. We have seen a steady increase in the number of groups that are interested in our weekly or biweekly Hands-On Garden Groups Program. In the fall, we had more groups interested in programming than spaces available. For our spring session, which begins in February, we increased our weekly and bi-weekly availability to better meet this demand, enabling us to reach a greater number of adults with I/DD.

10. Please list and briefly describe the outcome measures that are crucial to the success of this project. What strategies or objectives will your agency use to track the progress of meeting the outcome(s)? This should include the population your agency anticipates serving, how this project is culturally appropriate, and how low -income, ESL persons, and/or disabled persons will access this project. Be sure to include your agencies marketing and outreach strategies and efforts as they relate to ensuring hard to reach clients are made aware of services. .

This project is specifically designed to meet the unique needs of individuals with I/DD living in the Tri-Valley. The CDC estimates that 1 in 6 children aged 3 -17 have one or more developmental disabilities. These conditions begin early in childhood, impact day-to-day functioning, and continue throughout a person's lifetime. In California, it is estimated that there are 625,000 adults with I/DD. This population only grows over time with increased diagnosis, longer life expectancy, and a growing California population. Locally, these numbers are consistent with statewide trends, with approximately 5,500 individuals with I/DD living in Alameda County. Furthermore, it is estimated that roughly 395 Dublin residents, 471 Pleasanton residents, and 580 Livermore residents have a developmental disability.

Individuals with developmental disabilities represent overlooked population groups in Eastern Alameda County with respect to living options and job opportunities, as was reported in the 2011 Human Services Needs Assessment. It is critical for Tri - Valley cities to solicit and implement programs that address the diverse needs of the adult developmentally disabled population, as programs and activities are significantly reduced once a person ages out of the public-school system. In addition, individuals with developmental disabilities are considered extremely low income, living as adults on Supplemental Security Income, or with assistance from family, if available.

Our multi-disciplinary Hands-On Garden Groups Program is designed for adults with I/DD, including those with autism, Down syndrome, cerebral palsy, ADHD, epilepsy, and other chromosomal differences. Led by our knowledgeable and dedicated Garden staff, the curriculum is specially designed to offer unique experiences for adults with I/DD of all abilities.

Attachment 7 396
Through an engaging curriculum and guidance from staff, participants are able to achieve a number of objectives that lead to greater independence and empowerment. Sessions are designed so that program participants are able to achieve the following:

• Learn how to exercise the freedom of choosing their own task each week. • Work independently on a task until completion.
• Follow step-by-step instructions and how to ask follow -up questions, as needed. • Practice simple math and life science concepts.
• Improve social skills with instructors and peers.
• Learn how healthy food is grown from seed to harvest. • Have opportunities for physical activity in a natural environment that is accessible to all ability levels.

Support of our Garden Manager will further enable the execution of the above objectives.

Our staff assess our programs’ effectiveness through a variety of means. We rely on gathering feedback through surveys of program participants, caregivers, teachers, and day program leaders, and we then innovate our programs accordingly. Our programs are also designed to offer participants opportunities to engage in self-reflection and provide regular feedback at the end of each class or session.

Furthermore, we measure success through the amount of produce we donate to local nonprofits. In 2021, we donated over 3,400 pounds, 94% of our produce, to Culinary Angels, Tri-Valley Haven’s Food Pantry, and Shepherd’s Gate. These produce donations serve local residents, including those in Dublin, struggling with food insecurity or undergoing a major, medical challenge. For example, our produce donations are supporting Tri-Valley Haven’s Food Pantry, which served over 150 Dublin households this past year with produce grown in Sunflower Hill’s Garden.

Culinary Angels, a nonprofit providing meals to individuals undergoing a significant medical challenge, uses our produce to prepare approximately 120 nutrient-rich meals each month that serve households throughout the Tri-Valley. In 2021, they served an average of 15 households each month in Dublin.

The Sunflower Hill staff provides vital information about the services we provide for the developmentally disabled population in the Tri-Valley and beyond through our robust community outreach efforts. Our Communications Manager maintains an active social media presence and produces a monthly newsletter and regular blog posts to encourage community engagement.

The Sunflower Hill Garden also provides ample volunteer opportunities for members of the community, including opportunities to volunteer for adults with I/DD and their families, corporate groups, and local youth and adult philanthropic groups.

Additionally, our staff provide regular presentations on our programming and residential communities to local philanthropic clubs, organizations, and corporations. Throughout the pandemic, these have taken place virtually, however, we are eager to move towards providing in-person presentations and tours of the Garden later in 2022.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Sunflower Hill’s Hands-On Garden Groups Program promotes the values of inclusivity, diversity, and equity through a number of means. As noted above, our curriculum is specifically designed to meet the diverse needs of adults with I/DD and ensure that each program participant is equipped with a variety of opportunities each week to be successful. We as an organization value the input of people with I/DD to guide the design of programs, activities, and residential communities, as set forth in our 2021-2025 Strategic Plan. This includes innovating our programming based upon feedback and suggestions from our program participants. As such, each week, our team assesses the needs of individual participants and modifies tasks, if needed. We also provide adaptable materials and tools to ensure that each participant can be fully engaged in our programming.

The Sunflower Hill Garden is also accessible to all ability levels. This unique space features a series of decomposed granite pathways, raised garden beds, and a variety of seating options to ensure that is fully accessible to all, including our program participants who are visually impaired or use walkers or wheelchairs.

Our Hands-On Garden Groups Program is also a free program, and as a result, it is fully accessible to our program participants regardless of their socioeconomic status.

12. For the Fiscal Year 2022-2023 Human Services Grant Cycle, additional funding may be available through the City’s American Rescue Plan Act allocation. Organizations that are eligible for this funding must provide services that are responding to the economic and public health impacts of the COVID -19 Pandemic. If applicable, please describe how your organization ’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic.

Enter "NA" if not eligible.

Attachment 7
397
We initially responded to COVID-19 by launching both our Online Activities and a series of virtual programs, including our cooking class series. Our Online Activities are a robust and creative offering of virtual programs designed for individuals with I/DD. These are free, activity videos posted regularly and designed to keep viewers learning and physically active. Activities include garden updates, scavenger hunts, simple cooking lessons, meditation exercises, and art projects. Anyone with access to the internet is able to view our free Online Activities through the Sunflower Hill website. To date, we have created a robust repository of 205 free activity videos, which have been viewed over 25,000 times. Our Online Activities and other virtual programs have continued to be very popular and have enabled us to reach a wider audience beyond Tri-Valley residents. As a result, we will continue to offer these regular, virtual programs throughout 2022.

With respect to our in -person programming, Sunflower Hill began implementing a strict, safety protocol at the onset of the pandemic, as many of our participants have pre-existing medical conditions that increase their risk for severe symptoms. This protocol includes:

• Program participants, staff, and volunteers wear masks at the Garden. • Everyone entering the Garden has their temperature taken and completes a symptom survey. Staff is available to assist participants as needed.
• Gloves are worn while harvesting, weighing, and packaging all produce for donation. • Participants are divided into small groups while they are working on tasks or enjoying their closing snack to ensure appropriate social distancing.
• All surfaces are washed and sanitized regularly.
• Participants engage in frequent handwashing during programming.

The above protocol enables our staff to continue to offer opportunities for in-person programming, as well as allows us to donate produce to our nonprofit partners.

13. ** QUESTIONS 14 THROUGH 24 ARE FOR THOSE ORGANIZATIONS INTERESTED IN APPLYING FOR FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDING ONLY. ** Are you are interested in applying for CDBG funds?

14. CDBG ONLY- Explain your Limited English Proficiency/Language Access Plan (LEP/LAP). How does your agency outreach to limited English speaking residents to encourage access to services? What access accommodations are used? Etc. Provide detail
Please enter "N/A" if you are not interested in qualifying for CDBG funding.

N/A

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)
gfedc Yes. If so, check box here and answer questions 14 through 25. ✔ ✔ ✔ ✔ No. If no, check box here and enter NA
gfedc Don't know. If you are unsure, please call City staff at (925) 833-6645. gfedc Be culturally accessible, appropriate and inclusive gfedc Encourage community engagement and involvement
gfedc Promote energy and resource efficiency
gfedc Encourage networking and information sharing across service providers gfedc Encourage process streamlining
gfedc Consolidate service delivery
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc A) Housing
gfedc Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair. gfedc Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services. gfedc Goal 3: Use resources to assist low -income residents make rental assistance payments in response to Covid -19. gfedc B) Homeless
gfedc Goal 1: Use resource to end homelessness by funding and supporting homeless service programs. gfedc C) Supportive Housing
gfedc Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.
gfedc D) Community Development
gfedc Goal 1: Make improvements, including ADA accessibility and rehabilitation to public facilities, such as curbs and Attachment 7 398

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

18. CDBG ONLY - Select one HUD Objective that relates to your project:
(TIP: When selecting an objective ask yourself, "What is the purpose of the activity? What is the larger community need that I am seeking to address?")

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:
sidewalks, neighborhood parks and recreational improvements, homeless facilities and other public facilities/community centers.
gfedc Goal 2: Fund economic development, micro-enterprise, and on-the-job training. gfedc Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or
✔ ✔ ✔ ✔ F) Not Applicable. Not interested in CDBG funding. gfedc Public Services
gfedc Public Facilities
gfedc Rental Assistance
gfedc Affordable Housing
gfedc Increase Opportunities for 1st Time Homebuyers
gfedc Promote Decent Affordable Rental Housing
gfedc Strengthen Communities
gfedc Ensure Equal Opportunity in Housing
gfedc Reduce Housing Discrimination
gfedc Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations ✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc Creating a Suitable Living Environment
gfedc Providing Decent Affordable Housing
gfedc Creating Economic Opportunities
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc Availability/Accessibility
gfedc Affordability
gfedc Sustainability
✔ ✔ ✔ ✔ Not Applicable. I am not interested in qualifying for CDBG funding. gfedc Public facility or infrastructure: This indicator shows the number of persons that have been assisted by public facility or infrastructure activities that provide individuals with new or improved access to the facility or infrastructure. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of household units that no longer have access to a substandard service. gfedc Public Service: This indicator shows the number of persons that have been assisted with new or improved access to a service. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of persons that no longer have access to a substandard service. gfedc Targeted revitalization: This indicator shows a range of outcomes such as jobs created and retained, businesses assisted, low- and moderate-income persons and households served, slum/blight demolition, number of acres of brownfields remediated, etc. in a targeted area.
gfedc Commercial facade treatments or business building rehabilitation: This indicator shows the number of commercial facade treatments undertaken and the number of business buildings that were rehabilitated. gfedc Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated. gfedc Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of years of affordability, number of units occupied by the elderly, and those units designated for chronically homeless persons and persons with HIV/AIDS.
gfedc Rental units rehabilitated: This indicator shows the number of affordable rental units rehabilitated as well as the number of years of affordability, units for chronically homeless persons, elderly persons, and persons with HIV/AIDS. gfedc Homeownership units constructed or acquired with rehabilitation: This indicator shows the total number of homeownership units constructed, acquired, and/or acquired with rehabilitation per activity. This includes total number of affordable units, number of years of affordability, Energy Star qualified units, section 504 accessible units, and number of households previously living in subsidized housing. In addition, data will be collected on the number of units occupied Attachment 7399

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

22. CDBG ONLY - Based on the common indicator you selected above, please list the number of unduplicated Dublin clients (EITHER Persons OR Households) your agency anticipates serving in each category. If none, please enter "0".

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0" by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless. gfedc Owner occupied units rehabilitated: This indicator shows the total number of owner occupied units rehabilitated, including the number of these units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.
gfedc Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs. gfedc Tenant Based Rental Assistance (TBRA): This indicator shows the total number of households receiving TBRA as well as the number with short-term rental assistance (less than 12 months) and the number of homeless and chronically homeless households assisted.
gfedc Homeless shelters: This indicator shows the number of homeless persons given overnight shelter. gfedc Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.
gfedc Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness. gfedc Jobs created: Of the total number of jobs created, this indicator shows the number of jobs that have employee- sponsored health care, the types of jobs created (using Economic Development Administration (EDA) classifications) and the number of persons unemployed before taking the job. gfedc Jobs retained: Of the total number of jobs retained, this indicator shows the number of jobs retained, the number of jobs with employer-sponsored health care benefits, and the types of jobs retained (using EDA classifications) gfedc Business assistance: This indicator shows the total number of businesses assisted. Specifically, it shows the number of new businesses, existing businesses, and the DUNS number of each business so that HUD can track the number of new businesses that remain operational for three years after assistance. gfedc Businesses providing goods or services: This indicator shows whether an assisted business provides goods or services to meet the needs of the service area, neighborhood, or community, as determined by the grantee. ✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding
gfedc Persons
gfedc Households
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding
Disabled
Women/Female Headed Households
Seniors
Youth
Homeless
N/A Not Applicable. Not interested in CDBG funding (Type N/A)

0.000.00 TOTAL
Low Income (50%-80% AMI)
Extremely Low Income (<30% AMI)
N/A Not Applicable. Not interested in CDBG funding (Type N/A)

0.000.00 TOTAL
White
Attachment 7 400

White + HISPANIC
Black/African American
Black/African American + HISPANIC
Asian
Asian + HISPANIC
American Indian/Alaskan Native
American Indian/Alaskan Native + HISPANIC
Native Hawaiian/Other Pacific Islander
Native Hawaiian/Other Pacific Islander + HISPANIC
American Indian/ Alaskan Native and White
American Indian/ Alaskan Native and White + HISPANIC
Asian and White
Asian and White + HISPANIC
Black/African American and White
Black/African American and White + HISPANIC
American Indian/Alaskan Native and Black/African American American Indian/Alaskan Native and Black/African American + HISPANIC Multi Racial + HISPANIC OR other Multi Racial
N/A Not Applicable. Not interested in CDBG funding. (Type N/A)

0.000.00 TOTAL
✔ ✔ ✔ ✔ #1 - This program/project has the agency's highest priority for funding. gfedc #2 - This program/project has the agency's 2nd highest priority for funding. gfedc #3 - This program/project has the agency's 3rd highest priority for funding. gfedc #4 - This program/project has the agency's 4th highest priority for funding. gfedc #5 - This program/project has the agency's 5th highest priority for funding. gfedc #6 - This program/project has the agency's 6th highest priority for funding. gfedc If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed City of Dublin - partial salary for Garden Manager USD$ 16,500.00 City of Pleasanton - partial salary for Nonresidential Programs staff USD$ 25,080.00 Clif Family Foundation USD$ 5,000.00 USD$ 5,000.00
Lawrence Livermore National Security Gift Program USD$ 2,190.00 USD$ 2,190.00 Alameda County Urban Farm Conservation USD$ 1,870.00 USD$ 1,870.00 Rotarian Foundation of Livermore USD$ 3,400.00
Whole Foods Community Gift Program USD$ 4,000.00
Individual donations (includes year-end campaign) USD$ 64,907.00 Special events (Fun Run, Sunflower Showcase) USD$ 77,964.00 USD$ 0.00
Total USD$ 200,911.00 USD$ 9,060.00
Funding Uses/Expenses Budget Amount Amount Committed
USD$ 0.00
Salaries for Nonresidential Programs staff USD$ 171,724.00 Attachment 7 401
Benefits for Nonresidential Programs staff USD$ 3,398.00 Supplies USD$ 17,178.00
Contracted services (water/soil testing; irrigation repair) USD$ 222.00 Telephone for Nonresidential Programs staff USD$ 2,304.00 Rent/utilities (Garden) USD$ 3,181.00
Operating: Other USD$ 2,904.00
USD$ 0.00
Total USD$ 200,911.00 USD$ 0.00

Budget Narrative
Sunflower Hill's funding request of $16,500 will cover 30% of the salary of our Garden Manager in FY 2022. The salary of $171,724 and benefits of $3,398 noted above are salaries for the Sunflower Hill Nonresidential Programs' Team as a whole, comprised of the Nonresidential Programs Manager, the Garden Manager, Programs Instructor, and Garden Coordinator.

The remaining budget required for the Sunflower Hill Nonresidential Programs' Team salaries, as well as funds needed to maintain the Hands-On Garden Groups Program will be covered by contributed income from other local city, corporate, and private grants, as well as Sunflower Hill's robust fundraising efforts, including special events and individual donations.

Please note that expenses above indicate costs needed to operate the Sunflower Hill Garden Program, rather than operational expenses for the entire organization. "Other" operating costs noted above include worker's compensation, mileage reimbursement for delivering donated produce, and software licensing fees.

Documents top
Documents Requested * Required? Attached Documents *
Program Expense Budget for ALL Grant Requests ✔ ✔ ✔ ✔ FY 22 Sunflower Hill Garden Program Expense Budget
Financial Information Form for ALL Grant Requests ✔ ✔ ✔ ✔ FY 22 Sunflower Hill Financial Information List of Board of Directors (or governing body) with
agency contact information
✔ ✔ ✔ ✔ Sunflower Hill Board of Directors - 2022
Current Annual Budget for the Entire Agency ✔ ✔ ✔ ✔ FY 22 Sunflower Hill Budget Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)
✔ ✔ ✔ ✔ Sunflower Hill 990
Board of Director's (or governing body's) designation
of authorized official
✔ ✔ ✔ ✔ Letter of authorization
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)
✔ ✔ ✔ ✔ Letter of authorization
Proof of insurance carried, including bonding, liability and/or workers' compensation
✔ ✔ ✔ ✔ Sunflower Hill Certification of Liability - General Sunflower Hill Certification of Liability - Worker's
Compensation

STATE AND FEDERAL NON-PROFIT
DETERMINATION LETTER. All organizations MUST
have approved non-profit status from the State of
California and Federal Tax Identification Number at
time of application. Non-compliant applicants will be
disqualified.
✔ ✔ ✔ ✔ Sunflower Hill 501c3 status
Certified Audit and/or Certified Financial Statements ✔ ✔ ✔ ✔ Sunflower Hill 990 REQUIRED FOR CDBG ONLY - If requesting Capital
Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Attachment 7
402

Application ID: 381513
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Procedure
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)

REQUIRED FOR CDBG ONLY - AGENCY'S

Email This Preview Save as PDF Print Close Window A▲▼ City of Dublin
PCS - Human Services Division
Fiscal Year 2022-2023 Human Services Grant Program
Deadline: 1/19/2022
Tri-Valley Haven
Domestic Violence Services

Jump to: Organization Information Questions Budget Documents

USD$ 24,000.00 Requested

Submitted: 1/19/2022 9:35:39 AM (Pacific)

Project Contact
Cynthia Cunningham Morales
[email protected]
Tel: (925) 449-5845

Additional Contacts
[email protected],
[email protected],
[email protected]

Tri-Valley Haven
3663 Pacific Avenue
Livermore, CA 94550
United States

Executive Director
Ann King
[email protected]

Telephone(925) 449-5845 x
Fax (925) 449-2684 x
Web www.trivalleyhaven.org

Organization Information top

1. Business License Number
BL-007058

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Tri-Valley Haven creates homes safe from abuse, contributes to a more peaceful society. One person, one family, one community at a time. Together we build a world without violence.

✔ ✔ ✔ ✔ Non-Profit
gfedc Public Agency
gfedc Other:
gfedc Capital Project
✔ ✔ ✔ ✔ Public Service Program or Project
Attachment 7
404

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

5. Is this request for one-time, seed or operational funding?

6. Provide a concise, executive summary of the project (no more than 1500 characters). This summary will be used widely during the review and implementation process to describe your project.

TVH's Domestic Violence Services Program is an existing project. Our 24 -hour Crisis Line is the main point of entry for survivors seeking shelter. Clients are referred to us via our website, law enforcement, hospitals, 211, shelter networks and other agencies. Clients are screened via telephone to assess their needs and safety, and then, if appropriate, an in-person intake is conducted. Each client is assigned to a Case Manager and individual counseling is available to adults and children.

The following groups are available for adult clients: DV Support, Job Readiness, Parenting, Life Skills and Family Night. Goals are set with each client depending on their specific needs while meeting with their Case Manager, who will assist them in working toward their goals. The maximum length of stay at Shiloh is 105 days. Shiloh has its own vehicle which is used for client intakes and emergency transportation. While in the Shiloh program, Clipper cards, BART tickets and gas cards are available to clients. During their stay, clients can receive food from our pantry and Open Heart Kitchen. During the COVID 19 pandemic, we have reduced our on-site census to ensure that clients do not have to share rooms with non -family members and to allow for social distancing in common areas. We continue to shelter up to 30 adults and children by utilizing a rented house in Livermore. Clients see our staff daily, have access to our Food Pantry, and the rent is more economical that motel costs.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 75 8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

9. Describe in detail how Dublin grant funds will be used for this project. In this narrative, please include what measures are taken to ensure this project is cost effective, and how the budget meets the needs of the anticipated results. If the funds are used for staffing, be sure to provide specific details on the number and types of positions being funded. Be sure to include any effects on the project should the request not be funded, or only be partially funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site gfedc Yes
✔ ✔ ✔ ✔ No
gfedc One-time funding
gfedc Seed funding
gfedc One-time and Seed funding
✔ ✔ ✔ ✔ Operational funding
gfedc None
gfedc Behavioral Health (mental health and substance abuse) gfedc Affordable Housing
gfedc Health Care (including dental)
gfedc Workforce Development
gfedc Homelessness
gfedc Transportation Services and Access
✔ ✔ ✔ ✔ Domestic Violence and Child Abuse
gfedc Disabilities
gfedc Food and Nutrition
gfedc Senior Services
gfedc Youth Services
gfedc Child Care, Early Childhood Development and Education gfedc Changing Demographics and Growing Diversity
gfedc Financial Assistance
gfedc None of the Above
gfedc Please explain: We are the only confidential domestic violence shelter in the Tri-Valley, with over 43 years of experience in providing supportive services.

Attachment 7
405
plans, etc. can be attached later in the "Documents" tab.) (What specifically will the grant funds be used for?)
The funds requested from Dublin will be used to pay part of the Bilingual Case Manager's time, and part of the Overnight staff's time. These positions are essential for the shelter operations. Tri-Valley Haven’s domestic violence services support Dublin’s mission to have a high quality of life and a safe and secure environment for all residents through prevention and intervention services. Furthermore, we will make these services available to all residents through provision of services that are culturally sensitive and appropriate. Clients will benefit from our program or by creating a safety plan for themselves and their children, developing goals and plan of action towards achieving self-sufficiency, and connecting with the resources available in our community. In FY 20-21, we served 224 survivors of domestic violence from Dublin through our crisis line and shelter. The Domestic Violence Services Program utilizes in -house and donated services as much as possible to meet clients' needs and hold down costs. Residents are able to obtain food from the TVH Food Pantry, they are given clothing vouchers and referrals to our Thrift Store, they receive assistance applying for government services such as CAL Fresh, CalWORKS, and Linkages.

We refer our clients to AXIS for their health related needs. Trained volunteers provide overnight crisis line coverage as well as (along with TVH staff) around the clock response to sexual assault calls and referrals from local police departments and hospitals, and volunteers provide childcare for shelter children while their parents participate in educational and support groups. All of this contributes to a very reasonable budget.

As required by Alameda County, TVH uses Results Based Accountability (RBA) to measure the success of our program. Our performance measures include: a) at least 75% of participants will report that they are Satisfied or Very Satisfied on the satisfaction surveys; b) 75% of Shelter program participants will be safely housed upon exit. Last Fiscal Year we met or nearly met both performance measures. The success of the Program will be measured through evaluation of client surveys, statistical results, and the individual goals set by the program participant and her/his case manager. Those goals will be set up on a case-by-case basis and may include: reuniting with their children through completing their CPS Plan, finding housing or employment. Some clients will only stay one or two nights, and their goals will be very different such as safely relocating to a different county or a state. Client progress will be tracked by the case manager during weekly meetings. Progress is also monitored at weekly staff meetings during case review. Additionally, case managers consult with staff counselors or the Clinical Supervisor as needed in order to provide the best client services. We have multi-cultural staff members and volunteers who utilize their cultural backgrounds to enhance the services we provide to our clients. We presently have staff fluent in Spanish, Hindi, Punjabi, Russian, French and several African languages. Multi language fluency is always a consideration when hiring staff and recruiting volunteers, and wage differentials are given to those fluent in Spanish, Cantonese, Mandarin, Russian, Hindi or Tagolog. All of the written materials at Shiloh are in both English and Spanish, and some are in Chinese.

We make sure that at Shiloh we have cooking utensils and dishes that are multi -culturally appropriate such as rice cookers, chopsticks, and new sets of pots and pans for Muslim clients whose religious practice requires that these not be shared with other families. Ethnic food is available for our shelter clients at the Food Pantry and grocery store gift cards are available to assist with purchasing items that aren ’t at the Food Pantry. We continue educating our staff through participation in Cultural Responsiveness development projects. TVH staff maintains a good working relationship with CRIL, a local service provider for persons with disabilities and also is aware of key services such transportation for persons with disabilities and how to access them. Telephone screenings and intake processes include questions about needed accommodations (such as a bottom bunk, private room or special dietary needs). Our shelter is handicap-accessible. Since the beginning of the pandemic, we have not been permitted to hold our twice-monthly restraining order clinics art the Dublin library. We have resumed in-person clinics at our facilities Livermore and Pleasanton, and continue to offer remote restraining order services to any client who is unable to attend those clinics. We look forward to resuming the Dublin clinics as soon as the library permits. We conduct annual briefings at Dublin Police Services to update them about issues of domestic violence, sexual assault and homelessness, and our agency’s activities. All new staff and volunteers who attend our 70-hour domestic violence and sexual assault counselor training participate in a ride along with one of the three Tri-Valley police departments in order to maintain a strong connection to local law enforcement. Officers regularly tell us during the annual briefings that this is a positive experience for them. We are participants in the Family Violence Prevention Programs at Kaiser Permanente in Livermore and Pleasanton. While the Dublin Kaiser offices do not have a formal program in place, we have made presentations to staff about domestic violence, and they have supported several of our events, such as Back to School and the Pace for Peace.

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision We strive to make our services available to all through the provision of culturally sensitive services as detailed in question 10 above, in the languages of our clients. Toward this end, we have consciously worked to diversify our staff through offering a wage differential to direct service staff fluent in the languages most commonly spoken in the Tri-Valley area. Our shelters are accessible to clients with disabilities, and we inquire upon intake if any accommodations are needed. All of our facilities are LGBTQ welcoming.

12. For the Fiscal Year 2022-2023 Human Services Grant Cycle, additional funding may be available through the City’s American Rescue Plan Act allocation. Organizations that are eligible for this funding must provide services Attachment 7 406
that are responding to the economic and public health impacts of the COVID -19 Pandemic. If applicable, please describe how your organization ’s programs and services directly respond to negative economic or public health impacts of the COVID-19 Pandemic.

Enter "NA" if not eligible.

Our Domestic Violence Housing First program, funded by the Office of Emergency Services, offers case management and client assistance to help survivors of domestic violence access and/or retain safe housing after leaving an abusive relationship.

During the pandemic, DVHF has helped survivors who lost their jobs or had their hours cut to pay rent and utility bills in order that they could remain safely housed. Though we lowered our on-site shelter population in order to facilitate social distancing and minimize COVID 19 risk to clients, we continued to provide safe shelter to up to 30 adults and children fleeing domestic violence through the use of a motel and, since July, a rented house in Livermore. In 2021 Tri-Valley Haven hosted two vaccination clinics by Alameda County Healthcare for the Homeless at our Livermore community building.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:
gfedc Yes. If so, check box here and answer questions 14 through 25. ✔ ✔ ✔ ✔ No. If no, check box here and enter NA
gfedc Don't know. If you are unsure, please call City staff at (925) 833-6645. gfedc Be culturally accessible, appropriate and inclusive gfedc Encourage community engagement and involvement
gfedc Promote energy and resource efficiency
gfedc Encourage networking and information sharing across service providers gfedc Encourage process streamlining
gfedc Consolidate service delivery
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc A) Housing
gfedc Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair. gfedc Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services. gfedc Goal 3: Use resources to assist low -income residents make rental assistance payments in response to Covid -19. gfedc B) Homeless
gfedc Goal 1: Use resource to end homelessness by funding and supporting homeless service programs. gfedc C) Supportive Housing
gfedc Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.
gfedc D) Community Development
gfedc Goal 1: Make improvements, including ADA accessibility and rehabilitation to public facilities, such as curbs and sidewalks, neighborhood parks and recreational improvements, homeless facilities and other public facilities/community centers.
gfedc Goal 2: Fund economic development, micro-enterprise, and on-the-job training. gfedc Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or
✔ ✔ ✔ ✔ F) Not Applicable. Not interested in CDBG funding. gfedc Public Services
gfedc Public Facilities
gfedc Rental Assistance
Attachment 7 407

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:
gfedc Affordable Housing
gfedc Increase Opportunities for 1st Time Homebuyers
gfedc Promote Decent Affordable Rental Housing
gfedc Strengthen Communities
gfedc Ensure Equal Opportunity in Housing
gfedc Reduce Housing Discrimination
gfedc Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations ✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc Creating a Suitable Living Environment
gfedc Providing Decent Affordable Housing
gfedc Creating Economic Opportunities
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding. gfedc Availability/Accessibility
gfedc Affordability
gfedc Sustainability
✔ ✔ ✔ ✔ Not Applicable. I am not interested in qualifying for CDBG funding. gfedc Public facility or infrastructure: This indicator shows the number of persons that have been assisted by public facility or infrastructure activities that provide individuals with new or improved access to the facility or infrastructure. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of household units that no longer have access to a substandard service. gfedc Public Service: This indicator shows the number of persons that have been assisted with new or improved access to a service. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of persons that no longer have access to a substandard service. gfedc Targeted revitalization: This indicator shows a range of outcomes such as jobs created and retained, businesses assisted, low- and moderate-income persons and households served, slum/blight demolition, number of acres of brownfields remediated, etc. in a targeted area.
gfedc Commercial facade treatments or business building rehabilitation: This indicator shows the number of commercial facade treatments undertaken and the number of business buildings that were rehabilitated. gfedc Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated. gfedc Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of years of affordability, number of units occupied by the elderly, and those units designated for chronically homeless persons and persons with HIV/AIDS.
gfedc Rental units rehabilitated: This indicator shows the number of affordable rental units rehabilitated as well as the number of years of affordability, units for chronically homeless persons, elderly persons, and persons with HIV/AIDS. gfedc Homeownership units constructed or acquired with rehabilitation: This indicator shows the total number of homeownership units constructed, acquired, and/or acquired with rehabilitation per activity. This includes total number of affordable units, number of years of affordability, Energy Star qualified units, section 504 accessible units, and number of households previously living in subsidized housing. In addition, data will be collected on the number of units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless. gfedc Owner occupied units rehabilitated: This indicator shows the total number of owner occupied units rehabilitated, including the number of these units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.
gfedc Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs. gfedc Tenant Based Rental Assistance (TBRA): This indicator shows the total number of households receiving TBRA as well as the number with short-term rental assistance (less than 12 months) and the number of homeless and chronically homeless households assisted.
gfedc Homeless shelters: This indicator shows the number of homeless persons given overnight shelter. gfedc Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency Attachment 7
408

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0" housing.
gfedc Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness. gfedc Jobs created: Of the total number of jobs created, this indicator shows the number of jobs that have employee- sponsored health care, the types of jobs created (using Economic Development Administration (EDA) classifications) and the number of persons unemployed before taking the job. gfedc Jobs retained: Of the total number of jobs retained, this indicator shows the number of jobs retained, the number of jobs with employer-sponsored health care benefits, and the types of jobs retained (using EDA classifications) gfedc Business assistance: This indicator shows the total number of businesses assisted. Specifically, it shows the number of new businesses, existing businesses, and the DUNS number of each business so that HUD can track the number of new businesses that remain operational for three years after assistance. gfedc Businesses providing goods or services: This indicator shows whether an assisted business provides goods or services to meet the needs of the service area, neighborhood, or community, as determined by the grantee. ✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding
gfedc Persons
gfedc Households
✔ ✔ ✔ ✔ Not Applicable. Not interested in CDBG funding
Disabled
Women/Female Headed Households
Seniors
Youth
Homeless
n/a Not Applicable. Not interested in CDBG funding (Type N/A)

0.000.00 TOTAL
Low Income (50%-80% AMI)
Extremely Low Income (<30% AMI)
n/a Not Applicable. Not interested in CDBG funding (Type N/A)

0.000.00 TOTAL
White
White + HISPANIC
Black/African American
Black/African American + HISPANIC
Asian
Asian + HISPANIC
American Indian/Alaskan Native
American Indian/Alaskan Native + HISPANIC
Native Hawaiian/Other Pacific Islander
Attachment 7
409

Native Hawaiian/Other Pacific Islander + HISPANIC
American Indian/ Alaskan Native and White
American Indian/ Alaskan Native and White + HISPANIC
Asian and White
Asian and White + HISPANIC
Black/African American and White
Black/African American and White + HISPANIC
American Indian/Alaskan Native and Black/African American American Indian/Alaskan Native and Black/African American + HISPANIC Multi Racial + HISPANIC OR other Multi Racial
n/a Not Applicable. Not interested in CDBG funding. (Type N/A)

0.000.00 TOTAL
gfedc #1 - This program/project has the agency's highest priority for funding. ✔ ✔ ✔ ✔ #2 - This program/project has the agency's 2nd highest priority for funding. gfedc #3 - This program/project has the agency's 3rd highest priority for funding. gfedc #4 - This program/project has the agency's 4th highest priority for funding. gfedc #5 - This program/project has the agency's 5th highest priority for funding. gfedc #6 - This program/project has the agency's 6th highest priority for funding. gfedc If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed Alameda County Domestic Violence Center ACT USD$ 0.00 USD$ 26,035.00 Alameda County HCD Linkages USD$ 47,340.00 USD$ 0.00
Alameda County SSA Shelter USD$ 79,760.00 USD$ 0.00
Alameda County CalWORKS USD$ 70,000.00 USD$ 0.00
CalOES DV USD$ 537,587.00 USD$ 0.00
Local Dublin/Livermore/Pleasanton USD$ 83,000.00 USD$ 0.00 Donations/Foundations USD$ 12,000.00 USD$ 0.00
Total USD$ 829,687.00 USD$ 26,035.00
Funding Uses/Expenses Budget Amount Amount Committed
Salaries USD$ 539,029.00 USD$ 20,978.00
Benefits USD$ 105,213.00 USD$ 5,057.00
Supplies USD$ 45,386.00 USD$ 0.00
Postage USD$ 100.00 USD$ 0.00
Telephone USD$ 13,239.00 USD$ 0.00
Rent and Utilities USD$ 39,582.00 USD$ 0.00
Accounting/Audit USD$ 22,484.00 USD$ 0.00
Other USD$ 64,654.00 USD$ 0.00
Total USD$ 829,687.00 USD$ 26,035.00

Budget Narrative
Revenue: The composition of revenue is our best estimate based on the previous year of operation.

Expenses: personnel costs include salaries and benefits. Sick leave, vacation, and holidays are not included in the Attachment 7 410
benefits calculation for staff that will be paid with the Dublin grant funds. Other operating expenses include: travel and mileage, portion of liability, property, D&O, and auto insurance, auto expense, staff development and client assistance.

Domestic Violence Services budget is part of the overall agency budget that includes other programs and departments such as Homeless and Family Support Services, Sexual Assault Services, Finance, and Administration. thus only a portion of liability insurance, auto insurance, audit etc. are being charged to this program.

Documents top
Documents Requested * Required? Attached Documents *
Program Expense Budget for ALL Grant Requests ✔ ✔ ✔ ✔ Program Expense Budget Financial Information Form for ALL Grant Requests ✔ ✔ ✔ ✔ Financial Information List of Board of Directors (or governing body) with
agency contact information
✔ ✔ ✔ ✔ Board of Directors
Current Annual Budget for the Entire Agency ✔ ✔ ✔ ✔ Agency Budget Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)
✔ ✔ ✔ ✔ Form 990
Board of Director's (or governing body's) designation
of authorized official
✔ ✔ ✔ ✔ BoD Resolution
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)
✔ ✔ ✔ ✔ BoD Resolution
Proof of insurance carried, including bonding, liability and/or workers' compensation
✔ ✔ ✔ ✔ Insurance

STATE AND FEDERAL NON-PROFIT
DETERMINATION LETTER. All organizations MUST
have approved non-profit status from the State of
California and Federal Tax Identification Number at
time of application. Non-compliant applicants will be
disqualified.
✔ ✔ ✔ ✔ Non-profit Status
Non-profit Status State
Certified Audit and/or Certified Financial Statements ✔ ✔ ✔ ✔ Audit REQUIRED FOR CDBG ONLY - If requesting Capital
Funding, please upload your Capital expenditure
budget (your own format is acceptable)
REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)

REQUIRED FOR CDBG ONLY - AGENCY'S

Application ID: 380818
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Attachment 7
412

Jump to: Organization Information Questions Budget Documents

USD$ 24,000.00 Requested

Submitted: 1/19/2022 9:47:26 AM (Pacific)

Project Contact
Cynthia Cunningham Morales
[email protected]
Tel: (925) 449-5845

Additional Contacts
[email protected],
[email protected],
[email protected]

Tri-Valley Haven
3663 Pacific Avenue
Livermore, CA 94550
United States

Executive Director
Ann King
[email protected]

Telephone(925) 449-5845 x
Fax (925) 449-2684 x
Web www.trivalleyhaven.org

Organization Information top

1. Business License Number
BL-007058

Questions top

1. Select the category that best describes your organization:
(Select only one.)

2. Please describe your agency's mission (no more than 3 sentences or 250 characters).

Tri-Valley Haven creates homes safe from abuse, contributes to a more peaceful society. One person, one family, one community at a time. Together we build a world without violence.

✔ ✔ ✔ ✔ Non-Profit
gfedc Public Agency
gfedc Other:
gfedc Capital Project
✔ ✔ ✔ ✔ Public Service Program or Project
Attachment 7
413

4. Is this a "new" service, program, project or activity? "New" is identified as not yet started, implemented or in operation.

5. Is this request for one-time, seed or operational funding?

6. Provide a concise, executive summary of the project (no more than 1500 characters). This summary will be used widely during the review and implementation process to describe your project.

Funding will support TVH’s Homeless and Family Support Services programs. TVH’s family shelter, Sojourner House, provides homeless clients with support services while the Food Pantry (FP) provides nutritious food to low income & homeless Tri-Valley residents. Sojourner House will continue to provide homeless clients (women, women with children, two parent families with children, men with children) with shelter and support services to help them to overcome the barriers that led to their homelessness and to assist them in securing stable housing. Program participants are offered up to six months shelter residency. Shelter clients are provided case management, life skills classes, parenting groups and counseling services.

The FP will continue to provide food to low income, homeless, and “at risk of becoming homeless” Tri-Valley residents. On the 1st and 3rd Wednesday of each month our Mobile Food Pantry distributes USDA items, meat and/or produce to Dublin Ranch Senior Apartments. The Food Pantry receives food through the Alameda County Community Food Bank monthly and participates in the local Grocery Rescue program on weekday mornings.

7. Estimate the total number of UNDUPLICATED Dublin residents to be served by this project. (UNDUPLICATED means client is counted only once regardless of number of services received in a year.) 425

8. Which of the 14 Areas of Concern identified in the Eastern County 2011 Needs Assessment Report does your project identify with? Please explain how your project meets the selected Areas of Concerns as well as helps the City of Dublin archive its Vision Statement that was included in its 2018 Strategic Plan.

The mission and vision statements are available online at www.dublin.ca.gov/1956/Application-Requirements-Process

9. Describe in detail how Dublin grant funds will be used for this project. In this narrative, please include what measures are taken to ensure this project is cost effective, and how the budget meets the needs of the anticipated results. If the funds are used for staffing, be sure to provide specific details on the number and types of positions being funded. Be sure to include any effects on the project should the request not be funded, or only be partially funded. (If capital funding is being requested, this narrative should include a detailed project scope and project timeline. The scope of work should include any land tenure issues. Additional documentation include designs, site plans, etc. can be attached later in the "Documents" tab.) (What specifically will the grant funds be used for?)
The funds requested from Dublin will be used to pay a portion of the time of the following positions: a) Sojourner House Case gfedc Yes
✔ ✔ ✔ ✔ No
gfedc One-time funding
gfedc Seed funding
gfedc One-time and Seed funding
✔ ✔ ✔ ✔ Operational funding
gfedc None
gfedc Behavioral Health (mental health and substance abuse) gfedc Affordable Housing
gfedc Health Care (including dental)
gfedc Workforce Development
✔ ✔ ✔ ✔ Homelessness
gfedc Transportation Services and Access
✔ ✔ ✔ ✔ Domestic Violence and Child Abuse
gfedc Disabilities
✔ ✔ ✔ ✔ Food and Nutrition
✔ ✔ ✔ ✔ Senior Services
gfedc Youth Services
gfedc Child Care, Early Childhood Development and Education gfedc Changing Demographics and Growing Diversity
gfedc Financial Assistance
gfedc None of the Above
✔ ✔ ✔ ✔ Please explain: TVH provides a homeless shelter, a food pantry and mobile FP for seniors Attachment 7
414
Manager and b) Food Pantry Coordinator.

We utilize multiple funding sources to support the staff positions and operating costs at both Sojourner and the FP. The staffing at both programs is sufficient to meet and exceed the anticipated results. The FP relies on a large number of volunteers to address the collection, sorting, shelving and distribution of food to clients, as well as the implementation of the Mobile Food Pantry.

Tri-Valley Haven will be relocating its Food Pantry operations to a new and larger location in downtown Livermore in February 2022. We will also be adopting a “Client Choice” model for the distribution of food.

A Client Choice Pantry allows customers to select their own food instead of receiving a prepacked or standard bag of groceries. With this method, clients do not have to take items they already have, do not like, or cannot eat for health or personal reasons.

Benefits of Client Choice pantries include:
• Limits food waste - customers take food they will use and leave the rest for others • Makes ordering easier - pantries know what popular food to stock • Upholds the dignity of customers
• Meets customers health needs
• Makes customers feel like they are food shopping for their own food and needs • Helps pantry staffs get to know customers better
• Reduce time spent pre-packing food items

The success of the Sojourner House will be measured through statistical results and the individual goals set by the program participant and their case manager. Examples of those goals will include: a resident gaining employment, a family transitioning into a permanent living and feeling confident that it will be able to keep it, a family obtaining medical insurance etc. Long-term self-sufficiency achieved by a client would be a success. The population that we anticipate serving at Sojourner House continues to be drastically different from the population served in previous years. This is due to the County mandated Coordinated Entry System (CES). During the past year we have experienced a higher rate of individuals with mental health and/or substance abuse issues, conflicts arising between clients and a resistance to comply with shelter guidelines and expectations. The number of clients served has also been affected due to the Covid-19 pandemic. Since March of 2020 we have designated the four shelter rooms to either individuals or families in order to practice social distancing. We provide both staff and residents with gloves, masks, disinfectant and hand sanitizer. Other than employment or school, residents have limited hours to be in the community for medical care, food shopping and exercise.

Sojourner House and Food Pantry clients are almost exclusively extremely low through low income single parents with their children, two parent families, single women, disabled individuals and seniors.

Clients will also benefit from our Food Pantry by receiving free groceries that in many cases they can ’t afford. Our clients in Dublin, most of them being seniors, will be getting their food from our Mobile Food Pantry, meaning that the transportation issues will be minimized.

In FY 2021 Sojourner served 56 unduplicated clients, providing 3,023 bed nights, and the Food Pantry served 4,398 unduplicated clients. Statistics are maintained on the agency ’s Os-Soft database which include individuals served at each program and services provided.

We have multi-cultural staff members and volunteers who utilize their cultural backgrounds to enhance the services in the homeless program. We presently have multiple staff fluent in Spanish, Russian, Hindi, and Punjabi. Multi language fluency is always a consideration when hiring staff and recruiting volunteers. All of the Sojourner House and Food Pantry intake forms, paperwork and flyers are in English and Spanish, and some are in Chinese. We make sure that we have cooking utensils and dishes that are multi-culturally appropriate such as rice cookers, chopsticks, etc. Our Food Pantry has a capacity to offer ethnic food when needed.

Every year our Holiday Program for low-income families from the Tri-Valley area brings new participants and spreads the word about our services. 197 Dublin residents participated in our 2021 Holiday Program.

TVH staff maintains a good working relationship with CRIL, a local service provider for persons with disabilities and also is aware of key services such transportation for persons with disabilities and how to access them. Sojourner House was remodeled before it was opened in 2002 to include a ramp and a handicap accessible bathroom. No ramps are needed at the Food Pantry due to our moving distribution services to the parking lot due to Covid-19.

TVH regularly conduct presentations to the Dublin Police Services on Domestic Violence, Sexual Assault and Homelessness issues and the programs that Tri-Valley Haven offers. Our Community Education Program reaches 1,350 students through Health Education classes that we teach in Dublin High School covering topics such as healthy relationships and teen dating violence.

Attachment 7 415

11. The City Council updated Dublin’s Mission, Vision, and Values in 2020 to include Inclusivity, Diversity and Equity. How does your project further these values?
The full statements are available at www.dublin.ca.gov/72/mission-vision Tri-Valley Haven promotes and supports inclusivity, diversity and equity as evidenced in our mission statement: “Tri-Valley Haven creates homes safe from abuse, contributes to a more peaceful society one person, one family, one community at a time. Together we build a world without violence.” Our Food Pantry program presents inclusive access to nutritional foods to all community members in need, provides in-house and mobile services that cater to the diversity of our clients and ensures the delivery of equitable access to all. Staff at Sojourner House respect and celebrate the diversity of the clients served and provide equitable access to support services for all clients.

Enter "NA" if not eligible.

We have seen an increase in the number of households utilizing our Food Pantry due to the impacts of COVID-19. We continue to distribute food to our customers outside in the parking lot to ensure appropriate social distancing. We provide staff and volunteers masks, gloves and sanitizers, and have required all customers to wear face masks. All Food Pantry staff and volunteers are required to be vaccinated.

The number of clients served at Sojourner House continues to be affected due to the Covid-19 pandemic. Since March of 2020 we have designated the four shelter bedrooms to either individuals or families in order to practice social distancing. All shelter staff are required to be vaccinated. We highly recommend vaccinations for our clients. Shelter staff complete a daily Resident Symptoms Screening Log that includes the taking of temperatures and inquiries into health status. If residents report having Covid-19 related health symptoms and/or fevers staff refer them to the county’s Operation Comfort program for placement into a hotel for isolation and testing.

TVH is committed to providing services to limited English speaking clients. We presently have multiple staff fluent in Spanish.

Additionally, staff is available to provide assistance in Russian, Punjabi, and Hindi. We seek out bilingual/bicultural staff, and provide a wage differential for those that speak Spanish. At Sojourner House and the Food Pantry we offer the use of Alameda County Social Services Agency’s Language Line Solutions service for clients to access an on -demand interpreter. In Dublin, our largest LEP client group is Chinese-speaking. We make sure that our intake forms for the mobile food pantry are available in Chinese. In addition most flyers, client materials and other communications are created in both English and Spanish. We produce and distribute documents in other languages when available.

15. CDBG ONLY - Identify at least one HUD Guiding Principle that relates to your project:

16. CDBG ONLY - Identify at least HUD Consolidated Plan Goal that relates to your project:
(Select Category and Applicable Goals)
✔ ✔ ✔ ✔ Yes. If so, check box here and answer questions 14 through 25. gfedc No. If no, check box here and enter NA
gfedc Don't know. If you are unsure, please call City staff at (925) 833-6645. ✔ ✔ ✔ ✔ Be culturally accessible, appropriate and inclusive ✔ ✔ ✔ ✔ Encourage community engagement and involvement
gfedc Promote energy and resource efficiency
✔ ✔ ✔ ✔ Encourage networking and information sharing across service providers gfedc Encourage process streamlining
gfedc Consolidate service delivery
gfedc Not Applicable. Not interested in CDBG funding.
gfedc A) Housing
gfedc Goal 1: Promote the production, rehabilitation, and preservation of affordable housing (rental and ownership) through acquisition, rehabilitation, new construction, and minor repair.

Attachment 7
416

17. CDBG ONLY - Identify at least one HUD Strategic Goal that relates to your project:

19. CDBG ONLY - Select one HUD Outcome that relates to your project:
(TIP: When selecting an outcome ask yourself, "What type of change or result am I seeking?")

20. CDBG ONLY - Select one HUD Specific Indicator that relates to your project:
gfedc Goal 2: Reduction of housing discrimination through provision of fair housing and tenant/landlord services. gfedc Goal 3: Use resources to assist low -income residents make rental assistance payments in response to Covid -19. ✔ ✔ ✔ ✔ B) Homeless
✔ ✔ ✔ ✔ Goal 1: Use resource to end homelessness by funding and supporting homeless service programs. gfedc C) Supportive Housing
gfedc Goal 1: Increase the availability of services enriched housing for persons with special needs by supporting acquisition and new construction of housing units.
gfedc D) Community Development
gfedc Goal 1: Make improvements, including ADA accessibility and rehabilitation to public facilities, such as curbs and sidewalks, neighborhood parks and recreational improvements, homeless facilities and other public facilities/community centers.
gfedc Goal 2: Fund economic development, micro-enterprise, and on-the-job training. gfedc Goal 3: Support public service programs for low income residents, preserving safety net services for families and individuals who are vulnerable or
gfedc F) Not Applicable. Not interested in CDBG funding. ✔ ✔ ✔ ✔ Public Services
gfedc Public Facilities
gfedc Rental Assistance
gfedc Affordable Housing
gfedc Increase Opportunities for 1st Time Homebuyers
gfedc Promote Decent Affordable Rental Housing
✔ ✔ ✔ ✔ Strengthen Communities
gfedc Ensure Equal Opportunity in Housing
gfedc Reduce Housing Discrimination
✔ ✔ ✔ ✔ Promote Participation of Grass-Roots, Faith-Based, and other Community-Based Organizations gfedc Not Applicable. Not interested in CDBG funding.
✔ ✔ ✔ ✔ Creating a Suitable Living Environment
gfedc Providing Decent Affordable Housing
gfedc Creating Economic Opportunities
gfedc Not Applicable. Not interested in CDBG funding.
✔ ✔ ✔ ✔ Availability/Accessibility
gfedc Affordability
gfedc Sustainability
gfedc Not Applicable. I am not interested in qualifying for CDBG funding. gfedc Public facility or infrastructure: This indicator shows the number of persons that have been assisted by public facility or infrastructure activities that provide individuals with new or improved access to the facility or infrastructure. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of household units that no longer have access to a substandard service. gfedc Public Service: This indicator shows the number of persons that have been assisted with new or improved access to a service. If the activity was used to meet a quality standard or to measurably improve quality, then this indicator will report the number of persons that no longer have access to a substandard service. gfedc Targeted revitalization: This indicator shows a range of outcomes such as jobs created and retained, businesses assisted, low- and moderate-income persons and households served, slum/blight demolition, number of acres of brownfields remediated, etc. in a targeted area.
gfedc Commercial facade treatments or business building rehabilitation: This indicator shows the number of commercial facade treatments undertaken and the number of business buildings that were rehabilitated.

Attachment 7
417

21. CDBG ONLY - Please choose a common indicator that your agency will use to track clients:
(Select only ONE.)

Area Median Income ("AMI") information is available online at www.dublin.ca.gov/1956/Application-Requirements-Process gfedc Brownfields remediated: This indicator shows the number of acres of brownfields that were remediated. gfedc Rental units constructed: This indicator shows the number of affordable rental units created, as well as the number of years of affordability, number of units occupied by the elderly, and those units designated for chronically homeless persons and persons with HIV/AIDS.
gfedc Rental units rehabilitated: This indicator shows the number of affordable rental units rehabilitated as well as the number of years of affordability, units for chronically homeless persons, elderly persons, and persons with HIV/AIDS. gfedc Homeownership units constructed or acquired with rehabilitation: This indicator shows the total number of homeownership units constructed, acquired, and/or acquired with rehabilitation per activity. This includes total number of affordable units, number of years of affordability, Energy Star qualified units, section 504 accessible units, and number of households previously living in subsidized housing. In addition, data will be collected on the number of units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless. gfedc Owner occupied units rehabilitated: This indicator shows the total number of owner occupied units rehabilitated, including the number of these units occupied by the elderly, number of units designated for persons with HIV/AIDS, and number of units for the chronically homeless.
gfedc Direct financial assistance to homebuyers: This indicator shows the number of homebuyers receiving direct financial assistance, housing counseling, and down payment assistance/closing costs. gfedc Tenant Based Rental Assistance (TBRA): This indicator shows the total number of households receiving TBRA as well as the number with short-term rental assistance (less than 12 months) and the number of homeless and chronically homeless households assisted.
✔ ✔ ✔ ✔ Homeless shelters: This indicator shows the number of homeless persons given overnight shelter. gfedc Emergency housing: This indicator shows the number of beds created in an overnight shelter or other emergency housing.
gfedc Homeless prevention: This indicator shows the number of households that received emergency financial assistance to prevent homelessness and emergency legal assistance to prevent homelessness. gfedc Jobs created: Of the total number of jobs created, this indicator shows the number of jobs that have employee- sponsored health care, the types of jobs created (using Economic Development Administration (EDA) classifications) and the number of persons unemployed before taking the job. gfedc Jobs retained: Of the total number of jobs retained, this indicator shows the number of jobs retained, the number of jobs with employer-sponsored health care benefits, and the types of jobs retained (using EDA classifications) gfedc Business assistance: This indicator shows the total number of businesses assisted. Specifically, it shows the number of new businesses, existing businesses, and the DUNS number of each business so that HUD can track the number of new businesses that remain operational for three years after assistance. gfedc Businesses providing goods or services: This indicator shows whether an assisted business provides goods or services to meet the needs of the service area, neighborhood, or community, as determined by the grantee. gfedc Not Applicable. Not interested in CDBG funding
✔ ✔ ✔ ✔ Persons
gfedc Households
gfedc Not Applicable. Not interested in CDBG funding
35 Disabled
120 Women/Female Headed Households
225 Seniors
0 Youth
25 Homeless
0 Not Applicable. Not interested in CDBG funding (Type N/A) 405.00405.00 TOTAL
Attachment 7
418

24. CDBG ONLY - List the number of clients your agency anticipates serving in race/ethnicity categories. Per HUD, "Hispanic" is an ethnicity, not a race.

The sum entered below must match the total clients entered in Question #9 above. If none, please enter "0"

25 Low Income (50%-80% AMI)
400 Extremely Low Income (<30% AMI)
0 Not Applicable. Not interested in CDBG funding (Type N/A) 425.00425.00 TOTAL
100 White
0 White + HISPANIC
50 Black/African American
0 Black/African American + HISPANIC
200 Asian
0 Asian + HISPANIC
5 American Indian/Alaskan Native
0 American Indian/Alaskan Native + HISPANIC
0 Native Hawaiian/Other Pacific Islander
0 Native Hawaiian/Other Pacific Islander + HISPANIC
0 American Indian/ Alaskan Native and White
0 American Indian/ Alaskan Native and White + HISPANIC
0 Asian and White
0 Asian and White + HISPANIC
0 Black/African American and White
0 Black/African American and White + HISPANIC
0 American Indian/Alaskan Native and Black/African American 0 American Indian/Alaskan Native and Black/African American + HISPANIC 70 Multi Racial + HISPANIC OR other Multi Racial
0 Not Applicable. Not interested in CDBG funding. (Type N/A) 425.00425.00 TOTAL
✔ ✔ ✔ ✔ #1 - This program/project has the agency's highest priority for funding. gfedc #2 - This program/project has the agency's 2nd highest priority for funding. gfedc #3 - This program/project has the agency's 3rd highest priority for funding. gfedc #4 - This program/project has the agency's 4th highest priority for funding. gfedc #5 - This program/project has the agency's 5th highest priority for funding. gfedc #6 - This program/project has the agency's 6th highest priority for funding. gfedc If you have more than 6 applications per organization, agency, district or entity, check here.

Budget top
Funding Sources/Revenues Budget Amount Amount Committed Alameda County HCD Linkages USD$ 47,340.00 USD$ 0.00
Alameda County SSA Food Pantry USD$ 106,749.00 USD$ 0.00 Alameda County SSA Shelter USD$ 212,693.00 USD$ 0.00
Alameda County StopWaste USD$ 20,000.00 USD$ 0.00
EFSP USD$ 27,500.00 USD$ 0.00
Attachment 7 419
Local Dublin/Livermore/Pleasanton USD$ 198,000.00 USD$ 0.00 Individual Donations/Foundations USD$ 32,000.00 USD$ 0.00 Total USD$ 644,282.00 USD$ 0.00
Funding Uses/Expenses Budget Amount Amount Committed
Salaries USD$ 342,424.00 USD$ 0.00
Benefits USD$ 83,109.00 USD$ 0.00
Supplies USD$ 40,235.00 USD$ 0.00
Printing/Copying USD$ 1,200.00 USD$ 0.00
Postage USD$ 30.00 USD$ 0.00
Telephone USD$ 10,640.00 USD$ 0.00
Rent and Utilities USD$ 128,086.00 USD$ 0.00
Accounting/Audit USD$ 2,400.00 USD$ 0.00
Other USD$ 36,158.00 USD$ 0.00
Total USD$ 644,282.00 USD$ 0.00

Budget Narrative
Revenue: The composition of revenue is our best estimate based on the previous year of operation.

Expenses: personnel costs include salaries and benefits. Sick leave, vacation, and holidays are not included in the benefits calculation for staff that will be paid with the Dublin grant funds. Other operating expenses include: travel and mileage, maintenance and repair expenses, portion of liability, property, D&O, and auto insurance, auto expense, staff development, program expenses and client assistance.

The Homeless and Family Supports Services budget is part of the overall agency budget that includes other programs and departments such as Domestic Violence Services, Sexual Assault Services, Finance, and Administration. Thus only a portion of liability insurance, auto insurance, audit etc. are being charged to this program.

Documents top
Documents Requested * Required? Attached Documents *
Program Expense Budget for ALL Grant Requests ✔ ✔ ✔ ✔ Program Expense Budget Financial Information Form for ALL Grant Requests ✔ ✔ ✔ ✔ Financial Information List of Board of Directors (or governing body) with
agency contact information
✔ ✔ ✔ ✔ Board of Directors
Current Annual Budget for the Entire Agency ✔ ✔ ✔ ✔ Agency Budget Copy of most recently submitted IRS 990 form or Tax
Return (include complete form)
✔ ✔ ✔ ✔ Form 990
Board of Director's (or governing body's) designation
of authorized official
✔ ✔ ✔ ✔ BoD Resolution
Board of Director's (or governing body's) authorization to request funding (may be same document as one
above)
✔ ✔ ✔ ✔ BoD Resolution
Proof of insurance carried, including bonding, liability and/or workers' compensation
✔ ✔ ✔ ✔ Insurance

Application ID: 380819
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* ZoomGrants™ is not responsible for the content of uploaded documents.

REQUIRED FOR CDBG ONLY - Personnel Policies
Including Affirmative Action Plan and Grievance
Procedure
REQUIRED FOR CDBG ONLY - Agency Audit
Requirements and Copy of Last Audit Highlighting
"Findings" Section
REQUIRED FOR CDBG ONLY - Articles of
Incorporation and Bylaws
REQUIRED FOR CDBG ONLY - Conflict of Interest
Statement (if not included in Bylaws)

REQUIRED FOR CDBG ONLY - AGENCY'S

REQUIRED FOR CDBG ONLY - LEVERAGING
REPORT- this is due with the 2nd quarter report no
later than January 15th
Supporting Documents such as Agency Strategic
Plan, Needs Assessment, etc. (Not Required)
Strategic Plan
Other Supporting Documents (Not Required)
Attachment 7
421
Fiscal Year 2022-23 Human
Services Grant Program
City Council – April 19, 2022
422
Human Services Grant Program
Process
• November & December 2021: Outreach and education efforts. • Advertising/Postings/Outreach
• Grant Workshops
• Application Period: December 6, 2021 - January 19, 2022 • The City received 20 qualifying applications by 16 different organizations (No rejections).
• Commission Review and Recommendation and City Council Approval: March – April 2022
• Funding Available: July 1, 2022
423
Human Services Grant Program
Criteria & Priorities
• Tri-Valley Needs Assessment - Areas of Concern and the City's Adopted Mission and Vision.
• In recent years, the Human Services Commission has emphasized needs in the areas of Behavioral Health (mental health and substance abuse), Health Care (including dental), and Senior Services.
• City Council Emphasis: Focus on the most critical Human Service Needs:
• Mental Health Services
• Healthcare
• Food & Nutrition
• Shelter & Homelessness
• Grants for arts or school-based programs should not be awarded Human Services Grant funding.
424
Human Services Grant Program
Funding by Source
*This allocation is an estimate and minor adjustments may be necessary in May/June before the new FiscalYear starts.
**Includes $8,460 in HHAP Funding
Funding Sources FY 2022-23
Funds Requested
FY 2022-23
Funds Available
CDBG Public Service Funds* $154,300 $99,000
General Fund**/ARPA Funds $248,291 $261,000
Sub Total: $402,591 $360,000
CDBG Capital Project Funds* $200,000 $200,000
Grand Total: $602,591 $560,000
425
Human Services Grant Program
Distribution of Funding
Organization Grant Proposal
Grant
Amount
Requested
FY22-23
FY22-23
Final
Funding
Amount
Estimated
Unduplicated
Residents
Served
Average Cost
Per
Unduplicated
Resident
FY22-23 Allocation Funding Source
CDBG ARPA General Fund Percent of Request
Axis Capital Project New Service Site $200,000.00 $200,000.00 NA NA $200,000.00 100% Axis Loan Axis Section 108 Loan Obligation $15,300.00 $15,300.00 NA NA $15,300.00 100% CALICO Center Child Abuse Prevention $15,000.00 $14,425.00 18 $801 $14,425.00 96% Centro Legal de la Raza Fair and Secure Housing Project $25,000.00 $22,575.00 30 $753 $22,575.00 90% Chabot Las Positas Dublin Community Jobs
Support Expansion 2022-23 $18,341.00 $16,230.00 108 $150 $16,230.00 88% Chabot Las Positas Dublin EITC Support Program 2022-23 $15,950.00 $15,950.00 147 $109 $15,950.00 100% City Serve of the Tri-Valley Homelessness Prevention / Family Stabilization $25,000.00 $25,000.00 30 $833 $25,000.00 100% Community Resources for
Independent Living Housing and Independent Living Skills $15,000.00 $14,100.00 30 $470 $14,100.00 94% Easter Seals Bay Area Kaleidoscope Community Adult
Program $25,000.00 $15,250.00 5 $3,050 $15,250.00 61%
Goodness Village* Tiny Home Community $25,000.00 $10,000.00 2 $5,000 $10,000* 40% Hively Busy Bees Learning Lab $12,000.00 $11,000.00 750 $15 $11,000.00 92% Hively Community Engagement Coordinator $25,000.00 $23,150.00 750 $31 $23,150.00 93% Hively Family Resource Center $25,000.00 $23,225.00 1,200 $19 $18,620.00 $4,605.00 93% Hope Hospice Grief Support Center and Hospice
Volunteer $20,000.00 $17,670.00 40 $442 $17,670.00 88%
Legal Assistance for Seniors Legal Services, Medicare Counseling and Education for Dublin Seniors $10,000.00 $9,100.00 142 $64 $9,100.00 91% Open Heart Kitchen Dublin Senior Meal Program $25,000.00 $23,900.00 500 $48 $23,900.00 96% Senior Support Program of the Tri-
Valley Case Management $16,500.00 $16,150.00 25 $646 $16,150.00 98% Spectrum Community Services Meals on Wheels for Dublin's Homebound Elderly $25,000.00 $24,225.00 60 $404 $23,500.00 $725.00 97% Sunflower Hill Program Support for Adults with
Developmental Disabilites $16,500.00 $15,400.00 30 $513 $15,400.00 93% Tri-Valley Haven Domestic Violence Services Program $24,000.00 $23,350.00 75 $311 $23,350.00 97% Tri-Valley Haven Homeless Services Program $24,000.00 $24,000.00 425 $56 $24,000.00 100% *Includes $8,460 in HHAP Funding $602,591.00 $560,000.00 $299,000.00 $163,000.00 $98,000* 426
Human Services Grant Program
Next Steps
• Review grant requests and consider funding allocations including those programs with a high average cost per unduplicated resident.
• Rating Criteria – “Reasonable” Cost
• Adopt the Resolution Approving Funding Recommendations for Fiscal Year 2022-23 Human Services Grant Program.
• Grant amounts will be incorporated into the Fiscal Year 2022-23 Budget. • Adjustments based on CDBG funding (Current Estimates) • Agreement execution (City/County and City/Provider)
• Invoicing and reporting
• Monitoring
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Questions?
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STAFF REPORT

CITY COUNCIL

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Agenda Item 8.2
DATE: April 19, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: 2022 Parks and Recreation Master Plan
Prepared by: Judy Miller, Management Analyst II
EXECUTIVE SUMMARY:

The City Council will consider an update to the Parks and Recreation Master Plan that addresses current community conditions and demand for parks and facilities. The 2022 Parks and Recreation Master Plan establishes goals and standards to guide the City in acquisition, development, and management of Dublin’s parks, facilities, and programs.

STAFF RECOMMENDATION:

Adopt the Resolution Considering the CEQA Addendum and Adopting the 2022 Parks and Recreation Master Plan.

FINANCIAL IMPACT:

There is no financial impact at this time. Prior to including any future parks or facilities in the Capital Improvement Program, Staff will identify the costs of capital outlay, ongoing operational and preventative maintenance costs, and future replacement costs for equipment and furnishings.

DESCRIPTION:

The Parks and Recreation Master Plan was originally adopted by the City Council in 1994 and updated in 2004, 2006, and most recently in May 2015. Since the 2015 update, several new areas of the community have been developed and the City has seen changes in the types of recreational programs and park amenities being sought by residents.

The City retained the consulting services of Greenplay LLC to assist Staff in updating the 2015 Parks and Recreation Master Plan for review and approval by the City Council. The purpose of the Master Plan update is to reflect current conditions of parks and recreational facilities and establish new goals and standards to guide the City in acquisition, development, and management 429

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(operations and maintenance) of new parks and facilities through the ultimate build-out of the City in accordance with the General Plan.

The 2022 Master Plan (Attachment 2) was prepared through the completion of the following tasks:
 Comparative analysis with similar agencies.
 Community/stakeholder engagement and community survey.  Facility inventory and existing condition assessment.  Trends and demographic analysis.
 Cost recovery workshop.
 Organizational review and analysis.
 Recommendations: goals, objectives, and action plan.
 Review and consideration of existing reports, City Master Plans, and budgets.

Community and Stakeholder Input
During the Master Plan update process, Greenplay hosted 12 meetings and spoke with 117 community members and stakeholders via focus groups, interviews, and a public forum. The goal of the sessions was to gather information that would guide the development of a needs assessment survey. Information was collected using three primary methods: 1) a mailed survey to 3,500 households in Dublin; 2) a password-protected, random sample webpage; and 3) an open link survey for all other residents who were not included in the random sample.

Level of Service Analysis
The City’s existing parks inventory was updated to reflect the City’s current supply, and a Level of Service Analysis was conducted to provide future recommendations for park and facility development. The process included a description of the existing park classification system with accompanying inventory, a comparison to national metrics as well as the standards set by the 2015 Master Plan, a gap analysis showing areas of Dublin currently underserved by the existing parks system, and an evaluation of each existing park. The evaluation was completed in 2019.

Master Plan Goals and Objectives
This section describes ways to enhance the level of service and quality of life with implementable actions through improved parks, facilities, programs, amenities, and programming and service delivery, as well as organizational efficiencies and increased financial opportunities.

Recommendations, including specific goals and objectives, have been categorized into four focus areas and have been incorporated into the plan:
 Focus Area #1 – Facilities and Amenities
 Focus Area #2 – Program and Service Delivery
 Focus Area #3 – Organizational Efficiency
 Focus Area #4 – Finance
Each of these focus areas has been incorporated into the overall implementation plan and several goals have been established to achieve the vision of the plan. 430

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 Goal #1 – Add New and Improve Existing Infrastructure and Amenities.  Goal #2 – Continue to Improve Programs, Service Delivery, and Affordability.  Goal #3 – Continue to Improve Organizational Efficiencies.  Goal #4 – Increase Financial Opportunities.

On February 28, 2022, the Parks and Community Services Commission considered the 2022 Parks and Recreation Master Plan and unanimously recommended it for City Council approval as presented.

ENVIRONMENTAL DETERMINATION:

The City Council adopted a Negative Declaration (ND) for the 2004 Parks and Recreation Master Plan on March 16, 2004 (via Resolution No. 48-04). This ND tiered off several previous environmental documents, including:

1. City of Dublin General Plan EIR, 1985

2. Schaefer Ranch EIR, 1996 (SCH 95033070)

3. Eastern Dublin Specific Plan/General Plan Amendment EIR, 1994 (SCH 91103064)

4. East Dublin Properties, Stage 1 Development Plan and Annexation DSEIR, 2002 (SCH 2001152114)
Prior CEQA analysis also includes the Dublin Crossing Specific Plan EIR, 2013 (SCH 2012062009), Downtown Dublin Specific Plan EIR, 2011 (SCH 2010022005) and 2015 Parks and Recreation Master Plan Addendum and Initial Study. Collectively, all environmental review documents above are referred to as the “previous environmental documents.” Pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15162, the proposed 2022 Parks and Recreation Master Plan was examined to determine if another environmental document should be prepared. The City prepared an initial study, dated April 5, 2022, to assess whether any further environmental review is required for the 2022 Parks and Recreation Master Plan. The Initial Study determined that pursuant to CEQA Guidelines Section 15164, no subsequent EIR or Negative Declaration is required, and an Addendum is the appropriate CEQA review.

The CEQA Addendum to the ND for the 2022 Parks and Recreation Master Plan 2022 is included as Attachment 3 to this Staff Report. The City Council shall consider the CEQA Addendum before approval of the 2022 Parks and Recreation Master Plan.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.
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ATTACHMENTS:
1) Resolution Considering the CEQA Addendum and Adopting the 2022 Parks and Recreation Master Plan
2) Exhibit A to the Resolution – 2022 Parks and Recreation Master Plan 3) Exhibit B to the Resolution – 2022 Parks and Recreation Master Plan CEQA Addendum 432
Attachment 1
Reso. No. XX-22, Item X.X, Adopted XX/XX/2022 Page 1 of 2 RESOLUTION NO. XX – 22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DUBLIN

CONSIDERING A CEQA ADDENDUM AND
ADOPTING THE 2022 PARKS AND RECREATION MASTER PLAN
WHEREAS, in July 1994 the City Council adopted the Parks and Recreation Master Plan which established goals, long-term policies and standards to guide the City of Dublin in the acquisition, development and management of Dublin's park and recreation facilities; .and WHEREAS, the most recent updates to the Master Plan were adopted by the City Council on March 16, 2004, August 1, 2006, and May 19, 2015; and
WHEREAS, it is necessary to prepare an update to the Master Plan every five to 10 years to address changing conditions in the development of the City; and WHEREAS, Staff has reviewed development proposals, population projections, and their impacts on parks and recreation facility demand; and
WHEREAS, the Master Plan reflects the most current planning and population data available to the City; and
WHEREAS, the California Environmental Quality Act (CEQA), together with the CEQA Guidelines and City of Dublin CEQA Guidelines and Procedures, require that certain projects be reviewed for environmental impacts and that environmental documents be prepared; and WHEREAS, prior CEQA analysis for the Master Plan includes an adopted Negative Declaration for the 2004 Parks and Recreation Master Plan adopted on March 16, 2004 (via Resolution No. 48-04); Dublin Crossing Specific Plan EIR, 2013 (SCH 2012062009); Downtown Dublin Specific Plan EIR, 2011 (SCH 2010022005); and Parks and Recreation Master Plan (2015) Addendum and Initial Study; and
WHEREAS, in order to assess whether any further environmental review is required, an Initial Study was completed; and
WHEREAS, the CEQA Initial Study analysis prepared for the project determined that, pursuant to CEQA Guidelines Section 15164, no subsequent EIR or Negative Declaration is required, and an Addendum is the appropriate CEQA review; and
WHEREAS, the Parks and Community Services Commission did review and consider the 2022 Parks and Recreation Master Plan at a meeting on February 28, 2022; and WHEREAS, the City Council did review and consider the 2022 Parks and Recreation Master Plan Update on April 19, 2022.

WHEREAS, the City Council did review and consider the Initial Study and CEQA Addendum, attached hereto as Exhibit B and incorporated herein by reference, and all above-referenced reports, to evaluate the project.
433
Reso. No. XX-21, Item X.X, Adopted XX/XX/21 Page 2 of 2 NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby adopt the 2022 Parks and Recreation Master Plan, attached as Exhibit A.

PASSED, APPROVED AND ADOPTED this 19th day of April 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Mayor
ATTEST:
_________________________________
City Clerk
5092856.1
434
2022
Parks and Recreation Master Plan
Attachment 2
Exhibit A to the Resolution
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Acknowledgements
City Council
Melissa Hernandez, Mayor
Jean Josey, Vice Mayor
Sherry Hu, Councilmember
Shawn Kumagai, Councilmember
Michael McCorriston, Councilmember
Parks and Community Services Commission
Kristen Speck, Chairperson
Sameer Hakim, Vice Chairperson
Mathew Giller, Commissioner
Vimal Pannala, Commissioner
Joe Washington, Commissioner
Daniel Colley, Alternate
Richard Thornbury, Alternate
Pratyush Rallapally, Student Representative
Staff
Linda Smith, City Manager
Colleen Tribby, Assistant City Manager
La Shaw
n Butler, Parks and Community Services Director
Andrew Russell, Public Works Director
Bridget Amaya, Asst. Parks and Community Services Director Judy Miller, Management Analyst II
Consultant Team
GreenPlay, LLC
LandDesign
RRC Associates
For more information about this document,
contact City of Dublin Parks and Community Services Department, 100 Civic Plaza, Dublin,
CA 94568,
Telephone: 925-556-4500 Email:
[email protected]
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Table of Contents
In
troduction .................................................................................................................................................. 1 Overview ................................................................................................................................................... 1 City of Dublin History ................................................................................................................................ 2 Purpose ..................................................................................................................................................... 3 Dublin’s Parks and Recreation Overview .................................................................................................. 3 Methodology and Planning Process .......................................................................................................... 5 Background and Trends ................................................................................................................................ 6 Parks and Recreation Standards ............................................................................................................... 6 Existing Reports......................................................................................................................................... 8 Existing Parks Inventory .......................................................................................................................... 10 Dublin Public Facilities ............................................................................................................................ 13 Demographic Profile ............................................................................................................................... 14 Park and Recreation Influencing Trends ............................................................................................ 23 Parks and Recreation Trends Relevant to Dublin ................................................................................... 25 Community and Stakeholder Input ...................................................................................................... 29 Community Needs Assessment Survey ................................................................................................ 31 Analyses ...................................................................................................................................................... 35 Recreation Programming and Services ................................................................................................ 35 Key Level of Service (LOS) Findings ......................................................................................................... 37 Comparative Analysis .............................................................................................................................. 46 Funding ................................................................................................................................................... 48 Summary of Key Findings ........................................................................................................................ 51 Recommendations and Action Plan ............................................................................................................ 53 Recommendations .................................................................................................................................. 53 APPENDIX A: Survey Report ..................................................................................................................63 APPENDIX B: Existing Parks Assessment .........................................................................................113 APPENDIX C: 2015 Facilities Standards ...........................................................................................125 438
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Table of Figures
Figure 1: Dublin Demographic Overview ............................................................................................................ 14 Figure 2: Dublin Population Annual Growth Rates (2010-2018) ........................................................................ 15 Figure 3: Projected Population Trends from 2000-2028 .................................................................................... 15 Figure 4: Median Age of Dublin between 2010 and 2026 .................................................................................. 16 Figure 5: Age Distribution in Dublin from 2010 to 2023 ..................................................................................... 16 Figure 6: 2018 Racial/Ethnic Diversity of Dublin ................................................................................................. 17 Figure 7: 2018 Median Household Income Distribution in Dublin ..................................................................... 18 Figure 8: Employment Overview in Dublin, California ........................................................................................ 19 Figure 9: County Health Ranking Model ............................................................................................................. 20 Figure 10: California Health Ranking Overview .................................................................................................. 21 Figure 11: Modifying Preventative Public Health through Systems Thinking ..................................................... 22 Figure 12: Adult Participation in Fitness Activities ............................................................................................. 23 Figure 13: Adult Participation in Outdoor Activities ........................................................................................... 24 Figure 14: Adult Participation in Sports Activities .............................................................................................. 24 Figure 15 : "Splash pad" (Google Trends) ........................................................................................................... 26 Figure 16: Example of A Splash Pad .................................................................................................................... 26 Figure 17: Interest and Participation in Pickleball .............................................................................................. 28 Figure 18: Trends in Outdoor Recreation by Ethnicity........................................................................................ 30 Figure 19: Key Findings from the Community Needs Assessment Survey .......................................................... 31 Figure 20: Usage of Current Facilities and Amenities ......................................................................................... 32 Figure 21: Increase Usage of Facilities ................................................................................................................ 32 Figure 22: Usage of Current Facilities and Amenities - Random Sample Respondents ...................................... 33 Figure 23: Usage of Current Facilities and Amenities - Open Link Respondents ................................................ 34 Figure 24: Satisfaction of Parks and Recreation Services ................................................................................... 35 Figure 25: Existing and Future Facility Map ........................................................................................................ 41 Figure 26: Existing and Future Facilities - GAP Analysis ...................................................................................... 42 Figure 27: Park Classifications per ½ Mile and ¼ Mile Buffer ............................................................................. 43 Figure 28: Park Classifications Map Displaying Unserved Areas......................................................................... 44 Figure 29: Future Planned Parks for Dublin ........................................................................................................ 45 Figure 30: Neighboring agencies with similar populations ................................................................................. 46 Figure 31: Five-Year Operating Expense-Revenue Analysis ................................................................................ 48 Figu
re 32: The Pyramid Methodology ................................................................................................................ 49 Figure 33: GreenPlay LLC's Service Assessment Matrix ...................................................................................... 50 Figure 34: Summary of Key Issues Matrix ........................................................................................................... 52 T
able 1: Inventory of existing facilities within the Dublin parks system ............................................................ 11 Table 2: Inventory of Dublin future parks ........................................................................................................... 12 Table 3: Dublin Gender Distribution Compared to State and National Averages .............................................. 16 Table 4: Dublin Educational Attainment Compared to State and National Averages ........................................ 17 Table 5: Current Dublin Facility Supply as Compared to NRPA and City Metrics ................................................ 39 Table 6: Future 2028 Dublin Facility Supply as Compared to NRPA and City Metrics ......................................... 40 Table 7: City of Dublin Acreage Guidelines ......................................................................................................... 40 Table 8: 2021 Jurisdiction Comparisons by General Recreation and Park Components ..................................... 47 Table 9: Park Acreage Comparison ..................................................................................................................... 47 Table 10: Parks and Community Services Five-Year Cost Recovery Analysis* .................................................... 48 439
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Introduction
Overview
Historically, parks have played a major role in the formation of a successful city. Since the early 20th Century, parks have held a variety of meanings to different groups of people at different times. To some, parks are primarily meant for children, with an emphasis on playgrounds and ball fields. To other groups, parks address the cultural needs of the community, providing theaters, museums, art exhibits, and conference facilities. And to others, the park system preserves and enhances the natural environment, providing opportunities to interact with nature in a more passive, non-structured setting.

A successful park system should incorporate all these components and more.

The City of Dublin has
placed great emphasis on
parks and recreation
programming to serve the
large number of families
that call Dublin home. Since
the 2015 Parks and
Recreation Master Plan was
adopted, several new areas
of the community have
been developed, and the
City has seen changes in the
types of recreational
programs and park
amenities being sought by the residents. In February 2019 the City retained the consulting services of GreenPlay LLC (GreenPlay) to update the 2015 Parks Master Plan through community input. The 2022 Parks and Recreation Master Plan not only focuses on the evaluation of existing facilities, programs, and services, but goes further to assess the community’s changing needs and to provide recommendations to improve the service offerings to residents. The community played a significant role in the development of the 2022 Plan, and the recommendations offered herein are reflective of their input in the process. The 2022 Plan establishes prioritized recommendations regarding facility improvements, park development, recreation programming, as well as identifying needed resources and funding associated with each action.

Grand Opening of Clover & Sunrise Park
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City of Dublin History
As a formerly rural community founded by Mexican and Irish settlers, Dublin’s history is long and storied; but its physical transformation has been most significant over the last 60 years. During the 1960’s, the area was transformed into a suburb when the first housing tracts were built in western Dublin. The City grew steadily from then onward and developed as both a residential and retail center.

Upon its incorporation in February 1982, the City of Dublin consisted of 3.54 square miles with approximately 4,428 housing units and an estimated household population of 13,700. In 1986, the Parks Reserve Forces Training Area (Camp Parks) was annexed into Dublin, adding 4.24 square miles to the City. By 1991, after a series of smaller annexations on the west side of Dublin, the City grew to 8.46 square miles and had approximately 6,904 housing units and an estimated household population of 19,755. In 1995, Dublin started growing eastward with the annexation of 2.4 square miles. Over the next 15 years, the City would grow to 14.62 square miles; and by 2010, Dublin had approximately 15,782 housing units and an estimated household population of 40,262.

I
n 2000, the City Council adopted Resolution 209-00, establishing an Urban Limit Line within the Western Extended Planning Area to protect land from development for a period of 30 years. In 2014, the City Council adopted the Dublin Open Space Initiative, removing the 30-year sunset clause for the Urban Limit Line in the Western Extended Planning Area and establishing an additional Urban Limit Line along the eastern edge of the Eastern Extended Planning Area.

The population of Dublin grew roughly 57% since 2010. The population increased from 46,063, from the 2010 census to the current level of 72,589 from the 2020 census. In 2013, Dublin was the second fastest-growing city in the state of California, behind only Santa Clarita. In 2019, census data showed Dublin as one of the fastest-growing cities in the country.

In 2020 Dublin started to see a shift in the growth rates which is consistent with a decrease in development. By 2028, the annual growth rate is expected to be around 1%. The City’s General Plan has a current build-out population estimate of 79,726. This will likely be adjusted following an update to the Housing Element of the General Plan, which is required by end of 2022 and 2023, respectively.

Participants at
Live N Rec Play
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Purpose
The purpose of the Parks and Recreation Master Plan update is to establish goals, standards, guiding policies, and an action plan to guide the City of Dublin in the acquisition, development, and management (operations and maintenance) of Dublin's park and recreation facilities through the ultimate build-out of the City in accordance with the General Plan.

The 2022 Master Plan update was developed to respond to the City’s growth and changing demographics. The Plan contains specific standards that guide the City's actions, as well as provides direction to other agencies and private developers regarding the framework under which Dublin is developing, maintaining, and operating its park and recreation system. Policies and programs from the 2015 Parks and Recreation Master Plan are included for reference and to provide a baseline from which changes are being made.

The Dublin climate allows for almost year-round use of park facilities. That fact, combined with the active, recreation-oriented lifestyle of the population, places a significant emphasis on the provision of high-quality amenities and ample recreational opportunities for the community. In the past five years, the City has experienced noticeable growth in sports and fitness activities taking place in parks and facilities. Sports seasons are becoming longer and new sports, such as cricket, futsal, and pickleball, are becoming popular with residents. Nationally recognized standards for park and recreation facilities establish thresholds that often do not reflect the recreational demands of a specific community. The standards and policies set forth in the 2022 Master Plan, while recognizing national and peer community standards, are unique to Dublin. They reflect the City's commitment to providing facilities and amenities that support a high quality of life for the community.

Dublin’s Parks and Recreation Overview
The City of Dublin currently provides 24 parks, totaling 237.04 acres. Dublin also maintains over 26.26 miles of greenways and trails. The series of routes stretches throughout the city and ranges from recreational trails to shared-use paths.

In the last few years, Dublin added to its plentiful park system with the development of three new
neighborhood parks, Jordan Ranch Park, Butterfly
Knoll Park, and Sean Diamond Park. These are in
addition to the Clover Park neighborhood square and
adjacent Sunrise Park nature area. The City also
completed the second phase of Fallon Sports Park in
2018, featuring two new soccer fields, a new 90-foot
baseball diamond, four bocce courts, an adventure
playground, and a public art piece, “Elatus.”
Construction of Fallon Sports Park - Phase 3 started in 2021 and is near completion.

Fallon Sports Park Soccer
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The Emerald Glen Recreation and Aquatic Complex, also known as The Wave, is a state-of-the-art aquatics facility that opened in May 2017. In addition to its seasonal waterpark facility, The Wave is open year-round for fitness classes, swim lessons, and recreational swimming.

The Emerald Glen Park Amphitheater opened at the same time as The Wave, offering opportunities for concerts, Dublin Farmers’ Market, and other community performances.

The adopted 2020-2025 Capital Improvement Program (CIP) includes the City’s next major community parks. The Don Biddle Community Park, which is currently under construction, is centrally located just east of the Iron Horse Trail along Dublin Boulevard. The Wallis Ranch Development will be an 8.75-acre park adjacent to the Wallis Ranch Community. The City Council approved the conceptual design to include lighted tennis courts, pickleball courts, and basketball courts. In addition, there will be a play structure, dog park, and public restrooms. The recreational amenities will span across three parcels of land along Rutherford Drive, bisected by Tassajara Creek. Lastly, with a recent grant award of just over 2 million dollars, the conceptual planning and design phase for the Iron Horse Nature Park has begun.

The CIP also incorporates Fallon Sports Park - Phase 3, providing for the completion of the final 14 acres of the community’s 60-acre Fallon Sports Park. The final phase is under construction and includes a cricket field, a five-bay batting cage, a playground, and four sand volleyball courts. 444
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Methodology and Planning Process
A project team consisting of City Staff, and members of the Parks and Community Services Commission was formed. This team provided input to the GreenPlay consulting team at key points throughout the planning process. As such, this plan leverages the consultant's expertise and incorporates the local knowledge and background which is only experienced when community and staff members are involved.

The project consisted of the following tasks:
• Review and consideration of existing reports, Master Plans, and budgets • Comparative analysis with similar agencies
• Community/stakeholder engagement and community survey • Facility inventory and existing condition assessment
• Trends and demographic analysis
• Cost recovery workshop
• Organizational review and analysis
• Recommendations: goals, objectives, and action plan
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Background and Trends
Parks and Recreation Standards
The City of Dublin offers a wide variety of recreational and cultural opportunities to the residents of Dublin. The City’s inventory of facilities generally meets the minimum service standards established by the Master Plan.

This Master Plan update addresses the program and facility needs of the anticipated future population growth. The development standards for new parks and facilities will provide for quality parks, trails, sports fields and recreation and cultural facilities needed at build-out in a manner that is fiscally sustainable to operate and maintain.

Two new categories of parks were included in the 2015 Master Plan, natural community park and downtown plaza.

Neighborhood Parks: Typically, a neighborhood park ranges from 4-9 acres in size and serves as a main center for the immediate surrounding community. These parks are uniquely tailored to the neighborhoods they serve and provide active recreation and a balance of amenities that appeals to a broad range of individuals.

Neighborhood Square: A smaller version of the neighborhood park, the neighborhood square reflects similar amenities catering to a focused group of users within high density areas. Averaging two acres, the squares offer unique features that foster communal gathering and social equity.

Downtown Plaza: Public gathering spaces with a range of 0.5-1.5 acres, these urban plazas take up a central location and are easily accessible while linking to the rest of the downtown area. Showcasing amenities such as seating areas, public art, small scale play structures, etc., downtown plazas provide a main social gathering space. The Dublin City Council adopted a Preferred Vision for Downtown Dublin which encompasses a Town Square. This one-acre park and plaza will serve as a gathering place designed with open space for activation and will concentrate on activities to possibly include a Farmer’s market, Yoga in the Park, play and water features.

Active Community Park: Generally, 10-60 acres, active community parks provide various amenities for a range of age groups meeting a wide range of community recreation and social needs. These parks, acting as social hubs, include large open space areas, sports fields and courts, aquatics facilities, a community center, multiple bicycling and hiking trails, and other natural and cultural facilities.

Natural Community Park: Natural community parks are
considerably larger in scale depending on location and
adjacencies. Having a more natural appearance and
unprogrammed, the intent of these parks is to focus on both passive and active recreation. The purpose of a natural community park is to bring people together to recreate and socialize within a low-intensity space. Amenities may include those similar to a neighborhood park, as well as a nature 446
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interpretive area, outdoor classrooms, group picnicking sites, trails, and community and/or children’s garden.

Community Facilities: Community facilities with multi-purpose space to hold numerous programs; this main social hub accommodates organized gatherings.

Indoor Recreation Center: Multi-purpose recreation centers offer a variety of activities and facilities catering to an active population. Programs aim to be inclusive of all-ages and encourage fitness and exercise.

Senior Center: Supplying a designated space for the mature adult population (65 years and older), Dublin's Senior Center provides a facility where the senior population can use, engage, and socialize with fellow community members.

Aquatic Facility: With both an outdoor and indoor recreational pool, water playground, water slides, rental space, and administrative offices, Emerald Glen Recreation and Aquatic Complex (The Wave) meets the programmatic needs for those looking for water exercise and fitness programs. With the various amenities, the modern-day water complex provides unique active opportunities.

Cultural Arts Center: Supplying opportunities for cultural, educational, and social events, these multi-use facilities are available to the entire community. Serving as a major public destination, the facility contains multi-purpose spaces including classrooms to support various year- round programming. A Cultural Arts Center is currently planned and included in the City’s Five-Year Capital Improvement Program. This 13,500 square foot center will serve as a multi-use facility that affords cultural, educational, and social opportunities for the community.

Regional Park/Open Space and Trails: Regional parks are not typically provided by cities as they serve multiple cities, cross political jurisdictions, and exceed 100 acres in size. The purpose of the regional park is to preserve natural resources, remnant landscapes, and open space. These parks often include nature- based experiences, such as trails, hiking and nature-viewing, and may contain active recreation areas, gardens, picnic facilities, and other special use areas. There are currently no existing regional parks owned or maintained by the City of Dublin, but thousands of acres nearby are available for use by residents.
• Dougherty Hills Open Space, owned by the City of Dublin, is currently not included within Dublin’s park inventory or acreage. It provides approximately 100 acres of open space and a 1.1-mile hiking trail just north of Dougherty Hills Dog Park.
• T
he City has the following open space trails:
◊ Alamo Canal Trail
◊ Alamo Creek Trail
◊ Dougherty Road Multi-Use Trail
◊ Iron Horse Trail
◊ Tassajara Creek Trail
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• The East Bay Regional Park District also provides valuable nature-based regional parks and trails for residents:
◊ Dublin Hills Regional Park
◊ Iron Horse Regional Trail
◊ Tassajara Creek Regional Trail
Th
e Parks and Recreation Facility Standards from the adopted Parks and Recreation Master Plan 2015 can be found in Appendix C.

Existing Reports
As part of the 2022 Master Plan preparation, GreenPlay reviewed existing plans guiding the actions of the City. Some of the highlights and accomplishments of the existing plans are included below.

Five-Year Capital Improvement Program
Every other year, the City Council adopts a five-year CIP, which includes a section on parks development.

Much of the parks development activity in Dublin is funded through development impact fees as defined in the Public Facility Fee Program. Each project is detailed in the CIP and includes detailed expenditures in the areas of improvements, other fees, and staffing costs.

The following major capital improvement projects were completed since the 2015 Parks and Recreation Master Plan was approved:
• Emerald Glen Recreation and Aquatics Complex
This project provides for the design and construction of the first phase of a Recreation and Aquatic Complex in Emerald Glen Park. The project is known as The Wave. Design was completed in December 2014 and construction began in April 2015. The Wave opened in May 2017.

The Wave includes a 31,940 square-foot facility with a community room; an indoor pool for lessons, and lap swimming; an outdoor competitive pool for water polo and swimming; a children’s play pool with slide and sprays, and a slide tower with high-speed slides and loop slides. This project also includes additional park acreage, a plaza and an amphitheater. A separate project, consisting o f a
C
oncession Building, was completed and operational for the 2018 Summer Season. • Imagine Playground at Dublin Sports Grounds
The Imagine Playground at Dublin Sports Grounds project provided for the rehabilitation of the existing playground into an all-abilities playground at Dublin Sports Grounds, located at Dublin Boulevard and Civic Plaza. This rehabilitation included the design and construction of an all-abilities playground, an all-inclusive picnic area, upgraded landscape, parking facilities, and pathways to improve accessibility and connectivity to other park features including the sports fields, and a new ADA-compliant restroom facility. This project was completed in March 2021. • Fallon Sports Park – Phase II
Fallon Sports Park is a 60-acre community park bordered by Fallon Road, Central Parkway, Lockhart Street and Gleason Drive. Phase I of the park was dedicated in July 2010. The 19.85-acre lower terrace consists of two synthetic turf soccer fields, a 90-foot lighted baseball diamond, restroom and concession building, adventure playground, group picnic area, parking, and landscape and street 448
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frontage improvements along Central Parkway and Fallon Road. This project was completed in Spring 2018.
• Sean Diamond Park
This 5.03-acre neighborhood park, located in the Positano development, includes a central gathering p
oint with a public art focal point, playgrounds for ages 2-5 and 5-12, tennis court, picnic area, grass volleyball court, informal lawn area, restroom building, and pathways. This part was open to the p
ublic in spring 2018.
• Jordan Ranch Neighborhood Park
This 4.9-acre neighborhood park, located in the Jordan Ranch Development, includes a shaded playground with areas for ages 2-5 and 5-12; a group picnic area with tables and barbecues; an open space meadow for informal sports, games, and passive activities; basketball court; volleyball court; and a walking path with trail access. The land for the park was dedicated by the developer and was constructed by the developer. This park opened in February 2018. • Clover and Sunrise Park
Clover and Sunrise Park is a combination of a 10.75-acre nature community park and 2.0-acre neighborhood square in the Irongate Development, bordered by Central Parkway, Dublin Boulevard, Lockhart Street, and Fallon Road. The land for the park was dedicated by the developer and wa s
c
onstructed by the developer.
• Butterfly Knoll Park
The 1.08-acre neighborhood square in the Tassajara Hills Development (formerly Moller Ranch), offers visitors sweeping views of the surrounding hills and Tassajara Creek, themed playground, group picnic area, an amphitheater seating area, and more. The Park features a mural painted into the grand entry staircase, designed by Gates and Associates, and painted with the assistance of v
olunteers in the community. This park opened in January 2022. • Heritage Park and Pioneer Cemetery Renovation
The City has initiated a renovation of the Pioneer Cemetery. In Fall 2020, the City Council approved plans for the project in the Dublin Heritage Park along Donlon Way. While the Dublin Pioneer Cemetery is currently an active cemetery, there are no plots available for purchase. With the upcoming renovation of the cemetery, residents will have the opportunity to memorialize loved ones with a monument in their honor. This project was completed in Spring 2022.

C
ity of Dublin General Plan
The City of Dublin General Plan is a comprehensive policy document expressing the community’s long- term vision and provides a framework for future decision-making. The General Plan contains 12 elements addressing many aspects of the community including land use, housing, parks and open space, community design, infrastructure, safety, sustainability, and conservation of resources. The General Plan is the City’s overarching development policy document. All city policies and ordinances related to development must be consistent with the General Plan.

Chapter 3 of the City of Dublin General Plan is the Land Use & Circulation: Parks & Open Space Element.

Government Code sec. 65302(a) requires land use elements to designate open space for recreation, 449
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agriculture, visual enjoyment, and natural resources. Government Code sec. 65560 defines the following six categories of open space lands:

1. Open space for the preservation of natural resources.

2. Open space for the managed production of resources.

3. Open space for outdoor recreation.

4. Open space for public health and safety.

5. Open space in support of the mission of military installations.

6. Open space for the protection of Native American historical, cultural, and sacred sites.

Government Code sec. 65564 requires local open space plans to include action programs with specific programs to implement open space policies. Public Resources Code sec. 5076 requires demand for trail- oriented recreational uses be considered when developing the open space programs. It further requires the open space plan to consider integrating local trails with the state trails system. Policies and programs to provide open space both within and apart from development projects are included in this Parks and Open Space Element. Related provisions to protect specific natural resources through open space planning are included in the Conservation Element (Chapter 7 of the City of Dublin General Plan).

E
xisting Parks Inventory
Dublin takes great pride in its parks, trails, and open space. These spaces provide opportunities for all residents to take part in social interactions and physical activities and contribute to the quality of life within the community.

The City of Dublin provides 24 parks, which include 18 neighborhood parks/square, five community parks, and one nature park totaling a combined 237.04 acres. These parks range from passive to active and are a mix of small neighborhood parks to a large aquatic complex.

In addition to these facilities, Dublin maintains over 26.26 miles of greenways and trails. The series of trails sprawls throughout the City ranging from recreational trails to shared use paths. The shared paths help connect the community of Dublin to some of the existing parks within the system. Moreover, some of these greenways and trails will help connect some of the parks planned for the future.

Inventory of Existing Facilities Within the Dublin Parks System:

The inventory of parks for the City of Dublin lists existing facilities found in every park (Table 3). Typical facilities within the Dublin Parks include, but are not limited to playgrounds, benches, grill stations/ BBQs, multipurpose lawn areas, planting beds, and tree canopies. The data for the asset inventory was collected by LandDesign and GreenPlay and this information was supplemented with GIS data from the City and additional site inventory visits.
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Total Acreage: 237.04
Table 1: Inventory of Existing Facilities Within the Dublin Parks System 451
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Table 2: Inventory of Dublin Future Parks
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Dublin Public Facilities
Active Community Parks (5)

1. Dublin Heritage Park & Museums - 1

2. Dublin Sports Grounds – 1

3. Emerald Glen Park – 1

4. Fallon Sports Park – 1

5. Shannon Park – 1
A
mphitheater (3)

1. Butterfly Knoll – 1

2. Emerald Glen Park – 1

3. Heritage Park – 1
B
aseball/Softball Fields (18)

1. Dublin Sports Grounds – 7

2. Emerald Glen Park – 3

3. Fallon Sports Park – 7

4. Ted Fairfield Park – 1
B
asketball Courts (13)

1. Alamo Creek Park – 1

2. Bray Commons – 1

3. Dolan Park – 1

4. Emerald Glen Park – 2

5. Fallon Sports Park – 4

6. Jordan Ranch Park – 1

7. Positano Hills Park – 1

8. Schaefer Ranch Park – 1

9. Ted Fairfield Park – 1
B
MX Course (1)

1. Fallon Sports Park – 1
C
ommunity Centers (4)

1. Shannon Community Center – 1

2. Sunday School Barn – 1

3. Old St. Raymond Church – 1

4. Senior Center
C
ricket Fields (2)

1. Emerald Glen Park – 1

2. Fallon Sports Park – 1
D og Run/Dog Park (2)

1. Bray Commons – 1

2. Dougherty Hills Dog Park – 1
N
eighborhood Parks/Squares (19)

1. Alamo Creek Park

2. Bray Commons

3. Butterfly Knoll

4. Clover Park

5. Cottonwood Park & School

6. Devany Square

7. Dolan Park

8. Dougherty Hills Dog Park

9. Jordan Ranch Park

10. Kolb Park

11. Mape Memorial Park

12. Passatempo Park

13. P
iazza Sorrento

14. Positano Hills Park

15. Schaefer Ranch Park

16. Sean Diamond Park

17. Stagecoach Park

18. Sunrise Park

19. Ted Fairfield Park
P
laygrounds (25)

1. Alamo Creek Park – 1

2. Bray Commons – 1

3. Butterfly Knoll Park – 1

4. Clover & Sunrise Park – 1

5. Devany Square – 1

6. Dolan Park - 1

7. Dublin Sports Grounds – 1

8. Emerald Glen Park – 1

9. Fallon Sports Park – 1

10. Jordan Ranch Park - 1

11. Kolb Park – 1

12. Mape Memorial Park – 2

13. Passatempo Park – 1

14. Piazza Sorrento – 1

15. Positano Hills Park – 1

16. Schaefer Ranch Park – 2

17. Sean Diamond Park – 3

18. Shannon Park – 2

19. Stagecoach Park – 1

20. Ted Fairfield Park - 1
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Demographic Profile
To establish realistic and justifiable recommendations, an assessment of several influencing and relevant factors was conducted to identify unmet needs. This assessment included:
• Reviewing Dublin's demographic profile (current and predicted) • Understanding the community's needs and interests regarding current and potential future facilities, amenities, programs, and services
• Determining and considering relevant trends
• Conducting a community needs assessment survey to validate desires and interests • Reviewing and analyzing existing operational functions of the Department By analyzing population data, trends emerge that can inform decision-making and resource allocation strategies for the provision of parks, recreation, and open space management. This demographic profile was compiled in December 2021 from a combination of sources including the Esri Business Analyst, American Community Survey, and the 2020 U.S. Census. The following topics will be covered in detail in this report:

Gender & Age
Distribution
Population
Summary
Race/Ethnic
Character
Educational
Attainment
Household
Data
Employment
Health
Rankings
White Collar
Figure 1: Dublin Demographic Overview
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Population
Growth rates can be a strong comparative indicator of an area's potential for economic development.

From 2010 to 2018, the population of Dublin grew about 4% annually. According to Esri Business Analyst, Dublin’s annual growth rate is expected to be double that of the United States through 2023, which is projected to grow at a rate of 1%.

Figure 2: Dublin Population Annual Growth Rates (2010-2018) Source: Esri Business Analyst
From 2018 to 2023, the growth rate slowed to an estimated 3.6 % annually. From 2023-2028, growth is estimated at around 1%. The City of Dublin’s General Plan currently estimates the build-out population to be 79,726 with minimal growth in future years.

Source: 2018 Esri Business Analyst,
City of Dublin General Plan
Figure 3: Projected Population Trends from 2000-2028
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Age & Gender Distribution
Dublin has an even distribution in gender, with slightly more females (50.7%) than males (49.3%). A comparison of state and national gender breakdown is shown below.

T
able 3: Dublin Gender Distribution Compared to State and National Averages Dublin California USA
2020 Female Population (%) 50.7% 50.3% 50.8%
2020 Male Population (%) 49.3% 49.7% 49.2%
Source: 2021 Esri Business Analyst
The median age in Dublin in 2010 was 35.3 years, which was similar to California’s median age of 35.2 years. The current median age is 36.7 and is projected to decrease slightly to 36.0 years in 2026; California's median age will increase to 37.6 years.

Source: 2021 Esri Business Analyst
Looking at the population age breakdown by five-year increments in the figure below, there are a few key conclusions.
• The age distribution is expected to stay relatively the same from 2010 through 2026 The major c
hanges expected are only within two percentage points.
• The number of people in the 25-to-39 age group, which is currently the largest age cohort, is all projected to decrease slightly between 2010 and 2023.
• Age groups that are expected to increase in number include those between 10 and 19 years old, and between 55 and 79 years old.
2010

35.3 2020

36.7 2026

36.0 Source: 2018 Esri Business Analyst
Figure 4: Median Age of Dublin between 2010 and 2026
Figure 5: Age Distribution in Dublin from 2010 to 2023
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Race/Ethnic Character
In the United States, communities are generally becoming more diverse. Before comparing this data, it is important to note how the U.S. Census classifies and counts individuals who identify as Hispanic. The census notes Hispanic origin can be viewed as the heritage, nationality, lineage, or country of birth of the person or the person’s parents or ancestors before arrival in the United States. In the U.S. Census, people who identify as Hispanic, Latino, or Spanish are included in all of the race categories. Figure 6 reflects the approximate racial/ethnic population distribution.

E
ducational Attainment
Analysis of the levels of educational attainment indicate Dublin has a higher percentage of graduate/professional degree holders (22%) than California (13%) and the United States (12%). In all, less than 10% of the population had not completed high school.

Table 4: Dublin Educational Attainment Compared to State and National Averages Level of Education Dublin, CA California USA
Graduate/Professional Degree 22.13% 12.55% 12.18%
Bachelor's Degree 34.00% 20.85% 19.60%
Associate Degree 6.28% 7.72% 8.45%
Some College/No Degree 14.41% 21.13% 20.52%
GED/Alternative Credential 2.65% 2.33% 3.96%
High School Diploma 11.03% 18.04% 23.00%
9th-12th Grade/No Diploma 5.24% 7.76% 7.07%
Less than 9th Grade 4.25% 9.60% 5.22%
Figure 6: 2018 Racial/Ethnic Diversity of Dublin
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Household Data
• The median household size is 2.96 in Dublin, compared to 2.95 in the state of California and 2.62 in the United States.
• According to Esri Business Analyst, less than 13% of residents live with some sort of hearing difficulty, vision difficulty, cognitive difficulty, ambulatory difficulty, self-care difficulty, and/or independent living difficulty.
• According to 2020 U.S. Census, the median home value in Dublin is $882,200, which is higher than the median home value of California overall ($505,000) and more than four times the value of the average home in the United States ($217,500).
• According to 2020 U.S. Census, there are 4% persons in poverty, while the rate in California is 11.5%. • Dublin households bring in a median income of $160,577 a year compared to the state of California at $75,235 and the United States at $62,843.
• Over a quarter of the population makes a household income of $200,000 or more. Almost 68% of all re
sidents earn $100,000 or more.

Figure 7: 2018 Median Household Income Distribution in Dublin 2021 Esri Business Analyst
U.S. Census Bureau, 2020 Census
Residents enjoy concerts in the park
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Employment
• Roughly 87% of the population is employed in white collar positions, which typically perform in managerial, technical, administrative, and/or professional capacities. Only 8% were employed by blue collar positions, such as construction, maintenance, etc. In 2021, 4.1% of the population was unemployed (lower than California) and similar when compared to the United States at 4.2%. • In terms of commuting, only 19% of workers spend seven and one-half or more hours commuting per week, and 67.3% of commuters drive alone in a car to work.

Source: 2021 Esri Business Analyst; Bureau of Labor Statistics Figure 8: Employment Overview in Dublin, California
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Health Rankings
Understanding the status of the community's health can help inform policies related to recreation and fitness. Robert Wood Johnson Foundation's County Health Rankings and Roadmaps provide annual insight on the general health of national, state, and county populations. The 2020 Rankings model shown in Figure 9 highlights the topic areas reviewed by the Foundation.

The health ranking gauged the public health of the population based on "how long people live and how healthy people feel while alive,” coupled with ranking factors including healthy behaviors, clinical care, social and economic, and physical environment factors.

Source: Robert Wood Johnson Foundation, County Health Rankings 2020 Figure 9: County Health Ranking Model
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In 2021, the County Health Rankings Annual Report ranked Alameda County as the 14th healthiest county for health outcomes and 6th for health factors. The health rankings consider and weigh social and environmental factors that tend to directly impact the overall health of populations as illustrated in Figure 9. In 2021, the United Health Foundation’s America’s Health Rankings Annual Report did not provide an overall rank for California as in past years. California ranked 12 th in
2018 and 2019. An overview of strengths, challenges, and highlights are shown in Figure 10.

Source: United Health Foundation's America's Health Rankings Annual Report 2021 Figure 10: California Health Ranking Overview
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Positioning Parks and Recreation as Preventive Public Health In recent years, there has been a strong movement to identify and position parks and recreation agencies as preventive public health providers. Figure 11 provides a graphic that identifies key health factors (nutrition, physical activity, social engagement, transportation and access, and perceptions of safety) that can be modified by parks and agency strategies, working in tandem with a variety of community "actors"
- other providers, governmental agencies, and partners.

Figure 11: Modifying Preventative Public Health through Systems Thinking 462
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Figure 12: Adult Participation in Fitness Activities
Park and Recreation Influencing Trends
The changing pace of today's world requires analyzing recreation trends from both a local and national level. Understanding the participation levels of the city residents using data from the U.S. Census Bureau, combined with research of relevant national recreation trends, provides critical insights to help plan for the future of parks and recreation. These new shifts of participation in outdoor recreation, sports, and cultural programs are an important component of understanding and serving the community.

Part I: Recreation Behavior and Expenditures of Dublin Households Adult participation in recreation activities was provided by the U.S. Census for 2018, with an outline of the main highlights below:
• Walking for exercise was the most popular fitness activity at 27% adult participation in Dublin. • Dublin had a higher percentage of yoga participation (11%) than the state of California overall (9%). • Jogging/running (18%) and hiking (15%) were the most popular outdoor activities. Participation in those activities were higher than what was seen in California in 2018. • Approximately 12% of the adult population participated in road cycling, and 11% participated in go lf
- making these sports the next most popular outdoor activities. • Basketball (9%), soccer (5%), and tennis (5%) were the most popular sports for adults in Dublin which garnered strong participation.

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Figure 13: Adult Participation in Outdoor Activities
Figure 14: Adult Participation in Sports Activities
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Parks and Recreation Trends Relevant to Dublin
Administrative Trends for Recreation and Parks
The role of parks and recreation management has shifted beyond traditional facility oversight and activity programming. The ability to evaluate and interpret data is a critical component of strategic decision making. In an article in the Parks and Recreation magazine from February 2019, there are several strategies identified that allow agencies to keep up with administrative trends and become an agent of change.

1. Develop a digital transformation strategy - how will your agency innovate and adapt to technology?

2. A
nticipate needs of the community through data - what information from your facilities, programs, and services can be collected and utilized for decision making?

3. Continuous education - How can you educate yourself and your team to have more knowledge and skills as technology evolves?

4. Focus on efficiency - in what ways can your operations be streamlined?

5. Embrace change as a leader - how can you help your staff to see the value in new systems and processes?

6. Reach out digitally - be sure the public knows how to find you and ways they can be involved.

A
quatics and Water Recreation Trends
According to the National Sporting Goods Association (NSGA), swimming ranked second nationwide in terms of participation in 2018. Nationally, there is an increasing trend toward indoor leisure and therapeutic pools. Swimming for fitness is the top aspirational activity for "inactives" in all age groups, according to the Sports & Fitness Industry Association (SFIA) 2016 "Sports, Fitness and Leisure Activities Topline
Participation Report," representing a significant opportunity to engage inactive populations.

Additional indoor and outdoor amenities like spray pads, splash parks, and interactive fountains are becoming
increasingly popular as well. Communities are also concerned about water quality as well as conservation. Interactive fountains are a popular alternative because they are ADA- compliant and low maintenance. Trends in architectural
design for splash parks can be found in Recreation
Management articles in 2014 and 2015.
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Splashpads
Splash pads, or spray grounds, have seen enormous growth in popularity over the past decade. Simply looking at search terms over time (from 2004 to present) on Google Trends show more people are searching for this amenity.

The popularity of splash pads is geographical and more common in the Western United States.

According to a feature article from June 2016 titled "A Look at Trends in Aquatic Facilities," splash play areas were least common in the Northeast; only 31.9% of responding agencies had this amenity, compared to 55.8% of those in the West. Urban areas are more likely to have splash play areas than rural areas. This shift is most likely due to the benefits of splash play areas.

Compared to a traditional
aquatic facility, splash pads
typically incur lower
maintenance costs, less
programming, and lower
staffing costs. Over a third of
responding agencies said they
plan to add splash pads to
their list of features.

Figure 15 : "Splash pad" (Google Trends)
Figure 16: Example of A Splash Pad
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Conservation
One of the key pillars of parks and recreation is the role it plays in conservation. Managing and protecting open space, providing opportunities for people to connect with nature, and educating communities about conservation are all incredibly important. One key component of conservation is addressing climate change. Local parks and recreation departments can help by building climate resilient communities through water management, green infrastructure, and sustainability. A report by NRPA in 2017 titled "Park and Recreation Sustainability Practices" surveyed over 400 parks and recreation agencies and found the top five ways local departments are taking action on conservation and climate change:
• Alternative Transportation - 77% reduce carbon footprint through offering transportation alternatives
• Watershed Management - 70% adopt protective measures for watershed management • Air Quality - 53% plant and manage tree canopies that improves air quality • Sustainable Education - 52% educate the public about sustainability practices • Stormwater Management - 51% proactivity reduce stormwater through green infrastructure Cricket
Nearly 140 years before there was baseball, there was cricket. This sport, largely based on tradition, involves hitting a ball with a flat wooden bat and running back and forth on the field. It is most popular in New York, Florida, and California but has spread to all 50 states. According to an ESPN Cricket Editor Peter Della Penna, cricket is the country's fastest-growing sport "with 15 million fans and an estimated 200,000 players." Future plans and aspirations for the sport involve organized youth leagues, installation of proper cricket fields, a U.S. based professional league, and the creation of a U.S. National Cricket Team. According to NRPA's 2019 field report, 9.2% of agencies have a proper cricket field.

Futsal
Futsal is a small-sided soccer game that is generally played indoors on a basketball-sized court with five players on each team. Futsal is unique from soccer because it allows opportunities for players to gain technical skills by consistently touching the ball and actively engaging each player. With only five players on the field, there are more opportunities to dribble, pass, and score. Another primary difference between futsal and soccer is that futsal is a great introductory sport for beginners; the sport does not have some of the more complicated rules such as off-sides like soccer, nor does it have the intimidating full-length fields that require more endurance. In 2018, it was estimated that there are more than 12 million futsal players across 100 countries.

Pickleball
Pickleball continues to be a fast-growing sport throughout the United States. Considered a mix between tennis, ping pong, and badminton, the sport initially grew in popularity with older adults. However, now the sport is being taught in schools across the country. Pickleball will continue to grow, judging by its growth in the last several years. From 2016 to 2017, pickleball grew 12.3% to 2.815 million players.

Dedicated pickleball courts are desired by avid players, rather than playing on striped tennis courts. 467
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Figure 17: Interest and Participation in Pickleball
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Community and Stakeholder Input
Focus groups, stakeholder interviews, and a public forum were conducted April 9 - 11, 2019. Over the course of the three days, GreenPlay hosted 12 meetings and spoke with 117 community members and stakeholders. These meetings were held throughout the City. The goal of these sessions was to gather information that would guide the development of the community recreation needs assessment survey.

Participants included:
• Users/Community Members
• City Staff
• Stakeholders
• Commissioners
• Youth and Teens
Key recurring themes identified during this portion of the planning process include:
• Develop Non-Traditional Athletic Spaces (Cricket, Pickleball, Badminton) • Increased Programs for 12 to 25-Year-Olds
• Outdoor Gathering/Social Spaces (Downtown, Dog Parks, Outdoor Fitness) • Connectivity, Safe Ways to Bike/Walk Across Town
• Non-traditional Recreation Programming (Pop-up Activities, Traveling Art) • Desire for an Indoor Multi-use Facility
• Need for a Cultural Arts Center
• Improved Communication, Marketing, and Advertising
• Incorporate Existing Plans and Projects
• More Multi-Generational, Arts, and Cultural Programs
• Public Art is Valued by the Community
• Better Utilization of Facilities and Spaces
• Review “Cost Recovery” Policy and Philosophy
• Connect East and West Dublin
Emerald Glen Park Playground
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Recreation Preferences among Ethnic/Racial Groups
Fig
ure 18: Trends in Outdoor Recreation by Ethnicity
Ethnicity Participation Rate
2016
5-year Average
Annual Growth
White 50% -.09%
Black 33% .04%
Hispanic 48% 1.8%
Asian 51% 1.2%
• P
articipation among Asians has increased by 1.2% over the past five years while Caucasian participation has declined by 0.9%
• Black and Hispanic participants went on the most average outings per participant • Running was the most popular outdoor activity for almost all ethnicities; however, white p
articipants participated in fishing at a higher rate than running Trail Recreation and Cycling Trend
In many surveys and studies on participation in recreational activities, walking, running, jogging, and cycling are nearly universally rated as the most popular activities among youths and adults. Walking, jogging, and running are often the most highly participated in recreational activity and cycling often ranks as the second or third most popular activity.

According to the National Recreation and Park Association (NRPA), the economic benefits of bicycling and walking include:
• Bicycling and walking projects create 8 to 12 jobs per $1 million spent, compared to just seven job s
c
reated per $1 million spent on highway projects.
• Cost benefit analyses show up to $11.80 in benefits can be gained for every $1 invested in bicycling and walking.
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Community Needs Assessment Survey
As part of the project, a statistically valid survey was conducted to assess the opinions, desires, and needs of residents in Dublin. The survey was conducted using three primary methods: 1) a mailed survey to 3,500 households in Dublin, 2) an online, password-protected, random sample website, and 3) an open link survey for all other residents who were not included in the random sample. Random sample respondents were given a unique password to participate through the online survey. Approximately two weeks after the mailed surveys began arriving in mailboxes, the open link survey was made available to all residents who did not receive the random sample survey. Results are kept separate to maintain the statistical validity of the random sample. The random sample contains 324 completed surveys (margin of error: 5.4%) with the open link closing with 119 completed surveys.

After reviewing all data received through the survey the consultant team summarized key findings from the survey which are below in Figure 19. These findings present a quick overview of the survey outcomes. The full survey report can be found in Appendix A. The purpose of the community needs assessment study was to gather community feedback on Dublin Parks and Community Services facilities, services, programs, amenities, future planning, communication, and more.

Dublin respondents highlighted community/neighborhood parks, the Dublin Public Library, and trails and bikeways as most important to their household.

Satisfaction is generally high in most parks and recreation categories for random sample respondents. Open link respondents are slightly less satisfied, but more respondents are positive about all categories.

Adult recreation programs, special events, aquatic facilities and programs, and heritage and cultural arts programs are the four facilities/services identified by the matrix for improvements.

For the new Cultural Arts Center, respondents identified art classrooms, and performance and event space as the two most desired additions for the facility.

Open-ended comments praised Dublin for what it provides and offers for the community. Specific park- improvements were suggested along with additions for programs and new facilities.

Figure 19: Key Findings from the Community Needs Assessment Survey 471
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Other findings from the survey are listed on the following pages. The findings were integrated to develop recommendations and actions for the 2022 Master Plan update.

Usage of current facilities and amenities
The Dublin Public Library (70%), Emerald Glen Park (68%), and a variety of "other" neighborhood/ community parks (54%) are used most frequently in Dublin by random sample respondents. The Wave at Emerald Glen Park (39%), Fallon Sports Park (37%), and Shannon Community Center (33%) follow in usage. Respondents from the open link are more likely to participate/use nearly all facilities in the community, especially Fallon Sports Park.

Increase usage of facilities
Random sample respondents would use recreation facilities more often if more programs/community events (39%) were held, more or improved restrooms (31%) were utilized, if there was better condition/ maintenance of facilities (28%), and lower pricing/user fees (27%) were addressed. Open link respondents were more apt to say they desired lower pricing/user fees (34%) and more facilities (28%) than invite respondents.

Figure 22: Usage of Current Facilities and Amenities
Figure 25: Increase Usage of Facilities
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Greatest Needs in Dublin
Random sample respondents indicated on a scale of 1 - 5, with 1 being not at all important and 5 being very important, the greatest needs in Dublin over the next 5 to 10 years could be: City parks and open space (4.4), trail and pathway connectivity (4.4), and improved amenities (4.1). A second tier of importance included youth and teen programs (3.8), indoor multi-use facility (3.8), athletic fields and courts (3.8), and cultural activities and events (3.8).

Figure 28: Usage of Current Facilities and Amenities - Random Sample Respondents 473
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Open link respondents indicated the greatest needs in Dublin over the next 5 to 10 years to be: City parks and open space (4.1), trail and pathway connectivity (4.1), improved amenities (4.0), and youth and teen programs (4.0). A second tier of importance included indoor multi-use facility (3.8) and athletic fields and courts (3.7).

Figure 31: Usage of Current Facilities and Amenities - Open Link Respondents 474
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Analyses
Recreation Programming and Services
The Department provides a variety of programs and services to the community. These include:
• Aquatic Programs
• Community Events and Festivals
• Cultural and Special Events
• Family Programs
• Heritage and Cultural Arts Programs
• Preschool Programs
• Recreational Activities
• Senior Programs
• Sport Programs
The Department also operates a number of facilities that provide programs and are also available for rentals. These include:
• Dublin Civic Center
• Dublin Heritage Park and Museums
• Dublin Public Library
• Dublin Senior Center
• Shannon Community Center
• Stager Gymnasium
• Emerald Glen Recreation and Aquatics Complex (The Wave) In general, random sample respondents from the survey are quite satisfied with parks, recreation facilities, events, and programs/services. Parks received the highest average rating (4.3 out of 5.0) with facilities (4.1) following. Events and programs were reported with the lowest satisfaction (4.0), but the average is still moderately high with few respondents stating negative opinions. Open link respondents were similar in rankings, but slightly less satisfied in all categories.

Figure 34: Satisfaction of Parks and Recreation Services 475
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Program Development
Defining and prioritizing core services in the delivery of parks and recreation programs will allow the City of Dublin Parks and Community Services Department to improve these areas while developing strategies to assist in the delivery of secondary services. The basis of determining core services should come from the vision and mission developed by the City and what brings the greatest community benefit in balance with the competencies of the department, current trends, and the market.

The Department should pursue program development around the priorities identified by customer feedback, program evaluation process, research, and should proactively seek offerings to represent the diverse cultures and ethnicities of Dublin. The following criteria should be examined when developing new programs:
• Need: outgrowth of a current popular program, or enough demonstrated demand to successfully support a minimal start (one class for instance)
• Budget: accounting for all costs and anticipated (conservative) revenues should meet cost recovery target established by the Department
• Location: appropriate, available, and within budget
• Instructor: qualified, available, and within budget
• Materials and supplies: available and within budget
• Marketing effort: adequate and timely opportunity to reach intended market, within budget (either existing marketing budget or as part of new program budget) Research into the types of programming desired by the community needs to be conducted regularly.

Successful programs utilize continuous creative assessments, research, and planning. The Department has a process to evaluate the outcomes of current program offerings and a criterion to determine if new program ideas should be implemented, or if changes should be made to current programs. Staff should ensure this process is used frequently to maintain successful programming.

Moreover, new leisure and recreation trends may drive different needs. It is very easy to focus on programs that have worked for a number of years, especially if they are still drawing enough interested 476
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participants to justify the programs continuation. Starting new programs based on community demand and/or trends can be risky due to the inability to predict their success. If the program interest seems high, as with those identified in the citizen survey, then the programs should be expanded. Availability of space may hinder new or expanded opportunities in some cases.

Using historical participation levels to determine program popularity and participant feedback can be helpful in deciding if programs should be continued. In addition, utilizing citizen surveys and participant feedback, and researching trends in park and recreational programming are useful tools in determining future programming needs and desires. Sources for trends information include:
• State Parks and Recreation Associations and Conferences • National Recreation and Parks Association
• Parks and Recreation Trade Publications
Key Level of Service (LOS) Findings
This section describes the process and findings used to provide an inventory and level of service analysis for the City of Dublin. The inventory was conducted in May 2019. It is synthesized into numerous sections that provide a breakdown for Dublin's existing parks and recreation system. The goal is to provide future recommendations for park and facility development.

The process for outlining and evaluating the strengths and weaknesses of the existing parks and recreation system includes:

1. A description of existing park classification types along with an accompanying inventory.

2. A level of service analysis which analyzes Dublin's existing inventory and compares to a nation al
m
etric. This level of service analysis also measures the existing facility inventory to Dublin's standards set by the 2015 Master Plan.

3. A gap analysis showing the existing geographic areas of Dublin currently underserved by the existing parks system.

4. An existing park/facility evaluation. This evaluation is a rating with respect to safety, condition, and maintenance for the facility. An evaluation was made by LandDesign for each of the existing parks within Dublin’s system.

The full Inventory and Level of Service Report can be found in Appendix B.

Level of Service (LOS) Analysis
LOS analysis is a commonly used method to examine how well a community's park and recreation needs are being met
through a comparison to metrics of the nation, the state, and comparable municipalities. The LOS analysis is used in
conjunction with other types of information gathered in the Master Planning process, such as staff and public input, demographic analysis, trends, and observations to provide a clearer understanding of each community's needs.
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Population size can be an important factor for
assessing park and recreational needs.

Traditionally, park and recreation analyses have
been based on the ratio of parkland provided to
population (i.e. 5 acres/1,000 people). Dublin’s
2015 Master Plan establishes a goal of five acres
of parkland per 1,000 residents for the purposes
of assessing its public facility fee for parkland
acquisition and improvement. Based on the
Dublin parks and recreation system analysis,
Dublin's population is expected to grow to 79,726
residents by 2028. For comparison, Dublin is in a
category of other cities with populations between 50,000 to 99,000 residents.

Referencing the National Park and Recreation Association (NRPA) data benchmarking, on average, similarly sized jurisdictions often have 8.5 acres of parkland per 1,000 residents. Currently, Dublin ranks below the lower quartile in comparable cities according to available NRPA resources. If all proposed parks are built by the year 2028, Dublin will still rank significantly lower than the lower quartile for a population of 79,726 residents. The City currently has 24 improved parks that total 237.04 acres, representing approximately 3.27 acres of parkland per 1,000 residents. Capacity analysis benchmarking indicates there is a need for more parkland now and for the future as the City's population continues to grow. It is important to note these numbers do not include all the open space residents have access to, such as school parks and regional parks, which are provided by others. 478
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LOS for Park Facilities - National and Dublin
Another level of service assessment compares the availability of facilities (i.e. playgrounds and fields) to national (NRPA) and other cities with similar populations. In the LOS Facility Chart below (Table 5), it is apparent Dublin exceeds the standards for baseball and softball fields. Facilities that fall below the metrics include soccer fields, tennis courts, basketball courts and other sports fields. As future parks within development areas come online, the facility type and composition for each park should be reviewed to ensure the needs of the community are being and will be met (see Table 6).

Table 5: Current Dublin Facility Supply as Compared to NRPA and City Metrics

CURRENT

DUBLIN FACILITY SUPPLY AS COMPARED TO NRPA AND CITY METRICS CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Standards/Current Population

FACILITY TYPE CURRENT SUPPLY
(Number of Facilities)
RECOMMENDED # FACILITIES/

RESIDENTS PER CITY OF DUBLIN

METRICS

CURRENT SURPLUS /DEFICIT
(Number of Facilities)
Soccer Field 16 1 per 3,500 -4.74
Baseball/Softball Field 18 1 per 9,350 10.24
Tennis Court 20 1 per 2,700 -6.88
Basketball Court 13 1 per 4,300 -3.88
Cricket Field 2 1 per 40,000 0.19
Volleyball Court 9 1 per 17,000 4.73
NRPA GUIDELINES *Based on the current population

FACILITY TYPE CURRENT SUPPLY
(Number of Facilities)
RECOMMENDED # FACILITIES/

RESIDENTS PER NRPA

METRICS

CURRENT SURPLUS /DEFICIT
(Number of Facilities)
Soccer Field 16 1 per 19,000 12.18
Baseball/Softball Field 18 1 per 7,500 8.32
Tennis Court 20 1 per 5,500 6.80
Basketball Court 13 1 per 8,570 4.53
Volleyball Court 9 1 per 19,800 5.33
Trails – All Classes *26.26 miles *11 miles/jurisdiction *15.26 miles Playgrounds 25 1 per 4,000 6.85
Swimming Pools 2 1 per 50,800 0.57
Community Centers 4 1 per 50,600 2.57
Senior Centers 1 1 per 69,100 -0.05
Recreation Centers 2 1 per 44,300 0.36
Amphitheater 3 1 per 62,600 1.84
Skate/BMX Park 2 1 per 62,300 0.83
Dog Parks 2 1 per 24,500 -0.96
Historic Cemetery 1 N/A N/A
The chart above compares the number of facilities currently within the Dublin parks and recreation system. These tables also compare the number of facilities currently within the Dublin parks and recreation system to national averages determined by the NRPA for a jurisdiction with a population between 50,000 and 99,999.
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Table 6: Future 2028 Dublin Facility Supply as Compared to NRPA and City Metrics 2028

DUBLIN FACILITY SUPPLY AS COMPARED TO NRPA AND CITY METRICS CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Based on Build Out Population ( 79,726)

FACILITY TYPE CURRENT
SUPPLY
(# of Facilities)

FACILITIES

CURRENTLY

PLANNED
FUTURE
TOTAL
RECOMMENDED # FACILITIES/

RESIDENTS PER CITY OF

DUBLIN METRICS
2028 SURPLUS
/DEFICIT
(# of Facilities)
Soccer Field 16 3 19 1 per 3,500 -3.78
Baseball/Softball Field 18 0 18 1 per 9,350 9.47
Tennis Court 20 8 28 1 per 2,700 -1.53
Basketball Court 13 5 18 1 per 4,300 -0.54
Cricket Field 2 0 2 1 per 40,000 0.01
Volleyball Court 9 0 9 1 per 17,000 4.31
NRPA GUIDELINES *Based on Build Out Population (79,726)

FACILITY TYPE CURRENT
SUPPLY
(# of Facilities)

FACILITIES

CURRENTLY

PLANNED
FUTURE
TOTAL
RECOMMENDED # FACILITIES/

RESIDENTS PER NRPA

METRICS
2028 SURPLUS
/DEFICIT
(# of Facilities)
Soccer Field 16 3 19 1 per 19,000 14.80
Baseball/Softball Field 18 0 18 1 per 7,500 7.37
Tennis Court 20 8 28 1 per 5,500 13.50
Basketball Court 13 5 18 1 per 8,570 8.70
Volleyball Court 9 0 9 1 per 19,800 4.97
Trails – All Classes *26.26 miles *11 miles/jurisdiction *15.26 miles Playgrounds 25 7 32 1 per 4,000 12.07
Swimming Pools 2 0 2 1 per 50,800 0.43
Community Centers 4 1 5 1 per 50,600 3.42
Senior Centers 1 0 1 1 per 69,100 -0.15
Recreation Centers 2 1 3 1 per 44,300 1.20
Amphitheater 3 1 4 1 per 62,600 2.73
Skate/BMX Park 2 0 2 1 per 62,300 0.72
Dog Parks 2 2 4 1 per 24,500 0.75
Historic Cemetery 1 0 1 N/A N/A
The chart above compares the number of facilities currently within the Dublin parks and recreation system. Additionally, this table compares the number of facilities currently within the Dublin parks and recreation system to national averages determined by the NRPA for a jurisdiction with a population between 50,000 and 99,999. Dublin’s population is expected to grow to 79,726 people by 2028.

Table 7: City of Dublin Acreage Guidelines

DUBLIN FACILITY SUPPLY AS COMPARED TO CITY METRICS
CITY OF DUBLIN GUIDELINES *Based on the 2015 Master Plan Guideline of 5 Acres/1,000 Persons

CURRENT PARK
SUPPLY*
FUTURE
PARKS**
SCHOOL PARKS* OPEN
SPACE*
TOTAL***
Acres 237.04 116.84 113.24 121.00 588.12
Acres/1,000 Residents 3.27 1.47 1.56 1.67 7.38
*Current park supply was calculated through GIS inventory and is a summation of Table 1. Park supply table was populated using the 2020 population of 72,589.
**Future park and total supply were calculated by the 79,726-population projection for Dublin’s build-out. ***Total acreage/1,000 residents calculated using Dublin’s full-buildout population of 79,726. 480
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GAP/ LOS ANALYSIS:

The Existing and Future Facility Map illustrates the gaps in service and park access. Parks are considered accessible if they lie within the level of service area, an area overlaying a quarter-mile buffer around each of the existing parks and trails within Dublin's system (Figure 25). In this way, populations not served by the existing system could be illuminated. Through this analysis, GreenPlay found the current underserved communities are predominantly in the peripheral areas of Dublin. Many of these gaps are made smaller because of the joint use facilities and trails, and new park development and opportunities should be sought in areas of high population growth and/with service gaps areas.

Figure 37: Existing and Future Facility Map
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Figure 40: Existing and Future Facilities - GAP Analysis 482
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Figure 43: Park Classifications per ½ Mile and ¼ Mile Buffer 483
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City of Dublin, CA | Parks & Recreation Master Plan

F
uture Planned Parks Analysis Map (Figure 29) illustrates that many planned parks will begin to resolve some of the gaps in the currently underserved areas of Dublin.

Figure 46: Park Classifications Map Displaying Unserved Areas 484
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Figure 49: Future Planned Parks for Dublin
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Comparative Analysis
Comparative analysis (benchmarking) is an important tool that allows for comparison of certain attributes of the Department's assets and facilities. This process creates a deeper understanding of facilities provided to the community, Dublin's place in the market, and varying amenities and facilities, which may be used to enhance and improve the service delivery of parks and recreation. It is very difficult to find exact comparable communities because each has its own unique identity, ways of conducting business, and differences in the populations that it serves. The political, social, economic, and physical characteristics of each community make the policies and practices of each park and community services agency unique.

Additionally, agencies do not typically define the expenditures of parks, trails, facilities, and maintenance the same way. Agencies also vary in terms of how they organize their budget information, and it may be difficult to assess whether the past year's expenses are typical for the community.

Therefore, it is important to take all data in a benchmarking comparison within context, realizing while benchmarking can be a great comparative tool; it doesn't lend itself into being a decision-making tool.

For the purposes of this study, a regional approach was taken to benchmark neighboring agencies with similar populations. Figure 30 shows the locations of these agencies:

1. Dublin

2. Danville

3. Pleasanton

4. San Ramon
2 4
1 3
Figure 52: Neighboring agencies with similar populations 486
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Table 8: 2021 Jurisdiction Comparisons by General Recreation and Park Components Benchmarking Areas Dublin Danville Pleasanton San Ramon Population 72,589 43,582 81,717 84,605
Total Number of Parks 24 13 49 57
Number of Swimming Pools 2 2 1 2
Total Mileage of Trails 26.26 27.2 23.86** 18.0
Number of Community Centers 3 3 2 4
Total Parkland Acreage 237.04 278 1,437 377
* Population data for other agencies was provided by Dublin from the 2020 Census. **For purposes of this comparison, we have deleted the golf course.

The agencies ranged in population from approximately 43,582 to 84,605 residents. Dublin, at 72,589 people, had the second lowest population out of those compared. San Ramon was the most populous at 84,605.

Table 9: Park Acreage Comparison
Benchmarking Areas Dublin Danville Pleasanton San Ramon Total Number of Parks 24 13 44 57
Total Parkland Acreage 237.04 278 1,437 377
Total Park Acres/1,000 Residents 3.27 6.38 17.59 4.46
S
ummary of Benchmarking
• Dublin, at 72,589 people, had the second lowest population. • Dublin has the second lowest number of parks.
• Dublin has the lowest acreage for parks.
• Dublin has the second highest total miles of trails.
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Funding
Current Circumstances
Review of the Parks and Community Services Departments budgets over the last five years reveal significant fluctuation in revenues and expenses. These fluctuations are due to the opening of The Wave in May 2017, and then subsequent impacts of the Covid-19 Pandemic. As the Parks and Community Services Department continues to adapt and adjust due to prolonged budgetary impacts related to Covid-19, an emphasis should be placed on minimizing the ongoing general fund subsidy and meeting or exceeding budgeted revenues and expense goals.

Cost Recovery
The Department currently has an approved pricing policy of 65% cost recovery (expenses to revenue) as adopted by the City Council. A more detailed cost recovery strategy would allow the Department to address long-term fiscal sustainability. Implementing a more robust cost recovery philosophy and policy also allows agencies to demonstrate they are accountable for, and are responsible with, resources.

Sustainable financial positions can be developed using cost recovery methods. Information can be used to make data-based decisions and allow for an organization to keep tax dollars in place to support mission-based services and programs. Additionally, during the master planning process, GreenPlay conducted a cost recovery workshop using the Pyramid Methodology. This is a state-of-the-industry process for establishing the benefit of programs and services provided by the department. The methodology then allows the department to establish cost recovery goals based on benefit provided and not revenue generated. A sample of the Pyramid is shown in Figure 32.

T
able 10: Parks and Community Services Five-Year Cost Recovery Analysis* Fiscal Year 2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Cost Recovery 47% 64% 69% 49% 25% 39%
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2016-17 Actuals 2017-18 Actuals 2018-19 Actuals 2019-20 Actuals 2020-21 Actuals 2021-22 Adopted Expenses Revenues GF Subsidy
Figure 55: Five-Year Operating Expense-Revenue Analysis 488
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City of Dublin, CA | Parks & Recreation Master Plan

The City calculates cost recovery based on Parks and Community Services costs including programs, classes, events, and administration. The chart above does in include budgets for Human Services, Library Services, or Public Art. Over the five-year review, these budgets have changed between inclusion in the Parks and Community Services Department and non-departmental. Since City Council February 2018 adoption of the Fiscal Sustainability Task Force recommendation of a 65% cost recovery goal, the Parks and Community Services Department came close, achieved, or was on track to meet the stated cost recovery goal. This goal, along with a more robust cost recovery policy and long-term fiscal sustainability, should be at the forefront of the Department’s budget planning. This is especially important related to the Covid-19 pandemic and budget impacts that began in Fiscal Year 2019-20 and are carrying through Fiscal Year 2021-22 and possibly beyond.

Figure 58: The Pyramid Methodology
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Services Assessment
Currently, the department uses an informal process for evaluating the delivery of programs and services to the public. By formalizing the process by which the department regularly evaluates those services it provides during a given year, more effective use of resources can be achieved. Figure 33 below illustrates how four criteria - Fit, Tax Support, Market Position, and Alternative Coverage - can help determine whether a program or service should be continued, modified, or divested from by the Department.

Figure 33: GreenPlay LLC's Service Assessment Matrix
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Summary of Key Findings
Generally, findings from the public input process consistently identified an appreciation of existing facilities, programs, and services being offered by the City of Dublin.

Key issues were identified using several tools including review of existing plans and documents, focus groups, stakeholder meetings, a community survey, inventory, and level of service analysis. The information gathered from these sources was evaluated and recommendations were developed that address these key issues and recurring themes:
• Develop Non-Traditional Athletic Spaces (Cricket, Pickleball, Badminton) • Increased Programs for 12- to 25-Year-Olds
• Physically connect East and West Dublin
• Enhanced Utilization of Facilities and Spaces
• Develop Non-traditional Recreation Programming (Pop-up Activities, Traveling Art) • Increase Indoor Multi-Use Facility
• Need for Cultural Arts Center
• Improved Communication, Marketing, and Advertising
• Incorporate Existing Plans and Projects
• More Multi-Generational, Arts, and Cultural Programs
• Connectivity, Safe Ways to Bike/Walk Across Town
• Benchmark Facility Rental Process and Rates
• Public Art is Valued by the Community
• Review Cost Recovery Policy and Philosophy
• Need for more Outdoor Gathering / Social Spaces (Dog Parks, Outdoor Fitness) A Summary Key Issues Matrix was provided as a staff resource document and is shown in Figure 34 on page 51.
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Figure 34: Summary of Key Issues Matrix
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Recommendations and Action Plan
Residents and community leaders are increasingly recognizing parks and recreation facilities, programs, and services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These amenities should be investments in the long- term vitality and economic sustainability of any active and desirable community. The City of Dublin Parks and Community Services Department is committed to providing comprehensive, high-quality parks, programs, facilities, and services to the community.

Recommendations
The following recommendations are made based on the entirety of the Master Plan study, which was inclusive of members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings, an invitation needs assessment survey, and an open link needs assessment survey. A Level of Service (LOS) analysis and funding analysis were also conducted.

This section describes ways to enhance the level of service and the quality of life with implementable actions through improved parks, services, facilities, programs, amenities, a dedication to customer service, improved programming and service delivery, organizational efficiencies, and increased financial opportunities.

Recommendations, including specific goals and objectives, have been categorized into the four focus areas:
• Focus Area #1 - Facilities and Amenities
• Focus Area #2 - Program and Service Delivery
• Focus Area #3 - Organizational Efficiency
• Focus Area #4 - Finance
The primary focus is maintaining, sustaining, and improving the City of Dublin’s parks, facilities, programs, and services. Funding availability and political and community support will play significant roles in future planning efforts.

T
imeframe to complete is designated as:
• Short-term (up to 3 years)
• Mid-term (4-6 years)
• Long-term (7-10 years)
• Ongoing (occurs on a continuous basis)
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 GOAL 1: Add New and Improve Existing Infrastructure and Amenities Objective 1.1: Continue to maintain and improve existing facilities, parks, trails, and open spaces.

Maintenance of facilities and amenities should be a priority. The Department should continue to work with Public Works to monitor the condition of existing parks, trails and pathways, and facilities, as these facilities have been identified by residents as being of high importance. Maintenance projects and annual maintenance needs should be funded on a regular schedule to address the aging infrastructure. Priorities for future maintenance projects for these areas should be developed and reviewed regularly.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.1.a Develop capital improvement plans, costs,
and phasing recommendations and
implementation plans based on annual
inspection reports.

Staff time Staff Time Short-Term

1.1.b Develop a Deferred Maintenance plan
using the inventory from the 2022 Parks
and Recreation Master Plan, and
evaluation of amenities, to fix items
needing immediate attention in parks.
(FY 2023-24).

Varies based
on existing
budget and
new projects
Staff time -
working with
Public Works
S
hort-Term

1.1.c As parks are renovated and new parks
are built, utilize drought tolerant plants
and ground cover to limit the need for
irrigation.

Varies based
on budget
allocation
Staff time -
working with
Public Works
M
id-Term

1.1.d Implement monthly inspections of all
facilities, parks, trails, and open spaces. N/A Staff time Ongoing Objective 1.2: Explore improving/adding bike paths and walking trails.

Walking and biking connectivity were identified as a high priority during the engagement process.

Based on trends and demand, the City should look for opportunities to improve/add bike paths and walking trails. The City should invest in continuing to acquire lands in and around Camp Parks that could provide a northern connection between east and west Dublin. Utilize the Bicycle and Pedestrian Master Plan for additional recommendations.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.2.a Work with the Planning and Public Works
Departments to implement Bicycle and
Pedestrian paths, based on the Bike/Ped
Plan, as road improvements occur.
(FY2022-2027)
Costs are
outlined in the
Bicycle and
Pedestrian
Master Plan
S
taff Time L
ong-term

1.2.b Ensure all capital construction roadway
and corridor projects use a Complete
Streets methodology to guarantee bicycle
and pedestrian mobility.

TBD Staff Time Long-Term
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1.2.c Continue to work with partners to
improve existing trails and increase
parkland (Iron Horse Nature Park and
Open Space).

Costs are
established in
the CIP
Staff Time Short-Term
Objective 1.3: Explore adding parks, open spaces, and natural areas.

The Department should continue to look for opportunities to add open spaces and work to preserve natural areas. Access and use should focus on environmental protection and education, as well as passive recreation.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.3.a Continue to look for opportunities to add
open space and work to preserve natural
areas. Include “preserved (natural) open
space” in the park inventory and GIS
database.

TBD Additional
Staff Time Ongoing

1.3.b Continue to develop park space as new
development occurs to maintain the City’s
minimum 5 acres/1,000 residents
standard.

TBD Additional
Staff Time Ongoing
Objective 1.4: Develop additional or repurpose existing indoor recreational facilities and amenities.

An existing priority for Dublin residents, expressed during this study, is the need for additional indoor facilities and amenities. Both the focus group participants and stakeholder interviews indicated a lack of space to expand programming, that existing spaces were too general to conduct diverse programs, and there was a perceived lack of rental space for private functions.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.4.a Explore opportunities to add indoor
programming space by reviewing current
program schedules and determining if
additional time is available based on
usage and availability.

TBD Staff Time Ongoing

1.4.b Explore opportunities to renovate existing
indoor spaces to accommodate more
specialized programs and activities.

TBD Staff Time Ongoing

1.4.c Once the Cultural Arts Center is complete,
utilize classroom space in the new center
for programming.

Staff Time Staff Time Mid-Term
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Objective 1.5: Develop additional outdoor recreational facilities and amenities.

Continue to explore renovation and repurposing of existing facility spaces to meet demand and increase outdoor programming opportunities. A desire for creating gathering spaces in the community was expressed by the public. Focus group participants and survey respondents indicated the installation of shade structures would increase their usage of outdoor facilities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.5.a Continue to look for opportunities to
renovate or repurpose existing outdoor
space to meet the demand for non-
traditional athletics (cricket, pickleball,
futsal, and badminton).

Estimates:

Futsal - $25K
Cricket - $10K
Staff Time Ongoing

1.5.b Create outdoor gathering spaces to
bring the community together.

Examples
include Downtown Square, dog parks,
and outdoor fitness/exercise areas.

Costs will vary
based on
project and
location
Staff Time Mid-Term

1.5.c Look for opportunities to add shade
structures at existing and future
playgrounds and gathering spaces.

Costs will vary
based on
project and
location
Staff Time Ongoing

1.5.d Develop non-traditional sports facilities
such as cricket, pickleball and futsal.

Costs are
established in
the CIP
Staff time Short-Term

1.5.e Add outdoor fitness equipment in one or
more locations.

Estimate $5K
per piece - 8
piece station
$40K
Staff Time Mid-Term
Objective 1.6: Develop the planned, new Cultural Arts Center.

The City has begun the process of converting the existing Police Services Building into a Cultural Arts Center. Utilizing existing needs assessment and feasibility studies, A Cultural Arts Center has been designed to meet the needs of survey respondents. Survey respondents indicated their priorities for use of the space would be a performance and event space, art classrooms, music classrooms, and an art gallery space. The new Cultural Arts Center is scheduled to open in 2023.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.6.a Renovate the Police Services Building into
a Cultural Arts Center. Funding currently
exists in the FY 2020-25 CIP.
$11,797,035
based on
current CIP
Staff Time Short-Term
Objective 1.7: Continue adding Public Art in parks and recreational facilities.

The Department currently has a Public Art Program. Along with the update of the Parks and Recreation Master Plan, the Public Art Master Plan was also updated as part of this process and approved in June 2020. Most survey respondents (87%) supported continuing the Public Art Program.
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Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

1.7.a Continue to look for opportunities to add
Public Art in parks and public spaces.

Consider parks on the west side of Dublin
where public art is currently lacking. The
Public Art Master Plan provides guidance
for selection and implementation.

Costs will vary
based on
specific project
and location.

Staff Time Short-Term
 GOAL 2: Continue to Improve Programs, Service Delivery, and Affordability Objective 2.1: Continue to monitor the participation and usage of programs, facilities, and services and make appropriate adjustments based on collected data.

The Department should continue to conduct regular facility and participation counts for programs, facilities, and services to determine usage by residents and non-residents. Evaluate the feasibility of continuing current programs or changing program offerings to better utilize available resources.

Actions Capital Cost
Estimate
Operational
Budget
Impact
Timeframe to
Complete

2.1.a Track attendance and participation
numbers to determine the impact of the
facilities and programs.

N/A Staff Time Ongoing

2.1.b Conduct program evaluations at the end
of each session to determine
participants' level of satisfaction and
direct appropriate programming changes
or adjustments.

N/A Staff Time Ongoing

2.2.c Proactively recruit instructors and
intentionally seek class offerings that
represent the diverse cultures and
ethnicities in Dublin.

N/A Staff Time Ongoing
Objective 2.2: Enhance special event programming.

As identified by focus groups and survey respondents, expanding opportunities, and enhancing special event programming was identified as a priority. The Department should continue to look for opportunities to expand community events and cultural activities based on community demand and trends.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.2.a The Department should work with other
service providers to explore new special
events, possibly themed by the
community or season of the year.

N/A Staff Time Ongoing
497
P
age | 58
City of Dublin, CA | Parks & Recreation Master Plan

Objective 2.3: Explore opportunities to increase programming and service delivery based on community demand and trends.

Focus group participants and survey respondents expressed a desire to increase recreational programming and services. They identified youth, teens, seniors, and specifically participants between the ages of 12 and 25.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.3.a Use the Parks and Community Services
Commission, and the Youth and Senior
Advisory Committees, to continue to
evaluate the current level of
programming.

N/A Staff Time Ongoing

2.3.b Expand program opportunities for
multi-generational, arts and culture,
fitness/wellness, outdoor recreation, and
environmental programs.

N/A Staff Time Short-Term

2.3.c Consider alternative ways to bring
programming to the community such as
pop-up and mobile recreation.

N/A Staff Time Ongoing

2.3.d As new programs and services are
developed and implemented, continue to
create a balance between passive and
active recreation.

N/A Staff Time Ongoing
Objective 2.4: Continue to monitor affordability of programs and services.

As the popularity of program offerings and activities increase, the Department should look for opportunities to expand and enhance programs and services that are affordable to the community.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

2.4.a Monitor resource allocation, spending,
and cost recovery associated with
program and services.

Annually perform a detailed study of the
costs associated with each program and
service.

N/A Staff Time Ongoing
498
P
age | 59
City of Dublin, CA | Parks & Recreation Master Plan

 GOAL 3: Continue to Improve Organizational Efficiencies Objective 3.1: Improve departmental marketing and communication and grow the identity of Department programs and events.

The City has adopted a brand as the New American Backyard. The Department should continue to promote and grow the New American Backyard brand. Increase the avenues used to promote the New American Backyard brand through expanded social media postings, additional giveaways, and increased signage.

Actions Capital Cost
Estimate
Operational
Budget
Impact
Timeframe to
Complete

3.1.a Continue to evaluate the Department's
Marketing Plan to improve awareness
and communication with the community
by using a mixed methods approach to
reach diverse users.

N/A Staff Time Short-Term
Objective 3.2: Enhance and improve external communication regarding Department activities, programs, and services to increase community awareness.

The Department utilizes several effective marketing tools and strategies actively promoting parks and recreation services in the community. These tools include, but are not limited to, Activity Guide, Newsletters, posters/flyers, City website, Facebook, Twitter, Instagram, and email. Focus group attendees expressed concerns about the facility rental process.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

3.2.a Continue to evaluate and refine
marketing strategies to reach diverse
users based on target markets and
consider investment in technology and
social media.

N/A Staff Time Short-Term

3.2.b Continue to monitor new facility
reservation module. Seek further input
from users to improve the process and
make easier to utilize.

N/A Staff Time Short-Term

3.2.c Enhance efforts to inform Dublin
residents how to submit requests for
additional classes that are reflective of
the City’s diversity.

N/A Staff Time Short- Term
499
P
age | 60
City of Dublin, CA | Parks & Recreation Master Plan

 GOAL 4: Increase Financial Opportunities
Objective 4.1: Explore additional funding options.

As the City considers funding responsibilities for parkland acquisition, development and maintenance, several funding opportunities are available to the City of Dublin, such as State and Federal grants.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.1.a Review annual grant opportunities from
Land and Water Conservation Funds, the
Urban Parks and Recreation Recovery
Program, Safe Routes to Schools, and
other County, State, and Federal Grant
programs and apply accordingly.

N/A Staff Time Ongoing

4.1.b Continue to seek alternative funding from
donations. Set annual donation goals and
bring awareness of goals to the
community.

N/A Staff Time Ongoing
Objective 4.2: Review current program and rental fees.

The Department should review current program and rental fees to ensure they are equitable, and the fees are resulting in the appropriate cost recovery. A further refined cost recovery philosophy and policy would provide a model to set fees and appropriately allocate resources.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.2.a Develop and utilize a tiered cost recovery
model that creates financial sustainability
and the framework for developing
program budgets.

N/A Staff Time Short-Term

4.2.b Continue to monitor revenues and
expenses for programs and rental fees to
ensure the department is meeting goals
set by the City Council adopted Master
Fee Schedule.

N/A Staff Time Ongoing

4.2.c Develop and set rental fees based on
amenities, facility size, and user group
definition.

N/A Staff Time Short-Term
500
P
age | 61
City of Dublin, CA | Parks & Recreation Master Plan

Objective 4.3: Explore capital funding opportunities and implement existing plans.

Funds have been allocated for capital improvements for various park and recreation facility upgrades, renovations, and developments through the 2020 – 2025 Capital Improvement Program.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.3.a Pursue funding opportunities that were
identified by the consultant for long
range implementation.

N/A Staff Time Ongoing

4.3.b Capital funds for FY2020-2025 have been
identified and appropriated for current
needs identified in this Master Plan. These
identified projects should be
accomplished in their scheduled time
frame.

N/A Staff Time Ongoing
Objective 4.4: Explore opportunities to increase sponsorships.

The Department should continue to explore additional sponsorship arrangements for special events and activities.

Actions Capital Cost
Estimate
Operational
Budget Impact
Timeframe to
Complete

4.4.a Develop an annual sponsorship campaign
that targets large corporations with like
values.

N/A Staff Time Ongoing

4.4.b Communicate regularly with existing
sponsors and donors to partnerships and
accurately portray all benefits with signed
sponsorship agreements.

N/A Staff Time Ongoing
501
P
age | 62
City of Dublin, CA | Parks & Recreation Master Plan

502
Page | 63
City of Dublin, CA | Parks & Recreation Master Plan

APPEN
DIX A:

Survey Report
503
City of Dublin 2019 Parks and Recreation
Survey
Final Report
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504

INTRO, METHODOLOGY & KEY FINDINGS

TABLE OF CONTENTS

CURRENT PARTICIPATION

CURRENT FACILITIES AND PROGRAMS

FUTURE FACILITIES, AMENITIES, AND PROGRAMS

COMMUNICATION AND VISION

SUGGESTIONS

VALUES AND VISION
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INTRODUCTION
The purpose of this study was
to gather community feedback
on the City of Dublin’s facilities,
programs, trails, future
planning, public art,
communication, and more.

This survey research effort and
subsequent analysis were
designed to assist the City of
Dublin in developing a plan to
reflect the community’s needs
and desires.
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METHODOLOGY
The survey was conducted using three primary methods: 1) a mailed survey to 3,500 households in Dublin, 2) an online, password protected invitation website, 3) an open link survey for all other residents who were not included in invitation sample.

Invitation respondents were given a unique password to participate through the online survey. Approximately two weeks after arriving at mailboxes, the open link survey was made available to all residents who did not receive an invitation survey.

Results are kept separate to maintain the statistical validity of the invitation sample. The invitation sample contains 324 completed surveys (margin of error:

5.4%) with the open link closing with 119 completed surveys.

For the analysis herein, the results will primarily focus on the invitation sample. The results for the open link sample are provided and compared throughout the report; however , the results for the invitation survey are only results considered statistically-valid.
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WEIGHTING THE DATA
The underlying data from the
invitation data were weighted by
age to ensure appropriate
representation of Dublin residents
across different demographic
cohorts in the sample.

Using U.S. Census Data, the age
distributions in the sample were
adjusted to more closely match the
population profile of Dublin.

Due to variable response rates by
some segments of the population,
the underlying results, while
weighted to best match the overall
demographics of residents, may not
be completely representative of
some sub-groups of the Dublin
population.
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KEY FINDINGS
Dublin respondents highlighted community/neighborhood parks, the Dublin Public Library, and trails and bikeways as most important to their household. • Respondents keyed in on these three facilities as most important in both the invite and open link samples; solidifying their importance across the larger spectrum of the overall community.

Satisfaction is generally high in most parks and recreation categories for invitation respondents. Open link respondents are slightly less satisfied, but more respondents are positive about all categories.
• Satisfaction for parks, facilities, programs, and events for invite respondents is quite high with all categories receiving an average rating of at least 4.0. Open link respondents are slightly less satisfied, but that finding is common in parks and recreation research.

Adult recreation programs, special events, aquatics facilities and programs, and heritage and cultural arts programs are the four facilities/services that are identified by the matrix for improvements.
• The above four facilities/programs are perceived as being higher than average importance, but lower than average needs met. These could be areas of opportunities for Dublin to expand and/or improve on in the future.
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KEY FINDINGS
More programs/community events for recreation facilities and more shaded areas for parks were identified to increase participation rates. • Respondents identified these two top improvements that could be made for increasing their participation rates of facilities and parks, respectively. Also highlighted were more/improved restrooms for facilities and safer biking/walking connections for parks.

For the new Cultural Arts Center, respondents identified art classrooms, and performance and event space as the two most desired additions for the facility.
• Respondents also identified music classrooms and dance studios as top needs for the new facility.

Open-ended comments praised Dublin for what it provides and offers for the community. Specific park-improvements were suggested along with additions for programs and new facilities.
• Overall, respondents commented on how impressed they were with Dublin’s ability to provide high quality services and facilities. However, there are some areas of improvement indicated by the open-ended comments.
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DEMOGRAPHICS
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DEMOGRAPHIC PROFILE
9 Respondents are nearly split in identifying as male (46%) and female (54%). Of invitation respondent nearly 55% of households state they have kids in the home. Age, a weighted variable, displays a representation equal to that of the U.S. Census estimates for Dublin. Results indicate the sample consists of a wide cross- section of respondents from Dublin.

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DEMOGRAPHIC PROFILE
10 A portion of invite and open link respondents identify as Hispanic / Latino / Spanish origin (7% and 8%, respectively). The majority of invite respondents identify as White (59%) with Asian (31%), Black or African American (3%), and another race (7%) following in selection (small sample size for open link respondents). Annual income skews high for invitation and open link respondents.

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DEMOGRAPHIC PROFILE
11 Most invite respondents own their own home (81%) and 6% have a need for ADA-accessible facilities and services. Approximately 41% of invite respondents have lived in Dublin for more than 10 years, with 31% living in town between 4 – 10 years. Open link results trend similar.

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CURRENT PARTICIPATION
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FAMILIARITY WITH PARKS AND RECREATION
13 Dublin invite respondents are moderately-to-mostly familiar (rating 3 or 4) with parks and recreation facilities and services. About 54% of respondents rated their familiarity either a 4 or 5 (“very familiar), while 33% rated their familiarity 3 out of 5. Only 13% rated either a 1 or 2 out of 5. Open link respondents are more familiar than invite respondents overall.

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FAMILIARITY BY AGE
14 By age, familiarity is strongest for those aged 45-54 with 39% rating their familiarity a 5 out of 5 (using both invite and open link samples). Those under 35 are least familiar with Dublin’s parks and recreation services, with those 75 and older less familiar too. Households most likely to be aged in the range to have children are more familiar than most other age ranges.

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FAMILIARITY BY LENGTH OF TIME IN DUBLIN
15 When cross-tabbed by length of time in Dublin, respondents who have lived longer in the community are more familiar with the parks and recreation services offered, a likely trend.

However, there may be room to further promote and on-board new residents to what is offered in Dublin for parks and recreation activities and services. Those who have lived in Dublin less than three years are much less likely to know what is offered.

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USAGE OF FACILITIES/AMENITIES
16 The Dublin Public Library (70%), Emerald Glen Park (68%), and a variety of “other” neighborhood / community parks (54%) are used most frequently in Dublin by invite respondents. The Wave at Emerald Glen Park (39%), Fallon Sports Park (37%), and Shannon Community Center (33%) follow in usage. Respondents from the open link are more likely to participate/use nearly all facilities in the community, especially Fallon Sports Park.

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MOST FREQUENT USAGE
17 When asked to choose the facility respondents use the most, Emerald Glen Park (25%) and “Other” neighborhood / community parks (19%) rise to the top for invite respondents. Dublin Public Library (15%) and Fallon Sports Park (15%) are close behind as the next two most used facility/amenity for invite respondents. Open link respondents are much more likely to cite the Fallon Sports Park (28%) as one their most commonly used facility.

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INCREASING USAGE OF FACILITIES
18 Invite respondents would use recreation facilities more often if more programs/community events (39%) were held, more or improved restrooms (31%) were utilized, better condition/maintenance of facilities (28%), and lower pricing/user fees (27%) was addressed.

Open link respondents were more apt to say they desired lower pricing/user fees (34%) and more facilities (28%) than invite respondents.

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INCREASING USAGE OF PARKS
19 Invite respondents would use parks more frequently if there were more shaded areas (52%), safer biking and walking routes/connections (35%), and more programs in parks (35%). Open link respondents were similar, but had a higher response for increased/improved lighting (32%) to encourage higher participation rates in parks.

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CURRENT ACTIVITIES AND FACILITIES
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SATISFACTION
21 In general, invite respondents are quite satisfied with parks, recreation facilities, events, and programs/services. Parks received the highest average rating (4.3 out of 5.0) with facilities (4.1) following.

Events and programs were reported with the lowest satisfaction (4.0), but the average is still moderately high with few respondents stating negative opinions. Open link respondents were similar in rankings, but slightly less satisfied in all categories.

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SATISFACTION BY AGE
22 By age, satisfaction tends to increase in older age ranges. The least satisfied age grouping are those aged 35-44 who reported lower ratings in nearly every category compared to other age groups. Those 65-74 had the highest average satisfaction ratings compared to other groups. It appears that those who are most likely to have young children may be the most critical in their satisfaction, which is commonly seen in other parks and recreation studies too.

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MOST IMPORTANT CURRENT OFFERINGS - INVITE
23 The most important facilities/services to invite respondents are neighborhood/community parks (4.5) and the Dublin Public Library (4.4). Trails and bikeways (4.2) are a close third in terms of importance. These three options are of much higher in importance for invite respondents.

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MOST IMPORTANT CURRENT OFFERINGS – OPEN LINK
24 The most important facilities/services to open link respondents are neighborhood/community parks (4.5) and the Dublin Public Library (4.3). Trails and bikeways (4.1) are a close third in terms of importance for this group as well. Youth and teen programs are considerably more important for open link respondents when compared to invite. The overall trend is similar though.

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NEEDS MET OF CURRENT OFFERINGS - INVITE
25 When asked how well these facilities are meeting the needs of Dublin, the Dublin Public Library (4.2), Dublin Senior Center (4.1), and three tied at 4.0 (athletic fields, Shannon Community Center , and Neighborhood/community parks) are best meeting the needs of Dublin for invite respondents. The facilities that are least meeting the needs of invite respondents are non-traditional athletic fields and Stager Gym.

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NEEDS MET OF CURRENT OFFERINGS – OPEN LINK
26 For open link respondents, the Dublin Public Library (4.2), athletic fields (3.9), neighborhood/community parks (3.8), and Shannon Community Center (3.8) are most meeting their needs. Senior programs (3.2) are least meeting the needs of this group, but they are also not that important overall to open link respondents.

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IMPORTANCE-PERFORMANCE MATRIX
27 High importance/
Low needs met High importance/
High needs met
Low importance/
Low needs met
Low importance/
High needs met
These amenities are important to most
respondents and should be maintained
in the future, but are less of a priority for
improvements as needs are currently
being adequately met.

These are key areas for potential
improvements. Improving these
facilities/programs would likely
positively affect the degree to which
community needs are met overall.

Current levels of support appear to be
adequate. Future discussions evaluating
whether the resources supporting these
facilities/programs outweigh the benefits
may be constructive.

These “niche” facilities/programs have a
small but passionate following, so
measuring participation when planning
for future improvements may prove to
be valuable.

Survey results from the previous questions are combined in a graphic illustration that shows the “importance” of facilities on the Y-axis and the “needs met” ratings on the X-axis. As described below, these matrices provide a means to evaluate potential priorities based on survey data.

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IMPORTANCE-PERFORMANCE MATRIX (INVITE)
28 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 91
531

IMPORTANCE-PERFORMANCE MATRIX (OPEN LINK)
29 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 92
532

FUTURE FACILITIES, AMENITIES,
& PROGRAMS
Page | 93
533
31 GREATEST NEEDS IN DUBLIN - INVITE
Invite respondents
indicated the greatest
needs in Dublin over
the next 5 to 10 years
to be; City parks and
open space (4.4), trail
and pathway
connectivity (4.4) and
improved amenities
(4.1). A second tier of
importance included
youth and teen
programs (3.8), indoor
multi-use facility (3.8),
athletic fields and
courts (3.8), and
cultural activities and
events (3.8).

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32 GREATEST NEEDS IN DUBLIN – OPEN LINK
Open link respondents
indicated the greatest
needs in Dublin over the
next 5 to 10 years to be;
City parks and open
space (4.1), trail and
pathway connectivity
(4.1) and improved
amenities (4.0), and
youth and teen
programs (4.0). A second
tier of importance
included indoor multi-
use facility (3.8) and
athletic fields and
courts (3.7).

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FAMILIARITY WITH PUBLIC ART
33 Familiarity with public art in Dublin is split for both invite and open link respondents. About 49% of invite respondents and 34% of open link respondents are “not at all familiar” or unfamiliar (rated 1 or 2), 24% of invite and 31% of open link are somewhat familiar (rated 3 out of 5) and 24% of invite and 34% of open link are familiar to very familiar (rated 4 or 5). Overall, familiarity is not as strong for public art as it is for general parks and recreation facilities and services.

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AGREEMENT WITH PUBLIC/CULTURALART
34 Respondents were asked to state their agreement with four statements about public art in Dublin. In general, invite respondents were positive for cultural and performance art. In all categories, many more respondents were positive than negative on public art’s influence and place within Dublin. Open link respondents had less overall support, but still had more respondents agreeing than disagreeing with the statements on public art.

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SUPPORT FOR PUBLIC ART
35 Despite individuals not being completely aware of public art, a majority of invite respondents would support additional areas to display it in Dublin. About 57% of invite rated their support either a 4 or 5, while 42% of open link said the same. Overall, open link respondents are slightly more likely to not support public art, but they still represent a smaller share than those that would support more areas.

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SUPPORT FOR PUBLIC ART BY AGE
36 Support for public art varies slightly by age. In particular, younger age groups reported stronger support than those older. Those under 45 years old had the strongest levels of support while those 75 and older had the least support. Overall, more respondents in each age group supported the idea than did not support it.

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CULTURALARTS CENTER ACTIVITIES
37 When asked what
respondents would
like to see in the new
Cultural Arts Center,
invite and open link
respondents trended
similar. Art classrooms
(68% invite),
performance and
event space (66%
invite), and music
classrooms (59%
invite) were the top
three choices for both
groups.

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COMMUNICATION
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COMMUNICATION EFFECTIVENESS
39 Communication effectiveness was rated moderately high by both invite and open link respondents. About 54% of invite and 51% of open link rated Dublin’s communication effectiveness either a 4 or 5 out of 5. Only 19% of invite and 22% of open link rated the communication as “ineffective” (1 or 2 out of 5).

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COMMUNICATION EFFECTIVENESS BY AGE
40 When examined by age, those under 35 had the lowest rating of effectiveness overall with 33% rating either 1 or 2 out of 5. Those 65-74 had the highest rating with 77% rating the effectiveness either a 4 or 5. There may be opportunities to improve communication of parks and recreation offerings with new/younger generations within the community.

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COMMUNICATION EFFECTIVENESS
41 When asked which method of communication is best for the respondent, both the invite and open link cited the activity guide/brochure (68% invite, 67% open link) and E -mail from the City (58% invite, 73% open link) as the top two options. Open link respondents were more apt to desire parks and recreation information via social media (54%) while newsletters were more common for invite respondents (46%).

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VALUES AND VISION
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545

VALUES AND VISION
43 $
Invite respondents see Dublin’s parks and recreation providing the following top benefits for the community:
recreational experiences (82%), promoting health and wellness (75%), and strengthening community image/sense of place (64%). Open link results were similar for most benefits/purposes of parks and recreation.

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SUGGESTIONS
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ADDITIONAL COMMENTS/SUGGESTIONS
At the end of the survey, respondents were given the opportunity to provide any additional comments about parks and recreation facilities and programs, needs, and opportunities in Dublin. Prominent themes include praise for what Dublin offers, a need to continue maintenance, specific individual park improvements, and a need for more facilities/parks. Random selections of verbatim responses from all open-ended questions related to each theme are shown in the slides to follow. A full listing of responses is provided in the appendix. 45 Do you have any further comments regarding facilities, activities, or services provided by the Dublin Parks and Recreation Department? Page | 108
548

ADDITIONAL COMMENTS/SUGGESTIONS

PRAISE FOR CURRENT OFFERINGS
46 Thanks to the leadership for making Dublin a wonderful place. I would recommend to please review the current ecological situation before allowing any other houses construction.

We as a family are fond of parks & public spaces
that Dublin offers. We are in favor of green
Dublin city which is walkable, cyclable &
promotes beautification of city through local
businesses and artists. We heart Dublin
Dublin does a nice job of promoting their parks and rec facilities.

Our use of many of Dublin's fine facilities are limited now that our children are grown and live in other cities with their children. We appreciate the efforts Dublin has made to have parks in so many communities in our City.

Overall I think Dublin does good with their parks, recreation, and programs. I wish they would have more shade at parks and restrooms available. Dublin parks are a great place for kids.

Thank you for providing such fantastic
amenities already! The city clearly cares and
works hard to have accessible facilities and
programs. It is really impressive. I really look
forward to more outdoor space and think
partnerships with EBRPD and others would
be beneficial. Keep up the great work, and
thank you for making Dublin a special place
to live.

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549

ADDITIONAL COMMENTS/SUGGESTIONS

PARK-SPECIFIC IMPROVEMENTS
47 Please cut grass shorter and more often at all parks. Enforce dogs on leashes. I can't say it enough. Thank you for asking the people of Dublin for their opinion. It is greatly appreciated.

I would love to see a dog park on the east side
so we don't have to drive to Dougherty Hill dog
park.

Several parks don't have adequately clean public restroom. Also these are few indoor facilities or shade areas for people during summer. Availability for birthday party events is also limited.

The grass put in at Dougherty Dog park already
dead in some areas. It was a waste of money.
needs to be different ground cover. Also
maintenance has to be kept up.

I think we need an inexpensive family swim option - not all the bells and whistles of the Wave - still upset about the closure of the city pool near DHS. I have to go to San Ramon for private swim lessons/family swimming. My husband would like more tennis court options in W. Dublin.

Dublin has an abundance of parks to explore. We are looking forward to the updates and improvements at the City Sports Park with the All Inclusion Park. We hope that is a grand addition and that many more renovations and improvements are made to that area overall. We would like to see many more small child friendly facilities at the Dublin Library. We'd also like to see more fun activities in general on the calendar at the library. It's a bit off putting and disturbing that we see more Restraining Order Clinics than creative and fun activities for children.

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ADDITIONAL COMMENTS/SUGGESTIONS

MAINTENANCE AND UPDATES
48 We need to improve our soccer facilities to
encompass more fields and also Futsal courts.

Athletic courts in sport park are not balanced. Too many softball courts and under used, while tennis courts are too crowded!!
During the summer it's hot in Dublin during sunlight hours.

Suggest adding lights and offering after dark hours to same parks like dog parks and kids parks
Please work harder to keep the Pioneer Cemetery cleaned & maintained also Kolb house & surrounding buildings are in need of better maintenance / repair.

Please finish developing the neighborhood
park close to Wallis Ranch (across the street
from Quarry Lane school). The “future
neighborhood park” sign has been up for 3
years already. would love to be able to use it!
Thank you!
I would want cleaner bathrooms at public parks and add more charging stations for electric cars.

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City of Dublin, CA | Parks & Recreation Master Plan

APPENDI
X B:

Existing Parks
Assessment
553

EXISTING DUBLIN PARKS

ASSESSMENT
The parks assessment was completed in 2019. Butterfly Knoll Park and Clover & Sunrise Parks were not complete at the time of the assessment and are not included. *Each park assessment lists opportunities, that if addressed, could improve the park. Many of those items have been completed and are identified with an asterisk.

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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

ALAMO CREEK PARK

5.3 ACRES

NEIGHBORHOOD PARK
7601 SHADY CREEK ROAD
INVENTORY:

Large informal field
• Public art
• Trail connection
• Basketball court
I OVERALL PARK RATING: 1.9 (EXCELLENT)
KEY FINDINGS:

Actively used park with various activities for all ages, picnic OPPORTUNITIES:

I · Maintain or replace picnic tables due to graffiti * area with three barbecue grills and picnic tables that seat • consider adding additional shaded seating areas people under nice shady tree canopies. One advantage of this park is that it serves as a trailhead to the Dublin trail system.

KEY FINDINGS:

BRAY COMMONS

4.8 ACRES

NEIGHBORHOOD PARK
3300 FINNIAN WAY
INVENTORY:
• Dog run(20lbs.or unde0
• Volleyball court (grass)
• Multi-purpose field
• Excellent trees
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Play equipment has sun damage
• Replace dried out ground cover planting
Plethora of shady trees along pathways and large central lawn space with various amenities including a grassy volleyball court embody this parks character. In addition to the park's other amenities, Bray Commons also features various game tables, including chess and checkers table tops. Dog run • Typically, neighborhood parks may include the following additional facilities: playgrounds
for dogs 20 lbs. or under and various seating opportunities peppered throughout the park add to the experience.
10/25/19 EXISTING CONDITIONS .l.......J
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555

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Park services surrounding neighborhood and includes
a labyrinth and a water play area. Nice large trees along pathways and ample space for children's play area are a nice addition to this park. A lack of restroom facilities may present an opportunity for enhancement.

KEY FINDINGS:

Excellent walking trail with break out fitness stations and signage engage users within this park. Separate play areas targeting different age groups, and large shade structure with numerous picnic tables creates respite from the sun.
10/25/19

DEVANY SQUARE

2.0 ACRES

NEIGHBORHOOD PARK
4405 CHANCERY LANE
INVENTORY:

Large flexible space
Children's play area
Children's water play area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Replace or maintain sun damaged playground equipment • Typically, neighborhood parks may include the following additional facilities: unlit sports courts, and
additional non-competitive sports fields

DOLAN PARK

4.9 ACRES

NEIGHBORHOOD PARK
11651 PADRE WAY
INVENTORY:
• Shaded picnic shelter
• Hilly - not a lot of flat space for informal field
Large public art installation; 12' high x 14' long steel "arm" Basketball court with lights
• Fitness equipment stations
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Outdoor fitness stations need attention
• Typically, neighborhood parks may include the following additional facilities: open multi-use areas
EXISTING CONDITIONS L....J
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556

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

One of two dog parks in Dublin, servicing both large and small dog breeds in separate contained areas. Doggie drinking fountain placed in either dog run and benches scattered throughout provide a nice amenity for users.

KEY FINDINGS:

Large multi-functional park with historic buildings, lawns, a historic cemetery, picnic areas, and various amenities embody the character of this park. The vibrant landscape palette is open to the public during daylight hours with a variety of native planting and impressive trees. This park serves as the home to classes, camps, events, and tours.
10/25/19

DOUGHERTY HILLS DOG PARK

1.4 ACRES

NEIGHBORHOOD PARK

AMADOR VALLEY BLVD
INVENTORY:
• Large open lawn for dog exercise and interaction with fencing for safety
• Recent public art installation
• Minimal plant variety
Doggie fountains in either dog run
I OVERALL PARK RATING: 1.9 (EXCELLENT)
OPPORTUNITIES:

I • Lawn worn and dry, ensure irrigation reaches these areas • Consider adding agility equipment, boulders, or mounds for exercise variation
• Consider restroom facility for dog owners/ attendees as funds become available

DUBLIN HERITAGE PARK &

MUSEUMS

10.0 ACRES

COMMUNITY PARK
6600 DONLON WAY
INVENTORY:

Planting in planters thriving, variety of ornamentals, nice repetition of allee trees and grasses
• Shady areas abundant
• Picnic area seats 80
2 barbecue grills
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Trees in picnic area need to be considered for replacement; splitting bark and tree trunks, irrigation in the roots • Typically, neighborhood parks may include the following additional facilities: additional unlit sports courts, and additional non-competitive sports fields
EXISTING CONDITIONS 2........J
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557

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

DUBLIN SPORTS GROUNDS

22.8 ACRES

COMMUNITY PARK
6700 DUBLIN BLVD
INVENTORY:
• Concession stand
• 1 Lighted baseball diamond, 2 lighted softball diamonds, 2 lighted soccer fields
• Walkways and trails
• Children's play area heavily used
KEY FINDINGS:
=:;.;:;,__,-"'--"-"' I OVERALL PARK RATING: 1.9 (EXCELLENT) OPPORTUNITIES:

Situated in a prime, central location, Dublin Sports Grounds accommodates several athletics. With several lit ball fields and soccer fields, for games and practices, and children's play area, there is something for everyone to be active and enjoy.

KEY FINDINGS:

Community park with various programming elements ranging from athletic fields to Emerald Glen Recreation and Aquatic Complex, plethora of seating opportunities and well planted landscape areas. Plenty of flexible space, walking trails, and connections to the Dublin trail system make this park a true gem within the overall system.
10/25/19
• Replace older, sun damaged, playground equipment;
consider expanding playground to be adequate size for usage ie. adding swings at playground for variety*
• Trash receptacles not consistent, styles vary*
• Consider adding shade structures near seating areas*
• Consider any additional facility needs this community park may require, (i.e. community parks may additionally include aquatic amenities)*

EMERALD GLEN PARK

49.0 ACRES

COMMUNITY PARK
4201 CENTRAL PARKWAY
INVENTORY:
• Bio-retention planters thriving
• Copious amount of space for flexible programming
• Aquatics center, skate park, basketball courts, baseball diamonds, bocce courts, soccer fields, tennis courts, picnic areas
• Water play area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Cricket pitch with evident worn turf, replace*
• Trash receptacles sun damaged and not consistent style* • Consider any additional facility needs this community park may require, (i.e. community parks may additionally include lighting on remaining sports fields)

EXISTING CONDITIONS
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559

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Large park for multi-purpose use. Seating areas covered by tree canopies for shade. Separate play equipment areas for different kids age groups.

KOLB PARK

4.9 ACRES

NEIGHBORHOOD PARK
8020 BRISTOL ROAD
KEY FINDINGS:
• Fitness equipment
• Play equipment for different age groups
• Tennis courts (lighted)
• Pedestrian walkway
• Picnic area seats 48, 2 barbecue grills
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Bathroom restoration
• Improve accent plant palette variety
• Update or replace sun damaged kids play equipment
• Outdoor activity stations needs updating
• Multi-purpose field unleveled, maintain for activity use • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities

MAPE MEMORIAL PARK

2.6 ACRES

NEIGHBORHOOD PARK
11711 MAPE WAY
INVENTORY:
• Grassy areas, large shade trees, and planting bed
Large informal field/lawn
• Sand volleyball court
KEY FINDINGS:
--=----...JI I OVERALL PARK RATING: 1.6 (GOOD)
OPPORTUNITIES:

Mape Park was named for Commander John Jack Clement
Mape USN, who was Dublin's first casualty of the Vietnam War. Adjacent to school with basketball courts and
playground, park offers plenty of flexible lawn space.
10/25/19
I • Update aged kids play equipment*
• Update plant palette to include more ornamental shrubs* • Update site furnishings including seating areas
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally reflect neighborhood character
EXISTING CONDITIONS §........J
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560

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Lush and verdant landscape palette. Age-inclusive kids play equipment includes a playground for tots and a separate playground for older children. This park offers unique
amenities including an interactive sundial, a small vineyard, seasonal garden, grilling stations, restrooms, and windy walkway a large multi-purpose field surrounded by a walking path.

KEY FINDINGS:

Park features an expansive meadow offering opportunity for flexible programming, a play area, and shaded picnic area. A serene tree lined pedestrian walkway emphasizes this facility. 10/25/19

PASSATEMPO PARK

5.1 ACRES

NEIGHBORHOOD PARK
3200 PALERMO WAY
KEY FINDINGS:
• Lush landscape
• Multi-purpose field
• Well kept play equipment
• Pedestrian walkways and trails
• Picnic area
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks include additional
spaces for relaxation

PIAZZA SORRENTO

2.0 ACRES

NEIGHBORHOOD PARK
3600 PALERMO WAY
INVENTORY:

Large open field on slight slope
Pleasant ornamental trees varieties
• Shaded seating area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Play equipment sun damaged, consider updating and
replacing
• Seating area can use upgraded furnishings
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities
EXISTING CONDITIONS z........i
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561

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

This park offers opportunity for play to all ages including fun interactive nature-themed play areas for children and an outdoor basketball court. Various seating areas can be found throughout the park along the windy pedestrian path while the lush landscape compliments adjacent Tri-Valley views.

KEY FINDINGS:

Landscape palette very verdant. Informal field offers flexible use. Covered picnic structure with tables offers respite from the sun. Other amenities the park offers include a "tot lot" for 2- to 5-year olds, an apparatus play area for 5- to 13- year olds, a basketball court, a tennis court, and a pair of game tables for checkers or chess. Dogs are permitted on a leash. 10/25/19

POSITANO HILLS PARK

4.6 ACRES

NEIGHBORHOOD PARK
2301 VALENTANO DRIVE
INVENTORY:
• Flat flexible lawn
Unique playground equipment placement
• Various seating elements
• Excellent views of the Tri-Valley
Basketball court
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities

SCHAEFER RANCH PARK

6.3 ACRES

NEIGHBORHOOD PARK
9595 DUBLIN BLVD
INVENTORY:
• Large informal field
• Beautiful ornamental trees
• Apparent of safety features
• Tennis court, basketball court
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • Playground may need additional shade elements
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation
EXISTING CONDITIONS �
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Dublin's 20th park to open, names for former Dublin resident Army Staff Sergeant Sean Diamond, who was killed in action in Iraq in 2009. The park being fairly recently opened shows little signs of wear and tear. Contains two play areas with unique play features including a 90' long zip line, large shade canopy, and large open meadow for informal programming.

KEY FINDINGS:

This park had much to offer; public art, lush planting beds, and a variety of frees. A natural creek meanders its way through the park and is a great place for exploring nature.

Water feature and solar panels add unique touches to the park. Dogs are permitted on a leash.
10/25/19

SEAN DIAMOND PARK

5.03 ACRES

NEIGHBORHOOD PARK
4801 LA STRADA DRIVE
INVENTORY:

Volleyball court (grass), tennis court
Shade structure provides sun respite seating area
• Many verdant grasses, overall landscape vibrant
• Unique play equipment (ie. zip line)
I OVERALL PARK RATING: 1.8 (GOOD)
OPPORTUNITIES:

I • No visible public art*
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation, and practice fields

SHANNON PARK

9.6 ACRES

COMMUNITY PARK
11600 SHANNON AVE
INVENTORY:
• Water Play Area
• Adjacent community center and preschool accessible by bridges
Informal sports fields
• EV charging stations
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:
• Incorporate ADA paths at seating under solar panels
• If appropriate, consider any facility needs this community park may require, (i.e. community parks may also include lighted sports fields)
EXISTING CONDITIONS 2-.......J
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Ample seating with no shade coverage is the highlight of this park. Covered kids play structure in good condition and has unique interactive climbing elements. Park features an art installation, commissioned by the City of Dublin in 1996.

KEY FINDINGS:

Park features various athletic fields including a basketball court and soccer fields surrounded by pathways. Various areas for seating under shady tree canopies. Public art installation gives the park a fun and colorful identity. 10/25/19

STAGECOACH PARK

0.9 ACRES

NEIGHBORHOOD PARK
7550 STAGECOACH ROAD
INVENTORY:
• Public art installation
• Rubber turf ground and shade structure over kids play area • Lush native landscape
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

I • Increase shade around seating area
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional spaces for relaxation, informal multi-purpose lawn space, as well as sport practice courts and fields

TED FAIRFIELD PARK

6.9 ACRES

NEIGHBORHOOD PARK
3400 ANTONE WAY
INVENTORY:
• Variety of athletic fields including baseball diamond, sand volleyball court, basketball court
• Large public art tile mosaic
• Picnic tables
• Pedestrian walkway and trails
I OVERALL PARK RATING: 1.6 (GOOD)
OPPORTUNITIES:

I • Play structure needs to be updated
• Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional informal multi-purpose lawn space.

EXISTING CONDITIONS
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City of Dublin, CA | Parks & Recreation Master Plan

APPEND
IX C:
2015 F acilities
Standards
565

PARKS AND RECREATION

FACILITY STANDARD
2015 Parks and Recreation Master Plan
Page | 126
566

ACTIVE COMMUNITY PARK STANDARDS
Active Community Parks should offer a variety of recreational opportunities that attract a wide range of local age groups and interests. Active Community Parks should feature large open space areas, unique natural, historic, and/ or cultural areas as well as group picnic areas, bicycling and hiking trails, sports facilities, dog runs, community facilities, and other unique features or facilities.

Size: Approximately 10 to 60 acres
Service Area: Preferably centralized within the City of Dublin.

Access/Location: Highly visible and easily accessible. These Community Parks should be utilized to create a central focus for the Dublin community.

Park Design: Active Community Parks should create a memorable social hub and landmark public destination.

Facilities that maximize the recreational and leisure experience of all residents.

Provide a mixture of facilities to attract a broad spectrum of user groups.

Provide a sense of connection linking the uses on the site to the surrounding retail, residential or recreational facilities.

Play Area: High quality and innovative play structures.

Larger than neighborhood parks.

Separate facilities for tots from those for older children. Provide parents seating area.

Potential Sports Facilities: Diamond ball fields (60-foot, 80-foot and 90-foot), graded and maintained for practice and competitive baseball or softball. Spectator amenities.

Regulation soccer fields with a combination of natural and synthetic turf.

Practice soccer fields (may overlap ball fields). Cricket Pitch.

Football field.

Futsal court (may overlap with basketball). Outdoor basketball courts.

Outdoor volleyball courts. Lighted tennis courts.

Pickleball courts. Frisbee golf.

Exercise equipment.

Picnic Facilities: Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing areas for spontaneous picnic use. Group picnic facilities by reservation.

Natural Areas: Open meadow zones that provide soft, green use areas for picnics, informal sports as well as passive group and individual uses.

Provide pedestrian trails to link with regional trail and transit systems.

Potential Special Features: Dog parks
Multi-Purpose Room Buildings for classes and camps.

Cultural and Performing Arts spaces. Public Art for visual impact.

Community garden. Maintenance yard for the park.

Additional unique features may include an education center or museum, outdoor amphitheater, rose gardens, or outdoor wedding facilities.

Restrooms: Permanent restroom structure.

Parking: Sufficient parking lot to accommodate demand during high use periods.

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567

NATURAL COMMUNITY PARK STANDARDS
Natural Community Parks should offer a variety of passive recreational opportunities that attract a range of age groups of people looking for a more serene park experience. Natural Community Parks should feature areas that are primarily un-programmed and more natural in appearance, often including features that have historically existed on the site, such as hills, creek or wetland features, or man-made structures such as bridges or small buildings.

Size: Varies depending on location and adjacencies.

Service Area: Future Natural Community Parks should be located in the Western and/or Eastern Extended Planning Area.

Access/Location: Dependent on the location of the natural features to be enhanced and/or retained.

Park Design: N atural Community Parks should create a space for quiet, passive enjoyment of the natural landscape primarily with low intensity uses and a few active nodes. Uses that may be appropriate for inclusion in a Natural Community Park include:
• Trails and sitting areas.
• Wildlife viewing platforms.
• Outdoor educational spaces.
• Nature interpretive areas with signage.
• Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing available areas for small-scale picnic use.
• Community and/or children’s garden.
• Par course style exercise.
• Open meadow zones that provide soft, green use areas for informal sports as well as passive group and individual uses. • Public restrooms.
• Parking area.
• High quality and innovative natural play features built into the landscape may be appropriate in limited areas.
• Ample pedestrian and bicycle connections to nearby
residential areas.
• Other appropriate facilities that maximize the recreational and leisure experience of all residents.

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568

NEIGHBORHOOD PARK STANDARDS
The neighborhood park can be the visual and social center for the local community. In addition to meeting the local residents’ recreational needs, the neighborhood park is also a “village green.” These parks should be designed to reflect the unique character of each neighborhood.

Neighborhood parks are developed to provide space for relaxation, play and informal recreation activities in a specific neighborhood or cluster of residential units. The park improvements are oriented toward the individual recreational needs of the neighborhood in which it is located. Facilities should be designed to include practice fields and not for competitive use, which traditionally bring more traffic into a neighborhood.

Development Criteria: Approximately 4 to 9 net acres.

Service Area: Service area defined by major arterials or topography.

Adjacent to neighborhood boundaries or open space area, visible from neighborhood entry.

Site Characteristics: Major percentage of the site should be level to accommodate active recreation uses.

Natural or visual qualities to enhance the character.

Access/Location: Minimum of two public street frontages.

On collector or residential streets; not major arterials.

Park Design: Central green/social center for neighborhood. Reflect character of setting—natural features or architectural style of homes.

Play Area: Tot lot for children 2 - 4 years.

Playground for youth 5 - 12 years.

Parent’s seating area.

Potential Sports Facilities: Turf fields graded and maintained for practice softball/baseball (minimum 250' outfield) and soccer (minimum 180').

Tennis courts. Volleyball courts.

Outdoor basketball courts. Pickleball courts.

Walking track.

Exercise/Par-Course Equipment.

Picnic Facilities: Tables and secluded space for informal family picnics up to 6 - 8 people.

Barbecue facilities in family-sized picnic areas.

Natural Areas: Open space meadow for informal sports, games and passive activities.

Restrooms: Two unisex restrooms.

Parking: Sufficient off-street parking where minimum street frontages are not provided.

Lockable parking for 6 - 10 bicycles.

Lighting: Provide lighting for security purposes not for night-use activities. Avoid penetration of unwanted light into adjacent neighborhood.

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569

NEIGHBORHOOD SQUARE STANDARDS
Neighborhood Squares provide specialized facilities that serve a concentrated or limited population or special interest group such as young children or senior citizens. The Neighborhood Square is a scaled- down version of the Neighborhood Park, with an average size of 2-acres and located in high density residential urban areas where a green pocket is the central focus of the neighborhood.

Site Characteristics: Approximately 2-3 net-acres on a predominately level site.

Access/Location: Prominent location preferably at cross street. Within neighborhoods and in close proximity to apartment complexes, townhouse development or housing for the elderly.

Linked with trails and pedestrian walkways.

Park Design: Each park should have unique characteristics such as public art, fountain, bandstand, formal gardens, etc. to create a focal point for high density areas.

Develop plaza areas for gathering and neighborhood social events.

Play Area: Small scale, high quality play structures.

Parents’ seating area.

Sports Facilities: As appropriate to user groups in adjacent homes; provide tennis court, pickleball courts, volleyball court, or basketball court.

Picnic Facilities: Tables and benches with limited open space for individual use.

Seat walls for informal picnicking.

Natural Areas: Views and vistas are desirable.

Restrooms: Not provided.

Parking: Street parking.

Lighting: As necessary for security only.

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570

DOWNTOWN PLAZA STANDARDS
Urban Plazas provide a public gathering place for the Downtown area.

Site Characteristics: 0.5 -1.5 net acres on a predominately level site.

Access/Location: Prominent site, preferably at a historically relevant location or a centrally located site in the Downtown.

Linked with pedestrian walkways that access commercial, civic, and/or residential uses in Downtown Dublin is preferred.

Park Design: Should have unique characteristics such as public art, fountain, seating, etc. to create a focal point for gathering and social events.

Play Area: Small scale, high quality play structures may be appropriate with parents seating area.

Sports Facilities: None.

Picnic Facilities: Tables and benches with limited open space for individual use and seatwalls for informal picnicking.

Natural Areas: Views and vistas are desirable.

Restrooms: Not provided.

Parking: Street parking.

Lighting: As necessary for security only.

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571

CULTURAL ARTS CENTER STANDARDS
A Cultural Arts Center can provide a multi-use facility that affords cultural, educational and social opportunities for the entire community. The primary focus of this facility would be the Gallery and adjacent multi-purpose space making it a destination for exhibitions and social events. The facility would also feature classrooms to support a variety of cultural arts experiences.

Size: Dependent on program study.

Development Criteria: One facility per community.

Acreage: Dependent on program study.

Service Area: Centralized to major population centers.

Site Characteristics: Predominantly level.

Interesting natural or visual characteristics such as existing trees, creek, vistas.

Access/Location: Located on a major arterial or collector road with high visibility.

Twenty-minute driving time.

Facility Design: Memorable public destination point which would be a source of pride for the City.

Destination that will serve the diverse needs of the entire Community.

Indoor Facilities: Lobby and Reception.

Classroom/Music Room.

Art Classrooms.

Gallery Space.

Multi-Use Room.

Administrative Space.

Special Features: Outdoor patios.

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572

TRAIL STANDARDS
There are three basic types of trail types that may be found in Dublin - hiking and jogging, bicycle, and equestrian. Trails are different than parkways or paths within neighborhoods that are privately maintained, and they are different than sidewalk or bike lanes as described in the City’s Bicycle and Pedestrian Master Plan. While those facilities are great amenities for the community, they are not counted as parkland, whereas a trail that is improved to the standards contained within this Master Plan and dedicated to public use can be considered parkland.

The types of trails that have standards in this Master Plan include:
• Parkway Trail: Paved path suitable for bicycles and pedestrians which is physically separated from the street and not a part of the road section. • Creekside Trail: Paved trails along creeks for pedestrian and potential bicycle use. • Open Space Trail: Unpaved trails for equestrian and hiking use.

Hikers, joggers, and strollers make up the majority of trail users. This group naturally prefers to use trails that are safe, that provide good footing and that are routed through interesting landscape with attainable destination points and offer some amenities along the way such as benches and rest areas.

Pedestrians will use all the trail types noted above.

Cyclists typically use the Parkway and Creekside Trails. Recreational cyclists typically prefer trails which have smooth surfaces (preferably paved) and which are separated from other types of traffic. Often traveling a distance of 25 miles on an outing, the serious recreational cyclist prefers trails with sweeping curves, good visibility, and a minimum of cross streets.

Equestrians typically use Open Space Trails, which are generally planned for the outlying areas of the City where there is more open space and natural landscape. Because of the limited available space in Dublin, equestrian trails are intended to connect with other regional-serving trails in neighboring communities and park districts.

General Trail Design
Trail design should include appropriate landscaping to provide a pleasant visual and physical environment, including protection from sun, wind, and noise where possible. • Where feasible and desirable, trail projects should accommodate more than one type of trail use.
• Designed to require as little maintenance as possible over time and to avoid steep inclines. • Preserve existing vegetation, removing only as much as necessary to accommodate the trail. Analyze existing topography and locate trails so that minimal grading is required.

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573
Parkway Trail Design
The parkway links areas within the community. As an important recreation and transportation corridor, it should be visually distinct. It should accommodate both bicycle and pedestrian use, both separated from the street. The parkway should be well landscaped and lighted.

Easement Width: Minimum 20 feet with landscaping on either side of formal paths.

Pedestrian Path: Minimum 5 feet wide, concrete.

Bicycle Path: Minimum 8 feet, maximum 12 feet wide; 12 feet when joint use with pedestrians.

Asphalt or concrete
Rest Areas: Rest area should include a bench and drinking fountain.

Cr
eekside Trail Design
• Creekside trails are a desirable community amenity and are a scenic and educational resource. • Width of creek trails should be a function of amount of use and sensitivity of natural resource.

However, a minimum 8' width is desirable.
• Creek trail design and location should be coordinated with Alameda County Flood Control (Zone 7), California State Department of Fish and Wildlife, and EBRPD (as appropriate). • Maintenance roads/paths along creek banks can frequently serve as trails. The final design of the trail must accommodate appropriate maintenance.
• Where possible, creek trails should be located at top of bank. Because these areas are flat, grading is kept to a minimum and existing vegetation can be preserved. Erosion and bank stabilization problems are also minimized. Access to and from streets and access by disabled persons is generally easier when the trail is located at the top of bank. • Where creek trails must be located on slopes, a bench will have to be cut into the slope to provide a flat platform for the trail. The cut should be minimized to preserve as much native vegetation as possible.
• Generally, the trail should be located as high above the creek as possible. Ease of access to and from the street and by disabled persons should be considered when locating a trail on a slope. • Provide rest areas and overlooks with educational signage to enhance enjoyment of creek area. • Special wildlife habitat areas should be protected from access. Habitat restoration and creek revegetation should occur in degraded creek areas.
• Where creeks are deeply incised, railing or fencing may be necessary to prevent access to the creek.

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574
Open Space Trail Design
Open space trails, at a minimum, may be narrow corridors that provide critical linkage to important facilities.

However, at best, open space trail corridors may incorporate many hundreds of acres of significant open space and provide the public with unique opportunities to enjoy the natural environment between developed areas. Frequently, trails in open space areas follow old jeep roads or fire roads.

The ideal alignment will “fit” the trail to the ground and will afford users the best views from the trail as well as follow the topography of the land.
• Long, straight stretches should be avoided as well as excessive switch backs. • Avoid areas with high soil erosion, high fire hazard or unstable slopes. • Where possible, route trails away from residences in order to maintain privacy. • Establish trail rights-of-way that are wide enough to accommodate the designated uses. For single or double-use trails that permit hiking and/or equestrian use, provide a minimum right-of- way width of 20 feet. Multiple-use trails that permit hiking, equestrian and bicycle use, provide a minimum right-of-way width of 30 to 40 feet.

St
aging Area and Trail Head
A trail staging area is best located on arterial or collector roads in areas that are both convenient to the public and that are easily accessible for maintenance and operation purposes. • Where possible, located away from nearby residents.
• Provide lights, gates and fencing, as well as fire hydrants and fire truck turnarounds that address specific needs of police and fire departments.
• Identify and utilize existing parking lots on schools and park facilities, wherever possible, to avoid duplication of staging facilities.
• A trail head is smaller, often consisting of nothing more than a sign. It may also include a small rest area. Whether staging area or trail head, each should be improved to include:
• Signs indicating by color and/or graphics trail type; trail name (if appropriate); distance to distinctive feature or trail junction.
• Map (where appropriate) showing overall system.
• Trash and recycling receptacle(s).

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575

Parks and Recreation Master Plan (2022)

CEQA Analysis
April 5, 2022

Attachment 3
Exhibit B to the Resolution
576
City of Dublin Parks and Recreation Master Plan (2022)
CEQA Addendum | Page 2
CEQA Addendum | Page 2

Parks and Recreation Master Plan (2022)
CEQA Addendum

April 5, 2022

Project Description
The City of Dublin has prepared an update to the Parks and Recreation Master Plan (“2022 Master Plan”) that establishes goals, short to long-term objectives and standards to guide in the acquisition, development and management of Dublin’s future trails, park sites, and recreational facilities within the existing City limits. The 2022 Master Plan plans for development in accordance with build-out of the City’s General Plan and responds to the City’s growth and changing demographics. The 2022 Master Plan guides decisions regarding the delivery of services and programs, and the expenditure of funds for operations, park maintenance, and capital improvements. The 2022 Master Plan provides an inventory of existing parks sites, and an assessment of future park and facility needs. The 2022 Master Plan reaffirms previously identified future facilities needs and general locations in which those facilities could be accommodated. The 2022 Master Plan also explains existing and future park maintenance needs and funding mechanisms for park development.

The City of Dublin originally adopted the Parks and Recreation Master Plan in 1994 and was updated in 2004, 2006 and 2015. In 2015, the document was a refinement to previous versions that incorporated updated population data, a park and facility inventory, and description of future park and facility needs to continue to meet established City standards.

This 2022 update continues along the path of refining the 2015 version with 2020 census data, updated park inventory and short- to long-term objectives and standards to provide improved services. In addition, the 2022 Master Plan identifies the location of facilities previously included in the 2015 Parks and Recreation Master Plan without specific locations identified. Those facilities include the location of pickleball courts and the Cultural Arts Center. The 2022 Master Plan identifies the pickleball courts to be located in the park adjacent to the Wallis Ranch Development and as part of the Croak property development in Fallon Village. The location of the Cultural Arts Center repurposes the Dublin Police Service’s building in Civic Center and will supply opportunities for cultural, educational, and social events to the entire community. The Cultural Art Center would be located on the first floor, with administrative offices for the Parks and Community Services Department on the second floor. Other uses programmed for this building that currently exist and would continue to operate include the City’s data center, Emergency Operations Center (EOC) and a weight and exercise room for City Staff.

The adopted 2020-2025 Capital Improvement Program (CIP) incorporates the updates in the 2022 Master Plan future parks list and identifies the City’s next major community parks. The Don Biddle Community Park, which is currently under construction, is centrally located just east of the Iron Horse Trail along Dublin Boulevard adjacent to Dublin Crossing. Wallis Ranch Development will include an 577
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CEQA Addendum | Page 3

8.75-acre park adjacent to the community. The City Council approved the conceptual design to include lighted tennis courts, pickleball courts, and basketball courts. In addition, there will be a play structure, dog park, and public restrooms. The recreational amenities will span across three parcels of land along Rutherford Drive, bisected by Tassajara Creek. Lastly, with a recent grant award of just over $2 million, the conceptual planning and design phase for the Iron Horse Nature Park has begun.

The CIP also incorporates Fallon Sports Park - Phase 3, providing for the completion of the final 14 acres of the community’s 60-acre park. The final phase is under construction and includes a cricket field, a five-bay batting cage, a playground, and four sand volleyball courts. In addition, the Cultural Arts Center at Civic Center is included in the CIP and will supply opportunities for cultural, educational, and social events to the entire community. Serving as a major public destination, the facility contains multi- purpose spaces including classrooms to support various year-round programming.

The 2022 Master Plan is but one of the City of Dublin’s policy planning documents. It is used in conjunction with the General Plan, the Eastern Dublin Specific Plan, the Downtown Dublin Specific Plan, Dublin Crossing Specific Plan, Bicycle and Pedestrian Master Plan, and other applicable documents. The General Plan identifies the Parks and Recreation Master Plan as the primary document for quantifying the City’s need for recreational facilities.

Prior CEQA Analysis
The City Council adopted a Negative Declaration (ND) for the Parks and Recreation Master Plan (2004) on March 16, 2004 (via Resolution No. 48-04). This ND tiered off several previous environmental documents, including:

1. City of Dublin General Plan EIR, 1985

2. Schaefer Ranch EIR, 1996 (SCH 95033070)

3. Eastern Dublin Specific Plan/General Plan Amendment EIR, 1994 (SCH 91103064)

4. East Dublin Properties, Stage 1 Development Plan and Annexation DSEIR, 2002 (SCH 2001152114)

Prior CEQA analysis also includes the Dublin Crossing Specific Plan EIR, 2013 (SCH 2012062009), Downtown Dublin Specific Plan EIR, 2011 (SCH 2010022005) and Parks and Recreation Master Plan (2015) Addendum and Initial Study. Collectively, all above environmental review documents are referred to as the “previous environmental documents.”

Proposed CEQA Analysis in this Document
In order to assess whether any further environmental review is required, an Initial Study was completed.

The Initial Study dated April 5, 2022, and incorporated herein by reference, determined that, pursuant to CEQA Guidelines Section 15164, no subsequent EIR or Negative Declaration is required, and an Addendum is the appropriate CEQA review.

The 2022 Master Plan does not identify any new parks, specifically identify the construction of any new facilities, or include any new policies that are substantively different than those in the 2004 Parks and Recreation Master Plan Update. The 2022 Master Plan identifies standards for the future development of new parks, updates the standards for how many recreational amenities of various types should be in Dublin's park system, and updates the goals and policies of the 2015 version. The 2022 Master Plan also updates the City's population projections and accurately describes the City's current park and recreational 578
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CEQA Addendum | Page 4

facility inventory. Any future land use changes shall be subject to CEQA review at the time the change is proposed and considered.

No Subsequent Review is Required per CEOA Guidelines Section 15162 CEQA Guidelines Section 15162 identifies the conditions requiring subsequent environmental review.

After a review of these conditions, the City determined that no subsequent EIR or Negative Declaration is required. This is based on the following analysis:
a) Are there substantial changes to the project requiring major revisions to the negative declaration due to new or substantially more severe significant impacts than previously identified? There are no substantial changes to the project compared to what was analyzed in the previous environmental documents. No additional or different mitigation measures are required as documented in the Explanation of Environmental Checklist section of this document.

b) Are there substantial changes in the conditions which the project is undertaken requiring major revisions to the negative declaration due to new or substantially more severe significant impacts than previously identified?
There are no substantial changes in the conditions assumed in previous environmental documents that would result in new or substantially more severe significant impacts from the project than were identified in the previous environmental documents as documented in the Explanation of Environmental Checklist section of this document.

c) Is there new information of substantial importance, which was not known and could not have been known at the time of the previous Negative Declaration was adopted, that shows the project will have a significant effect not addressed in the previous negative declaration; or previous effects are more severe; or, previously infeasible mitigation measures or alternatives are now feasible but the Applicant declined to adopt them; or mitigation measures or alternatives considerably different from those in the previous negative declaration would substantially reduce significant effects but the Applicant declines to adopt them? There is no new information showing a new or more severe significant effect beyond those identified in the previous environmental documents. Similarly, there are no new or different feasible mitigation measures or alternatives to reduce significant effects of the project which the applicant declines to adopt. All previously adopted mitigations continue to apply to the project.

The previous environmental documents adequately describe the impacts and mitigations associated with the project as documented in the Explanation of Environmental Checklist section of this document.

d) Should a subsequent EIR or negative declaration be prepared? No subsequent EIR, Negative Declaration or Mitigated Negative Declaration, is required because there are no impacts, significant or otherwise, of the project beyond those identified in the previous environmental documents and no other standards for supplemental review under CEQA are met, as documented in the attached Initial Study.

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Conclusion
The City prepared an Initial Study in connection with the 2022 Master Plan. Based on the Initial Study and pursuant to CEQA Guidelines Section 15164, the City prepared an Addendum to the previous environmental documents. Through the adoption of this Addendum and related Initial Study, the City determines that the proposed Project does not require a subsequent or supplemental EIR or Negative Declaration under CEQA Guidelines Sections 15162. As provided in CEQA Guidelines Section 15164, the Addendum need not be circulated for public review, but shall be considered with the previous environmental documents before deciding on the proposed project. The Initial Study is included below, and the previous environmental documents are available for review in the Parks and Community Services Department at the City of Dublin, 100 Civic Plaza, Dublin, California. 580
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Parks and Recreation Master Plan
Update (2022)

Initial Study
April 5, 2022

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Table of Contents
Background & Project Description 1
Environmental Checklist 3
Determination 6
Explanation of Environmental Checklist Responses 7

Appendices
A Survey Report
B Existing Parks Assessment
C 2015 Facilities Standards

List of Figures
Figure 1: Park Locator Map – Existing and Future Parks ............................................................. 34

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Parks and Recreation Master Plan Update (2022)
Initial Study
Background & Project Description
Project Title
Parks and Recreation Master Plan Update (2022)
Lead Agency Name and Address
City of Dublin
Parks and Community Services Department
100 Civic Plaza
Dublin, CA 94568
Contact Person and Phone Number
Bridget Amaya, Assistant Parks and Community Services Director Phone: 925-833-6603
[email protected]
Project Location
Citywide
Project Applicant’s/Sponsor’s Name and Address
City of Dublin
Colleen Tribby
Acting Parks and Community Services Director
Phone: 925-833-6654
[email protected]
General Plan Designation
Various, Citywide
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Zoning
Various, Citywide
Project Description
The City of Dublin has prepared an update to the Parks and Recreation Master Plan (“2022 Master Plan”) that establishes goals, short to long-term objectives and standards to guide in the acquisition, development and management of Dublin’s future trails, park sites, and recreational facilities within the existing City limits. The 2022 Master Plan plans for development in accordance with build-out of the City’s General Plan and responds to the City’s growth and changing demographics. The 2022 Master Plan guides decisions regarding the delivery of services and programs, and the expenditure of funds for operations, park maintenance, and capital improvements. The 2022 Master Plan provides an inventory of existing parks sites, and an assessment of future park and facility needs. The 2022 Master Plan reaffirms previously identified future facilities needs and general locations in which those facilities could be accommodated. The 2022 Master Plan also explains existing and future park maintenance needs and funding mechanisms for park development.

This 2022 update continues along the path of refining the 2015 version with 2020 census data, updated park inventory and short to long-term objectives and standards to provide improved services. In addition, the 2022 Master Plan identifies the location of facilities previously included in the 2015 Parks and Recreation Master Plan without specific locations identified.

Those facilities include the location of pickleball courts and the Cultural Arts Center. The 2022 Master Plan identifies the pickleball courts to be located in the park adjacent to the Wallis Ranch Development and as part of the Croak property development in Fallon Village. The location of the Cultural Arts Center repurposes the Dublin Police Service’s building in Civic Center and will supply opportunities for cultural, educational, and social events to the entire community. The Cultural Art Center would be located on the first floor, with administrative offices for the Parks and Community Services Department on the second floor. Other uses programmed for this building that currently exist and would continue to operate include the City’s data center, Emergency Operations Center (EOC) and a weight and exercise room for City Staff.

The adopted 2020-2025 Capital Improvement Program (CIP) incorporates the updates in the 2022 Master Plan future parks list and identifies the City’s next major community parks. The Don Biddle Community Park, which is currently under construction, is centrally located just east of the Iron Horse Trail along Dublin Boulevard adjacent to Dublin Crossing. Wallis Ranch 585
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Development will include an 8.75-acre park adjacent to the community. The City Council approved the conceptual design to include lighted tennis courts, pickleball courts, and basketball courts. In addition, there will be a play structure, dog park, and public restrooms.

The recreational amenities will span across three parcels of land along Rutherford Drive, bisected by Tassajara Creek. Lastly, with a recent grant award of just over $2 million, the conceptual planning and design phase for the Iron Horse Nature Park has begun.

The CIP also incorporates Fallon Sports Park - Phase 3, providing for the completion of the final 14 acres of the community’s 60-acre park. The final phase is under construction and includes a cricket field, a five-bay batting cage, a playground, and four sand volleyball courts. In addition, the Cultural Arts Center at Civic Center is included in the CIP and will supply opportunities for cultural, educational, and social events to the entire community. Serving as a major public destination, the facility contains multi-purpose spaces including classrooms to support various year-round programming.

Project Site, Existing and Future Facilities
The City of Dublin currently provides 24 parks totaling 237.04 acres. Dublin also maintains over

26.26 miles of greenways and trails. The series of routes stretches throughout the City and ranges from recreational trails to shared-use paths. The 2022 Master Plan identifies all existing facilities as well as the ten future parks, all of which were identified in the 2015 Parks and Recreation Master Plan.

The following provides a summary of the City’s public facilities:

Dublin’s Exiting Park System

Active Community Parks (5)
▪ Dublin Heritage Park and Museums
▪ Dublin Sports Grounds
▪ Emerald Glen Park
▪ Fallon Sports Park
▪ Shannon Park

BMX Course (1)
▪ Fallon Sports Park

Amphitheater (3)
▪ Butterfly Knoll
▪ Emerald Glen Park
▪ Heritage Park

Baseball/Softball Fields (18)
▪ Dublin Sports Grounds – 7
▪ Emerald Glen Park – 3
▪ Fallon Sports Park – 7
▪ Ted Fairfield Park – 1
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Basketball Courts (13)
▪ Alamo Creek Park – 1
▪ Bray Commons – 1
▪ Dolan Park – 1
▪ Emerald Glen Park – 2
▪ Fallon Sports Park – 4
▪ Jordan Ranch Park – 1
▪ Positano Hills Park – 1
▪ Schaefer Ranch Park – 1
▪ Ted Fairfield Park – 1

Neighborhood Parks/Squares (19)
▪ Alamo Creek Park
▪ Bray Commons
▪ Butterfly Knoll
▪ Clover Park
▪ Cottonwood Park & School
▪ Devany Square
▪ Dolan Park
▪ Dougherty Hills Dog Park
▪ Jordan Ranch Park
▪ Kolb Park
▪ Mape Memorial Park
▪ Passatempo Park
▪ Piazza Sorrento
▪ Positano Hills Park
▪ Schaefer Ranch Park
▪ Sean Diamond Park
▪ Stagecoach Park
▪ Sunrise Park
▪ Ted Fairfield Park

Dog Run/Dog Park (2)
▪ Bray Commons
▪ Dougherty Hills Dog Park

Cricket Fields (2)
▪ Emerald Glen Park
▪ Fallon Sports Park

Community Centers (4)
▪ Shannon Community Center
▪ Sunday School Barn
▪ Old St. Raymond Church
▪ Senior Center

Playgrounds (25)
▪ Alamo Creek Park – 1
▪ Bray Commons – 1
▪ Butterfly Knoll Park – 1
▪ Clover & Sunrise Park – 1
▪ Devany Square – 1
▪ Dolan Park - 1
▪ Dublin Sports Grounds – 1
▪ Emerald Glen Park – 1
▪ Fallon Sports Park – 1
▪ Jordan Ranch Park - 1
▪ Kolb Park – 1
▪ Mape Memorial Park – 2
▪ Passatempo Park – 1
▪ Piazza Sorrento – 1
▪ Positano Hills Park – 1
▪ Schaefer Ranch Park – 2
▪ Sean Diamond Park – 3
▪ Shannon Park – 2
▪ Stagecoach Park – 1
▪ Ted Fairfield Park - 1

Several school parks within Dublin are also classified as City parks. These include Dublin High School and Wells Middle School as Community Parks, and Dublin, Frederiksen, Murray and Nielsen Elementary School as Neighborhood Parks.
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Dublin’s Future Park System

Future Parks (7)
▪ Wallis Ranch Open Space
▪ Wallis Ranch Community Park
▪ Jordan Ranch Community Park (GH PacVest)
▪ Don Biddle Community Park (Dublin Crossing)
▪ Croak North
▪ Croak South
▪ Iron Horse Nature Park

Future Neighborhood Parks/Squares (3)
▪ Jordan Ranch Neighborhood Square
▪ Dublin Crossing Neighborhood Park
▪ Downtown Square

Figure 1 depicts the location of existing and future park facilities, school parks, and other recreational facilities available to the City of Dublin. These facilities are dispersed throughout the community to provide efficient recreational opportunities to all residents. 588
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Environmental Checklist
Environmental Factors Potentially Affected by the Project The environmental factors checked below would be potentially affected by this project, involving at least one impact that is a "Potentially Significant Impact" as indicated by the checklist on the following pages.

Aesthetics Agricultural and Forestry
Resources Air Quality
Biological Resources Cultural Resources Energy
Geology / Soils Greenhouse Gas
Emissions Hazards & Hazardous
Materials
Hydrology / Water
Quality Land Use / Planning Mineral Resources
Noise Population / Housing Public Services
Recreation Transportation / Traffic Tribal Cultural
Resources
Utilities / Service
Systems Wildfire Mandatory Findings
of Significance

Instructions

1. A brief explanation is required for all answers except "No Impact" answers that are adequately supported by the information sources a lead agency cites in the parentheses following each question (see Source List, attached). A "No Impact" answer is adequately supported if the referenced information sources show that the impact simply does not apply to projects like the one involved (e.g., the project falls outside a fault rupture zone). A "No Impact" answer should be explained where it is based on project-specific factors as well as general standards (e.g., the project will not expose sensitive receptors to pollutants, based on a project-specific screening analysis).

2. All answers must take account of the whole action involved, including off-site as well as on-site, cumulative as well as project-level, indirect as well as direct, and construction as well as operational impacts.

3. Once the lead agency has determined that a particular physical impact may occur, then the checklist answers must indicate whether the impact is potentially 589
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significant, less-than-significant with mitigation, or less-than-significant. “Potentially Significant Impact” is appropriate if there is substantial evidence that any effect may be significant. If there are one or more "Potentially Significant Impact" entries when the determination is made, an EIR is required.

4. “Negative Declaration: Less Than Significant With Mitigation Incorporated: applies where incorporation of mitigation measures has reduced an effect from “Potentially Significant Impact” to a “Less Than Significant Impact.” The lead agency must describe the mitigation measures, and briefly explain how they reduce the effect to a less-than-significant level.

5. Earlier Analysis may be used where, pursuant to the tiering, program EIR, or other CEQA process, one or more effects have been adequately analyzed in an earlier EIR or negative declaration. Section 15063(c)(3)(D). In this case a discussion should identify the following on attached sheets:
a. Earlier analysis used. Identify earlier analyses and state where they are available for review.
b. Impacts adequately addressed. Identify which effects from the above checklist were within the scope of and adequately analyzed in an earlier document pursuant to applicable legal standards, and state whether such effects were addressed by mitigation measures based on the earlier analysis. c. Mitigation measures. For effects that are "Less than Significant with Mitigation Incorporated," describe the mitigation measures, which were incorporated or refined from the earlier document and the extent to which they address site- specific conditions for the project.

6. Lead agencies are encouraged to incorporate into the checklist references to information sources for potential impacts (e.g., general plans, zoning ordinances).

Reference to a previously prepared or outside document should, where appropriate, include a reference to the page or pages where the statement is substantiated.

7. Supporting Information Sources: A source list should be attached, and other sources used, or individuals contacted should be cited in the discussion.

8. This is only a suggested form, and lead agencies are free to use different formats; however, lead agencies should normally address the questions from this checklist that are relevant to a project's environmental effects in whatever format is selected.

9. The explanation of each issue should identify:
o the significance criteria or threshold, if any, used to evaluate each question; and
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o the mitigation measure identified, if any, to reduce the impact to less than significance

10. Have California Native American tribes traditionally and culturally affiliated with the project area requested consultation pursuant to Public Resources Code section 21080.3.1? If so, has consultation begun?

Note: Conducting consultation early in the CEQA process allows tribal governments, lead agencies, and project proponents to discuss the level of environmental review, identify and address potential adverse impacts to tribal cultural resources, and reduce the potential for delay and conflict in the environmental review process. (See Public Resources Code section 21083.3.2.) Information may also be available from the California Native American Heritage Commission’s Sacred Lands File per Public Resources Code section 5097.96 and the California Historical Resources Information System administered by the California Office of Historic Preservation.

Please also note that Public Resources Code section 21082.3(c) contains provisions specific to confidentiality.

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Determination
On the basis of this initial evaluation:

I find that the proposed project COULD NOT have a significant effect on the environment, and a NEGATIVE DECLARATION will be prepared.

I find that although the proposed project could have a significant effect on the environment, there will not be a significant effect in this case because revisions in the project have been made by or agreed to by the project proponent. A MITIGATED NEGATIVE DECLARATION will be prepared.

I find that the proposed project MAY have a significant effect on the environment and an ENVIRONMENTAL IMPACT REPORT is required.

I find that the proposed project MAY have a potentially significant or a potentially significant unless mitigated impact on the environment, but at least one effect (1) has been adequately analyzed in an earlier document pursuant to applicable legal standards, and (2) has been addressed by mitigation measures based on the earlier analysis as described on attached sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the effects that remain to be addressed.

I find that although the proposed project could have a significant effect on the environment, because all potentially significant effects (a) have been analyzed adequately in an earlier EIR or NEGATIVE DECLARATION pursuant to applicable standards, and (b) have been avoided or mitigated pursuant to that earlier EIR or NEGATIVE DECLARATION, including revisions or mitigation measures that are imposed upon the proposed project, nothing further is required.

CITY OF DUBLIN

_________________________________ _____________________________ Bridget Amaya, Assistant Date
Parks and Community Services Director

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Explanation of Environmental Checklist Responses
Aesthetics

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
No/
New
Impact

1. AESTHETICS. Except as provided in Public Resources Code Section 21099, would the project:
a) Have a substantial adverse effect on a scenic vista? X b) Substantially damage scenic resources, including but not limited to trees, rock outcroppings, and historic buildings within a state scenic highway?
X
c) In a non-urbanized area, substantially degrade the
existing visual character or quality of public views of the site and its surroundings? (Public views are those that are experienced from publicly accessible vantage point).

If the project is in an urbanized area, would the project conflict with applicable zoning and other regulations
governing scenic quality?
X
d) Create a new source of substantial light or glare which would adversely affect day or nighttime views in the
area?
X
Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact associated with views. Mitigation Measures 5.A.1 (Grading Plan), 5.C.3 (Tree Replacement), and 5.F.1 (Regional Trail) were included to ensure that impacts to views are addressed as the neighborhood park sites are finalized and fully developed.

The Eastern Dublin Specific Plan/General Plan Amendment EIR identified an impact on the visual character of the area and the area’s scenic resources. Mitigation Measures 3.8/3.0,

3.8/4.0-4.5, 3.8/5.0-5.2, 3.8/6.0, 3.8/7.0, and 3.8/7.1 were included to encourage preservation of important visual resources, minimize grading for development, preserving natural contours in grading and building, prohibit development along identified ridgelines, and preserving views of designated open spaces. Despite the mitigation measures listed above, the Eastern Dublin Specific Plan/General Plan Amendment EIR concluded that alteration of visual character of the hillside and flatland areas are significant and unmitigatable impacts and were included in the Statement of Overriding Considerations that the City Council adopted on May 10, 1993. 593
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The addition of pickleball courts at Wallis Ranch and Croak would not significantly impact view or visual resources of these future parks. Pickleball courts are visually similar to other planned facilities in these parks such as tennis courts and basketball courts.

The Cultural Arts Center would occupy the building formerly occupied by Dublin Police Services in the Civic Center. Minor exterior changes are proposed to accommodate the new use including enhancement of the former sally port to a patio area/ceramics yard; however, no modifications to the building footprint are part of the project. The repurposing of the Dublin Police Services Building would not result in any changes to the visual character of the building or Civic Center.

The project utilizes previously identified future parks and an existing building. There would be no new or substantially more severe significant impacts to aesthetics/visual resources beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of any new facilities not identified specifically in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time a development site is identified.

Agricultural and Forestry Resources

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
/ New
Impact

2. AGRICULTURE RESOURCES. In determining whether impacts to agricultural resources are significant environmental effects, lead agencies may refer to the California Agricultural Land Evaluation and Site Assessment Model (1997) prepared by the California Dept. of Conservation as an optional model to use in assessing impacts on agriculture and farmland. In determining whether impacts to forest resources, including timberland, are significant environmental effects, lead agencies may refer to information compiled by the California Department of Forestry and Fire Protection regarding the state’s inventory of forest land, including the Forest and Range Assessment Project and the Forest Legacy Assessment 594
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ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
/ New
Impact
project; and forest carbon measurement methodology provided in F orest Protocols adopted by the California Air Resources Board. Would the project
a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the
maps prepared pursuant to the Farmland Mapping and
Monitoring Program of the California Resources Agency,
to non-agricultural use?
X
b) Conflict with existing zoning for agricultural use, or a Williamson Act contract?
X
c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g)), timberland (as defined by Public Resources
Code section 4526), or timberland zoned Timberland
Production (as defined by Government Code section
51104(g))?
X
d) Result in the loss of forest land or conversion of forest land to non-forest use?
X
e) Involve other changes in the existing environment which, due to their location or nature, could result in conversion of Farmland, to non-agricultural use or conversion of
forest land to non-forest use?
X
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

Discussion
The 2022 Master Plan does not identify new parks or recreational facilities that would impact agricultural and/or forestry resources. The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location.

The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows: pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center.

No sites with agriculture and/or forestry resources would be affected, and the project would not have any impacts on agriculture and/or forestry resources beyond those already analyzed 595
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in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of any new facilities not identified specifically in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time a development site is identified.

Air Quality

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
/No
New
Impact

3. AIR QUALITY. Where available, the significance criteria established by the applicable air quality management district or air pollution control district may be relied upon to make the following determinations. Would the project:
a) Conflict with or obstruct implementation of the
applicable air quality plan? X
b) Result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non- attainment under an applicable federal or state ambient air quality standard?
X
c) Expose sensitive receptors to substantial pollutant
concentrations?
X
d) Result in other emissions (such as those leading to odors adversely affecting a substantial number of people?
X

Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact associated with air quality. Mitigation Measures 12.A.1 (Implementing Dust Control Measures), 12.B.1 (Construction Emissions), and

12.G.1 (Fugitive Dust Rule) were identified to ensure that potential air quality impacts are alleviated.

The Eastern Dublin Specific Plan/General Plan Amendment EIR identified Mitigation Measures

3.11/1.0, 3.11/3.0, and 3.11/4.0 to reduce short-term air quality impacts to a less-than- significant level. These measures minimize the creation of fugitive dust during grading and construction activities and also mandate that construction equipment be kept in proper running order.
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Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). There would be no new or substantially more severe significant impacts to air quality beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of any new facilities not identified specifically in the 2022 Master Plan, or the General Plan will be analyzed in accordance with CEQA at the time a development site is identified.

Biological Resources

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less
Than
Signific
ant
Impact
No
Impact/No
New
Impact

4. BIOLOGICAL RESOURCES. Would the project:
a) Have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special-status species in local or regional plans, policies, or regulations, or by the
California Department of Fish and Wildlife or U.S. Fish and Wildlife Service?
X
b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, regulations, or by the
California Department of Fish and Wildlife or U.S. Fish and Wildlife Service?
X
c) Have a substantial adverse effect on state or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means?
X
d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species or with
established native resident or migratory wildlife
corridors, or impede the use of native wildlife nursery sites?
X
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ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less
Than
Signific
ant
Impact
No
Impact/No
New
Impact
e) Conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance?
X
f) Conflict with the provisions of an adopted Habitat
Conservation Plan, Natural Community Conservation
Plan, or other approved local, regional, or state habitat conservation plan?
X
Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact associated with biological resources.

Mitigation Measures 6.A.1 (Emergent Wetland Complex), 6.B.1 (Aquatic Habitat), 6.C.1 (Grassland Revegitation and Habitat Survey), 6.D.1 (Tree Survey and Project Redesign), 6.D.2 (Tree Protection), 6.D.3 (Tree Replacement), 6.E.1 (Plant Material), and 6.F.1 (Herbicide Restrictions) were identified to ensure that impacts to biological resources resulting from the implementation of the Parks and Recreation Master Plan Update are less than significant.

The Eastern Dublin Specific Plan/General Plan Amendment EIR identified Mitigation Measures

3.7/1.0 through 3.7/28.0 to ensure that any potential impacts are mitigated to a less than significant level.

Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows:
pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. The proposed facilities do not result in any new development and there would be no new or substantially more severe significant impacts to biological resources beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of any new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time a development site is identified.
598
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Cultural Resources

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
/No
New
Impact

5. CULTURAL RESOURCES. Would the project:
a) Cause a substantial adverse change in the significance of a historical resource pursuant to CEQA Guidelines
section 15064.5?
X
b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to section 15064.5? X
c) Disturb any human remains, including those interred
outside of formal cemeteries?
X
Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact related to cultural resources and included Mitigation Measures 14.A.1 (Notification Procedures), 14.B.1 (Rock Walls), and 14.C.1 (Historic Resources) to ensure that development of any neighborhood park sites in the Western Extended Planning Area be mitigated to have a less than significant impact on any significant historic, archeological or paleontological resources or human remains in the area.

The Eastern Dublin Specific Plan/General Plan Amendment EIR included Mitigation Measures

3.9/5.0 and 3.9/6.0 to ensure that all construction activity will cease if any new historic or cultural sites are found, and Mitigation Measures 3.9/7.0 through 3.9/12.0 will ensure that adequate research is done to assess the historical significance of any resources, encourage adaptive re-use of any historic facilities, and encourage the City to develop a preservation program for historic sites.

Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows:
pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. There would be no new or substantially more severe significant impacts to cultural resources beyond those already analyzed in the previous environmental documents 599
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and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of any new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time a development site is identified.

Energy

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact/
No New
Impact

13. ENERGY. Would the project:
a) Result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or
operation?
X
b) Conflict with or obstruct a state or local plan for
renewable energy or energy efficiency?
X
Previous CEQA Document
The Negative Declaration for the Parks and Recreation Master Plan (2004) did not specifically analyze impacts to energy as it was not a separate topic for analysis when the Negative Declaration was adopted.

Discussion
Because the Negative Declaration for the Parks and Recreation Master Plan (2004) has been adopted, the determination of whether energy resources need to be analyzed for this proposed project is governed by the law on subsequent EIRs and Negative Declarations (CEQA Guidelines, Section 15162). Energy resources are not required to be analyzed under those standards unless it constitutes new information of substantial importance, which was not known and could not have been known at the time the previous Negative Declaration was adopted (CEQA Guidelines Sec. 15162 (a) (3).

Energy impacts were not analyzed in the Negative Declaration for the Parks and Recreation Master Plan (2004); however, these impacts are not new information that was not known or could not have been known at the time the Negative Declaration for the Parks and Recreation Master Plan (2004) was adopted, and no new analysis is required. Therefore, no further environmental review is required.
600
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Geology and Soils

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact/
No New
Impact

6. GEOLOGY AND SOILS. Would the project:
a) Directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury, or death
involving:

i) Rupture of a known earthquake fault, as delineated
on the most recent Alquist-Priolo Earthquake Fault
Zoning Map issued by the State Geologist for the
area or based on other substantial evidence of a
known fault?
X
ii) Strong seismic ground shaking? X
iii) Seismic-related ground failure, including
liquefaction?
X
iv) Landslides? X
b) Result in substantial soil erosion or the loss of topsoil? X c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project,
and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse?
X
d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial direct or indirect risks to life or property?
X
e) Have soils incapable of adequately supporting the use of septic tanks or alternative waste water disposal systems where sewers are not available for the disposal of waste water?
X
f) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature?
X
601
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Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact related mass grading, slope stability, erosion, fill settlement, expansive and corrosive soil, seismic hazard, groundwater, and excavation impacts. Mitigation Measures 9.A.1 to 9.H.1 were included to reduce the effects of development in the area to less than significant.

The Eastern Dublin Specific Plan/General Plan Amendment EIR identified Mitigation Measures

3.6/1.0 to 3.6/8.0 to ensure that new structures in the area will comply with seismic safety standards and Mitigation Measures 3.6/17.0 to 3.6/26.0 to mitigate for slope stability problems, and 3.6/27.0 and 3.6/28.0 will mitigate for water run off problems.

Discussion
The 2022 Master Plan does not result in new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015).

The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within existing/ future parks or buildings as follows: pickleball courts in the Wallis Ranch and Croak Property parks and the location of the Cultural Arts Center in Dublin Civic Center. Therefore, the proposed facilities do not result in any new development that would affect geology and/or soils. The project would not have any impacts on geology and/or soils beyond those already analyzed in the previous environmental documents, no other CEQA standards for supplemental review are met and, therefore, no further environmental review is required.

The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Greenhouse Gas Emissions

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

7. GREENHOUSE GAS EMISSIONS. Would the project:
a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the
environment?
X
602
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ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact
b) Conflict with applicable plan, policy or regulation
adopted for the purpose of reducing the emissions of
greenhouse gases?
X

Previous CEQA Document
The Negative Declaration for the Parks and Recreation Master Plan (2004) did not specifically analyze impacts to greenhouse gas emissions as it was not a separate topic for analysis when the Negative Declaration was adopted.

Since adoption on the Negative Declaration for the Parks and Recreation Master Plan in 2004, the issue of the contribution of greenhouse gasses to climate change has become a more prominent issue of concern as evidenced by passage of AB 32 in 2006.

Because these Negative Declaration has been adopted, the determination of whether greenhouse gasses and climate change need to be analyzed for this proposed project is governed by the law on subsequent EIRs and negative declarations (CEQA Guidelines, Section 15162). Greenhouse gas and climate change is not required to be analyzed under those standards unless it constitutes new information of substantial importance, which was not known and could not have been known at the time the previous Negative Declaration was adopted (CEQA Guidelines Sec. 15162 (a) (3)).

Greenhouse gas and climate change impacts were not analyzed in the Negative Declaration for the Parks and Recreation Master Plan in 2004; however, these impacts are not new information that was not known or could not have been known at the time the Negative Declaration was adopted. The issue of climate change and greenhouse gasses was widely known prior to Negative Declaration adoption. The United Nations Framework Convention on Climate Change was established in 1992. The regulation of greenhouse gas emissions to reduce climate change impacts was extensively debated and analyzed throughout the early 1990s. The studies and analyses of this issue resulted in the adoption of the Kyoto Protocol in 1997.

Therefore, the impact of greenhouse gases on climate change was known at the time of the certification of the EDSP EIRs. Under CEQA standards, it is not new information that requires analysis in a supplemental EIR or Negative Declaration. No supplemental environmental analysis of the project's impacts on this issue is required under CEQA.

603
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Discussion
As discussed above, no additional environmental analysis is required under CEQA Guidelines section 15162.

Hazards and Hazardous Materials

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

8. HAZARDS AND HAZARDOUS MATERIALS. Would the project:
a) Create a significant hazard to the public or the
environment through the routine transport, use, or
disposal of hazardous materials?
X
b) Create a significant hazard to the public or the
environment through reasonably foreseeable upset and
accident conditions involving the release of hazardous
materials into the environment?
X
c) Emit hazardous emissions or handle hazardous or
acutely hazardous materials, substances, or waste within ¼ mile of an existing or proposed school?
X
d) Be located on a site which is included on a list of
hazardous materials sites compiled pursuant to
Government Code Section 65962.5 and, as a result,
would it create a significant hazard to the public or the environment?
X
e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two
miles of a public airport or public use airport, would the project result in a safety hazard or excessive noise for people residing or working in the project area?
X
f) Impair implementation of or physically interfere with an adopted emergency response plan or emergency
evacuation plan?
X
g) Expose people or structures, either directly or indirectly, to a significant risk of loss, injury or death involving wildland fires, including where wildlands are adjacent to X
604
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ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact
urbanized areas or where residences are intermixed with wildlands?
Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact related to hazardous materials and included Mitigation Measures 15.A.1 through 15.A.4 for future facility sites in Schaefer Ranch portion of the Western Extended Planning Area to ensure that any potential impacts from hazardous materials, transformers, wells, and septic systems are mitigated to a less than significant level. In addition, Mitigation Measures 7.3.1 (Fire Response Time Mitigation), 7.3.2 (Fire Protection Measures), 7.3.3 (Water Supply and Fire Hydrants), and 7.3.4 (Construction Materials) were included to ensure that any potential impacts involving wild land fires will be mitigated to a less than significant level.

The Eastern Dublin Specific Plan/General Plan Amendment EIR included Mitigation Measures

3.4/6.0 through 3.4/13.0 for future parks, trails, and recreational facilities in the Eastern Extended Planning Area to ensure that new safety and service facilities are constructed to coincide with new service demands, and will also require that fire trails and fire breaks are incorporated into the open space and trail system.

Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows:
pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. Therefore, the proposed facilities do not result in any new development and there would be no new or substantially more severe significant impacts to biological resources beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.
605
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Hydrology and Water Quality

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

9. HYDROLOGY AND WATER QUALITY. Would the project:
a) Violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or groundwater quality?
X
b) Substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the
project may impede sustainable groundwater
management of the basin?
X
c) Substantially alter the existing drainage pattern of the site or area, including through the alteration of the
course of a stream or river or through the addition of
impervious surfaces, in a manner which would:

X
(i). Result in substantial erosion or siltation on- or off- site;
X
(ii). Substantially increase the rate or amount of surface runoff in a manner which would result in flooding on-
or offsite;
X
(iii). Create or contribute runoff water which would
exceed the capacity of existing or planned stormwater
drainage systems or provide substantial additional
sources of polluted runoff; or
X
(iv). Impede or redirect flood flows? X
d) In flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation?
X
e) Conflict with or obstruct implementation of a water quality control plan or sustainable groundwater
management plan?
X
606
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Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact related to water quality and included Mitigation Measures 8.1.1 through 8.2.4 to ensure that any impacts relating to grading and drainage, surface water quality, runoff, and ground water quality.

The Eastern Dublin Specific Plan/General Plan Amendment EIR included Mitigation Measures

3.5/1.0, 3.5/4.0, 3.5/5.0, 3.5/12.0, 3.5/26.0, 3.5/47.0, 3.5/53.0, 3.5/54.0, and 3.5/55.0 to ensure that any impacts relating to grading and drainage, surface water quality, runoff, and ground water quality.

Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows:
pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. Therefore, the proposed facilities do not result in any new development and there would be no new or substantially more severe significant impacts to hydrology or water quality beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

All future construction will need to comply with the requirements of the Regional Water Quality Control Board, we well as all City of Dublin stormwater treatment and water quality requirements. The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Land Use and Planning

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

10. LAND USE AND PLANNING. Would the project:
a) Physically divide an established community? X
b) Cause a significant environmental impact due to a
conflict with any applicable land use plan, policy, or
X
607
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ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact
regulation adopted for the purpose of avoiding or
mitigating an environmental effect?
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

Discussion
The 2022 Master Plan is in conformance with the General Plan and all the City’s specific plans.

The project would not have any impacts on land use and planning beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required. The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Any future land use changes would be subject to CEQA review at the time the change is proposed and considered.

Mineral Resources

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

11. MINERAL RESOURCES. Would the project:
a) Result in the loss of availability of a known mineral resource that would be of value to the region and the
residents of the state?
X
b) Result in the loss of availability of a locally-important mineral resource recovery site delineated on a local
general plan, specific plan, or other land use plan?
X
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents. 608
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Discussion
There are no known mineral resources within the City of Dublin or designated in the General Plan or other land use plan and, therefore, no new impact would result and no other CEQA standards for supplemental review are met. Therefore, no further environmental review is required.

Noise

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

12. NOISE. Would the project result in:
a) Generation of a substantial temporary or permanent
increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance or applicable standards of other agencies?
X
b) Generation of excessive ground borne vibration or
ground borne noise levels?
X
c) For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within two miles of a public
airport or public use airport, would the project expose people residing or working in the project area to
excessive noise levels?
X
Previous CEQA Document
The Schaefer Ranch EIR identified a significant impact related to noise and included Mitigation Measure 11.A.1 (Construction Noise) to ensure that construction impacts to surrounding residents are mitigated to a less than significant level, and Mitigation Measure 11.B.1 (Noise Control Plan) and 11.B.2 (Project Redesign) to ensure that the final location of all future park sites in the Western Extended Planning Area will conform with the General Plan policies regarding noise impacts.

The Eastern Dublin Specific Plan/General Plan Amendment EIR included a significant impact related to construction noise and included Mitigation Measures 3.10/4.0 and 3.10/5.0. 609
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Discussion
The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within future parks or an existing building as follows: pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. The addition of pickleball courts at Wallis Ranch and Croak are similar to and would be consistent with the level of activity previously identified in these parks as active facilities such as tennis courts and basketball courts. The Cultural Arts Center would occupy the building formerly occupied by Dublin Police Services in the Civic Center, which was historically an active public building. The repurposing of this public facility for the Cultural Arts Center would not result in significant impacts to the noise levels.

As stated, the project utilizes previously identified future parks and an existing building and there would be no new or substantially more severe significant impacts to noise beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Population and Housing

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

13. POPULATION AND HOUSING. Would the project:
a) Induce substantial unplanned population growth in an area, either directly (for example, by proposing new
homes and businesses) or indirectly (for example,
through extension of roads or other infrastructure)?
X
b) Displace substantial numbers of existing people or
housing, necessitating the construction of replacement
housing elsewhere?
X
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents. 610
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Discussion
The 2022 Master Plan will not add new population nor displace any housing; therefore, there would be no new or substantially more severe significant impacts to population and housing beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

Public Services

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

14. PUBLIC SERVICES. Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities or need for new or physical altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times, or other performance objectives for any of the public services:
a) Fire protection? X
b) Police protection? X
c) Schools? X
d) Parks? X
e) Other public facilities? X
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

Discussion
New construction projects are required to comply with applicable building, safety, and fire codes, fund on and off-site improvements, and contribute to the City’s public facilities fees commensurate with the type, size and scope pf the project.

Other than the established facility location of the Cultural Arts Center, the 2022 Master Plan does not identify new parks or recreational facilities that are not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). There would be no new or substantially more severe significant impacts to public services beyond those already analyzed 611
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in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

The construction of new facilities not specifically identified in the 2022 Master Plan or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Recreation

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

15. RECREATION. Would the project:
a) Increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated?
X
b) Include recreational facilities or require the construction or expansion of recreational facilities which might have an adverse physical effect on the environment?
X
Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

Discussion
The 2022 Master Plan does not result in the development of new parks or recreational facilities that were not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). It will not result in the increased use of existing public recreation facilities, nor cause the need for new facilities. There would be no new or substantially more severe significant impacts on recreation facilities beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met.

Therefore, no further environmental review is required. 612
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Transportation

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

16. TRANSPORTATION/TRAFFIC. Would the project:
a) Conflict with a program, plan, ordinance or policy
addressing the circulation system, including transit,
roadway, bicycle and pedestrian facilities?
X
b) Would the project conflict or be inconsistent with CEQA Guidelines section 15064.3, subdivision (b)?
X
c) Substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)?
X
d) Result in inadequate emergency access? X

Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

The Parks and Recreation Master Plan (2015) identified the need for pickleball courts and a Cultural Arts Center without identifying a specific location. The 2022 Master Plan identifies the location of these facilities within the future parks or an existing building as follows: pickleball courts in the Wallis Ranch and Croak Property parks and the Cultural Arts Center in Dublin Civic Center. The project will modify existing and future parks and an existing building that are designed to accommodate them and will continue to be served by the existing infrastructure.

There would be no new or substantially more severe significant impacts on transportation beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.
613
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The construction of new facilities not specifically identified in the Parks Master Plan (2022) or the General Plan will be analyzed in accordance with CEQA at the time the development site is identified.

Tribal Cultural Resources

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

17. TRIBAL CULTURAL RESOURCES. Would the project cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is:
a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section
5020.1(k), or
X
b) A resource determined by the lead agency, in its
discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1. In applying the criteria set forth in subdivision (c) of Public Resource Code Section 5024.1, the lead agency shall consider the significance of the resource to a California Native
American tribe.

Previous CEQA Document
The Negative Declaration for the Parks and Recreation Master Plan (2004) did not specifically analyze impacts to energy as it was not a separate topic for analysis when the Negative Declaration was adopted. However, mitigation measures related to potential impacts to historic and archeological resources on the site are described in the Cultural Resources section, above.

Discussion
Since adoption of the Negative Declaration for the Parks and Recreation Master Plan (2004), the topic Tribal Cultural Resources is a new category in the CEQA checklist. However, 614
City of Dublin Parks and Recreation Master Plan Update
Initial Study | Page 29

mitigation measures related to potential impacts to historic and archeological resources on the site are described in the Cultural Resources section, above.

Because Negative Declaration for the Parks and Recreation Master Plan has been adopted, the determination of whether tribal cultural resources need to be analyzed for this proposed project is governed by the law on subsequent EIRs or Negative Declarations (CEQA Guidelines, Section 15162). Tribal cultural resources are not required to be analyzed under those standards unless it constitutes new information of substantial importance, which was not known and could not have been known at the time the previous Negative Declaration was adopted (CEQA Guidelines Sec. 15162 (a) (3)). Therefore, no further environmental review is required.

Utilities and Service Systems

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

18. UTILITIES AND SERVICE SYSTEMS. Would the project:
a) Require or result in the relocation or construction of new or expanded water, wastewater treatment or storm
water drainage, electric power, natural gas, or
telecommunications facilities the construction or
relocation of which could cause significant
environmental effects?
X
b) Have sufficient water supplies available to serve the project and reasonably foreseeable future development
during normal, dry and multiple dry years?
X
c) Result in a determination by the wastewater treatment provider which serves or may serve the project that it
has adequate capacity to serve the project
projected
demand in addition to the provider’s existing
commitments?
X
d) Generate solid waste in excess of State or local
standards, or in excess of the capacity of local
infrastructure, or otherwise impair the attainment of
solid waste reduction goals?
X
e) Comply with federal, state, and local statutes and
regulations related to solid waste?
X
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Previous CEQA Document
There are no applicable mitigation measures from the previous environmental documents.

Discussion
New construction is required to contribute to the City’s impact fees to fund public service infrastructure commensurate with the type, size and scope of the construction.

Other than the established facility location of the Cultural Arts Center, the Parks and Recreation Master Plan (2022) does not identify new locations for parks or recreational facilities that are not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015), therefore, there would be no new or substantially more severe significant impacts on utilities and service systems beyond those already analyzed in the previous environmental documents and no other CEQA standard for supplemental review are met. Therefore, no further environmental review is required.

Wildfire

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact

18. WILDFIRE. If located in or near state responsibility areas or lands classified as very high fire hazard severity zones, would the project:
a) Substantially impair an adopted emergency response
plan or emergency evacuation plan?
X
b) Due to slope, prevailing winds, and other factors,
exacerbate wildfire risks, and thereby expose project
occupants to, pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire?
X
c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks, emergency
water sources, power lines or other utilities) that may exacerbate fire risk or that may result in temporary or ongoing impacts to the environment?
X
d) Expose people or structures to significant risks, including downslope or downstream flooding or landslides, as a
X
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Initial Study | Page 31

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No/New
Impact
result of runoff, post-fire slope instability, or drainage changes?
Previous CEQA Document
The Negative Declaration for the Parks and Recreation Master Plan (2004) did not specifically analyze impacts to wildfire as it was not a separate topic for analysis when the Negative Declaration was adopted.

Discussion
The City has a Wildfire Management Plan. Impacts related to Wildfire were not analyzed in any of the prior environmental documents, however, other than the established facility location of the Cultural Arts Center, the Parks and Recreation Master Plan (2022) does not identify new locations for parks or recreational facilities that are not already identified in the City’s General Plan or the Parks and Recreation Master Plan (2015). Therefore, the project does not propose substantial changes and there would be no new or substantially more severe significant impacts related to wildfires. No other CEQA standard for supplemental review are met and therefore, no further environmental review is required.

Mandatory Findings of Significance

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact

18. MANDATORY FINDINGS OF SIGNIFICANCE. Does the project:
a) Have the potential to degrade the quality of the
environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, reduce the number or
restrict the range of a rare or endangered plant or
animal or eliminate important examples of the major
periods of California history or prehistory?
X
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Initial Study | Page 32

ENVIRONMENTAL IMPACTS
Issues
Potentially
Significant
Issues
Potentially
Significant
Unless
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
b) Have impacts that are individually limited, but
cumulatively considerable? ("Cumulatively
considerable" means that the incremental effects of a
project are considerable when viewed in connection
with the effects of the past projects, the effects of other current projects, and the effects of probable future
projects.)
X
c) Have environmental effects which will cause substantial adverse effects on human beings, either directly or
indirectly?
X

Discussion
a) Does the project have the potential to degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, reduce the number or restrict the range of a rare or endangered plant or animal or eliminate important examples of the major periods of California history or prehistory?
No New Impact. As discussed and analyzed in this document, the proposed project would not degrade the quality of the environment. The implementation of all previously-adopted Mitigation Measures will ensure that any potential impacts are mitigated to a less than significant level. Implementation of the proposed project would not result in any new impacts or increase the severity of a previously identified significant impact as previously analyzed, and no other CEQA standards for supplemental review are met. Therefore, no further environmental review is required for this impact area.
b) Does the project have impacts that are individually limited, but cumulatively considerable? ("Cumulatively considerable" means that the incremental effects of a project are considerable when viewed in connection with the effects of the past projects, the effects of other current projects, and the effects of probable future projects.) No New Impact. The proposed project has the potential to result in incremental environmental impacts that are part of a series of approvals that were anticipated under the previous 618
City of Dublin Parks and Recreation Master Plan Update
Initial Study | Page 33

environmental documents. The previous environmental documents considered the project’s cumulatively considerable impacts where effects had the potential to degrade the quality of the environment as a result of build-out of the City. Implementation of the proposed project, with mitigation, would not result in any new cumulative impacts or increase the severity of a previously identified significant cumulative impact as previously analyzed, and no other CEQA standards for supplemental review are met. Therefore, no further environmental review is required for this impact area.
c) Does the project have environmental effects which will cause substantial adverse effects on human beings, either directly or indirectly?
No New Impact. The proposed project would not create adverse environmental effects that would cause substantial adverse effects on human beings, either directly or indirectly. The proposed project would refine the 2015 Parks and Recreation Master Plan with 2020 census data, updated park inventory and short-long objectives and standards to provide improved services. In addition, the 2022 Master Plan identifies the location of facilities previously included in the Parks and Recreation Master Plan without specific locations identified. Those facilities include pickleball courts and the Cultural Arts Center. The project would not result in any substantial adverse effects on human beings, either directly or indirectly, as discussed throughout this document. Therefore, implementation of the proposed project would not result in any new impacts or increase the severity of a previously identified significant impact as previously analyzed, and no other CEQA standards for supplemental review are met. Therefore, no further environmental review is required for this impact area.

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Initial Study | Page 34

Figure 1: Park Locator Map - Existing and Future Parks 620
City of Dublin Parks and Recreation Master Plan Update
Initial Study | Appendices

Appendix A
Survey Report

621
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City of Dublin, CA | Parks & Recreation Master Plan

APPE
NDIX A:

Survey Report
622
City of Dublin 2019 Parks and Recreation
Survey
Final Report
Page | 64
623

INTRO, METHODOLOGY & KEY FINDINGS

TABLE OF CONTENTS

CURRENT PARTICIPATION

CURRENT FACILITIES AND PROGRAMS

FUTURE FACILITIES, AMENITIES, AND PROGRAMS

COMMUNICATION AND VISION

SUGGESTIONS

VALUES AND VISION
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624

INTRODUCTION
The purpose of this study was
to gather community feedback
on the City of Dublin’s facilities,
programs, trails, future
planning, public art,
communication, and more.

This survey research effort and
subsequent analysis were
designed to assist the City of
Dublin in developing a plan to
reflect the community’s needs
and desires.
3 Page | 66
625

Results are kept separate to maintain the statistical validity of the invitation sample. The invitation sample contains 324 completed surveys (margin of error:

5.4%) with the open link closing with 119 completed surveys.

WEIGHTING THE DATA
The underlying data from the
invitation data were weighted by
age to ensure appropriate
representation of Dublin residents
across different demographic
cohorts in the sample.

Using U.S. Census Data, the age
distributions in the sample were
adjusted to more closely match the
population profile of Dublin.

DEMOGRAPHICS
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630

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631

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632

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633

CURRENT PARTICIPATION
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634

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635

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636

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637

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638

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639

Open link respondents were more apt to say they desired lower pricing/user fees (34%) and more facilities (28%) than invite respondents.

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640

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641

CURRENT ACTIVITIES AND FACILITIES
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642

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643

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644

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645
MOST IMPORTANT CURRENT OFFERINGS – OPEN LINK
24 The most important facilities/services to open link respondents are neighborhood/community parks (4.5) and the Dublin Public Library (4.3). Trails and bikeways (4.1) are a close third in terms of importance for this group as well. Youth and teen programs are considerably more important for open link respondents when compared to invite. The overall trend is similar though.

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646

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647
NEEDS MET OF CURRENT OFFERINGS – OPEN LINK
26 For open link respondents, the Dublin Public Library (4.2), athletic fields (3.9), neighborhood/community parks (3.8), and Shannon Community Center (3.8) are most meeting their needs. Senior programs (3.2) are least meeting the needs of this group, but they are also not that important overall to open link respondents.

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648

These are key areas for potential
improvements. Improving these
facilities/programs would likely
positively affect the degree to which
community needs are met overall.

Current levels of support appear to be
adequate. Future discussions evaluating
whether the resources supporting these
facilities/programs outweigh the benefits
may be constructive.

These “niche” facilities/programs have a
small but passionate following, so
measuring participation when planning
for future improvements may prove to
be valuable.

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IMPORTANCE-PERFORMANCE MATRIX (INVITE)
28 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 91
650

IMPORTANCE-PERFORMANCE MATRIX (OPEN LINK)
29 High importance / Low needs met
High importance / High needs met
Low importance / Low needs met Low importance / High needs met Page | 92
651

FUTURE FACILITIES, AMENITIES,
& PROGRAMS
Page | 93
652
31 GREATEST NEEDS IN DUBLIN - INVITE
Invite respondents
indicated the greatest
needs in Dublin over
the next 5 to 10 years
to be; City parks and
open space (4.4), trail
and pathway
connectivity (4.4) and
improved amenities
(4.1). A second tier of
importance included
youth and teen
programs (3.8), indoor
multi-use facility (3.8),
athletic fields and
courts (3.8), and
cultural activities and
events (3.8).

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653
32 GREATEST NEEDS IN DUBLIN – OPEN LINK
Open link respondents
indicated the greatest
needs in Dublin over the
next 5 to 10 years to be;
City parks and open
space (4.1), trail and
pathway connectivity
(4.1) and improved
amenities (4.0), and
youth and teen
programs (4.0). A second
tier of importance
included indoor multi-
use facility (3.8) and
athletic fields and
courts (3.7).

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654

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655

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656

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657

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658

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COMMUNICATION
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660

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661

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662

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VALUES AND VISION
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664

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665

SUGGESTIONS
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ADDITIONAL COMMENTS/SUGGESTIONS

Overall I think Dublin does good with their parks, recreation, and programs. I wish they would have more shade at parks and restrooms available. Dublin parks are a great place for kids.

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668

ADDITIONAL COMMENTS/SUGGESTIONS

I would love to see a dog park on the east side
so we don't have to drive to Dougherty Hill dog
park.

Several parks don't have adequately clean public restroom. Also these are few indoor facilities or shade areas for people during summer. Availability for birthday party events is also limited.

The grass put in at Dougherty Dog park already
dead in some areas. It was a waste of money.
needs to be different ground cover. Also
maintenance has to be kept up.

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ADDITIONAL COMMENTS/SUGGESTIONS

MAINTENANCE AND UPDATES
48 We need to improve our soccer facilities to
encompass more fields and also Futsal courts.

Athletic courts in sport park are not balanced. Too many softball courts and under used, while tennis courts are too crowded!!
During the summer it's hot in Dublin during sunlight hours.

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Initial Study | Appendices

Appendix B
Existing Parks Assessment

671
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City of Dublin, CA | Parks & Recreation Master Plan

APPEND
IX B:

Existing Parks
Assessment
672

EXISTING DUBLIN PARKS

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673

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

ALAMO CREEK PARK

5.3 ACRES

NEIGHBORHOOD PARK
7601 SHADY CREEK ROAD
INVENTORY:

Large informal field
• Public art
• Trail connection
• Basketball court
I OVERALL PARK RATING: 1.9 (EXCELLENT)
KEY FINDINGS:

Actively used park with various activities for all ages, picnic OPPORTUNITIES:

I · Maintain or replace picnic tables due to graffiti*
area with three barbecue grills and picnic tables that seat • consider adding additional shaded seating areas people under nice shady tree canopies. One advantage of this park is that it serves as a trailhead to the Dublin trail system.

KEY FINDINGS:

BRAY COMMONS

4.8 ACRES

NEIGHBORHOOD PARK
3300 FINNIAN WAY
INVENTORY:
• Dog run(20lbs.or unde0
• Volleyball court (grass)
• Multi-purpose field
• Excellent trees
I OVERALL PARK RATING: 1.7 (GOOD)
OPPORTUNITIES:

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

DEVANY SQUARE

2.0 ACRES

NEIGHBORHOOD PARK
4405 CHANCERY LANE
INVENTORY:

Large flexible space
Children's play area
Children's water play area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

DOLAN PARK

4.9 ACRES

I • Outdoor fitness stations need attention
• Typically, neighborhood parks may include the following additional facilities: open multi-use areas
EXISTING CONDITIONS L....J
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EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

DOUGHERTY HILLS DOG PARK

1.4 ACRES

NEIGHBORHOOD PARK

DUBLIN HERITAGE PARK &

MUSEUMS

10.0 ACRES

COMMUNITY PARK
6600 DONLON WAY
INVENTORY:

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA

DUBLIN SPORTS GROUNDS

22.8 ACRES

KEY FINDINGS:

Community park with various programming elements ranging from athletic fields to Emerald Glen Recreation and Aquatic Complex, plethora of seating opportunities and well planted landscape areas. Plenty of flexible space, walking trails, and connections to the Dublin trail system make this park
a true
gem within the overall system.
10/25/19
• Replace older, sun damaged, playground equipment;
consider expanding playground to be adequate size for usage ie. adding swings at playground for variety*
• Trash receptacles not consistent, styles vary*
• Consider adding shade structures near seating areas*
• Consider any additional facility needs this community park may require, (i.e. community parks may additionally include aquatic amenities)*

EMERALD GLEN PARK

49.0 ACRES

EXISTING CONDITIONS
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677
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678

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

Large park for multi-purpose use. Seating areas covered by tree canopies for shade. Separate play equipment areas for different kids age groups.

KOLB PARK

4.9 ACRES

MAPE MEMORIAL PARK

2.6 ACRES

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

Park features an expansive meadow offering opportunity for flexible programming, a play area, and shaded picnic area. A serene tree lined pedestrian walkway emphasizes this facility. 10/25/19

PASSATEMPO PARK

5.1 ACRES

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks include additional
spaces for relaxation

PIAZZA SORRENTO

2.0 ACRES

NEIGHBORHOOD PARK
3600 PALERMO WAY
INVENTORY:

Large open field on slight slope
Pleasant ornamental trees varieties
• Shaded seating area
I OVERALL PARK RATING: 2.0 (EXCELLENT)
OPPORTUNITIES:

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

POSITANO HILLS PARK

4.6 ACRES

I • Consider any additional facility needs for this neighborhood park. Typically neighborhood parks will additionally include additional unlit sports facilities

SCHAEFER RANCH PARK

6.3 ACRES

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

This park had much to offer; public art, lush planting beds, and a variety of frees. A natural creek meanders its way through the park and is a great place for exploring nature.

Water feature and solar panels add unique touches to the park. Dogs are permitted on a leash.
10/25/19

SEAN DIAMOND PARK

5.03 ACRES

NEIGHBORHOOD PARK
4801 LA STRADA DRIVE
INVENTORY:

SHANNON PARK

9.6 ACRES

EXISTING PARK ASSESSMENT DUBLIN,CALIFORNIA
KEY FINDINGS:

KEY FINDINGS:

STAGECOACH PARK

0.9 ACRES

TED FAIRFIELD PARK

6.9 ACRES

EXISTING CONDITIONS
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Initial Study | Appendices
Appendix C
Facility Standards

684
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APPEN
DIX C:
2015 F acilities
Standards
685

PARKS AND RECREATION

FACILITY STANDARD
2015 Parks and Recreation Master Plan
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686

Size: Approximately 10 to 60 acres
Service Area: Preferably centralized within the City of Dublin.

Access/Location: Highly visible and easily accessible. These Community Parks should be utilized to create a central focus for the Dublin community.

Park Design: Active Community Parks should create a memorable social hub and landmark public destination.

Facilities that maximize the recreational and leisure experience of all residents.

Provide a mixture of facilities to attract a broad spectrum of user groups.

Provide a sense of connection linking the uses on the site to the surrounding retail, residential or recreational facilities.

Play Area: High quality and innovative play structures.

Larger than neighborhood parks.

Separate facilities for tots from those for older children. Provide parents seating area.

Potential Sports Facilities: Diamond ball fields (60-foot, 80-foot and 90-foot), graded and maintained for practice and competitive baseball or softball. Spectator amenities.

Regulation soccer fields with a combination of natural and synthetic turf.

Practice soccer fields (may overlap ball fields). Cricket Pitch.

Football field.

Futsal court (may overlap with basketball). Outdoor basketball courts.

Outdoor volleyball courts. Lighted tennis courts.

Pickleball courts. Frisbee golf.

Exercise equipment.

Picnic Facilities: Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing areas for spontaneous picnic use. Group picnic facilities by reservation.

Natural Areas: Open meadow zones that provide soft, green use areas for picnics, informal sports as well as passive group and individual uses.

Provide pedestrian trails to link with regional trail and transit systems.

Potential Special Features: Dog parks
Multi-Purpose Room Buildings for classes and camps.

Cultural and Performing Arts spaces. Public Art for visual impact.

Community garden. Maintenance yard for the park.

Additional unique features may include an education center or museum, outdoor amphitheater, rose gardens, or outdoor wedding facilities.

Restrooms: Permanent restroom structure.

Parking: Sufficient parking lot to accommodate demand during high use periods.

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Size: Varies depending on location and adjacencies.

Service Area: Future Natural Community Parks should be located in the Western and/or Eastern Extended Planning Area.

Access/Location: Dependent on the location of the natural features to be enhanced and/or retained.

Park Design: N atural Community Parks should create a space for quiet, passive enjoyment of the natural landscape primarily with low intensity uses and a few active nodes. Uses that may be appropriate for inclusion in a Natural Community Park include:
• Trails and sitting areas.
• Wildlife viewing platforms.
• Outdoor educational spaces.
• Nature interpretive areas with signage.
• Shaded and secluded picnic areas with tables for 6 to 8 people located throughout the park providing available areas for small-scale picnic use.
• Community and/or children’s garden.
• Par course style exercise.
• Open meadow zones that provide soft, green use areas for informal sports as well as passive group and individual uses. • Public restrooms.
• Parking area.
• High quality and innovative natural play features built into the lan
dscape may be appropriate in limited areas.
• Ample pedestrian and bicycle connections to nearby
residential areas.
• Other appropriate facilities that maximize the recreational and leisure experience of all residents.

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Development Criteria: Approximately 4 to 9 net acres.

Service Area: Service area defined by major arterials or topography.

Adjacent to neighborhood boundaries or open space area, visible from neighborhood entry.

Site Characteristics: Major percentage of the site should be level to accommodate active recreation uses.

Natural or visual qualities to enhance the character.

Access/Location: Minimum of two public street frontages.

On collector or residential streets; not major arterials.

Park Design: Central green/social center for neighborhood. Reflect character of setting—natural features or architectural style of homes.

Play Area: Tot lot for children 2 - 4 years.

Playground for youth 5 - 12 years.

Parent’s seating area.

Potential Sports Facilities: Turf fields graded and maintained for practice softball/baseball (minimum 250' outfield) and soccer (minimum 180').

Tennis courts. Volleyball courts.

Outdoor basketball courts. Pickleball courts.

Walking track.

Exercise/Par-Course Equipment.

Picnic Facilities: Tables and secluded space for informal family picnics up to 6 - 8 people.

Barbecue facilities in family-sized picnic areas.

Natural Areas: Open space meadow for informal sports, games and passive activities.

Restrooms: Two unisex restrooms.

Parking: Sufficient off-street parking where minimum street frontages are not provided.

Lockable parking for 6 - 10 bicycles.

Lighting: Provide lighting for security purposes not for night-use activities. Avoid penetration of unwanted light into adjacent neighborhood.

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Site Characteristics: Approximately 2-3 net-acres on a predominately level site.

Access/Location: Prominent location preferably at cross street. Within neighborhoods and in close proximity to apartment complexes, townhouse development or housing for the elderly.

Linked with trails and pedestrian walkways.

Park Design: Each park should have unique characteristics such as public art, fountain, bandstand, formal gardens, etc. to create a focal point for high density areas.

Develop plaza areas for gathering and neighborhood social events.

Play Area: Small scale, high quality play structures.

Parents’ seating area.

Sports Facilities: As appropriate to user groups in adjacent homes; provide tennis court, pickleball courts, volleyball court, or basketball court.

Picnic Facilities: Tables and benches with limited open space for individual use.

Seat walls for informal picnicking.

Natural Areas: Views and vistas are desirable.

Restrooms: Not provided.

Parking: Street parking.

Lighting: As necessary for security only.

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DOWNTOWN PLAZA STANDARDS
Urban Plazas provide a public gathering place for the Downtown area.

Site Characteristics: 0.5 -1.5 net acres on a predominately level site.

Access/Location: Prominent site, preferably at a historically relevant location or a centrally located site in the Downtown.

Linked with pedestrian walkways that access commercial, civic, and/or residential uses in Downtown Dublin is preferred.

Park Design: Should have unique characteristics such as public art, fountain, seating, etc. to create a focal point for gathering and social events.

Play Area: Small scale, high quality play structures may be appropriate with parents seating area.

Sports Facilities: None.

Picnic Facilities: Tables and benches with limited open space for individual use and seatwalls for informal picnicking.

Natural Areas: Views and vistas are desirable.

Restrooms: Not provided.

Parking: Street parking.

Lighting: As necessary for security only.

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Size: Dependent on program study.

Development Criteria: One facility per community.

Acreage: Dependent on program study.

Service Area: Centralized to major population centers.

Site Characteristics: Predominantly level.

Interesting natural or visual characteristics such as existing trees, creek, vistas.

Access/Location: Located on a major arterial or collector road with high visibility.

Twenty-minute driving time.

Facility Design: Memorable public destination point which would be a source of pride for the City.

Destination that will serve the diverse needs of the entire Community.

Indoor Facilities: Lobby and Reception.

Classroom/Music Room.

Art Classrooms.

Gallery Space.

Multi-Use Room.

Administrative Space.

Special Features: Outdoor patios.

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Pedestrians will use all the trail types noted above.

General Trail Design
Trail design should include appropriate landscaping to provide a pleasant visual and physical environment, including protection from sun, wind, and noise where possible. • Where feasible and desirable, trail projects should accommodate more than one type of trail use.
• Designed to require as little maintenance as possible over time and to avoid steep inclines. • Preserve existing vegetation, removing only as much as necessary to accommoda te
t
he trail. Analyze existing topography and locate trails so that minimal grading is required.

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Parkway Trail Design
The parkway links areas within the community. As an important recreation and transportation corridor, it should be visually distinct. It should accommodate both bicycle and pedestrian use, both separated from the street. The parkway should be well landscaped and lighted.

Easement Width: Minimum 20 feet with landscaping on either side of formal paths.

Pedestrian Path: Minimum 5 feet wide, concrete.

Bicycle Path: Minimum 8 feet, maximum 12 feet wide; 12 feet when joint use with pedestrians.

Asphalt or concrete
Rest Areas: Rest area should include a bench and drinking fountain.

C
reekside Trail Design
• Creekside trails are a desirable community amenity and are a scenic and educational resource. • Width of creek trails should be a function of amount of use and sensitivity of natural resource.

However, a minimum 8' width is desirable.
• Creek trail design and location should be coordinated with Alameda County Flood Control (Zone 7), California State Department of Fish and Wildlife, and EBRPD (as appropriate). • Maintenance roads/paths along creek banks can frequently serve as trails. The final design o f
t
he trail must accommodate appropriate maintenance.
• Where possible, creek trails should be located at top of bank. Because these areas are flat, grading is kept to a minimum and existing vegetation can be preserved. Erosion and bank stabilization problems are also minimized. Access to and from streets and access by disabled persons is generally easier when the trail is located at the top of bank. • Where creek trails must be located on slopes, a bench will have to be cut into the slope to provide a flat platform for the trail. The cut should be minimized to preserve as much native vegetation as possible.
• Generally, the trail should be located as high above the creek as possible. Ease of access to and from the street and by disabled persons should be considered when locating a trail on a slope. • Provide rest areas and overlooks with educational signage to enhance enjoyment of creek area. • Special wildlife habitat areas should be protected from access. Habitat restoration and creek revegetation should occur in degraded creek areas.
• Where creeks are deeply incised, railing or fencing may be necessary to prevent access to th e
c
reek.

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694
Open Space Trail Design
Open space trails, at a minimum, may be narrow corridors that provide critical linkage to important facilities.

S
taging Area and Trail Head
A trail staging area is best located on arterial or collector roads in areas that are both convenient to the public and that are easily accessible for maintenance and operation purposes. • Where possible, located away from nearby residents.
• Provide lights, gates and fencing, as well as fire hydrants and fire truck turnarounds that address specific needs of police and fire departments.
• Identify and utilize existing parking lots on schools and park facilities, wherever possible, to avoid duplication of staging facilities.
• A trail head is smaller, often consisting of nothing more than a sign. It may also include a small rest area. Whether staging area or trail head, each should be improved to include:
• Signs indicating by color and/or graphics trail type; trail name (if appropriate); distance to distinctive feature or trail junction.
• Map (where appropriate) showing overall system.
• Trash and recycling receptacle(s).

Page | 135
695
Parks and Recreation Master Plan
Dublin City Council
April 19, 2022
696

MASTER PLAN

PROCESS
697
 Review and Assessment of Existing Plans and Conditions  Community/Stakeholder Engagement, Community
Surveys, and a Statistically-Valid Survey
 Staff and Parks and Community Services Commission
Engagement
 Comprehensive Facility Inventory and Level of Service Analysis
 Trends and Demographic Analysis
 Operational and Maintenance Analysis
 Cost Recovery and Resource Allocation Workshop
 A Comprehensive Community Needs Assessment
 Identification of Key Challenges and Opportunities
 Recommendations: Goals, Objectives, and Action Plan
Steps to
Creating the
Master Plan
Update
698
4 699

PUBLIC INPUT
& SURVEY
700
Information Gathering
Summary
Public Engagement
 Focus Groups – 12 (92)
 Stakeholder Meetings
 Public Presentation (25)
Random Mailed Survey
 324 responses
Open Link Survey
 119 responses
701
Focus Group Priorities
Cultural Arts
Center
Develop Non-
Traditional
Athletic Spaces
Increased
Programs for 12
to 25-Year-Olds
Better
Utilization of
Facilities and
Spaces
Community
Inclusiveness
Improved
Communication,
Marketing, and
Branding
Incorporate
Existing Plans
and Projects
More Multi-
Generational
and Cultural
Programs
Consolidate
Athletic Fields
for More
Efficiency
Connect East
and West Dublin
Review “Cost
Recovery”
Policy and
Philosophy
702
Survey Results
Primary methods:
1 = Random Sample - Statistically Valid (Invite)
Mailed survey with an option to complete online
2 = Open Link Survey
Online survey available to all residents
8 3,500 Surveys Mailed
324 -
119 -
Invite Surveys Completed
Open Link Surveys Completed
Completed Invite
Surveys
+/- 5.4%
Margin of Error
324
703
Usage of Facilities/amenities
704
Most important current offerings
705
Increasing usage of Facilities
706
Greatest needs in Dublin
Respondents
indicated the
greatest needs in
Dublin over the next
5 to 10 years to be;
City parks and open
space (4.4), trail and
pathway connectivity
(4.3) and improved
amenities (4.2). A
second tier of
importance included
youth and teen
programs, indoor
multi-use facility,
senior programs, and
cultural activities and
events.
707
708
Inventory of Facilities


26.26 total miles of greenways and trails

24 existing parks provided by City of Dublin

19 neighborhood parks/squares

5 community parks

Total 237.04 Acres

Dougherty Natural Area
(100 acres)
709
Inventory of Facilities – Key Points
 Parks are overall very well
maintained 50% excellent condition /
50% good condition
 Array of activities and programs
offered for all ages
 Aesthetically pleasing landscape
palettes
 Older parks need equipment
updates – aging infrastructure, sun-
damaged
 There is a substantially large amount
of turf at each park – opportunity to
use alternative materials or
implement water regulations for
future build
Stagecoach Park Kolb Park
Emerald Glen Park Alamo Creek Park
710
16 Park and Trail Accessibility
711
Service Gaps
712
Key Opportunities Identified
 Develop Non-Traditional Athletic Spaces (Cricket, Pickleball, Badminton)  Increased Programs for 12 to 25-Year-Olds
 Better Utilization of Facilities and Spaces
 Increase Non-traditional Recreation Programming (Pop-up Activities, Traveling Art)  Develop an Indoor Multi-use Facility
 Develop a Cultural Arts Center
 Improve Communication, Marketing, and Branding
 Incorporate Existing Plans and Projects
 Increase Multi-Generational, Arts, and Cultural Programs  Increase Connectivity, Safe Ways to Bike/Walk Across Town  Review the Facility Rental Process annually
 Public Art is Valued by the Community
 Physically connect East and West Dublin
 Review “Cost Recovery” Policy and Philosophy
 Develop Outdoor Gathering / Social Spaces (Dog Parks, Outdoor Fitness) 713 Goals & Objectives
Focus and Timeframe
 Primary Focus on:
 Facilities and Amenities
 Program and Service Delivery
 Organizational Efficiency
 Finance
 Priority Timeframe
 Short-term (up to 3 years)
 Mid-term (4-6 years)
 Long-term (7-10 years)
714
20 Goal #1: Add New and Improve Infrastructure and Amenities Objective 1.1: Continue to maintain and improve existing facilities, parks, trails, and open spaces
Objective 1.2: Explore improving/adding bike path and walking trails
Objective 1.3: Explore adding parks, open spaces, and natural areas Objective 1.4: Develop additional or repurpose existing indoor recreational facilities and amenities
Objective 1.5: Develop additional outdoor recreational facilities and amenities
Objective 1.6: Develop the planned, new Cultural Arts Center Objective 1.7: Continue adding Public Art in parks and recreational facilities
715
21 Goal #2: Continue to Improve Programs, Service Delivery, and Affordability
Objective 2.1: Continue to monitor the participation and usage of programs, facilities, and services and make appropriate adjustments based on collected data
Objective 2.2: Enhance special event programming
Objective 2.3: Explore opportunities to increase programming and service delivery based on community demand and trends
Objective 2.4: Continue to monitor affordability of programs and services
716
22 Goal #3: Continue to Improve Organizational Efficiencies Objective 3.1: Improve departmental marketing and communication and grow the Identity of Department programs and events Objective 3.2: Enhance and improve external communication regarding Department activities, programs, and services to increase community awareness
717
23 Goal #4: Increase Financial Opportunities
Objective 4.1: Explore additional funding options
Objective 4.2: Review current program and rental fees
Objective 4.3: Explore capital funding opportunities and implement existing plans
Objective 4.4: Explore opportunities to increase sponsorships 718
Thank you for your time and attention!
Bridget Amaya
Assistant Parks and
Community Services
Director
719

Dublin City CouncilApril 19, 2022

Dublin City Council
April 19, 2022