Agenda Packet — Hercules City Council, February 27, 2024 (part 1 of 2)

IMPORTANT NOTICE ABOUT PUBLIC COMMENTS AND MEETING

PARTICIPATION
Due to concerns with security of the Zoom format, effective October 10, 2023, Remote Public Comment will not be accepted. Public comment may be provided in-person or via email, as set forth below. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments by 3:00 p.m. prior to the meeting or to attend the meeting in person.

How to Participate:

IN PERSON: Members of the public are invited to attend and participate in Person: City of Hercules Council Chambers, 111 Civic Drive, Hercules, CA. Fill out a public speaker card located on the side table and submit it to the City Clerk.

VIA ZOOM: At this time remote public comment is suspended and will not be accepted. To watch and listen only: Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-444-9171.

Zoom Webinar ID: 826 3556 0622 Zoom Passcode: 728808
EMAIL: Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received up until 3:00 p.m. of the meeting date will be:

1. distributed to the Council before the meeting,

2. posted online for public inspection and

3. inserted into the meeting record.

As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email.
1 Tuesday, February 27, 2024
6:00 PM
City of Hercules
111 Civic Drive
Hercules, CA 94547
City Council
Mayor Dan Romero
Vice Mayor Dion Bailey
Council Member Alex Walker-Griffin
Council Member Chris Kelley
Council Member Tiffany Grimsley
Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, City Clerk
Meeting Agenda
CLOSED SESSION - 6:00 P.M., REGULAR MEETING- 7:00 P.M
In-Person in Council Chambers or to Listen Only:

Zoom ID: 826 3556 0622
Zoom Passcode:728808 Zoom Phone Number:1-669-444-9171
2 City Council Meeting Agenda February 27, 2024
See last pages of agenda for information regarding meeting procedures To view webcast of meetings, live or on demand, go to the City's website at www.ci.hercules.ca.us I. CLOSED SESSION – CALL TO ORDER - ROLL CALL - 6:00 P.M.

II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
III. CONVENE INTO CLOSED SESSION
The Hercules City Council will meet in Closed Session regarding the following:

1. 22-778 Pursuant to Government Code Section 54957.6 Conference With Labor Negotiators - City Negotiators: Dante Hall, City Manager; Edwin Gato, Director of Finance; relative to the following employee groups:
a. Teamsters Local 315 Employee Organizations
b. Hercules Police Officers Association
c. Hercules Senior Manager Employee Group
d. Confidential Unrepresented Employee Group
e. Mid Management Employee Group

2. 22-779 Pursuant to Government Code Section 54957(b) PUBLIC EMPLOYEE EVALUATION - Title: City Manager
IV. REGULAR MEETING – CONVENE TO OPEN SESSION - ROLL CALL - 7:00 P.M.

V. REPORT ON ACTION TAKEN IN CLOSED SESSION
VI. PLEDGE OF ALLEGIANCE
VII. MOMENT OF SILENCE
VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS
Mayor Romero wants to proclaim the following acknowledgement for the month of March:

American Red Cross Month
Irish American Heritage Month
Women's History Month
Prescription Drug Abuse Awareness Month
National Vietnam Veterans Day - March 29th
Cesar Chavez Day - March 31st
IX. AGENDA ADDITIONS/DELETIONS
City of Hercules Page 2
3 City Council Meeting Agenda February 27, 2024
X. PUBLIC COMMUNICATIONS
This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

Individuals wishing to address the City Council are asked to complete a form indicating the name and address of the speaker and the general topic to be addressed. Speakers must make their comments from the podium and will be allowed 3 minutes to discuss their concerns. All public comments are recorded and become part of the public record. A limit of 30 minutes will be devoted to taking public comment at this point in the agenda. If any speakers remain at the conclusion of the initial 30 minute period, time will be reserved at the conclusion of the meeting to take the remaining comments.

XI. PUBLIC HEARINGS

1. 22-781 Mandatory Garbage/Solid Waste Disposal - Delinquent Accounts RECOMMENDATION:

Conduct a Public Hearing and upon conclusion, consider adopting a Resolution confirming the report of delinquent accounts and placing liens on said properties and special assessments upon property taxes pursuant to City of Hercules Municipal Code Section 5-2.01 to 5-2.16, Mandatory Garbage/Solid Waste Disposal.

Staff Report - Garbage Liens
Attach 1 - Resolution
Attach 2 - Lien List
Attachments:

XII. CONSENT CALENDAR

1. 22-776 Meeting Minutes for the Regular Meeting of February 13, 2024 Attachments: Meeting Minutes for the Regular Meeting of February 13, 2024

2. 22-777 Grant Funding Request for the Sycamore Avenue Bicycle & Pedestrian East-West Connector Project under I-80 and the BNSF Railroad.

RECOMMENDATION:

The City Council adopt a resolution requesting the Metropolitan Transportation Commission allocate $150K in Transportation Development Act Article 3 Pedestrian/Bicycle Project funding in FY 2024 for the Sycamore Avenue Bicycle & Pedestrian East-West Connector Project.

Staff Report - Hercules TDA3 -Sycamore Avenue
Attach 1 - Hercules TDA3 Resolution - Sycamore Ave
Attach 2 - Preliminary Plans-Sycamore (7-12-22)
Attachments:

City of Hercules Page 3
4 City Council Meeting Agenda February 27, 2024
XIII. DISCUSSION AND/OR ACTION ITEMS

1. 22-780 Victoria by the Bay Landscaping and Lighting Assessment District - Adopt a Resolution Declaring the Results of the Property Owner Protest Ballot Proceedings and Discuss Options to Balance the Budget and Eliminate the Fund Deficit.

RECOMMENDATION:

It is recommended that City Council:
a) Adopt a resolution declaring the results of the property owner protest ballot tabulation conducted on December 5, 2023 regarding a proposed increase in the maximum assessment for the Victoria by the Bay Landscaping and Lighting Assessment District No. 2002-1 (Victoria by the Bay LLAD) commencing Fiscal Year (FY) 2024/25; and
b) Receive a staff report, discuss options to balance the budget and eliminate the fund deficit for the Victoria by the Bay LLAD, and provide direction to staff on the next steps to take.

Staff Report - Victoria by the Bay LLAD
Attach 1 - Resolution Declaring Results of The Protest Balloting 2002-1 Attachments:

2. 22-783 Consideration of a Resolution Adopting the Hercules Parks & Recreation Facilities Master Plan
RECOMMENDATION:

Staff recommends that the City Council review, discuss, and consider approving a resolution adopting the Hercules Parks and Recreation Facilities Master Plan.

Staff Report - Consideration of a Resolution Adopting the Park System Master Plan Attach 1 - Resolution
Attach 2 - Draft Hercules Parks and Recreation Facilities Master Plan Attach 3 - Draft Master Plan Appendices
Presentation - Draft Plan
Attach 5 - Joint Commission Meeting Comments
Attachments:

3. 22-786 Requested Report on Business License Taxes
RECOMMENDATION:

Staff requests that the City Council receive this report, discuss, and provide direction, if any.

Staff Report - Business License Tax Update
Attach 1 - Municipal Code Chapter 6 - Business License Tax Attach 2 - List of Businesses - Renewal Notices
Attach 3 - Hercules Fee Schedule and FAQs
Attachments:

City of Hercules Page 4
5 City Council Meeting Agenda February 27, 2024

4. 22-785 Consideration of Adopting a Resolution Electing to Retain the Housing Assets and Functions Previously Performed by the Hercules Redevelopment Agency
RECOMMENDATION:

Adopt a resolution electing to retain the housing assets and functions previously performed by the Hercules Redevelopment Agency pursuant to Health and Safety Code Section 34176.

Staff Report - Elect to be Housing Successor
Attach 1 - Resolution - Elect to be Housing Successor
Exhibit A - DOF Letter to CCC Housing Authority
Exhibit B - Contra Costa Response to 9-17-12 DOF Letter re Hercules RDA Exhibit C - Hercules Housing Asset List Form - Redevelopment Agency Attachments:

5. 22-782 FY 23-24 Midyear Budget Review and Recommended Midyear Budget Appropriations and Adjustments
RECOMMENDATION:

Receive a report on the FY 23-24 midyear budget review and adopt a resolution approving midyear budget appropriations and adjustments as summarized and detailed in Attachment 2.

Staff Report - FY 23-24 Mid-Year Budget Update
Attach 1 - Resolution
Attach 2 - Proposed Budget Amendment
Attach 3 - General Fund Summary
Attach 4 - Non-General Fund Summary
Attachments:

6. 22-787 Proposed Resolution to Amend City Manager Hall’s Employment Agreement to Increase the Annual Salary from $262,086 to $285,000 and to Provide Education Incentive Pay of 3%
RECOMMENDATION:

Discuss and consider adoption of a resolution to amend City Manager Dante Hall’s Employment Agreement to increase the current annual salary from $262,086 to $285,000 and to Provide Education Incentive Pay of 3%.

Staff Report - CM Employment Agreement Amendment
Attach 1 - 21-028 - Hall CM Employment Agreement
Attach 2 - 21-028 Hall- CM Employment Agreement Amendment1 Attach 3 - Amendment No. 2 CM Hall Agreement
Attach 4- Resolution Amending City Manager Employment Agreement Attachments:

City of Hercules Page 5
6 City Council Meeting Agenda February 27, 2024

7. 22-784 Request for Information Regarding a Welcome Baby Event RECOMMENDATION:

Staff recommends that the City Council receive information regarding a Welcome Baby event and provide direction, if any.

Staff Report - Welcome Baby
Attach 1 - Welcome Baby event - City of Montebello
Attachments:

XIV. PUBLIC COMMUNICATIONS
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

AND FUTURE AGENDA ITEMS
This is the time for brief announcements on issues of interest to the community. In accordance with the provisions of the Brown Act, matters which do not appear on this agenda but require City Council discussion may be either (a) referred to staff or other resources for factual information or (b) placed on a future meeting agenda.

1. Regional Committee

2. City Council Committees and Subcommittees

3. Commission Liaisons
XVI. ADJOURNMENT
The next Regular Meeting of the City Council will be held on Tuesday, March 12, 2024 at 7:00p.m. in the Council Chambers.

Agendas are posted in accordance with Government Code Section 54954.2(a) or Section 54956.

Members of the public can view electronic agendas and staff reports by accessing the City website at www.ci.hercules.ca.us and can receive e-mail notification of agenda and staff report postings by signing up to receive an e-notice from the City’s homepage. Agendas and staff reports may also be obtained by contacting the City Clerk at (510) 799-8200 (Posted: February 22, 2024)

INSTRUCTIONS ON HOW TO PARTICIPATE AND WATCH THE HERCULES CITY COUNCIL AND PLANNING

COMMISSION HYBRID MEETINGS
Attend in Person: Hercules City Council Chambers – 111 Civic Drive, Hercules, CA 94547 Attend via Zoom Teleconference: Details provided below and zoom webinar login, passcode and phone numbers provided on the agenda cover.

City of Hercules Page 6
7 City Council Meeting Agenda February 27, 2024
How to Submit Public Comments
In Person: Attend meeting at the Hercules City Council Chambers, fill out a public speaker card located on the side table and submit it to the City Clerk.

Via Zoom: At this time remote public comment is suspended and will not be accepted. To watch and listen only Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here or go to: https://www.zoom.us/join. Zoom also allows you to join by phone at +1-669-900-6833 or +1-929-205-6099 or +1-253-215-8782.

Written Comments Submitted Electronically: All comments received before 3:00 p.m. the day of the meeting will be provided to the City Council prior to the meeting and posted to the City’s agenda website and located by clicking on the “meeting details” tab. Written comments received after 3:00 p.m. will be provided to City Council and posted to the agenda website the following day. Written comments will not be read aloud during the meeting. Email comments to [email protected]. Please indicate which item on the agenda you are commenting on in the subject line of your email.

Written comments submitted in person or via mail: Additional ways to provide your public comment is to either drop off your comment in person to the front desk receptionist located in the City Hall lobby or to mail your comment to City of Hercules, ATTN: City Clerk – Public Comment (Meeting Date), 111 Civic Drive, Hercules, CA 94547 in time to reach the City Clerk no later than 3:00 p.m. on the day of the meeting or you can submit your comment by telephone by calling (510) 799-8208 no later than 3:00 p.m. on the meeting date.

If you need assistance with public comment, please contact: Eibleis Melendez City Clerk at [email protected] or by calling (510) 799-8208.

All public comments will become part of the official meeting record. As email containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email. The City cannot guarantee that its network and/or the website will not be uninterrupted. To ensure that the City Council receives your written comments, you are strongly encouraged to submit your comments in writing in advance of the meeting by 3:00 p.m. on the day of the Council or Commission meeting.

OTHER WAYS TO WATCH THE MEETING
Live on Channel 28: City Council meetings will replay the following Thursday at 7:00 p.m. and Saturday at 1:00 p.m.

Planning Commission meetings will replay the following Wednesday at 7:00 p.m. and Saturday at 9:00 a.m.

Video Streamed Live on the City’s Website:

To view City Council and Planning Commission meeting videos online go to: Hercules Meeting Videos.

Instructions to view Live or On-Demand Videos from the City’s website:

1. Go to: Hercules Meeting Videos or https://hercules.legistar.com/calendar.aspx.

2. Locate the desired meeting and date.

3. Click the associated “Video” link (Video status is as follows):

Video = Video is available for on demand viewing.

In Progress = Video is available for viewing during live recording.

Not Available = Video is either unavailable or has not been recorded.

City of Hercules Page 7
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THE HERCULES CITY COUNCIL ADHERES TO THE FOLLOWING POLICIES,

PROCEDURES AND REGULATIONS REGARDING CITY COUNCIL MEETINGS

1. SPECIAL ACCOMMODATIONS: In compliance with the Americans with Disabilities Act, if you require special accommodations to participate at a City Council meeting, please contact the City Clerk at 510-799-8208 at least 48 hours prior to the meeting.

2. AGENDA ITEMS: Persons wishing to add an item to an agenda must submit the final written documentation 12 calendar days prior to the meeting. The City retains the discretion whether to add items to the agenda. Persons wishing to address the City Council otherwise may make comments during the Public Communication period of the meeting.

3. AGENDA POSTING: Agendas of regular City Council meetings are posted at least 72 hours prior to the meeting at City Hall, the Hercules Swim Center, Ohlone Child Care Center, and on the City’s website (www.ci.hercules.ca.us),

4. PUBLIC COMMUNICATION: Persons who wish to address the City Council should complete the speaker form prior to the Council's consideration of the item on the agenda.

Anyone who wishes to address the Council on a topic that is not on the agenda and is relevant to the Council should complete the speaker form prior to the start of the meeting. Speakers will be called upon during the Public Communication portion of the meeting. In accordance with the Brown Act, the City Council may not take action on items not listed on the agenda. The Council may refer to staff any matters brought before them at this time and those matters may be placed on a future agenda.

In the interests of conducting an orderly and efficient meeting, speakers will be limited to three (3) minutes.

Anyone may also submit written comments at any time before or during the meeting.

5. CONSENT CALENDAR: All matters listed under Consent Calendar are considered to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Council or a member of the public prior to the time the City Council votes on the motion to adopt.

6. LEGAL CHALLENGES: If you challenge a decision of the City Council in court, you may be limited to raising only those issues you or someone else raised at the meeting or in written correspondence delivered at, or prior to, the meeting. Actions challenging City Council decisions shall be subject to the time limitations contained in Code of Civil Procedure Section 1094.6.

City of Hercules Page 8
9 PUBLIC HEARINGS

AGENDA ITEM

1. 22-781
10 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of February 27, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Eibleis Melendez, City Clerk
SUBJECT: Mandatory Garbage/Solid Waste Disposal – Delinquent Accounts RECOMMENDED ACTION:

2.01 to 5-2.16, Mandatory Garbage/Solid Waste Disposal.

BACKGROUND:

Municipal Code Sections 5-2.01 to 5-2.16, Mandatory Garbage/Solid Waste Disposal, require all property owners of occupied premises in the City to subscribe to, and pay for, garbage collection service through Richmond Sanitary Service, the City’s franchised refuse collector. Collection charges that are delinquent in a six-month period are subject to the notice and hearing process defined by the Code. This process ultimately results in an assessment lien against the property for which service was rendered to cover the delinquent garbage collection charges, penalties and City costs. The lien is placed on said property and the assessment is collected either through escrow when the property is sold or by the City with its regular property tax allocation from the County. The Collector, in turn, receives payment for the delinquent fees and charges from the City.

The procedure specified by the Code for the collection of these fees and charges is as follows:

1. The Collector sends notification to the affected property owners regarding the delinquency and the City lien process.

2. The Collector submits delinquent accounts report to the City, Attachment 2.

3. Section 5-2.09 c of the Hercules Municipal Code requires the City to mail a notice of the public hearing date to the owners listed on the report not less than 10 days prior 22-781
11 to the hearing. This notice was mailed to delinquent property owners on February 7, 2024.

4. The City Council confirms the delinquent accounts report and orders placement of liens on said properties and special assessment upon property taxes by resolution.

5. By August 10th of each year, the City Council approves the final assessment levy and the confirmed report is submitted to the County Auditor for inclusion on the property tax rolls.

ANALYSIS:

At the July 23, 2019 City Council meeting Council gave direction to staff to meet with Republic Services to discuss reducing the amount of times per year to conduct these public hearings from 3 times per year to 2 times per year. City staff met with representatives of Republic Services on August 13, 2019 and determined that the months of February and July would best meet the needs of both parties to get liens placed for delinquent accounts on the tax roll.

Richmond Sanitary Service has submitted a report listing all the delinquent accounts subject to lien proceedings and has provided the required notice to property owners.

Attachment 2 is the combined preliminary list of two “batches” of unpaid charges for waste collection services provided between April 2023-December 2023. At the time the lists were received, Richmond Sanitary Services Preliminary Lien List Report lists 220 accounts totaling $92,697.12. The attached report shows the billing and service addresses of the subject property, the date that each account became at least six-month delinquent, the amount due for the delinquent garbage collection service, the amount of administrative charges due to the City and the total amount due and to be liened against the property.

Richmond Sanitary Service has confirmed that all required notices and billings have been mailed to this list of property owners.

The Finance Director may make revisions or corrections to the report as it deems just.

Vacant premises or billing errors, which can be substantiated, are examples of circumstances which the Council might want to consider in the process of reviewing the report. The report must then be confirmed by resolution of the City Council.

A certified copy of the report will be filed with the County Recorder’s Office for the placement of special liens against the respective parcels. Any payments made on these delinquencies after the date on the Preliminary Lien List and/or after the City Council public hearing, but prior to this filing date, will be deleted from the list and not filed with the County Recorder’s Office.

FISCAL IMPACT OF RECOMMENDATION:

In addition to the fees due Richmond Sanitary Service (the Collector), the City is authorized by the Code to establish reasonable administrative charges. In order to cover the costs incurred by the City through the lien process, a total administrative charge of $30 per delinquent account is assessed. This charge is comparable to that charged by the other cities in West County and notice of this charge has been provided to the affected property 12 owners. This fee will be used to cover the cost of staff’s time and other costs associated with processing these delinquencies.

ATTACHMENTS:

1. Resolution

2. Lien List
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Page 1 of 2 ends

Resolution 23-
RESOLUTION NO. 24-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES CONFIRMING

THE REPORT OF DELINQUENT ACCOUNTS AND PLACING LIENS ON SAID

PROPERTIES AND SPECIAL ASSESSMENTS UPON PROPERTY TAXES
PURSUANT TO CITY OF HERCULES MUNICIPAL CODE SECTION 5-2.01 TO 5-2.16,

MANDATORY GARBAGE/SOLID WASTE DISPOSAL
WHEREAS, pursuant to Hercules Municipal Code Sections 5-2.01 to 5-2.16, subscription to, and payment for, waste collection service for all occupied properties in the City of Hercules is mandatory; and
WHEREAS, waste collection service has been provided by Richmond Sanitary Service to all delinquent properties described in the ‘Preliminary Lien List by Parcel Number report; and
WHEREAS, pursuant to the provisions of Section 5-2.01 to 5-2.16, each owner of said delinquent properties has been notified in writing of their obligation to subscribe to waste collection services and make payment for this service; and WHEREAS, said property owners have failed to make payments for six months or more for waste collection services as required; and
WHEREAS, said property owners have been notified in writing of the commencement of lien proceedings; and
WHEREAS, the City has incurred collection and delinquency costs on the delinquent properties described above; and
WHEREAS, City staff has established an administrative charge of $30 per parcel for processing the delinquent accounts and recording the assessment lien; and WHEREAS, the City Council held a duly noticed public hearing on February 27, 2024 which afforded each identified delinquent property owner the right to protest the assessment lien for delinquent collection charges and administrative fees; and WHEREAS, the City Council has revised and corrected the delinquent accounts report as it deems just.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hercules as follows:

1. That the City Council confirms the delinquent accounts report attached hereto and made a part hereof and hereby places a lien against said properties in the amounts described.
14

Page 2 of 2 ends

Resolution 23-

2. That the City Clerk is hereby directed to record a certified copy of the confirmed report with the Contra Costa County Recorder.

3. That the City Clerk is hereby directed to deliver a copy of the Resolution of Confirmation to the Finance Director who is authorized to cause the above amounts to be collected in the manner provided by law for the collection of special items.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 27th day of February 2024 by the following vote of the Council:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Dan Romero, Mayor
ATTEST:

Eibleis Melendez, City Clerk
15 LEVY CODE: HU
AS OF: 2-22-24

APN SERVICE ADDRESS THRU RSS CHGS CITY CHG TOTAL DUE
3622710055 160 MIDSHIP DR HERCULES CA 94547 160 MIDSHIP DR 23/05 653.69 30 683.69 3622710055 160 MIDSHIP DR HERCULES CA 94547 160 MIDSHIP DR 23/11 335.36 30 365.36 3622720062 139 MIDSHIP DR HERCULES CA 94547 139 MIDSHIP DR 23/05 364.88 30 394.88 3622720062 139 MIDSHIP DR HERCULES CA 94547 139 MIDSHIP DR 23/11 370.25 30 400.25 3622820086 103 BALBOA CT HERCULES CA 94547 103 BALBOA CT 23/07 556.76 30 586.76 3622940025 127 HALSEY CT HERCULES CA 94547 127 HALSEY CT 23/05 364.88 30 394.88 3622940025 127 HALSEY CT HERCULES CA 94547 127 HALSEY CT 23/11 370.25 30 400.25 3623200148 136 RALEIGH CT HERCULES CA 94547 136 RALEIGH CT 23/06 840 30 870 3623200148 136 RALEIGH CT HERCULES CA 94547 136 RALEIGH CT 23/12 908.2 30 938.2 3623300286 115 STANLEY CT HERCULES CA 94547 115 STANLEY CT 23/07 627.6 30 657.6 3623400078 184 MANDALAY AVE HERCULES CA 94547 184 MANDALAY AVE 23/12 207.62 30 237.62 3623400607 196 BONAIRE AVE HERCULES CA 94547 196 BONAIRE AVE 23/06 369.06 30 399.06 3623400607 196 BONAIRE AVE HERCULES CA 94547 196 BONAIRE AVE 23/12 360.96 30 390.96 3623500455 109 MONTEGO DR HERCULES CA 94547 109 MONTEGO DR 23/07 578.26 30 608.26 3623620121 106 JARVIS LN HERCULES CA 94547 106 JARVIS LN 23/12 369.66 30 399.66 3623920034 232 MANDALAY AVE HERCULES CA 94547 232 MANDALAY AVE 23/07 50.12 30 80.12 3623940073 226 CATALINA DR HERCULES CA 94547 226 CATALINA DR 23/07 578.1 30 608.1 3624200030 145 VIERRA WAY HERCULES CA 94547 145 VIERRA WAY 23/06 370.08 30 400.08 3624200030 145 VIERRA WAY HERCULES CA 94547 145 VIERRA WAY 23/12 370.97 30 400.97 3624200196 167 CAPRICE CIR HERCULES CA 94547 167 CAPRICE CIR 23/04 641.89 30 671.89 3624200196 167 CAPRICE CIR HERCULES CA 94547 167 CAPRICE CIR 23/10 654.04 30 684.04 3624200246 172 CAPRICE CIR HERCULES CA 94547 172 CAPRICE CIR 23/09 655.42 30 685.42 3624300202 120 CAPRICE CIR HERCULES CA 94547 120 CAPRICE CIR 23/09 370.19 30 400.19 4040910293 133 PEARCE HERCULES CA 94547 133 PEARCE 23/06 654.06 30 684.06 4040910293 133 PEARCE HERCULES CA 94547 133 PEARCE 23/12 655.46 30 685.46 4041100142 306 ATLAS 7 HERCULES CA 94547 306 ATLAS 7 23/04 363.26 30 393.26 4041100142 306 ATLAS 7 HERCULES CA 94547 306 ATLAS 7 23/10 370.18 30 400.18 4041100308 902 BACCHUS 2 HERCULES CA 94547 902 BACCHUS 2 23/08 249.28 30 279.28 4041100571 602 NIKE 1 HERCULES CA 94547 602 NIKE 1 23/05 367.96 30 397.96 4041100571 602 NIKE 1 HERCULES CA 94547 602 NIKE 1 23/11 370.57 30 400.57

BILLING ADDRESS

PRELIMINARY LIEN LISTS

HEARING DATES
10/2023 02/2024
16 4041400187 5411 SW 5TH ST CORAL GABLES FL 33134 406 OLYMPUS 4 23/07 492.91 30 522.91 4041500309 512 ATHENA 2 HERCULES CA 94547 512 ATHENA 2 23/09 175.09 30 205.09 4043510819 307 ONEIL CIR HERCULES CA 94547 307 ONEIL CIR 23/04 363.26 30 393.26 4043510819 307 ONEIL CIR HERCULES CA 94547 307 ONEIL CIR 23/10 370.18 30 400.18 4043510926 193 ONEIL CIR HERCULES CA 94547 193 ONEIL CIR 23/12 374.23 30 404.23 4043511056 136 BRENNER HERCULES CA 94547 136 BRENNER 23/04 419.95 30 449.95 4043511056 136 BRENNER HERCULES CA 94547 136 BRENNER 23/10 354.92 30 384.92 4043511080 154 BRENNER HERCULES CA 94547 154 BRENNER 23/12 350.51 30 380.51 4043600487 315 N WILDWOOD HERCULES CA 94547 315 N WILDWOOD 23/06 427.49 30 457.49 4043600487 315 N WILDWOOD HERCULES CA 94547 315 N WILDWOOD 23/12 340.2 30 370.2 4043600495 313 N WILDWOOD HERCULES CA 94547 313 N WILDWOOD 23/09 369.06 30 399.06 4043600586 430 N WILDWOOD HERCULES CA 94547 430 N WILDWOOD 23/05 364.88 30 394.88 4043600586 430 N WILDWOOD HERCULES CA 94547 430 N WILDWOOD 23/11 370.25 30 400.25 4043800442 129 S WILDWOOD HERCULES CA 94547 129 S WILDWOOD 23/05 406.92 30 436.92 4043800442 129 S WILDWOOD HERCULES CA 94547 129 S WILDWOOD 23/11 356.39 30 386.39 4043900390 404 N WILDWOOD HERCULES CA 94547 404 N WILDWOOD 23/09 340.2 30 370.2 4044000182 190 S WILDWOOD HERCULES CA 94547 190 S WILDWOOD 23/10 339.47 30 369.47 4044000315 192 S WILDWOOD HERCULES CA 94547 192 S WILDWOOD 23/04 363.26 30 393.26 4044000315 192 S WILDWOOD HERCULES CA 94547 192 S WILDWOOD 23/10 234.36 30 264.36 4044000612 231 S WILDWOOD HERCULES CA 94547 231 S WILDWOOD 23/05 367.96 30 397.96 4044000612 231 S WILDWOOD HERCULES CA 94547 231 S WILDWOOD 23/11 370.57 30 400.57 4044100644 15 MISSION SPRINGS HERCULES CA 94547 15 MISSION SPRINGS 23/05 338.1 30 368.1 4044100644 15 MISSION SPRINGS HERCULES CA 94547 15 MISSION SPRINGS 23/11 367.44 30 397.44 4044200295 164 SCOTTS VALLEY HERCULES CA 94547 164 SCOTTS VALLEY 23/11 108.91 30 138.91 4044200352 200 SCOTTS VALLEY HERCULES CA 94547 200 SCOTTS VALLEY 23/05 367.96 30 397.96 4044200352 200 SCOTTS VALLEY HERCULES CA 94547 200 SCOTTS VALLEY 23/11 430.26 30 460.26 4044200733 209 SCOTTS VALLEY HERCULES CA 94547 209 SCOTTS VALLEY 23/11 370.52 30 400.52 4044400317 184 RIDGEVIEW TER HERCULES CA 94547 184 RIDGEVIEW TER 23/09 291.28 30 321.28 4044400358 181 OVERLOOK TER HERCULES CA 94547 181 OVERLOOK TER 23/09 607.78 30 637.78 4044800102 1171 PROMENADE ST HERCULES CA 94547 1171 PROMENADE ST 23/05 388.68 30 418.68 4044800102 1171 PROMENADE ST HERCULES CA 94547 1171 PROMENADE ST 23/11 420.62 30 450.62 4044800219 1105 PROMENADE ST HERCULES CA 94547 1105 PROMENADE ST 23/07 546.37 30 576.37 4044800987 1103 EARNEST ST HERCULES CA 94547 1103 EARNEST ST 23/09 367.27 30 397.27 4044801019 1112 EARNEST ST HERCULES CA 94547 1112 EARNEST ST 23/04 366.32 30 396.32 4044801019 1112 EARNEST ST HERCULES CA 94547 1112 EARNEST ST 23/10 370.49 30 400.49 4044801209 2051 RAILROAD AVE HERCULES CA 94547 2051 RAILROAD AVE 23/10 58.39 30 88.39 4045000553 103 CYPRESS CT HERCULES CA 94547 103 CYPRESS CT 23/09 94.21 30 124.21 4045100015 136 CYPRESS CT HERCULES CA 94547 136 CYPRESS CT 23/12 360 30 390 17 4045100320 118 CRABAPPLE CT HERCULES CA 94547 118 CRABAPPLE CT 23/09 367.27 30 397.27 4045100437 190 STONE PINE CT HERCULES CA 94547 190 STONE PINE CT 23/10 179.11 30 209.11 4045200336 109 MARITIME TER HERCULES CA 94547 109 MARITIME TER 23/06 114.91 30 144.91 4045200336 109 MARITIME TER HERCULES CA 94547 109 MARITIME TER 23/12 668.69 30 698.69 4045300193 166 WATERMARK TER HERCULES CA 94547 166 WATERMARK TER 23/04 641.89 30 671.89 4045300193 166 WATERMARK TER HERCULES CA 94547 166 WATERMARK TER 23/10 654.04 30 684.04 4045400019 1003 VICTORIA PARK HERCULES CA 94547 1003 VICTORIA PARK 23/06 369.42 30 399.42 4045400019 1003 VICTORIA PARK HERCULES CA 94547 1003 VICTORIA PARK 23/12 370.88 30 400.88 4045400084 1138 S SHELTER BAY HERCULES CA 94547 1138 S SHELTER BAY 23/11 58.39 30 88.39 4045400373 100 NAUTICAL CV HERCULES CA 94547 100 NAUTICAL CV 23/05 651.71 30 681.71 4045400373 100 NAUTICAL CV HERCULES CA 94547 100 NAUTICAL CV 23/11 742.61 30 772.61 4045600303 441 JOAQUIN AVE SAN LEANDRO CA 94577 190 TRESTLE CV 23/11 340.2 30 370.2 4045800226 1129 REGATTA PT HERCULES CA 94547 1129 REGATTA PT 23/09 370.56 30 400.56 4045800622 1060 ROCK HARBOR PT HERCULES CA 94547 1060 ROCK HARBOR PT 23/05 359.24 30 389.24 4045800622 1060 ROCK HARBOR PT HERCULES CA 94547 1060 ROCK HARBOR PT 23/11 369.2 30 399.2 4045900364 1078 CREPE MYRTLE DR HERCULES CA 94547 1078 CREPE MYRTLE DR 23/05 299.6 30 329.6 4045900364 1078 CREPE MYRTLE DR HERCULES CA 94547 1078 CREPE MYRTLE DR 23/11 370.55 30 400.55 4045900430 1036 FLOWERING ASH DR HERCULES CA 94547 1036 FLOWERING ASH DR 23/06 870.38 30 900.38 4045900430 1036 FLOWERING ASH DR HERCULES CA 94547 1036 FLOWERING ASH DR 23/12 941.06 30 971.06 4046300218 1102 COTTAGE LN HERCULES CA 94547 1102 COTTAGE LN 23/11 40.2 30 70.2 4046300556 288 TITAN WAY HERCULES CA 94547 288 TITAN WAY 23/06 370.12 30 400.12 4046300556 288 TITAN WAY HERCULES CA 94547 288 TITAN WAY 23/12 370.97 30 400.97 4046500023 1006 AVOCET DR HERCULES CA 94547 1006 AVOCET DR 23/06 310.16 30 340.16 4046500023 1006 AVOCET DR HERCULES CA 94547 1006 AVOCET DR 23/12 311.68 30 341.68 4046500213 1120 AVOCET DR HERCULES CA 94547 1120 AVOCET DR 23/05 42.14 30 72.14 4046500486 1030 BAYWOOD LN HERCULES CA 94547 1030 BAYWOOD LN 23/09 240.2 30 270.2 4046500692 1057 BAYWOOD LN HERCULES CA 94547 1057 BAYWOOD LN 23/11 105.01 30 135.01 4046700086 1159 REGATTA POINT HERCULES CA 94547 2174 RAILROAD AVE 23/11 514.43 30 544.43 4046700136 3540 W SAHARA AVE #139 LAS VEGAS NV 89102 2204 RAILROAD AVE 23/07 580.42 30 610.42 4046900041 2162 LEWIS ST HERCULES CA 94547 2162 LEWIS ST 23/05 382.48 30 412.48 4046900041 2162 LEWIS ST HERCULES CA 94547 2162 LEWIS ST 23/11 371.36 30 401.36 4046900678 2024 CLARK ST HERCULES CA 94547 2024 CLARK ST 23/04 282.7 30 312.7 4046900678 2024 CLARK ST HERCULES CA 94547 2024 CLARK ST 23/10 331.31 30 361.31 4046901486 2006 SERRA LN HERCULES CA 94547 2006 SERRA LN 23/04 361.1 30 391.1 4046901486 2006 SERRA LN HERCULES CA 94547 2006 SERRA LN 23/10 450.78 30 480.78 4046901593 1262 PROMENADE ST HERCULES CA 94547 2006 DE ANZA LN 23/05 52.15 30 82.15 4047000072 2033 BAYLOR ST DUARTE CA 91010 1339 SYCAMORE AVE 23/04 1,235.78 30 1,265.78 4047000072 2033 BAYLOR ST DUARTE CA 91010 1339 SYCAMORE AVE 23/12 615.67 30 645.67 18 4047000569 2051 TSUSHIMA ST HERCULES CA 94547 2051 TSUSHIMA ST 23/06 67.01 30 97.01 4047000569 2051 TSUSHIMA ST HERCULES CA 94547 2051 TSUSHIMA ST 23/12 397.93 30 427.93 4047000825 2129 DRAKE LN HERCULES CA 94547 2129 DRAKE LN 23/11 340.2 30 370.2 4047001591 2066 TSUSHIMA ST HERCULES CA 94547 2066 TSUSHIMA ST 23/07 560 30 590 4047001724 3895 COTTONWOOD DR DANVILLE CA 94506 2000 TSUSHIMA ST 23/04 60.48 30 90.48 4047001724 3895 COTTONWOOD DR DANVILLE CA 94506 2000 TSUSHIMA ST 23/10 297.54 30 327.54 4047500105 1716 JOHN MUIR PKWY HERCULES CA 94547 1716 JOHN MUIR PKWY 23/12 340.2 30 370.2 4047500329 1861 SHASTA LN HERCULES CA 94547 1861 SHASTA LN 23/12 209.74 30 239.74 4047600137 1129 S SHELTER BAY HERCULES CA 94547 2014 JOHN MUIR PKWY 23/10 350.98 30 380.98 4060500016 6 MANCHESTER HERCULES CA 94547 6 MANCHESTER 23/09 360.26 30 390.26 4060610088 108 SHEFFIELD HERCULES CA 94547 108 SHEFFIELD 23/07 289.53 30 319.53 4060610138 103 SHEFFIELD HERCULES CA 94547 103 SHEFFIELD 23/04 203.24 30 233.24 4060610138 103 SHEFFIELD HERCULES CA 94547 103 SHEFFIELD 23/10 353.36 30 383.36 4060820083 163 BRIGHTON HERCULES CA 94547 163 BRIGHTON 23/08 343.78 30 373.78 4060820133 4235 KNOLLVIEW DR DANVILLE CA 94506 133 BRIGHTON 23/05 369.66 30 399.66 4060820133 4235 KNOLLVIEW DR DANVILLE CA 94506 133 BRIGHTON 23/11 370.75 30 400.75 4060820315 1062 CANTERBURY HERCULES CA 94547 1062 CANTERBURY 23/09 370.28 30 400.28 4060920065 4235 KNOLLVIEW DR DANVILLE CA 94506 259 DARTFORD 23/05 214.45 30 244.45 4060920065 4235 KNOLLVIEW DR DANVILLE CA 94506 259 DARTFORD 23/11 370.6 30 400.6 4061030039 1612 ROGER CT EL CERRITO CA 94530 1308 CANTERBURY 23/09 116.4 30 146.4 4061030443 1152 CANTERBURY HERCULES CA 94547 1152 CANTERBURY 23/05 367.96 30 397.96 4061030443 1152 CANTERBURY HERCULES CA 94547 1152 CANTERBURY 23/11 370.57 30 400.57 4061300093 313 NEWBURY HERCULES CA 94547 313 NEWBURY 23/11 162 30 192 4061300184 367 NEWBURY HERCULES CA 94547 367 NEWBURY 23/09 222.34 30 252.34 4062120037 172 GOLDENROD DR HERCULES CA 94547 172 GOLDENROD DR 23/04 366.47 30 396.47 4062120037 172 GOLDENROD DR HERCULES CA 94547 172 GOLDENROD DR 23/10 385.22 30 415.22 4062130051 295 VIOLET RD HERCULES CA 94547 295 VIOLET RD 23/09 370 30 400 4062210127 109 BELLFLOWER CT HERCULES CA 94547 109 BELLFLOWER CT 23/04 363.26 30 393.26 4062210127 109 BELLFLOWER CT HERCULES CA 94547 109 BELLFLOWER CT 23/10 370.18 30 400.18 4062410149 271 LILAC CIR HERCULES CA 94547 271 LILAC CIR 23/06 370.12 30 400.12 4062410149 271 LILAC CIR HERCULES CA 94547 271 LILAC CIR 23/12 370.97 30 400.97 4062410222 223 LILAC CIR HERCULES CA 94547 223 LILAC CIR 23/05 367.96 30 397.96 4062410222 223 LILAC CIR HERCULES CA 94547 223 LILAC CIR 23/11 370.57 30 400.57 4062510161 100 BUTTERCUP CT HERCULES CA 94547 100 BUTTERCUP CT 23/04 215.16 30 245.16 4062510161 100 BUTTERCUP CT HERCULES CA 94547 100 BUTTERCUP CT 23/08 54 30 84 4062910106 160 POPPY DR HERCULES CA 94547 160 POPPY DR 23/10 365.9 30 395.9 4063010179 136 LOTUS CT HERCULES CA 94547 136 LOTUS CT 23/12 352.06 30 382.06 4063100020 217 POPPY CT HERCULES CA 94547 217 POPPY CT 23/12 632.35 30 662.35 19 4063410320 214 MEADOWLARK WAY HERCULES CA 94547 115 MANZANITA PL 23/06 416.96 30 446.96 4063410320 214 MEADOWLARK WAY HERCULES CA 94547 115 MANZANITA PL 23/12 375.78 30 405.78 4063620050 181 BEECHNUT DR HERCULES CA 94547 181 BEECHNUT DR 23/08 313.44 30 343.44 4063620183 145 LOCUST CT HERCULES CA 94547 145 LOCUST CT 23/06 370.12 30 400.12 4063620183 145 LOCUST CT HERCULES CA 94547 145 LOCUST CT 23/12 370.97 30 400.97 4063620316 2249 LUPINE RD HERCULES CA 94547 2249 LUPINE RD 23/04 363.26 30 393.26 4063620316 2249 LUPINE RD HERCULES CA 94547 2249 LUPINE RD 23/10 370.18 30 400.18 4063730099 2304 REDWOOD RD HERCULES CA 94547 2304 REDWOOD RD 23/04 363.26 30 393.26 4063730099 2304 REDWOOD RD HERCULES CA 94547 2304 REDWOOD RD 23/10 370.18 30 400.18 4063820122 149 ELDERBERRY CT HERCULES CA 94547 149 ELDERBERRY CT 23/10 40.2 30 70.2 4063830014 109 DEL VALLE CIR EL SOBRANTE CA 94803 2268 REDWOOD RD 23/05 367.96 30 397.96 4063830014 109 DEL VALLE CIR EL SOBRANTE CA 94803 2268 REDWOOD RD 23/11 370.57 30 400.57 4063830121 2184 REDWOOD RD HERCULES CA 94547 2184 REDWOOD RD 23/12 594.44 30 624.44 4063920021 2172 REDWOOD RD HERCULES CA 94547 2172 REDWOOD RD 23/11 98.76 30 128.76 4063920179 187 MAPLE CT HERCULES CA 94547 187 MAPLE CT 23/05 428.23 30 458.23 4063920179 187 MAPLE CT HERCULES CA 94547 187 MAPLE CT 23/11 686.12 30 716.12 4064330105 1919 REDWOOD RD HERCULES CA 94547 1919 REDWOOD RD 23/04 306.18 30 336.18 4064330105 1919 REDWOOD RD HERCULES CA 94547 1919 REDWOOD RD 23/10 364.18 30 394.18 4064410170 127 MESQUITE CT HERCULES CA 94547 127 MESQUITE CT 23/08 52.22 30 82.22 4064410295 118 JUNIPER CT HERCULES CA 94547 118 JUNIPER CT 23/04 366.68 30 396.68 4064410295 118 JUNIPER CT HERCULES CA 94547 118 JUNIPER CT 23/10 370.22 30 400.22 4064420245 1835 REDWOOD RD HERCULES CA 94547 1835 REDWOOD RD 23/12 338.57 30 368.57 4064430095 3052 LYNDE ST OAKLAND CA 94601 1826 REDWOOD RD 23/05 306.6 30 336.6 4064430095 3052 LYNDE ST OAKLAND CA 94601 1826 REDWOOD RD 23/11 311.17 30 341.17 4064630017 1772 REDWOOD RD HERCULES CA 94547 1772 REDWOOD RD 23/10 388.79 30 418.79 4064710074 7 BASIN CT HERCULES CA 94547 7 BASIN CT 23/07 577.06 30 607.06 4064710306 292 VALLEY RUN HERCULES CA 94547 292 VALLEY RUN 23/08 355.22 30 385.22 4064710587 109 FOUNTAIN GRASS CT HERCULES CA 94547 109 FOUNTAIN GRASS CT 23/08 659.98 30 689.98 4064810247 145 MESA CT HERCULES CA 94547 145 MESA CT 23/04 697.27 30 727.27 4064810247 145 MESA CT HERCULES CA 94547 145 MESA CT 23/10 657.48 30 687.48 4064810437 179 WADI RUN HERCULES CA 94547 179 WADI RUN 23/04 366.17 30 396.17 4064810437 179 WADI RUN HERCULES CA 94547 179 WADI RUN 23/10 370.48 30 400.48 4064810619 12 TARN CT HERCULES CA 94547 12 TARN CT 23/11 219.25 30 249.25 4065020226 2 CRAG CT HERCULES CA 94547 2 CRAG CT 23/12 41.2 30 71.2 4065400451 593 SILVER MAPLE DR HERCULES CA 94547 593 SILVER MAPLE DR 23/05 367.96 30 397.96 4065400451 593 SILVER MAPLE DR HERCULES CA 94547 593 SILVER MAPLE DR 23/11 370.57 30 400.57 4065500201 1009 PEPPERMILL CT CONCORD CA 94518 542 SILVER MAPLE DR 23/06 367.01 30 397.01 4065500201 1009 PEPPERMILL CT CONCORD CA 94518 542 SILVER MAPLE DR 23/12 370.63 30 400.63 20 4065500615 524 ROSEWOOD LN HERCULES CA 94547 524 ROSEWOOD LN 23/05 367.96 30 397.96 4065500615 524 ROSEWOOD LN HERCULES CA 94547 524 ROSEWOOD LN 23/11 370.57 30 400.57 4070200011 2 CRYSTAL CIR HERCULES CA 94547 2 CRYSTAL CIR 23/11 276.32 30 306.32 4070200037 10 CRYSTAL CIR HERCULES CA 94547 10 CRYSTAL CIR 23/06 367.01 30 397.01 4070200037 10 CRYSTAL CIR HERCULES CA 94547 10 CRYSTAL CIR 23/12 370.63 30 400.63 4070420056 360 TURQUOISE DR HERCULES CA 94547 360 TURQUOISE DR 23/04 370.92 30 400.92 4070420056 360 TURQUOISE DR HERCULES CA 94547 360 TURQUOISE DR 23/10 371.02 30 401.02 4070540051 127 AMETHYST CT HERCULES CA 94547 127 AMETHYST CT 23/07 610.64 30 640.64 4070540192 100 AMETHYST CT HERCULES CA 94547 100 AMETHYST CT 23/04 366.32 30 396.32 4070540192 100 AMETHYST CT HERCULES CA 94547 100 AMETHYST CT 23/10 370.49 30 400.49 4071130175 710 TURQUOISE DR HERCULES CA 94547 710 TURQUOISE DR 23/09 205.25 30 235.25 4071510087 1563 SWALLOW WAY HERCULES CA 94547 1563 SWALLOW WAY 23/11 381.96 30 411.96 4071610218 1517 PARTRIDGE DR HERCULES CA 94547 1517 PARTRIDGE DR 23/09 385.16 30 415.16 4071620167 1436 PARTRIDGE DR HERCULES CA 94547 1436 PARTRIDGE DR 23/05 367.72 30 397.72 4071620167 1436 PARTRIDGE DR HERCULES CA 94547 1436 PARTRIDGE DR 23/11 370.55 30 400.55 4071710315 133 EAGLE CT HERCULES CA 94547 133 EAGLE CT 23/08 343.78 30 373.78 4071800157 130 ORIOLE CT HERCULES CA 94547 130 ORIOLE CT 23/07 176.05 30 206.05 4071910063 439 SPARROW DR HERCULES CA 94547 439 SPARROW DR 23/05 908.7 30 938.7 4071910063 439 SPARROW DR HERCULES CA 94547 439 SPARROW DR 23/11 929.74 30 959.74 4071920294 139 CARDINAL WAY HERCULES CA 94547 139 CARDINAL WAY 23/12 370.22 30 400.22 4071930293 1969 PHEASANT DR HERCULES CA 94547 1969 PHEASANT DR 23/10 210.57 30 240.57 4072030010 1532 PARTRIDGE DR HERCULES CA 94547 1532 PARTRIDGE DR 23/06 734.76 30 764.76 4072030010 1532 PARTRIDGE DR HERCULES CA 94547 1532 PARTRIDGE DR 23/12 615.83 30 645.83 4072030309 241 STARLING WAY HERCULES CA 94547 241 STARLING WAY 23/09 654.94 30 684.94 4072040126 202 STARLING WAY HERCULES CA 94547 202 STARLING WAY 23/05 650.17 30 680.17 4072040126 202 STARLING WAY HERCULES CA 94547 202 STARLING WAY 23/11 654.77 30 684.77 4072320080 142 SPARROW DR HERCULES CA 94547 142 SPARROW DR 23/04 366.32 30 396.32 4072320080 142 SPARROW DR HERCULES CA 94547 142 SPARROW DR 23/10 401.4 30 431.4 4072420013 202 BOBOLINK WAY HERCULES CA 94547 202 BOBOLINK WAY 23/04 363.26 30 393.26 4072420013 202 BOBOLINK WAY HERCULES CA 94547 202 BOBOLINK WAY 23/10 370.18 30 400.18 4072810049 4790 SNOWY EGRET WAY OAKLEY CA 94561 253 FALCON WAY 23/04 336.48 30 366.48 4072810049 4790 SNOWY EGRET WAY OAKLEY CA 94561 253 FALCON WAY 23/10 382.81 30 412.81 4072810080 277 FALCON WAY HERCULES CA 94547 277 FALCON WAY 23/04 641.89 30 671.89 4072810080 277 FALCON WAY HERCULES CA 94547 277 FALCON WAY 23/10 654.04 30 684.04 4073010045 457 FALCON WAY HERCULES CA 94547 457 FALCON WAY 23/05 364.88 30 394.88 4073010045 457 FALCON WAY HERCULES CA 94547 457 FALCON WAY 23/11 370.25 30 400.25 4073130108 148 MEADOWLARK WAY HERCULES CA 94547 148 MEADOWLARK WAY 23/06 369.8 30 399.8 4073130108 148 MEADOWLARK WAY HERCULES CA 94547 148 MEADOWLARK WAY 23/12 370.92 30 400.92 21 TOTAL RECORDS: 220 86,097.12 6,600.00 92,697.12
22 CONSENT CALENDAR

AGENDA ITEMS

1. 22-776

2. 22-777
23 111 Civic Drive City of Hercules Hercules, CA 94547
Meeting Minutes
City Council
Mayor Dan Romero
Vice Mayor Dion Bailey
Council Member Alex Walker-Griffin
Council Member Chris Kelley
Council Member Tiffany Grimsley
Dante Hall, City Manager
Patrick Tang, City Attorney
Eibleis Melendez, City Clerk
Tuesday, February 13, 2024
CLOSED SESSION - 6:00 P.M., REGULAR MEETING- 7:00 P.M
In-Person in Council Chambers or to Listen Only: Zoom ID: 863 2111 7549, Zoom Passcode: 680524
Zoom Phone Number: 1-669-900-6833
I. CLOSED SESSION – CALL TO ORDER - ROLL CALL - 6:00 P.M.

Council Member C. Kelley, Council Member T. Grimsley, Council Member A.

Walker-Griffin, Mayor D. Romero, and Vice Mayor D. Bailey

Present: 5 -
II. PUBLIC COMMUNICATION - CLOSED SESSION ITEMS
NONE
III. CONVENE INTO CLOSED SESSION
City Attorney, Patrick Tang, read aloud the items that will be discussed in Closed Session. City Manager, Dante Hall, City Attorney Tang and Council convened into Close Session.

The Hercules City Council will meet in Closed Session regarding the following:

Meeting went into Recess

1. 22-770 Pursuant to Government Code section 54954.5(e), PUBLIC EMPLOYEE DISCIPLINE/DISMISSAL/RELEASE.

2. 22-771 Pursuant to Government Code Section 54957.6 Conference With Labor Negotiators - City Negotiators: Dante Hall, City Manager; Edwin Gato, Director of Finance; relative to the following employee groups:
a. Teamsters Local 315 Employee Organizations
b. Hercules Police Officers Association
City of Hercules Page 1
22-776
24 City Council Meeting Minutes February 13, 2024
c. Hercules Senior Manager Employee Group
d. Confidential Unrepresented Employee Group
e. Mid Management Employee Group

3. 22-774 Pursuant to Government Code Section 54957(b) PUBLIC EMPLOYEE EVALUATION - Title: City Manager
IV. REGULAR MEETING – CONVENE TO OPEN SESSION - ROLL CALL - 7:00 P.M.

Council Member C. Kelley, Council Member T. Grimsley, Council Member A.

Walker-Griffin, Mayor D. Romero, and Vice Mayor D. Bailey

Present: 5 -
V. REPORT ON ACTION TAKEN IN CLOSED SESSION
City Attorney, Patrick Tang, reported out on the items discussed in Closed Session. The second item, Conference with Labor Negotiators, was deferred to the February 27, 2024 City Council meeting. There was no final or reportable action on items 1 and 3 that were discussed in Closed Session.

VI. PLEDGE OF ALLEGIANCE
Council Member Walker- Griffin lead the Pledge of Allegiance.

VII. MOMENT OF SILENCE
Mayor Romero held a Moment of Silence for West County politician, Irma Anderson, who recently passed away and a Pleasant Hill Public Works Employee who also passed away.

VIII. INTRODUCTIONS/PRESENTATIONS/COMMISSION REPORTS
Council Member Bailey commented on his disappointment that Black Histroy Month was not included under item VIII.

1. 22-763 Proclamation Recognizing the 45th Anniversary of the Hercules Chinese Association
Attachments: Proclamation - 45th Anniversary of the Hercules Chinese Association Mayor Romero presented the proclamation. The Vice President of the Chinese Association of Hercules, James Woo, accepted the proclamation and thanked the Council for the recognition. Council provided comment.

Pictures were taken.

2. 22-764 Clerk Recorder and Registrar - Election Update- Kristin Connelly Presentation - Election Update - Helping Hercules Prepare for the 2024 Election
Attachments:

Contra Costa County Clerk Recorder, Kristin Connelly, presented. Council Members asked questions and provided comment.

City of Hercules Page 2
25 City Council Meeting Minutes February 13, 2024
IX. AGENDA ADDITIONS/DELETIONS
NONE
X. PUBLIC COMMUNICATIONS
Public comment was provided by Chinwe and Earl McKelvy.

This time is reserved for members of the public to address issues not included in the agenda. In accordance with the Brown Act, Council will refer to staff any matters brought before them at this time, and those matters may be placed on a future agenda.

XI. PUBLIC HEARINGS
NONE
XII. CONSENT CALENDAR
MOTION: A motion was made by Council Member Kelley, seconded by Council Member Walker-Griffin, to adopt the Consent Calendar . The motion carried by the following vote:

Aye: Council Member C. Kelley, Council Member T. Grimsley, Council Member A.

Walker-Griffin, Mayor D. Romero, and Vice Mayor D. Bailey 5 -

1. 22-760 Meeting Minutes for the Regular Meeting of January 9, 2024 Attachments: Meeting Minutes for the Regular Meeting of January 9, 2024

APPROVED

2. 22-761 Meeting Minutes for the Regular Meeting of January 23, 2024 Attachments: Meeting Minutes for the Regular Meeting of January 23, 2024

APPROVED

3. 22-762 Zoning Code amendments to implement the State law pertaining to emergency shelters and low barrier navigation centers. Amendments to Hercules Municipal Code (Table 13-6.1), Chapter 13-35 (Sec.13-35.258.

Emergency Shelters), and Chapter 13-60 Definitions, pursuant to California Assembly Bill 2339. Amendments to Hercules Municipal Code (Table 13-12.1,13-15.1 and 13-18.1), Chapter 13-35 (Sec.13-35-260, Family Day Care Homes, proposed to be modified to Low-Barrier Navigation Centers), and Chapter 13-60. Definitions, pursuant to California City of Hercules Page 3
26 City Council Meeting Minutes February 13, 2024
Assembly Bill 101.

RECOMMENDATION:

Staff recommends that the City Council approve the proposed ordinance amendments, which, consistent with State law requirements, generally accomplish the following:
· Update Hercules Municipal Code pursuant to State law, including:
o Add Emergency Shelters as a Permitted (P) Land Use in RM-L Residential Multifamily Low Density Zoning Districts Table 13-6.1. o Modify emergency shelter objective standards in Sec.13-35.258 o Modify the “Emergency Shelters” definition in Chapter 13-60 Definitions.
o Add Low-Barrier Navigation Center as a Permitted (P) Land Use to Historic Town Center District (HTC) Table 13-12.1, Planned Commercial Residential Mixed-Use District (PC-R) Table 13-15.1 and New Town Center District (NTC) Table 13-18.1.
o Delete Sec.13-35.260. Family Day Care Homes and replace with Sec.13-35-260 Low-Barrier Navigation Center.
o Add “Low-Barrier Navigation Centers” definition to Chapter 13-60 Definitions.

Staff Report - Emergency Shelter - Low Barrier Nav Code Update Attach 1 - Draft Ordinance- Emergency Shelters - Low Barrier Nav Attach 2 - HCD Review of Draft Housing Element
Attachments:

Ordinance 549 APPROVED.

4. 22-772 Consideration and Proposed Adoption of A Resolution Authorizing The City Manager To Execute Amendment No. 2 to The Professional Services Agreement With Regional Government Services (RGS) For Human Resources Assistance in The Amount Not To Exceed $115,000 RECOMMENDATION:

Staff recommends City Council adopt the attached Resolution and authorize the City
Manager to execute Amendment No. 2 in the amount of $115,000 to the Professional Services Agreement with Regional Government Services (RGS) for human resources assistance.

Staff Report - Amendment To Professional Services Agreement With Regional Government Services (RGS)
Attach 1 - Resolution
Attach 2 - Contract with RGS for HR Services
Attach 3 - Ammendment 1 to Contract with RGS for HR Services Attach 4 - Adopted FY 2023-24 Budget_RGS Services
Attach 5 - Amendment # 2 to RGS Human Resources Agreement Attachments:

Resolution 24-007 was APPROVED.

City of Hercules Page 4
27 City Council Meeting Minutes February 13, 2024
XIII. DISCUSSION AND/OR ACTION ITEMS

1. 22-766 Review of Fiscal Year (FY) 22-23 Unaudited Year-End Result RECOMMENDATION:

Receive the report on FY 22-23 Unaudited Year-End Result Staff Report - Review of Preliminary General Fund FY 22-23 Year End Results
Attach 1 - Unaudited General Fund Year End Results Summary as of June 30, 2023
Attach 2 - Unaudited All Funds Year End Results Summary as of June 30, 2023
Attach 3 - Unaudited Capital Projects to date Summary as of June 30, 2023
Presentation
Attachments:

Finance Director, Edwin Gato, introduced and presented the item. Council asked questions and provided comment. Director Gato and City Manager, Dante Hall, provided a response. No public comment. No action was taken on this item.

2. 22-767 Remote Public Participation
RECOMMENDATION:

Provide direction to staff regarding a remote participation option for members of the public at public meetings.

Staff Report - Remote Participation
Attach 1 - Remote Participation Survey of Local Agencies Attachments:

City Clerk, Eibleis Melendez, introduced and presented the item. Council Members asked questions and provided comment. The City Clerk provided a response. No public comment. Council did provide direction and action was taken on this item.

MOTION: A motion was made by Council Member Bailey seconded by Council Member Grimsley, to continue to suspend public comment at this time until more information provided. Select option two that is in the Staff Report; accept remote public comment only for specific items on the agenda. Staff will bring the item back in May and provide an update. The motion carried by the following vote:

Aye: Council Member T. Grimsley, Council Member A. Walker-Griffin, and Vice Mayor D.

Bailey
3 -
Nay: 2 - Council Member C. Kelley, and Mayor D. Romero

3. 22-768 Cooperative Funding Agreement with West Contra Costa Transportation Advisory Committee (WCCTAC) to Receive an Additional $800K in Subregional Transportation Mitigation Program (STMP) Funding for The Hub.

RECOMMENDATION:

Adopt a resolution approving a Cooperative Funding Agreement with West City of Hercules Page 5
28 City Council Meeting Minutes February 13, 2024
Contra Costa Transportation Advisory Committee (WCCTAC) to receive $800K in Subregional Transportation Mitigation Program (STMP) funding in addition to the original $750K for a total new Agreement amount of $1.55M to advance The Hub and authorizing the City Manager to execute the Agreement on behalf of the City.

Staff Report -STMP Agreement
Attach 1 - Resolution - STMP Agreement
Attach 2 - Hercules Combined Funding Agreement-Final 2024-01-17 Attachments:

Public Works Director, Mike Roberts, introduced and presented the item.

Council Members asked questions and provided comment. Director Roberts provided a response. No public comment. Action was taken on this item.

MOTION: A motion was made by Council Member Kelley, seconded by Council Member Walker-Griffin, to adopt Resolution 24-008. The motion carried by the following vote:

Aye: Council Member C. Kelley, Council Member T. Grimsley, Council Member A.

Walker-Griffin, Mayor D. Romero, and Vice Mayor D. Bailey 5 -

4. 22-769 Adopt A Resolution Authorizing the City Manager To Execute An Agreement With Tripepi Smith and Associates For An Amount Not To Exceed $22,000 For City Branding Services.

RECOMMENDATION:

Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute an agreement with Tripepi Smith and Associates for an amount not to exceed $22,000 for City branding services.

Staff Report -City Branding Services
Attach 1 - Resolution
Attach 2 - Hercules Branding Proposal
Attachments:

City Manager, Dante Hall, introduced and presented the item. Council Members asked questions and provided comment. City Manager Hall and Jennifer Vaughn from Tripepi Smith provided a response. No public comment. Action was taken on this item.

MOTION: A motion was made by Vice Mayor Bailey, seconded by Council Member Grimsley, to adopt Resolution 24-009. The motion carried by the following vote:

Aye: Council Member C. Kelley, Council Member T. Grimsley, Council Member A.

Walker-Griffin, Mayor D. Romero, and Vice Mayor D. Bailey 5 -
XIV. PUBLIC COMMUNICATIONS
NONE
This time is reserved for members of the public who were unavailable to attend the Public Communications period during Section X of the meeting, or were unable to speak due to lack of time. The public speaker requirements specified in Section X of this Agenda apply to this Section.

City of Hercules Page 6
29 City Council Meeting Minutes February 13, 2024
XV. CITY COUNCIL/CITY MANAGER/CITY ATTORNEY ANNOUNCEMENTS,

COMMITTEE, SUB-COMMITTEE AND INTERGOVERNMENTAL COMMITTEE REPORTS

1. Regional Committee

2. City Council Committees and Subcommittees

3. Commission Liaisons
The City Manager and City Attorney did not have any announcements.

1. Regional Committees:

Mayor Romero reported out on the February West County Integrated Waste Management meeting(WCCIWMA) that he attended

2. City Council Committees and Subcommittees:

No reports were provided

3.Commission Liaisons:

No reports were provided
Community EventsCouncil Members reported out on events they attended through the City and County which included the Lupine Hills Elementary School Spelling Bee.

Future Agenda ItemsThere were no future agenda items requests City of Hercules Page 7
30 City Council Meeting Minutes February 13, 2024
XVI. ADJOURNMENT
Mayor Romero adjourned the meeting at 9:35 P.M.
_________________________________
Dan Romero, Mayor
Attest:
_______________________________
Eibleis Melendez, City Clerk
City of Hercules Page 8
31 CONSENT CALENDAR

AGENDA ITEM

2. 22-777
32 STAFF REPORT TO THE CITY COUNCIL
DATE: February 27, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Michael Roberts, Public Works Director/City Engineer SUBJECT: Grant Funding Request for the Sycamore Avenue Bicycle & Pedestrian East-West Connector Project under I-80 and the BNSF Railroad
RECOMMENDED ACTION:

BACKGROUND:

With the I-80 freeway dividing the City, it is difficult for bicyclists and pedestrians to travel between the two areas of the City. On each side of I-80, there are bike lanes and pathways. On the eastern side of the City, there are recreational trails for biking and walking along Refugio Valley Road, Refugio Creek and on certain sections of Sycamore Ave and Willow Avenue. On the western side of the City, there are bike lanes along San Pablo Avenue, Sycamore Avenue, John Muir Parkway, and the Bay Trail. However, these two networks of safe cycling and pedestrian paths are not connected to one another except through the Sycamore Avenue Corridor, which runs under I-80 and the BNSF railroad.

The present condition of the Sycamore Avenue Corridor is dangerous for both cyclists and pedestrians. Currently, pedestrians heading west on the north side of Sycamore 22-777
33 must climb up a steep dirt footpath and scramble down an even steeper loose gravel area to cross under the overcrossing on Sycamore Ave. Meanwhile, cyclists must take the outside vehicular lane, which has limited sight distance due to the bridge column and poor visibility because of the shadows from the overcrossing. The danger of this situation is demonstrated by the 17 accidents recorded along this small section of road over a recent 4-year period.

To address this problem, the Sycamore Avenue Bicycle & Pedestrian East-West Connector Project will install a 10-ft wide multipurpose pathway and Class II bicycle lanes in the Sycamore Avenue Corridor under the I-80 and the BNSF railroad overcrossing. On the south side of Sycamore Avenue, the new pathway and bike lanes will link the bike lanes on San Pablo Avenue to the bike lane on Sycamore Avenue at Refugio Valley Road and a multipurpose pathway in Refugio Park. On the north side, a new Class II bike lane will connect the Creekside Center to a 10 ft multipurpose trail that will be installed westerly, tying into the recently installed multipurpose trail leading to John Muir Parkway, and ultimately to the planned Regional Intermodal Transit Center on the Hercules waterfront. The result of this project will be an increase in cyclist and pedestrian safety, a reduction in pedestrian and cyclist-involved traffic collisions, and the linking of the two halves of the City.

Crucially, this project will link all the schools (elementary, middle, and high), Civic Center (which includes the library, city hall, and senior center), and the community swim and teen centers on the east side of town with the residential component on the west side of town. It is also particularly important as it is within the last half-mile on the route to the Hercules Transit Center.

ANALYSIS:

The Metropolitan Transportation Commission (MTC) is soliciting applications for 2024/2025 Transportation Development Act (TDA) Article 3 funds for pedestrian and bicycle projects. Each City may submit one project for consideration and awards are made on a competitive basis.

The Sycamore Avenue Bicycle & Pedestrian East-West Connector Project is one of the City’s most urgent bicycle/pedestrian projects and the best project in the City to compete for this grant funding.

The priority list will be presented at the Mayor’s conference for approval in April, the Board of Supervisors in May, and transmitted to the MTC in June 2024 for a final decision. 34 FISCAL IMPACT:

This grant request is for $150K, the maximum allowable. There is currently sufficient General Fund/Reserves to cover the estimated remaining $1.6M to complete the project, but if the grant is awarded to the City, staff will seek other grants to fully fund the project.

ATTACHMENTS:

Attach 1 – Resolution
Attach 2 – Preliminary Plans
35 RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES

REQUESTING THE METROPOLITAN TRANSPORTATION COMMISSION
ALLOCATE $150K IN TRANSPORTATION DEVELOPMENT ACT ARTICLE 3 PEDESTRIAN/BICYCLE PROJECT FUNDING IN FY 2024 FOR THE SYCAMORE

AVENUE BICYCLE & PEDESTRIAN EAST-WEST CONNECTOR PROJECT WHEREAS, Article 3 of the Transportation Development Act (TDA), Public Utilities Code (PUC) Section 99200 et seq., authorizes the submission of claims to a regional transportation planning agency for the funding of projects exclusively for the benefit and/or use of pedestrian and bicyclists; and
WHEREAS, the Metropolitan Transportation Commission (MTC), as the regional transportation planning agency for the San Francisco Bay region, has adopted MTC Resolution No. 4108, Revised, entitled “Transportation Development Act, Article 3, Pedestrian/Bicycle Projects”, which delineates procedures and criteria for submission of requests for the allocation of “TDA Article 3” funding; and WHEREAS, MTC Resolution No. 4108, Revised requires that requests for the allocation of TDA Article 3 funding be submitted as part of a single, countywide coordinated claim from each county in the San Francisco Bay region; and
WHEREAS, the CITY OF HERCULES desires to submit a request to MTC for the allocation of TDA Article 3 funds to support the projects described in Attachment B to this resolution, which are for the exclusive benefit and/or use of pedestrians and/or bicyclists.

NOW, THEREFORE, BE IT RESOLVED, that the CITY OF HERCULES declares it is eligible to request an allocation of TDA Article 3 funds pursuant to Section 99234 of the Public Utilities Code.

BE IT FURTHER RESOLVED, that there is no pending or threatened litigation that might adversely affect the project or projects described in Attachment B to this resolution, or that might impair the ability of the CITY OF HERCULES to carry out the projects.

BE IT FURTHER RESOLVED, that the CITY OF HERCULES attests to the accuracy of and approves the statements in Attachment A to the resolution.

PASSED AND ADOPTED by the City Council of the City of Hercules on this 27th day of February 2024, by the following vote:

AYES:

NOES:
36 ABSENT:

ABSTAIN:
____________________________
Dan Romero, Mayor
ATTEST:
________________________________
Eibleis Melendez, City Clerk
37 Attachment A

REQUEST TO THE METROPOLITAN TRANSPORTATION COMMISSION FOR THE ALLOCATION OF FISCAL YEAR 2024 TRANSPORTATION DEVELOPMENT ACT ARTICLE 3 PEDESTRIAN/BICYCLE PROJECT FUNDING
Findings

Page 1 of 1 ends

1. That the CITY OF HERCULES is not legally impeded from submitting a request to the Metropolitan Transportation Commission for the allocation of Transportation Development Act (TDA) Article 3 funds, nor is the CITY OF HERCULES legally impeded from undertaking the project(s) described in “Attachment B” of this resolution.

2. That the CITY OF HERCULES has committed adequate staffing resources to complete the project(s) described in Attachment B.

3. A review of the project(s) described in Attachment B has resulted in the consideration of all pertinent matters, including those related to environmental and right-of-way permits and clearances, attendant to the successful completion of the project(s).

4. Issues attendant to securing environmental and right-of-way permits and clearances for the projects described in Attachment B have been reviewed and will be concluded in a manner and on a schedule that will not jeopardize the deadline for the use of the TDA funds being requested.

5. That the project(s) described in Attachment B comply with the requirements of the California Environmental Quality Act (CEQA, Public Resources Code Sections 21000 et seq.).

6. That as portrayed in the budgetary description(s) of the project(s) in Attachment B, the sources of funding other than TDA are assured and adequate for completion of the project(s).

7. That the project(s) described in Attachment B are for capital construction and/or final design and engineering or quick build project; and/or for the maintenance of a Class I bikeway which is closed to motorized traffic and/or Class IV separated bikeway; and/or for the purposes of restriping Class II bicycle lanes; and/or for the development or support of a bicycle safety education program; and/or for the development of a comprehensive bicycle and/or pedestrian facilities plan, and an allocation of TDA Article 3 funding for such a plan has not been received by the CITY OF HERCULES within the prior five fiscal years.

8. That the project(s) described in Attachment B which are bicycle projects have been included in a detailed bicycle circulation element included in an adopted general plan, or included in an adopted comprehensive bikeway plan (such as outlined in Section 2377 of the California Bikeways Act, Streets and Highways Code section 2370 et seq.) or responds to an immediate community need, such as a quick-build project.

9. That any project described in Attachment B bicycle project meets the mandatory minimum safety design criteria published in the California Highway Design Manual or is in a National Association of City and Transportation Officials (NACTO) guidance or similar best practices document.

10. That the project(s) described in Attachment B will be completed in the allocated time (fiscal year of allocation plus two additional fiscal years). 38 11. That the CITY OF HERCULES agrees to maintain, or provide for the maintenance of, the project(s) and facilities described in Attachment B, for the benefit of and use by the public.
39 Attachment B
TDA Article 3 Project Application Form
Agency City of Hercules
Primary Contact Mike Roberts
Mailing Address 111 Civic Dr, Hercules, CA 94547
Email Address [email protected] Phone Number 925-286- 5554
Secondary Contact
(in the event primary
is not available)
Dante Hall
Mailing address (if
different) N/A☒
Email Address [email protected] Phone Number 510-799- 8216
Send allocation
instructions to (if
different from above):

N/A
Project Title Sycamore Ave. Bicycle & Pedestrian East-West City Connector Project
Amount requested $150,000 Fiscal Year of
Claim
2024
Description of Overall Project:

The City of Hercules has been facing challenges in its pedestrian and bike infrastructure due to missing links in the network. With the I-80 and SR 4 freeways dividing the city, it has become difficult for residents to travel between the eastern and western areas. On each side of I-80, there are bike lanes and pathways. On the eastern side of the city, there are recreational trails for biking and walking along Refugio Creek and on certain sections of Sycamore Ave. On the western side of the city, there are bike lanes along sections of San Pablo Avenue, Willow Avenue, and Refugio Valley Road. However, these two networks of safe cycling and pedestrian paths are not connected to one another except through the Sycamore Avenue Corridor, which is dangerous for both cyclists and pedestrians. To address this, a project has been proposed, which entails installing a 10-ft wide multipurpose pathway and Class II bicycle lanes in the Sycamore Avenue Corridor under the I-80 and the BNSF railroad overcrossing.

The present condition of the Sycamore Avenue Corridor, which runs under I-80 and the BNSF railroad, is dangerous for both cyclists and pedestrians. Currently, pedestrians heading west on the north side of Sycamore must climb up a steep dirt footpath and scramble down an even steeper loose gravel area to cross under the overcrossing on Sycamore Ave. Meanwhile, cyclists must take the outside vehicular lane, which has limited sight distance due to the bridge column and poor visibility because of the 40 shadows from the overcrossing. The danger of this situation is demonstrated by the 17 accidents recorded along this small section of road over a recent 4-year period.

To address this problem, the project will install a 10-ft wide multipurpose pathway and Class II bicycle lanes in the Sycamore Avenue Corridor under the I-80 and the BNSF railroad overcrossing. On the south side of Sycamore Avenue, the new pathway and bike lanes will link the bike lanes on San Pablo Avenue to the bike lane on Sycamore Avenue at Refugio Valley Road and a multipurpose pathway in Refugio Park. On the north side, a new Class II bike lane will connect the Creekside Center to a 10 ft multipurpose trail that will be installed westerly, tying into the recently installed multipurpose trail leading to John Muir Parkway, and ultimately to the planned Regional Intermodal Transit Center on the Hercules waterfront. The result of this project will be an increase in cyclist and pedestrian safety, a reduction in pedestrian and cyclistinvolved traffic collisions, and the linking of the two halves of the city.

Crucially, this project links all the schools (elementary, middle, and high) on the east side of town to the Civic Center on the west side, which includes the library, city hall, and the community swim and teen centers, as well as the senior center. It is also particularly important as it is within the last half-mile on the route to the Hercules Transit Center and connects to the San Pablo Avenue Priority Development Area. It is also near the Waterfront District Priority Development Area.

The project links three different Plan Bay Area 2050 Growth Geographies: the Waterfront and San Pablo Avenue Corridor PDAs to the west, and the Transit-Rich Area, which is centered on the Hercules Transit Center to the east. The entire project is within one mile of a PDA boundary.

The completion of this project will improve the safety of pedestrian and cyclist traffic through the Sycamore Avenue Corridor, crossing I-80 and the BNSF railroad overpass.

The city has secured the right of way for these multipurpose pathways and bike lanes at the project site as demonstrated on the attached Sidewalk Layout Plan. Beyond the project site itself, this new, safe connection between the east and west of the city will increase the viability of pedestrian and cyclist travel throughout the city of Hercules, creating a safer, more accessible network.

Project Scope Proposed for Funding: (Project level environmental, preliminary planning, and ROW are ineligible uses of TDA funds.)
Project Location: A map of the project location is attached or a link to an online map of the project location is provided below:

Construction and Construction Management
41 Project Relation to Regional Policies (for information only) Is the project in an Equity Priority Community? Yes☐
No☒
Is this project in a Priority Development Area or a Transit-Oriented Community? Yes☒ No☐
Project Budget and Schedule
Funding included in “Other Funds” will include Measure J transportation tax revenue and the city’s general fund capital reserve.

Project Eligibility
Has the project been reviewed by the Bicycle and Pedestrian Advisory Committee? Yes☐ No☒
If “YES,” identify the date and provide a copy or link to the agenda.

If "NO," provide an explanation).

Pending this submission to the CBAC
Has the project been approved by the claimant's governing body? Yes☐ No☒
If "NO," provide expected date:_______03/2024_________
Has this project previously received TDA Article 3 funding? Yes☐ No☒
(If "YES," provide an explanation on a separate page)
Project Phase TDA 3 Other Funds Total Cost
Estimated Completion
(month/year)
Bike/Ped Plan - Completed - 2023
ENV 3 9,000 3 9,000 2025

PA&ED - - -
PS&E - 129,000 129,000 2025

ROW - - -
CON 150,000 1,280,000 1,430,000 2026
Total Cost 150,000 1,448,000 1,598,000 2026
The project site is in the Sycamore Avenue corridor between Refugio Avenue and Willow Avenue in the City of Hercules. See the attached location map for further detail 42 For "bikeways," does the project meet Caltrans minimum safety design criteria Yes☒ No☐
pursuant to Chapter 1000 of the California Highway Design Manual?

1. Is the project categorically exempt from CEQA, pursuant to CCR Section 15301(c), Yes☒ No☐
Existing Facility?

2. If “NO” above, is the project is exempt from CEQA for another reason? Yes☐ No☐
Cite the basis for the exemption. __________________________ N/A☐
If the project is not exempt, please check “NO,” and provide environmental documentation, as appropriate.

Estimated Completion Date of project (month and year):
______________2026
Have provisions been made by the claimant to maintain the project or facility, or has Yes☒ No☐
the claimant arranged for such maintenance by another agency? (If an agency other than the Claimant is to maintain the facility, please identify below and provide the agreement.

Is a Complete Streets Checklist required for this project ? Yes☒ No☐
If the amount requested is over $250,000 or if the total project phase or construction phase is over $250,000, a Complete Streets checklist is likely required. Please attach the Complete Streets checklist or record of review, as applicable. More information and the form may be found here: https://mtc.ca.gov/planning/transportation/completestreets 43 1213 36.10 TSTEP / PED SIG
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HERCULES R/W

CITY OF
City of Hercules
Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

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Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

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MATCHLINE: SEE PAGE 3 SCALE: 1"=20' SYCAMORE AVENUE SECTION A-A NTS WILLOW AVENUE MATCHLINE: SEE PAGE 1 LEGEND: CONCRETE BIKE PATH (4" CONC OVER 4" AB) LED PEDESTRIAN LIGHT APPROXIMATE CITY RIGHT OF WAY 1 CONSTRUCTION NOTES: INSTALL CURB RAMP PER CALTRANS STD PLAN A88A 2 INSTALL REINFORCED CONCRETE RETAINING WALL (HEIGHT VARIES 4'± TO 10'±). SEE SECTION A-A THIS SHEET 3 ADJUST TO GRADE UTILITY BOX 4 RELOCATE SIGN & POST 5 RELOCATE CLOCK TOWER 678 INSTALL SIGN R10-15b ON NEW POST INSTALL SIGN R81 (CA) ON NEW POST BIKE FACILITIES 45 G G G G
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Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

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City of Hercules
Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

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TURQUOISE DRIVE PARK LAKE PLAZA

CREEKSIDE CENTER
MATCHLINE: SEE PAGE 3 LEGEND: CONCRETE BIKE PATH (4" CONC OVER 4" AB) LED PEDESTRIAN LIGHT APPROXIMATE CITY RIGHT OF WAY 1 CONSTRUCTION NOTES: INSTALL CURB RAMP PER CALTRANS STD PLAN A88A2 INSTALL REINFORCED CONCRETE RETAINING WALL (HEIGHT VARIES 4'± TO 10'±). SEE SECTION A-A THIS SHEET 3 ADJUST TO GRADE UTILITY BOX4 RELOCATE SIGN & POST 5 RELOCATE CLOCK TOWER6 REMOVE ISLAND TO INSTALL BIKE LANE78 INSTALL SIGN R10-15b ON NEW POST INSTALL SIGN R81 (CA) ON NEW POST BIKE FACILITIES 47 12'
12' 11' 12' 5' 11'± 2' 13' 13' 12' 12' 6' 13' 10.4' 2' 13' 12' 12' 5.5' 2' 6' 13' 28+00 29+00 30+00 31+00 32+00 6 8 City of Hercules Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

Checked By: RB
Drawn By: MADesign By: MA Scale: As Shown Sheet Number EXHIBIT JULY 12, 2022

PRELIMINARY
925 • 685 • 4569 bellecci.com

SYCAMORE

MULTIPURPOSE

PATH AND BIKE
LANE PROJECT 5 SYCAMORE AVENUE 5 of 6 Sheets
MATCHLINE: SEE PAGE 6 SCALE: 1"=20' MATCHLINE: SEE PAGE 4 SYCAMORE AVENUE REFUGIO VALLEY ROAD LEGEND: CONCRETE BIKE PATH (4" CONC OVER 4" AB) LED PEDESTRIAN LIGHT APPROXIMATE CITY RIGHT OF WAY 1 CONSTRUCTION NOTES: INSTALL CURB RAMP PER CALTRANS STD PLAN A88A 2 INSTALL REINFORCED CONCRETE RETAINING WALL (HEIGHT VARIES 4'± TO 10'±). SEE SECTION A-A THIS SHEET 3 ADJUST TO GRADE UTILITY BOX 4 RELOCATE SIGN & POST 5 RELOCATE CLOCK TOWER 6 REMOVE ISLAND TO INSTALL BIKE LANE 78 INSTALL SIGN R10-15b ON NEW POST INSTALL SIGN R81 (CA) ON NEW POST BIKE FACILITIES 48 12' 11' 2'5' 33+00 34+00 35+00 36+00 37+00 7
City of Hercules
Engineering Department
111 Civic Drive
Hercules, CA 94547
Tel: (510) 799-8244, Fax: (510) 799-8249
www.ci.hercules.ca.us
DATE BY DESCRIPTION NO.

Checked By: RB
Drawn By: MADesign By: MA Scale: As Shown Sheet Number EXHIBIT JULY 12, 2022

PRELIMINARY
925 • 685 • 4569 bellecci.com

SYCAMORE

MULTIPURPOSE

PATH AND BIKE
LANE PROJECT 6 SYCAMORE AVENUE 6 of 6 Sheets
MATCHLINE: SEE PAGE 5 SCALE: 1"=20' SYCAMORE AVENUE
CREEKSIDE CENTER LEGEND: CONCRETE BIKE PATH (4" CONC OVER 4" AB) LED PEDESTRIAN LIGHT APPROXIMATE CITY RIGHT OF WAY 1 CONSTRUCTION NOTES: INSTALL CURB RAMP PER CALTRANS STD PLAN A88A 2 INSTALL REINFORCED CONCRETE RETAINING WALL (HEIGHT VARIES 4'± TO 10'±). SEE SECTION A-A THIS SHEET 3 ADJUST TO GRADE UTILITY BOX 4 RELOCATE SIGN & POST 5 RELOCATE CLOCK TOWER 6 REMOVE ISLAND TO INSTALL BIKE LANE 78 INSTALL SIGN R10-15b ON NEW POST INSTALL SIGN R81 (CA) ON NEW POST BIKE FACILITIES 49 DISCUSSION AND/OR ACTION

AGENDA ITEMS

1. 22-780

2. 22-783

3. 22-786

4. 22-785

5. 22-782

6. 22-787

7. 22-784
50 STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of February 27, 2024
TO: Mayor and Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Mike Roberts, Public Works Director/City Engineer SUBJECT: Victoria by the Bay Landscaping and Lighting Assessment District – Adopt a Resolution Declaring the Results of the Property Owner Protest Ballot Proceedings and Discuss Options to Balance the Budget and Eliminate the Fund Deficit
RECOMMENDED ACTIONS:

EXECUTIVE SUMMARY:

Victoria by the Bay LLAD is experiencing a funding shortfall, which is currently being covered by a de facto loan from the General Fund. A 5-year financial projection completed in May 2023 and an independent evaluation in October 2023 confirmed the shortfall would not be self-correcting. On October 19, 2023, notices and ballots were mailed to Victoria by the Bay LLAD property owners, in accordance with Proposition 218, to approve a twostep $150 per year assessment increase for a total annual increase of $300. Results from the ballot tabulation conducted on December 5, 2023 confirmed property owners did not approve the proposed increase to their Victoria by the Bay LLAD assessments by a 77% to 23% margin.
22-780
51 Given all five of the City of Hercules (City) Landscaping and Lighting Assessment Districts (LLADs) have been self-funded through property assessments, balancing the operating budget and eliminating the fund deficit for the Victoria LLAD would require either increasing assessment revenues or cutting cost by reducing levels of service. Increasing assessments requires the City to obtain approval from property owners through Proposition 218 proceedings.

Alternatively, the primary cost cutting options that could be operationally implemented and not unduly raise liability for the City would be to discontinue irrigation and regular maintenance of specified landscaped areas such that the required savings are achieved.

These potential landscaping areas include:
 Arbor Park
 Victoria Park
 Collector Streets (Craftsman Drive, Victoria Crescent East, Victoria Crescent West)  Residential Streets (planter strips between curb and sidewalk in front of homes) Given the potential negative impacts of reducing levels of service on neighborhood attractiveness and property values, staff is recommending cost cutting measures be identified at this meeting and then communicated to property owners as part of another Proposition 218 balloting proceeding that could be conducted this spring concurrently with the typical annual LLAD approval process for FY 2024/25. That way, prior to returning their ballot, Victoria by the Bay LLAD property owners will be informed of the specific costcutting measures that will be implemented in their neighborhood if the proposed assessment increase is not approved.

BACKGROUND:

The City annually levies and collects special assessments to maintain certain improvements benefiting property within the City’s five LLADs. Each LLAD provides ongoing maintenance, servicing, administration, and operations of various landscape, lighting, and park improvements benefiting parcels within that LLAD. Each property is assessed only for the cost of the improvements from which benefit is received.

The boundaries of the Victoria by the Bay LLAD encompass the residential areas adjacent to San Pablo Avenue located at the northernmost point of the City. The Victoria by the Bay LLAD provides for well-maintained, attractive landscaping and LED streetlighting located along the neighborhood streets, Arbor Park, and Victoria Park, as well as its share of funding for the maintenance of the landscape and streetlighting improvements associated with the City’s arterial roadways.
5-year financial projections presented to City Council on May 23, 2023 showed that the operating budget for the Victoria by the Bay LLAD is experiencing an annual operating deficit primarily due to the need for higher-level tree pruning work, the need for increased irrigation watering due to climate change, and East Bay Municipal Utility District water rate increases which have far exceeded the maximum allowable increase to the annual 52 LLAD assessments. City Council directed staff to evaluate options to address the annual operating deficit and cumulative fund deficit prior to the start of FY 2024/25.

City staff conducted a virtual community meeting on September 19, 2023 with the Victoria by the Bay LLAD property owners, which included informing them of the funding challenges the Victoria by the Bay LLAD is experiencing as well as actively listening to their concerns and providing responses when appropriate.

With City Council’s authorization, City staff also secured the services of Bakertilly, a management consulting firm, to comprehensively evaluate the means and methods by which the City is currently delivering services for the Victoria by the Bay LLAD. The consultant from Bakertilly presented findings and recommendations from their evaluation at the October 3, 2023 City Council meeting. The primary recommendation of the Bakertilly evaluation was that the City initiate proceedings pursuant to Proposition 218 for the Victoria by the Bay LLAD to obtain property owner approval to increase assessments with the objective of eliminating the current annual operating deficit, fund deficit including associated loan from the General Fund, and eventually restoring reserves.

At the October 10, 2023 City Council meeting, City Council authorized staff to conduct Proposition 218 property owner ballot proceedings to increase the maximum rates for the Victoria by the Bay LLAD, preliminarily approved the Victoria by the Bay Engineer’s Report and proposed assessments, and adopted the Resolutions of Initiation and Intention. On October 19, 2023, notices and ballots were mailed to all affected property owners in the Victoria by the Bay LLAD, in accordance with Proposition 218, with instructions that ballots must be returned by mail by 5:00 PM on December 5, 2023, or in person by the conclusion of public testimony of the Public Hearing to be held at the December 5, 2023 City Council meeting.

City staff conducted another virtual community meeting on November 16, 2023 with the property owners of the Victoria by the Bay LLAD to provide details on the upcoming December 5th Public Hearing, information regarding the proposed assessment increase, and procedures for property owners to submit their ballot. Of the 794 ballots mailed, 300 were returned.

On December 5, 2023, returned ballots were publicly tabulated outside City Council Chambers immediately following the conclusion of public testimony. Property owners for the Victoria by the Bay LLAD opposed increasing their maximum assessment rates 77% to 23%.

The table below outlines the amount needed to balance the current budget and eliminate the fund deficit over a 10-year period for the Victoria by the Bay LLAD. 53 Estimated Assessment Revenue needed to cover O&M and Eliminate fund Deficit1 : $737,000
Estimated FY 2024/25 Assessment Revenue under Current Assessments2: $523,800 Amount Needed to Balance the Budget and Eliminate the Fund Deficit: $213,200 1 Per Estimate of Cost shown on page 8 of Engineer’s Report dated December 5, 2023 with minor modifications.
2The actual maximum authorized assessment for FY 2024/25 will be known in mid-March when the applicable Consumer Price Index is published by the Bureau of Labor and Statistics.

ANALYSIS:

The Victoria by the Bay LLAD structural financial deficit can be cured by either increasing revenue or decreasing expenditures.

I. Eliminating Structural Financial Deficit by Cutting Cost (i.e. Reducing Levels of Service)
City Council could direct staff to implement reductions in levels of services that cut costs approximately $213,200 per year beginning in FY 2024/25, which is the amount needed to balance the operating budget and eliminate the fund deficit over a 10-year period.

Planning level estimates of cost cutting options that can be operationally implemented are summarized in Exhibit 1 and described in the narrative below. A map depicting the location of improvements maintained for Victoria by the Bay LLAD is also included in Exhibit 1.
54 EXHIBIT 1

SUMMARY OF COST CUTTING MEASURES FOR ELIMINATING THE

VICTORIA BY THE BAY LLAD O&M AND FUND DEFICITS
Victoria by the Bay LLAD
Expenditure Descriptions
Cost Cutting
Measures
Potential
Savings
Arbor Park Eliminate Irrigation and Maintenance $37,512 Victoria Park Eliminate Irrigation and Maintenance $48,834 Collector Streets Eliminate Irrigation and Maintenance $77,748 Residential Streets Eliminate Irrigation and Maintenance $260,874 Streetlighting Electricity & Maintenance De-energize and no longer maintain 245 streetlights $50,000 Tree Maintenance and Capital Improvement Projects Eliminate tree maintenance and periodic replacement for 5,000 trees $50,000 Transfer for Arterials/Major Roads L&L Maintenance Contribution to landscaping and lighting along City Arterials/Major Roads $29,529 LLAD Program Leader Recommended by City staff to administer the LLAD program (A cost, not savings) ($32,890) 55 Arbor Park
Eliminating irrigation and maintenance is estimated to save approximately $37,512 annually. However, this action will result in the deterioration of non-tree landscaping, such as turf and shrubs, especially in the less visible upper half of the park. Restoration of the park in the future would be challenging due to funding constraints and the cost associated with re-establishing the landscaping.

Victoria Park
Eliminating irrigation and maintenance is estimated to save approximately $48,834 annually. However, this will result in the deterioration of non-tree landscaping, such as turf and shrubs in the park, which serves as a focal point and is highly visible, potentially impacting property values. Restoration of the park in the future would be challenging due to funding constraints and the cost associated with re-establishing the landscaping.

Collector Streets
Eliminating irrigation and maintenance is estimated to save approximately $77,748 annually. However, this would result in the deterioration of non-tree landscaping, such as turf and shrubs. While there are no homes directly fronting the collector streets, collector streets are driven to access residential streets so the visual impact would be significant.

Restoration of landscaping on collector streets in the future would be challenging due to funding constraints and the cost associated with re-establishing the landscaping.

Residential Streets
Eliminating irrigation and maintenance in the planter streets is estimated to save up to $260,874 annually. In consulting with a licensed arborist, the trees in the planter strip would be likely to survive, but some may die, so funding would need to be allocated every year to remove and potentially replace them. The turf in the planter strips are very durable, but consume enormous amounts of water. Past recommendations include replacing the turf with hardscape and/or drought tolerant landscaping. Property owners could elect to expand the watering and maintenance of the turf in their front yards to the planter strip or the Victoria Bay the Bay Homeowners Association (HOA) could take over the maintenance. If instead the turf dies, it could be the first step towards replacing the planter strips with drought tolerant landscaping or hardscape.

The Alexandria at Victoria development (Gardenia Loop) has drought tolerant landscaping instead of turf, but no hardscape which reduces water usage but requires much more intensive maintenance. In a similar manner, the adjacent property owner could maintain and irrigate the landscaping in the planter strip in front of their home or it could be performed by the HOA.

Streetlighting
De-energizing and no longer maintaining the 245 streetlights located throughout the neighborhood could save up to $50,000 annually. While streetlights play an important role in enhancing the safety of all street users and serve as a deterrent against crime, it's worth noting that some communities choose not to have them. Working with PG&E to de-energize the lights would likely take months, negatively impacting the initial savings. 56 Tree Maintenance and Capital Improvement Projects
Eliminating tree maintenance for the 5,000 trees in the Victoria by the Bay LLAD is estimated to save approximately $25,000 annually. However, neglecting maintenance would lead to risks such as falling limbs, obscured stop signs, damage to homes, and hazards for pedestrians due to low-hanging branches. For this reason, this cost cutting option is not recommended. If water is turned off and trees are not irrigated, an additional $25,000 would be needed annually to replace dead trees which otherwise could be accumulated for necessary capital replacement projects.

Transfer for Arterials/Major Roads
Each of the City’s five LLADs contribute to landscaping and lighting located along the City’s Arterials/Major Roads. Eliminating Victoria by the Bay LLAD’s funding contribution is estimated to save approximately $29,529 annually but would leave this program underfunded.

Addition of LLAD Program Leader
Staff is recommending the addition of a LLAD Program Leader position. VBB proportional cost to fund the position would be $32,890. The LLAD Program Leader position would be dedicated to and responsible for administering the City’s LLADs, including all of the public parks. Its highest priorities would be working with community members to resolve issues and providing quality assurance/quality control on the landscape maintenance contracts. Duties would include field inspection, monitoring water usage, overseeing extra work beyond the base landscaping contract, processing progress payments, monitoring the district budgets, performing streetlight audits, overseeing streetlight contract work, tree pruning work, and sidewalk repair due to damage from tree roots. Currently there is insufficient staffing to adequately perform these duties, which are spread across different positions, which creates inefficiencies and coordination challenges. All five of the City’s LLADs would contribute their fair share of cost to funding this position, which would be based upon the proportional benefit they receive. If there is an interest in funding this position, staff would determine the potential savings from other City personnel costs for duties this position would supplant.

II. Eliminating Structural Financial Deficit by Increasing Revenue The other option to cure Victoria By The Bay’s structural financial deficit would be to increase revenue by raising property assessments. This would require Proposition 218 proceedings (i.e. property owner approval). The currently authorized Victoria by the Bay LLAD maximum annual assessment is estimated to be ~$620 per single-family home for FY 2024/25. The actual maximum annual assessment for FY 2024/25 will be known in mid-March when the applicable Consumer Price Index (CPI) is published by the Bureau of Labor and Statistics. If City Council directs staff to conduct Proposition 218 property owner ballot proceedings, staff recommends proposing the maximum assessment be increased by a total of $300 through a two-step fixed increase, which could be implemented in FY 2024/25 and FY 2025/26 if approved by property owners. Therefore, the Victoria by the Bay LLAD maximum annual assessment for each single-family home would increase by $150 (or $12.50 per month) from ~$620 to $770 for FY 2024/25 and 57 would increase again by $150 from ~$770 to $920 for FY 2025/26. The total $300 proposed annual assessment increase through FY 2025/26 would be utilized as follows:

Eliminate Current Annual Operating Deficit: $209.00
Eliminate Cumulative Fund Deficit over 10-year period: $53.00 LLAD Program Leader Position*: $38.00
Total annual VBTB LLAD assessment increase through FY 2025/26: $300.00 *Staff recommendation discussed in detail above.

The tentative schedule for the Victoria by the Bay LLAD Proposition 218 proceedings that could be conducted this spring is as follows:

March 12, 2024: City Council adopts Resolution of Initiation and authorizes Proposition 218 proceedings.

April 9, 2024: City Council preliminarily approves Victoria by the Bay LLAD Engineer’s Report and proposed assessments and adopts Resolution of Intention.

April 26, 2024: Mail required Proposition 218 notices and ballots to Victoria by the Bay LLAD property owners (must occur a minimum of 45 days prior to public hearing).

June 11, 2024: City Council conducts public hearing, closes balloting period, conducts ballot tabulation, declares results of ballot tabulation, and approves final Engineer’s Report and increased assessments, assuming favorable results, commencing FY 2024/25.

Given the potential negative impacts of reducing levels of service on neighborhood attractiveness and property values, staff is recommending the identified cost cutting measures be communicated to property owners as part of another Proposition 218 balloting proceeding that could be conducted this spring concurrently with the typical annual LLAD approval process for FY 2024/25. That way, prior to returning their ballot, Victoria by the Bay LLAD property owners will be informed of the specific cost-cutting measures that will be implemented in their neighborhood if the proposed assessment increase is not approved.

III. Other Significant District Costs
City Personnel
Currently 0.78 of a full-time equivalent (FTE) is allocated to the Victoria by the Bay LLAD at a cost to the District of $108,000. This includes labor for Maintenance Workers, Public Works Superintendent, Specialist/Inspector, Permit Technician, and City Clerk.

Examples of city personnel activities include overseeing the landscape maintenance contract, bidding out and overseeing annual street tree maintenance, delivering capital improvement projects, maintaining the streetlights, invoicing, responding to citizen complaints, picking up litter, emptying trash cans, and graffiti abatement. If significant reductions in levels of service were to be implemented, the allocation for City staffing would be adjusted to reflect the reduced level of effort. 58 City Overhead Cost Allocation
The City’s overhead costs for Victoria By The Bay LLAD is $37,000 per the adopted Cost Overhead Allocation formula and account for the time of the Public Works Director, City Manager, administrative staff, and use of office facilities, information technology, and vehicles. If significant reductions in levels of service were to be implemented, the allocation for City staffing would be adjusted to reflect the reduced level of effort.

FISCAL IMPACT:

If City Council directs staff to conduct Proposition 218 proceedings and Victoria by the Bay LLAD property owners approve the proposed two-step assessment increase, the City will be able to generate additional annual revenues in FY 2024/25 and FY 2025/26 to eliminate the current annual operating deficit, begin restoring reserves, and provide a contribution toward funding the new LLAD Program Leader position.

If Victoria by the Bay LLAD assessment revenues are not increased and City Council directs staff to reduce approximately $213,200 in services beginning in FY 2024/25, the operating budget will be balanced and the fund deficit will be eliminated over a 10-year period.

If no action is taken, the Victoria By The Bay LLAD fund deficit amount of $450k will continue to increase each year by approximately $213,200.

ATTACHMENTS:

I. Resolution Declaring the Results of the Property Owner Protest Balloting Proceedings for Victoria by the Bay LLAD conducted on December 5, 2023. 59 RESOLUTION NO. 24-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERCULES,

CALIFORNIA, DECLARING THE RESULTS OF THE PROPERTY OWNER

PROTEST BALLOTING PROCEEDINGS CONDUCTED FOR A PROPOSED

INCREASE IN THE MAXIMUM ASSESSMENT RATE FOR THE VICTORIA BY THE BAY LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 2002-1 COMMENCING FISCAL YEAR 2024/25
WHEREAS, the City Council on behalf of the Victoria by the Bay Landscaping and Lighting Assessment District No. 2002-1 (hereafter referred to as the “District”) by previous resolution initiated proceedings to conduct property owner protest balloting proceedings for the proposed increase in the maximum assessment rates within the District; and
WHEREAS, in accordance with the provisions of the California Constitution, Article XIIID, the Proposition 218 Omnibus Implementation Act and the Landscaping and Lighting Act of 1972 (collectively, “Assessment Law”), the City Council has caused and conducted property owner protest balloting proceedings for the proposed increase in the maximum assessment rates within the District; and
WHEREAS, the proposed maximum assessment rate increases presented to each affected property owner of record within the District territory reflects their property’s benefit and proportional financial obligation for maintaining landscaping and lighting improvements associated with that property. The notices and ballots for each property owner, clearly gave notice of a Public Hearing to be held on December 5, 2023 and identified the total amount balloted to all properties, the proposed maximum Fiscal Year 2024/25 and Fiscal Year 2025/26 assessment rates, the property’s proportional annual assessment for Fiscal Year 2024/25 and Fiscal Year 2025/26, and the inflationary adjustment to the maximum assessment rates applicable commencing in Fiscal Year 2026/27; and
WHEREAS, following the conclusion of the public testimony and declaring the balloting period closed, the protest ballots returned by the landowners of record within the District territory were opened and tabulated outside the City Council Chambers on December 5, 2023, the results of which are provided hereto.

NOW, THEREFORE, BE IT RESOLVED for the Victoria by the Bay Landscaping and Lighting Assessment District No. 2002-1, pursuant to the provisions of the California Constitution Article XIIID, as follows:
1 The above recitals are true and correct.
2 The property owner protest balloting proceedings were conducted with the affected property owners within the District for Fiscal Year 2024/25 as required by Assessment Law. Assessment ballots were mailed as required to the record owners of all affected properties proposed to be assessed 60 within the District. The assessment ballots that were completed and received by the City Clerk prior to the close of the public input portion of the Public Hearing held on December 5, 2023 have been tabulated in accordance with Assessment Law.
3 The canvass of the protest ballots cast for the District territory and received prior to the close of the public input portion of the Public Hearing held on December 5, 2023, weighted according to the proportional financial obligation of the affected properties herein, is hereby approved and confirmed. The results of the ballot tabulation, weighted by assessment amount, is as follows:

23.2% in favor and 76.8% against.
4 The City Clerk is hereby directed to enter this Resolution on the minutes of this meeting, which shall constitute the official declaration of the result of such property owner protest proceeding.
5 This Resolution shall become effective immediately upon its adoption. 6 The City Clerk shall certify the adoption of this Resolution.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 27th day of February 2024, by the following vote of the Council:

AYES:

NOES:

ABSTAIN:

ABSENT:
____________________________
Dan Romero, Mayor
ATTEST:
________________________________
Eibleis Melendez, City Clerk
61 DISCUSSION AND/OR ACTION

AGENDA ITEM

2. 22-783
62 REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of February 27, 2024
TO: Mayor and Members of the City Council
SUBMITTED BY: Dante Hall, City Manager
SUBJECT: Consideration of a Resolution Adopting the Hercules Parks & Recreation Facilities Master Plan
RECOMMENDED ACTION:

Staff recommends that the City Council review, discuss, and consider approving a resolution adopting the Hercules Parks and Recreation Facilities Master Plan.

BACKGROUND:

The City of Hercules is growing and maturing. Like park agencies in many California cities, Hercules’ Parks & Recreation Department is faced with improvement and operational needs that outpace its financial and staff resources. As the city grows, enhancements and improvements to the park system are needed; as facilities age, maintenance and capital investments are needed; and as recreation trends shift, new facilities and designs are necessary to reflect the needs and desires of the community.

To serve the community, the City has developed its first-ever Parks and Recreation Facilities Master Plan (Master Plan). The community-driven Master Plan is the culmination of the significant collaborative effort among City staff, City Council, the project Steering Committee, community leaders, stakeholders, and residents to determine how best to invest in Hercules’ parks, facilities, and trails. This investment is guided by the community’s love and enthusiasm for places that support Hercules’ identity. The Master Plan provides a framework to guide the City in setting priorities and making decisions about the provision of parks, recreation facilities, trails, open space, and natural areas over the next 10+ years, with particular focus on projects to be addressed in a 5-year action plan.
22-783
63 ANALYSIS:

The Hercules community is invested in the future of the City and has a clear vision for parks and recreation. The projects identified in the Master Plan are based on the needs, desires, and ideas identified by the community over a year-long public engagement process. The process involved a variety of activities designed to stimulate participants’ thinking about needs, preferences, and new ideas. Throughout the planning process, a variety of public engagement activities were conducted to ensure diverse voices could contribute to the development of the Master Plan. Engagement activities were both online and in person, ranging from questionnaires to workshops to pop-up events. A project website provided updates and a repository of relevant documents. Additionally, advisory groups were regularly involved to provide guidance, direction, and local insight. In total, over 1,000 people weighed in to shape the Master Plan goals.

The Master Plan strives to meet the following goals for parks and recreation facilities:

The Parks and Recreation Facilities Master Plan is organized into six chapters, with support documentation in the appendices.
 Chapter 1. Introduction provides an overview of the Master Plan, including its purpose, goals, timeline, development process, and relation to concurrent plans.  Chapter 2. Existing Parks, Facilities, and Trails describes the current park and recreation system in relation to location, counts, and condition assessment.  Chapter 3. The Hercules Community showcases the planning area, demographics of Hercules’ residents, and current and projected populations. Chapter 3 also 64 covers the various community outreach and engagement activities conducted as part of this planning process, and the key themes that emerged from engagement.  Chapter 4. Park System Needs discusses systemwide needs based on community feedback, evolving trends, identified park-deficient neighborhoods, trail gaps, and insufficient programming and recreational services.  Chapter 5. Recommendations offers recommendations related to design, planning, management, and investment. Recommendations are grouped as systemwide, site-specific, and operations.
 Chapter 6. Action Plan summarizes capital improvement projects, prioritization criteria, the 10-year action plan for implementation, and planning-level funding strategies for implementation.

Should the Council adopt the Master Plan, the next steps include the following:
 Develop Funding Strategies: City staff, together with City Council, will consider options to increase impact fees, maximize existing funds, and add new funding sources. The City will continue to discuss projects with potential partners to determine where these invested stakeholders may be willing to support key projects.
 Finalize and Sequence Projects: The City will begin to sequence projects in the 5- Year Action Plan to be completed each year.
 Plan and Design Large Projects: Some larger sites, including Woodfield Park and Refugio Valley Park and Tennis Courts, will need additional design guidance before proceeding with development. Additional community feedback may be solicited
 Begin Construction: With this information, the City will be ready to improve parks to enhance recreation opportunities and the quality of life of residents across Hercules.

Joint Commission Meeting Comments
on February 20, 2024, members of the Planning Commission, the Community Library Services Commission, and the Master Plan Steering Committee met to provide input on the draft Parks and Recreation Facilities Master Plan. Comments from that meeting have been attached to this report (Attachment 5).
65 FISCAL IMPACT:

No additional funding is requested at this time. This Master Plan provides the information and tools to make strategic decisions about park investments moving forward. City staff will integrate this information into annual Capital Improvement Program work plans during the regular budget process as the first step toward implementation.

ATTACHMENTS:

1. Resolution

2. Draft Hercules Parks and Recreation Facilities Master Plan

3. Draft Master Plan Appendices

4. City Council PowerPoint Presentation

5. Joint Commission Meeting Comments
66 RESOLUTION NO. ____

A RESOLUTION OF THE HERCULES CITY COUNCIL ADOPTING THE HERCULES

PARKS AND RECREATION FACILITIES MASTER PLAN
WHEREAS, The City of Hercules is growing and maturing. Like park agencies in many California cities, Hercules’ Parks & Recreation Department is faced with improvement and operational needs that outpace its financial and staff resources; and WHEREAS, as the city grows, enhancements and improvements to the park system are needed; as facilities age, maintenance and capital investments are needed; and as recreation trends shift, new facilities and designs are necessary to reflect the needs and desires of the community; and
WHEREAS, the City has developed its first-ever Parks and Recreation Facilities Master Plan (Master Plan). The community-driven Master Plan is the culmination of the significant collaborative effort among City staff, City Council, the project Steering Committee, community leaders, stakeholders, and residents to determine how best to invest in Hercules’ parks, facilities, and trails; and
WHEREAS, the Master Plan provides a framework to guide the City in setting priorities and making decisions about the provision of parks, recreation facilities, trails, open space, and natural areas over the next 10+ years, with particular focus on projects to be addressed in a 5-year action plan; and
WHEREAS, the projects identified in the Master Plan are based on the needs, desires, and ideas identified by the community over a year-long public engagement process; and WHEREAS, the action plan will focus the City’s investment on improving existing parks and addressing gaps in the trail system to provide visible results to the community.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hercules that the City Council hereby adopts the Hercules Parks and Recreation Facilities Master Plan.

The foregoing Resolution was duly and regularly adopted at a regular meeting of the City Council of the City of Hercules held on the 27th day of February 2024 by the following vote of the Council:

AYES:

NOES:

ABSENT:

ABSTAIN:
67 ____________________________
DAN ROMERO, Mayor
ATTEST:
________________________________
Eibleis Melendez, City Clerk
68 City of Hercules
Parks and Recreation Facilities
Master Plan
Draft Plan
Prepared by
February 2024
69 Figure 1. A neighborhood play structure at Foxboro Park 70 City of Hercules
Parks and Recreation Facilities
Master Plan
Draft Plan
February 2024
Prepared by
MIG, Inc.
www.migcom.com
71 Hercules Parks and Recreation Facilities Master Plan | i Figure 2. A landscaped path within Sierra Park
72 Acknowledgements
The City of Hercules extends deep gratitude to everyone who contributed to the development of the Parks and Recreation Facilities Master Plan. The immense amount of effort devoted to this planning process is indicative of the commitment by the residents, City staff, and elected officials of Hercules to enact positive change within their community and to shape the parks and recreation system for years to come.

City Council
Mayor Dan Romero
Vice Mayor Dion Bailey
Council Member Chris Kelley
Council Member Alexander Walker-Griffin
Council Member Tiffany Grimsley
Joint Commission
Planning Commission
Community and Library Services
Commission
Project Leadership Team
Dante Hall, City Manager
Mike Roberts, Public Works Director
Christopher Roke, Parks and Recreation
Director
Timothy Rood, Community Development
Director
Steering Committee
Bob Redlow
Evangelia Ward-Jackson
Han Chen
Hector Rubio
Kenneth Morrison
Ricky Delos Reyes
Tyler Darke
Other City Staff
Clarisse Saechao, Administrative
Specialist
Jeff Brown, Public Works Superintendent
Consultant Team
www.migcom.com
In association with Ballard*King
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73 Hercules Parks and Recreation Facilities Master Plan | i Table of Contents
Executive Summary......................................................................................................................... vi The Future of Parks and Recreation......................................................................................... vii Priorities and Key Needs........................................................................................................... viii The Proposed System ................................................................................................................. ix Moving Forward........................................................................................................................... xi Chapter 1. Introduction ................................................................................................................... 1 Purpose.......................................................................................................................................... 1 Vision.............................................................................................................................................. 2 Goals .............................................................................................................................................. 2 Planning Context........................................................................................................................... 3 Related Planning Efforts and Documents.................................................................................. 5 Planning Process........................................................................................................................... 6 Public Engagement and Advisory Groups.................................................................................. 7 Plan Organization ......................................................................................................................... 8 Chapter 2. Existing Parks, Trails, and Facilities ...........................................................................11 Classifications..............................................................................................................................11 Parkland.......................................................................................................................................12 Facilities and Amenities..............................................................................................................18 Major Recreation Facilities.........................................................................................................20 Parks and Recreation Resources from Other Providers ........................................................23 Park Condition Assessment Summary.....................................................................................26 Chapter 3. The Hercules Community...........................................................................................31 Planning Area ..............................................................................................................................31 Hercules Community Demographics .......................................................................................32 Park Needs and Opportunities Community Outreach Summary .........................................34 Key Findings ................................................................................................................................37 Chapter 4. Park System Needs .....................................................................................................41 Evolving Trends...........................................................................................................................41 Parkland Needs...........................................................................................................................44 74 Hercules Parks and Recreation Facilities Master Plan | ii Facility Needs ..............................................................................................................................53 Trail Needs...................................................................................................................................60 Recreation Services and Programs Needs...............................................................................62 Chapter 5. Recommendations ......................................................................................................69 Methodology ...............................................................................................................................69 Systemwide Recommendations................................................................................................69 Site Recommendations ..............................................................................................................71 Recommendations for Existing Parks.......................................................................................77 Recommendations for Planned Sites (Waterfront District) .................................................137 Recommendations for a Proposed Park Site ........................................................................149 Recommendations for Greenways and Trails .......................................................................154 Recommendations for Major Recreation Facilities...............................................................157 Recommendations for Maintenance, Operations, and Asset Management .....................162 Chapter 6. Action Plan .................................................................................................................167 Overview of CIP and Maintenance Costs ...............................................................................167 Prioritization Process for Master Plan....................................................................................169 The 5-Year Action Plan .............................................................................................................171 Two-Step Assessment for Future Projects.............................................................................176 Existing and Potential Funding Sources.................................................................................178 Moving Forward........................................................................................................................185 Appendices....................................................................................................................................186 Appendix A: City of Hercules Parks, Trails, and Recreation Facility Inventory.........................

Appendix B: Park Condition Assessment.....................................................................................

Appendix C: Park Needs and Priorities Engagement Summary................................................

Appendix D: Potential Improvement Costs .................................................................................

Appendix E: Prioritization Engagement Findings ........................................................................

Appendix F: Capital Improvement Plan........................................................................................

75 Hercules Parks and Recreation Facilities Master Plan | iii List of Figures
Figure 1. A neighborhood play structure at Foxboro Park 3 Figure 2. A landscaped path within Sierra Park i
Figure 3. Signage along the Refugio Valley Trail xiii
Figure 4. (left) New Urbanist development with Bayside Park at center (Opticos Design); (right) New Urbanist type residential development in Hercules (Dover, Kohl & Partners) 3 Figure 5. Hercules Neighborhood Map (City of Hercules) 4 Figure 6. The Planning Process 6
Figure 7. Snapshot of Community Involvement 7
Figure 8. A play structure at Shasta Park 10
Figure 9. Existing Parkland Classification Systems Diagram 11 Figure 10. Photographs of Refugio Valley Park. Clockwise from top left: entrance sign, open lawn, steps to tennis courts, and pond. (MIG 2022) 13
Figure 11. Photographs of community parks. Clockwise from top left: Foxboro Park lawn, Duck Pond Park basketball court, Woodfield Park softball field, Shoreline Park playground. (MIG 2022) 14 Figure 12. Photographs of neighborhood parks. Clockwise from top left: Bayside Park, Sierra Park, Beechnut Park, and Railroad Park. (MIG 2022) 15
Figure 13. (top) Refugio Valley Trail; (bottom) Bay Trail. (MIG 2022) 16 Figure 14. Recreation facilities. Clockwise from top left: Hercules Senior Center, Ohlone Community Center, Hercules Community Center, Hercules Swim Center. (MIG 2022) 20
Figure 15. (left) Hercules Senior Center (MIG); (right) Activities at the Hercules Senior Center (City of Hercules) 21 Figure 16. (left) Hanna Ranch Kidz Center outdoor area; (right) Lupine Kidz Center classroom (City of Hercules) 22 Figure 17. A childcare room at the Hanna Ranch Kidz Center. (City of Hercules) 22 Figure 18. Parkland Classifications 24
Figure 19. Horseshoe pits at Duck Pond Park 30
Figure 20. City of Hercules in relation to San Pablo Bay (Google) 31 Figure 21. City of Hercules Planning Context (Google) 32 Figure 22. Age Demographics 33
Figure 23. Race Demographics 33
Figure 24. Hispanic or Latino Demographics 33
Figure 25. Project website banner (ZenCity) 35
Figure 26. Social media post to advertise the online questionnaire (City of Hercules) 35 Figure 27. Feedback was received in-person at pop-up events and through virtual workshops (MIG 2023) 36 Figure 28. Survey results for "How important are parks, recreation, and trails to making Hercules a great place to live, work, or play?" 37
Figure 29. Survey results for "Do you use any of the trails in Hercules?" 38 Figure 30. Survey results to "What improvements would you like to see to the City's indoor recreation and community facilities?" 38
Figure 31. Accessible restrooms at Duck Pond Park 40
Figure 32. Park Service and Gaps within a 0.5-mile (approx. 10-minute walk) 46 Figure 33. Level of Service (LOS) Comparison Graphic 52 Figure 34. Distribution of Major Facilities, by type 54 Figure 35. Distribution of Active Recreation Facilities 56 Figure 36. “Which of the following funding priorities and policy directions are most important to you and your family?” 58
Figure 37. Shoreline Park offers ample lawn space and views of the bay 68 Figure 38. Planned Sites in the Waterfront District (reference map) 71 Figure 39. Proposed Park and Trail Connectivity Map 74
76 Hercules Parks and Recreation Facilities Master Plan | iv Figure 40. A majestic older tree provides shade at Ohlone Park 166 Figure 41. Park System Capital Costs Allocation by Classification 167 Figure 42. Survey Response to question about Funding Priorities 169 Figure 43. Survey Response to question about Preferred Geographic Distribution of Improvements 170 Figure 44. Project Assessment Process for Future Projects 177 Figure 45 (right). FY 2023-24 City Expenditures by Program. (City of Hercules) 178 Figure 46. Hercules General Fund Allocations to Parks and Recreation. (City of Hercules) 179 Figure 47. Four Steps to Begin Implementation 185
Figure C-1. Plan process graphic with highlighted engagement phase C-2 Figure C-2. The project website homepage C-4
Figure C-3. Instagram post for the questionnaire C-5
Figure C-4. Social Media promotion for the Pop-Up Events C-6 Figure C-5. The booth set up for the Pop-Up Event at the Exchange C-8 Figure C-6. A Pop-Up Event at the Hercules Senior Center on Feb 14 C-8 Figure C-7. A Pop-Up Event at the Hercules Community Center on Feb 15 C-8 Figure C-8. A Pop-Up Event at the Hercules Community Center on Feb 23 C-9 Figure C-9. Dots depicting people’s self-reported favorite parks in Hercules C-9 Figure C-10. Image of staff giving the open house presentation C-10 Figure C-11. Post-It Note comments from the open house C-11 Figure C-12. (left) Resident speaking with Vice Mayor Romero during the open house; (right) Parks and Recreation Director Christopher Roke in conversation with residents at the open house C-11 Figure C-13. City Manager Dante Hall speaking with Councilmember Chris Kelley during the open house C-12 Figure C-14. City staff providing opening remarks during the open house C-12 Figure C-15. Screenshot of Mayor Alex Walker-Griffin providing opening remarks for the virtual event C14 Figure C-16. Question 1: "How important are parks, recreation, and trails to making Hercules a great place to live, work, or play?” C-16
Figure C-17. Question 3: "Thinking of the parks you visit, what would make them even better for you and your family?” C-17
Figure C-18. Pop-up park rating poster with feedback C-18 Figure C-19. Question 4: “How would you rate Hercules on each of the following items?” C-19 Figure C-20. Question 5: "Which park do you visit most frequently in Hercules (list one)?" C-20 Figure C-21. Pop-up poster response to: “Put a sticker on your three favorite elements you could envision being a part of Hercules’ Park System.” C-21
Figure C-22. Open House Post-It Note activity C-22
Figure C-23. Question 11: "What area needs a greater variety or better recreation opportunities?” C-23 Figure C-24. Question 13: "Do you use any of the trails in Hercules?" C-24 Figure C-25. Question 6: "Which recreation centers, buildings, and pools provided by the City of Hercules have you or your family members visited in the last year?” C-26 Figure C-26. Question 7: "What improvements would you like to see to the City’s indoor recreation and community facilities?" C-26
Figure C-27. Question 16: “What types of programs and events should be added or expanded in Hercules?” C-27 Figure C-28. Question 18, “Which of the following funding priorities and policy directions are most important to you and your family?” C-29
Figure C-29. Question 19: "What are the highest priority projects from the following list? (Rank your priorities from 1 to 4, with 1 being the highest priority)” C-29
Figure E-1: Plan process graphic calling out the "Recommendations and Prioritization” phase E-2 Figure E-2: Social media posts during August 2023 to promote prioritization survey E-3 Figure E-3: Survey Response to “Money is tight; How much would you give to each of the following project types? You have $100 to spend. E-5
Figure E-4: Survey Response to “What is more important? Concentrate on a few projects in major parks or concentrate on smaller projects in more locations?” E-6 Figure E-5: Survey Response to “What activities need the most immediate support? (choose up to 4)” E-7 77 Hercules Parks and Recreation Facilities Master Plan | v Figure E-6: Survey Response to “What is your relationship with the City of Hercules? (check all that apply) (n=207)” E-9
Figure E-7: Survey Response to “What part of Hercules do you live in? (n=129)” E-9 Figure E-8: Survey Response to “Do you have children under the age of 18 living in your home?” E-10 Figure E-9: Survey Response to “How do you describe your race or ethnicity? (n=141)” E-10 Figure E-10: Survey Response to “What is your identified gender? (n=134)” E-10 Figure E-11: Survey Response to “What is your age? (n=141)” E-11 Figure E-12: Survey Response to “What is the primary language spoken at home (n=141)” E-11 Figure E-13: Survey Response to “What other languages are spoken at home? (n=23)” E-11 List of Tables
Table 1. 2024 Parkland Classifications 12
Table 2. City-provided Recreation Facilities and Amenities Inventory Summary 18 Table 3. City-Operated Recreation Facilities 20
Table 4: Park and Recreation Resources by Other Providers 23 Table 5. Park Site Average Score Key 27
Table 6. Park Condition Asset Scores 27
Table 7. Population and Growth Rates 32
Table 8. Public Engagement Activities 34
Table 9. Developed Parkland and Open Space LOS and Needs 50 Table 10. Existing Facility LOS and Comparison to Similar-Sized Communities 59 Table 11. Hercules Program Service Areas and Locations where offered 62 Table 12. Parks Recommendations Summary 72
Table 13. Greenways and Trails Recommendations Summary (See Proposed Trail Connectivity Map) 73 Table 14. Major Recreation Facilities Recommendations Summary. (Note: This table is to be considered in coordination with recommendations from the forthcoming Building Facilities Assessment.) 76 Table 15. Maintenance Action Categories 163
Table 16. Maintenance Recommendations per Site 164
Table A-1: City of Hercules Parks, Trails and Recreation Facilities Inventory A-2 Table A-2: City of Hercules Major Facilities Inventory A-3 Table B-1: Park Condition Asset Score Key (5-point scale) B-3 Table B-2: Park Site Average Score Key B-4
Table B-3: Park Condition Asset Scores B-4
Table B-4: Parks That Support (or Potentially Support) Organized Sports Recreation B-7 Table B-5: Park Experience Score Key (4-point scale) B-8 Table B-6: Park Experience Average Score B-8
Table B-7: Park-wide Experience Scores B-9
Table C-1: Engagement Tools and Activities C-3
Table D-1: Features Menu D-2
Table E-1: Prioritization Activities E-4
Table F-1: Parks and Facilities Capital Improvement Plan F-3 78 Hercules Parks and Recreation Facilities Master Plan | vi This page intentionally left blank.
79 Hercules Parks and Recreation Facilities Master Plan | vii Executive Summary
The City of Hercules is growing and maturing. To serve the community, the City has developed its first-ever Parks and Recreation Facilities Master Plan (Master Plan). The community-driven Master Plan is the culmination of the significant collaborative effort among City staff, City Council, the project Steering Committee, community leaders, stakeholders, and residents to determine how best to invest in Hercules’ parks, facilities, and trails. This investment is guided by the community’s love and enthusiasm for places that support Hercules’ identity. The Master Plan provides a framework to guide the City in setting priorities and making decisions about the provision of parks, recreation facilities, trails, open space, and natural areas over the next 10 years, with particular focus on projects to be addressed in a 5-year action plan.

The Future of Parks and Recreation
The Hercules community is invested
in the future of the City and has a
clear vision for parks and recreation.

The projects identified in this
document are based upon the needs,
desires, and ideas identified by the
community over a year-long public
engagement process. The process
involved a variety of activities
designed to stimulate participants’
thinking about needs, preferences,
and new ideas. Throughout the
planning process, a variety of public
engagement activities were
conducted to ensure diverse voices
could contribute to the development
of the Master Plan. Engagement
activities were both online and inperson, ranging from questionnaires to workshops to pop-up events. A project website provided updates and a repository of relevant documents. Additionally, advisory groups were regularly involved to provide guidance, direction, and local insight. In total, over 1,000 people weighed in to shape the Master Plan goals.
986 participants helped identify park
needs
213 participants helped identify project
priorities
12 in-person or online activities and events
informed the Master Plan
3 Steering Committee meetings provided
direction at key points in the process
2 City Council updates to review progress
Ongoing Project Leadership Team
meetings
80 Hercules Parks and Recreation Facilities Master Plan | viii The Master Plan will strive to meet the following goals for parks and recreation facilities:
1 Serve all ages and abilities through recreation opportunities for children, youth, adults, and older adults of all abilities and interests. An emphasis on addressing the needs of teens in the park system is needed. 2 Provide an accessible and equitable system by restoring, enhancing, and developing parks and facilities that meet the Americans with Disabilities Act (ADA) requirements and by providing parks so that all residents live within a 10- minute walking distance of recreation opportunities.
3 Create an interconnected trail system through new and existing multi-use and off-street trails to better connect the city to its park system, connect east and west Hercules, and improve access to open space and the waterfront. 4 Improve and restore existing parks in Hercules. Address deferred maintenance and repair facilities that are highly utilized by the public. 5 Increase the variety of active recreation opportunities in the park system through the addition and restoration of multipurpose fields, sport courts, bocce, pickleball, tennis, trail connections, and challenge features. 6 Support and expand local collaboration by leveraging resources through strategic and deliberate partnerships to provide community-supported parks, programs, events, and services.
7 Create a strong local identity by providing parks, recreation facilities, gathering spaces, events, and programs that reflect, protect, or enhance Hercules’ cultural diversity and environmental context.

Priorities and Key Needs
The Master Plan outlines a clear path forward with guidance to steer future investments and actions. Recommendations address needs and thematic priorities identified during the planning process.
• Safe, family friendly places
• Updated park features and amenities
• Convenient, accessible system
• Variety of features in developed parks
• More sports fields and courts
• Connected pedestrian and bicycle network
• Flexible indoor programming space
81 Hercules Parks and Recreation Facilities Master Plan | ix The Proposed System
The Master Plan recommends improvements to all existing parks as well as addressing improvements to planned waterfront parks and identifying sites for new parks and trail connections. The envisioned future system will include many different improvements that respond to community needs. This includes the following different types of projects:
• Develop. Includes land acquisition, site master planning, design concepts/feasibility studies, and construction for new sites. This recommendation also includes working with developers where the City has a vested interest in ensuring the park remains publicly accessible.
• Restore. Restore existing park features, landscaping, and site amenities that are damaged, worn or at the end of their lifecycles. These represent larger repairs or a ‘one for one’ replacement in the same developed footprint. • Enhance. Provide enhancements at existing parks with the addition of new, expanded or upgraded park features to expand park capacity and use.

The future system also addresses major recreation facilities. The recommended project types (develop, renovate, reprogram, trade, and continue) should be considered alongside the parallel Facilities Assessment process (to be completed in 2024) that addresses the City’s recreation buildings.

The Master Plan includes far more projects than the City will complete in the next ten years. As a point of reference, it could cost approximately $50 million to implement all recommended capital projects in this Master Plan, along with an additional $1 million annually to maintain all sites after improvements are made. A 5-year action plan identifies a focused set of actionable projects that can deliver on the Master Plan goals and aligns with potential funding and grant opportunities.

Community Prioritization
The prioritization phase of the Master Plan asked the community to weigh in on what project types are the most important. An online questionnaire, an in-person activity, and input from City Council identified the following priorities:
• Focus on existing sites and addressing gaps in the trail system to better connect Hercules.
• Concentrate efforts at some of Hercules’ larger, aging parks that will provide visible results to the community.
• Provide improvements that serve everyone (safety and restrooms) alongside major investment in active recreation, fields, courts, and play. • Implement select small projects that are low effort and cost and make a large impact.
82 Hercules Parks and Recreation Facilities Master Plan | x Action Plan
The community prioritization efforted helped identify priority projects at eight sites:
• Beechnut Park
o Repurpose paved lot into active area for youth
o Update park entry and access
o Revegetate denuded areas
• Foxboro Park
o Replace aging playground equipment and safety surfacing o Renovate basketball courts’ surfacing and striping
• Frog Pad Park
o Repair and refinish gazebo shade structure
• Refugio Valley Park and Tennis Courts
o Initiate a site master plan or design development process to ensure nearterm projects consider space requirements and needs of mid- and long-term projects
o Dredge pond and naturalize edge to improve pond health and aesthetics o Provide shade structures where trees have been removed o Renovate connecting circulation system at tennis courts o Remove trees around the tennis courts
• Shoreline Park
o Add identification sign
o Replace drinking fountain
• Woodfield Park
o Initiate a site master plan or design development process to ensure nearterm projects consider space requirements and needs of mid- and long-term projects
o Renovate the two existing basketball courts
o Renovate the tennis courts
o Replace the restroom
o Remove pines surrounding tennis courts
o Provide an accessible route between restroom, field, courts, playground, picnic areas, and street parking
• Bay Trail
o Crack and seal the existing Bay Trail
• Sycamore Avenue Trail
o Construct a 2800’ lineal foot multiuse trail along Sycamore Avenue between Willow Avenue and Refugio Valley Road
83 Hercules Parks and Recreation Facilities Master Plan | xi Moving Forward
This Master Plan provides the information and tools to make strategic decisions about park investments moving forward. City staff will integrate this information into annual workplans and budgeting by taking the first four steps towards implementation:

Develop Funding Strategies: City staff, together with City Council, will consider options to increase impact fees, maximize existing funds, and add new funding sources. The City will continue to discuss projects with potential partners to determine where these invested stakeholders may be willing to support key projects.

Finalize and Sequence Projects: The City will begin to sequence projects in the 5-Year Action Plan to be completed each year.

Plan and Design Large Projects: Some larger sites, including Woodfield Park and Refugio Valley Park and Tennis Courts, will need additional design guidance before proceeding with development. Additional community feedback may be solicited.

Begin Construction: With this information, the City will be ready to improve parks to enhance recreation opportunities and the quality of life of residents across Hercules.

To implement the Master Plan, City staff will need the continued support of residents, businesses, stakeholders, the City Council, and community leaders to support this investment. Working together, we can create the high-quality park and recreation system we envision for the future.
84 Hercules Parks and Recreation Facilities Master Plan | xii This page intentionally left blank.
85 Hercules Parks and Recreation Facilities Master Plan | xiii Figure 3. Signage along the Refugio Valley Trail
86 Chapter 1. Introduction | 1
Chapter 1. Introduction
Nestled along the shores of San Pablo Bay, the City of Hercules stands as a testament to harmonious urban planning and a commitment to preserving the natural environment.

Central to this ethos is the City’s park and trail system, totaling thirteen parks, two primary multi-use trail corridors, and five recreation facilities, which are woven into the fabric of the community. Open space is another major public asset contributing to community wellbeing. Combining scenic beauty, recreational opportunities, and communal spaces, these parks, trails, and recreation facilities embody the City's dedication to fostering a highquality of life for its residents.

In light of growing interest in public health, population growth, waterfront redevelopment, and renewed appreciation for connections to nature, City parks have emerged as invaluable sanctuaries for residents, visitors and workers. These pockets of natural respite not only support community aesthetics and character, but also contribute to the physical, emotional, and social well-being of residents.

Purpose
Like park agencies in many California cities, Hercules’ Parks & Recreation Department is faced with improvement and operational needs that outpace its financial and staff resources. As the city grows, enhancements and improvements to the park system are needed; as facilities age, maintenance and capital investments are needed; and as recreation trends shift, new facilities and designs are necessary to reflect the needs and desires of the community.

In response, the City of Hercules (the City) has developed its first-ever Parks and Recreation Facilities Master Plan (Master Plan). This Master Plan is a long-term plan that will identify community needs and priorities for the City’s park system. It will help the City strategically allocate resources and leverage grant opportunities to maintain, improve, enhance, and selectively expand the park system over the next 10 years. 87 Chapter 1. Introduction | 2
Vision
The Parks and Recreation Facilities Master Plan is in alignment with the City’s vision for the future. Parks and public facilities are to be well-maintained, and the action items identified in this Master Plan place a focus on reinvestment in the City’s existing parks. Opportunities to enhance and expand trails are also identified, since an interconnected park, facility, and trails network will be the future building blocks for improving the public’s well-being and improving safety and connectivity of the public realm.

Goals
During community outreach and engagement activities in 2023, a series of goals were identified that shaped development of the parks master plan. The master plan will strive to meet the following goals for parks, trails, recreation facilities and open space:

1. Serve all ages and abilities through recreation opportunities for children, youth, adults, and older adults of all abilities and interests. An emphasis on addressing the needs of teens in the park system is needed.

2. Provide an accessible and equitable system by restoring, enhancing, and developing parks and facilities that meet the Americans with Disabilities Act (ADA) requirements and by providing parks so that all residents live within a 10-minute walking distance of recreation opportunities.

3. Create an interconnected trail system through new and existing multi-use and off-street trails to better connect the city to its park system, connect east and west Hercules, and improve access to open space and the waterfront.

4. Improve and restore existing parks in Hercules. Address deferred maintenance and repair facilities that are highly utilized by the public.

5. Increase the variety of active recreation opportunities in the park system through the addition and restoration of multipurpose fields, sport courts, bocce, pickleball, tennis, trail connections, and challenge features.

6. Support and expand local collaboration by leveraging resources through strategic and deliberate partnerships to provide community-supported parks, programs, events, and services.

7. Create a strong local identity by providing parks, recreation facilities, gathering spaces, events, and programs that reflect, protect, or enhance Hercules’ cultural diversity and environmental context.

Vision Statement of the City of Hercules: “The City of Hercules is a richly diverse community, serving as a major transportation hub and a prime destination for the Bay Area. It is built on a sound economic and physical infrastructure, and its residents enjoy public safety, security, wellmaintained parks, streets, and public facilities. We conduct our work in an atmosphere of trust and respect. We constantly look for better ways to deliver services and always strive for excellence.” 88 Chapter 1. Introduction | 3
Planning Context
A Changing City
The City of Hercules has a long and unique history. In 1879, California Powder Works (CPW) built a manufacturing plant that first made dynamite, and later TNT, an explosive compound used for military, industrial, and mining applications. When the plant ceased operations in the late 1970s, the land and several historic buildings along the waterfront were left underutilized/vacant. Additional land around the dynamite plant, originally set aside as a safety precaution, was sold in 1974 and developed into a large residential area.

During the 1970s and 1980s, Hercules experienced significant residential growth, spurring complimentary retail, school, and park development.

In the early 2000s, the City of Hercules embarked on a new vision aimed at reconnecting neighborhoods and unifying the community. The vision, termed the Central Hercules Plan, aimed to create more walkable and connected neighborhoods with distinct cultural and aesthetic characteristics, as well as jumpstart investment and economic development in the city’s core.

A defining result of the plan was Hercules’ leap into ‘new urbanism’, which prioritizes human-scale design such as walkable streets, close proximity of housing and retail, and public park and gathering spaces. Parks, which were designed and built by the developer and later ceded to the City, are generally smaller in size but are close to adjacent housing.

The Central and Waterfront neighborhoods are examples of the new urbanist approach to Hercules’ urban design.

Figure 4. (left) New Urbanist development with Bayside Park at center (Opticos Design); (right) New Urbanist type residential development in Hercules (Dover, Kohl & Partners)

89 Chapter 1. Introduction | 4
Figure 5. Hercules Neighborhood Map (City of Hercules)
Twenty years after the Central Hercules Plan originated, the city continues to grow. New developments as of 2023 include residential and mixed-use projects as well as hospitality and retail sites. The City is also pursuing wetland preservation and open space restoration projects along Refugio Creek.

The Hercules waterfront area is another key site of transformation, anticipated as a transitoriented, neighborhood mixed-use project, called the ‘Hercules Hub’. The Hub is envisioned to create a regional, state-of-the-art housing and transportation community on the waterfront overlooking San Pablo Bay. The Hub is intended to connect thousands of singlefamily and multi-family housing units with a new Amtrak train stop along the Capitol Corridor on Bayfront Boulevard, which includes a multi-modal transit hub where bicycle and pedestrian multi-use trails, bus routes, carpool options, and ferry service come together.

Another citywide initiative is focused on improving sustainability measures, as prompted by California SB 32. The State of California has set ambitious greenhouse gas emissions targets for the next 30 years, prompting the City of Hercules to take deliberate action to reduce emissions, including considering developing a Climate Action Plan, appointing a Sustainability Task Force advisory body, joining a Community Choice Energy provider for clean energy, and addressing vehicle emissions through electric vehicle (EV) options and incentives. Aligning with the State on sustainability goals would help the City secure funding for projects to improve quality of life within its communities. With regard to the park system master plan, these initiatives point toward a shared vision of a more environmentally-resilient city through greening, holistic citywide planning, and public health.
90 Chapter 1. Introduction | 5
Related Planning Efforts and Documents
Concurrent with the Master Plan, several other planning and development documents are in place to guide the City of Hercules. For best outcomes, the Master Plan has considered these concurrent plans, including but not limited to the following:
 Building Facilities Assessment (2023-2024)
Currently ongoing and assumed to be complete in Spring 2024, the Hercules Building Facilities Assessment will provide a systems evaluation for the City’s facilities and recommendations based on that evaluation.
 General Plan Open Space / Conservation Element (1998, Amended 2015) The Open Space / Conservation Element of the Hercules General Plan was adopted in 1998 and amended in 2015. The Element highlights the vital role parks, open spaces, and natural resources play in providing a high quality of life and contributing to the overall character of the region. The Element provides direction for land use decisions consistent with the goals, objectives, and policies of the Land Use Element, as well as addresses management of these spaces. Existing parkland classifications are identified in the Element. Levels of service for neighborhood parks, community parks and open space were articulated in the 2015 amendment (but have been updated in this Master Plan).
 General Plan Housing Element Update (2023-31)
The City of Hercules is revising its Housing Element for 2023-31 as required by State law. Its current Housing Element was adopted in 2015, with the update expected to be found compliant by the California Department of Housing and Community Development (HCD) in the spring of 2023.
 Beechnut Mini Park Rehabilitation Master Plan
Beechnut Mini Park is currently in the process of a future park renovation. The project is funded by a Proposition 68, Local Park Rehabilitation Grant and remaining Measure WW East Bay Regional Park District funds. It is expected to be completed by the end of fiscal year 2024/2025.
 Refugio Valley Park and Ohlone Park Tree Assessment
In 2023, the City of Hercules began assessing trees in two parks for removal. This assessment included evaluating potentially hazardous eucalyptus trees at Refugio Valley Park and Ohlone Park.
91 Chapter 1. Introduction | 6
Planning Process
Overview
The four-phased Master Plan process began in Fall 2022. It involved data collection and community feedback, technical analyses, comparative research, identification of opportunities, planning-level costing, public surveys, and plan development. Throughout the entire process, communication and collaboration with the public and advisory bodies ensured the Master Plan best reflected the needs of the Hercules community.

Figure 6. The Planning Process
92 Chapter 1. Introduction | 7
Public Engagement and Advisory Groups
Throughout the planning process, a variety of public engagement activities were conducted to ensure diverse voices could contribute to the development of the Master Plan.

Engagement activities were both online and in-person, ranging from questionnaires to workshops to pop-up events. A project website provided updates and a repository of relevant documents. Additionally, advisory groups were regularly involved to provide guidance, direction, and local insight.

Figure 7. Snapshot of Community Involvement
Project Advisory Groups
• Project Leadership Team (PLT)
• Steering Committee
• Joint Commission (all members of the Community and Library Services Commission and Planning Commission)
• City Council
Public Engagement Activities
• Online questionnaires
• Pop-up events (indoors and outdoors)
• Community open house
• Virtual community workshop on park needs
• In-person prioritization workshop with the project Steering Committee Project Information and Communication
• Project website
• Social media posts
• Posters, dot voting, flyers
More information on advisory groups, public engagement activities, and key themes can be found in Chapter 3. The Hercules Community, as well as Appendix C: Park Needs and Priorities Engagement Summary and Appendix E: Prioritization Engagement Findings. 93 Chapter 1. Introduction | 8
Plan Organization
The Parks and Recreation Facilities Master Plan is organized into six chapters, with support documentation in the appendices.

Chapters
• Chapter 1. Introduction provides an overview of the Master Plan, including its purpose, goals, timeline, development process, and relation to concurrent plans. • Chapter 2. Existing Parks, Facilities, and Trails describes the current park and recreation system in relation to location, counts, and condition assessment. • Chapter 3. The Hercules Community showcases the planning area, demographics of Hercules’ residents, and current and projected populations. Chapter 3 also covers the various community outreach and engagement activities conducted as part of this planning process, and the key themes that emerged from engagement. • Chapter 4. Park System Needs discusses systemwide needs based on community feedback, evolving trends, identified park-deficient neighborhoods, trail gaps, and insufficient programming and recreational services.
• Chapter 5. Recommendations offers recommendations related to design, planning, management, and investment. Recommendations are grouped as systemwide, site-specific, and operations.
• Chapter 6. Action Plan summarizes capital improvement projects, prioritization criteria, the 10-year action plan for implementation, and planning-level funding strategies for implementation.

Appendices
• Appendix A: City of Hercules Parks, Trails, and Recreation Facility Inventory summarizes the inventory of park land and recreation facilities within the city. • Appendix B: Park Condition Assessment provides detail on the assessment methodology and results.
• Appendix C: Park Needs and Priorities Engagement Summary highlights what the community identified as needs and opportunities in its park system during the second phase of the project.
• Appendix D: Potential Improvement Costs shows a menu of cost estimates for individual park and recreational features to use as a resource in the City’s annual budgeting process.
• Appendix E: Prioritization Engagement Findings summarizes feedback from the online prioritization questionnaire and input received from the Steering Committee. • Appendix F: Capital Improvement Plan presents all capital projects by site, their order-of-magnitude capital and maintenance costs, a proposed timeframe and urgency for completion, and the Master Plan goals that each project achieves. 94 Chapter 1. Introduction | 9
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95 Chapter 1. Introduction | 10

Figure 8. A play structure at Shasta Park
96 Chapter 2. Existing Parks, Trails, and Facilities | 11 Chapter 2. Existing Parks, Trails, and Facilities
The City of Hercules has a variety of parks, trails, and facilities that provide recreation opportunities to the community. This chapter describes the existing park system including the park classifications and facility definitions that are referenced in this Master Plan.

Classifications
Cities use function-based park classification systems to describe the types of parkland and recreation spaces in their inventory and to plan for future needs. The classification system explains how each site functions with the park and recreation system, what types of facilities and recreation opportunities it provides, and who (or what area) the site is intended to serve.

This Master Plan introduces a refined classification system consisting of five categories of City sites: citywide parks, community parks, neighborhood parks, greenways and trails, and recreation facilities. For simplicity, this acreage is referred to as parkland.

This parkland classification system merges two separate classification systems used by the City of Hercules as set out in the City’s General Plan Open Space/Conservation Element and the City’s Landscape and Lighting Assessment Districts (LLADs). LLADs are a type of funding district used to maintain parks in Hercules.

Figure 9. Existing Parkland Classification Systems Diagram

HERCULES PARKS AND

RECREATION FACILITIES

MASTER PLAN

CLASSIFICATIONS

GENERAL PLAN OPEN SPACE
/ CONSERVATION ELEMENT
- Community Parks
- Neighborhood Parks
- Mini Parks
- Open Space
- Trails

LANDSCAPE AND LIGHTING

ASSESSMENT DISTRICTS
- City Facilities
- Citywide Parks
- Neighborhood Parks
- Refugio Valley Linear Park
97 Chapter 2. Existing Parks, Trails, and Facilities | 12 Given the focus of the Master Plan on parks, trails, and recreation facilities, the proposed classification system establishes a clearer hierarchy for all park and recreation sites based on the site uses and areas that sites are intended to serve. The proposed classification system also better reflects widely used national standards used to describe parkland. An inventory of parkland sites, including their classifications, is provided in Appendix A, Table A1: City of Hercules Parks, Trails, and Recreation Facility Inventory. Classification definitions and parks (or facilities) within each classification are noted on the next page.

Parkland
The City of Hercules has a total of 13 parks, 4 trail corridors, and 5 recreation facilities covering nearly 110 acres (Table 1). A full inventory is provided in Appendix A, Table A-1: City of Hercules Parks, Trails, and Recreation Facility Inventory.

The City also owns nearly 1,360 acres of open space (including Franklin Canyon). Open space is protected greenspace, but unlike parks, this land was not set aside to address recreation needs. While open space was not a focus of the Master Plan, it is accounted for in the parkland level of service (LOS) calculations (see Chapter 4) and included in some recommendations (see Chapter 5).

Table 1. 2024 Parkland Classifications

PROPOSED PARK CLASSIFICATION NUMBER OF SITES TOTAL ACREAGE Citywide Parks 1 12.7
Community Parks 6 37.4
Neighborhood Parks 6 7.9
Greenways and Trails 4 40.9
Recreation Facilities1 5 10.7
TOTAL 22 109.6

1. The Foxboro Community Center is located within Foxboro Park. The City counts the facility within Recreation Facilities, but it counts the acreage and outdoor amenities within Community Parks. 98 Chapter 2. Existing Parks, Trails, and Facilities | 13 CITYWIDE PARKS | 1 site totaling 12.7 acres
Citywide Parks are Hercules’ largest park type. They provide significant greenspace and a variety of unique recreation facilities or cultural venues that serve as citywide destinations, attracting users from across the city and beyond. Facilities and amenities at citywide parks are the most extensive, and include elements such as off-street parking, expansive gathering spaces, larger restrooms, destination play, sport courts, and other specialized features.
• Refugio Valley Park
Figure 10. Photographs of Refugio Valley Park. Clockwise from top left: entrance sign, open lawn, steps to tennis courts, and pond. (MIG 2022)
99 Chapter 2. Existing Parks, Trails, and Facilities | 14 COMMUNITY PARKS | 6 sites totaling 37.4 acres
Community Parks are mid-size parks, typically 3 -10 acres in size, that serve several neighborhoods. They support active and passive recreation, programming, and group gatherings with playgrounds, picnic areas, and sports fields. Some include major facilities such as community centers. Shoreline Park is included as a community park despite its smaller size (2.6 acres) given its unique location along San Pablo Bay, access to the Bay Trail, and a design that allows for larger gatherings. These sites are accessible by walking, biking, and driving, with amenities such as on- or off-street parking and restrooms. • Duck Pond Park
• Foxboro Park
• Hanna Ranch Park
• Shoreline Park
• Woodfield Park
• Ohlone Park (includes dog park but
excludes the Ohlone Community
Center which is considered a standalone facility)
Figure 11. Photographs of community parks. Clockwise from top left: Foxboro Park lawn, Duck Pond Park basketball court, Woodfield Park softball field, Shoreline Park playground. (MIG 2022) 100
Chapter 2. Existing Parks, Trails, and Facilities | 15
NEIGHBORHOOD PARKS | 6 sites totaling 7.9 acres
Neighborhood Parks are small parks, typically less than one acre in size, that support a mix of play, picnicking, and leisure activities for residents that live within walking or biking distance. Typical facilities include playgrounds, group picnic areas and open lawn areas.

Note: Some sites with additional natural open space may be larger, such as Beechnut Park. • Bayside Park
• Beechnut Park
• Frog Pad Park
• Railroad Park
• Shasta Park
• Sierra Park
Figure 12. Photographs of neighborhood parks. Clockwise from top left: Bayside Park, Sierra Park, Beechnut Park, and Railroad Park. (MIG 2022)
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Chapter 2. Existing Parks, Trails, and Facilities | 16
GREENWAYS AND TRAILS | 4 sites totaling 40.9 acres
Greenways and trails are typically single-purpose linear features not located within parks of other types. They serve to link destinations in the community and may extend beyond Hercules and connect to surrounding cities and regional trail systems. The two main City trails are the Refugio Valley Trail and the Bay Trail, with other local trails and other open space trails as additional paved and unpaved connectors. • Refugio Valley Trail
• Bay Trail
• Other Local Trails (paved)
• Open Space Trails (unpaved)
Figure 13. (top) Refugio Valley Trail; (bottom) Bay Trail. (MIG 2022) 102
Chapter 2. Existing Parks, Trails, and Facilities | 17
RECREATION FACILITIES | 5 sites totaling 10.7 acres
Five standalone recreation facilities serve the community. These include:
• Foxboro Community Center
• Hercules Community Center & Swim Center
• Hercules Senior Center
• Ohlone Community Center
• Teen Center
The Foxboro Community Center is located in Foxboro Park. The City counts the facility within this classification, but it counts the acreage and outdoor amenities within Community Parks. The Ohlone Community Center stands adjacent to Ohlone Park. The City counts the facility and acreage within this classification. 103
Chapter 2. Existing Parks, Trails, and Facilities | 18
Facilities and Amenities
Hercules’ parks provide a variety of parks and recreation facilities and amenities to support healthy and active living, as well as visitor comfort and safety within park spaces. A full inventory is provided in Appendix A, Table A-1: City of Hercules Parks, Trails, and Recreation Facility Inventory.

Park Facilities
Facilities are structures or equipment that provide recreation opportunities in parks. These facilities are frequently broken into four subcategories:
• Athletic/Sports Facilities, e.g., sports fields, sports courts, and tracks. • Outdoor Recreation Facilities, e.g., playgrounds, picnic areas, outdoor fitness equipment, skate parks, fishing spots, dog parks, and community gardens. • Major/Specialized Facilities, e.g., amphitheaters, recreation and community centers, senior centers, teen centers, and swimming pools. These are referred to as “major facilities” because they require a greater investment in staffing, maintenance, operations, and programming.
• Trails/Natural Features, e.g., trails, trailheads, ponds, wildlife viewing platforms.

Park Amenities
The support features that facilitate the comfort, functionality, and use of parks are called amenities. These include elements such as restrooms, parking lots, trash receptacles, benches, picnic tables, barbecues, lighting, bike racks, drinking fountains, art, and signage.

Table 2 summarizes City-provided park facilities and amenities.

Table 2. City-provided Recreation Facilities and Amenities Inventory Summary

ATHLETIC / SPORTS FACILITIES COUNT
Baseball or Softball Field 2
Soccer Field 4
Basketball Court 3.5
Tennis Court 8
Bocce Court 2
Other Court (Tennis Practice Wall) 1

OUTDOOR RECREATION FACILITIES COUNT
Exercise Equipment 20
Open Lawn Area 12
Community Garden 1
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Chapter 2. Existing Parks, Trails, and Facilities | 19
Playground (Ages 5-12) 4
Playground (Ages 2-5) 10
Picnic Area (Group) 17
Picnic Area (Single) 16
Dog Park 1
Gazebo 3
Horseshoe Pit 2

MAJOR / SPECIALIZED FACILITIES COUNT
Recreation/ Community Center 5
Senior Center 1
Swimming Pool 2
Amphitheater 1

TRAILS / NATURAL FEATURES COUNT
Trail (Bay Trail and Refugio Creek Trail) 2
Trail Head/Rest Stop 8
Walking/Jogging Path 5
Pond 2
Bridge 3
Wildlife Viewing 7

PARK AMENITIES COUNT
Art (includes plaques, murals, monuments, and sculptures) 3 Restroom (permanent) 8
Shelter or Pavilion 2
Barbeque Grills 15
Benches 80
Pet Waste Stations 6
Parking Areas (off-street) 10

OTHER COUNT
Rentable Facilities1 29
School Adjacencies 4

1 City of Hercules Facility Rentals 2023 Brochure.
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Chapter 2. Existing Parks, Trails, and Facilities | 20
Major Recreation Facilities
Table 3 summarizes the inventory of major recreation facilities. Major recreation facilities are facilities intended to act as hubs for recreation and programming for the community.

Typical spaces include indoor multi-purpose rooms for classes and conferences, gymnasiums or fitness zones, and outdoor pools. Some facilities target specific age groups such as teens or seniors. Some of these facilities are City-owned, and others are leased from another entity but operated by City staff. See Appendix A, Table A-2: City of Hercules Major Facility Inventory for additional details on the types of programmable spaces and amenities within these buildings.

Table 3. City-Operated Recreation Facilities

MAJOR RECREATION FACILITIES NUMBER OF SITES
Recreation/Community Centers (Community, Teen, and Senior Centers) 5 Aquatic Facility (Hercules Swim Center) 1
Childcare “Kidz” Centers (Recreation Afterschool Program Sites) 3 Other Programmable Sites (Library Room, VanDomselaar Room) 2 Figure 14. Recreation facilities.

Clockwise from top left:

Hercules Senior Center, Ohlone
Community Center, Hercules
Community Center, Hercules
Swim Center. (MIG 2022)
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Chapter 2. Existing Parks, Trails, and Facilities | 21
Recreation/Community Centers | 5 sites
These facilities include gymnasiums, multi-purpose rooms, classrooms, dance studios, kitchens, locker rooms, offices, swimming pools, wading pools, and outdoor decks, etc. • Foxboro Community Center
• Hercules Community Center and Swim Center
• Hercules Teen Center
• Hercules Senior Center
• Ohlone Community Center
Figure 15. (left) Hercules Senior Center (MIG); (right) Activities at the Hercules Senior Center (City of Hercules)

Recreation Afterschool Program Sites | 3 sites
Recreation afterschool program sites include three childcare centers that are associated with associated elementary schools, and features classrooms and dedicated outdoor space.
• Lupine Kidz Center
• Hanna Ranch Kidz Center
• Ohlone Kidz Center
Other Programmable Sites | 2 sites
Other programmable sites include public facilities that offer rentable/reservable space for recreation and other uses such as jazzercise, karate, blood drives, and more. • Samarrah Terrace – VanDomselaar Room
• Library (large and small conference room)
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Chapter 2. Existing Parks, Trails, and Facilities | 22
Figure 16. (left) Hanna Ranch Kidz Center outdoor area; (right) Lupine Kidz Center classroom (City of Hercules)
Figure 17. A childcare room at the Hanna Ranch Kidz Center. (City of Hercules) 108
Chapter 2. Existing Parks, Trails, and Facilities | 23
Parks and Recreation Resources from Other Providers
Residents of Hercules are further supported by other park and recreation providers, such as the West Contra Costa Unified School District (School District) and private Homeowners’ Associations (HOAs). These other providers help to fill a gap in parkland and programs and are valuable assets to the communities they serve. However, their facilities are not always open to the public nor intended to meet broader recreation needs. Therefore, they are not addressed in Master Plan recommendations.

A summary of park and recreation resources from other providers is below. For the full inventory, see Appendix A, Table A-1: City of Hercules Parks, Trails, and Recreation Facilities Inventory.

Table 4: Park and Recreation Resources by Other Providers

OTHER PROVIDER NUMBER OF SITES
School Facilities (Joint-Use Agreements) 4
Homeowner Association (HOA) Parks 4
109
0 0.25 0.5 1
Miles
Source(s): ESRI, OpenStreetMap, Google Maps. Disclaimer: Data is shown for planning purposes only and requires verification by public agencies. Permission to use parklands and trails should not be assumed. Some parklands and trails may traverse private property and their boundaries do not imply rights of public use.

The park assessment provided a 1- to 5-point rating for each evaluated park asset. Scores were based on the following definitions:
• Excellent (5 points): Asset appears new and is fully functional and in optimum working condition. Very few to no minor cosmetic defects may exist. Replacement will be required at the end of the asset’s anticipated lifecycle. • Good (4 points): Asset is currently fully functional and in good working condition.

Minor cosmetic defects may exist. A Good rating indicates that facilities and amenities are not in need of repair. Replacement will be required at the end of the asset’s anticipated lifecycle.
• Fair (3 points): Asset is currently functional but is old, worn, or in need of repairs or renovation in the short term. Surfaces, equipment, fixtures and safety features are operational and allow play, although moderate damage is evident. The asset should be considered for future repair and/or future replacement (recommended within five years).
• Poor (2 points): Asset has significant damage or has parts that are unusable. Major repairs or short-term replacement are needed to continue to be functional and/or safe (recommended within 1-2 years).
• Not Functional (1 point): Asset is either missing or has so much damage it is unsafe or inoperable. Immediate replacement, removal, or providing something different at the location is warranted.

Using this rating system, average park condition asset scores were tabulated for each park site, park type, and the park system as a whole. Average scores for each asset type across the park system were also tabulated.

Highlights of the park assessment follow. The condition assessment helped define recommendations for each site, which are presented in Chapter 5.

See Appendix B: Park Condition Assessment for full details. 111
Chapter 2. Existing Parks, Trails, and Facilities | 27
Table 5. Park Site Average Score Key
Excellent Good Fair Poor Not Functional
> 4.6 3.6 - 4.5 2.6 - 3.5 1.6 - 2.5 < 1.6
Table 6. Park Condition Asset Scores
Park or Trail Name Classification (Per
General Plan)
Total
Assets
Average Park Condition Asset
Score (across all asset types)
Beechnut Mini Park Mini 6 2.7 Fair
Railroad Park Mini 13 2.8 Fair
Woodfield Park Neighborhood 27 2.9 Fair
Refugio Valley Trail Trails and Greenways 61 3.0 Fair
Frog Pad Park Neighborhood 19 3.2 Fair
Ohlone Park Neighborhood 35 3.2 Fair
Refugio Valley Park Community 108 3.4 Fair
Foxboro Park Neighborhood 37 3.5 Fair
Hanna Ranch Park Neighborhood 32 3.5 Fair
Shoreline Park Neighborhood 36 3.7 Good
Bayside Park Mini 21 4.1 Good
Duck Pond Park Neighborhood 41 4.1 Good
Shasta Park Mini 21 4.9 Excellent
Sierra Park Mini 29 4.9 Excellent
Community Parks 108 3.4 Fair
Neighborhood Parks 227 3.4 Fair
Mini Parks 90 3.9 Good
Trails & Greenways 61 3.0 Fair
Average Park System Score 486 3.6 Good
A total of 486 park assets were evaluated. The average condition rating for parks across the park system was 3.6 (Good), but notably, on the lowest end of the range for ‘Good’ scores (3.6 - 4.5). Looking at average scores by park type, neighborhood parks in Hercules score on the high end of Fair (score of 3.4), with Mini Parks (score of 3.9) pulling the average up for the overall park system score.
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Chapter 2. Existing Parks, Trails, and Facilities | 28
Which Parks are in Fair Condition?
The following parks received scores that indicate they are generally Fair condition (score of

2.6-3.5) and will need more immediate and major repairs throughout, ideally within the next five years. These parks are on both the lower end (Beechnut Park = 2.7) and high end (Hanna Ranch and Foxboro Parks = 3.5) for ‘Fair’ scores, meaning that within this score category itself, there is variation across one park to the next. Parks in Fair condition include:
• Beechnut Park
• Railroad Park
• Woodfield Park
• Refugio Valley Trail
• Frog Pad Park
• Ohlone Park
• Refugio Valley Park
• Foxboro Park
• Hanna Ranch Park
Other Assessment Takeaways
• Play areas in older and highly utilized parks are in ‘Fair’ condition based on facility age, condition of equipment and safety surfacing, wear and tear, and accessibility issues. Their condition limits how attractive they are to park visitors. • Soccer fields and basketball courts across Hercules are in ‘Fair’ condition, which limits their appeal and use by the community. These fields and courts are critical in supporting active recreation opportunities in Hercules. • Park design and programming does not adequately reflect local identity, neighborhood character, context, and history.
• Existing asphalt multiuse trails can be improved with restoration of trailside exercise equipment and routine maintenance.
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Chapter 2. Existing Parks, Trails, and Facilities | 30
Figure 19. Horseshoe pits at Duck Pond Park
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Chapter 3. The Hercules Community | 31
Chapter 3. The Hercules Community
The Hercules community is diverse, active, and involved. A deliberate effort to involve residents in the planning process resulted in a robust engagement that informed development of recommendations in the Master Plan. This chapter provides some context and background about the Hercules community and overview of findings from public engagement. Details of this engagement phase can be found in Appendix C: Park Needs and Priorities Engagement Summary.

Planning Area
The City of Hercules is located on the northeastern shore of San Pablo Bay in western Contra Costa County, one of the nine counties comprising the San Francisco Bay Area.

Hercules is surrounded by neighboring communities such as Rodeo (north), Pinole (south), and Richmond (southwest). The city is served by two major transportation routes (Interstate 80 and State Route 4) that help connect Hercules to nearby parts of the Bay Area and inland regions, although they also act as barriers to pedestrians accessing the park system. The Union Pacific Railroad (UPRR) runs along the bayfront, impeding access to the water. The Southern Pacific Railroad (SPRR) passes through central Hercules, as well. The city is primarily suburban with an abundance of open space and trails. Its bayside location also has vacant land along the waterfront that are opportunities for future development.

Figure 20. City of Hercules in relation to San Pablo Bay (Google) 116
Chapter 3. The Hercules Community | 32
Figure 21. City of Hercules Planning Context (Google)
Hercules Community Demographics
As of 2023, the City of Hercules is home to 26,643 residents, 2 with a growth rate and an age
demographic similar to that of the wider Contra Costa County and State of California. In contrast, Hercules is more racially diverse than the wider County and the State, with notably more Black/African American residents, significantly more Asian residents, and more mixed-race residents. However, it has relatively fewer Hispanic or Latino ethnic residents than the County and State.

Table 7. Population and Growth Rates
Population Growth Rate Projections (ABAG)
2023 2033 2020-2040
Hercules City 26,643 28,488 14.14%
Contra Costa County 1,187,214 1,318,636 22.90%
Source: U.S. Census Bureau, 2017-2020 American Community Survey 5-Year Estimates, Modified and Interpolated using ABAG Growth Rate Projections 2040 for Household Population (percent change calculated for 2020-2040) to account for 10 years of growth. 2 U.S. Census Bureau, 2017-2020 American Community Survey 5-Year Estimates, 117
Chapter 3. The Hercules Community | 33
Figure 22. Age Demographics
Figure 23. Race Demographics
Figure 24. Hispanic or Latino Demographics
22%
22%
20%
62%
61%
63%
15%
17%
18%
CA State
Contra Costa County
Hercules City
Under 18 years 18 - 64 years 65+ years
27%
0% 18%
43%
1% 7%
Hercules City
10% 64%
1%
19%
1% 6%
Contra Costa County
71%
7%
2%
16%
1% 4%
CA State
40%
27%
16%
CA State
Contra Costa County
Hercules City
Hispanic or Latino Identifying
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Chapter 3. The Hercules Community | 34
Park Needs and Opportunities Community Outreach
Summary
The Master Plan process included a robust public engagement and outreach strategy, which was designed to gain a greater understanding of the community’s desires and collective vision for parks, trails, and recreation facilities. The outreach process balanced inperson meetings with online opportunities to participate that potentially could reach more people. The following section outlines public engagement efforts undertaken in Spring 2023.

Public Engagement
Between January and March 2023, the Project Leadership Team conducted in-person and online activities for community members to identify park and program priorities. Public outreach forums and engagement activities – in the form of a project website, online questionnaire, in-person pop-up events, an open house, and a community workshop – helped solicit valuable insight into the challenges and opportunities facing the park system.

Table 8. Public Engagement Activities
# ACTIVITY DATES ESTIMATED

PARTICIPANTS
1 Project Website continuous ---
2 Online Park Use, Needs, and Priorities Questionnaire January 26, 2023 – March 19, 2023
671 (489
completed)
3 Pop-up: Breakfast w/ a Badge Senior Center February 14, 2023 70 4 Pop-up: Align Basketball Community Center (Gym) February 15, 2023 50 5 Open House at Community Center (Gym) February 18, 2023 30 6 Pop-up: Swim Teams Community Center (Pool) February 23, 2023 40 7 Virtual Community Workshop: Park Use, Needs, and
Priorities March 01, 2023 34
8 Pop-up: Spring into Wellness Senior Fair March 07, 2023 40 9 Pop-up: Booth at The Exchange, Bayfront March 11, 2023 6 10 Pop-up: Drop-in Foxboro Park March 18, 2023 45
Total = 986
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Chapter 3. The Hercules Community | 35
Project Website
A project website provided updates and information, a process graphic, a timeline, a signup for notifications, discussion questions, and contained links to access items such as online questionnaires and meeting registration sign-ups.

Figure 25. Project website banner (ZenCity)
Online Questionnaire
An online questionnaire collected input on community
recreation use, needs, concerns, and preferences. The
questionnaire was open from January 26, 2023 to March
19, 2023. A total of 671 people fully or partially submitted the questionnaire.

Pop-up Events
Pop-up events were held in conjunction with other
planned events. The team hosted six (6) pop-up events to build awareness of the Master Plan and to gather
feedback from the public in a consistent and informal way that does not strain staff resources.

Figure 26. Social media post to advertise the online questionnaire (City of Hercules)
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Chapter 3. The Hercules Community | 36
Community Open House
An open house brought awareness and visibility of the project and to solicit input on park needs and priorities. Approximately 30 people attended the open house.

Virtual Community Workshop
A virtual public workshop welcomed 34 guests for an open discussion, presentation, and poll on park needs and priorities. It followed a similar format to the in-person open house to ensure a similar experience.

Figure 27. Feedback was received in-person at pop-up events and through virtual workshops (MIG 2023) 121
Chapter 3. The Hercules Community | 37
Key Findings
The public engagement activities and advisory group feedback together resulted in valuable insights that identified priorities, areas of concern, and suggestions related to Hercules’ parks and recreational facilities. Several key findings emerged from these activities. They are organized as follows:
• Parks
• Trails
• Equity and Access
• Recreation Facilities
• Programs and Events
• Funding and Policy Directions
Key findings from this engagement effort are summarized below. Additional outreach information and details associated with each of these key themes can be found in Appendix C: Park Needs and Priorities Engagement Summary. These finding helped shape Master Plan recommendation and identified the right level of service to provide for parks, facilities, and trail in Hercules.

Parks
• Parks are frequently used and show signs of overuse.
• There is an unmet need for additional recreation programming at parks. • Specialized facilities need more maintenance.
• Additional features can enrich and expand the park experience. • Parks, recreation, and trails are important to the community. • There is a need for active recreation, and youth and teen expanded programming. • Parks are viewed positively, but there is room for improvement. • Refugio Valley Park is the city’s most popular park.
• More sports fields, courts, and unique play experiences are desired.

Figure 28. Survey results for "How
important are parks, recreation, and
trails to making Hercules a great
place to live, work, or play?"
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Chapter 3. The Hercules Community | 38
Trails
• The community regularly uses and values its paved trails. • New trail connections are needed.

Figure 29. Survey results for "Do you use any of the trails in Hercules?" Equity and Access
• A range of barriers impede full use of parks in Hercules. • There is a desire to expand active recreation opportunities on the west side of town to include fields, sports courts, and all-ages challenge elements. • Youth, teens, and young adults are underserved by age-appropriate active recreation facilities in parks. The Teen Center currently is underutilized.

Recreation Facilities
• The Hercules Community Center/Swim Center is the hub for recreation services and programming.

Figure 30. Survey results to "What improvements would you like to see to the City's indoor recreation and community facilities?"
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Chapter 3. The Hercules Community | 39
Programs and Events
• There is a need to promote community gatherings and sports/fitness-focused programs and events.

Funding and Policy Direction
• Additional financial investment in parks and facilities is needed. • Many outreach particpants would like the City to invest more in sports fields, courts, and features that add diversity to the park experience. • Several people suggested that the City should expand community involvement in parks maintenance and natural resource stewardship.
• Respondents prefer that park investment focus on existing parks and facilities. 124
Chapter 3. The Hercules Community | 40
Figure 31. Accessible restrooms at Duck Pond Park
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Chapter 4. Park System Needs | 41
Chapter 4. Park System Needs
Hercules residents believe strongly that parks, the trail network, and variety of indoor and outdoor facilities and programs are important to their quality of life. Despite this, there are unmet needs in the park system. This chapter presents the findings from the technical analyses used to assess community needs for parks and recreation and identify opportunities for future improvements and enhancements.

Evolving Trends
Park and recreation needs are influenced not only by local circumstances, but also by evolving recreation, demographic, urban, and environmental trends. This context affects choices for recreation activities, as well as the design and development of parks, trails, and facilities.

In addition, the City of Hercules continues to grow in residential population and new mixed-use developments. Recent City initiatives include wetland preservation, open space restoration, waterfront mixed-use development, and transit-oriented development projects. The City is also embarking on new and improved transportation options including plans for a new multi-modal transit hub, bicycle and pedestrian pathways, bus routes, and ferry services. These urban changes will affect park and recreation services throughout the city, by providing new opportunities to expand services as well as challenges related to increased visitation and use of existing facilities.

State and National Recreation Trends
Across California and the nation, the following national trends are influencing demand for parks, recreation facilities, and programs.
• COVID Impacts on Parks: The COVID-19 pandemic affected park and facility use in many ways. After lockdowns kept people restricted to indoors for much of 2020 and early 2021, Americans returned to parks with great enthusiasm. Cities saw a dramatic increase in use of outdoor parks for health and fitness, and the appreciation of outdoor (and eventually indoor) spaces for social gatherings, events, and programs that connect families, friends, neighbors, and residents together. In addition, COVID-19 initiated an era of remote work that made lasting changes in how people use urban spaces, especially parks and downtown business areas. The hybrid mix of in-person and remote work environments has resulted in a more dispersed workforce across cities and counties. With white collar suburban residents no longer commuting for work, this increased time spent in parks and on trails in residential communities.
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Chapter 4. Park System Needs | 42
• Active Recreation and Health: Health and wellness emerged as one of the National Recreation and Park Association’s three pillars in the years before the pandemic. Post-pandemic, the focus on parks for their physical and mental health benefits increased. People value opportunities to participate in outdoor and indoor activities to support health and fitness. Cities are responding by increasing opportunities for self-directed activities such as walking and bicycling, as well as organized activities such as team sports and pickleball. This has increased demands for trails, sports courts and fields, outdoor and indoor fitness areas, gymnasiums, etc.
• Play for All Ages: While play and play structures have long been recognized as vital to the mental and physical development of young children, recreation and healthcare industries are also promoting the benefits of play for all age groups.

Programs and play spaces are being integrated to meet the “playful” needs of teens, younger and older adults, and seniors. This includes outdoor fitness equipment, nature-based play and exploration, all-ages climbing structures and tactile features, adult sports teams, low-impact group activities, challenges courses, and more. The intent is to create more planned and spontaneous opportunities for play, and to reduce stress levels, improve health, connect people socially, and learn new skills. • Outdoor Fitness Zones: Outdoor exercise stations are becoming increasingly popular amongst all age groups, but especially the older adult population. Easy and free access to simple exercise equipment promotes active recreation, physical fitness, and mental wellbeing for populations who do not wish, or cannot afford, to patronize private gymnasiums or fitness clubs. Organizations such as the World Health Organization, Centers for Disease Control and Prevention, and state health departments have highlighted the risks of inactivity on physical and mental health.

Subsequently, there are increasing funding and grant opportunities in support of outdoor fitness zones within public City spaces.
• Multi-use Trails: As cities explore creative ways to add park space and recreational opportunities, trails and pathways are seen as untapped resources for a multitude of uses and users. In most communities, trail use is among the most prevalent form of recreation participation, appealing to people of a variety of ages and cultures.

Adding amenities (such as picnic areas and fitness equipment) to existing trails promotes more diverse uses of the space. Safe designs allow for different user groups including bicyclists, families with strollers, joggers/runners, etc. all on one pathway that is separated from vehicle traffic. Improvement of trails and connectivity also helps with access to parks.
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Chapter 4. Park System Needs | 43
• Creative Partnerships for Underutilized Space: Many cities across the U.S.— especially in built-out communities—struggle with procuring enough parkland to serve their populations. This often results in a need to develop partnerships with other providers, such as local school districts or non-profit organizations, to meet needs for recreation space. Other less traditional partnerships might include longterm land leases from private owners and companies, such as repurposing underused utility corridors for low-investment recreational facilities like jogging paths, dog runs, nature-based trails, picnic sites, etc. Partnerships are not limited to land leasing, but also are good ways to support recreation programs and events.

City departments are contracting with private companies and organizations to activate their parks and recreation centers with classes and programs such as yoga, Zumba, parenting classes, etc.
• Extended Facility Hours: Another way cities are increasing their provision of parks and programs is to extend the operating hours of parks and facilities. Key to this trend is nighttime lighting and safety measures to ensure residents and park users are safe and welcome in the space. Environmentalists also advocate for appropriate nighttime lighting (color hue, intensity, on-and-off hours) to not disturb the animal species within the spaces.
• Diversity, Equity, and Inclusion and Placemaking: Cities are recognizing the longtime marginalization of certain resident populations and cultures in how parks and recreation programs have been designed, planned, and structured in the past.

They are making efforts to address these inequities and to intentionally foreground these populations in discussions of future park systems, to make parks and programs more diverse, welcoming, and inclusive. Parks and public spaces must reflect the spirit of place, and that includes the people and cultures within that place. To this aim, culturally-appropriate design as well as adaptable programming – including recreational activities, classes, and events – are increasingly being provided by city departments.
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Chapter 4. Park System Needs | 44
Parkland Needs
Spending time outdoors has immense physical, emotional, and social benefits for people.

Access to quality parks is needed to reap these benefits.

Access to Parks Within Walking Distance
To develop an equitable park system that serves all
residents, the City of Hercules analyzed the distribution of parks in relation to where people live. The overall goal is to provide a park within walking distance (1/2 mile) for every resident.

Neighborhoods that are farther than a ½ mile walking
distance from existing parks and recreation facilities are considered “unserved” gap areas. This analysis is
intended to help the City of Hercules strategize its future investment and resources to serve these gap areas and
fulfill the needs of all residents.

As seen in Figure 32, the analysis reveals that most of the city is served by City-owned parks. However, four
gap areas are identified with pink shading, indicating
residential areas that lack access to parks within walking distance.

Gap area #1, in the northwestern portion of the city, is a small zone earmarked for an approved commercialresidential mixed-use development, Hill Town. The new development is planned to d include approximately 23
acres of landscaping, walkways, and common open
space throughout the site to serve future residents here.

Additionally, there is a homeowners association park
(HOA Victoria Park) in the neighboring residential area.

Gap area #2, in the western portion of the city north of San Pablo Avenue and east of Pinole Creek, is a small
gap in a single-family low density residential area. Needs in this gap area could be met by improving access
and/or trail connections to the existing Duck Pond Park. 10-Minute Walk Assessment
and Methodology
Using ArcGIS Network
Analyst™, Figure 32 shows the
service area of each park
classified as a Neighborhood,
Community, or Citywide park,
over a basemap that also
shows schools, private parks,
planned waterfront parks, and
other existing City open space,
as well as residential areas.

The half-mile travel distance –
roughly a 10-minute walk – is
the industry standard
recommended by the National
Recreation and Park
Association and the Trust for
Public Land for providing
close-to-home parks.

The analysis takes into account
the actual routes of travel,
physical barriers (i.e., private
property, Interstate 80 and
Route 4/John Muir Parkway, as
well as the railroad tracks
through town and along the
San Pablo Bay) and logical
routing (i.e., park entrances via
roads, trails or sidewalks)
based on existing
transportation networks.
129
Chapter 4. Park System Needs | 45
Gap area #3, in the eastern part of the city, has an unserved single-family low-density residential neighborhood. Given the proximity to existing City parks – Woodfield Park and Beechnut Park – there is an opportunity to improve connections to these sites by providing pathways and cut-through trails. This would extend the service areas for these parks and thus serve this entire residential neighborhood. These connections will be challenging in terms of providing accessible routes given the topographical context in this part of Hercules.

Gap area #4 also is unserved and needs a new neighborhood park. The lack of nearby City parks and HOA parks in this area make it the most critical of all the gap areas for a new park. However, much of the area is surrounded by open space, so the residents do not lack nearby greenspace. There is a potential to create a “nature park” that provides recreation opportunities while respecting the natural resource protection goals of City open space. 130
Ohlone
Park
Park
Foxboro
Park
Hanna
Ranch Park
Railroad
Park
Beechnut
Park
Bayside
Park
Shasta
Park
Sierra
Park
San Pablo
Bay
Duck
Pond Park
Refugio
Valley Park
and Tennis
Courts
Shoreline
Park
Frog
Pad Park
Refugio Valley Trail
Pinole Creek Trail
Bay Trail
Bay Area Ridge Trail
Bay Area Ridge Trail
Ohlone
Elementary
School
Hercules
Middle/High
School
Lupine Hills
Elementary
School
Hannah Ranch
Elementary
School
Rodeo
Pinole
San Pablo Ave
John Muir Pkwy
Pheasant Dr
Refugio Valley Rd
San Pablo Ave
Redwood Dr
Lupine Rd
Falcon Way
John Muir Pkwy
Willow Ave
Sycamore Ave
80 4
Franklin
Canyon
Open Space
Hercules
Point
#4
#3
#1
#2
C
D
A
B
Basemap Features
Open Space
Trails and Bikeways
Residential Land Uses
Low Density
Residential
Medium Density
Residential
Planned Commercial
Residential Mixed Use
District
Half-Mile Walkshed to
Parks
Gap Areas ¹
City of Hercules Parks
HOA Parks
Figure 32:

Park Service and
Gaps within a
10-minute Walk
Source(s): ESRI StreetMap Premium, OpenStreetMap,
Healthy Places Index 3.0, Hercules Land Use and
0 0.25 0.5 1 Zoning PDF (2019)
Miles
¹ The numbers displayed in the map
the needs assessment.

Schools
A
B
C
D
Victoria Park
Yosemite Park
Forest Park
Unnamed Park
Parkland Provided By Others
HOA Parks
• Areas shaded green served with 1/2 mile logical
walking distance.
• Areas with letters A, B, C, D are served by HOA parks. • School partnerships can also address gaps in park
areas.
• Gap areas (#1 through #4) can be interpreted and
addressed in a variety of ways.
131
Chapter 4. Park System Needs | 48
Waterfront Development
Hercules is facing a great opportunity to enhance community livability through the redevelopment of the waterfront. In anticipation of this development and the future multimodal transit hub in Hercules, the 2008 Waterfront District Master Plan (WDMP) by Opticos Design forecasted park needs and identified design standards for the planned Waterfront District. While park and facility needs have evolved in the 15 years since this plan was adopted, the City still uses it to guide new residential development. These proposed new parks and public spaces include both public and private sites, only some of which would be managed by the City of Hercules. All proposed sites were re-evaluated as part of this planning process to determine which parks would be needed to serve nearby neighbors and which plazas should be publicly accessible to support special uses. Public parks that are anticipated to be City-operated were factored into the City’s park level of services (see section below). Proposed public parks, public spaces, and trails provided by Homeowners Associations (HOAs), the East Bay Park and Recreation District (EBPRD), and commercial entities were inventoried to determine how these sites affected park needs.

Parkland Level of Service (LOS) and Needs
While park distribution and anticipated development are both vital to ensuring equitable access to parks and recreational facilities, the amount of parkland acreage also must sufficiently serve the population. Cities with insufficient parkland may experience overcrowding of park spaces, overuse of facilities, high capital and operational costs, and unwelcoming spaces for diverse user groups. They also may not be able to offer the types of facilities desired, such as sports fields, which require more park space.

To measure the sufficiency of park acreage, cities
measure their parkland level of service (LOS) as a
ratio of acres per 1,000 residents. A higher parkland
LOS means more parkland for city residents; a lower
parkland LOS means less parkland for city residents.

The calculation does not factor in park use by
visitors from surrounding communities, which also
affects the use of Hercules parks.

Based on the current inventory and 2023 City
population, Table 9 shows the existing parkland level
of service for the City of Hercules. It distinguishes
the LOS associated with City parks, but also factors
in parks, public spaces, and trails anticipated to be
provided by Homeowners Associations (HOAs), the
East Bay Park and Recreation District (EBPRD), and
Current LOS standard: Per the
currently adopted Parkland LOS
standards, as stated in the 1998
General Plan Open Space /
Conservation Element (amended
in 2015), the level of service
standard is:
• Neighborhood Parks:

1.75 acres per 1,000 people
• Community Parks:

3.25 acres per 1,000 people
• Open Space (public and
private land):
51 acres per 1,000 people
132
Chapter 4. Park System Needs | 49
privately, such as in commercial or mixed-use development. The City’s existing LOS is 4.1 acres per 1,000 residents, or 4.2 acres per 1,000 if counting HOA parks. This is lower than the currently adopted standard of 5 acres per 1,000 residents. [Note that open space does not count toward parkland and is shown separately.]
The table also forecasts potential LOS standards for the City of Hercules, based on the forecasted population and potential park acreage to be acquired and developed by the year 2033. These standards are based on a variety of factors, including:
• Current city park acreage;
• Unserved gap areas (four in total);
• City and community goals;
• City resources and feasibility of expansions/acquisitions; • Partnership opportunities within the City’s land management coverage; • Planned and proposed future parkland and trail development; • Anticipated future residential development areas; and • Projected population growth within city boundaries.

These potential parkland standards can be used to identify parkland needs. If adopted, these new standards would guide City investment in parkland for current and future residents.

Based on these standards and forecasted needs, the potential future City parkland level of service is 4.1 acres per 1,000 people. If parks provided by others are counted, the Hercules community has access to a total of 4.6 acres per 1,000 residents This parkland LOS is lower than the lowest quartile of cities tracked through the National Recreation and Park Association (NRPA), as noted in Park Metrics data.
2023 NRPA comparison
The 2023 NRPA Park Metrics data for jurisdictions with populations of 20,000-49,999 residents indicates the following:

Median LOS: 11.3 acres per 1,000 residents
Lower Quartile LOS: 5.9 acres per 1,000 residents
133
Chapter 4. Park System Needs | 50
Table 9. Developed Parkland and Open Space LOS and Needs Hercules Population
26,643 : Population in 20231
28,488 : Projected Population in 20331

EXISTING PARKS /
SITES

LEVEL OF SERVICE (LOS)
[X acres per 1,000 residents]
FUTURE
NEEDS
Total
Count
of Sites
Total
Acreage
of Sites
Adopted
LOS
Standards2
Existing
LOS
(2023)
Potential
Future
LOS
(2033)
Approx.

Additional
Acres
Needed Future Site Needs

CITY PARKS, TRAILS, AND FACILITIES
City Parks (All
Types)3 13 58.0 5.00 2.2 2.2 4.7
2 waterfront special use sites
(0.9 acres); 3 new
neighborhood parks (1.55
acres) and 1 nature park (~3
acres)
Greenways and
Trails 4 40.9 (none) 1.5 1.6 3.3 Planned multi-use trails (3.4acres) Recreation
Facilities 4 10.7 (none) 0.4 0.4 0.0 No new sites needed for recreation facilities Subtotals 21 109.6 5.0 4.1 4.1 7.9

SITES PROVIDED BY OTHERS
HOA Parks 4 1.6 (none) 0.1 0.1 0.0 No new HOA Parks
Planned EBRPD
Parks (none) 0.0 0.4 11.4 Hercules Point Park (11 acres) Planned Private
Parks (none) 0.0 0.0 0.9 7 new waterfront public spaces (0.76 acres total) Subtotals 4 1.6 0.0 0.1 0.5 12.2

CITY OPEN SPACE
Franklin Canyon
Open Space 473.0 (none) 17.8 16.6 0.0 No new acreage
Other Open
Space
886.0 34.0 33.3 31.1 -2.9
No new acreage; standard
takes into account that 3 acres
would be converted to park
use
Subtotals 1,359.0 34.0 51.0 47.6 -2.9
Total 1,4700 39.0 55.2 52.2 17.2

1. LOS is based on a 2023 population of 26,643 and a forecasted 2033 population of 28,488. Source: U.S. Census Bureau, 2017- 2020 ACS 5-Year Estimates, modified using ABAG Growth Rate Projections 2040 for Household Population.

2. Source: Hercules General Plan Growth Management Element and Open Space/Conservation Element (1998; updated 2015).

3. This includes Neighborhood Parks, Community Parks, Citywide Parks, Special Use Sites, and any converted open space areas that are anticipated to serve unserved gaps in residential areas. This latter type of park is noted as a Nature Park.

4. This number reflects the total additional amount of park and open space acreage. It reflects that fact that some open space would be developed as park land.
134
Chapter 4. Park System Needs | 51
Hercules is unique in that it provides much more undeveloped open space than developed parkland. This is an important asset that contributes to greenspace in the community, even though this space is not developed to support recreation. (Some open space areas do have informal footpaths.) The 2023 existing level of service for open space in Hercules is 51 acres per 1,000 people, which exceeds the City’s adopted standard. With expected population growth and no new open space development planned, this potential future level of service decreases to 47.6 by 2033.

If open space and parkland are counted together, Hercules has a tremendous amount of greenspace. It creates an opportunity to develop some open space areas for trails and similar nature-based recreation uses. It also suggests that additional park acquisition may not be needed based on the LOS deficiency alone, because the City offers this additional greenspace. Figure 33 provides a graphic representation of this information and compares Hercules to NRPA’s median LOS standards for communities similar in size. 135
Chapter 4. Park System Needs | 52
Figure 33. Level of Service (LOS) Comparison Graphic
136
Chapter 4. Park System Needs | 53
Facility Needs
Access to Recreation Facilities
In addition to parkland, the City of Hercules also provides recreation facilities to support the physical and social well-being of residents. As noted in Chapter 2, these range from small features such as playgrounds and sports courts to major facilities (that require operations), such as community centers and swimming pools.

Because of the strong demand for major facilities and active recreation facilities, these assets were mapped to evaluate their distribution. This informs the City where there are unserved residential areas that lack convenient access to such recreational facilities.

Figure 34 displays the distribution of major facilities, including recreation/community centers, swimming pools, and childcare centers. As shown, the five recreation/community centers are fairly dispersed within the city, yet mostly concentrated within the central spine along the Refugio Valley. Across Interstate 80, in the western portion of the city, there are no community centers. Hercules has one swimming pool located close to Hercules Middle and High Schools. The three childcare centers are sufficiently dispersed to serve residents; however, similar to recreation/community centers, there is a lack of facilities on the western side of I-80.

Figure 35 shows the distribution of active recreation facilities including baseball/softball fields, soccer fields, basketball courts, tennis courts, bocce courts, tennis practice walls, exercise equipment/fitness zones, and horseshoe pits. The map illustrates that there are few recreation facilities on the west side of Hercules, and no fields to support sports and other forms of active recreation. The largest proportion of active recreation facilities are outdated exercise equipment stations along the Refugio Valley Trail. 137
San Pablo Bay
Refugio Valley Trail
Pinole Creek Trail
Bay Trail
Bay Area Ridge Trail
Bay Area Ridge Trail
Ohlone
Elementary
School
Hercules
Middle/High
School
Lupine Hills
Elementary
School
Hannah Ranch
Elementary
School
Rodeo
Pinole
San Pablo Ave
John Muir Pkwy
Pheasant Dr
San Pablo Ave
Redwood Dr
Lupine Rd
Falcon Way
John Muir Pkwy
Willow Ave
Sycamore Ave
80 4
Franklin
Canyon
Open Space
Hercules
Point
\ 0 0.25 0.5 1
Miles
Refugio Creek
Pinole Creek
Coronodo
Canyon
Trailhead
Rodeo Creek
Refugio Valley Road
Proposed
Multimodal
Transit Station
Ohlone
Park
Woodfield
Park
Foxboro
Park
Hanna
Ranch Park
Railroad
Park
Beechnut
Mini Park
Shasta
Park
Sierra
Park
Duck
Pond Park
Refugio
Valley Park
Shoreline
Park
Frog
Pad Park
Bayside
Park
Figure 34.

Distribution of
Major Facilities
Citywide Parks
Community Parks
Neighborhood Parks
Greenways
Existing Trails
Existing Multiuse Trails
Open Space
Conservation Area
Schools
Creeks and Waterbodies
City of Hercules
Source(s): ESRI, OpenStreetMap, Google
Maps. Disclaimer: Daa is shown for planning
purposes only and requires verification by
public agencies. Permission to use parklands
and trails should not be assumed. Some
parklands and trails may traverse private
property and their boundaries do not imply
rights of public use.

A
B
C
D
E
F
G
H
I
A
B
C
D
E
F
G
H
I
Foxboro Community Center
Senior Center
Ohlone Community Center
Community Center
Teen Center
Hercules Swim Center
Ohlone Kidz Center
Lupine Hills Kidz Center
Hanna Ranch Kidz Center
Major Recreation Facilities
Recreation /Community Centers
Swimming Pools
Childcare Centers
• No major facilities exist west of I-80.
• West side is where most growth is
planned over next 10 years.
138
Ohlone
Park
Park
Foxboro
Park
Hanna
Ranch Park
Railroad
Park
Beechnut
Park
Bayside
Park
Shasta
Park
Sierra
Park
San Pablo
Bay
Duck
Pond Park
Refugio
Valley Park
and Tennis
Courts
Shoreline
Park
Frog
Pad Park
Refugio Valley Trail
Pinole Creek Trail
Bay Trail
Bay Area Ridge Trail
Bay Area Ridge Trail
Ohlone
Elementary
School
Hercules
Middle/High
School
Lupine Hills
Elementary
School
Hannah Ranch
Elementary
School
Rodeo
Pinole
San Pablo Ave
John Muir Pkwy
Pheasant Dr
Refugio Valley Rd
San Pablo Ave
Redwood Dr
Lupine Rd
Falcon Way
John Muir Pkwy
Willow Ave
Sycamore Ave
80 4
Franklin
Canyon
Open Space
Hercules
Point
City of Hercules Parks
Citywide
Community
Neighborhood
Open Space
Active Recreation Types
Baseball or Softball
Field
Basketball Court
Bocce Court
Exercise Equiment
Horseshoe Pit
Soccer Field
Tennis Court
Figure 35.

Distribution of Active
Recreation Facilities
Source(s): ESRI StreetMap Premium, OpenStreetMap,
Healthy Places Index 3.0, Hercules Land Use and
0 0.25 0.5 1 Zoning PDF (2019)
Miles
• No active use facilities around
Shoreline Park.
• Out of all active recreation facilities,
40% are outdated exercise stations
along Refugio Valley Trail.
• Only 22% of facilities are west of I-80.

None include elds that can support
sports.
139
Chapter 4. Park System Needs | 58
Facility Level of Service (LOS) and Needs
Facility LOS is metric to measure the numbers of facilities provided to ensure these are sufficient to serve all city residents. It is described in terms of one facility per number of people served. Unlike parkland LOS, a higher facility LOS has a lower population number, meaning fewer residents rely on that one facility. A lower facility LOS has a higher population number, meaning more residents per facility (i.e., more crowding).

Table 10 shows the existing facility level of service based on the City’s current inventory and population. It compares this LOS to similar sized cities with a population of 20,000-49,999 residents using data from NRPA Park Metrics. While data is not available for all facilities, the table quickly shows that Hercules is deficient in:
• Baseball or Softball Field (when both youth and adult fields are counted); • Soccer fields (deficient in youth fields and all fields combined); • Pickleball courts; and
• Playgrounds.

In general, deficiencies in active use and play facilities are caused by the lack of developed parkland in Hercules. The lack of parkland not only limits the numbers of facilities that are available, it also has limited the variety of facilities and diversity of recreation experiences in parks. These technical findings confirm residents’ outreach priorities, which show the city needs more sports fields and courts, as well as a greater variety of features in parks.

Figure 36. “Which of the
following funding
priorities and policy
directions are most
important to you and
your family?”
140
Chapter 4. Park System Needs | 59
Table 10. Existing Facility LOS and Comparison to Similar-Sized Communities Hercules Population
26,643 : Population in 20231

EXISTING

FACILITIES

LEVEL OF SERVICE
(LOS)
[amount of population
served by 1 facility]

COMPARISON
to Similar Size Communities (as per NRPA
Park Metrics)

FACILITY TYPE
Facility
Count
2023
Existing
LOS
NRPA
Standard2
Hercules
Has Less
Hercules
Has Nearly
the Same
Hercules
Has More
Baseball or Softball Field
(Youth)3
2 13,322 14,308 
Soccer Field (Youth)4 4 6,661 4,947 
Basketball Court 4.5 5,921 7,117 
Tennis Court 8 3,330 5,815 
Pickleball Court 0 (none) 9,257 
Community Garden 1 26,643 26,741 
Playground 5-12 4 6,661 3,028 
Dog Park 1 26,643 28,000 
Recreation/ Community
Center (Multi-Use)5
1 26,643 25,675 
Notes:

1. Source: U.S. Census Bureau, 2017-2020 American Community Survey 5-Year Estimates

2. NRPA standards reflect the median for jurisdictions with populations of 20,000-49,999 residents.

3. NRPA standard represents the average between youth baseball and youth softball fields. The City is deficient when adult fields are included as well.

4. NRPA standard represents youth soccer fields. The deficiency is greater when adult soccer fields are included as well.

5. NRPA standards represent the average between recreation centers and community centers. 141
Chapter 4. Park System Needs | 60
Trail Needs
Access to Trails
The City of Hercules has 5.15 miles of multiuse trails3, most of which is comprised by two major existing trails – the Bay Trail and the Refugio Valley Trail. These trails provide critical east-west connectivity across central Hercules and north-south connectivity along San Pablo Bay. Multiuse trails are supported by the existing network of other trails that may be paved or soft surface depending on their surrounding context, as well as paved sidewalks.

Imperative to adequate park access are sufficient trailheads and access points, and safely designed trails across barriers such as I-80, busy intersections, and railroad tracks.

Sensitively sited and scaled parking lots are also beneficial in providing more residents convenient use of the trails.

The park and trail condition assessment, discussions with the City, and public engagement findings identified several notable gaps which impede pedestrian and bicycle access in Hercules. The needs assessment identifies three multiuse trail segments needed to improve pedestrian and bicycle connectivity to make it easier, safer, and more intuitive to access park and recreation opportunities across Hercules. They include:
• Bay Trail: A proposed segment along the Bay Trail was identified in previous planning efforts4
. It runs parallel to the railroad tracks along the planned Transit Loop Drive between John Muir Parkway and Railroad Avenue. Currently, the trail jogs east and uses sidewalks along Bayfront Boulevard before it jogs west to rejoin the Bay Trail. The proposed segment would provide a straight connection along the shore.
• John Muir Parkway: The proposed segment along the south side of John Muir Parkway closes a gap between Alfred Nobel Drive and San Pablo Avenue. Currently, the paved trail dead ends at Alfred Nobel Drive. There appears to be an adequate amount of shoulder along the John Muir Parkway to support the proposed segment. • Sycamore Avenue/Refugio Valley Road: The proposed segment along the north side of Sycamore Avenue and along Refugio Valley Road closes a gap between Willow Avenue and the west trailhead of the Refugio Valley Trail. This segment provides access underneath Interstate 80 and over railroad tracks. Here, the right3 Multiuse trails are generally 10’ to 14’ wide separated, paved right-of-way for exclusive use by bicyclists, pedestrians and those using non-motorized modes of travel. In Hercules, multiuse trails include the Bay Trail (2.05 miles), a portion of the John Muir Parkway (0.55 miles), a portion of San Pablo Avenue (0.22 miles), and the Refugio Valley Trail (2.35 miles). 4 Waterfront District Master Plan, 2008, and updated 2012, 2016 (Opticos Design). 142
Chapter 4. Park System Needs | 61
of-way is extremely constrained and traffic speeds/patterns are unfriendly to pedestrians. Given the number of constraints along this segment, extensive planning and design effort will be needed to realize this trail connection.

Other trail connections (both paved and soft surface, but not considered multiuse trail facilities) are proposed. These proposed segments generally improve connections in residential areas where sidewalks, as part of the street network, do not provide convenient or direct access to parkland. There are notable opportunities to add soft surface trails through open space areas to expand pedestrian connectivity in neighborhoods at the City perimeter. A major observed constraint, however, is the lack of public owned or easement access points at the perimeter of open space surrounded by residential development. Also, access to surrounding open space at the edges of the City may be obstructed by chain link fencing.
143
Chapter 4. Park System Needs | 62
Recreation Services and Programs Needs
The provision of recreation services, programs, and events should be dynamic. It should evolve alongside changes to parks and facilities, resident demographics, recreation trends, and community priorities and preference for organized and drop-in indoor and outdoor activities. In turn, the amount and types of recreation facilities needed also evolves with the changing demands for recreation programs and activities. This section identifies recreation program needs within the City of Hercules to describe how these affect needs for major recreation facilities, such as community centers, teen centers, childcare “Kidz” centers, and other programming spaces.

Recreation Program Areas
The City of Hercules offers a variety of recreation programs and activities for the public. In some cases, the Department of Parks & Recreation hosts the programs themselves, in other cases, they contract with outside providers. The types (or categories) of programs offered are described as “program service areas” or program areas for short. Table 11 provides an overview of the program areas supported by the City of Hercules, including those led by contract staff (highlighted in blue) in City facilities.

Table 11. Hercules Program Service Areas and Locations where offered *Items highlighted in blue are led by contract staff.

Program
Service Area
Age
Group
Examples Locations where offered
Special
Events
All • National Night Out
• Friday Family Flix & Fun
• Eggstravaganza
• Splash-A-Palooza
• Community Clean-Up Day
• Refugio Valley Park
• Hercules Community Center
• Community Swim Center
• Senior Center
• Teen Center
Aquatics All • Adult Lap Swim
• Adult Water Fitness
• Youth Swim Team
• Youth Swim Lessons
• Recreation Swim (Pass)
• Community Swim Center
Preschool &
Kindergarten
• Preschool Play Group
• Sports Medley
• Mommy & Me
• All Sorts of Sports
• Hanna Ranch Kidz Center
• Lupine Kidz Center
• Hanna Ranch Park
• Hercules Community Center
School Age
Programs
K-5 • Kaleidoscope Kidz
• Early Bird Program
• SPOT
• Breakfast Club
• Hanna Ranch Kidz Center
• Lupine Kidz Center
• Ohlone Kidz Center
144
Chapter 4. Park System Needs | 63
Program
Service Area
Age
Group
Examples Locations where offered
Youth
Programs
Youth • All Sorts of Sports
• Volleyball Clinic
• Soccer Club
• Basketball Camp
• Tennis
• Fundamental Drawing
• Cooking
• Hercules Community Center
• Foxboro Community Center
• Hanna Ranch Soccer Field
• Woodfield Park
• Refugio Tennis Courts
• Senior Center
Teen
Programs
Teens • Teen Activities (none offered
recently)
• Volunteer
• Teen Center
Virtual
Programs
Teems,
adults,
and
seniors
• Public Speaking
• Speakers and Writers
• Money and Investing
• Mind Math
• Driver’s Education
Adult
Programs
Adults • Jazzercise
• Karate Dojo
• Stargazing
• Career Training
• Hercules Community Center
• Senior Center
Senior
Activities
and Services
Seniors • Dancing
• Bingo
• Lunch
• Computer Lab
• Food Bank
• Low Impact Exercise
• ARC Blood Drive
• Health Insurance Counseling
• Legal Consult Wills/Trusts
• Transportation
• Senior Center
Rentals Resident
& NonResidents
• Reservation application
processing
• Scheduling
• Facility staffing
• Set-up/clean-up
• Hercules Community Center
• Ohlone Community Center
• Senior Center
• Foxboro Community Center
• Van Domselaar Room
• Teen Center
• Council Chambers
• Library Rooms
• Park picnic shelters, fields, gazebo,
and tennis courts
• Dynamite & Resource Room
• Press Room

145
Chapter 4. Park System Needs | 64
Programming Needs
The following bullets summarize changing needs for recreation programs and events facilitated by the City of Hercules. Some are programming opportunities that can be fostered through facility improvements and new park development. • Core Programs: Hercules staff strongly support the following services and should continue to do so in the future. They are primarily focused on activating the Swim Center, Community Center, Senior Center, Kidz Centers, and event space in parks and include:
o Special Events
o Aquatics
o Seniors Center Programs (recreation and social)
• Program Expansion: The City does not currently have staff nor facilities to strongly support programs for all ages in the following programs areas, which could be expanded:
o Indoor sports
o Health, wellness, and fitness
o Arts & cultural programs
o Community enrichment programs
• Teen Needs: The City’s role in providing teen programs may be shifting to better meet future teen needs. Teen Center programs may be discontinued, while teen volunteer programs and teen-focused outdoor/pool programs could be expanded. • Rentals/Reservations: The City of Hercules facilitates the rental/reservations of City facilities for community use, which represents a core use for otherwise underutilized facilities such as the Ohlone Community Center and Foxboro Community Center. This revenue-generating service will be needed as buildings continue to age, until decisions are made about facility renovation, alternative uses, or divestment. Rentals at underperforming, aging facilities should be re-evaluated before investing in facility improvements.
• Emerging Opportunities Outdoors: Given the needs for health and fitness, the City may strengthen outdoor sports and activities such as boot camps or yoga in parks to activate outdoor facilities.
• Opportunities on the Waterfront: As the waterfront develops, several special use plazas and public spaces may be added. This would provide an opportunity to expand special events, activities, and programs in parks – either as City-led activities or partner-led activities.
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Chapter 4. Park System Needs | 65
Facility Needs for Programming
The City has a variety of major facilities to support organized programs. While some are successful and well designed for recreation, others are not. The facility evaluation conducted for the Master Plan process focused on facility function and needs for different types of programming space. The City will conduct a separate evaluation of building conditions to determine specific improvements needed.

As shown in Table 11, only three of the City’s 11 major facilities (27%) are highly functioning for programs. These include the Hercules Community Center, Hercules Swim Center, and Hercules Senior Center. While demand is high for these spaces, the City’s smaller facilities, single-purpose facilities, and reserved rooms are limited in the types of activities they can support. Many are held for sporadic rentals and reservations, while others are kept so the City can offer some types of spillover programs. Key findings and needs are summarized below.
• Recreation Programming Space Needs: National trends favor the provision of larger multi-use, multi-generational recreation facilities, located within parks, to maximize indoor/outdoor programming opportunities. Hercules has one: the 37,000-square foot Hercules Community Center. However, the Hercules Community Center is too small to meet the community’s demand alone. Conflicts over whether the gymnasium should be scheduled and/or improved for sports or group events are examples of issues created by the lack of sufficient space for both activities.

While the Swim Center is adjoining, the rest of the surrounding greenspace is not developed to support outdoor programs that would expand opportunities for activities. Additional indoor programming space, especially spaces designed for active recreation, events, and art space, is needed.
• Aquatic Facility Needs: The Hercules Swim Center is well-functioning. The site needs minor improvements, such as added shade, to improve use. There is an opportunity to augment the social and event space (e.g., lounge chairs, party room, rental cabanas, or improved deck space) to support leisure use of the pool area. As a companion use that’s seen in many other cities, there is opportunity to add more dedicated fitness space in the same complex to support greater health and wellness activities. The key need is continuing to invest long-term in pool maintenance and operations, which typically will require an increasing subsidy as the facility ages. • Limitations of Smaller Facilities: Hercules maintains four smaller facilities. The Teen Center and Hercules Senior Center are smaller, age-focused facilities supporting passive programming and gathering spaces. Since teen programming attendance declined through the pandemic, the Teen Center is not currently operated for teen programs. It is largely unused, unless needed for other spillover 147
Chapter 4. Park System Needs | 66
programs. The Foxboro Community Cetner and Ohlone Community Center are better described as activity buildings. These are small, older, multi-purpose rooms available for reservation or overflow programs. Of the two, Foxboro is better situated within a park for indoor/outdoor uses, but it lacks air conditioning for summer use. The Ohlone Community Center would need substantial improvements to attract rentals or better support programs. The City needs to re-evaluate the use and utility of these sites before investing in improvements. • Kidz Center Issues: The City operates three “Kidz Centers” on or adjacent to elementary school grounds. These facilities—often housed in portable classrooms— provide dedicated space for youth and school-age programs. Located at school sites, they are not used for other types of programs. While the childcare centers all appear to be well-programmed, the Lupine Kidz Center and Hannah Kidz Center are older facilities. Lupine needs the greatest amount of improvement, but its enrollment is declining, which raises questions about the value of this site. The newest facility, the Ohlone Kidz Center, was intended to be a temporary facility until a bond-funded childcare wing in the school was developed. In all three cases, partnership agreements with the School District need to be revisited before investing in facility improvements.
• Demand for Additional Space: Although the demand for dedicated indoor recreation space will continue to grow, none of these existing facilities are able or well-positioned to meet that demand. Due to the shortage of quality programming space, the City rents Library rooms and the Van Domselaar Room at Samara Terrace for passive programming. It will need to continue to do so until better programming spaces are added. However, neither of these venues can support active indoor programming.
• Return on Investment (ROI): This category of facilities is called “major facilities” because of the capital and operations costs for asset management, facility maintenance and operations. In many cases, further evaluation is needed to determine whether the value and amount of the recreation offered is worth the cost of improvements, maintenance, and operations. Given a desire to focus park and recreation investment in projects that have the highest ROI and offer a variety of benefits, the City will need to re-evaluate its strategy for building use. 148
Chapter 4. Park System Needs | 67
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149
Chapter 4. Park System Needs | 68
Figure 37. Shoreline Park offers ample lawn space and views of the bay 150
Chapter 5. Recommendations | 69
Chapter 5. Recommendations
This chapter provides a comprehensive set of recommendations for existing and proposed parks, trails, and recreation facilities in the City of Hercules. The purpose of the recommendations is to capture all beneficial improvements and new developments that could benefit the park and recreation system in the future.

Recommendations described in this chapter will exceed the available funding and staffing resources in the near term. They are documented to support a long-term funding strategy (including the use of grants and bonds) for future implementation.

This approach ensures that no opportunities that will inevitably arise in the future are missed, and that the highest priority projects are properly identified given the entire realm of improvements is captured.

Methodology
Recommendations were developed based on findings from the site tour, community engagement, Steering Committee and City Council input, Project Leadership Team discussions, as well as a technical evaluation and analysis of site conditions and needs. The following data were also incorporated:
• Results from the Park Tour (November 2022) and Park Condition Assessment (April 2023), as described in Chapter 2 and Appendix B: Park Condition Assessment. • Community engagement findings as described in Chapter 3 and Appendix C: Park Needs and Priorities Engagement Summary.
• Needs Assessment findings, as described in Chapter 4. • Steering Committee input and direction.
• Prioritization Engagement Findings (August 2023), as described in Appendix E:

Prioritization Engagement Findings.
• Directions from the Council update (August 2023) and Council briefing (September 2023).

Systemwide Recommendations
While the City of Hercules will focus on improving specific parks and facilities, some projects will be implemented across the park system. These systemwide recommendations should be considered for all parks and trails, regardless of classification, size, or location:
151
Chapter 5. Recommendations | 70
Park and Facility Level of Service and Access
• Strive to provide a minimum level of service of 4.1 acres per 1,000 residents as the community continues to grow. This will sustain the same ratio of parkland for residents as the City’s population increases.
• Ensure that City parks are well designed and well developed to reflect neighborhood character, the City’s identity, and its unique environmental context. • Diversify amenities and facilities to increase active recreation and create more varied park experiences, using the recommendations in this chapter as guidance. • Provide new parks in locations centralized to the area each site is intended to serve.

Connect new parks to sidewalks and trails to ensure they are easily accessible by walking and biking.

Wayfinding and Signage
• Provide standard park identification signs and updated rules signs at all parks. Many parks are missing identification signs (examples: Sierra, Shasta, Shoreline, Bayside).

Remove old or out-of-date signage. Install park signage along the accessible route. • Provide directional or wayfinding information to City parks on existing or new signs, where appropriate. Consider this in any future City sign and wayfinding project.

Design Standardization
• Use the two-stall unisex restroom at Duck Pond Park as a model for prefabricated restroom replacement throughout the park system. Some parks with unique restrooms, such as Refugio Valley Park, may require another approach that upholds the original park design intent.
• Select standard equipment (ex: basketball poles, backboards and hoops) that can withstand high intensity use to reduce need for maintenance/repairs.

Landscaping and Planting
• Determine invasive plant species in Hercules parks and remove them with volunteer/contractor/City coordination. Examples include pampas grass (Cortaderia selloana) and eucalyptus trees found at Refugio Valley Park, Duck Pond Park, Ohlone Park, and Frog Pad Park.
• Replace trees and other vegetation by prioritizing California natives and including pollinator species to support sustainable Bay Area landscapes.

Accessibility Standards
• Address the requirements of the Americans with Disabilities Act (ADA) when developing or renovating parks, facilities, and trails and replacing furnishings. This includes the replacement of green painted wood park benches found throughout the park system which do not meet accessibility standards. 152
Chapter 5. Recommendations | 71
Site Recommendations
The subsequent tables summarize capital recommendations as they apply to existing sites, planned sites and proposed sites; existing and proposed greenways and trails; and recreation facilities. More than one capital recommendation applies to some sites.

Recommendation for each site follows these tables. Tables use the following definitions to characterize proposed capital projects:
• Develop: Includes land acquisition, site master planning, design concepts/feasibility studies, and construction for new sites. This recommendation also includes working with developers where the City has a vested interest in ensuring the park remains publicly accessible.
• Restore: Restore existing park features, landscaping, and site amenities that are damaged, worn or at the end of their lifecycles. These represent larger repairs or a ‘one for one’ replacement in the same developed footprint. • Enhance: Provide enhancements at existing parks with the addition of new, expanded or upgraded park features to expand park capacity and use.

Note: Many existing parks in Hercules were assigned a “Restore & Enhance” recommendation, reflecting the need to both replace items in-kind as well as expand capacity.

Figure 38. Planned Sites in the Waterfront District (reference map) 153
Chapter 5. Recommendations | 72
Table 12. Parks Recommendations Summary
Site Name Acres Classification Capital
Recommendation(s)
Map Ref.
#
Existing Sites
Refugio Valley Park and Tennis Courts 12.7 Citywide Restore & Enhance n/a Duck Pond Park 6.8 Community Restore & Enhance n/a
Foxboro Park 3.6 Community Restore n/a
Hanna Ranch Park 10.2 Community Restore & Enhance n/a
Ohlone Park 8.2 Community Restore & Enhance n/a
Shoreline Park 2.6 Community Restore & Enhance n/a
Woodfield Park 6.0 Community Restore & Enhance n/a
Bayside Park 0.7 Neighborhood Restore & Enhance n/a
Beechnut Park 4.7 Neighborhood Restore & Enhance n/a
Frog Pad Park 1.0 Neighborhood Restore n/a
Railroad Park 0.6 Neighborhood Restore & Enhance n/a
Shasta Park 0.5 Neighborhood None n/a
Sierra Park 0.4 Neighborhood None n/a
Planned Sites – Waterfront District (see Fig 38. Planned Sites in the Waterfront District) Bayfront/Creekside Park/Block K 0.35 Neighborhood Develop Fig. 38: 1 Neighborhood Park/Block B 0.60 Neighborhood Develop Fig. 38: 2 Neighborhood Park/Block L&M 0.60 Neighborhood Develop Fig. 38: 3 Civic Plaza, Block G 0.5 Special Use Site Develop Fig. 38: 4 Plaza, Block D&E 0.4 Special Use Site Develop Fig. 38: 5 Proposed Sites
Gems Nature Park (converts open
space) 2-4 Nature Park Develop n/a
154
Chapter 5. Recommendations | 73
Table 13. Greenways and Trails Recommendations Summary (See Proposed Trail Connectivity Map) Trail Name Acres Lineal
Feet Type Capital Recommendation Map Ref.#
Existing Greenways and Trails
Bay Trail 16 n/a Multiuse Restore n/a
Refugio Valley Trail 23 n/a Multiuse Restore & Enhance n/a Paved Trails 1.3 n/a Paved None n/a
Unpaved Trails 0.6 n/a Unpaved Restore n/a
Proposed Greenways and Trails (see Fig 39. Proposed Park and Trail Connectivity Map) * Note: Trail names are for reference only.

Bay Trail (missing segment) 0.46 1,120 Multiuse Develop Fig. 39: 1 John Muir Parkway Trail 0.35 960 Multiuse Develop Fig. 39: 2 Sycamore Ave Trail 0.65 1,800 Multiuse Develop Fig. 39: 3 Trestle Cove Connection 0.16 1,200 Paved Develop Fig. 39: 4 Pinole Creek Connection 0.11 820 Paved Develop Fig. 39: 5 Gem Stones Trail 0.11 1,600 Unpaved Develop Fig. 39: 6
Ohlone Creek Trail 0.52 7,550 Unpaved Restore & Enhance (requires HOA coordination) Fig. 39: 7
The Birds Trail 0.16 2,400 Unpaved Develop Fig. 39: 8
Refugio Creek Loop Trail 0.38 4,765 Unpaved Restore & Enhance Fig. 39: 9 The Flowers Trail 0.27 3,925 Unpaved Develop Fig. 39: 10 Upper Watershed Loop Trail 0.25 3,700 Unpaved Develop (requires HOA coordination) Fig. 39: 11
155
0 0.25 0.5 1
Miles
Source(s): ESRI, OpenStreetMap, Google Maps. Disclaimer: Data is shown for planning purposes only and requires verification by public agencies. Permission to use parklands and trails should not be assumed. Some parklands and trails may traverse private property and their boundaries do not imply rights of public use.

Hercules
Community Center
Hercules
Teen Center
Foxboro
Community
Center
Hercules
Senior Center
Ohlone
Community
Center
San Pablo Bay
Refugio Valley Trail
Pinole Creek Trail
Bay Trail
Bay Area Ridge Trail
Bay Area Ridge Trail
Ohlone
Elementary
School
Hercules
Middle/High
School
Lupine Hills
Elementary
School
Hannah Ranch
Elementary
School
Rodeo
Pinole
San Pablo Ave
John Muir Pkwy
Pheasant Dr
San Pablo Ave
Redwood Dr
Lupine Rd
Falcon Way
John Muir Pkwy
Willow Ave
Sycamore Ave
80 4
Franklin Canyon
Open Space
(John Muir Land Trust)
Hercules
Point
Refugio Creek
Pinole Creek
Rodeo Creek
Refugio Valley Road
Proposed
Multimodal
Transit Station
Ohlone
Park
Woodfield
Park
Foxboro
Park
Hanna
Ranch
Park
Railroad
Park
Beechnut
Mini Park
Shasta
Park
Sierra
Park
Duck
Pond Park
Refugio
Valley Park
Shoreline
Park
Frog
Pad Park
Bayside
Park
6 6
7 7
8 8
9 9
10 4
4 1
1 3
2 2
3 10
5 5
11 11
# #
# #
# #
Figure 39. Proposed
Park and Trail
Connectivity
Existing Multiuse Trails
Proposed Multiuse Trails
Existing Trails - Paved
Proposed Trails - Paved
Existing Trails - Unpaved
Proposed Trails - Unpaved
Parks and Trails
Recreation Facility
Open Space
Conservation Area
Schools
Creeks and Waterbodies
City of Hercules
Outside of City Boundary
156
Chapter 5. Recommendations | 76
Table 14 summarizes recommendations for existing major recreation facilities. These are intended to complement the Building Facilities Assessment (estimated completion in Spring 2024). This Master Plan does not include an architectural evaluation of buildings. Thus, recommendations only focus on facility needs and operations. The plan recognizes that several of these recommendations would require planning, outreach, financial feasibility studies, and substantial long-term investment. Capital recommendations are defined as:
• Develop: Create a site master plan, complete a financial feasibility study, and construct a new building at the existing site.
• Restore: Repair, replace or make minor improvements to existing recreation facilities to refresh aging and worn features.
• Renovate: Enhance or provide more extensive changes to an existing building to add new, expanded or upgraded features to expand capacity and existing use. • Reprogram: Improve or renovate a building to accommodate a new use. • Trade: Negotiate an agreement, long-term lease, or other arrangement to give a current building to another public service provider in exchange for an equally valuable benefit.
• Continue: Continue current reservable uses to support recreation.

Table 14. Major Recreation Facilities Recommendations Summary. (Note: This table is to be considered in coordination with recommendations from the forthcoming Building Facilities Assessment.) Site Name Sq Ft Classification /Type Recommendation
Major Recreation Facilities
Hercules Community Center 17,000 Recreation Facility Renovate & Develop Hercules Swim Center (considered part
of the Hercules Community Center)
20,000 Aquatics Facility Restore
Teen Center 2,000 Recreation Facility Reprogram
Ohlone Community Center 2,050 Recreation Facility Renovate (or explore other options)
Foxboro Community Center (considered
part of Foxboro Park)
1,200 Recreation Facility Restore
Senior Center 1,500 Recreation Facility Restore
Lupine Kidz Center n/a Childcare Center Relocate
Hanna Ranch Kidz Center n/a Childcare Center Renovate
Ohlone Kidz Center n/a Childcare Center Trade
Hercules Library n/a Library Continue
Samara Terrace Van Domselaar Room n/a Recreation Facility Continue 157
Chapter 5. Recommendations | 77
Recommendations for Existing Parks
Recommendations for individual parks and trails then follow. For existing sites, the first two pages document the site’s assets and condition assessment findings to show elements that may need improvements. The next two pages define and map specific recommendations to restore or enhance existing sites. Some existing sites also include image pages that illustrate recommendations.
158

REFUGIO VALLEY PARK AND TENNIS COURTS
159
Fair
Poor
Not Functional

Y CONDITION
Excellent
Good
Fair
Poor
Not Functional

BY ASSET TYPE
Amphitheater
Barbecue Grill
Bench
Bike Rack
Bridge
Drinking Fountain
Exercise Equiment
Gazebo
Lake or Pond
Open Lawn Area
Other
Parking (off-street)
Picnic Area or Table
Planting Area
Playground
Public Art
Restrooms
Sign
Storage or Equipment Building
Tennis Court
Trash or Recycle Receptacle
Waking/Jogging Path
• Bench
• Bench
• Open Lawn Area
• Other
• Sign
• Sign
• Sign
• Tennis Court
• Tennis Court
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Walking/Jogging Path
• Ampitheatre
• Barbecue Grill
• Barbecue Grill
• Bike Rack
• Bike Rack
• Gazebo
• Open Lawn Area
• Parking (off-street)
• Picnic Area or Table
Existing Assets
Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Picnic Area or Table
• Picnic Area or Table
• Planting Area
• Planting Area
• Playground
• Sign
• Sign
• Sign
• Sign
• Sign
• Sign
• Storage or Equipment Building
• Tennis Court
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Barbecue Grill
• Barbecue Grill
• Barbecue Grill
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Drinking Fountain
• Lake or Pond
• Open Lawn Area
• Other
• Other
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Planting Area
• Planting Area
• Planting Area
• Restrooms
• Sign
• Sign
• Sign
• Sign
• Tennis Court
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Bench
• Bench
• Bench
• Bench
• Bench
• Bridge
• Other
• Parking (off-street)
• Picnic Area or Table
• Planting Area
• Planting Area
• Planting Area
• Playground
• Public Art
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Waking/Jogging Path
• Drinking Fountain
• Other
• Other
• Other
• Playground

REFUGIO VALLEY PARK AND TENNIS COURTS
Park Classification: Citywide Park
Park Size: 12.7 Acres
Chapter 5. Recommendations | 79
160
3 8
1 5
7 6
4 2
9 10
11 12
13 15
14 16

REFUGIO VALLEY PARK AND TENNIS COURTS
161
• Initiate a site master plan or design development process for the identified near-term projects. Near-term design should consider the needs and space requirements of other mid- and long- term projects identified in this Master Plan. A public engagement process for this high-profile site may be considered. • Provide new electrical hookups to better support events.

Park

1. Improve sightlines around restroom – remove
ficus (creeping fig) from restroom exterior wall
and refinish restroom exterior – OR – replace
restroom outright with prefabricated restroom (4
unisex stalls). The former is preferred as existing
circular restroom is a feature of the park’s overall
design aesthetic (circles and curvilinear lines exist
in park throughout).

2. Remove the existing tot lot and concrete
foundation along pond edge; naturalize the area
in conjunction with pond rehabilitation.

3. Remove existing play hill stairs feature at
pond’s east edge. Add a new 6,000 - 8,000
SF accessible flexible space for concerts,
community performances and gatherings. This
space can function as a group picnic area when
performances aren’t planned.

4. Improve the central grass lawn by regrading,
adding subsurface drainage and irrigation system,
and reseeding lawn with shade tolerant grass
seed mix.

5. Remove eucalyptus trees recommended by
certified arborist. Grind down stumps and remove
surface roots.

6. Provide shade structures near group picnicking
areas where trees have been removed. Locate
shade structures along an accessible route from
the parking lot. Replant trees that were removed
with species selected to provide shade and meet
other City maintenance needs.

7. Renovate and expand the older children’s
playground (currently 2,800 SF) to a universally
accessible 8,000 - 10,000 SF destination play
space suitable for ages 2 to 5 and 5 to 12 years.

Incorporate accessible swing into the future
playground design, (planned be added in 2023).

Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map)

8. Add another parking lot along Refugio Valley
Road. Design lot to support function of the
Refugio Valley Trail – see Trails.

Tennis Center

9. Renovate connecting circulation system between
parking lot, practice wall, group picnic area, tennis
courts, and Turquoise Avenue.

10. Provide a marked accessible parking spot and
accessible route to tennis courts and gathering
areas.

11. Replace wood railroad tie stairs, steps and other
connecting features with concrete throughout.

Wood steps throughout are trip hazards with
uneven surfaces, rotted areas, gaps, and cracked
risers.

12. Revegetate bald slopes along Turquoise Avenue,
between tennis courts, and at parking lot.

13. Remove trees at Tennis Center including
tree stumps and replant using species with
characteristics compatible with tennis and
maintenance needs.

Pond and Creek

14. Initiate permits needed to dredge the pond.

Select a qualified contractor to dredge and semiannually maintain the pond.

15. Naturalize pond edge with a 10’-20’ buffer of
native pond plantings; replenish existing edges;
limit public access around pond edge.

16. Replace decking of wood bridge over Refugio
Creek.

REFUGIO VALLEY PARK AND TENNIS COURTS
Park Classification: Citywide Park
Park Size: 12.7 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 81
162
refugio valley park and tennis courts | design examples 4 1
6 2
163
refugio valley park and tennis courts | design examples 11 7
14 7
7 Chapter 5. Recommendations | 83
164

DUCK POND PARK
165
Fair
Poor
Not Functional

BY ASSET TYPE
Basketball Court
Bench
Bike Rack
Bocce Court
Drinking Fountain
Gazebo
Horseshoe Pit
Lake or Pond
Open Lawn Area
Other
Parking (off-street)
Picnic Area or Table
Playground
Public Art
Restrooms
Sign
Trash or Recycle Receptacle
Waking/Jogging Path
Open Lawn Area
Other
Parking (off-street)
Picnic Area or Table
Playground
Public Art
Restrooms
Sign
Trash or Recycle Receptacle
Waking/Jogging Path
• Basketball Court
• Bench
• Bench
• Bench
• Bike Rack
• Bike Rack
• Open Lawn Area
• Open Lawn Area
• Parking (off-street)
• Picnic Area or Table
• Picnic Area or Table
• Sign
• Bench
• Bench
• Bench
• Bench
• Bocce Court
• Bocce Court
• Drinking Fountain
• Gazebo
• Horseshoe Pit
• Horseshoe Pit
• Other
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Restrooms
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Waking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Lake or Pond
• Open Lawn Area
• Picnic Area or Table
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle

DUCK POND PARK
Park Classification: Community Park
Park Size: 6.8 Acres
Chapter 5. Recommendations | 85
166
2 3
1 4

DUCK POND PARK
167

PLANTING AREAS
• Dedicate one of the park hillside meadow areas to butterfly habitat. • Renovate empty planters throughout developed areas of park with drought tolerant pollinators like Russian sage, Mexican bush sage, California lilac, etc. Consider removing manicured shrubs. • Add mulch to planter areas to meet elevation of paved walkways. Current walkways are 4” above grade and present a fall/trip hazard.

POND
• Improve park’s natural features to enhance habitat, site aesthetics, and reduce fire risk. • Remove dead or dying trees near pond.
• Remove felled tree debris, dead brush, and eucalyptus litter. • Leave horizontal limbs that provide perching habitat within pond. • Refrain from mowing the west slope of pond until late June to encourage pollinator establishment and lifecycle.

1. Replace horseshoe courts with 2 additional bocce
courts (if sponsored by area bocce league), or
other similar footprint element like ping pong
tables, futsal court, etc.

2. Remove trees lining bocce courts to minimize leaf
litter. Replace them with other drought tolerant
landscaping or evergreen trees with no or very
limited leaf litter (ex: fruitless olive) – or – add a
small shade feature or shelter for each group of
courts.

3. Provide a 0.75-acre fenced dog park on grass
slope surrounding developed park to provide
a dog park on the west side of I-80. Consider
partitioning separate areas for more active/less
active dogs and include rules sign, agility features,
Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map) fountain, waste receptacles, dog bag stations,
shaded seating, etc.

4. Add a paved trail connection from the southwest
corner of park to Athena Road.
1 1 3

DUCK POND PARK
Park Classification: Community Park
Park Size: 6.8 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 87
168

FOXBORO PARK
169
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Basketball Court
Open Lawn Area
Picnic Area or Table
Playground
Restrooms
Sign
Swings
Tennis Court
Trash or Recycle Receptacle
Waking/Jogging Path
• Barbecue Grill
• Sign
• Swings
• Tennis Court
• Tennis Court
• Waking/Jogging Path
• Barbecue Grill
• Barbecue Grill
• Open Lawn Area
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Playground
• Playground
• Restrooms
• Sign
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Basketball Court
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Waking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Sign
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle

FOXBORO PARK
Park Classification: Community Park
Park Size: 3.6 Acres
Chapter 5. Recommendations | 89
170
2 4 3
1 5

FOXBORO PARK
171

1. Improve the Foxboro Community Center
to support indoor/outdoor uses. Main
improvements include adding central air
conditioning and enlarging storage room
doorway. (See Recommendations for Major
Recreation Facilities for more details.)

2. Replace aging playground equipment and safety
surfacing.

3. Renovate tennis court surfacing and striping.

Reuse existing nets.

4. Renovate basketball court surfacing and striping;
reposition hoops and posts so that the backboard
protrudes four feet out from the baseline.

5. Renovate planting area at seat wall and add
drought tolerant pollinator species.

Location-Specific Recommendations (see keyed locations on map) 2 2
3 3
4 5

FOXBORO PARK
Park Classification: Community Park
Park Size: 3.6 Acres Capital Recommendation: Restore
Chapter 5. Recommendations | 91
172

HANNA RANCH PARK
173
Fair
Poor
Not Functional

BY ASSET TYPE
Baseball or Softball Field
Bench
Bleachers
Bridge
Drinking Fountain
Other
Parking (off-street)
Picnic Area or Table
Planting Area
Restrooms
Sign
Soccer Field
Trash or Recycle Receptacle
Waking/Jogging Path
• Sign
• Sign
• Baseball or Softball Field
• Bleachers
• Bridge
• Other
• Other
• Other
• Parking (off-street)
• Parking (off-street)
• Picnic Area or Table
• Restrooms
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Waking/Jogging Path
• Drinking Fountain
• Sign
• Soccer Field
• Soccer Field
• Soccer Field
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Waking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Planting Area
• Planting Area
• Planting Area
• Waking/Jogging Path

HANNA RANCH PARK
Park Classification: Community Park
Park Size: 10.2 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 93
174
1 2
3 5
4 HANNA RANCH PARK
175
• Partner with community based organizations, such as youth sports leagues, to improve fields. • Explore options to partner with the School District to fund and add other recreation uses at the park, including sports courts or a climbing wall.

1. Take existing upper field and renovate as 1 fullsize regulation field, with option for 2 micro fields for children’s soccer.

2. Upgrade upper grass fields into artificial turf fields through funding and partnership agreement with
youth sports organizations.

3. Consider the addition of sports field lighting
and fencing at upper field in coordination with
neighbors.

Sitewide Recommendations

4. Consider adding bleachers (ideally shaded) along
the accessible route to the upper field.

5. Upgrade lower field to be an artificial turf
multiuse field to support a range of sports such as
lacrosse, soccer, baseball, softball, etc.

Location-Specific Recommendations (see keyed locations on map) 1 2 3
1 4

HANNA RANCH PARK
Park Classification: Community Park
Park Size: 10.2 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 95
176

OHLONE PARK
177
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Bench
Bridge
Community Garden
Dog Park or Leash-Free Area
Drinking Fountain
Other
Pet Waste Station
Picnic Area or Table
Sign
Trash or Recycle Receptacle
• Sign
• Bench
• Bench
• Community Garden
• Drinking Fountain
• Pet Waste Station
• Pet Waste Station
• Picnic Area or Table
• Picnic Area or Table
• Sign
• Sign
• Sign
• Trash or Recycle Receptacle
• Bench
• Bench
• Bench
• Bench
• Bench
• Dog Park or Leash-Free
Area
• Drinking Fountain
• Other
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Barbecue Grill
• Bench
• Bridge
• Picnic Area or Table
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle

OHLONE PARK
Park Classification: Community Park
Park Size: 8.2 Acres
Chapter 5. Recommendations | 97
178
6 9
10 8
5 7
4 1
2 3
11 OHLONE PARK
179
• Initiate a site master plan or park design development process prior to addressing long-term projects identified for Ohlone Park. Consider including a parallel public engagement process. • Provide an accessible loop connecting all major park elements and key amenities (parking, dog park, community garden, proposed all ages play area). As part of this work, resurface paved asphalt path throughout park, providing minor reroutes as necessary (remove divots, cracks, shifts, tree root damage). • Add signage identifying park, features, and trail connections to adjacent open space (See Proposed Trail Connectivity Plan – Proposed Trail Segment 7) and adjacent neighborhoods.

1. Replace fence at dog park. Provide accessible
gates into dog park and accessible features inside
dog park.

2. Connect all concrete picnic pads to asphalt path
near dog park.

3. Remove eucalyptus trees at the dog park; add a
shade structure at dog park.

4. Removed patterned concrete paver section in dog
park and replace with asphalt path or reinforced
concrete path.

5. Provide a challenge/adventure type facility for
teens and young adults, such as a skate spot,
climbing wall or net, in a location with good
visibility and regular foot traffic.

6. Protect heritage oak tree on slope during any
kind of construction activity. Do not place any
development within the critical root zone and
dripline of tree crown given sensitivity of oak root
systems.

Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map)

7. Add an all ages play feature that works with
the site’s natural topography – such as an
embankment slide and related elements.

8. Add a group picnic area/group seating/hang out
space near the all ages play feature; consider
an “art wall” installed in conjunction with youth
artists.

9. Expand community garden to address waitlist
backlog working with Hercules Community
Gardening Program.

10. Provide a soft surface path entrance into the park
from Turquoise Drive (between Opal Court and
Cinnabar Way).

11. In the long term, re-establish the natural
amphitheater on slope beyond oak dripline.

OHLONE PARK
Park Classification: Community Park
Park Size: 8.2 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 99
180
ohlone park | design examples
55 7
7 Chapter 5. Recommendations | 100
181
ohlone park | design examples
8 10
118
Chapter 5. Recommendations | 101
182

SHORELINE PARK
183
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Bench
Bike Rack
Drinking Fountain
Open Lawn Area
Other
Pet Waste Station
Picnic Area or Table
Playground
Restrooms
Sign
Swings
Trash or Recycle Receptacle
Waking/Jogging Path
• Bench
• Bench
• Other
• Sign
• Barbecue Grill
• Barbecue Grill
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Open Lawn Area
• Pet Waste Station
• Picnic Area or Table
• Picnic Area or Table
• Playground
• Restrooms
• Sign
• Trash or Recycle Receptacle
• Walking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional
• Bench
• Bike Rack
• Drinking Fountain
• Other
• Picnic Area or Table
• Picnic Area or Table
• Swings
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Sign

SHORELINE PARK
Park Classification: Community Park
Park Size: 2.6 Acres
Chapter 5. Recommendations | 103
184
1 2
3 4
6 7 8
9 5

SHORELINE PARK
185

PLANTING AREAS
• Add mulch to planter areas to meet elevation of adjacent paved walkways. • Repair bald spots in turf lawn
• Renovate empty planters throughout developed areas of park with salt-spray tolerant plants and drought tolerant pollinators.

1. Renovate overlook seating at Bay edge of park
to enhance views, accommodate groups, add
signage and art.

2. Add another developed node on northeast corner
of park and provide passive/not noisy element(s)
for teens, adults, and seniors. Ideas include adultscaled swings, group swing, group study space/ community table/hangout space, shade sail, etc.

3. Add paved, accessible companion seating areas at
two benches spots along park paved loop.

4. Add mulch to planter areas to meet elevation of
adjacent paved walkways. Current walkways near
playground and restroom are 4” above planter
grade and present a fall/trip hazard.

Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map)

5. Add additional soft surface access point into park
from sidewalks.

6. Add Shoreline Park identification sign.

7. Replace drinking fountain.

8. Repaint restroom.

9. Improve access to picnic spots along Bay Trail.

Remove vegetation growing within pavement; add
paved access path to second picnic spot.
1 1 2

SHORELINE PARK
Park Classification: Community Park
Park Size: 2.6 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 105
186

WOODFIELD PARK
187
• Sign
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Barbecue Grill
• Baseball or Softball Field
• Bench
• Drinking Fountain
• Picnic Area or Table
• Planting Area
• Playground
• Public Art
• Sign
• Soccer Field
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Basketball Court
• Basketball Court
• Open Lawn Area
• Other
• Planting Area
• Restrooms
• Sign
• Soccer Field
• Tennis Court
• Tennis Court
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Baseball or Softball Field
Basketball Court
Bench
Drinking Fountain
Open Lawn Area
Other
Picnic Area or Table
Planting Area
Playground
Public Art
Restrooms
Sign
Soccer Field
Tennis Court
Trash or Recycle Receptacle
Waking/Jogging Path
eld
Planting Area
Playground
Public Art
Restrooms
Sign
Soccer Field
Tennis Court
Trash or Recycle Receptacle
Waking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

WOODFIELD PARK
Park Classification: Community Park
Park Size: 6.0 Acres
Chapter 5. Recommendations | 107
188
1 2
3 4
6 7
8 9
10 11
12 5

WOODFIELD PARK
189
• Initiate a site master plan or design development process for the identified near-term projects of Woodfield Park. Near-term design should account for the needs and space requirements of mid- and long- term projects to be addressed in the future. Consider including a parallel public engagement process. Incorporate a sound study at this stage (or later during schematic design) to inform design as it relates to noise generating uses. • Explore Joint Use Agreement to provide public access to school parking during non-school hours.

1. Renovate 2 existing basketball courts, including
court resurfacing, restriping, new posts, backboards, hoops, etc.

2. Renovate the tennis courts to support tennis
courts and/or pickleball courts, including court resurfacing, restriping, new nets, perimeter shaded seating, and storage. Provide wind guard system
on court fencing.

3. Replace the current restroom. Select prefabricated restroom with two individual unisex stalls.

Provide water fountain at restroom.

4. Renovate grass fields, add drainage system, and
add overlay to baseball field for a multi-use rectangular turf grass field for youth sports. Replace dugouts.

5. Add group picnic spot near restroom and grass
fields.

6. Provide an accessible route between the restroom, fields, courts, playground, picnic areas, and street parking. Reorient and enhance park
entry and location of restroom as needed.

7. Add off-street parking stalls across the street on
City-owned land.

Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map)

8. Given the wide range of ages the renovated park
will attract, all-ages play features should be incorporated. Replace aging younger children’s playground with 2-3 freestanding, all-ages elements such as spinner bowls and sticks, seesaw, balance
equipment, etc. As part of this, consider siting
these elements near the new restroom to provide
more circulation space and open areas around
courts.

9. Work with local artists to renovate wood totem
pole art. Add interpretive information about the
art piece. Consider relocating the piece within
the park so its visibility is prominent and complements other park elements.

10. Remove pines surrounding courts as they uplift
and damage pavement and create other maintenance issues for court use. Remove any other hazardous trees.

11. Selectively prune other park trees to improve
visibility into park’s active areas.

12. Vegetate slopes along the asphalt path with new
plantings and temporary irrigation. Select low
growing vegetation to ensure visibility across the
park.

WOODFIELD PARK
Park Classification: Community Park
Park Size: 6.0 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 109
190
woodfield park | design examples
1 24
42 Chapter 5. Recommendations | 110
191
woodfield park | design examples
6 8
118
Chapter 5. Recommendations | 111
192

BAYSIDE PARK
193
Fair
Poor
Not Functional

BY ASSET TYPE
Bench
Drinking Fountain
Kiosk
Open Lawn Area
Playground
Restrooms
Sign
Trash or Recycle Receptacle
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Open Lawn Area
• Playground
• Bench
• Playground
• Restrooms
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Drinking Fountain
• Sign
• Trash or Recycle Receptacle
• Kiosk
• Restrooms
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

BAYSIDE PARK
Park Classification: Neighborhood Park
Park Size: 0.7 Acres
Chapter 5. Recommendations | 113
194
4 3
2 1
5 BAYSIDE PARK
195
• Renovate planters where vegetation is dead or missing. Consider removing manicured shrubs in high traffic areas.

1. Consolidate the two separate small tot play areas
in one expanded area of the park. As part of this
process, replace tot play equipment and safety
surfacing.

2. Add a small shade structure with picnic tables
across from restrooms.

3. Add 1-2 all-ages play elements (balance, spinning,
rocking elements, etc.) to provide teens, adults,
and seniors something to do.

4. Repair the out-of-service restroom and repaint
both restroom buildings.

5. Replace message kiosk between restrooms with a
small neighborhood library (little free library)
Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map) 2 3 5
3 BAYSIDE PARK
Park Classification: Neighborhood Park
Park Size: 0.7 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 115
196

BEECHNUT PARK
197
Fair
Poor
Not Functional

BY ASSET TYPE
Bench
Other
Parking (off-street)
Pet Waste Station
Swings
Trash or Recycle Receptacle
• Other
• Swings
• Trash or Recycle Receptacle
• Bench
• Bench
• Parking (off-street)
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

BEECHNUT PARK
Park Classification: Neighborhood Park
Park Size: 4.7 Acres
Chapter 5. Recommendations | 117
198
2 7
8 3
1 6
5 4

BEECHNUT PARK
199
• Add drought tolerant pollinator vegetation around developed park area.

1. Update park entry and access from driveway curb
cut. Add standard park sign.

2. Repurpose paved lot into active area for youth.

Add a tricycle loop or small skate spot and a
half-basketball court and appropriate screening
vegetation from neighbors.

3. Remove extraneous asphalt at paved lot.

4. Add a small shade feature with seating near the
tricycle loop.

5. Replace swings with 2 adult swings or group
swing. Add balance, spinning or other features
that can serve all-ages.

Sitewide Recommendations

6. Add a small neighborhood library kiosk in a high
visibility area (little free library)

7. Remove dead or dying trees and select woody
vegetation to improve visibility across the park.

8. Provide a soft surface pump track, challenge or
bike skills course on upper slopes of park.

Location-Specific Recommendations (see keyed locations on map) 2 2
5 5
2 8

BEECHNUT PARK
Park Classification: Neighborhood Park
Park Size: 4.7 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 119
200

FROG PAD PARK
201
Fair
Poor
Not Functional

BY ASSET TYPE
Bench
Bike Rack
Drinking Fountain
Gazebo
Open Lawn Area
Picnic Area or Table
Playground
Public Art
Sign
Swings
Trash or Recycle Receptacle
• Open Lawn Area
• Sign
• Bike Rack
• Gazebo
• Picnic Area or Table
• Playground
• Public Art
• Drinking Fountain
• Picnic Area or Table
• Picnic Area or Table
• Playground
• Public Art
• Swings
• Trash or Recycle Receptacle
• Bench
• Bench
• Picnic Area or Table
• Sign
• Trash or Recycle Receptacle
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

FROG PAD PARK
Park Classification: Neighborhood Park
Park Size: 1.0 Acres
Chapter 5. Recommendations | 121
202
1 2
3 3
3 3

FROG PAD PARK
203

1. Replace the playground and safety surfacing in
the next 5 years. Remove the concrete step up to
the new play feature to provide direct access for
those with mobility issues.

2. Repair and refinish gazebo shade structure.

3. Renovate planting beds throughout park with
drought tolerant pollinator species.

Location-Specific Recommendations (see keyed locations on map) 1 3
3 FROG PAD PARK
Park Classification: Neighborhood Park
Park Size: 1.0 Acres Capital Recommendation: Restore
Chapter 5. Recommendations | 123
204

RAILROAD PARK
205
Fair
Poor
Not Functional

BY ASSET TYPE
Bench
Open Lawn Area
Picnic Area or Table
Playground
Sign
Swings
Trash or Recycle Receptacle
Waking/Jogging Path
• Open Lawn Area
• Sign
• Swings
• Walking/Jogging Path
• Playground
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Bench
• Bench
• Bench
• Picnic Area or Table
• Picnic Area or Table
• Picnic Area or Table
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

RAILROAD PARK
Park Classification: Neighborhood Park
Park Size: 0.6 Acres
Chapter 5. Recommendations | 125
206
1 2
3 RAILROAD PARK
207

1. Replace playground elements and safety surfacing
and use space more efficiently to provide more
opportunities. Provide equipment consistent with
the park’s “railroad” name. Swings appear to be in
good condition for reuse.

2. Add an all-ages play elements (e.g., balance,
spinning, rocking elements, etc.) to provide teens,
adults and seniors something to do.

3. Provide a half basketball court, by relocating
picnic tables/benches and adding appropriate
screening vegetation from neighbors.

Location-Specific Recommendations (see keyed locations on map) 1 2
2 3

RAILROAD PARK
Park Classification: Neighborhood Park
Park Size: 0.6 Acres Capital Recommendation: Restore and Enhance Chapter 5. Recommendations | 127
208

SHASTA PARK
209
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Bench
Bike Rack
Open Lawn Area
Pet Waste Station
Picnic Area or Table
Planting Area
Playground
Shelter or Pavilion
Trash or Recycle Receptacle
Waking/Jogging Path
• Barbecue Grill
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bench
• Bike Rack
• Open Lawn Area
• Pet Waste Station
• Picnic Area or Table
• Planting Area
• Planting Area
• Planting Area
• Playground
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Shelter or Pavilion
• Planting Area
• Waking/Jogging Path
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

SHASTA PARK
Park Classification: Neighborhood Park
Park Size: 0.5 Acres
Chapter 5. Recommendations | 129
210

SHASTA PARK
211
• This park is new and in excellent condition with no immediate improvements needed.

Sitewide Recommendations

SHASTA PARK
Park Classification: Neighborhood Park
Park Size: 0.5 Acres Capital Recommendation: None
Chapter 5. Recommendations | 131
212

SIERRA PARK
213
Fair
Poor
Not Functional

BY ASSET TYPE
Barbecue Grill
Bench
Bike Rack
Exercise Equiment
Open Lawn Area
Other
Pet Waste Station
Picnic Area or Table
Planting Area
Playground
Shelter or Pavilion
Trash or Recycle Receptacle
Waking/Jogging Path
• Barbecue Grill
• Bench
• Bench
• Bench
• Bench
• Bench
• Bike Rack
• Exercise Equiment
• Exercise Equiment
• Exercise Equiment
• Exercise Equiment
• Open Lawn Area
• Other
• Other
• Pet Waste Station
• Picnic Area or Table
• Planting Area
• Playground
• Shelter or Pavilion
• Shelter or Pavilion
• Shelter or Pavilion
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Trash or Recycle Receptacle
• Walking/Jogging Path
• Walking/Jogging Path
• Barbecue Grill
• Planting Area
• Trash or Recycle Receptacle
Existing Assets Asset Condition Scoring (2023)
Excellent Good Fair Poor Not
Functional

SIERRA PARK
Park Classification: Neighborhood Park
Park Size: 0.4 Acres
Chapter 5. Recommendations | 133
214
1 1

SIERRA PARK
215
• This park is new and in excellent condition with no immediate improvements needed.

1. Consider the addition of a small (300 SF) nature
play node along curvilinear walkway to provide
something for children to do here.

Sitewide Recommendations
Location-Specific Recommendations (see keyed locations on map) 1 1
1 1

SIERRA PARK
Park Classification: Neighborhood Park
Park Size: 0.4 Acres Capital Recommendation: None
Chapter 5. Recommendations | 135
216
Chapter 5. Recommendations | 136
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217
Chapter 5. Recommendations | 137
Recommendations for Planned Sites (Waterfront District) Park recommendations and design standards for the five recommended Waterfront District sites were originally defined in the 2008 Waterfront District Master Plan (WDMP) by Opticos Design. In the pages that follow, 2008 plan recommendations are noted for each site, along with additional recommended elements that were identified through the recent assessment of community needs.

The Master Plan classifies these planned sites as either Special Use Sites or Neighborhood Parks, as defined in Chapter 2.
218

BAYFRONT/CREEKSIDE PARK (BLOCK K)
219
• The Waterfront District Master Plan (WDMP) recommends developing Bayfront Creekside Park as a 0.35-acre passive, open space park with seating, civic elements, and plantings along Refugio Creek. In addition, develop Bayfront Creekside Park (Block K) to meet neighborhood needs, protect riparian greenspace, and support community aesthetics. • Create a site master plan with a “natural” design theme to provide continuity between these two sites, to highlight Refugio Creek as a key feature, and to enhance views to San Pablo Bay. • Landscape the sites with trees, shrubs and plantings that include native riparian species and natural forms but may include lawn to support other park functions.
• Coordinate with the developer to ensure public access. Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association.

1. Provide an artistic painted crosswalk across Bayfront Boulevard to ensure safe pedestrian crossing and visually link these sites.

2. Create an intimate, shaded play space for ages
2-5 that incorporates nature play options and
adjacent shaded seating for families.

3. Provide more challenging climbers and features
for ages 5-12 or all ages.

4. Incorporate themed or interactive art, potentially
as part of the play space.

Sitewide Recommendations
Other Recommendations (locations to be determined)

5. Provide unique group seating arrangements (in
lieu of individual park benches) that maximize
creek and bay views. Include covered tables and
seating under a pergola or other unique shade
shelter.

6. Ensure access to the Creekside Trail.

7. Avoid elements such as traditional fountains that
would detract from the natural beauty of the park
and be costly to maintain.

BAYFRONT/CREEKSIDE PARK (BLOCK K)
Park Classification: Planned Neighborhood Park (Waterfront District Master Plan) Park Size: 0.35 Acres Capital Recommendation: Develop
Chapter 5. Recommendations | 139
220

NEIGHBORHOOD PARK (BLOCK B)
221

NEIGHBORHOOD PARK (BLOCK B)
Park Classification: Planned Neighborhood Park (Waterfront District Master Plan) Park Size: 0.6 Acres Capital Recommendation: Develop
• The WDMP recommends developing Bayfront Creekside Park as a 0.6-acre neighborhood park that features views to Mt. Tamalpais with shade and casual along with active, passive and unstructured recreation. • Create a site master plan.
• Coordinate with the developer to ensure public access. Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association.

1. Provide play elements and features to expand use
to all ages.

2. Incorporate active recreation for teens, adults,
and older adults such as exercise equipment.

3. Provide safe access routes and protected spaces
(fencing or other barriers from roads).

4. Connect to the adjacent Bay Trail/Promenade.

Sitewide Recommendations
Other Recommendations (locations to be determined)
Chapter 5. Recommendations | 141
222

NEIGHBORHOOD PARK (BLOCK L&M)
223
• The WDMP recommends developing this site as a 0.6-acre neighborhood park with formal character and terraces/levels that support events and group gatherings, with viewpoints that face outwards to the bay, a fenced playground, interactive art/fountains, and shaded casual seating. • Coordinate with the developer to ensure public access. Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association.

1. Add connections to the Bay Trail/Promenade

2. Provide active recreation spaces for teens, adults,
and older adults, including exercise equipment or
challenge features.

3. Connect this park to the adjacent neighborhood
square and activate it with residential and commercial uses.

4. Consider adding a small outdoor amphitheater.

Sitewide Recommendations
Other Recommendations (locations to be determined)

NEIGHBORHOOD PARK (BLOCK L&M)
Park Classification: Planned Neighborhood Park (Waterfront District Master Plan) Park Size: 0.6 Acres Capital Recommendation: Develop
Chapter 5. Recommendations | 143
224

CIVIC PLAZA (BLOCK G)
225
Recommended park additions include spaces that can support fitness programming, interactive art, and rest zones. • The WDMP recommends developing this site as a 0.5-acre community plaza space with a large open area for gatherings, commercial activity, unstructured recreation and other passive uses. Shaded seating, landscaping, and a civic anchor element such as a fountain or kiosks can also be provided. This future civic plaza will have a relationship to a multimodal transit station envisioned to be constructed nearby as part of The Hub. • Determine whether the site will be managed and maintained by the City or LLAD.

1. Provide rest zones and additional shaded seating
given the likelihood of higher visitor traffic, adjacency to the Bay Trail/Promenade, and planned multimodal transit station.

2. Provide active fitness programming such as morning yoga or evening dance/exercise classes at this site in lieu of fixed exercise equipment or other
active recreation elements that take up fixed
space.

Sitewide Recommendations
Other Recommendations (locations to be determined)

3. Provide well-designed connections to transit
stops/stations, bicycle parking, drop off areas, onstreet parking, and access to the Bay Trail given the site will support civic gatherings and other
events.

4. Provide interactive public art for placemaking
purposes in lieu of fountains that may be costly to
maintain.

CIVIC PLAZA (BLOCK G)
Park Classification: Planned Special Use Site (Waterfront District Master Plan) Park Size: 0.5 Acres Capital Recommendation: Develop
Chapter 5. Recommendations | 145
226

PLAZA (BLOCK D&E)
227
• The WDMP recommends developing this neighborhood as a 0.40-acre plaza space with commercial and civic activity, including gathering, resting and casual dining, food kiosks or carts, with a connection to the Bay Trail. • Determine whether the site will be managed and maintained by the City or LLAD.

1. Provide walkable connections eastward along
Bayfront Boulevard towards Refugio Creek, the
Creekside Trail, and to the Civic Plaza site.

2. Provide visual connections such as street trees,
other landscaping, or lighting cues to create a
coherency and sense of place to define the waterfront district.

Sitewide Recommendations
Other Recommendations (locations to be determined)

PLAZA (BLOCK D&E)
Park Classification: Planned Special Use Site (Waterfront District Master Plan) Park Size: 0.4 Acres Capital Recommendation: Develop
Chapter 5. Recommendations | 147
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Recommendations for a Proposed Park Site
This Master Plan proposes the development of one new park in addition to the Waterfront District park sites described earlier. The impetus for this new park is a lack of park and recreation space within the Birds and Gem Stones neighborhoods (Gap #4), based on the access analysis conducted in this plan. Taking advantage of existing open space, the plan recommends the development of a Nature Park, which is a new type of park for the City.

This park classification is defined below:
• Nature Parks are mid-size parks, typically two to five acres in size, that protect wildlife habitat, conserve natural resources, and support ecological functions, while also providing recreation opportunities. These sites may serve nearby neighbors while also providing unique recreation options that attract residents from across the city. Typical facilities include nature trails, viewpoints, picnic areas, interpretive features, and other compatible recreation uses that are carefully considered to minimize wildfire risks and reduce impacts to natural areas. 230
Potential Gems Nature Park site (2 sites under consideration) GEMS NATURE PARK (Proposed Site)
231
• Identify an open space site suitable for one 2–4-acre Nature Park. Taking into account land availability, access, topography, and development potential, consider a site on City-owned open space in the Birds/Gem Stones neighborhoods.
• Consider objectives (Objective 1 and Objective 6) and related policies in the City’s Open Space Element regarding presence of threatened or endangered species such as the Alameda whipsnake, California red legged frog, and Contra Costa goldfields (plant).
• Provide ADA accessibility to extent feasible given the surrounding steep topography. • Provide a self-guided nature trail with interpretive signage. Consider options to create an app with additional information about local natural features.

SUPPORT ACCESS FOR NEIGHBORS

1. Provide multiple pedestrian and bike access
points.

2. Provide adequate visitor parking that does not
excessively impact surrounding residential properties.

3. Integrate public transit accessibility when siting
the new park. There are existing bus stops (Bus
#10) along Pheasant Drive and Turquoise Drive.

4. Connect the Nature Park to existing and/or proposed trail networks.

DEVELOP SITE AS A NATURE PARK

5. Provide nature-themed playground or nature play
with shaded seating.

6. Add par course features along a trail or a fitness
zone to support active uses and fitness.

Sitewide Recommendations
Other Recommendations (locations to be determined)

7. Provide a 9- or 18-hole disc golf course with pads,
baskets, golf signage, as well as site signage to
eliminate user safety conflicts. Work with EBRPD
for potential partnership.

8. Consider additional education/interpretation
space, such as kiosks or an outdoor classroom
shelter.

9. Provide a trailhead that includes shaded picnic tables, benches, and wayfinding signage. If feasible, provide a restroom and drinking fountain. Do not
provide barbecues.

10. Activate and program the site with nature-themed
events such as stargazing, educational events,
trail hiking, and scouts’ camp use.

11. If a utility corridor is present (such as the sites along Pheasant Drive), consider only suitable recreational activities to be coordinated with impacted utilities or districts. 6 7 10
GEMS NATURE PARK (Proposed Site)
Park Classification: Proposed Nature Park
Park Size: 2 to 4 Acres Capital Recommendation: Develop Chapter 5. Recommendations | 151
232
gems nature park | design examples
55 45
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233
gems nature park | design examples
10 798
Chapter 5. Recommendations | 153
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Recommendations for Greenways and Trails
This Master Plan proposed recommendations for greenways and trails in order to improve existing facilities, as well as develop new connections for better citywide networks. Some of the recommendations are intended for all trails; other recommendations are specific to their site.

All Trails
• Add paved multiuse trail connections to improve east/west access for pedestrians and bicyclists through Hercules and along San Pablo Bay. • Add connections between unconnected open space trail segments (See Figure 39).

Coordinate with utilities and HOAs as necessary.
• Provide a range of compatible amenities along soft surface open space trails such as wayfinding, rules signage at trailheads, trash receptacles, viewpoints, seating, or par course/outdoor fitness stations along trail.
• Utilize fire roads as trails with wayfinding/signage and connections.

Existing Greenways and Trails
Refugio Valley Trail
Capital recommendation: Improve & Enhance
• Replace aging exercise equipment along Refugio Valley Trail. Cluster equipment together in groups near parking lots to improve access to and visibility around equipment.
• Equipment should be accessible from the side of the trail and include safety surfacing.
• Install equipment out of drip lines of mature trees.
• Repair the pathway and add new surfacing where needed.

Bay Trail (Segment #1 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Crack and seal existing Bay Trail.
• Construct a 1120’ lineal feet (LF) (0.21 mi) multiuse trail as part of completion of the Bay Trail.
• Match existing trail cross section dimensions. Include space for future crosswalks to reach planned multimodal transit station (The Hub) and civic plaza. • Install promenade in vicinity of The Hub.
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Proposed Greenways and Trails
John Muir Parkway Trail (Segment #2 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 960’ LF (0.18 mi) multiuse trail along south side John Muir Parkway between Sierra Park and San Pablo Avenue.
• Match existing pathway width on John Muir Parkway. Use concrete to match existing paved trail.

Sycamore Ave Trail (Segment #3 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 2800’ LF (0.53 mi) multiuse trail along Sycamore Avenue between Willow Avenue and Refugio Valley Road.
• Use a 10’ paved trail width.
• This multiuse trail connection will provide critical east-west pedestrian and bicycle connectivity to below I-80 and over railroad tracks.
• Project will require working with CALTRANS and railroad to identify appropriate design standards, details, materials, and safety requirements.

Trestle Cove Connection (Segment #4 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 1200’ LF asphalt trail connection between Trestle Cove and Victoria Crescent West.
• Use a 6’ paved trail width.
• Coordinate with Bio-Rad and adjacent HOAs.

Pinole Creek Connection (Segment #5 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct an 820’ LF asphalt trail connection along the existing maintenance road between San Pablo Ave and the east side of Pinole Creek Trail. • Use a 6’ paved trail width.
• Coordinate with City of Pinole and obtain easements from adjacent landowners.

Gem Stones Trail (Segment #6 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 1600’ LF soft surface trail connection underneath an overhead voltage corridor to connect Bay Area Ridge to Gem Stones neighborhood open space. • Use a 3’ soft surface trail width.
• Coordinate with affected utilities.
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Ohlone Creek Trail (Segment #7 on Proposed Trail Connectivity Plan) Capital recommendation: Improve & Enhance
• Construct a 7550’ LF soft surface trail connection between Ohlone Park and Gems and Birds neighborhoods open space.
• Use a 3’ soft surface trail width.
• 825’ LF through HOA-owned open space dependent on use agreement between HOA and City.

Birds Trail (Segment #8 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 2400’ LF soft surface trail connection through Birds neighborhood open space and existing trail that links to Refugio Valley Road. • Use a 3’ soft surface trail width.
• Coordinate with affected HOAs.

Refugio Creek Loop Trail (Segment #9 on Proposed Trail Connectivity Plan) Capital recommendation: Improve & Enhance
• Construct a 5515’ LF soft surface trail connection between Hercules Community Center and Lavender Place and Redwood Road.
• Use a 3’ soft surface trail width.
• Coordinate with affected HOAs.

Flowers Trail (Segment #10 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 3925’ LF soft surface trail connection between Woodfield Park and Shephard Street.
• Use a 3’ soft surface trail width.
• Coordinate with affected HOAs.

Upper Watershed Loop Trail (Segment #11 on Proposed Trail Connectivity Plan) Capital recommendation: Develop
• Construct a 3700’ LF soft surface trail connection between Refugio Valley Road and Armstrong Street through Beechnut Park and adjacent HOA open space. • Use a 3’ soft surface trail width.
• Coordinate with affected HOAs.
• Completion of this segment will complete the Upper Watershed Loop Trail (the segment south of Refugio Valley Road already exists)
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Recommendations for Major Recreation Facilities
Preliminary recommendations for the City’s major recreation facilities are noted below, including those that are located within parks and at school sites. These recommendations should be considered by City staff and City Council alongside the parallel Facilities Assessment process that will address the City’s recreation buildings, estimated to be complete in 2024. Combing the results of both assessments will provide clearer directions for future development, use, and improvements of major facilities.

All Major Recreation Facilities
• Right-size the City’s operational investment and staffing needs for major facilities by enhancing buildings with high use, higher cost recovery, and a strong return on investment (ROI). Pursue alternate solutions (e.g., trade, reprogram, etc.) and avoid renovating older, underperforming buildings.
• Before developing new buildings or renovating older ones, conduct financial feasibility studies and operational pro formas to identify funding, staffing, and programming needs and ensure the revenues associated with new programs and activities will offset operations costs and support the hiring of additional staff for recreation, maintenance, and janitorial care.
• When developing, improving, or renovating buildings, create flexible use spaces in larger, multi-generational, multi-use buildings or in adjacent buildings that create hubs for activities. Gradually phase out smaller buildings with dedicated uses that tend to have higher costs and require additional staffing and logistics to operate. • Track participation data and costs by facility to determine cost recovery and return on investment (ROI). These data will help determine which programs and facilities warrant continuation and capital investments, versus which are unaffordable as buildings age and renovation needs increase. Ensure that all facilities, pool, and room rentals have 100% cost recovery for direct expenses, plus additional revenues generated to offset facility wear and tear and other indirect costs. • Complete and consider ADA assessment findings for building interiors as part of the Facilities Master Plan.

Specific Recreation Facilities
Hercules Community Center
Capital recommendation: Renovate & Develop
• Continue to jointly plan and program the community center and swim center as one cohesive site that is the hub for indoor recreation activities in the city. • Invest in Community Center renovations.
o Invest in bathroom renovations and other accessibility improvements. 238
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o In the short term, protect the gymnasium flooring during events. Add side hoops for cross court practices and basketball games. Provide a central drop screen or curtain to divide the gymnasium space for different uses, such as indoor pickleball, volleyball, and badminton.
o Convert the kitchen to a catering or warming kitchen, removing the cooking apparatus that would require replacement, servicing, and additional fire suppression features. Remove the industrial scale dishwasher. o Continue to invest in technological improvements for meeting rooms, potentially to support e-sports programs.
• Longer term: As Hercules continues to grow, explore community demand and willingness to pay to develop a new gymnasium at this site. o Evaluate the open space south of the pool to construct a new two-gym facility or one full size gym, with a dedicated fitness room and auxiliary multiuse court, with support features such as a lounge, restrooms, storage, and staffing space.
o Convert the existing gym in the Community Center to a dedicated banquet room/event space. Add stage lighting. Explore options to renovate the kitchen at that time.
o Expand parking to accommodate new uses, considering additional solar panels to shade parking and offset energy needs.

Hercules Swim Center
Capital recommendation: Restore
• Continue to jointly plan and program the community center and swim center as one cohesive site that is the hub for indoor recreation activities in the city. • Improve locker rooms as they age, potentially removing rusting lockers, improving showers, and adding amenities such as swimsuit spinners. Long-term, evaluate options to add additional family-style changing rooms.
• When renovating spaces, improve ADA access to the building, drinking fountains, restrooms, and program space.
• Add one permanent shade structure in addition to the three temporary canopies available.
• Consider as a revenue-generating opportunity, provide reservable cabanas, lounge chairs, and pool play toys (noodles, flippers, etc.) for use. • Consider modest improvements in equipment to support diversified programs, including lap swimming, water fitness and water walking, water safety, kayaking lessons, etc. to attract more diverse pool users.
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Teen Center
Capital recommendation: Reprogram
• Given the decline in City-provided teen programs since the pandemic, explore options to reprogram and renovate the Teen Center for new uses, in conjunction with short and long-term plans for the Hercules Community Center. o Consider conversion to preschool space, renovating the outdoor patio to provide play equipment and improved play space. If a gym is constructed nearby, this facility could also provide childcare space for families using the recreation center after preschool programs are over.
o As an alternative, convert the Teen Center to a multi-age programming space to offset the demand on space for the Community Center. • In conjunction with this change, explore other options to better serve and empower teens and young adults in the community with indoor and outdoor active recreation opportunities and age-appropriate programs.
o Strengthen and formalize an agreement with WCCUSD (the School District) where the Parks & Recreation Department becomes a primary method for students to complete community service hours through volunteerism and event support.
o Develop a teen advisory committee or youth commission for the City, with the Department taking on oversight responsibilities.
o Retain one full-time staff member responsible for teen programming and engagement, using other indoor and outdoor facilities.
o Continue to maintain the fleet of vehicles to transport preschool students to this site and teens to teen programs.

Ohlone Community Center
Capital recommendation: Renovate (or explore other options) • Avoid investment in the community center until more appropriate uses are identified. The building is older, in poor condition, and was originally designed for HOA use; it does not warrant a substantial investment for renovation as a larger community-serving recreation facility given its current use for rentals and overflow programming.
• Continue current uses until the end of the building’s lifecycle. If no alternative use is identified, consider sale or a nominal long-term lease to a public service group or non-profit willing to renovate the building for community benefit. • Discuss with the School District the opportunity to trade or exchange the Ohlone Kidz Center portables for funds to renovate the Ohlone Community Center into an afterschool/programming space. This investment would be consistent with previous voter-approved School District funding to have a dedicated, permanent after-school 240
Chapter 5. Recommendations | 160
center on site. It would address school needs for the portable space currently used as the Kidz Center. If an agreement can be reached:
o Hire an architect to plan, renovate, and expand the facility to provide dedicated space for school age programs. Ensure sufficient programming, storage, and staffing space is available.
o Remove the kitchen.
o Provide indoor, accessible restrooms, removing the exterior restroom stalls and sinks outside the building.
o Consider operational procedures that could make this site suitable for reservations or programming for youth activities after Kidz Center program hours to increase revenues.

Foxboro Community Center
Capital recommendation: Restore
• Improve the community center for indoor and outdoor use. This facility is well situated for programming and public and private rentals for community use, parties, meetings, etc.
o Add central air conditioning to support rentals and community group use. o Evaluate options to increase storage and improve restrooms. o Enlarge storage room doorway for large equipment such as table/chair racks. o Improve ADA access to the building.
• Increase fees for out-of-town visitors to offset costs for renovations and operations.

Senior Center
Capital recommendation: Restore
• Continue Senior Center operations, renaming the facility the Hercules Adult and Senior Center to expand programming ages.
• Improve ADA access to the building, parking lot, and outdoor patio area amenities. • Consider fee increases to re-invest in general updates and refreshed features as the facility ages.
• Long term, and especially if a second recreation building is added near the Hercules Community Center, continue to evaluate ROI to operate a dedicated senior center with limited space for programming.

Lupine Kidz Center
Capital recommendation: Relocate
• Divest of the Lupine Kidz Center, which does not serve enough children to justify the renovation costs needed. This is an older facility in poor shape that lacks restrooms in classrooms, lacks sufficient outdoor play space (which cannot be expanded given the hill behind the building), and would require extensive renovation to be updated and functional.
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• Move the preschool program to the existing Teen Center. • If there is a demand for afterschool programs on site, discuss with the school the opportunity for a joint use agreement to use an unused classroom or the auditorium (which the City helped jointly fund) for after school programming, since school enrollment has declined as well.

Hanna Ranch Kidz Center
Capital recommendation: Renovate
• In the short term, improve the back play space. Remove cut-out to expand halfcourt basketball and add greenspace; replace play equipment. • Explore solutions to eliminate the flea problem from a nearby creek. • As this site continues to age and if program demand continues, renovate the Kidz Center as the largest dedicated program space for children and youth focused on before and after school programs. This will require improvements to the existing portables.
• Long-term, expand and renovate the center as a dedicated preschool, Transitional Kindergarten (TK program), and afterschool program with office space for all three consolidated in one room/building.
• Explore options to add a small youth gym.

Ohlone Kidz Center
Capital recommendation: Trade
• In the short term, continue operations of these three portables for the Kidz Center. • Continue discussions with the School District regarding the previous voter-approved funding to have a dedicated, permanent after-school center on site. As enrollment demands increase (and the Kidz Center wait list is extended), explore a joint use agreement or memorandum of understanding with the School District that would allow use of the gymnasium or cafeteria for after-school program use. • Initiate discussions to explore the opportunity to trade or exchange the three Ohlone Kidz Center portables for funds to renovate the Ohlone Community Center into an afterschool/programming space. If an agreement with the School District is reached, complete the renovation of the Ohlone Community Center prior to returning the portables to the School District.

Other Recreation Spaces
Capital recommendation: Continue
• Continue to program the Van Domselaar Room in the Samara Terrace and rooms in the Hercules Library for rentals and overflow recreation space to offer additional activities, as long as these rooms are in good condition and available. • Coordinate with the Library to support teen programs. 242
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Recommendations for Maintenance, Operations, and
Asset Management
While residents and City leaders may be more interested in site improvements, enhancement, and new development, the City of Hercules will also effectively maintain assets and landscaping to sustain its park investments and provide a safe, clean, wellfunctioning, and attractive park and recreation system.

Recommendations include:
• Prior to adding new parks and facilities, ensure that sufficient resources—including staffing, funding, and equipment—are available to maintain, operate, activate, and program these sites.
• Continue to set aside funding long-term to have monies on hand for the repair and replacement of old, worn, or damaged amenities and facilities at the end of their lifecycle.
• Apply a tiered maintenance approach to ensure the sustainable routine and preventative maintenance of all parks and facilities and apply resources where needed most.
o Standard Maintenance: A standard level of maintenance includes routine monitoring, inspection and care of infrastructure, recreation facilities and landscaping. It applies to most sites that do not provide organized activities and events, or specialized and major facilities.
o Enhanced Maintenance: Enhanced maintenance is needed at highly visible, heavily used sites that include specialized assets. It includes a greater maintenance frequency and specialized tasks. All major recreation facilities required enhanced maintenance.
o Natural Resource Maintenance: Nature resource maintenance costs may be needed for undeveloped/natural portions of parks to attend to the stewardship or protection of natural resource areas. Typically, natural resources such as river corridors, creeks, lakes/ponds, or undeveloped areas left in a mostly natural state require less maintenance. (This does not include capital projects such as pond dredging or restoration, which are described in site recommendations.)
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Table 15. Maintenance Action Categories
Maintenance
Actions
Applicable to Routine Tasks Occasional Tasks
Standard
Maintenance
Sites with regular
use and traffic
that do not
require
specialized care.
• Basic landscaping for safety
and aesthetics
• Monitoring and inspection
• Litter pick-up and trash
removal
• Restroom cleaning
• Routine and preventative
care for site furnishings and
facilities
• Graffiti and vandalism
removal
• Amenity and facility
repair
• Removal of natural
debris from trails
Enhanced
Maintenance
Sites with heavy
use and traffic,
often with
specialized
assets, public
events, and
programs.
• All “standard maintenance”
tasks but with more
frequency
• Specialized facility
maintenance
• Sports field turf irrigation
and management
• Janitorial care of buildings
and equipment
• Repair of major facilities
• Setup and cleanup of
public events, programs,
and reservable spaces
• Removal of natural
debris from trails
Natural
Resource
Maintenance
Sites with
significant
natural
resources.
• Routine monitoring and
inspection
• Tree / brush pruning
• Mowing, where applicable
• Trail clearing
• Litter removal
• Tree canopy protection
• Invasive species removal
• Dumping and hazards
removal
• Lake or creek
stabilization
• Natural area restoration
• Natural resource
management
• Fire prevention
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Table 16. Maintenance Recommendations per Site
Maintenance Actions
Site Name Site Type
Standard
Enhanced
Natural
Resource

EXISTING SITES
Bayside Park Neighborhood x
Beechnut Park Neighborhood x x
Duck Pond Park Community x x
Foxboro Park Community x
Frog Pad Park Neighborhood x x
Hanna Ranch Park Community x
Ohlone Park Community x x
Railroad Park Neighborhood x
Refugio Valley Park and Tennis Courts Citywide x x
Shasta Park Neighborhood x
Shoreline Park Community x
Sierra Park Neighborhood x
Woodfield Park Community x
PLANNED SITES (Waterfront District)
Bayfront/Creekside Park (Block K) Neighborhood x
Neighborhood Park (Block B) Neighborhood x
Neighborhood Park (Block L&M) Neighborhood x
Civic Plaza (Block G) Special Use Site x
Plaza (Block D&E) Special Use Site x

PROPOSED SITE
Gems Nature Park Nature Park x

EXISTING GREENWAYS AND TRAILS
Bay Trail Multiuse x
Refugio Valley Trail Multiuse x
Paved Trails Paved x
Unpaved Trails Unpaved x
PROPOSED GREENWAYS AND TRAILS1
Bay Trail (additional segment) Multiuse x
Birds Trail Unpaved x
Flowers Trail Unpaved x
Gem Stones Trail Unpaved x
John Muir Parkway Trail Multiuse x
Ohlone Creek Trail Unpaved x
Pinole Creek Connection Paved x
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Maintenance Actions
Site Name Site Type
Standard
Enhanced
Natural
Resource
Refugio Creek Loop Trail Unpaved x
Sycamore Ave Trail Multiuse x
Trestle Cove Connection Paved x
Upper Watershed Loop Trail Unpaved x

1. Names assigned to proposed trail and trail segments are for reference only. It is recommended that names be revised based on community input once development is approved. It should be noted that while some of the proposed unpaved trail segments may exist, none are recognized as part of the City's maintained trail system and all require standard elements such as trailhead signage, dog waste/trash receptacles, painted crosswalks where they cross streets, etc., and standard maintenance if they are to support connectivity to, across, and through City-owned open space. 246
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Figure 40. A majestic older tree provides shade at Ohlone Park 247
Chapter 6. Action Plan | 167
Chapter 6. Action Plan
This chapter provides an overview of the proposed capital improvement plan for the Parks and Recreation Facilities Master Plan. It includes far more projects than the City will complete in the next ten years. To support the development of an annual budget, work plan, and a five-year capital improvement plan, the chapter also describes the prioritization process that was used to define a short-term Action Plan. It identifies funding strategies to implement near-term recommendations for existing and proposed parks, trails, and recreation facilities.

Overview of CIP and Maintenance Costs
Chapter 5 detailed systemwide and site recommendations for all identified sites within Hercules. To have a sense of the magnitude of projects, planning-level capital costs and maintenance costs for all projects combined were estimated based on assumptions about potential implementation. Itemized project costs were not developed for individual parks or projects. As a point of reference, it could cost approximately $50 million to implement all recommended capital projects in this Master Plan, along with an additional $1 million annually to maintain all sites after improvements are made. Clearly this is more than the City is able to invest in parks over the next ten years.

Figure 41 shows how these investments would be allocated by site classification if all projects were completed. Most of the identified costs (81%) are targeted towards improving existing parks, greenways, and trails.

While it is important to include all
recommended projects in a Capital
Improvement Plan, it is typically not
feasible for cities to immediately
implement all recommendations.

Limited resources and funding instead
require a more strategic approach for
making improvements over time.

However, all projects—including those
that may be implemented in 11+
years— are identified in the Capital
Improvement Plan in case a
partnerships, sponsorships, or grants
may help advance them sooner than
anticipated. Figure 41. Park System Capital Costs Allocation by Classification
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Appendix F: Capital Improvement Plan presents order-of-magnitude capital costs and maintenance costs for all sites. In addition, each project was assigned a timeframe and urgency for completion. This information is intended to help identify priority projects for a short-term action plan. (Detailed costs for individual sites and projects will be estimated later as part of the annual CIP development process.)
The capital improvement plan summarizes all projects by site, including the information that was used to identify project prioritization or phasing. This included:
• Capital Costs
• Annual Operating Costs
• Urgency
• Alignment with Hercules Parks and Recreation Facilities Master Plan Goals Capital Cost provides an indication of the magnitude of capital cost to implement the recommendation, shown by dollar signs as follows:
$ (<$100,000)
$$ (>$100,000 to $300,000)
$$$ (>$300,000 to $1,000,000)
$$$$ (>$1,000,000 to $3,000,000)
$$$$$ (>$3,000,000)
Annual Operating Cost estimates the added annual operating cost once the recommendation is implemented, also indicated by dollar signs as follows:
$ (<$5,000)
$$ ($100,000 to $25,000)
$$$ (>$25,000 to $75,000)
$$$$ (>$75,000)
Urgency indicates the level of need. All recommendations within this Master Plan have a demonstrated need, but the level of urgency varies based on the availability of a particular amenity or program as compared to the demand. Urgency can also be a consideration of time sensitivity. For example, if a recommended project will influence or guide future operations, such as development of open space conservation plans, that project would have a high level of urgency. A recommendation could also be considered “high urgency” if failure to act results in a missed opportunity, such as purchase of an available open parcel that could be dedicated as parkland. Urgency is coded as:

Low
Medium
High
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Prioritization Process for Master Plan
To identify the highest priority projects to complete in the next 5 years, the City of Hercules involved residents, stakeholders, and community leaders in a project prioritization process.

An online prioritization activity was designed to reach the broader public. The project’s Steering Committee and interested residents were invited to participate in an in-person survey and facilitated discussion in August 2023. Directions and priorities identified through the prioritization process included:
• Focus on existing sites as well as gaps in the trail system to better connect Hercules; • Concentrate efforts at some of Hercules’ larger, aging parks that will provide visible results to the community;
• Prioritize improvements that serve everyone (such as park safety improvements), and make major investments in active recreation (including sport fields, sport courts, and playgrounds); and
• Implement small projects that have big impacts.

Figure 42. Survey Response to question about Funding Priorities 250
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Figure 43. Survey Response to question about Preferred Geographic Distribution of Improvements For more details as it relates to the prioritization process, see Appendix E: Prioritization Engagement Findings.

Key findings from the prioritization activities were presented to City Council in September 2023. Council, Steering Committee, and survey comments were reviewed by City staff to categorize projects in a three-phase timeline:
• Near-term (0-5 years)
• Mid-term (6-10 years)
• Long-term (11-20+ years)
Using this information, the Master Plan was able to identify which capital projects should advance as the City’s 5-year Action Plan for implementation. This a shorter list of actions at select parks is more likely to be implemented with available funds over the next five years.

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The 5-Year Action Plan
Based on the prioritization activities, public feedback, and understanding of available funding, a 5-year Action Plan was developed. Projects identified in the action plan reflect an assumption of City finances, as well as what can be covered with grants and other funding sources over the next five years. These near-term projects will be incorporated in the 5- year CIP and should subsequently undergo refined costing.

The action plan includes near-term recommendations which impact the following sites:
• Beechnut Park
• Foxboro Park
• Frog Pad Park
• Refugio Valley Park and Tennis Courts
• Shoreline Park
• Woodfield Park
• Bay Trail
• Sycamore Avenue Trail (Proposed)
These near-term recommendations are described as follows.

Master Plan Goals
Beechnut Park
Near-Term Recommendations

Capital Cost: $ Operating Cost: $ Urgency: High
x
Update park entry and access from driveway curb cut. Add standard park sign.

Capital Cost: $ Operating Cost: $ Urgency: High
x x
Repurpose paved lot into active area for youth. Add a tricycle loop or small skate spot and a half-basketball court and appropriate screening vegetation from neighbors.

Capital Cost: $ Operating Cost: $ Urgency: High
x x x
Remove extraneous asphalt at paved lot.

Capital Cost: $ Operating Cost: $ Urgency: High
x
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Master Plan Goals
Foxboro Park
Near-Term Recommendations

Capital Cost: $$$ Operating Cost: $ Urgency: High
x x
Renovate basketball court surfacing and striping. Reposition hoops and posts they meet standards.

Capital Cost: $$ Operating Cost: $ Urgency: Medium
x
Master Plan Goals
Frog Pad Park
Near-Term Recommendations

Capital Cost: $ Operating Cost: $ Urgency: Medium
x
Master Plan Goals
Shoreline Park
Near-Term Recommendations

Capital Cost: $ Operating Cost: $ Urgency: Medium
x
Replace drinking fountain.

Capital Cost: $ Operating Cost: $ Urgency: Medium
x
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Chapter 6. Action Plan | 173
Master Plan Goals
Refugio Valley Park and Tennis Courts
Near-Term Recommendations

1. Serve all ages and abilities2. Provide an accessible and equitable system3. Create a connected trail system4. Improve and restore existing parks 5. Provide varied active recreation6. Support and expand local collaboration7. Create a strong local identity Initiate a site master plan or design development process for the identified near-term projects. Near-term design should consider the needs and space requirements of other mid- and long- term projects identified in this Master Plan. A public engagement process for this high-profile site may be considered.

Capital Cost: $$ Operating Cost: n/a Urgency: High
x x x x x x x
Provide shade structures near group picnicking areas where trees have been removed. Locate shade structures along an accessible route from the parking lot. Replant trees that were removed with species selected to provide shade and meet other City maintenance needs.

Capital Cost: $$$$ Operating Cost: $ Urgency: High
x x
Renovate connecting circulation system between parking lot, practice wall, group picnic area, tennis courts, and Turquoise Avenue. Includes replacing wood railroad tie stairs, steps, and other connecting features with concrete throughout.

Capital Cost: $$ Operating Cost: $ Urgency: High
x x
Provide a marked accessible parking spot and accessible route to tennis courts and gathering areas.

Capital Cost: $ Operating Cost: $ Urgency: High
x x
Remove trees at Tennis Center including tree stumps and replant using species with characteristics compatible with tennis and maintenance needs.

Capital Cost: $ Operating Cost: $ Urgency: High
x
Initiate permits needed to dredge the pond. Select a qualified contractor to dredge and semi-annually maintain the pond. Includes naturalizing the pond edge with a 10’-20’ buffer of native pond plantings; replenish existing edges; limit public access around pond edge.

Capital Cost: $$$ Operating Cost: $$ Urgency: High
x x x
254
Chapter 6. Action Plan | 174
Master Plan Goals
Woodfield Park
Near-Term Recommendations

1. Serve all ages and abilities2. Provide an accessible and equitable system3. Create a connected trail system4. Improve and restore existing parks 5. Provide varied active recreation6. Support and expand local collaboration7. Create a strong local identity Initiate a site master plan or design development process for the identified near-term projects of Woodfield Park. Near-term design should account for the needs and space requirements of mid- and long- term projects to be addressed in the future. Consider including a parallel public engagement process.

Incorporate a sound study at this stage (or later during schematic design) to inform design as it relates to noise generating uses.

Capital Cost: $ Operating Cost: n/a Urgency: High
x x x x x x x
Renovate the two existing basketball courts, including court resurfacing, restriping, new posts, backboards, hoops, etc.

Capital Cost: $$ Operating Cost: $ Urgency: High
x
Renovate the tennis courts to support tennis courts and/or pickleball courts, including court resurfacing, restriping, new nets, perimeter shaded seating, and storage. Provide wind guard system on court fencing.

Capital Cost: $$ Operating Cost: $ Urgency: High
x x x x
Replace the current restroom. Select prefabricated restroom with two individual unisex stalls. Provide water fountain at restroom.

Capital Cost: $$ Operating Cost: $ Urgency: High
x x
Provide an accessible route between the restroom, fields, courts, playground, picnic areas, and street parking. Reorient and enhance park entry and location of restroom as needed.

Capital Cost: $$$ Operating Cost: $ Urgency: Low
x x x
Remove pines surrounding courts as they uplift and damage pavement and create other maintenance issues for court use. Remove any other hazardous trees.

Capital Cost: $ Operating Cost: $ Urgency: High
x
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Chapter 6. Action Plan | 175
Master Plan Goals
Bay Trail
Near-Term Recommendations

Capital Cost: $$ Operating Cost: $ Urgency: Medium
x x x x
Master Plan Goals
Sycamore Avenue Trail (Proposed)
Near-Term Recommendations

1. Serve all ages and abilities2. Provide an accessible and equitable system3. Create a connected trail system4. Improve and restore existing parks 5. Provide varied active recreation6. Support and expand local collaboration7. Create a strong local identity Construct a 2800’ LF (0.53 mi) multiuse trail along Sycamore Avenue between Willow Avenue and Refugio Valley Road. Use a 10’ paved trail width. This multiuse trail connection will provide critical east-west pedestrian and bicycle connectivity below I-80 and the railroad tracks. Project will require working with CALTRANS and impacted railroad to identify. appropriate design standards, details, materials, and safety requirements.

Capital Cost: $$$$ Operating Cost: $ Urgency: High
x x x
256
Chapter 6. Action Plan | 176
Two-Step Assessment for Future Projects
As the City continues to implement this plan, available funding, changing City initiatives and priorities, partner involvement, and similar factors may influence the desired phasing of projects. For this reason, the Master Plan presents an assessment process to help guide how and where to invest funding when it becomes available.

To assist the City of Hercules in assessing projects, the Master Plan outlines a two-step process for evaluating capital projects. Step 1 criteria ensure alignment with the Master Plan goals. Step 2 criteria ensure alignment with the reality of the current park system (Figure 44). Projects must fulfill at least one criterion per step; projects that fulfill more criteria should be prioritized. This evaluation framework should be used to sequence capital projects in annual capital improvement planning and budgeting. 257
Chapter 6. Action Plan | 177

Step 1. Alignment with the Parks and Recreation Facilities Master Plan Goals Serve all ages and abilities.

Provide an accessible and equitable system.

Create an interconnected trail system.

Improve and restore existing parks in Hercules.

Provide additional opportunities for varied active recreation in the park system.

Support and expand local collaboration.

Create a strong local identity.

Step 2. Alignment with Park System Realities
How well does a proposed project address the following criteria? Ease of Implementation: Can the project be done quickly and easily? Is the project “shovel ready” (e.g., advanced planning, feasibility studies, and permitting have been completed)?
Resource Availability: Does the project use or leverage available resources (staffing, funding, grants, partnerships, equipment)?
Existing Opportunity: Does the project use existing resources (land, facility, equipment, etc.) for improvement, repurposing, renovation, etc.? Cost Savings: Does the project reduce costs, increase revenues, increase sustainability, or improve maintenance and operational efficiencies? Value: Does the project deliver high value for the cost of resources needed, relative to other projects?
Key Connection: Does the project increase access, bring value, or expand use, of other sites within the system (i.e., will it yield benefits beyond its own improvement)? Underserved or Underrepresented Groups: Does the project serve underserved areas or underrepresented groups to improve equity across the city? City Priority: Does the project coincide with, or support, another City project or initiative?
Community Priority: Does the project repair or renovate a high-use, popular park/facility, or address top community needs?
Multiple Benefits: Does the project benefit many people and/or support multiple or flexible uses?
Urgency: Is there an urgency to the project (e.g., issues around public safety, acquisition deadline, etc.).

Figure 44. Project Assessment Process for Future Projects 258
Chapter 6. Action Plan | 178
Existing and Potential
Funding Sources
The City of Hercules works to keep
its residents safe, maintain critical
infrastructure, and support
community livability—all while
ensuring long-term fiscal
sustainability. It does so through
the wise and strategic use of it
funding sources. Over the last
several years, the global COVID-19
pandemic impacted the Hercules
Parks & Recreation Department
significantly, decreasing revenues
while programming was
suspended. The post-pandemic
years have seen a steady return to
normalcy as well as additional
investments from funding
associated with the American
Recovery Plan Act (ARPA). This
funding has allowed the City to
consider options to increase City
staffing and invest in neglected
infrastructure. This commitment to
improving City services is a step in
the right direction to develop and
maintain quality parks, facilities,
and recreational services.

Figure 45 (right). FY 2023-24 City
Expenditures by Program. (City of
Hercules)
259
Chapter 6. Action Plan | 179
Existing Hercules’ Funding Sources
The City of Hercules relies on several funding sources to support park capital projects, maintenance, operations, and programming. The following existing funding sources are taken from the City of Hercules Fiscal Year 2023-24 Annual Budget (Adopted).

General Fund
The City of Hercules General Fund is the general operating fund of the City. It accounts for all financial resources, except those required to be tracked in separate funds. It receives revenues from the sales tax, utility user tax, vehicle license fees, program revenues, property taxes, other taxes, and miscellaneous revenues. The majority of General Fund dollars support expenditures for Police and Administration (Figure 46). In FY 2023-24, approximately 13% of the General Fund was allocated to Parks and Recreation Department expenditures. In the last four fiscal years (FY 2019 – FY 2023), Parks and Recreation expenditures using General Fund dollars have ranged from a low of approximately $1.44 million (FY 20-21, during the pandemic) to a high of $2.17 million (FY 19-20). For many cities, it is difficult to increase General Fund monies for Parks and Recreation, but funds can be earmarked for Department expenditures so that there are dedicated funds for key tasks.

For example, in Hercules, recreation revenues such as rentals, reservations, and program fees go into the General Fund. The City could earmark these revenues as dedicated funding for parks, facilities, and programs, so that any revenues collected are reinvested in recreation. The General Fund also funds parks capital improvement projects using capital reserve funding.

Figure 46. Hercules General Fund Allocations to Parks and Recreation. (City of Hercules) 260
Chapter 6. Action Plan | 180
Consumer and Participant Fees
The City of Hercules receives funding through program participation fees. Pre-pandemic revenue yielded approximately $1.5 million. With the return of programs and facility rentals, the City is expected to return to these revenues.5 Given the extent to which inflation has affected prices in recent years, Hercules may need to review and potentially increase fees to align with market rates.

Facility Rentals
There are a variety of facilities and spaces available for fee-based rentals, which result in a steady revenue stream for the City of Hercules. Rentable facilities include the Hercules Community Center, the Ohlone Community Center, the Hercules Senior Center, the Foxboro Community Center, the Van Domselaar Room, the Teen Center, Council Chambers, library rooms, the gymnasium, resource rooms, picnic tables and gazebos, and sports fields and courts. Rental facilities are commonly used for weddings, conferences, parties, and family gatherings. Given the extent to which inflation has affected prices in recent years, Hercules may need to review and potentially increase fees to be in line with market rates and comparable communities. The City should also charge non-resident rates when people from outside the City are renting facilities.

Impact Fees
The Hercules Planning & Building Department collects and development impact fees to fund park projects tied to new growth. Authorized by AB1600, an impact fee is a flat fee assessed to new buildings to pay for new infrastructure that is needed to offset the “impacts” of that new housing on the community. The fee must be paid at the time the developer obtains a building permit and before a certificate of occupancy can be issued.

Impact fees only support expenditures related to capacity enhancement projects, such as the acquisition and development of new parks or the provision of new or expanded facilities in existing parks. Fees cannot be used for maintenance, operations, programming, the renovation of existing parks, or the repair or replacement of existing facilities. Typically, developers pay a fee to the City that staff use to fund park development. However, the City may negotiate with the developer to develop a park instead of paying fees. In these cases, the City should oversee site planning and design to ensure the park meets City of Hercules park standards, addresses the needs of nearby neighbors, and does not integrate highmaintenance facilities or landscaping that the City cannot afford to maintain. 5 City of Hercules FY 2022-23 Annal Budget estimates conservatively a revenue yield of 75% of total pre-pandemic actual receipts ($1.1 million).
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Chapter 6. Action Plan | 181
As posted on the City’s website, Hercules charges different rates for different types of dwelling units. Specifically for Parks and Recreation Facilities, current rates are as follows:
• Single Family: $1,705 per dwelling unit
• Multi-Family: $1,033 per dwelling unit
The City also collects Transportation impact fees, that (if sufficient) could help fund trails that support non-motorized transportation (e.g., multi-use trails). However, the City does not collect Parks and Recreation Facility impact fees for Retail/Flex, Office, Industrial, or Hotel development. Current rates on residential units are extremely low, especially given the inflation in prices for materials and construction services over the last several years.

Since the Master Plan recommends new park and trail development, including special use plazas in mixed-use developments, the City should review and potentially increase its impact fees. It should consider adding Parks and Recreation Facilities impact fees for nonresidential buildings, because employees and hotel visitors also will benefit from nearby parks and multi-use trail development. These changes are critical, because the City cannot rely on General Funds or CIP Funds to support new park and facility development.

Capital Improvement Program (CIP) Funding
Hercules’ Citywide CIP includes funding that is intended to improve the City’s aging public infrastructure. Public infrastructure includes the City’s streets, sewers, storm drains, transportation, streetlights, trees, buildings, and parks. The City applies a “fix it first” approach, where capital maintenance of existing infrastructure is generally prioritized over installation of new infrastructure. Parks and recreation facilities compete against other types of infrastructure for eligible funding, where streets, lighting, etc., may be prioritized for public safety. The City acknowledges that current funds are insufficient to adequately maintain existing infrastructure, which leads to a backlog of deferred maintenance and improvement projects. This means that the City will need additional sources of funding to address deferred maintenance, ongoing asset management, as well as the ability to add new facilities in existing parks.

Special Revenue Funds: Landscape & Lighting Assessment District Fund The City of Hercules’ Landscape & Lighting Assessment Districts (LLADs) collects revenues for the maintenance of parks, landscaping, and street lighting throughout the City and in neighborhood-specific zones, helping to keep neighborhoods safe and clean. LLAD funds support routine landscape maintenance – such as mowing, pruning, weed abatement, and trash and debris pick-up within street medians, parks, and public open space. The LLAD also funds tasks such as creating and maintaining fire breaks. Currently LLAD funding is used for maintenance activities and there isn’t sufficient revenue for improvements. 262
Chapter 6. Action Plan | 182
Public-Private or Public-Nonprofit Partnerships
Pursuing partnerships is a successful way that many cities solicit funding, labor, or the use of shared property from invested stakeholders to develop, maintain, or co-locate and operate specific facilities. The City of Hercules has a history of coordinating with the School District for youth facilities and recreation facilities, such as at Hanna Ranch Park. The City should continue to look at partnerships to improve and develop additional facilities. For example, partnerships with local youth sports organizations or leagues could be pursued to address sports field and sports court improvements and renovations, or even the development of a new facility such as a disc golf course.

Grants
Typically, grant applications are competitive processes that—if awarded—restrict funds for a specific use. These may include but are not limited to park development, the replacement of a specific type of facility, or expansion of a specific type of program. Some grants require a city to commit to the maintenance and operation of the resulting facilities into perpetuity.

Most grants also require matching funds. Many cities have dedicated or hired grant writers, or a park foundation or commission that can apply for grants on the city’s behalf. The City of Hercules relies on existing staff to coordinate grant applications. Periodically, the City of Hercules has been successful in winning grant funding to support key projects. To be effective at competing for grant funding, the City will need to invest staff time in tracking and applying for grants. Currently, there are numerous grant opportunities from the state and federal level for projects that align with larger initiatives, such as public health, diverse and disadvantaged communities, or environmental resiliency.

Additional Funding Sources
In addition to the existing funding sources the City typically uses to fund parks projects, it may need to consider new funding options to carry out the recommendations of this plan.

Potential funding strategies are noted below for consideration by the City.

General Obligation and Revenue Bonds
General obligation bonds are voter-approved bonds with the assessment placed on real property. The money can only be used for capital improvements, but not for maintenance or operations. This property tax is levied for a specific period of time (usually 15-20 years).

Passage requires a two-thirds majority approval by the voters.

Revenue bonds are typically sold to fund specific projects (e.g. systemwide park lighting or the renovation of a citywide park) or to finance revenue-generating facilities (e.g. community centers). These may include new facilities or the renovation of an existing 263
Chapter 6. Action Plan | 183
facility. The City must be able guarantee repayment. For example, the interest and capital could be paid from the revenue produced from the operation of the new facility. Some cities are exploring the use of American Rescue Plan Act (ARPA) funds or reserves to guarantee a revenue bond. This allows the City to borrow sufficient funds to complete an entire project at once, and then repay the costs gradually. This is a successful way to integrate construction efficiencies to do one or several large projects simultaneously, saving monies in the long term. Revenue bonds may be passed by City Council and do not require voter approval.

While Hercules has been hesitant to take on debt, it has demonstrated strong financial and funding management for several years. The City Council and community may consider a small general obligation or revenue bond to renovate key City parks and facilities that are accessible to all and integral to City identity.

Property Sale, Exchange, or Lease
If a city has an excess building or piece of property that it does not need, it could sell the property or trade the property to obtain a site more suitable for park use. Long-term, it could lease a facility to a community group or business for long-term use. As Hercules continues to evaluate its Major Facilities and Buildings, it may identify buildings that are no longer cost-effective or feasible for City staff to operate for recreation or youth services.

City staff may need to evaluate any property restrictions that affect potential sales, leases, or alternative uses before considering divestment.

Donations and Foundation Support
Donations of land, materials, artwork, or funds could be made to the City for the purposes of developing, improving, maintaining, or operating parks and facilities. Endowment funds and grants can be sourced from the public through established organizations such as community foundations.

Sponsorships, Naming Rights, Memorials, Promotions
Many cities solicit additional funds by offering opportunities to invest in the following:
• Signage and Advertising Space: Name promotion and recognition in key locations for businesses and agencies, e.g., on banners in a gymnasium, disc golf signage, etc. • Family Memorials: Sales of engraved bricks, benches, plaques, or dedicated trees to honor lost ones or loved ones.
• Naming rights: A form of sponsorship that transfers funds to the city in exchange for having facilities such as a community center, classrooms, gymnasiums, amphitheater, playground, etc., named for a patron (person or business). 264
Chapter 6. Action Plan | 184
• Sponsorships: The act of the act of providing funding, promotions, or an in-kind fee for a park, facility, program, or service, in return for access or advertising.

Mello-Roos Community Facilities District
The Mello-Roos Community Facilities Act of 1982 allows any county, city, special district, school district or joint powers authority to establish a Mello-Roos Community Facilities District (a “CFD”) to finance public improvements and services. The services and improvements that Mello-Roos CFDs can finance include streets, sewer systems and other basic infrastructure, police protection, fire protection, ambulance services, schools, parks, libraries, museums, and other cultural facilities. Formation of a CFD requires a two-thirds vote of residents living within the proposed boundaries. If there are fewer than twelve residents, then the vote is conducted of current landowners. The assessment cannot be based on property value; instead it is based on the size of the property or square footage of structures. By law, the CFD is also entitled to recover expenses needed to form the CFD and administer the annual special taxes and bonded debt. The special assessment continues until bonds are paid off and then is typically reduced to a level to maintain the investments.

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Chapter 6. Action Plan | 185
Moving Forward
The community-driven Parks and Recreation Facilities Master Plan is the culmination of the significant collaborative effort among City staff, the City Council, the Steering Committee, community leaders and residents to determine how best to invest in Hercules’ parks, facilities, and trails. This Master Plan is the City’s first park and recreation system plan. It reflects the City’s desire to be responsive to community priorities and responsible for investing in a high-quality park system over the next ten years.

This Master Plan provides the information and tools to make strategic decisions about park investments moving forward. City staff will integrate this information into annual workplans and budgeting by taking the first four steps towards implementation:

1. Develop Funding Strategies: City staff, together with City Council, will consider options to increase impact fees, maximize existing funds, and add new funding sources. The City will continue to discuss projects with potential partners to determine where these invested
stakeholders may be willing to support
key projects.

2. Finalize and Sequence Projects: Using
the two-step prioritization criteria and
identified funding sources, the City will
begin to sequence the projects in the
5-Year Action Plan to complete each
year.

3. Plan and Design Large Projects:

Several larger projects, including
Woodfield Park and Refugio Valley Park
and Tennis Courts, will need either site
master plans or design guidance before proceeding with development.

Documentation to comply with the California Environmental Quality Act (CEQA) will help evaluate and potentially mitigate impacts from park projects. Additional community feedback may be solicited.

4. Begin Constructions: With this information and construction documents, the City will be ready to improve parks to enhance recreation opportunities and the quality of life of residents across the city.

Figure 47. Four Steps to Begin Implementation
266

APPENDIX A
City of Hercules Parks, Trails, and Recreation Facilities Inventory

APPENDIX B
Park Condition Assessment

APPENDIX C
Park Needs and Priorities Engagement Summary

APPENDIX D
Potential Improvements Costs

APPENDIX E
Prioritization Engagement Findings

APPENDIX F
Capital Improvement Plan

APPENDICES

PARKS AND RECREATION FACILITIES MASTER PLAN
267

APPENDIX A
City of Hercules Parks, Trails, and
Recreation Facilities Inventory
268
Appendix A: City of Hercules Parks, Trails, and
Recreation Facilities Inventory
Overview
The City of Hercules Parks, Trails, and Recreation Facilities Inventory includes two tables.

Table A-1 records all City parks by type, including Citywide Parks, Community Praks, Neighborhood Parks, Greenways and Trails, and Standalone Recreation Facilities. It also includes the facilities and amenities associated with each park site. Table A-1 also shows other resources such as schools with recreation resources and HOA parks.

Table A-2 depicts the Major Facilities Inventory, including recreation / community center, aquatic facilities, childcare centers, and other sites used for recreation programs.

Appendix A: City of Hercules Parks, Trails, and Recreation Facilities Inventory | A-1 269
Table A-1. City of Hercules Parks, Trails and Recreation Facilities Inventory Name
Proposed Master Plan
Park Classification (2023) Acres1
Baseball or Softball FieldSoccer FieldFootball FieldBasketball CourtTennis CourtVolleyball CourtBocce CourtOther CourtTrackMulti-use Sport FieldExercise EquipmentOpen Lawn AreaCommunity GardenFormal GardensPlayground 5-12Playground 2-5Picnic Area (Group)Picnic Area (Single)Dog ParkGazeboHorseshoe PitRecreation/ Community CenterSenior CenterSwimming PoolAmphitheaterTrailTrail Head/Rest StopWalking/Jogging PathPondBridge Wildlife ViewingArt2Restroom (permanent)Shelter or PavilionBarbeque GrillsBenchesPet Waste StationsParking (off-street)Rentable FacilitiesOutdoor ProgrammingPassive Park SiteJoint-Use AgreementLong-Term LeaseSchool Adjacencies

CITYWIDE PARKS
Refugio Valley Park and Tennis Courts Citywide 12.7 4 1 2 1 1 6 1 1 √ 1 √ √ √ √ √ √ √ 2 9 √

COMMUNITY PARKS
Duck Pond Park Community 6.8 0.5 2 3 8 1 2 √ 1 √ √ √ √ √ 1 1 Foxboro Park3 Community 3.6 1 2 1 1 1 2 2 1 √ √ 5
Hanna Ranch Park Community 10.2 1 3 1 √ √ √ √ 2 1 √
Ohlone Park Community 8.2 1 2 4 1 1 √ √ √ √ √ 1 √
Shoreline Park Community 2.6 1 1 1 2 1 √ 1 √ √ √ √ √ 2 √ Woodfield Park Community 6 1 1 2 2 1 1 1 √ √ √ √ 4 √

NEIGHBORHOOD PARKS
Bayside Park Neighborhood 0.7 1 2 √ √ √
Beechnut Park Neighborhood 4.7 1 √ √
Frog Pad Park Neighborhood 1 1 1 1 1 1 √ √ √ √
Railroad Park Neighborhood 0.6 1 1 √ √
Shasta Park Neighborhood 0.5 1 1 1 √ √ √ √ 1 √
Sierra Park Neighborhood 0.4 4 1 1 √ √ √ √ 1 √

GREENWAYS AND TRAILS
Bay Trail Greenways and Trails 16 √ √ √ √ √
Refugio Valley Trail Greenways and Trails 23 16 √ √ √ √ √ 4 √ Other Local Trails (paved) Greenways and Trails 1.3 √
Open Space Trails (unpaved) Greenways and Trails 0.6 √ √ Parks and Trails Subtotal 98.9 2 4 0 3.5 8 0 2 1 0 0 20 12 1 0 4 10 17 16 1 3 2 0 0 0 1 2 5 5 2 3 7 3 8 2 8 14 6 10 24 1 7 0 0 0

RECREATION FACILITIES
Foxboro Community Center3 Recreation Facility 1
Hercules Community Center & Swim Center Recreation Facility 8.69 1 1 1 2 1 2 Hercules Senior Center Recreation Facility 0.10 1 1 1
Ohlone Community Center Recreation Facility 0.35 1 1 1 √ Teen Center Recreation Facility 1.54 1 1 1
Recreation Facilities Subtotal 10.7 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 4 5 0 0 0 0 1 CITY-OWNED TOTAL 109.6 2 4 0 # 8 1 2 1 0 0 20 12 1 0 4 10 17 16 1 3 2 3 1 2 1 2 5 5 2 3 7 3 8 2 8 14 6 14 29 1 7 0 0 1

OTHER RESOURCES OWNED BY THE CITY

SCHOOLS WITH RECREATION RESOURCES
Hanna Ranch Elementary School 2 √ 3 √ √
Lupine Hills Elementary School 2 2 √ √
Ohlone Elementary School 2 √ 2 √ √
Hercules Middle and High School 3 2 1 2 √ 1 √ √
School Resources Subtotal 3 2 1 8 0 3 0 0 1 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 4 0 0 0 0 0 0

HOA PARKS
Forest Park HOA Park 0.35 1 1 1 1 2 √ √
Unnamed HOA park near Foxboro Park HOA Park 0.6 3 1 2 √ √ Yosemite Park HOA Park 0.27 1 1 √ √ √ √
Victoria Park HOA Park 0.34 1 1 2 √ √
HOA Parks Subtotal 0 0 0 1 0 0 0 0 0 0 0 6 0 1 1 3 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 4 0 0 0 0 3 0 0 0 Notes:

1. Acreage is compiled from earlier City inventories, Google Earth, parcel data, and/or info from the LLAD map.

2. Art includes plaques, murals, monuments, and sculptures.

3. The Foxboro Community Center is located within Foxboro Park. While the City counts the facility separately with other stand-alone recreation facilities, the acreage and associated outdoor amenities are counted as part of Foxboro Park.

Athletic / Sports Outdoor Recreation Major/Specialized Trails/ Natural Features Park Amenities Other Appendix A: City of Hercules Parks, Trails, and Recreation Facilities Inventory | A-2 270
Table A-2. City of Hercules Major Facilities Inventory
Construction Renovation
Major Facilities Address Park or Location
Facility
Area
(Sq Ft)
Rented
Space**
Multi-purpose / Community Room/Banquet FacilityMeeting / Classroom Weight RoomComputer RoomDance Studio/FloorGymnasiumFitness RoomSwimming PoolKitchen Stage / AuditoriumPA SystemBenchesBarbeque PitOpen LawnDeckPatio or DeckRestroomTables and ChairsLocker RoomOffice SpaceParking Year Built
Last Renovation
Date and Upgrades
Recreation / Community Centers
Foxboro Community Center 1025 Canterbury Foxboro Park 1200 √ √ √ √ Painted 2018 Hercules Community Center 2001 Refugio Valley Road not associated with a park 17000 √ √ √ √ √ √ √ √ √ √ √ √ √ √ *1991 Gym floor 10/22 New Roof 2018
Hercules Senior Center 111 Civic Drive not associated with a park 1500 √ √ √ √ √ √ √ √ √ √ √ *1989 Painted 2017 Ohlone Community Center 190 Turquoise Drive Ohlone Park 2050 √ √ √ √ √ √ *1984 Painted 2018 Teen Center 2007 Refugio Valley Road not associated with a park 2000 √ √ √ √ √ √ √ √ 2007 New Video Equip/Built in
Aquatic Facilities
Hercules Swim Center 2001 Refugio Valley Road associated with Hercules Community Center 20000 √ √ √ √ √ *1991 Plaster 2017 Fence 2022-23
Childcare Centers (Recreation Afterschool Program Sites) Lupine Kidz Center at Lupine Hills Elementary √ √ √ √ √ √ *1991 Plaster 2017 Fence 2022-23
Hanna Ranch Kidz Center at Hanna Ranch Park and Elementary √ √ √ √ √ Ohlone Kidz Center at Ohlone school √ √ √ √ √
Other Sites Used for Recreation Programs
Samarrah Terrace -- VanDomselaar Room across from City Hall √ √ √ Library -large and small conference room Library-- rented rooms for programs √ √ √ √ √ *This inventory include buildings and major outdoor facilties that support Parks & Recreation Department programs. These are considered major facilities because of their staffing and operations requirements. **While some facilities are City-owned, others are temporary space or rooms rented from another entitity.

Specialized Outdoor Amenities
Appendix A: City of Hercules Parks, Trails, and Recreation Facilities Inventory | A-3 271

APPENDIX B
Park Condition Assessment
272
Appendix B: Park Condition Assessment | B-1
Appendix B: Park Condition Assessment
Overview
The Parks and Recreation Facilities Master Plan (Master Plan) included a condition assessment1 of existing parks and outdoor recreation facilities. The following findings are based on a park site tour conducted by City staff and MIG on November 20-21, 2022. Field assessments were recorded using Esri Fieldmaps, customized for the City of Hercules. This Esri tool allowed the Master Plan team to assess conditions in a way that was standardized and geographically accurate. While indoor recreation facilities were not included in the condition assessment, a brief tour of the Parks and Recreation Department’s major facilities was conducted on January 24, 2023 to assess facility needs for programming space. Those observations and needs will be summarized in the Park System Summary and Needs Assessment.

The City of Hercules owns more than 1322 acres of public parkland, currently classified per the Open Space Element (amended April 14, 2015) in the City’s General Plan as:
• Community Parks
• Neighborhood Parks
• Mini Parks
• Greenways and Trails
• Recreation Facilities3
Parks vary in size, from the smallest park (Sierra Park), which is 0.38 acre, to the largest (Refugio Valley Park), which is 13.3 acres. There are two City-owned and maintained trail corridors (Refugio Valley Trail and the Bay Trail), which function as linear parks. 4 Recreation
Facilities, as a type of park land, include stand-alone community assets such as the Hercules Community Center and Swim Center, as well as smaller sites such as the Hercules Senior Center.5
1 Condition assessment scores do not factor in ADA accessibility. A separate access analysis identified exterior barriers as per the Americans with Disabilities Act. 2 See Appendix A, Park and Recreation Facilities Inventory. 3 The City of Hercules recognizes its recreation facilities under ‘Parks’ in the Open Space Element (page V-6, 2015 amendment), however, little detail is provided beyond recognition of the Hercules Community Center.
4 The Bay Trail was excluded from this assessment. It is accounted for in Appendix A, Parks and Recreation Facilities Inventory.
5 The Master Plan does not include an architectural evaluation of the condition of major facilities, such as community centers, the senior center, and the swimming pool, including those in parks and at stand-alone sites. Major facility needs are defined separately. 273
Appendix B: Park Condition Assessment | B-2
Methodology
The park condition assessment involved the following steps:

1. Creating a list of relevant facility and park amenity asset types to assess. MIG created a list of facility and amenity asset types relevant to the local parks and recreation context. Examples of assets include basketball courts, playgrounds, benches, restrooms, sport fields, trails, and picnic areas.

2. Creating a cloud-based geodatabase. MIG developed a cloud-based geodatabase to host information on park facilities and amenity types. Developed using ESRI’s ArcGIS Online, this database allows both City and MIG staff to quickly access information and analysis on the park system’s inventory.

3. Configuring map-based forms for in-field data collection. Using ESRI’s Field Maps mobile app, MIG customized data collection forms for use in the Hercules context.

Fieldwork data captured elements such as asset type, coordinate location, and asset condition, as well as photographs of each asset.

4. Developing a standardized rating system for park asset condition analysis. To systematically evaluate assets throughout the city, it was important to set standard benchmarks for comparison. The condition of each facility or amenity in the inventory was rated on a five-point scale by MIG staff.

5. Verifying data quality. To ensure consistency and completeness of field-collected data, MIG routinely reviewed the inventory, making adjustments and verifying information as needed.
274
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Park Condition Assessment
During the park assessment, each individual park asset – whether it be play equipment, picnic area, sport court, open lawn area, etc. – was evaluated for its current condition and assigned a rating. A five-point system was used given the age range of Hercules’ parks and the need to account for a wide range of conditions since some parks are brand new, while many others date to the early 1980s.

Table B-1: Park Condition Asset Score Key (5-point scale) Excellent Good Fair Poor Not Functional
5 4 3 2 1
Scores were based on the following definitions:

Excellent (5 points): Asset appears new and is fully functional and in optimum working condition. Very few to no minor cosmetic defects may exist. Replacement will be required at the end of the asset’s anticipated lifecycle.

Good (4 points): Asset is currently fully functional and in good working condition.

Minor cosmetic defects may exist. A Good rating indicates that facilities and amenities are not in need of repair. Replacement will be required at the end of the asset’s anticipated lifecycle.

Fair (3 points): Asset is currently functional but is old, worn, or in need of repairs or renovation in the short term. Surfaces, equipment, fixtures and safety features are operational and allow play, although moderate damage is evident. The asset should be considered for future repair and/or future replacement (recommended within five years).

Poor (2 points): Asset has significant damage or has parts that are unusable. Major repairs or short-term replacement are needed to continue to be functional and/or safe (recommended within 1-2 years).

Not Functional (1 point): Asset is either missing or has so much damage it is unsafe or inoperable. Immediate replacement, removal, or providing something different at the location is warranted.

The purpose of the park tour and condition assessment is to confirm the City’s inventory of park assets, document existing conditions, and identify potential opportunities for improvements. Results of the assessment are intended to build on existing knowledge and 275
Appendix B: Park Condition Assessment | B-4
identify recommendations in the Master Plan process. The park assessment provided a 1- to 5-point rating (see above) for each evaluated park asset. Using this rating system, average park condition asset scores were tabulated for each park site, park type, and the park system as a whole. Average scores for each asset type across the park system were also tabulated. Scores are not weighted, meaning that scores for features such as park benches and trash receptacles have similar impact to the overall park score as larger features such as playgrounds and sports fields do.

Tables 2 and 3 below summarize the average scores for all facilities by park site, noting how average scores are used to describe each park’s condition.

Table B-2: Park Site Average Score Key
Excellent Good Fair Poor Not Functional
> 4.6 3.6 - 4.5 2.6 - 3.5 1.6 - 2.5 < 1.6
Table B-3: Park Condition Asset Scores
Park or Trail Name Park Type Per
General Plan
Total
Assets
Average Park Condition Asset
Score (across all asset types)
Beechnut Mini Park Mini 6 2.7 Fair
Railroad Park Mini 13 2.8 Fair
Woodfield Park Neighborhood 27 2.9 Fair
Refugio Valley Trail Trails and Greenways 61 3.0 Fair
Frog Pad Park Neighborhood 19 3.2 Fair
Ohlone Park Neighborhood 35 3.2 Fair
Refugio Valley Park Community 108 3.4 Fair
Foxboro Park Neighborhood 37 3.5 Fair
Hanna Ranch Park Neighborhood 32 3.5 Fair
Shoreline Park Neighborhood 36 3.7 Good
Bayside Park Mini 21 4.1 Good
Duck Pond Park Neighborhood 41 4.1 Good
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Appendix B: Park Condition Assessment | B-5
Shasta Park Mini 21 4.9 Excellent
Sierra Park Mini 29 4.9 Excellent
Community Parks 108 3.4 Fair
Neighborhood Parks 227 3.4 Fair
Mini Parks 90 3.9 Good
Trails & Greenways 61 3.0 Fair
Average Park System Score 486 3.6 Good
Parks, Trails and Greenways
A total of 486 park assets were evaluated for Hercules’ parks and trails and greenways inventory. The average condition assessment score for parks across the park system was 3.6 (Good), but notably, on the lowest end of the range for ‘Good’ scores (3.6-4.5). Looking at average scores by park type, parks in Hercules score on the high end of Fair, with Mini Parks pulling the average up for the overall park system score.

Forty-five asset types were assessed with average scores for each between 1.0 and

5.06 (see Appendix B: Park Condition Assessment Data, Asset Condition By Type).

This means that park assets in Hercules span a very wide condition range, from Non-functional to Excellent, reflective of the fact that there are many older parks and quite a few newer ones.

Findings below respond to key questions about the park system’s condition.

Which Parks are in Good to Excellent Condition?
The following parks received the best average scores across all evaluated categories of park assets, with a score of Good to Excellent (score of 3.6 to 4.9):
• Bayside Park
• Duck Pond Park
• Shasta Park
• Shoreline Park
• Sierra Park
6 Example of park assets scored 1.0 and 5.0: One kiosk in the park system was considered nonfunctional (1.0) because it lacked a surface to post information as it was designed. Four shelters of various sizes at Sierra and Shasta Parks are brand new, and all received Excellent scores (5.0). 277
Appendix B: Park Condition Assessment | B-6
Many of the parks listed above are newer and/or have received relatively recent improvements, such as Duck Pond Park (park is approximately 12 years old, with new investment of half basketball court and restroom).

Which Parks are in Fair Condition?
The following parks received scores that indicate they are generally Fair condition (score of 2.6-3.5) and will need more immediate and major repairs throughout, ideally within the next five years. These parks are on both the lower end (Beechnut Park = 2.7) and high end (Hanna Ranch and Foxboro Parks = 3.5) for ‘Fair’ scores, meaning that within this score category itself, there is variation across one park to the next. Parks in Fair condition include:
• Beechnut Park
• Railroad Park
• Woodfield Park
• Refugio Valley Trail
• Frog Pad Park
• Ohlone Park
• Refugio Valley Park
• Foxboro Park
• Hanna Ranch Park
Are Quality Play Areas Provided for Youth?
All existing playgrounds include prefabricated equipment for ages 2-5 and 5-12, with more overall features provided for younger kids (aged 2-5). Some play structures appear dated, are not sited well, have accessibility issues or have excessive wear and tear (example: tot playground at Refugio Valley Park). The condition of the playground safety surfacing varies, as well, with the rubberized play surfacing at many of the parks similarly worn and in need of regular maintenance or replacement, especially at high impact areas (such as at the base of slides or entry/exit locations on a structure). A total of 8 parks received a Good or Excellent rating for their playgrounds, while 5 parks received a Poor or Fair score.

Do City Parks Support Sports and Active Recreation?
The lack of park space has limited the numbers and types of active use facilities offered. In addition, some types of facilities are only in Fair condition. Table 4 summarizes the inventory and average scores for active use facilities, with soccer fields and basketball courts receiving the lowest scores. Overall, the City does provide open spaces where organized and pick-up style sports can be played throughout town, but there were observed challenges at most including ground squirrel burrows, barren areas, uneven turf/ground, etc. 278
Appendix B: Park Condition Assessment | B-7
Table B-4: Parks That Support (or Potentially Support) Organized Sports Recreation Quantity
Park Name Basketball
Courts
Tennis
Courts
Baseball or
Softball Fields
Soccer
Fields
Open
Lawn
Refugio Valley Park 4 3
Duck Pond Park 1 3
Foxboro Park 1 2 1
Hanna Ranch Park 1 2*
Woodfield Park 2 2 1 2 1
Shoreline Park 1
Average Park Asset Score 3.0 (Fair) 3.9 (Good) 4.0 (Good) 2.8 (Fair) 4.2 (Good) *Soccer field space at Hanna Ranch can be split between 2 and 5 fields, including overlay at baseball field.

Do Parks Reflect Local Identity or Neighborhood Character? Parks represent local community needs through their design and programming.

Neighborhood identity can be represented by celebrating local history, art, cultures, and special themes. Some parks include a small gesture like a piece of artwork (Frog Pad Park, Woodfield Park) or themed play equipment (Shoreline Park), but these elements do not provide a clear understanding of the site’s history or neighborhood character. Some parks are named with a suggestion of their history or progeny (Railroad Park, Hanna Ranch Park), but there is nothing else that provides interpretation or understanding of their history. Others have potential for a stronger local identity, such as Ohlone Park, where a graceful oak tree stands at the center of the park, a unique asset in the park system. At all of Hercules’ park sites, there is potential to tease out more understanding of the site character and history.

Trails and Greenways
One trail was evaluated for the Master Plan, the Refugio Valley Trail. The Bay Trail, which spans the shoreline between Rodeo and Pinole, was inventoried but not assessed for its condition. Refugio Valley Trail is a 2.5-mile long separated and paved trail that begins downtown at Refugio Valley Park, parallels the south side of Refugio Valley Road, terminating at the intersection of Bonaire Avenue. At Bonaire Avenue, there is a gated soft surface fire trail, which leads further east to the Bay Area Ridge Trail (outside of the City boundary).

The overall asset condition score for Refugio Valley Trail is Fair, with a score of 3.0. Sixtyone trail and greenway assets were evaluated including exercise equipment stations, 279
Appendix B: Park Condition Assessment | B-8
several small parking lots, and limited amenities including benches, signage, and trash receptacles. Sixteen exercise equipment stations spread along the trail were overall in Poor condition with a 2.4 average score. Safety surfacing tiles below the equipment is missing, uneven, or damaged to the extent that it is difficult and even unsafe to use the equipment.

Given its age, the equipment may likely not meet industry standards for similar types of contemporary exercise equipment. Five angle-in parking lots located at intervals along the trail were in overall Good condition. The trail surface itself, comprised of paved asphalt and concrete sidewalks, was in Fair to Good condition, with some segments much improved from recent resurfacing. Considering the number of mature trees right along the trail, it is expected that root uplift will continue to affect surfacing and evenness even once repaired.

Park and Trails Experience Assessment
To augment the analysis, the MIG team used a qualitative scoring system (ranking 1 to 4, with 4 representing the highest score) to measure key attributes of the park experience using the following criteria:
7 • General Maintenance (Excellent-Good-Fair-Poor)
• Perception of Safety (Excellent-Good-Fair-Poor)
• Presence of Litter or Dumping (None-Minor-Moderate-Major) • Presence of Graffiti or Vandalism (None-Minor-Moderate-Major) • Tree Maintenance (Excellent-Good-Fair-Poor)
• Availability of Shade (Excellent-Good-Fair-Poor)
• Presence of Homeless Encampments (None-Minor-Moderate-Major) • Neighborhood Connectivity (Excellent-Good-Fair-Poor)
Table B-5: Park Experience Score Key (4-point scale)
Excellent/None Good/Minor Fair/Moderate Poor/Major
4 3 2 1
Table B-6: Park Experience Average Score
Excellent/None Good/Minor Fair/Moderate Poor/Major
>3.6 2.6 - 3.5 1.6 - 2.5 <1.6
7 The 4-point system used for the Park Experience score did not utilize the ‘not-functional’ category used in the 5-point system for Park Condition Asset score. 280
Appendix B: Park Condition Assessment | B-9
Table B-7: Park-wide Experience Scores
Park Name Average Park-wide Experience Score
Woodfield Park 2.8 Good/Minor
Railroad Park 2.9 Good/Minor
Ohlone Park 2.9 Good/Minor
Refugio Valley Park 3.0 Good/Minor
Refugio Valley Trail 3.1 Good/Minor
Frog Pad Park 3.2 Good/Minor
Beechnut Mini Park 3.3 Good/Minor
Shoreline Park 3.3 Good/Minor
Duck Pond Park 3.5 Good/Minor
Bayside Park 3.6 Good/Minor
Hanna Ranch Park 3.6 Good/Minor
Foxboro Park 3.7 Good/Minor
Shasta Park 3.9 Good/Minor
Sierra Park 3.9 Good/Minor
Hercules Park System Overall
Park Experience Score 3.3 Good/Minor
Park, Trails and Greenways Experience Takeaways
Overall, the experience of Hercules’ parks and trails is Good, with Minor presence of issues such as litter, graffiti, or vandalism. Similar experience scores mean that Hercules is providing a consistent level of staff time and maintenance across its park system, they are generally safe and welcoming, and introduced detractors are few. This finding suggests that identification, prioritization, and implementation of projects that both address the physical condition and improve the variety of park assets to address community needs will be an emphasis of the Master Plan.
281
Appendix B: Park Condition Assessment | B-10
General Maintenance
General maintenance is an indicator that a park or trail is regularly tended to, landscaping is maintained, trash and restrooms are consistently serviced, and facilities receive timely repairs to keep them in working order. Eleven of fourteen parks in Hercules received Good or Excellent general maintenance scores. Three parks had Fair scores for general maintenance (Railroad Park, Ohlone Park, and Woodfield Park). Park experience scores for general maintenance at these three parks are consistent with their park condition asset scores, also Fair.

Perception of Safety
Lack of perceived safety has been cited in studies by both adolescents, and in particular women, as a reason for not using parks or engaging in outdoor physical activity.8 Safe parks have vibrant, often-visited settings and their facilities are in good working order to support use of all visitors regardless of age, race, sex, or ability. All parks, except for Woodfield Park, received an Excellent or Good perception of safety score. Woodfield’s sightline constraints into and out of the park, lack of residential neighbors, surrounding topography, as well as limited path connectivity through the park itself, lends to a sense of isolation. It could be argued that Ohlone Park has similar challenges, but the fenced dog park and the loop path attract a higher turnover of visitors in and out of the park so it feels less closed off.

Presence of Litter or Dumping
Litter and dumping at parks and along trails is not only unsightly, but it can impact community pride and discourage visitation. Only minor litter was observed during the park assessment field work, and no dumping whatsoever. Park littering was generally observed around full trash receptacles. Overall, parks and trails appeared tidy and well cared for.

Presence of Vandalism or Graffiti
Vandalism and graffiti in parks can impact the park experience, especially if it suggests parks are not cared for or they aren’t regularly visited. Most parks (12 out of 14) had minor graffiti or vandalism present. Only Shoreline Park had moderate amounts. Most instances were observed on sides of buildings, on trash receptacles, picnic tables and other hard surfaces. Graffiti repairs on many surfaces were visible. Removing graffiti and repairing damaged park facilities is likely a regular task for park maintenance staff given it was observed at most parks. Parks with no signs of graffiti or vandalism included Shasta Park, one of Hercules’ newest parks. This park (and well as Sierra Park) has close neighbor proximity that may discourage vandalism or graffiti.
8 Sandra Lapham, Deborah Cohen, Bing Han, Phillip Ward, et al, “How important is perception of safety to park use?” Urban Studies 53, 12 (June 2015): 2. DOI: 10.1177/0042098015592822 282
Appendix B: Park Condition Assessment | B-11
Tree Maintenance
Healthy trees are generally considered a universal factor of a quality park experience. Tree maintenance is Good to Excellent at most parks with trees appearing healthy and few signs of damage or deferred maintenance. Only three parks had Fair scores, generally reflecting presence of overgrown eucalyptus (Refugio Valley Park and Ohlone Park) which create lots of leaf and bark litter, lending to a messy appearance.9 Trees at Beechnut Park also scored Fair as they appeared unkempt and scraggly as compared to trees in more urban locations.

Availability of Shade
The availability of shade was assessed because it reflects how comfortable a park experience can be, especially if the park is complex enough to warrant longer stays. Shade is often provided by park trees, shelter, awnings, or other sun shades. Availability of shade is Good to Excellent at most parks (11 out of 14). Locations where availability of shade was either Poor or Fair included Shasta Park, Railroad Park, and Shoreline Park. Shasta Park has immature shade trees, but shade is available at one small picnic shelter. Light may reflect and bounce onto the space from surrounding three-story residential homes on Shasta Park’s perimeter. Shoreline Park’s location along the bay is of a more open quality with trees provided at the developed area near the restrooms, play area, and along the trail perimeter. Given the windy conditions at this site, trees at Shoreline Park fail to thrive there and do not provide ample shade.

Presence of Encampments
No homeless encampments were observed during the field work.

Neighborhood Connectivity
Most parks in Hercules (11 out of 14) have Good to Excellent neighborhood connectivity given presence of sidewalks, bike lanes/routes, greenways, or other pedestrian paths that link to the park site. Mini parks scored the highest in terms of neighborhood connectivity.

Parks with connectivity challenges included Refugio Valley Park, located near Hercules’ civic center and along high traffic arterial roads. This park does have a primary connection to Refugio Valley Trail that brings pedestrians to the park who live in neighborhoods to the east. Woodfield Park is surrounded by steep hills which diminishes its neighborhood connectivity overall. The street frontage access point along Lupine Road is the only way park users can access the park from surrounding areas. Comparatively, nearby residents have better connectivity to surrounding undeveloped open space at the City’s perimeter than they do to Woodfield Park.
9 Eucalyptus trees are not a protected tree species per Contra Costa County’s Tree Protection and Preservation code (816-6) and are a non-native species to California. 283

APPENDIX C
Park Needs and Priorities Engagement
Summary
284
Appendix C: Park Needs and Priorities Engagement Summary | C-1 Appendix C: Park Needs and Priorities Engagement
Summary
Overview
The Hercules Parks and Recreation Facilities Master Plan (Master Plan) uses a four-phased approach to assess, evaluate, and make recommendations for Hercules’ parks and recreation system. The Master Plan effort intends to support fiscal sustainability through effective park and facility planning by identifying park improvements, facility enhancements, programming options, and other needs to create a prioritized park investment strategy. During the “Identify Needs and Opportunities” phase that took place between January and March 2023, the Plan engaged the community to think about the future of parks and programs over the next 10 years.

The goals of public engagement were to:
• Ensure the public has a solid understanding of the project scope, timeline, and opportunities and constraints of the Master Plan;
• Provide an opportunity for participants to provide input and ask questions; and • Gain a greater understanding of the community’s desires and collective vision for parks, trails, and recreation facilities.

Between January and March 2023, the Project Team conducted in-person and online activities for community members to identify park and program priorities. The community was asked about park use, desires, opportunities, and priorities to help identify needs in park services.

This document summarizes the feedback received during the “Identify Needs and Opportunities” phase, organized into two parts with supporting appendices:
• Part 1: Engagement Tools and Activities: Provides a summary of the different community activities, meetings, open house, pop-ups, and the online questionnaire.

The summary includes a description of each activity and tool used, how they were promoted, when they took place, and other performance metrics. • Part 2: Major Themes and Feedback: Provides a compilation of the major reoccurring themes and input reported back from the community.

The City of Hercules coordinated engagement activities and tools with the support of MIG, Inc. managing overall community engagement, Tripepi Smith managing communications and social media, and Zencity managing the project website and deployment of the questionnaire. Community feedback summarized in this document identifies needs and priorities for the Parks and Recreation Facilities Master Plan. 285
Appendix C: Park Needs and Priorities Engagement Summary | C-2 Figure C-1. Plan process graphic with highlighted engagement phase 286
Appendix C: Park Needs and Priorities Engagement Summary | C-3 Part 1: Engagement Tools and Activities
The community engagement strategy aimed to reach a wide cross-section of the community interested in learning and providing feedback about the Parks and Recreation Facilities Master Plan. The strategy included the coordination of public-facing activities and the creation of information-rich materials that describe the planning effort. The Project Team worked diligently to build plan awareness using social media and other outreach strategies and geographically dispersed in-person engagement activities across the city.

Activities included ten different ways for community members to participate and provide feedback both virtually and in-person. Each activity used similar project-branded materials.

The city used their existing social media channels to announce the various engagement opportunities to residents, including the project website, project sign-up email list, and social media outlets including Facebook, Instagram, and Twitter. Staff from the City’s Parks and Recreation department planned, led, and facilitated many of the activities.

Table C-1: Engagement Tools and Activities
Activity Dates Approx. Participants

1. Project Website January 2023-ongoing ---

2. Online Park Use, Needs, and
Priorities Questionnaire
January 26, 2023 – March 19, 2023 671 (489
completed)1

3. Pop-up: Breakfast w/ a Badge
Senior Center
Tuesday, February 14, 2023,
8:00 am -10:00 am
70 4. Pop-up: Align Basketball
Community Center (Gym)
Wednesday, February 15, 2023,
5:00 pm – 6:30 pm
50 5. Open House at Community
Center (Gym)
Saturday, February 18, 2023,
10:00 am – 1:00 pm
30 6. Pop-up: Swim Teams
Community Center (Pool)
Thursday, February 23, 2023,
4:45 pm – 6:15 pm
40 7. Virtual Community Workshop:

Park Use, Needs, and Priorities
Wednesday, March 1, 2023,
6:00 pm – 7:30 pm
34 8. Pop-up: Spring into Wellness
Senior Fair
Tuesday, March 7, 2023,
2:00 pm – 5:00 pm
40 9. Pop-up: Booth at The
Exchange, Bayfront
Saturday, March 11, 2023,
10:00 am – 1:00 pm
6 10. Pop-up: Drop-In Foxboro Park Saturday, March 18, 2023, 10:00 pm – 1:00 pm
45 Total 986
1 Partial responses were included in the estimated participants. 287
Appendix C: Park Needs and Priorities Engagement Summary | C-4 Project Website
The Hercules Parks and Recreation Facilities Master Plan website was set up as a resource for project updates and information. The website includes current project information, a project process graphic, and timeline, a sign-up for project notifications, project discussion questions, and contained links to access items such as online questionnaires and meeting registration sign-ups.

Figure C-2. The project website homepage
288
Appendix C: Park Needs and Priorities Engagement Summary | C-5 Online Questionnaire
The Project Team prepared an interactive online questionnaire hosted on the project website to collect input on community members’ recreation use, needs, concerns, and preferences. The questionnaire was available between January 26th and March 19th, 2023.

In total, 489 people completed the questionnaire until the end. An additional 182 participants completed some, but not all of the questions.

The questionnaire link was distributed and promoted through social media, press releases, posters, emails, flyers, and on QR codes used in pop-up event materials. The questionnaire was promoted with other planned engagement activities through e-blasts or by the activity facilitator. The city offered a $50 gift card raffle to incentivize participation.

The questionnaire contained 30 brief questions about parks, recreation facilities, equity and access, trails, programs and events, funding priorities, and demographics. The questionnaire results represent a self-selecting sample of respondents (rather than a randomized sample); this is by design, to maximize the availability of this engagement activity. The number of people that responded to each
question varies since respondents could skip questions.

Also, some questions allowed participants to select two or more answer choices, resulting in response totals
greater than the number of respondents and total
percentages greater than 100%.

The largest group of questionnaire participants were in the 35-44 age range (35%) and female (60%). The
ethnicity of respondents is reflective of the city’s
diversity, with 32% identifying as White, 26% as Asian, 16% as Latino, and 9% as African American. More than
half of the respondents stated that they have children
under the age of 18 living in their household (60%) and of the 433 respondents that reached that point of the
questionnaire, 74% live in Hercules.

Figure C-3. Instagram post for the questionnaire
289
Appendix C: Park Needs and Priorities Engagement Summary | C-6 Pop-Up Events
The Project Team coordinated and hosted six (6) community pop-up events (some in conjunction with other community activities) at selected locations. ‘Pop-ups’ are temporary events held at locations where people already gather, or in conjunction with other planned events. The goals of the pop-up events were to build awareness of the Master Plan and to gather feedback from the public in a consistent and informal way that does not strain staff resources.

At the first pop-up event, MIG staff attended and trained City staff on how to facilitate community interactions and track feedback. City staff hosted the remaining pop-up events based on availability and location. Participants could attend pop-up events freely and as many pop-up events as they liked. Pop-up event dates and locations were posted on the website and shared with the community on social media. The Team contacted those who had signed up for email notifications to attend and get the word out about the pop-up activities. Some events were rescheduled due to rainy weather.

Figure C-4. Social Media promotion for the Pop-Up Events 290
Appendix C: Park Needs and Priorities Engagement Summary | C-7 The pop-up events had similar layouts and materials and were conducted in the same manner to ensure participants had comparable experiences. There were four posters for participants to interact with:
• Poster 1: Project overview, schedule, upcoming events, link to the questionnaire, and timeline.
• Poster 2: Park and recreation facilities location map where people were asked to find and place a dot on their favorite park.
• Poster 3: Questions prompted participants to place dot stickers on their favorite park element examples and add other ideas.
• Poster 4: Questions asked participants to place dot stickers on how they would rate Hercules’ parks and add other ideas.

Discussions that took place during these events were both informal and informative. Staff would walk attendees through the posters and planning process. The staff passed out materials to participants including a flyer with QR codes for the website, a questionnaire link, and virtual event information. Some of the pop-ups had city swag and snack giveaways to incentivize visitation.

Staff encouraged community members to take the online questionnaire on personal devices or City-issued iPads and collected any verbal comments or feedback on sticky notes. Staff also encouraged people to attend the Community Open House (2/18) and Virtual Workshop (3/1) events to learn more about park needs and opportunities and have other ways to provide feedback. Figures 4 – 13 illustrate interactions with community members during various pop-up events.

At the close of each pop-up, staff would document the feedback provided on the posters.

Staff would share impressions about whom they talked to and approximately how many.

Pop-ups targeted specific neighborhoods and groups to ensure that the City reached a wide cross-section of community members. The team made sure to talk to students, seniors, park users, and recreation facilities users. Most people were receptive to supporting parks and recreation and voiced concerns about facility maintenance and additional programming.
291
Appendix C: Park Needs and Priorities Engagement Summary | C-8 Figure C-5. The booth set up for the Pop-Up Event at the Exchange Figure C-6. A Pop-Up Event at the Hercules Senior Center on Feb 14

Figure C-7. A Pop-Up Event at the Hercules Community Center on Feb 15 292
Appendix C: Park Needs and Priorities Engagement Summary | C-9 Figure C-8. A Pop-Up Event at the Hercules Community Center on Feb 23 Figure C-9. Dots depicting people’s self-reported favorite parks in Hercules 293
Appendix C: Park Needs and Priorities Engagement Summary | C-10 Community Open House
The project team hosted an open house event at the Hercules Community Center gymnasium on Saturday, February 18 between 10 am and 1 pm. The open house provided an opportunity to bring awareness and visibility of the Hercules Parks and Recreation Facilities Master Plan in a physical space dedicated to soliciting input on park needs, opportunities, and priorities. Approximately 30 people attended the open house in the allotted.

The open house date and the location were posted on the website and promoted to the community on social media. Members of the project’s Steering Committee and Councilmembers were also asked to attend and get the word out about the open house.

Upon arrival, participants were asked to register and provide their name and email if they were interested in receiving updates about the project. Each participant was offered city swag including a bag, snacks, a flyer about the plan, and dots and post-It notes that they could use to interact with the posters.

The open house used a similar layout to the pop-up events. Participants were able to roam around the room, respond to the interactive dot posters, jot comments, and ask questions to the various project team members. When the room reached a critical mass, the team recognized Councilmembers and City staff in the audience and then gave a brief overview presentation of the plan. Presentations concluded with a question-and-answer period.

Afterward, attendees continued to roam around the gallery to ask more questions as they completed the poster activities.

Questions and comments generally touched on the maintenance of facilities and programming for residents. There were Councilmembers present to listen to feedback firsthand. Youth, parents, seniors, and other adult residents contributed to the discussion.

Figures 14-19 show the interactions during the open house.

Figure C-9. Image of staff giving the open house presentation 294
Appendix C: Park Needs and Priorities Engagement Summary | C-11 Figure C-10. Post-It Note comments from the open house
Figure C-11. (left) Resident speaking with Vice Mayor Romero during the open house; (right) Parks and Recreation Director Christopher Roke in conversation with residents at the open house

295
Appendix C: Park Needs and Priorities Engagement Summary | C-12 Figure C-12. City Manager Dante Hall in conversation with Councilmember Chris Kelley during the open house Figure C-13. City staff providing opening remarks during the open house 296
Appendix C: Park Needs and Priorities Engagement Summary | C-13 Virtual Community Workshop
The plan team hosted a virtual public workshop to solicit input regarding the community’s park and recreation needs on the evening of March 1 between 6:00-7:15 pm. The virtual workshop followed a similar format to the in-person open house to ensure a similar experience.

The team publicized the virtual meeting via social media channels and the email sign-up list. The meeting information and registration were posted to the website three weeks before the virtual workshop. There were 71 registrants; 34 people signed in and participated in the workshop.

The City opened the meeting with remarks from Mayor Alex Walker-Griffin, City Manager Dante Hall, and Parks and Recreation Director Christopher Roke. The consultant team then guided the group through the plan overview and details of the park planning process. The meeting facilitator posed a series of polling questions similar to the questions posed in the questionnaire and open house activity, including:
• What is your age?
• How often do you visit parks in Hercules?
• What is your favorite outdoor recreation activity and where do you do it? • What would you do to improve existing parks, trails, and recreation facilities that you already use?
There was a lively, frank, and open discussion period after the poll. People were able to provide non-verbal feedback through reactions or chat throughout the presentation and gave verbal feedback during the open discussion period. Questions from the community were verbalized or typed into the chat box, and they were fielded by both MIG and City staff.

A variety of different people were present at the virtual workshop. There was a majority of participants who visit parks regularly; out of the 24 people that responded to the poll, eight responded that they visit once a week, and five said that they visit daily, or almost daily.

People shared ideas and opportunities for recreation programming for seniors and youth (pickleball, volleyball, tennis, etc.), facilities
maintenance (tree and trash), and needed
facilities updates (bathrooms, courts, etc.). “Our goal is to really identify needs for the future of our
park system.”
-Dante Hall, City Manager
297
Appendix C: Park Needs and Priorities Engagement Summary | C-14 Figure C-14. Screenshot of Mayor Alex Walker-Griffin providing opening remarks for the virtual event 298
Appendix C: Park Needs and Priorities Engagement Summary | C-15 Part 2- Major Themes and Feedback
Part 2 summarizes the major themes, feedback, and location-specific information provided by the community during all the engagement events. This includes comments made during the pop-up, open house, online questionnaire, and virtual workshop event. Themes are organized under major headings including:
• Parks
• Trails
• Equity and Access
• Recreation Facilities
• Programs and Events
• Funding and Policy Direction
Parks
Parks Are Frequently Used And Show Signs Of Overuse
Hercules parks are popular amongst the people who participated in the engagement process. Most people that participated go to parks on a daily or weekly basis and report that there is noticeable wear and tear. In the online questionnaire, 68% of people reported that they visit parks on a daily or weekly basis. Most people who attended the virtual workshop reported they go to parks every week.

Unmet Need for Additional Recreation Programming at Parks Many comments throughout the engagement activities articulated a need for a better variety of recreational programs. There were requests for a more diverse type of programming for minors in the summer to play to different interests including a variety of sports, arts, and work opportunities for teens. There were requests from seniors for more programming to gather socially and get active. Most everyone wanted an opportunity to have outdoor programming.

Specialized Park Facilities Need More Maintenance
The community reported back that Hercules’ parks are frequently and thoroughly used.

There were many comments about parks and facilities’ maintenance of trees and bathrooms. There were requests for more frequent cleaning of tree debris after storms and strong winds. There were many comments about needing to dredge the pond at Refugio Valley Park because of the smell. Some called out that connecting sidewalks, restrooms, and sports courts should be updated.
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Appendix C: Park Needs and Priorities Engagement Summary | C-16 Additional Features Can Enrich and Expand the Park Experience There were many comments about adding features to existing facilities. There were suggestions such as benches and signage around trails and paths. Requests for additional trails or more variety in recreational space including sports courts and unique play opportunities. There were ideas shared about a larger recreational space around Shoreline Park and the Bayfront trail area.

Parks, Recreation, And Trails Are Important to The Community Many were involved in the engagement process that acknowledged the importance of parks. Understanding the favorability of the parks helps project staff the rationale for the ideas and opportunities shared by residents. When asked about “How important are parks, recreation, and trails to making Hercules a great place to live, work, or play?” in the online questionnaire, 93% of people who responded to the questions claimed it is “extremely important.” See Figure 21. People who attended the Open House and Virtual Workshop shared that parks are important for getting kids out of the house, getting active, and socializing.

Figure C-15. Question 1: "How important are parks, recreation, and trails to making Hercules a great place to live, work, or play?”
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Appendix C: Park Needs and Priorities Engagement Summary | C-17 Address Active Recreation, Youth, and Teens, and Expand Programming There were a variety of ideas to improve parks in Hercules. The most popular items that were selected were updates and improvements to park facilities, an increase in opportunities for programming, and more frequent cleaning.

In the online questionnaire of the people that responded, the top actions identified to improve parks were “Added or improved facilities to support sports, fitness, or active play areas” (65%), “Added or improved comfort amenities (restrooms, drinking fountains, benches)” (60%) and “A greater variety of things to do” (49%). Ninety-seven respondents (25% of the respondents to this question) wrote in “Other” answers. These included specific mentions of improving existing facilities such as restrooms, sidewalks, multi-use courts (basketball, pickleball, tennis, volleyball, soccer, baseball, skate, pump track, and bocce), play structures, adding lights, benches, trash cans, and shade, and adding programs for youth and teens. There were many mentions to take advantage of the waterfront area.

Figure C-16. Question 3: "Thinking of the parks you visit, what would make them even better for you and your family?” 301
Appendix C: Park Needs and Priorities Engagement Summary | C-18 In the Virtual Workshop people were asked “What would you do to improve existing parks, trails, and recreation facilities that you already use?” People responded with requests for updates to benches, sidewalks, existing courts, and play structures, as well as for more frequent maintenance and cleaning of the park grounds. There were also ideas to extend hours of operation for more opportunities for activity.

At the open house and pop-up events, there were a wide variety of ideas for park improvements. There were many mentions of more programs for accessible programming for youth, teenagers, and seniors as a chance to socialize and learn new things. There were requests for upgraded or more sports courts for basketball, baseball, bocce, pickleball, soccer, tennis, and volleyball. There were also requests for more accessible play equipment and structures for people of all ages and abilities.

Figure C-17. Pop-up park rating poster with feedback
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Appendix C: Park Needs and Priorities Engagement Summary | C-19 Parks Are Positively Viewed, But There Is Room for Improvement People generally spoke positively about Hercules Parks and Recreation, but throughout the process many people thought that the parks could be even better.

In the online questionnaire, participants were asked to use a sliding scale to rate park safety, accessibility (for people’s range of physical and mental capacities), availability (for people’s age range), physical condition, and the character and beauty of city parks. Most people classified parks as “good” for all categories; 62% in park safety, 50% in accessibility (for people’s range of physical and mental capacities), 42% for availability (for people’s age range), 42% in the physical condition and 51% in character and beauty of city parks. In the pop-ups and the open house, most people selected good (44%).

Figure C-18. Question 4: “How would you rate Hercules on each of the following items?” Refugio Valley Park Is the City’s Most Popular Park
Throughout the engagement activities, people were asked what parks they frequent most or what was their favorite park to get an idea of what parks are well-used and suited for additional programs. Overall, Refugio Valley Park was the most talked about throughout the engagement period. Refugio Valley Park (31%), Hanna Ranch Park (23%), and Duck Pond Park (11%) were the top three most popular parks reported from the questionnaire responses. See Figure 25. In the pop-up and open house, the top three parks were Refugio Valley Park (20%, Hanna Ranch Park (12%), and Frog Pad Park (11%). 303
Appendix C: Park Needs and Priorities Engagement Summary | C-20 In a follow-up question in the questionnaire, people were asked about how they go to the park they selected and 58% got to their park by driving, followed by walking (36%).

Understanding that many drive to parks, the availability, size, and condition of parking facilities will be an important consideration for the master plan.

Figure C-19. Question 5: "Which park do you visit most frequently in Hercules (list one)?" More Sports Fields, Courts, and Unique Play Experiences Are Desired The community expressed interest in adding and improving recreational sports courts and fields, as well as unique play opportunities, suggesting people want to get active. Question 8 asked the community, “What features or recreation facilities would you like to see improved or added in Hercules’ parks?”, the top three responses were sports fields (example: softball, soccer, cricket, lacrosse, kickball) (36%), sports courts (example:
pickleball, tennis, shuffleboard, futsal, basketball) (31%), and unique play features (example: nature play, water play, destination play) (28%). Thirty-seven respondents (10% of the respondents to this question) wrote in “Other” answers with specific descriptions to update or add facilities for recreation (tennis, pickleball, volleyball, play structures, and skate park), and add lighting at some courts for year-round activity. 304
Appendix C: Park Needs and Priorities Engagement Summary | C-21 In pop-ups and the open house, people were asked to “Put a sticker on your three favorite elements you could envision being a part of Hercules’ park system.” While the choices provided in this activity do not reflect the universe of new park elements possible, the top three elements’ people put dots on were updated exercise equipment (13%), multi-use sports courts (13%), and other custom sand or water elements (13%).

Figure C-20. Pop-up poster response to: “Put a sticker on your three favorite elements you could envision being a part of Hercules’ Park System.”
Additional Financial Investment is Needed
People were supportive of investing funds and time to improve facilities and parks. In response to Question 17: "Should the City Change how much it invests in parks, recreation facilities, and trails to reflect their value in the community,’ eighty-three percent of respondents (83%) indicated that the City should spend more. 305
Appendix C: Park Needs and Priorities Engagement Summary | C-22 Equity and Access
Range of Barriers Impede Fuller Use of Parks in Hercules There are a variety of different reasons people reported why they limit their use of parks.

Question 9 asked respondents, “What prevents you from using your local park(s) more frequently?” The top four most popular responses were lack of restrooms (39%), lack of interesting things to do (35%), there are no barriers (30%), and poor condition or maintenance of parks (27%). People in the open house and the virtual workshop shared concerns about cleaning up tree debris, replacing equipment, and maintenance of facilities.

Noticeable Accessibility Issues
Question 10 asked respondents, “Does Hercules have parks that serve everyone in the community?” most people selected that parks are accessible (54%). There were mentions about needing to update play structures to be sensitive to youth with special physical and cognitive abilities. In discussions with community members at pop-ups, open house, and virtual workshop, some shared that they would like to see the sidewalks or paths repaved and repaired to help people maneuver safely, as well as more benches for people to rest.

Figure C-21. Open House Post-It Note activity
Expand Opportunities on the West Side of Town
There were many requests to take advantage of the Hercules waterfront by adding facilities for more recreation opportunities. Question 11 asked respondents, “What area(s) or neighborhood(s) need a greater variety or better recreation opportunities?” The top three locations were the Waterfront (38%), Hercules by the Bay (22%), and Victoria by the Bay (15%). See Figure 30. In discussions with people at pop-ups, open house, and virtual 306
Appendix C: Park Needs and Priorities Engagement Summary | C-23 workshop, some shared a desire for a future recreation facility on the west side of the freeway. During the virtual workshop, there was a discussion about future development at Hercules Point for additional park space.

Figure C-22. Question 11: "What area needs a greater variety or better recreation opportunities?” Youth, Teens, and Young Adults are Underserved
There is a community desire to provide younger people in Hercules with more recreation opportunities. The questionnaire asked, “In your opinion, do any of following groups in the community need a greater variety or better recreation opportunities?” The top three groups that polled the highest were teens (ages 13-17) (21%), children (ages 6-12) (19%), and young adults (ages 18-24) (13%). During the open house, there were comments about providing a variety of programs for teens and youth to help them get out of the house, be active, and have opportunities to socialize. At the pop-ups and virtual workshop, there were other comments about programs and amenities that would allow kids and seniors to socialize.
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Appendix C: Park Needs and Priorities Engagement Summary | C-24 Trails
The Community Regularly Uses and Values Its Paved Trails Overwhelmingly, the community responded that they use the Bay Trail and the Refugio Valley Trail. In the questionnaire, 79% of people responded that they use trails in Hercules (see Figure 31), and the Bay Trail was the most popular trail (65%). In the pop-ups and open house, the Bay Trail was also the most popular (14%).

Figure C-23. Question 13: "Do you use any of the trails in Hercules?" New Trail Connections Are Needed
There was a desire to provide more trails in Hercules. In the questionnaire, people were asked if more trails and pathways are needed, and 57% replied yes. The top three most popular types of trails and pathways that people reported in the questionnaire were most needed were paved trails for walking, bicycling, skateboarding, etc. (44%), connections to the regional trail system (32%), and unpaved trails for recreation/exercise (walking, jogging, walking dogs, etc.) (31%).
308
Appendix C: Park Needs and Priorities Engagement Summary | C-25 Recreation Facilities
Community Center/Swim Center is the Centralized
Hub for Recreation Services and Programming
Questions 6 and 7 asked respondents, “Which
recreation centers, buildings, and pools provided
by the City of Hercules have you or your family
members visited in the last year?” and “What
improvements would you like to see to the City’s
indoor recreation and community facilities?” The
Hercules Community Center and the Swim Center
were identified as the top answers for both
prompts (and are located in the same complex).

This facility is the most visited and used and is
recognized by the community as needing the most
improvements.

Improvements identified for the Community Center included more opportunities for a variety of programs (such as cooking, gardening, exercise, etc.) for youth and adults, as well as general updates to the entire facility (floors, lighting, restrooms, etc.). Improvements identified for the Swim Center included updates to lighting, pool heater, shade, seating, and other amenities for community use year-round. There were multiple requests for extended hours for open swimming, more opportunities for swimming programs and activities, and an indoor facility for the winter.

In the pop-ups and open house, there were similar requests for general improvements to facilities including restrooms, additional hours for open swimming and recreation at the community center and swim center, and more flexible indoor recreational space. There were also mentions of adding a larger recreation facility along the waterfront. Respondents identified a range of improvements needed at the two facilities that are also most visited/used.
“I'd love to see more activities
and classes available for
littles! My son has been
wanting to do basketball for
months, but there's nothing
available until he's six!”
-Online Questionnaire
Participant response to “What
improvements would you like
to see to the City’s indoor
recreation and community
facilities?”
309
Appendix C: Park Needs and Priorities Engagement Summary | C-26 Figure C-24. Question 6: "Which recreation centers, buildings, and pools provided by the City of Hercules have you or your family members visited in the last year?”
Figure C-25. Question 7: "What improvements would you like to see to the City’s indoor recreation and community facilities?"
310
Appendix C: Park Needs and Priorities Engagement Summary | C-27 Programs and Events
Promote Community Gathering and Sports/Fitness-Focused Programs and Events Question 16 asked respondents, “What types of programs and events should be added or expanded in Hercules?” The top three event types that people selected were special events (i.e., music and movies in the park, holiday tree lighting, etc.) (53%), youth sports and fitness (43%), and adult sports and fitness (36%). Sports and fitness events might include things like foot races, relays, and team tournaments (Volleyball, Soccer, Pickleball, etc.).

Throughout the pop-ups and open house, people shared that they want diverse programs for seniors and youth. Some shared that there needs to be better communication around what programs are available and how many spaces are available.

Figure C-26. Question 16: “What types of programs and events should be added or expanded in Hercules?” 311
Appendix C: Park Needs and Priorities Engagement Summary | C-28 Funding and Policy Direction
Invest in Sports Fields, Courts, and Features that Add Diversity to the Park Experience There was support for future investment in the City’s parks and recreation facilities. From the questionnaire, 83% of people that responded ‘yes’ that the City should spend more to invest in parks, recreation facilities, and trails to reflect their value in the community.

The top three funding priorities were to improve or build more sports fields and courts (45%), repair or replace park amenities (43%), and add a greater variety of recreation features in parks throughout the city (34%). See Figure 33.

In the open responses, there were many mentions of investing in sports courts for pickleball, volleyball, soccer, and tennis as well as investments to park cleanliness.

Questionnaire results lined up with the conversations with residents at the other engagement events where people were most interested in improvements to the existing facilities and adding programs.

Expand Community Stewardship Opportunities
During the open house and virtual workshop, there was a discussion about community stewardship, volunteering, and employment opportunities for teens as well as adults.

There was interest from the community to make parks better through time and work. A volunteer group currently provides stewardship for the natural areas at Duck Pond Park and there is an opportunity for others to get involved. An individual from this group provided the project team with additional information about ideas and specific work needed for vegetation and other natural features at Duck Pond.2 Focus Investment on Existing Parks and Facilities
The community provided their opinion about four broad approaches to focusing investment in park and recreation facilities. Question 19 asked people to rank the following approaches to reflect their priority:
• Renovate or improve existing parks and facilities (1st - 44%) • Add a greater variety of recreation features (2nd - 31%) • Provide more events, sports, and recreation programs (3rd – 23%) • Expand the trail network (4th – 38%)
2 Wilgus, Valerie. Input for Hercules’ Parks and Recreation Facilities Master Plan. March 2023. 312
Appendix C: Park Needs and Priorities Engagement Summary | C-29 Figure C-27. Question 18, “Which of the following funding priorities and policy directions are most important to you and your family?”
Figure C-28. Question 19: "What are the highest priority projects from the following list? (Rank your priorities from 1 to 4, with 1 being the highest priority)”
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APPENDIX D
Potential Improvement Costs
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Appendix D: Potential Improvements Costs | D-1
Appendix D: Potential Improvements Costs
Overview
As Hercules plans for specific site improvements, planning-level costs for park and recreation features and facilities are useful for estimation and prioritization. Table D-1 shows a menu of features/actions that are relevant to Hercules’ parks system. Some of the costs are per site (such as Master Planning, Design, and Development of Raw Land), some are per each item (such as a baseball field, disc golf course, and picnic shelter), some are per mile (for trails), some are an allowance per site (such as public art or a wall mural), and some are per acre (such as maintenance of developed or undeveloped land) For each feature/action, there are:
• Fully-loaded costs per unit, which refer to the raw cost, mobilization, design fees, and contingency (35%). All costs may vary pending California’s construction industry.

These costs do not include taxes.
• Minor repair costs per unit, which reflect 25% of the fully-loaded costs. • Major repair costs per unit, which reflect 40% of the fully-loaded costs.

In all cases, prices will fluctuate and should only be considered as early data for discussing priority improvements and financial feasibility. In many cases, park development and improvements are not done in isolation but are a series of improvements that rely on each other. In this way, the construction of a new trail may also trigger wayfinding, maintenance, picnic tables, etc. This tendency to link related construction project should also be factored into project prioritization and cost estimation.
315
Table D-1. Features Menu
Minor Repair
Cost Per Unit
Major Repair
Cost Per Unit
25% of FullyLoaded Cost 40% of FullyLoaded Cost
Master Planning Per site $ 125,000
Includes site with more complicated design needs, triggering permitting. Note that one combined master plan will be created for the riverfront sites.

Design Per site $ 125,000 Development of a new site concept to enhance an existing site.

Development of Raw Land Per acre $ 1,250,000 Site grading, circulation, and utilities. Further features are aded individually.

Art / Mural Allowance Per Site $ 35,000 $ 8,750 $ 14,000 Wayfinding Per Site $ 15,000 $ 3,750 $ 6,000 Includes identification, regulatory and wayfinding signage.

Baseball/Softball Field - Grass Per Each $ 1,300,000 $ 325,000 $ 520,000 Regulation size field with natural turf, outfield fencing, backstop and foul-line fencing.

Baseball/Softball Field - Artificial Turf Per Each $ 2,000,000 $ 500,000 $ 800,000 Regulation size field with artificial turf, outfield fencing, backstop and foul-line fencing.

Basketball Court - Full Per Each $ 140,000 $ 35,000 $ 56,000 One new full court Basketball Court - Half Per Each $ 80,000 $ 20,000 $ 32,000 One new half court Bike Rack Per Each $ 3,500 $ 875 $ 1,400 Two courts
Bocce Court (2) Per Pair $ 65,000 $ 16,250 $ 26,000 Two courts Drinking Fountain Per Each $ 5,000 $ 1,250 $ 2,000 One fountain Climbing Wall / Challenge Feature Per Each $ 50,000 $ 12,500 $ 20,000 One medium size feature Fitness Equipment (5 stations) Per Site $ 260,000 $ 65,000 $ 104,000 Five stations of high quality fitness equipment, which can be placed in one location or spread along a path.

Soccer Field - Grass Per Each $ 700,000 $ 175,000 $ 280,000 Natural grass field with basic drainage/prep and features.

Soccer Field - Artificial Turf Per Each $ 3,250,000 $ 812,500 $ 1,300,000 Field with artificial turf and lights Tennis (2) / Pickleball Court (4) Per Each $ 450,000 $ 112,500 $ 180,000 Pair of tennis courts or four pickleball courts with striping and netting, no lights Disc Golf Course Per Each $ 80,000 $ 20,000 $ 32,000 9-hole disc golf course with tees, baskets, signage and other necessary equipment Dog Park Per Each $ 275,000 $ 68,750 $ 110,000
Fenced area with turf or hardier surface. Assumes this is a feature within a larger park taking advantage of other seating and existing utilities for water.

Grass Play Area Per Each $ 230,000 $ 57,500 $ 92,000 1 acre irrigation and drainage improvements, for unstructured play.

Picnic Table ADA Per Each $ 3,500 $ 875 $ 1,400 1 table Picnic Shelter Per Each $ 275,000 $ 68,750 $ 110,000 4 - 8' tables with BBQ and no utilities Ping Pong Table Per Each $ 10,000 $ 2,500 $ 4,000 1 table Play Structure (Neighborhood) Per Each $ 650,000 $ 162,500 $ 260,000 Each, includes areas for tots and school age play. Higher end represents addition of accessible safety surfacing.

Play Structure (Destination) Per Each $ 1,500,000 $ 375,000 $ 600,000 Large scale play structure with universal/inclusive and thematic elements.

Play Equipment (Freestanding) Per Each $ 25,000 $ 6,250 $ 10,000 Individual play, balance, or spinning feature Skate Park Per Each $ 1,250,000 $ 312,500 $ 500,000 Skate park renovation to accommodate spectators, safety and enhanced access.

Trails (Hard Surfaced) Per mile $ 2,000,000 $ 500,000 $ 800,000 Regional trail: This cost assumes a 10ft-wide asphalt paved trail with 2' gravel shoulders on each side, signage assumed every 1/4 mile both directions and continuous buffer vegetation. Improvements required may include curb and gutter, curb ramps, drainage infrastructure adjustments and installations and minimal power pole relocation.

Trails (Soft Surfaced) Per mile $ 325,000 $ 81,250 $ 130,000 Local foot trail: This cost assumes a 3ft-wide soft surfaced trail, signage assumed every 1/4 mile both directions.

Water Play Per Each $ 300,000 $ 75,000 $ 120,000 Small, child-controlled water play element. Flows through.

Spray Park Per Each $ 1,850,000 $ 462,500 $ 740,000 Recirculating spray park with mechanical building Fishing Access Per Each $ 275,000 $ 68,750 $ 110,000
Parking (Off-Street) Per Site $ 300,000 $ 75,000 $ 120,000 10 total spaces including 2 accessible spaces Restroom (Permanent) Per Each $ 500,000 $ 125,000 $ 200,000 2 unit single-occupant Shade Structure Per Each $ 40,000 $ 10,000 $ 16,000 Fabric-roofed elements that cool off hot play areas/spray parks etc.

Standard Maintenance Per Developed Acre $ 12,000 Approximately 100% of current gross cost/acre Enhanced Maintenance Per Developed Acre $ 15,000 Recognizing more intensive features and use at major facilities Natural Resource Maintenance
Per Undeveloped
Acre $ 3,000 Based on a stabilizing level of maintenance, MIG research.

Notes:
*Fully-loaded costs refer to raw cost, mobilization, design fees, and contingency (35%) which may vary given California's construction climate. Does not include taxes.

Action/Features Unit Fully-Loaded
Cost Per Unit* Notes and Assumptions
Appendix D: Potential Improvements Costs | D-2
316

APPENDIX E
Prioritization Engagement Findings
317
Appendix E: Prioritization Engagement Findings | E-1
Appendix E: Prioritization Engagement Findings
Overview
The Hercules Parks and Recreation Facilities Master Plan (Master Plan) uses a four-phased approach to assess, evaluate, and make recommendations for Hercules’ parks and recreation system. When completed, the Master Plan will support fiscal sustainability by creating an investment strategy for priority park improvements, facility enhancements, and other new park development.

During the “Recommendations and Prioritization” phase, two prioritization activities were held to collect community feedback on overarching project priorities. This information will be used to create a phased action plan, which acts as the road map for future improvements over the next decade and beyond.

This document summarizes the feedback received related to prioritization. • Part 1: Prioritization Activities describes the online prioritization activity and the in-person companion activity hosted as part of Steering Committee Meeting #3 on August 15, 2023.
• Part 2: Summary of Priorities provides a compilation of responses from the community survey and highlights of discussion from Steering Committee Meeting #3.

The City of Hercules coordinated engagement activities and tools with the support of MIG, Inc. (who designed and facilitated the community engagement), Tripepi Smith (who managed communications and social media), and ZenCity (who updated the project website). Community feedback summarized in this document identifies overarching priorities to be considered as part of the action plan of the Parks and Recreation Facilities Master Plan.
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Appendix E: Prioritization Engagement Findings | E-2
Figure E-1: Plan process graphic calling out the "Recommendations and Prioritization” phase 319
Appendix E: Prioritization Engagement Findings | E-3
Part 1: Prioritization Activities
Prioritization Survey
In early August, the Project Team deployed an online activity to identify community priorities for park projects to complete over the next 10 years. The survey asked respondents to weigh in on the most desired project types, preferred geographical distribution of future improvements, and the projects that are important to initiate in the short term. Questions were not mandatory, so the number of respondents for each question varied.

The Mentimeter survey was hosted online between August 1 and August 18, 2023. The survey link was posted on the project website, advertised on social media, and included on the City’s website.

Figure E-2: Social media posts on Facebook during the month of August 2023 to promote the prioritization survey
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Appendix E: Prioritization Engagement Findings | E-4
Steering Committee Meeting #3
In addition to the online survey, a second prioritization activity was promoted to those who prefer to communicate their ideas and thoughts in-person. A facilitated in-person activity for the public took place during the third project Steering Committee meeting on August 15, 2023, between 7:00-8:30 PM at Hercules Council Chambers at City Hall. A brief project update and presentation on the context for prioritization was provided by MIG, followed by a facilitated discussion of questions from the online survey, with additional opportunities for sharing details and insights. Participants and Steering Committee members also saw a preview of survey results so far. (The survey remained open for 3 additional days following the 8/15 meeting). A total of five members from the public attended. Given the number of participants, the Steering Committee and City staff joined participants in a lively and efficient discussion between all attendees.

Table E-1: Prioritization Activities
Activity Dates Number of
participants

1. Prioritization Survey – Preview to
Steering Committee Members
July 25 - July 31, 2023 8

2. Prioritization Survey – Open to the
public
August 1 - August 18, 2023 200

3. Prioritization Activity – Facilitated
SC and public discussion
August 15, 2023, 700-830 PM 5
Total 213
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Appendix E: Prioritization Engagement Findings | E-5
Part 2: Summary of Priorities Part 2 summarizes responses from the online survey and provides highlights from discussion at Steering Committee Meeting #3.

Priority Project Types
Respondents think that 57% of available funding should go towards improving what the city already has or expanding what is offered at existing parks to add capacity; 33% of funding should go towards new trails and parks. The remaining 10% of funding should go towards new or enhanced indoor recreation facilities and childcare spaces.

Figure E-3: Survey Response to “Money is tight; How much would you give to each of the following project types? You have $100 to spend.

Steering Committee Input
• There is support for renovating existing parks or facilities and adding new recreation elements to them, where appropriate.
• Many existing facilities are past their useful life and need to be replaced. There may be repairs, but it’s primarily about replacements.
• The public is not using parks because facilities are not functional, or their original use is outdated.
• New enhancements should be placed in ways that are strategic and build capacity. • Trail connections are key. There are so many disconnected trails that limit access. • Underutilized areas of existing parks can and should be enhanced. Ex: Bocce at Duck Pond Park very underutilized. This area could be a unique, shaded picnic area capable of hosting a large group, or it could be four bocce courts that would attract teams/groups if they are well-designed and constructed. 322
Appendix E: Prioritization Engagement Findings | E-6
Preferred Geographical Distribution of Future Improvements An overwhelming majority of respondents (75%) prefer to concentrate investment in a few larger parks.

Figure E-4: Survey Response to “What is more important? Concentrate on a few projects in major parks or concentrate on smaller projects in more locations?” Steering Committee Input
• There is support for a few larger projects in major park sites – it is important for these improvements to be visible and big enough to show the city is doing something bold and is making an impact, but in a fiscally responsible way. • The major sites include Hanna Ranch, Refugio Valley Park and Tennis Courts, Woodfield, Foxboro, and potentially Shoreline, Duck Pond, and Ohlone. • The plan should also consider projects at smaller sites that could make a real difference, on a case-by-case basis: Beechnut, etc.
• The plan should provide improvements that will benefit the most people versus adding/replacing a very specific feature that benefits a smaller, select group. Ex:

Bathrooms benefit everyone.
• Recommendations that respond to nationwide trends should be viewed with some degree of caution. We did that 10 years ago and have new features that never got much use because the trend moved on to something else.
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Appendix E: Prioritization Engagement Findings | E-7
Priority Activities
Outdoor active recreation type activities (challenges, courts, sports fields, trails, play) were identified as the most needing immediate support.

Figure E-5: Survey Response to “What activities need the most immediate support? (choose up to 4)”
Steering Committee Input
• There is a need to upgrade the soccer fields. There are 1,000 youth players in Hercules this fall (700 recreational and 300 competitive). WCCYSL would prefer an artificial turf field if the City is not able to maintain a grass field. Grass fields are better but very difficult to perfectly maintain.
• The rainy season is hard on the highly utilized grass fields. • The dog park doesn’t fit in this question’s categories, but there is interest in the community for a second one.
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Appendix E: Prioritization Engagement Findings | E-8
Desired Improvements
The question, “Are there specific improvements you think the City should prioritize? What is the name or location of your idea?”” was provided to the community so there would be an opportunity for respondents to weigh in on a specific project or site they care about. The following improvement ideas and sites were mentioned:
• Hanna Ranch – Artificial turf conversion; grass soccer field improvements; lights for fields, more picnic areas; softball/baseball improvements • Beechnut Park – New play structure; tot lot; water spray or cool down feature • Duck Pond Park – Full court basketball
• Foxboro Park – Provide new safety surfacing; provide air conditioning at community center
• Refugio Valley Park – Shade and more trees; replace/expand central playground; path resurfacing/widening; lake dredging; restroom; skatepark; add basketball • Shoreline Park – Update kids’ playground as it’s falling apart • Woodfield Park – Fix/renovate tennis courts and basketball courts; add pickleball courts
• Hercules Point – Active recreation and trails focus
• Other
o Plant more trees for people to sit outside and enjoy nature with natural shade or shade coverings
o Beautify parks in general
o Add a sky bridge from City Hall to (future) Transit Center o Update older parks to serve teens and older kids
o Add a bike path that leads through all of Hercules that is safe from traffic o Revamp bathrooms in all parks
Steering Committee Input
• The plan should provide pickleball opportunities.
325
Appendix E: Prioritization Engagement Findings | E-9
Demographic Questions
A series of demographic questions were included to help better understand if respondents reflect the overall demographic breakdown of the City of Hercules. Similar questions were asked during the Needs and Priorities survey in March 2023. Note: no question on the survey was mandatory, so the number of respondents for each varies.

Figure E-6: Survey Response to “What is your relationship with the City of Hercules? (check all that apply) (n=207)”
The below question provides information about the geographic distribution of survey respondents. Respondents are spread evenly across the City with most neighborhoods showing representation on the map. Residents of Pinole, Rodeo and other communities were also represented. This finding confirms that priorities resulting from this survey do come from the community itself. Dots with no numbers reflect a single respondent’s location.

Figure E-7: Survey Response to “What part of Hercules do you live in? (n=129)” 326
Appendix E: Prioritization Engagement Findings | E-10
The below results suggest that parents or guardians of school age children are well represented as survey respondents, and that seniors may have participated at lower levels.

The median age of Hercules residents is 42.7 years (US Census 2021 ACS 5-Year Survey).

Figure E-8: Survey Response to “Do you have children under the age of 18 living in your home?” Figure E-9: Survey Response to “How do you describe your race or ethnicity? (n=141)” • Caucasian (not Hispanic) 39
• Asian American 26
• Hispanic/Latino 22
• Prefer not to say 14
• African American / Black 10
• Pacific Islander 6
• Asian American / Caucasian 4
• African American / Asian American 2
• African American / Caucasian 2
• Asian American / Pacific Islander 1
• Asian American / Hispanic Latino 1
• Prefer not to say 3
• Did not report 11
Figure E-10: Survey Response to “What is your identified gender? (n=134)” • Female 71
• Male 56
• Prefer not to say 5
• Female/Male 2
327
Appendix E: Prioritization Engagement Findings | E-11
Figure E-11: Survey Response to “What is your age? (n=141)” • Less than 18 4
• 18-24 1
• 25-34 13
• 35-44 43
• 45-54 35
• 55-64 9
• 65 and over 8
• Prefer not to say 3
• Did not report 25
Figure E-12: Survey Response to “What is the primary language spoken at home (n=141)” • English 88
• Spanish 4
• Chinese 2
• Cantonese 1
• Did not report 46
Figure E-13: Survey Response to “What other languages are spoken at home? (n=23)” • Spanish 12
• Tagalog 2
• Portuguese 2
• Swahili 1
• Malayalam 1
• Nepali 1
• Vietnamese 1
• Patois 1
• Mandarin 1
• Burmese 1
328

APPENDIX F
Capital Improvement Plan
329
Appendix F: Capital Improvement Plan | F-1
Appendix F: Capital Improvement Plan
Overview
Capital Cost provides an indication of the magnitude of capital cost to implement the project, shown by dollar signs as follows:
$ (<$100,000)
$$ (>$100,000 to $300,000)
$$$ (>$300,000 to $1,000,000)
$$$$ (>$1,000,000 to $3,000,000)
$$$$$ (>$3,000,000)
Annual Operating Cost estimates the added annual operating cost once the project is in place, also indicated by dollar signs as follows:
$ (<$5,000)
$$ ($100,000 to $25,000)
$$$ (>$25,000 to $75,000)
$$$$ (>$75,000)
Time Frame indicates whether project activity will occur in the near, mid, or long term. All the following projects identified as priorities will require attention in the near term, although some are major projects and will not be completed for years. Some projects can be both planned and constructed in the same year, while others will take years longer to complete. Additionally, some projects will require different actions throughout the life of the project.
• Near-Term (0-5 years): The City’s CIP includes capital projects planned for a fiveyear period. • Mid-Term (6-10 years): In the mid-term, more of the new ideas generated in this plan will be cycled into the CIP process, and preliminary work will advance the larger capital projects.
• Long-Term (11-20+ years): The long-term timeline includes projects that require significant up-front work and planning, represent long-term, ongoing investments or demand extraordinary funding strategies.

Urgency indicates the level of need. All projects within this Master Plan have a demonstrated need, but the level of urgency varies based on the availability of a particular amenity or program as compared to the demand. Urgency can also be a consideration of time sensitivity. For example, if a project will influence or guide future operations, such as development of open space conservation plans, that project would have a high level of urgency. A project could also be considered highly urgent if failure to act results in a missed opportunity, such as purchase of an available open parcel that could be dedicated as parkland.
330
Appendix F: Capital Improvement Plan | F-2
Table F- 1. Parks and Facilities Capital Improvement Plan Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Existing Parks
Bayside Park Sitewide
Renovate planters where vegetation is dead or missing.

Consider removing manicured shrubs in high traffic areas. $ $ Long-Term Low Bayside Park Location-Specific
Recommendation #1. Consolidate the two separate small
tot play areas in one expanded area of the park. As part of this process, replace tot play equipment and safety
surfacing. $$$ $ Long-Term Low
Bayside Park Location-Specific
Recommendation #2. Add a small shade structure with
picnic tables across from restrooms. $$ $ Long-Term Low Bayside Park Location-Specific
Recommendation #3. Add 1-2 all-ages play elements
(balance, spinning, rocking elements, etc.) to provide teens, adults, and seniors something to do. $ $ Long-Term Low
Bayside Park Location-Specific
Recommendation #4. Repair the out-of-service restroom
and repaint both restroom buildings. $ $ Mid-Term Medium Bayside Park Location-Specific
Recommendation #5. Replace message kiosk between
restrooms with a small neighborhood library (little free library). $ $ Mid-Term Medium
Beechnut Park Sitewide
Add drought tolerant pollinator vegetation around
developed park areas. $ $ Near-Term High
Beechnut Park Location-Specific
Recommendation #1. Update park entry and access from
driveway curb cut. Add standard park sign. $ $ Near-Term High Beechnut Park Location-Specific
Recommendation #2. Repurpose paved lot into active area for youth. Add a tricycle loop or small skate spot and a halfbasketball court and appropriate screening vegetation from neighbors. $ $ Near-Term High
Beechnut Park Location-Specific
Recommendation #3. Remove extraneous asphalt at paved
lot. $ $ Near-Term High
Beechnut Park Location-Specific
Recommendation #4. Add a small shade feature with
seating near the tricycle loop. $ $ Long-Term Low
331
Appendix F: Capital Improvement Plan | F-3
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Beechnut Park Location-Specific
Recommendation #5. Replace swings with 2 adult swings or group swing. Add balance, spinning or other features that can serve all-ages. $$ $ Long-Term Low
Beechnut Park Location-Specific
Recommendation #6. Add a small neighborhood library
kiosk in a high visibility area (little free library) $ $ Long-Term Low Beechnut Park Location-Specific
Recommendation #7. Remove dead or dying trees and select woody vegetation to improve visibility across the park. $ $ Mid-Term Low Beechnut Park Location-Specific
Recommendation #8. Provide a soft surface pump track,
challenge or bike skills course on upper slopes of park. $$$ $ Long-Term Low Duck Pond Park Sitewide
Dedicate one of the park hillside meadow areas to butterfly habitat. $ $ Mid-Term Low
Duck Pond Park Sitewide
Renovate empty planters throughout developed areas of
park with drought tolerant pollinators like Russian sage, Mexican bush sage, California lilac, etc. Consider removing manicured shrubs. $ $ Mid-Term Low
Duck Pond Park Sitewide
Add mulch to planter areas to meet elevation of paved
walkways. Current walkways are 4” above grade and
present a fall/trip hazard. $ $ Mid-Term Low
Duck Pond Park Sitewide
Improve park’s natural features to enhance habitat, site aesthetics, and reduce fire risk. Remove dead or dying trees near pond. Remove felled tree debris, dead brush, and
eucalyptus litter. Leave horizontal limbs that provide
perching habitat within pond. Refrain from mowing the
west slope of pond until late June to encourage pollinator establishment and lifecycle. $ $$ Mid-Term Medium
Duck Pond Park Location-Specific
Recommendation #1. Replace horseshoe courts with 2
additional bocce courts (if sponsored by area bocce league), or other similar footprint element like ping pong tables, futsal court, etc. $ $ Mid-Term Medium
Duck Pond Park Location-Specific
Recommendation #2. Remove trees lining bocce courts to
minimize leaf litter. Replace them with other drought
tolerant landscaping or evergreen trees with no or very $ $ Mid-Term Medium 332
Appendix F: Capital Improvement Plan | F-4
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
limited leaf litter (ex: fruitless olive) – or – add a small shade feature or shelter for each group of courts.

Duck Pond Park Location-Specific
Recommendation #3. Provide a 0.75-acre fenced dog park
on grass slope surrounding developed park to provide a dog park on the west side of I-80. Consider partitioning separate areas for more active/less active dogs and include rules sign, agility features, fountain, waste receptacles, dog bag
stations, shaded seating, etc. $ $ Long-Term Low
Duck Pond Park Location-Specific
Recommendation #4. Add a paved trail connection from the southwest corner of park to Athena Road. $ $ Long-Term Low Foxboro Park Location-Specific
Recommendation #1. Improve the Foxboro Community
Center to support indoor/outdoor uses. Main improvements include adding central air conditioning and enlarging
storage room doorway. (See Recommendations for Major
Recreation Facilities for more details.) $$ $ Long-Term Low Foxboro Park Location-Specific
Recommendation #2. Replace aging playground equipment
and safety surfacing. $$$ $ Near-Term High
Foxboro Park Location-Specific
Recommendation #3. Renovate tennis court surfacing and
striping. Reuse existing nets. $$ $ Mid-Term Medium
Foxboro Park Location-Specific
Recommendation #4. Renovate basketball court surfacing
and striping. Reposition hoops and posts they meet
standards. $$ $ Near-Term Medium
Foxboro Park Location-Specific
Recommendation #5. Renovate planting area at seat wall
and add drought tolerant pollinator species. $ $ Long-Term Low Frog Pad Park Location-Specific
Recommendation #1. Replace the playground and safety
surfacing in the next 5 years. Remove the concrete step up to the new play feature to provide direct access for those with mobility issues. $$ $ Mid-Term Medium
Frog Pad Park Location-Specific
Recommendation #2. Repair and refinish gazebo shade
structure. $ $ Near-Term Medium
Frog Pad Park Sitewide
Recommendation #3. Renovate planting beds throughout
park with drought tolerant pollinator species. $ $ Mid-Term Medium 333
Appendix F: Capital Improvement Plan | F-5
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Hannah Ranch Park Sitewide
Partner with community-based organizations, such as youth sports leagues, to improve fields. n/a n/a n/a n/a
Hannah Ranch Park Sitewide
Explore options to partner with the School District to fund and add other recreation uses at the park, including sports courts or a climbing wall. n/a n/a n/a n/a
Hannah Ranch Park Location-Specific
Recommendation #1. Take existing upper field and renovate as 1 full-size regulation field, with option for 2 micro fields for children’s soccer. $$$ $$ Mid-Term Medium
Hannah Ranch Park Location-Specific
Recommendation #2. Upgrade upper grass fields into
artificial turf fields through funding and partnership
agreement with youth sports organizations. $$$$ $$ Long-Term Medium Hannah Ranch Park Location-Specific
Recommendation #3. Consider the addition of sports field lighting at upper field in coordination with neighbors. $$$ $ Long-Term Low Hannah Ranch Park Location-Specific
Recommendation #4. Consider adding bleachers (ideally
shaded) along the accessible route to the upper field. $ $ Mid-Term Low Hannah Ranch Park Location-Specific
Recommendation #5. Upgrade lower field to be an artificial turf multiuse field to support a range of sports such as lacrosse, soccer, baseball, softball, etc. $$$$ $$ Long-Term Medium Ohlone Park Sitewide
Initiate a site master plan or park design development
process prior to addressing long-term projects identified for Ohlone Park. Consider including a parallel public
engagement process. $ Long-Term Low
Ohlone Park Sitewide
Provide an accessible loop connecting all major park
elements and key amenities (parking, dog park, community garden, proposed all ages play area). As part of this work, resurface paved asphalt path throughout park, providing minor reroutes as necessary (remove divots, cracks, shifts, tree root damage). $$$ $ Long-Term Low
Ohlone Park Sitewide
Add signage identifying park, features, and trail connections to adjacent open space (See Proposed Trail Connectivity Plan – Proposed Trail Segment 7) and adjacent
neighborhoods. $ $ Long-Term Low
334
Appendix F: Capital Improvement Plan | F-6
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Ohlone Park Location-Specific
Recommendation #1. Replace fence at dog park. Provide
accessible gates into dog park and accessible features inside dog park. $ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #2. Connect all concrete picnic pads to
asphalt path near dog park. $ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #3. Remove eucalyptus trees at the dog
park; add a shade structure at dog park. $ $ Long-Term Low Ohlone Park Location-Specific
Recommendation #4. Removed patterned concrete paver
section in dog park and replace with asphalt path or
reinforced concrete path. $ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #5. Provide a challenge/adventure type
facility for teens and young adults, such as a skate spot, climbing wall or net, in a location with good visibility and regular foot traffic. $$$$ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #6. Protect heritage oak tree on slope
during any kind of construction activity. Do not place any development within the critical root zone and dripline of tree crown given sensitivity of oak root systems.

Ohlone Park Location-Specific
Recommendation #7. Add an all ages play feature that
works with the site’s natural topography – such as an
embankment slide and related elements. $$$$ $ Long-Term Low Ohlone Park Location-Specific
Recommendation #8. Add a group picnic area/group
seating/hang out space near the all ages play feature;
consider an “art wall” installed in conjunction with youth artists. $$$ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #9. Expand community garden to address
waitlist backlog working with Hercules Community
Gardening Program. $ $ Mid-Term Low
Ohlone Park Location-Specific
Recommendation #10. Provide a soft surface path entrance into the park from Turquoise Drive (between Opal Court and Cinnabar Way). $$ $ Long-Term Low
Ohlone Park Location-Specific
Recommendation #11. In the long term, re-establish the
natural amphitheater on slope beyond oak dripline. $$$$ $ Long-Term Low 335
Appendix F: Capital Improvement Plan | F-7
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Railroad Park Location-Specific
Recommendation #1. Replace playground elements and
safety surfacing and use space more efficiently to provide more opportunities. Provide equipment consistent with the park’s “railroad” name. Swings appear to be in good
condition for reuse. $$$ $ Long-Term Low
Railroad Park Location-Specific
Recommendation #2. Add an all-ages play elements (e.g., balance, spinning, rocking elements, etc.) to provide teens, adults and seniors something to do. $ $ Long-Term Low
Railroad Park Location-Specific
Recommendation #3. Provide a half basketball court, by
relocating picnic tables/benches and adding appropriate screening vegetation from neighbors. $$ $ Long-Term Low Refugio Valley Park & Tennis Courts Design
Initiate a site master plan or design development process with a qualified consultant team (landscape architecturecivil-hydrology) for the identified near-term projects. Nearterm design should consider the needs and space requirements of other mid- and long- term projects
identified in this Master Plan. A public engagement process for this high-profile site may be considered. $$ n/a Near-Term High Refugio Valley Park & Tennis Courts Sitewide Provide new electrical hookups to better support events. $ $ Long-Term Low Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #1. Improve sightlines around restroom – remove ficus (creeping fig) from restroom exterior wall and refinish restroom exterior – OR – replace restroom outright with prefabricated restroom (4 unisex stalls). The former is preferred as existing circular restroom is a feature of the park’s overall design aesthetic (circles and curvilinear lines exist in park throughout). $$$ $ Mid-Term Low
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #2. Remove the existing tot lot and
concrete foundation along pond edge; naturalize the area in conjunction with pond rehabilitation. $$$ $ Near-Term High Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #3. Remove existing play hill stairs feature at pond’s east edge. Add a new 6,000 - 8,000 SF accessible flexible space for concerts, community performances and $$$$ $ Long-Term Low 336
Appendix F: Capital Improvement Plan | F-8
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
gatherings. This space can function as a group picnic area when performances aren’t planned.

Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #4. Improve the central grass lawn by
regrading, adding subsurface drainage and irrigation system, and reseeding lawn with shade tolerant grass seed mix. $$$ $$ Long-Term Low Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #5. Remove eucalyptus trees
recommended by certified arborist. Grind down stumps and remove surface roots. $ $ Completed n/a
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #6. Provide shade structures near group
picnicking areas where trees have been removed. Locate
shade structures along an accessible route from the parking lot. Replant trees that were removed with species selected to provide shade and meet other City maintenance needs. $$$$ $ Near-Term High Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #7. Renovate and expand the older
children’s playground (currently 2,800 SF) to a universally accessible 8,000 - 10,000 SF destination play space suitable for ages 2 to 5 and 5 to 12 years. Incorporate accessible swing into the future playground design. $$$ $ Long-Term Low Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #8. Add another parking lot along Refugio Valley Road. Design lot to support function of the Refugio Valley Trail – see Trails. $$$ $ Long-Term Low
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #9. Renovate connecting circulation
system between parking lot, practice wall, group picnic area, tennis courts, and Turquoise Avenue. $$ $ Near-Term High Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #10. Provide a marked accessible parking spot and accessible route to tennis courts and gathering areas. $ $ Near-Term High
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #11. Replace wood railroad tie stairs,
steps and other connecting features with concrete
throughout. Wood steps throughout are trip hazards with uneven surfaces, rotted areas, gaps, and cracked risers. $ $ Near-Term High 337
Appendix F: Capital Improvement Plan | F-9
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #12. Revegetate bald slopes along
Turquoise Avenue, between tennis courts, and at parking lot. $ $ Mid-Term Low
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #13. Remove trees at Tennis Center
including tree stumps and replant using species with
characteristics compatible with tennis and maintenance
needs. $ $ Near-Term High
Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #14. Initiate permits needed to dredge
the pond. Select a qualified contractor to dredge and semiannually maintain the pond. $$$ $ Near-Term High Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #15. Naturalize pond edge with a 10’-20’ buffer of native pond plantings; replenish existing edges; limit public access around pond edge. $$$ $ Near-Term High Refugio Valley Park & Tennis Courts Location-Specific
Recommendation #16. Replace decking of wood bridge over Refugio Creek. $ $ Mid-Term Medium
Sierra Park Sitewide
This park is new and in excellent condition with no
immediate improvements needed. n/a n/a n/a n/a
Sierra Park Location-Specific
Recommendation #1. Consider the addition of a small (300 SF) nature play node along curvilinear walkway to provide something for children to do here. $ $ Long-Term Low
Shasta Park Sitewide
This park is new and in excellent condition with no
immediate improvements needed. n/a n/a n/a n/a
Shoreline Park Sitewide
Add mulch to planter areas to meet elevation of adjacent paved walkways. Repair bald spots in turf lawn. Renovate empty planters throughout developed areas of park with
salt-spray tolerant plants and drought tolerant pollinators. $ $ Long-Term Low Shoreline Park Location-Specific
Recommendation #1. Renovate overlook seating at Bay
edge of park to enhance views, accommodate groups, add
signage and art. $ $ Long-Term Low
Shoreline Park Location-Specific
Recommendation #2. Add another developed node on
northeast corner of park and provide passive/not noisy
element(s) for teens, adults, and seniors. Ideas include $$$ $ Long-Term Low 338
Appendix F: Capital Improvement Plan | F-10
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
adult-scaled swings, group swing, group study space/
community table/hangout space, shade sail, etc.

Shoreline Park Location-Specific
Recommendation #3. Add paved, accessible companion
seating areas at two benches spots along park paved loop. $ $ Mid-Term Medium Shoreline Park Location-Specific
Recommendation #4. Add mulch to planter areas to meet
elevation of adjacent paved walkways. Current walkways
near playground and restroom are 4” above planter grade and present a fall/trip hazard. $ $ Mid-Term Medium
Shoreline Park Location-Specific
Recommendation #5. Add additional soft surface access
point into park from sidewalks. $ $ Long-Term Low
Shoreline Park Location-Specific Recommendation #6. Add Shoreline Park identification sign. $ $ Near-Term Medium Shoreline Park Location-Specific Recommendation #7. Replace drinking fountain. $ $ Near-Term Medium Shoreline Park Location-Specific Recommendation #8. Repaint restroom. $ $ Mid-Term Medium Shoreline Park Location-Specific
Recommendation #9. Improve access to picnic spots along Bay Trail. Remove vegetation growing within pavement; add paved access path to second picnic spot. $ $ Mid-Term Medium Woodfield Park Design
Initiate a site master plan or design development process for the identified near-term projects of Woodfield Park.

Near-term design should account for the needs and space requirements of mid- and long- term projects to be
addressed in the future. Consider including a parallel public engagement process. Incorporate a sound study at this
stage (or later during schematic design) to inform design as it relates to noise generating uses. $ n/a Near-Term High Woodfield Park Sitewide
Explore Joint Use Agreement to provide public access to school parking during non-school hours. n/a n/a n/a n/a Woodfield Park Location-Specific
Recommendation #1. Renovate 2 existing basketball courts, including court resurfacing, restriping, new posts,
backboards, hoops, etc. $$ $ Near-Term High
Woodfield Park Location-Specific
Recommendation #2. Renovate tennis courts to support
tennis courts and/or pickleball courts, including court resurfacing, restriping, new nets, perimeter shaded seating, and storage. Provide wind guard system on court fencing. $$ $ Near-Term High 339
Appendix F: Capital Improvement Plan | F-11
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Woodfield Park Location-Specific
Recommendation #3. Replace the current restroom. Select prefabricated restroom with two individual unisex stalls.

Provide water fountain at restroom. $$ $ Near-Term High Woodfield Park Location-Specific
Recommendation #4. Renovate grass fields, add drainage
system, and add overlay to baseball field for a multi-use rectangular turf grass field for youth sports. Replace
dugouts. $$ $ Long-Term Low
Woodfield Park Location-Specific
Recommendation #5. Add group picnic spot near restroom
and grass fields. $ $ Long-Term Low
Woodfield Park Location-Specific
Recommendation #6. Provide an accessible route between
the restroom, fields, courts, playground, picnic areas, and street parking. Reorient and enhance park entry and
location of restroom as needed. $$$ $ Near-Term Low
Woodfield Park Location-Specific
Recommendation #7. Add off-street parking stalls across the street on City-owned land. $$$ $ Long-Term Low
Woodfield Park Location-Specific
Recommendation #8. Given the wide range of ages the
renovated park will attract, all-ages play features should be incorporated. Replace aging younger children’s playground with 2-3 freestanding, all-ages elements such as spinner bowls and sticks, seesaw, balance equipment, etc. As part of this, consider siting these elements near the new restroom to provide more circulation space and open areas around courts. $$$ $ Long-Term Low
Woodfield Park Location-Specific
Recommendation #9. Work with local artists to renovate
wood totem pole art. Add interpretive information about the art piece. Consider relocating the piece within the park so its visibility is prominent and complements other park elements. $ $ Long-Term Low
Woodfield Park Location-Specific
Recommendation #10. Remove pines surrounding courts as
they uplift and damage pavement and create other
maintenance issues for court use. Remove any other
hazardous trees. $ $ Near-Term High
340
Appendix F: Capital Improvement Plan | F-12
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Woodfield Park Location-Specific
Recommendation #11. Selectively prune other park trees to improve visibility into park’s active areas. $ $ Mid-Term Low Woodfield Park Location-Specific
Recommendation #12. Vegetate slopes along the asphalt
path with new plantings and temporary irrigation. Select low growing vegetation to ensure visibility across the park. $ $ Mid-Term Low Planned Parks
Neighborhood Park (Block B) Sitewide
The WDMP recommends developing Bayfront Creekside
Park as a 0.6-acre neighborhood park that features views to Mt. Tamalpais with shade and casual along with active,
passive and unstructured recreation. TBD TBD TBD TBD
Neighborhood Park (Block B) Sitewide Create a site master plan. $ n/a Long-Term Low Neighborhood Park (Block B) Sitewide
Coordinate with the developer to ensure public access.

Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association. n/a n/a n/a n/a Neighborhood Park (Block B) Location-Specific
Recommendation #1. Provide play elements and features to expand use to all ages. TBD TBD TBD TBD
Neighborhood Park (Block B) Location-Specific
Recommendation #2. Incorporate active recreation for
teens, adults, and older adults such as exercise equipment. TBD TBD TBD TBD Neighborhood Park (Block B) Location-Specific
Recommendation #3. Provide safe access routes and
protected spaces (fencing or other barriers from roads). TBD TBD TBD TBD Neighborhood Park (Block B) Location-Specific
Recommendation #4. Connect to the adjacent Bay
Trail/Promenade. TBD TBD TBD TBD
Plaza (Block D&E) Sitewide
The WDMP recommends developing this neighborhood as a

0.40-acre plaza space with commercial and civic activity, including gathering, resting and casual dining, food kiosks or carts, with a connection to the Bay Trail. TBD TBD TBD TBD Plaza (Block D&E) Sitewide
Determine whether the site will be managed and
maintained by the City or LLAD. n/a n/a n/a n/a
Plaza (Block D&E) Sitewide
The WDMP recommends developing this neighborhood as a

0.40-acre plaza space with commercial and civic activity, including gathering, resting and casual dining, food kiosks or carts, with a connection to the Bay Trail. TBD TBD TBD TBD 341
Appendix F: Capital Improvement Plan | F-13
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Plaza (Block D&E) Sitewide
Determine whether the site will be managed and
maintained by the City or LLAD. TBD TBD TBD TBD
Plaza (Block D&E) Location-Specific
Recommendation #1. Provide walkable connections
eastward along Bayfront Boulevard towards Refugio Creek, the Creekside Trail, and to the Civic Plaza site. TBD TBD TBD TBD Plaza (Block D&E) Location-Specific
Recommendation #2. Provide visual connections such as
street trees, other landscaping, or lighting cues to create a coherency and sense of place to define the waterfront
district. TBD TBD TBD TBD
Civic Plaza (Block G) Sitewide
The WDMP recommends developing this site as a 0.5-acre
community plaza space with a large open area for
gatherings, commercial activity, unstructured recreation and other passive uses. Shaded seating, landscaping, and a civic anchor element such as a fountain or kiosks can also be provided. This future civic plaza will have a relationship to a multimodal transit station envisioned to be constructed nearby as part of The Hub. TBD TBD TBD TBD
Civic Plaza (Block G) Sitewide
Determine whether the site will be managed and
maintained by the City or LLAD. n/a n/a n/a n/a
Civic Plaza (Block G) Location-Specific
Recommendation #1. Provide rest zones and additional
shaded seating given the likelihood of higher visitor traffic, adjacency to the Bay Trail/Promenade, and planned
multimodal transit station. TBD TBD TBD TBD
Civic Plaza (Block G) Location-Specific
Recommendation #2. Provide active fitness programming
such as morning yoga or evening dance/exercise classes at this site in lieu of fixed exercise equipment or other active recreation elements that take up fixed space. TBD TBD TBD TBD Civic Plaza (Block G) Location-Specific
Recommendation #3. Provide well-designed connections to transit stops/stations, bicycle parking, drop off areas, onstreet parking, and access to the Bay Trail given the site TBD TBD TBD TBD Civic Plaza (Block G) Location-Specific
Recommendation #4. Provide interactive public art for
placemaking purposes in lieu of fountains that may be costly to maintain. TBD TBD TBD TBD
342
Appendix F: Capital Improvement Plan | F-14
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Bayfront/Creekside Park (Block K) Sitewide
The Waterfront District Master Plan (WDMP) recommends
developing Bayfront Creekside Park as a 0.35-acre passive, open space park with seating, civic elements, and plantings along Refugio Creek. In addition, develop Bayfront
Creekside Park (Block K) to meet neighborhood needs,
protect riparian greenspace, and support community
aesthetics. TBD TBD Long-Term Low
Bayfront/Creekside Park (Block K) Sitewide
Create a site master plan with a “natural” design theme to provide continuity between these two sites, to highlight Refugio Creek as a key feature, and to enhance views to San Pablo Bay. $ n/a Long-Term Low
Bayfront/Creekside Park (Block K) Sitewide
Landscape the sites with trees, shrubs and plantings that include native riparian species and natural forms but may include lawn to support other park functions. n/a n/a Long-Term Low Bayfront/Creekside Park (Block K) Sitewide
Coordinate with the developer to ensure public access.

Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association. n/a n/a Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #1. Provide an artistic painted crosswalk across Bayfront Boulevard to ensure safe pedestrian
crossing and visually link these sites. TBD TBD Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #2. Create an intimate, shaded play space for ages 2-5 that incorporates nature play options and
adjacent shaded seating for families. TBD TBD Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #3. Provide more challenging climbers
and features for ages 5-12 or all ages. TBD TBD Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #4. Incorporate themed or interactive art, potentially as part of the play space. TBD TBD Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #5. Provide unique group seating
arrangements (in lieu of individual park benches) that
maximize creek and bay views. Include covered tables and seating under a pergola or other unique shade shelter. TBD TBD Long-Term Low Bayfront/Creekside Park (Block K) Location-Specific Recommendation #6. Ensure access to the Creekside Trail. TBD TBD Long-Term Low 343
Appendix F: Capital Improvement Plan | F-15
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Bayfront/Creekside Park (Block K) Location-Specific
Recommendation #7. Avoid elements such as traditional
fountains that would detract from the natural beauty of the park and be costly to maintain. TBD TBD Long-Term Low
Neighborhood Park (Block L&M) Sitewide
The WDMP recommends developing this site as a 0.6-acre
neighborhood park with formal character and terraces/
levels that support events and group gatherings, with
viewpoints that face outwards to the bay, a fenced
playground, interactive art/fountains, and shaded casual seating. TBD TBD TBD TBD
Neighborhood Park (Block L&M) Sitewide
Coordinate with the developer to ensure public access.

Determine whether the site will be maintained by the City (potentially through an LLAD) or a Homeowners Association. n/a n/a n/a n/a Neighborhood Park (Block L&M) Location-Specific
Recommendation #1. Add connections to the Bay
Trail/Promenade TBD TBD TBD TBD
Neighborhood Park (Block L&M) Location-Specific
Recommendation #2. Provide active recreation spaces for teens, adults, and older adults, including exercise
equipment or challenge features. TBD TBD TBD TBD
Neighborhood Park (Block L&M) Location-Specific
Recommendation #3. Connect this park to the adjacent
neighborhood square and activate it with residential and commercial uses. TBD TBD TBD TBD
Neighborhood Park (Block L&M) Location-Specific
Recommendation #4. Consider adding a small outdoor
amphitheater. TBD TBD TBD TBD
Proposed Park
Gems Nature Park (Proposed Site) Sitewide
Identify an open space site suitable for one 2–4-acre Nature Park. Taking into account land availability, access,
topography, and development potential, consider a site on City-owned open space in the Birds/Gem Stones
neighborhoods. n/a n/a n/a n/a
Gems Nature Park (Proposed Site) Sitewide
Consider objectives (Objective 1 and Objective 6) and
related policies in the City’s Open Space Element regarding presence of threatened or endangered species such as the Alameda whipsnake, California red legged frog, and Contra Costa goldfields (plant). n/a n/a n/a n/a
344
Appendix F: Capital Improvement Plan | F-16
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Gems Nature Park (Proposed Site) Sitewide
Provide ADA accessibility to extent feasible given the
surrounding steep topography. n/a n/a n/a n/a
Gems Nature Park (Proposed Site) Sitewide
Provide a self-guided nature trail with interpretive signage.

Consider options to create an app with additional
information about local natural features. $ $ Long-Term Low Gems Nature Park (Proposed Site) Location-Specific
Recommendation #1. (Support Access for Neighbors)
Provide multiple pedestrian and bike access points. $ $ Long-Term Low Gems Nature Park (Proposed Site) Location-Specific
Recommendation #2. (Support Access for Neighbors)
Provide adequate visitor parking that does not excessively impact surrounding residential properties. $ $ Long-Term Low Gems Nature Park (Proposed Site) Location-Specific
Recommendation #3. (Support Access for Neighbors)
Integrate public transit accessibility when siting the new park. There are existing bus stops (Bus #10) along Pheasant Drive and Turquoise Drive. $ $ Long-Term Low
Gems Nature Park (Proposed Site) Location-Specific
Recommendation #4. (Support Access for Neighbors)
Connect the Nature Park to existing and/or proposed trail networks. $ $ Long-Term Low
Gems Nature Park (Proposed Site) Location-Specific
Recommendation #5. (Develop Site as a Nature Park)
Provide nature-themed playground or nature play with
shaded seating. $$ $ Long-Term Low
Gems Nature Park (Proposed Site) Location-Specific
Recommendation #6. (Develop Site as a Nature Park) Add
par course features along a trail or a fitness zone to support active uses and fitness. $ $ Long-Term Low
Gems Nature Park (Proposed Site) Location-Specific
Recommendation #7. (Develop Site as a Nature Park)
Provide a 9- or 18-hole disc golf course with pads, baskets, golf signage, as well as site signage to eliminate user safety conflicts. Work with EBRPD for potential partnership. $ $ Long-Term Low Gems Nature Park (Proposed Site) Location-Specific
Recommendation #8. (Develop Site as a Nature Park)
Consider additional education/interpretation space, such as kiosks or an outdoor classroom shelter. $ $ Long-Term Low Gems Nature Park (Proposed Site) Location-Specific
Recommendation #9. (Develop Site as a Nature Park)
Provide a trailhead that includes shaded picnic tables, $ $ Long-Term Low 345
Appendix F: Capital Improvement Plan | F-17
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
benches, and wayfinding signage. If feasible, provide a restroom and drinking fountain. Do not provide barbecues.

Gems Nature Park (Proposed Site) Location-Specific
Recommendation #10. (Develop Site as a Nature Park)
Activate and program the site with nature-themed events such as stargazing, educational events, trail hiking, and scouts’ camp use. $ $ Long-Term Low
Gems Nature Park (Proposed Site) Location-Specific
Recommendation #11. (Develop Site as a Nature Park) If a utility corridor is present (such as the sites along Pheasant Drive), consider only suitable recreational activities to be coordinated with impacted utilities or districts n/a n/a Long-Term Low Greenways and Trails
Greenways and Trail System Sitewide
Add paved multiuse trail connections to improve east/west access for pedestrians and bicyclists through Hercules and along San Pablo Bay. $$ $ Long-Term Low
Greenways and Trail System Sitewide
Add connections between unconnected open space trail
segments (See Proposed Trail Connectivity Plan). Coordinate with utilities and HOAs as necessary. $$ $ Long-Term Low Greenways and Trail System Sitewide
Provide a range of compatible amenities along soft surface open space trails such as wayfinding, rules signage at
trailheads, trash receptacles, viewpoints, seating, or par course/outdoor fitness stations along trail. $$ $ Long-Term Low Greenways and Trail System Sitewide
Utilize fire roads as trails with wayfinding/signage and connections. n/a n/a n/a n/a
Bay Trail Location-Specific Crack and seal existing Bay Trail. $$ $ Near-Term Medium Bay Trail Location-Specific
Construct a 1120’ lineal feet (LF) (0.21 mi) multiuse trail as part of completion of the Bay Trail. Match existing trail cross section dimensions. Include space for future crosswalks to reach planned multimodal transit station (The Hub) and
civic plaza. $$$$ $ Mid-Term Medium
Bay Trail Location-Specific Install promenade in vicinity of The Hub. $$ $ Mid-Term Medium Birds Trail Location-Specific
Construct a 2400’ LF soft surface trail connection through Birds neighborhood open space and existing trail that links $$ $ Long-Term Low 346
Appendix F: Capital Improvement Plan | F-18
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
to Refugio Valley Road. Use a 3’ soft surface trail width.

Coordinate with affected HOAs.

Flowers Trail Location-Specific
Construct a 3925’ LF soft surface trail connection between Woodfield Park and Shephard Street. Use a 3’ soft surface trail width. Coordinate with affected HOAs. $$ $ Long-Term Low Gem Stones Trail Location-Specific
Construct a 1600’ LF soft surface trail connection
underneath an overhead voltage corridor to connect Bay
Area Ridge to Gem Stones neighborhood open space. Use a 3’ soft surface trail width. Coordinate with affected utilities. $ $ Long-Term Low John Muir Parkway Trail Location-Specific
Construct a 960’ LF (0.18 mi) multiuse trail along south side John Muir Parkway between Sierra Park and San Pablo
Avenue. Match existing pathway width on John Muir
Parkway. Use concrete to match existing paved trail. $$ $ Mid-Term Low Ohlone Creek Trail Location-Specific
Construct a 7550’ LF soft surface trail connection between Ohlone Park and Gems and Birds neighborhoods open
space. Use a 3’ soft surface trail width. 825’ LF through HOA-owned open space dependent on use agreement
between HOA and City. $$$ $ Long-Term Low
Pinole Creek Connection Location-Specific
Construct an 820’ LF asphalt trail connection along the existing maintenance road between San Pablo Ave and the east side of Pinole Creek Trail. Use a 6’ paved trail width.

Coordinate with City of Pinole and obtain easements from adjacent landowners. $$$ $ Long-Term Low
Refugio Creek Loop Trail Location-Specific
Construct a 5515’ LF soft surface trail connection between Hercules Community Center and Lavender Place and
Redwood Road. Use a 3’ soft surface trail width. Coordinate with affected HOAs. $$ $ Long-Term Low
Refugio Valley Trail Location-Specific
Replace aging exercise equipment along Refugio Valley Trail.

Cluster equipment together in groups near parking lots to improve access to and visibility around equipment.

Equipment should be accessible from the side of the trail and include safety surfacing. Install equipment out of drip lines of mature trees. $$$ $ Long-Term Low
347
Appendix F: Capital Improvement Plan | F-19
Park Name
Recommendation
Type Recommendation
Order-ofMagnitude
Capital
Cost
Order-ofMagnitude
Maintenance
Cost Timeframe Urgency
Refugio Valley Trail Location-Specific Repair the pathway and add new surfacing where needed. $ $ Mid-Term Medium Sycamore Ave Trail Location-Specific
Construct a 2800’ LF (0.53 mi) multiuse trail along south side John Muir Parkway between Sierra Park and San Pablo
Avenue. Use a 10’ paved trail width. This multiuse trail connection will provide critical east-west pedestrian and bicycle connectivity to below I-80 and over railroad tracks.

Project will require working with CALTRANS and impacted railroad to identify. appropriate design standards, details, materials, and safety requirements. $$$$ $ Near-Term High Trestle Cove Connection Location-Specific
Construct a 1200’ LF asphalt trail connection between
Trestle Cove and Victoria Crescent West. Use a 6’ paved trail width. Coordinate with Bio-Rad and adjacent HOAs. $$$ $ Long-Term Low Upper Watershed Loop Trail Location-Specific
Construct a 3700’ LF soft surface trail connection between Refugio Valley Road and Armstrong Street through
Beechnut Park and adjacent HOA open space. Use a 3’ soft surface trail width. Coordinate with affected HOAs.

Completion of this segment will complete the Upper
Watershed Loop Trail (segment south of Refugio Valley
Road already exists) $$ $ Long-Term Low
348
City of Hercules | Parks & Recreation Facilities Master Plan Draft Plan
Presentation to the Joint Commission and City Council
February 20th (JC) & 27th (CC), 2024
City of Hercules | Parks and Recreation Facilities Master Plan 349
City of Hercules | Parks & Recreation Facilities Master Plan AGENDA
Master Plan Purpose
Master Plan Process
Master Plan Overview
Action Plan
Discussion and Next Steps
AGENDA
350
City of Hercules | Parks & Recreation Facilities Master Plan Master Plan Purpose
To guide the sustainable development and enhancement of parks and recreation opportunities in Hercules.
• Inventory and document the condition of park facilities • Identify community needs and investment priorities
• Develop recommendations
• 10+ years of recommended systemwide projects
• 5-year action plan with priority projects
351
City of Hercules | Parks & Recreation Facilities Master Plan 1 2
4 3
Planning
Process
352
City of Hercules | Parks & Recreation Facilities Master Plan Master Plan Overview
Ch 1: Introduction
Ch 2: Existing Parks, Trails, and Facilities
Ch 3: The Hercules Community
Ch 4: Park System Needs
Ch 5: Recommendations
Ch 6: Action Plan
353
City of Hercules | Parks & Recreation Facilities Master Plan Appendices
A: Parks, Trails, and Facility Inventory
B: Park Condition Assessment
C: Park Needs and Priorities Engagement Summary
D: Potential Improvement Costs
E: Prioritization Engagement Findings
F: Capital Improvement Plan
354
City of Hercules | Parks & Recreation Facilities Master Plan Community-Centered Park Planning
• Project website
• Social media posts, press releases, and email blasts
• Park needs engagement: 986 participants
• Project priorities engagement: 213 participants
• Activities and events: 12
• Key City staff involvement: 5
• Steering Committee members: 7
• Council members: 5
355
City of Hercules | Parks & Recreation Facilities Master Plan Community Priorities Overview
Focus on existing sites and
addressing gaps in the trail
system to better connect
Hercules
Concentrate efforts at some of
Hercules’ larger, aging parks that
will provide visible results to the
community
Provide improvements that
serve everyone (safety and
restrooms) alongside major
investment in active recreation,
fields, courts, play
Implement select small projects
that are low effort/cost and make
a large impact
356
City of Hercules | Parks & Recreation Facilities Master Plan Long-Term Systemwide Recommendations
• Improvements to all sites
• Planned waterfront parks
• New trail connections
• One proposed open space park
• Tiered maintenance investment
• Incorporate additional findings from
parallel facility assessment to prioritize
needed building improvements
Park investment by park type needed to complete
all identified projects in the Master Plan.
357
City of Hercules | Parks & Recreation Facilities Master Plan 5-Year Action Plan
A community prioritization effort helped
identify priority projects at 8 sites:
• Beechnut Park
• Foxboro Park
• Frog Pad Park
• Refugio Valley Park and Tennis Courts
• Shoreline Park
• Woodfield Park
• Bay Trail
• Sycamore Avenue Trail (proposed)
How should we invest in the park system?
358
City of Hercules | Parks & Recreation Facilities Master Plan 359
City of Hercules | Parks & Recreation Facilities Master Plan 360
City of Hercules | Parks & Recreation Facilities Master Plan 361
City of Hercules | Parks & Recreation Facilities Master Plan 362
City of Hercules | Parks & Recreation Facilities Master Plan 363
City of Hercules | Parks & Recreation Facilities Master Plan 364
City of Hercules | Parks & Recreation Facilities Master Plan  Master Plan identifies 11
proposed trail segments to
address gaps and access
improvements
 2 trails are in the 5-year action
plan
• Bay Trail (crack and seal
existing Bay Trail)
• Sycamore Ave Trail (new
connection under I-80 and
railroad tracks)
Priority Trails
365
City of Hercules | Parks & Recreation Facilities Master Plan 366
City of Hercules | Parks & Recreation Facilities Master Plan Discussion:
• Master Plan overall impressions
• Suggested revisions or refinements
• Next steps
• City Council Review of Final Draft Master Plan
• Finalize Master Plan
367
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 1 Joint Commission Meeting Comments
The Joint Commission (JC) represents all members of the Planning Commission and the Library Community Services Commission. The JC met with City Staff and MIG at 7:00 PM on February 20, 2024, to provide input on the draft Parks and Recreation Facilities Master Plan. The discussion with MIG was complete by 8:35 PM.

Comments from public
Deborah Rodgers (21-year resident and homeowner)
This plan does not have a natural resources values statement included in it. Is this provided in another city plan or document? Usually these things address air, water, erosion control, native vegetation, shade, habitat for wildlife, rare and sensitive species. Parks are places where those values can be expressed.

Opening remarks from Dante Hall:
• Park system plans take an average of 18 months – we’re on track meeting that timeline
• Comprehensive document with lots of detail
• In many ways, the plan reflects a process like what we just went through with tree replacement at RVP: Assessment, advice of consulting arborist, work with public to identify palette of trees and shade structure options.
• Plan will allow us to go after funding, make informed improvements, and maintain them
• Financially it helps the city out in that we are more intentional, targeted, and building on things that reflect community priorities
Presentation of Draft Plan by MIG
MIG provided a brief presentation of the plan overview and detailed the action plan projects (6 park sites, two trail sites). Then comments were provided by the JC.

Comments from JC
Dilli Bhattarai (Planning Commissioner)
• Plan notes about one thousand engaged. Is this a representative number given our size?
• Can you detail a bit more about the engagement?
• Is our city on par with comparable communities?
368
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 2 Rachel Edmonds (MIG)
• Engagement for the MP was carried out in two major phases:
• First phase – Taking what we learned about the park inventory and condition assessment, we used that understanding to gauge what people in Hercules value about the park system thematically. Events on site – multiple pop ups, open house – were designed to reach people where they already area with an emphasis on park users. Materials used at these events solicited feedback and interaction with staff was encouraged. With findings from this engagement phase, we created draft recommendations. Draft recommendations were prioritized using feedback provided by the community in the second phase.
• Both engagement phases featured online and in-person components to meet people where they are and get as a diverse response as possible. • Overall, out of a community the size of 26,000, we had 1,200 people engaged as unique respondents (986 Phase 1; 213 in Phase 2). This response rate is high enough to suggest what we heard is representative of the wider community (approximately 4.6% of residents).

Dante Hall (City Manager)
• Engagement events contacted more people than was officially tallied. We each had dozens of conversations with people, many of whom may not have submitted an official survey response.

Cindy Mendoza (MIG)
• I will provide clarification to the question about how the City compares in park terms to other similar communities. While the City is lacking in developed park acreage per 1,000 residents using NRPA standards, the City is rich in open space compared to its peers, and that fact impacted how we finalized the level of service standards the plan should strive to meet.
• The plan’s purview was not to look at natural resources and open space in great detail, but the plan does identify needed trails and a future nature park in the open space. This plan will make it possible to guide an informed, sustainable investment strategy.

Brian Campbell-Miller (Community and Library Services Commissioner) • Is there an effort in the plan to include acknowledgement of cultural identities in future park or trail projects?
• The path that comes underneath I-80 with the mural comes to mind. On the other side of Sycamore there could be supplement artwork that provides sense of history for other cultural groups, i.e. Filipinos of Hercules. Can we add a statement to acknowledge the need for cultural inclusion this in the plan? 369
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 3 Rachel Edmonds (MIG)
• Detailed planning that will be done as part of individual projects can and should explore appropriate ways to recognize cultural groups in Hercules. That effort can be nuanced and context specific.
• The master plan did not provide detailed recommendations on how to do that for each site.
• It certainly should be part of engagement and design development for specific projects that have an opportunity to expand cultural awareness. We can add a statement to recognize this need.

Bob Redlow (Master Plan Steering Committee Member)
• I will add a comment about plan refinement. Can the statement in the action plan chapter about pickleball be aligned with the pickleball project description in Chapter 5 for Woodfield Park? They do not read identical now. Please change to not encourage development of multiuse courts intended to serve pickleball and tennis simultaneously. The court dimensions do not allow it.
• We shouldn’t build facilities that can’t meet standard dimensions or create the incompatible mixing of uses (tennis and pickleball), which make it an unsustainable park feature that has to be maintained. You really need 4-6 pickleball courts on one site to attract sustained use by pickleball organizations. • Cities of Richmond and El Cerrito have tried mixing uses to incorporate pickleball and it is not working.
• Sound management is always an issue – the City should ban wood paddles. Any pickleball proposal will require an environmental process. • If we are not going to do it right, we shouldn’t do it. • My comments are echoed by Jean Schramm in that the City should provide opportunities for seniors to play organized pickleball, and that the mixing of court types doesn’t really work.

Carol Most-Walker (Planning Commissioner)
• Is there a climate action plan component for the Park Master Plan? • East Bay MUD has a program to support median conversion drought tolerant plants. • Some recommendations call for using synthetic turf, which creates run off with forever chemicals.
• City should think about what some of the recommendations may conflict somewhat with the City’s future climate goals.
370
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 4 Tyler Darke (Master Plan Steering Committee Member)
• The action plan does not address organized sports like soccer. As drafted, the action plan identifies two parks with basketball courts to be resurfaced and restored, as well as tennis facilities.
• Instead, can the action plan improve basketball courts at one park and then also resurface a soccer field with grass turf? Then it is more even. Anticipated costs to resurface and restore a basketball court may be comparable with costs to renovate a soccer field with turf.
• WCCYSL serves 700-800 area families per weekend. They come to Hercules for soccer. This would have a huge impact on serving lots of residents. • Overall organized sports should be a component of the near-term plan. • Dante Hall: The City has engaged with WCCYSL to establish the partnership, but it is a bit early to formalize it in the parks plan or assign responsibilities. The city is excited about continuing to develop the partnership.

Monique Hernandez (Community and Library Services Commissioner) • What about improvements for teens?
• Will future engagement ask teens more?
Rachel Edmonds (MIG)
• The plan identifies a few locations for projects that would be of interest to teens:
spaces for social hang outs, challenge features, all ages play, people watching. • Parks include Shoreline Park and Ohlone Park.
• The needs for young adults and teens were certainly something we heard about, observed while we were on site, and want the plan recommendations to respond to.

Rob Schaufenbil (Planning Commissioner)
• It is obvious lots of work has gone into this detailed plan. • Easy to read.
• Support for the dog park (formalized) at Duck Pond Park. This area is widely used as an off-leash park right now.
• Question about eucalyptus trees across the city. Is removal of this species a citywide priority?
Mike Roberts (Public Works Director/City Engineer)
• The city is broadly looking at eucalyptus tree removal. • San Pablo Parkway, Refugio Valley Park, Duck Pond Park, Ohlone Park. 371
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 5 Rachel Edmonds (MIG)
• Eucalyptus also are fire risks, and they are not a native species to the Bay Area.

Other reasons to remove and replace with something different.

Rob Schaufenbil (Planning Commissioner)
• Can you explain the “urgency” category in the action plan? Rachel Edmonds (MIG)
• The action plan on page 168 of the Draft Plan provides an overview of the urgency category.
• Generally, it relates to the level of need, and if the failure to act results in a missed opportunity, such as purchase of an available open space parcel that could be dedicated to future parkland.
• Appendix F also provides an overview.

Kenneth Morrison (Planning Commissioner)
• Is this report a living document?
• Will it be adjusted as conditions change or need changes? Tim Rood (Community Development Director)
• Ideally, all development proposals are consistent with other adopted plans, such as the Waterfront District Master Plan. The Exchange project, however, evolved the open space guidance with what was eventually provided at that site.

Hector Rubio (Planning Commissioner)
• This plan is comprehensive and detailed, easy to follow and read. • I do have comments about incorporating active recreation. Some sites that seem obvious to add active recreation are not included – example is at the overlook wall at Shoreline Park – there is a concrete wall structure that has graffiti and could be a place for adding new, active park elements along the Bay Trail. Another site that comes to mind is Bayside Park, which is mainly a large lawn. • Another issue to consider is Hercules Point. Can it be acknowledged as a future park site with space for facilities that are hard to place at other sites – fields, pickleball, etc.?
Cindy Mendoza (MIG)
• We have referred to this site as a park provided by others (East Bay Park and Recreation District).
• This site was considered during the park level of service (LOS) assessment. • The city does not control this land as far as we’ve been made aware. 372
Joint Commission Meeting Notes – Feb 20, 2024
Hercules Parks and Recreation Facilities Master Plan | 6 Mike Roberts (City)
• We will confirm ownership of this site.

Rachel Edmonds (MIG)
• These comments shared tonight have been recorded, and Dante Hall will provide a summary of them to Council next week. Thank you for working on this important project with us.
373

DISCUSSION AND/OR ACTION

AGENDA ITEM

3. 22-786
374

STAFF REPORT TO THE CITY COUNCIL
DATE: Regular Meeting of February 27, 2024
TO: Members of the City Council
VIA: Dante Hall, City Manager
SUBMITTED BY: Edwin Gato, Director of Finance
SUBJECT: Requested Report on Business License Taxes
RECOMMENDED ACTION:

Staff requests that the City Council receive this report, discuss, and provide direction, if any.

DISCUSSION:

On January 9, 2024, at a Council meeting, in response to a request of Vice Mayor Bailey, the City Council agreed to discuss the City’s business license tax, specifically on businesses that did not receive the notice to file business tax, and temporarily waive the penalty. This item has been prepared in response to that request and is intended to provide background information on the existing business license tax.

On September 25, 2017, the City contracted with Avenu Insights & Analytics (formerly known as MuniServices, LLC) to administer the City’s Business Licenses beginning with the license year 2018. The following services are provided:

A. Collecting, Posting and Processing Payments
Collection of Business License taxes and fees: For both new licenses, renewals, and special short-term licenses with timely remittance or deposit on behalf of the City.

B. Taxpayer Communications
Avenu Insights & Analytics will handle all taxpayer communications including general questions, account inquiries, business license application questions and issue resolution. Their National Taxpayer Call Center is available through a toll-free telephone line Monday through Friday, 7:00 AM to 5:00 PM Pacific Time. Avenue Insights & Analytics will respond to taxpayer correspondence via return phone call or written correspondence.
22-786
375
C. Online Filing and Payment Processing
Avenu Insights & Analytics provides online business license filing services and payments, which is the most convenient option for most businesses and results in expedited filing and payment.

What is a Business License?
A Business License is an annual tax a business owner pays each calendar year for doing business within the City limits of Hercules. As mandated by the City of Hercules Municipal Code, Title 8 Chapter 6 (Attachment 1), the City of Hercules requires all businesses operating within the City limits to have a business license. For the last five fiscal years, the City received the following revenues annually from the Business License:

Delinquent Business Tax
For delinquency payments, Sec. 8-6.403 states that all persons doing business in the City are responsible for obtaining a business license and for any back taxes and penalties resulting from a failure to submit a license application or renewal.

Any business license tax not paid when due shall be delinquent and subject to a Penalty.

The Director of Finance shall add and collect a penalty of twenty-five percent (25%) of the amount of the tax on the last day of each month that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the tax as the penalty amount.

Business License information on the City’s website provides detailed information and responses to frequently asked questions about the Business License. The annual licenses expire on December 31st of each year. They must be renewed annually on January 1st, quarterly licenses expire at the end of the quarter for which licenses have been issued, and temporary licenses expire per the date printed on the official licenses.

Renewal Notices
Renewal notices are sent out to businesses with an active license from the prior year during the month of December. Attachment 2 reflects the list of businesses to which Avenu Insights & Analytics mailed renewal notices in December 2023. Renewal notices are only sent as a courtesy, and businesses are still responsible for renewing their business license even if renewal notices are not received. Failure to pay the annual business license fee before January 31 may result in late fees. Licenses are considered delinquent on or after February 1 of each license year and shall be subject to penalty as outlined in the ordinance.

Instructions to renew the business license are located on our website at https://www.herculesca.gov/government/finance/business-licenses.

Fiscal Year Revenues
FY 18-19 194,711
FY 19-20 251,417
FY 20-21 268,697
FY 21-22 257,289
FY 22-23 274,540
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Can a penalty be waived for late renewals?
Section 8-6.206 of the Municipal Code states that any penalty that would otherwise have accrued may be waived for an approved time extension from the Director of Finance for filing any required application for a period not exceeding thirty (30) days.

Amending the Business License Tax Ordinance
Since the existing business license tax ordinance dates to 1985, it was adopted before Proposition 218, which the voters enacted in November 1996. California voters passed Proposition 218, the "Right to Vote on Taxes Act," as a state constitutional amendment to protect taxpayers by limiting the methods by which local governments can create or increase tax fees without taxpayer consent. Specific changes or revisions to the existing business license tax could trigger the requirement for voter approval. As such, any potential changes or revisions under consideration should be reviewed by the City Attorney regarding the provisions of Proposition 218. Hence, any changes to the city's business license program are a legal question.

FISCAL IMPACT:

There is no fiscal impact associated with this informational report.

ATTACHMENTS:

1. Business License Ordinance

2. List of Businesses – Renewal Notices

3. Business License Fee Schedule and Frequently Asked Questions (FAQs) 377
Chapter 6. Business License Tax
Article 1. General
Sec. 8-6.101 Purpose.

This Chapter is enacted solely to raise revenue for municipal purposes and use through taxation of the privilege of doing business in the City, and is not intended for regulation or any other purpose.

Sec. 8-6.102 Definitions.

For the purposes of this Chapter, the following words and phrases shall have the meaning respectfully ascribed to them by this Section unless it is apparent from their context that a different meaning is intended:
(a) Person. “Person” means and includes all domestic and foreign corporations, associations, syndicates, joint stock corporations, partnerships of every kind, clubs, Massachusetts business or common-law trusts, societies and individuals doing business in the City, other than as an employee. Notwithstanding the definition herein of “person”, a “professional person” shall be individually licensed as provided in this Chapter.
(b) Doing Business. “Doing business” means the conduct of any manufacturing, wholesale, retail, apartment house rental or any other commercial enterprise and the conduct of, or engaging in the practice of, any occupation, trade, profession or semi-profession, and all and every kind of calling whether or not carried on for profit, except as specifically excepted by the provisions of this Chapter, by any person having any proprietary interest therein as distinguished from the interest of an employee therein. (c) General Contractor. “General contractor” means any person whose business is in connection with any structure built, being built, or to be built for the support, shelter and enclosure of persons, animals, chattels or movable property of any kind requiring in its construction the use of more than two (2) unrelated building trades or crafts, or to do or superintend the whole or any part thereof, or whose business in connection with fixed works requires specialized engineering knowledge and skill, including the following divisions or subjects: irrigation, drainage, water power, water supply, flood control, railroads, highways, streets and roads, tunnels, airports and airways, sewers and sewage disposal plants and systems, bridges, overpasses, underpasses and other similar works, pipelines and other systems for the transmission of petroleum and other liquid or gaseous substances, parks, playgrounds and other recreational works, land leveling and earth moving projects, excavating, grading, trenching, paving and surfacing work, and cement and concrete work in connection with the above mentioned fixed works.

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(d) Subcontractor. “Subcontractor” means any person whose business is the performance of construction work requiring special skill and whose principal contracting business involves the use of specialized building trades or crafts.
(e) Gross Receipts. “Gross receipts” means the total of amounts actually received or receivable from sales and the total amounts received or receivable for the performance of any act or service of whatever nature it may be, for which a charge is made or credit allowed, whether or not such act or services is done as a part of or in connection with a sale of materials, goods, wares or merchandise. Included in “gross receipts” shall be all receipts, cash, credits and property of any kind and nature, without any deduction therefrom on account of the cost of the property sold, the cost of materials used, labor or service costs, interest paid or payable, or losses or other expenses whatsoever. Excluded from “gross receipts” shall be the following:
(1) Cash discounts allowed and taken on sales.
(2) Credit allowed on property accepted as part of the purchase price, and which property may later be sold.
(3) Any tax required by law to be included in or added to the purchase price, and collected from the consumer or purchaser.
(4) Such part of the sale price of the property returned by purchasers upon recision of the contract of sale, as is refunded either in cash or by credit. (5) Amounts collected for others where the business is acting as an agent or trustee, to the extent that such amounts are paid to those for whom collected, provided the agent or trustee has furnished the Director of Finance with the names and addresses of the others and the amounts paid to them.
(6) That portion of the receipts of a general contractor which represent payments to subcontractors, provided that such sub-contractors are licensed under this Chapter and provided the general contractor furnishes the Director of Finance with the names and addresses of the sub-contractors and the amounts paid each sub-contractor. (7) Receipts of refundable deposits, except that refundable deposits forfeited and taken into income of the business shall not be excluded.
(8) As to a real estate agent or broker, the sales price of real estate sold for the account of others, except that portion which represents commission or other income to the agent or broker.
(9) As to a retail gasoline dealer, a portion of his receipts from the sale of motor vehicle fuels, equal to the motor vehicle fuel license tax imposed by and previously paid under the provisions of Part 2 of Division 2 of the Revenue and Taxation Code of the State of California.
(10) As to a retail gasoline dealer, the special motor fuel tax imposed by paragraph 4041 of Title 26 of the United States Code, if paid by the dealer or collected by him from the consumer or purchaser.

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(11) As to trading stamp companies, the “gross receipts” shall be measured in terms of stamp sales to merchants.
(12) Receipts from the sale of real property, when such sale is merely incidental to carrying on a business.
(f) Sale. “Sale” means the transfer in any manner or by any means whatsoever the title to property for a consideration; the serving, supplying or furnishing of any property for a consideration; and a transaction whereby the possession of property is transferred and the seller retains the title as security for the payment of the price shall be likewise deemed a “sale”.

The foregoing definition shall not be deemed to exclude any transaction which in effect results in a “sale” within the contemplation of law.
(g) Peddler. “Peddler” means any hawker, vendor or other person who goes from house to house, or place to place, or in or along the streets within the City, selling and making immediate delivery, or offering for sale and immediate delivery, any goods, wares, merchandise or anything of value, in possession of the peddler, to persons other than manufacturers, wholesalers, jobbers or retailers in such commodities. (h) Solicitor. “Solicitor” means any agent or other person who travels from place to place, or house to house, and solicits or takes orders for or makes demonstrations of any goods, wares, merchandise or things or articles of value, or advertising, or for services to be performed in the future, or for subscriptions to periodicals, or tickets of admission to entertainments or memberships in any clubs.
(i) Merchant. “Merchant” means any person selling goods, wares and merchandise or services of any description within the City, either as a sole business, or in connection with some other business, and any person engaging in business within the City; except, however, peddlers, solicitors and all other persons whose business is specifically defined in or for whose business a separate and distinct license fee is provided and required under this Chapter. (j) Professional Person. “Professional Person” means any accountant, chiropractor, dentist, engineer, lawyer, optometrist, osteopath, physician, surgeon, veterinarian or mortician who solicits, sells or offers any professional services in the City. (k) Apartment House. “Apartment House” means any building or portion thereof which is designed, built, rented, leased, let or hired out to be occupied, or which is occupied as the home or residence of three (3) or more families living independently of each other and containing facilities for the cooking or preparation of meals. (l) Branch Service Office. “Branch Service Office” means any business, person, division or department performing non-revenue producing services in connection with a business located outside the City, including internal service departments, and distribution centers for business located outside the City. (Ord. 221 § 1 Arts. 1 and 2, 1985) Sec. 8-6.103 Unlawful Business.

No license shall be issued pursuant to the provisions of this Chapter authorizing the conduct or continuance of any business which violates state or federal law. (Ord. 415 § 1, 2006) Chapter 6 Business License Tax Page 3 of 16
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Sec. 8-6.104 Effect Upon Other Provisions of Code.

Compliance with the provisions of this Chapter by any person, and the issuance of a business license shall in no way whatsoever affect any other provision of this Code, either by way of curing any existing violation of any other provision of this Code by the licensee, or by relieving him from complying with any and all other applicable provisions of this Code.

Sec. 8-6.105 Compliance with City Ordinances.

No person shall be entitled to a business license and the Director of Finance shall not issue a business license to any person unless and until said person shall have complied with all applicable City ordinances. (Ord. 221 § 1 Art. 3, 1985) Article 2. Business Licenses
Sec. 8-6.201 License Application.

All applications for business licenses shall be made to the Director of Finance on forms furnished by the Director and shall state all facts necessary and proper to be known and stated for the issuance of such license, including the kind or character of the business or business enterprise, the location thereof, the full name and residence of the proposed licensee, the period of time such business or business enterprise is intended to be continued, or for which the proposed license is to be issued, and such other facts or information as the Director may require. If the license fee payable under this Chapter is to be determined by the amount of gross receipts, for new businesses and business enterprises not previously licensed, the application shall state an estimate of the amount of such gross receipts anticipated for the period for which the license is proposed to be issued. For established businesses and businesses previously licensed, the application shall state the amount of gross receipts for the last preceding license period. All applications for business licenses shall be signed by the applicant under penalty of perjury.

Sec. 8-6.202 Issuance of License.

On the basis of the information contained in the application provided for in Section 86.201 of this Chapter, the Director of Finance shall assess the amount of the license tax to be paid by such person for the privilege of doing business within the City under the provisions set forth in this Chapter for the period of time for which the license is issued, or, in the case of a new business, on a prorated basis for the period of time expiring on the June 30th next succeeding the date of the application for such first license, and, upon payment of such amount, the Director of Finance shall issue a license to such person, signed by the Director of Finance, in such form as he shall determine, but clearly setting forth the following information:
(a) The name of the person to whom the license is issued; (b) The type of business for which it is issued;
(c) The location of the place of business; and
(d) The date of issuance and expiration date of the license.

Sec. 8-6.203 Renewal of License.

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Every person doing business within the City who pays the business license tax on a quarterly, semi-annual or annual basis, shall, on or before the first day of June, September, December and March of each year if quarterly, on or before the first day of June and December if semiannual and on or before the first day of June if annual, file an application for the renewal of his license with the Director of Finance in the same manner and signed under penalty of perjury and containing the same information as set forth in Section 86.201 of this Chapter. Upon receipt of such application, the Director of Finance shall assess the amount of tax to be paid and, upon receipt of such payment, shall issue a renewal license for the succeeding quarter commencing July 1, October 1, January 1, or April 1 as the case may be, for the succeeding half year commencing July 1 or January 1 as the case may be or for the succeeding year commencing July 1. The basis of the principal business conducted at such location as shown by the greater percentage of the gross receipts of each business in relation to the total gross receipts of all the businesses; provided, however, any person engaged in two (2) or more businesses at the same location may, at his option, obtain a license to do each of such businesses as a separate entity. (Ord. 221 § 1 Art. 6, 1985) Sec. 8-6.204 Statements Not Conclusive But Confidential.

No statement shall be conclusive as to the matters set forth in any application filed under the provisions of this Chapter, and neither the filing thereof, the assessment or payment of any tax, nor the issuance of any license shall preclude the City from collecting by appropriate action such sum as is actually due and payable. Such statement, and each of the several items therein contained, shall be subject to audit and verification by the Director of Finance, or his duly authorized deputies, who are hereby authorized to examine, audit and inspect such books and records of any licensee or applicant for a license as may be necessary in the judgment of the Director of Finance to verify or ascertain the amount of license fee due.

All licenses, applicants for licenses and persons engaged in business in the City are hereby required to permit an examination of such books and records for the purpose aforesaid.

The information furnished or secured pursuant to the provisions and sections of this Chapter shall be confidential, and any unauthorized disclosure or use of such information by any officer or employee of the City shall constitute a misdemeanor, provided that nothing in this Section shall be construed to prevent:
(a) The disclosure to or the examination of records and equipment by another City official, employee or agent for collection of taxes for the sole purpose of administering or enforcing any provisions of this Chapter or collecting taxes imposed hereunder; (b) The disclosure of the names and addresses of persons to whom licenses have been issued and the general type or nature of their business;
(c) The disclosure by way of public meeting or otherwise of such information as may be necessary to the Council in order to permit it to be fully advised as to the facts when a taxpayer files a claim for refund of license with regard to a claim asserted against him by the City for license taxes or when acting upon any other matter; (d) The disclosure of general statistics regarding taxes collected or business done in the City. (Ord. 221 § 1 Art. 4, 1985).

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Sec. 8-6.205 Appeals.

Any person aggrieved by any administrative action under any provision of this Chapter may appeal to the Council by filing a written petition therefor with the City Clerk, signed under oath by such person, setting forth his exact name and mailing address and the facts upon which his appeal is based. Such petition shall be filed within ten (10) days after the action appealed from.

The Council shall thereupon fix a time and place for hearing such appeal, and the City Clerk shall give notice to such person of the time and place of hearing by personal service or by depositing it in the United States mail addressed to such person at the address set forth in his petition.

At such hearing the Council shall consider only those matters set forth in such petition, and its decision thereon shall be final and conclusive except in those instances wherein the law specifically provides otherwise and, in such instances, such person shall first exhaust his remedy as set forth in this Chapter.

Sec. 8-6.206 Extension of Time.

For good cause shown, the Director of Finance shall have the power to extend the time for filing any required application for a period not exceeding thirty (30) days, and in such case to waive any penalty that would otherwise have accrued, and shall have the further power, with the consent of the Council, to compromise any claims as to the amount of license tax due.

Sec. 8-6.207 License Not Transferable.

No license issued under the provisions of this Chapter shall be transferable from one person to another, although the location of the business so licensed may be transferred from one place to another providing a report thereof is made to the Director of Finance.

Sec. 8-6.208 Duplicate Licenses.

A duplicate license may be issued by the Director of Finance to replace any license previously issued which has been lost or destroyed upon the licensee filing a statement of such fact and at the time of filing such statement by paying to the Director of Finance a duplicate license fee of Five and no/100th Dollars ($5.00).

Sec. 8-6.209 Posting and Keeping Licenses.

All licenses shall be kept and posted in the following manner:
(a) Any licensee transacting and carrying on business at a fixed place of business in the City shall keep the license posted in a conspicuous place upon the premises where such business is carried on.
(b) Any licensee transacting and carrying on business, but not operating at a fixed place of business in the City, shall keep the license upon his person at all times while transacting and carrying on such business.

Sec. 8-6.210 Branch Establishments.

A separate license shall be obtained for each branch establishment or location of the business transacted and carried on, and each license shall authorize the licensee to transact and carry Chapter 6 Business License Tax Page 6 of 16
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on only the business licensed thereby at the location or in the manner designated in such license; provided, however, that warehouses and distributing plants used in connection with and incidental to a business located in the City of Hercules and licensed under the provisions of this Chapter shall not be deemed to be separate places of business or branch establishments. (Ord. 221 § 1 Art. 5, 1985)
Sec. 8-6.211 Joint Licenses.

Except as provided in Section 8-6.210 of this Chapter, whenever any person is engaged in two (2) or more businesses at the same location, such person shall not be required to obtain a separate license for conducting each of such businesses. Except as provided in Section 8-6.501(6) of this Chapter, the license tax to be paid shall be computed as though but one business was being conducted and upon
Article 3. Exemptions
Sec. 8-6.301 Claims for Exemption.

Any person claiming an exemption pursuant to the provisions of this Chapter shall file a verified statement with the Director of Finance stating the facts upon which such exemption is claimed. The Director of Finance, upon a proper showing contained in the verified statement, shall issue an exemption certificate to such person claiming exemption.

After giving notice and a reasonable opportunity for hearing to such person, the Director of Finance may revoke any exemption certificate granted upon information that such person is not entitled to the exemption as provided in this Chapter.

Sec. 8-6.302 Exemptions.

The following shall be exempt from the business license tax imposed by this Chapter. (a) Any person who is exempt by virtue of the Constitution or applicable statutes of the United States or the State of California.
(b) If the business license tax imposes an undue burden on interstate commerce. In any case when a license tax is believed by a licensee or applicant for a license to place an undue burden upon such commerce, such person may apply to the Director of Finance for an adjustment of the tax so that it shall not be discriminatory or unreasonable as to such commerce. Such application may be made before, at or within six (6) months after payment of the prescribed license tax. The applicant shall, by affidavit and supporting testimony, show his method of business and the gross volume or estimated gross volume of business and such other information as the Director of Finance may deem necessary in order to determine the extent, if any, of such undue burden on such commerce. The Director of Finance shall then conduct an investigation and make a full report thereof to the Council, which shall fix as the license tax for the applicant an amount which is reasonable and nondiscriminatory, or, if the license tax has been paid, shall order a refund of the amount over and above the license tax so fixed.
(c) Any person who is a minor under the age of eighteen (18) years and whose gross receipts do not exceed One Thousand Dollars ($1,000) per year.

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(d) Any business, occupation or activity which is conducted, managed or carried on wholly for the benefit of charitable purposes and from which profit is not derived, either directly or indirectly, by any person.
(e) The conduct of any entertainment, concert, exhibition or lecture on scientific, historical, literary or religious subjects when the receipts of any such entertainment, concert, exhibition or lecture are to be appropriated to any church or school or to any religious or benevolent purpose.
(f) The conduct of any entertainment, dance, concert, exhibition or lecture by any religious, charitable, fraternal, educational, military, State, County or Municipal organization or association when the receipts of any such entertainment, dance, concert, exhibition or lecture are to be appropriated for the purpose and objects for which such organization or association was formed and from which profit is not derived, either directly or indirectly, by any person; provided that any such organization or association shall not be exempt from complying with the provisions of this Code requiring a permit from the Council or any commission or officer to conduct, manage or carry on any profession, trade, calling or occupation. (g) Any association or organization whose sole financial support is from dues or voluntary contributions and from which profit is not derived, either directly or indirectly, by any person.

Article 4. Business License Tax
Sec. 8-6.401 Business License Tax Imposed.

A business license tax is hereby imposed upon every person doing business in the City, except as specifically excepted by the provisions of this Chapter, which license tax shall be due and payable in such amount determined and at such time as is set forth in this Chapter. Upon payment of the tax, the Director of Finance shall issue a license to the person applying therefor for the privilege of doing business within the City. It shall be unlawful for any person to do business within the City without having procured a license issued pursuant to the provisions of this Chapter, and doing business within the City without complying with any and all provisions of this Chapter shall constitute a separate violation of this Code for each and every day such business is done.

Sec. 8-6.402 Payment of Business License Tax.

Business license taxes shall be payable in advance at the office of the Director of Finance, or at such other place as is from time to time designated by resolution of the City Council and shall be paid as follows:
(a) Annually, the annual business license tax shall be due and payable on the first of January of each year. Any person liable to pay a business license tax, but who does business for only a portion of the year shall have the license prorated. If a report of gross sales or gross receipts is required, such sales or receipts shall be reported for the previous year, or in the case of a new business or one not previously licensed, the gross sales or gross receipts reasonably intended or expected for the ensuing year.
(b) Quarterly. The quarterly business license tax shall be due and payable on the first days of January, April, July and October of each year. Only those businesses that have a state Chapter 6 Business License Tax Page 8 of 16
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contractors license and are not located in the City of Hercules may pay their business license on a quarterly basis.
(c) Monthly. The monthly business license tax shall be due and payable on the first day of each month. Only those businesses covered under Section 8-6.501 shall be eligible for a monthly license.
(d) Weekly. The weekly business license tax shall be due and payable each Monday. Only those businesses covered under Section 8-6.501 shall be eligible for a weekly license. (e) Daily. The daily business license tax shall be due and payable each day. Only those businesses covered under Section 8-6.501 shall be eligible for a daily license. (Ord. 424 § 1 (part), 2007: Ord. 418 § 1 (part), 2006)
Sec. 8-6.403 Delinquency Payments.

All persons doing business in the City are responsible for obtaining a business license and are responsible for any back taxes and/or penalties resulting from a failure to submit a license application.

Any business license tax not paid when due shall be delinquent and shall be subject to a penalty as follows:
(a) Annual. For the annual business license tax the Director of Finance shall add and collect a penalty to twenty-five percent (25%) of the amount of the tax on the last day of each month that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the tax as the penalty amount.
(b) Quarterly. For the quarterly business license tax the Director of Finance shall add and collect a penalty of twenty-five percent (25%) of the amount of the tax on the last day of each month that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the tax as the penalty amount.
(c) Monthly. For the monthly business license tax the Director of Finance shall add and collect a penalty of twenty-five percent (25%) of the amount of the tax on the tenth (10th) day of the month and each tenth (10th) day thereafter that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the tax as the penalty amount. (d) Weekly. For the weekly business license tax the Director of Finance shall add and collect a penalty of twenty-five percent (25%) of the amount of the tax on the third day after the due date and on each third day thereafter that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the tax as the penalty amount. (e) Daily. For the daily business license tax the Director of Finance shall add and collect a penalty of twenty-five percent (25%) of the amount of the tax for each day that the tax remains unpaid after the due date to a maximum of one hundred percent (100%) of the amount as the penalty amount. (Ord. 418 § 1 (part), 2006: Ord. 221 § 1 Art. 7, 1985) Sec. 8-6.404 Claims for Refund.

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In the absence of error in the determination of the amount of a license tax paid, there shall be no refund of any license tax, nor any part or portion thereof, under any circumstances. All claims for a refund of the business license tax shall be governed by Title 8, Chapter 9 of this Code. (Ord. 336 § 4, 1996)
Article 5. Business License Tax Rates
Sec. 8-6.501 License Tax Rates.

The amounts of rates of business license taxes for doing business in the City of Hercules shall be as follows:
(a) For public utilities, except those specifically exempted by State or Federal law from the imposition of a business license tax by a municipality upon the business of conducting a public utility, and except those operating under a revenue producing franchise issued by the City, the business license tax shall be based on gross receipts as set forth in the schedule in subsection (d) of this Section.
(b) For the following business, the license tax shall be computed based on all types of business conducted, with the specified tax rates being additive for each business:
(1) Billiard and pool halls and card rooms, Twenty Dollars ($20) per table per year, in addition to the gross receipts business license tax hereinafter specified; (2) Boxing and wrestling matches, One Hundred Dollars ($100) per exhibition; (3) Carnivals, Five Hundred Dollars ($500) per week;
(4) Circuses, One Hundred Dollars ($100) per day;
(5) Coin operated amusement devices, Two Hundred Dollars ($200) per quarter per device;
(6) Dances at which admission is charged, Fifty Dollars ($50) each; (7) Farmers market, Fifteen Dollars ($15) per year;
(8) Merry-go-rounds, Ten Dollars ($10) per day;
(9) Portable skating rinks, Four Hundred Dollars ($400) each year; (10) Peddling or soliciting, Two Hundred Dollars ($200) each year; (11) Professional persons, One Hundred Sixty Dollars ($160) each year per person; (12) Selling bankrupt, depreciated or damaged stock of goods, when the same are represented as being sold for less than in the usual course of business, One Thousand Six Hundred Dollars ($1,600) per year;
(13) Traveling exhibitions such as telescopes, microscopes, lung testers, ball and knife or ring throwing or any similar exhibitions for which no other rate is fixed herein, One Hundred Dollars ($100) per week;
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(14) Traveling, advertising and sales promotional enterprises, whether operating directly or under sponsorship of a local organization, where any remuneration is received by such enterprise for its activity within the City, Four Hundred Dollars ($400) per year; (15) Traveling theatrical promoters or enterprises, whether operating directly or under sponsorship of a local organization for theatrical performances in the City, at which admission is charged Twenty Dollars ($20) per day for the first three (3) days, Twelve Dollars ($12) per day thereafter;
(16) Trucks using City streets; every truck using the City streets for the transportation or delivery of goods, wares and merchandise, except as area exempted from the payment of municipal license fees by State or Federal law, and except when such trucks are used in connection with businesses already paying a license fee under this Chapter, and except those who are under the highway carriers uniform business license tax pursuant to Paragraph 4306 of the Public Utilities Code, One Hundred Dollars ($100) per year per truck;
(17) Vending machines, Forty Dollars ($40) per year per machine; (18) Branch services offices, Forty Dollars ($40) plus Ten Dollars ($10) per employee per year.
(c) All contractors and sub-contractors, including building, electrical, heating and ventilating, house moving, painting, plumbing, refrigeration, roofing, trucking and hauling, shall pay a quarterly business license tax based upon average monthly gross receipts at the following rates (see pages 139 through 140-2)
(d) Every person doing business within the City of Hercules, except those businesses otherwise provided for in subsections (a), (b), and (c) of this Section shall pay an annual business license tax, based upon average monthly gross receipts at the following rates: (see pages 139 through 140-2).

Retail, Wholesale, Service, and Manufacturer—Based On Average Monthly Gross Receipts (Annual Fee)
Zero to $1,000 $40.00
1,000.01 to 1,500 50.00
1,500.01 to 2,000 60.00
2,000.01 to 3,000 80.00
3,000.01 to 4,000 100.00
4,000.01 to 5,000 120.00
5,000.01 to 6,000 140.00
6,000.01 to 8,000 160.00
8,000.01 to 10,000 180.00
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10,000.01 to 12,000 200.00
12,000.01 to 14,000 220.00
14,000.01 to 16,000 240.00
16,000.01 to 18,000 260.00
18,000.01 to 20,000 280.00
20,000.01 to 25,000 320.00
25,000.01 to 30,000 360.00
30,000.01 to 35,000 400.00
35,000.01 to 40,000 440.00
40,000.01 to 45,000 480.00
45,000.01 to 50,000 520.00
50,000.01 to 60,000 560.00
60,000.01 to 70,000 600.00
70,000.01 to 80,000 640.00
80,000.01 to 90,000 680.00
90,000.01 to 100,000 720.00
100,000.01 to 130,000 800.00
130,000.01 to 160,000 880.00
160,000.01 to 200,000 1,000.00
200,000.01 to 350,000 1,200.00
350,000.01 to 500,000 1,400.00
500,000.01 to 650,000 1,700.00
650,000.01 to 800,000 2,000.00
800,000.01 to 1,000,000 2,400.00
1,000,000.01 to 2,000,000 (Base Fee + $1.00 per $1,000 in excess of $1,000,000 up to $2,000,000)
2,400.00
2,000,000.01 to 4,000,000 (Base Fee + $.80 per $1,000 in excess of $2,000,000 up to $4,000,000)
3,400.00
4,000,000.01 to 7,000,000 (Base Fee + $.60 per $1,000 in excess of $4,000,000 up to $7,000,000)
5,000.00
7,000,000.01 to 10,000,000 (Base Fee + $.40 per $1,000 in excess of $7,000,000 up to $10,000,000)
6,800.00
Over 10,000,000 (Base Fee + $.20 per $1,000 in excess of $10,000,000 with no cap)
8,000.00
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Contractor and Subcontractor—Based On Average Monthly Gross Receipts (Quarterly Fee)
Zero to $4,000 (Average monthly gross receipts)
(Times 2, 3, or 4 if paying for 1/2, 3/4, or full year) $25.00
4,000.01 to 5,000 30.00
5,000.01 to 6,000 35.00
6,000.01 to 8,000 40.00
8,000.01 to 10,000 45.00
10,000.01 to 12,000 50.00
12,000.01 to 14,000 55.00
14,000.01 to 16,000 60.00
16,000.01 to 18,000 65.00
18,000.01 to 20,000 70.00
20,000.01 to 25,000 80.00
25,000.01 to 30,000 90.00
30,000.01 to 35,000 100.00
35,000.01 to 40,000 110.00
40,000.01 to 45,000 120.00
45,000.01 to 50,000 130.00
50,000.01 to 60,000 140.00
60,000.01 to 70,000 150.00
70,000.01 to 80,000 160.00
80,000.01 to 90,000 170.00
90,000.01 to 100,000 180.00
100,000.01 to 130,000 200.00
130,000.01 to 160,000 220.00
160,000.01 to 200,000 250.00
200,000.01 to 350,000 300.00
350,000.01 to 500,000 350.00
500,000.01 to 650,000 425.00
650,000.01 to 800,000 500.00
800,000.01 to 1,000,000 600.00
1,000,000.01 to 2,000,000 (Base Fee + $.25 per $1,000 in excess of $1,000,000 up to $2,000,000)
600.00
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2,000,000.01 to 4,000,000 (Base Fee + $.20 per $1,000 in excess of $2,000,000 up to $4,000,000)
850.00
4,000,000.01 to 7,000,000 (Base Fee + $.15 per $1,000 in excess of $4,000,000 up to $7,000,000)
1,250.00
7,000,000.01 to 10,000,000 (Base Fee + $.10 per $1,000 in excess of $7,000,000 up to $10,000,000)
1,700.00
Over 10,000,000 (Base Fee + $.05 per $1,000 in excess of $10,000,000 with no cap)
2,000.00
Miscellaneous Business Fees
(Fees Based On Various Frequencies Or Units)
Billiard or Pool Halls and Card Rooms (Per year per table in addition to Gross Receipts Tax).
$20.00
Boxing and wrestling matches (Per exhibition). 100.00
Carnivals (Per week). 500.00
Circuses (Per day). 100.00
Coin operated amusement devices (Per year per device). 200.00 Dances at which admission is charged (Each date). 50.00 Farmers market (Per year). 15.00
Merry-go-rounds (Per day). 10.00
Portable skating rinks (Per quarter). 100.00
Peddling or soliciting (Per quarter). 50.00
Professional Persons, i.e., Accountant, Chiropractor, Dentist, Engineer, Lawyer, Optometrist, Osteopath, Physician, Surgeon, Veterinarian, Mortician, etc. (Per each professional per year).
160.00
Selling bankrupt, depreciated or damaged stock of goods, when the same are presented as being sold for less than in the usual course of business (Per quarter).
400.00
Traveling exhibitions e.g., telescopes, microscopes, lung testers, ball and knife or ring throwing or any similar exhibitions for which no other rate is fixed herein (Per week).
100.00
Traveling, advertising and sales promotional enterprises, whether operating directly or under the sponsorship of a local organization, where any remuneration is received by such enterprise for its activity within the City (Per quarter).
$100.00
Traveling theatrical promoters or enterprises, whether operating directly or under sponsorship of a local organization for theatrical performances in the City, at which admission is charged. (Per day for first three days).

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(Per day thereafter). 12.00
Vending Machines (Per year per machine). 40.00
Trucks using City streets for the transportation of goods, wares, and merchandise, except as are exempted from the payment of municipal license fees by state or federal law, and except when such trucks are used in connection with businesses already paying a license fee, under this Chapter, and except those who are under the HighwayCarriers Uniform Business License Tax pursuant to Paragraph 4306 of the Public Utilities Code (Per year per truck). 100.00
(Ord. 424 § 1 (part), 2007: Ord. 418 § 1 (part), 2006: Ord. 221 § 1 Art. 8, 1985) Sec. 8-6.502 Rate Adjustment.

All rates set forth in Section 8-6.501(b) of this Article shall be adjusted upward or downward, automatically, annually on July 1st by five percent (5%) for each five percent (5%) change in the State of California Department of Finance Price Factor for determining the City’s annual appropriation limitation (the percentage change of the lesser of the previous March to March U.S. All Urban CPI, or California fourth quarter per capital personal income). (Ord. 221 § 1 Art. 9, 1985)
Article 6. Enforcement
Sec. 8-6.601 Enforcement Authority and Responsibility.

The Director of Finance is hereby directed to administer and enforce each and all of the provisions of this Chapter, and the Chief of Police shall render such assistance in the enforcement of the provisions of this Chapter as may from time to time be required by the Director of Finance or the Council.

The Director of Finance, in the exercise of the duties imposed upon him hereunder, and acting through his deputies, duly authorized assistants, or the Chief of Police, shall examine, or cause to be examined, the conduct of any or all businesses within the City to ascertain whether the provisions of this Chapter have been complied with.

The Director of Finance and each and all of his assistants and any police officer shall have the power and authority to enter, free of charge, and at any reasonable time, any place of business, the conduct of which is required to be licensed by this Chapter and demand an exhibition of its license certificate. Any person having such license certificate theretofore issued in his possession or under his control, who fails to exhibit the same on demand, shall be guilty of a misdemeanor and subject to the penalties provided for by the provisions of this Code. It shall be the duty of the Director of Finance and each of his assistants, with the advice of the City Attorney, to cause a complaint to be filed against any and all persons found to be violating any of the provisions of this Chapter.

Sec. 8-6.602 License Tax A Debt.

The amount of any license tax and penalty imposed by the provisions of this Chapter shall be deemed a debt to the City. An action may be commenced in the name of the City in any Court of competent jurisdiction for the amount of any delinquent license tax and penalties.

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Sec. 8-6.603 Remedies Cumulative.

All remedies prescribed shall be cumulative, and the use of one (1) or more remedies by the City shall not bar the use of any other remedy for the purpose of enforcing the provisions of this Chapter.

Sec. 8-6.604 Penalty for Violation or Misrepresentation.

Any person violating any of the provisions of this Chapter or knowingly or intentionally misrepresenting to any officer or employee of the City any material fact in procuring the license provided for by this Chapter shall be deemed guilty of a misdemeanor.

Mobile Version
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Hercules City CouncilFebruary 27, 2024

Hercules City Council
February 27, 2024