Document elcerrito_gov_doc_564fe7809c

CHAPTER 6 PUBLIC FACILITIES AND SERVICES Public services and facilities – including basic utilities and infrastructure – must be considered in the planning process in order to identify potential opportunities and constraints for new development. Public service and facility issues relate to several of the state’s mandatory general plan elements, including Safety, Conservation, Open Space, and Land Use. Since there is a direct relationship between the City’s ability to provide community services and the public facilities available in the community, it is appropriate that public facility and public service policies and goals be included in the General Plan. The Public Facilities and Services element includes those services, facilities, and capital improvements needed to service the entire community, including the City Hall, police and fire facilities, and parks. A range of services and facilities, including schools and libraries, are provided to El Cerrito residents by other service providers. The City works with the West Contra Costa Unified School District (WCCUSD), Contra Costa County, and other service providers to maintain service to current and future residents and employees. Specific public facility and service needs, goals, and policies are addressed in the following subsections: • Parks and Recreation • Non-Recreational Facilities • Public Services and Infrastructure PARKS, RECREATION, AND OPEN SPACE A. Setting El Cerrito is blessed with many fine parks, major open space areas, several creeks, and easy access to the regional park system. Residents of the City enjoy a rich diversity of parks and recreational opportunities, including a variety of City-operated recreational programs (including childcare programs) and City-maintained parks and recreation facilities. While program fees have helped cover basic service costs, however, growing demand for these services and the age of many recreation facilities (mostly built in the 1950s and 1960s) have resulted in a growing list of deferred facility capital improvement needs. August 30, 1999 Public Facilities and Services 6-1 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Existing Facilities Park and open space facilities in El Cerrito include approximately 31.6 acres of City- owned parks, 99.9 acres of City-owned open space, 23.3 acres of other City- maintained recreational facilities, and 26.6 acres of school district owned and maintained recreational areas for a total of approximately 181.4 acres of publicly owned recreation and open space facilities (Table 6-1). The amount of City-owned open space includes approximately 2.9 acres in two areas not previously designated for recreation or open space, but so designated by this Plan. These figures do not include two significant creek areas – Cerrito Creek at El Cerrito Plaza and Baxter Creek near Key Boulevard – that total approximately 2.6 acres, which may be secured through easements rather than fee title. 6-2 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Table 6-1. Inventory of Parks, Recreation Lands, and Open Space City-owned Parks Utility-owned (Public or Private) Open Space Areas Arlington Park Canyon Trail Park Canyon Trail Field Central Park (El Cerrito portion) Cerrito Vista Park Creekside Park Huber Park Poinsett Park Tassajara Park 5.2 7.4 3.1 0.2 7.6 1.5 2.6 1.1 2.9 RG&E Right of Way EBMUD Reservoir Sites 22.0 11.2 Subtotal 31.6 Subtotal 33.2 City-owned “Open Space” Facilities Privately-owned Open Space Areas Hillside Natural Area Ohlone Greenway (City portion) City-owned land not previously dedicated to recreation or open space* 85.0 12.0 2.9 Subtotal 99.9 Other City-maintained Recreation Facilities Castro Park Fairmont Park Harding Park Central Park (Richmond portion) Ohlone Greenway (BART portion) 2.7 3.6 3.5 1.5 12.0 Mira Vista Country Club Camp Herms Scout Camp Sunset View Cemetery Windrush School Residential (sites designated as open space in the General Plan) • North side of Moeser @ Seaview • West end of Buckingham Drive 127.1 18.0 7.1 1.3 2.8 8.2 Subtotal 23.3 Subtotal 164.5 School District-owned & Maintained Recreation Area Newly added Open Space Included in this General Plan Cougar Field (Albany USD) El Cerrito High (West County USD) Portola Middle (West County USD) 7.6 15.0 5.0 Creek areas (exact locations and ownership not determined) • Cerrito Creek @ El Cerrito Plaza • Baxter Creek near Key Blvd. 1.8** 0.8** Subtotal 26.6 Subtotal 2.6 Total Publicly Owned Recreation & Open Space Facilities 181.4 Total Other Open Space 200.3 * Lots on north side of Roger Court and area on south side of Moeser Lane @ Seaview Estimates Source: City of El Cerrito staff, July 1999 August 30, 1999 Public Facilities and Services 6-3 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Recreation Facilities The City’s Community Services Division provides facilities and programs that serve the broader needs of the entire community (Table 6-2) as well as facilities that serve local neighborhoods (Table 6-3). The City also leases City-owned buildings for uses such as the Contra Costa Civic Theater. Also, all the public and most of the private schools in El Cerrito have facilities available for community groups to use for recreation or meetings. Six of the neighborhood parks have clubhouses for City recreation programs and community group uses. Table 6-2. Community-Serving Parks and Recreation Facilities (including public use facilities not owned by the city) Facility Location Casa Cerrito Childcare Center play area, equipment 6927 Portola Drive Cerrito Vista Park (7.6 acres) 2 tennis courts, 4 softball fields, volleyball court, picnic facilities, play equipment 7300 Moeser Lane El Cerrito Community Center/Swim Center Complex 7007 Moeser Lane El Cerrito Tennis Center (El Cerrito High) 540 Ashbury Ohlone Greenway (2.5 miles long) (“linear park” along the BART right-of-way, maintained by the city) On and parallel to BART right-of-way Hillside Natural Area (85 acres) Memorial Grove, Hillside Trail, Eucalyptus Grove, Quarry Hill areas (see Community Facilities Map) Cougar Field (owned and operated by the Albany Unified School District) On El Cerrito/Albany border West of Behrens Street El Cerrito High School (approx. 14 acres for recreation) 5 tennis courts, baseball and soccer fields, outdoor basketball courts, gymnasium, football field, baseball area, jogging track 540 Ashbury Avenue Portola Middle School (approx. 5 acres for recreation) Playground and gym 1021 Navellier Street Veterans Hall (Contra Costa County) 6401 Stockton Avenue "Open House" Senior Center 6500 Stockton Avenue Contra Costa Civic Theater Moeser at Pomona Camp Herms Boy Scout Camp (private) Above Arlington Park off Thors Bay Road Mira Vista Country Club (private) Northeastern portion of city, above Arlington Blvd. Windrush School (Independent) Gymnasium available for rent by city and others 1800 Elm Street Source: Draft Community Services Element of the El Cerrito General Plan, October 1986; supplemented by input from City of El Cerrito staff, May 1998 and March 1999. 6-4 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Table 6-3. Neighborhood-Serving Parks and Recreation Facilities (including public use facilities not owned by the city) Facility Location Arlington Park (5.2 acres) Clubhouse, 2 ponds, 3 tennis courts, picnic facilities, basketball court, play equipment, grass play area, creek access 1120 Arlington Boulevard Canyon Trail Park (10.5 acres) 2 tennis courts, clubhouse,* play equipment, grass play area, large natural area in canyon with small pond, creek access, picnic facilities; includes former El Monte playfield with baseball diamond and soccer field 6757 Gatto Castro Elementary School Playground 7123 Donal Avenue Castro Park (2.7 acres) Clubhouse/childcare center, 2 tennis courts, baseball field, playground, play equipment 1420 Norvell Street Central Park (1.7 acres) (located mostly in Richmond but jointly maintained by El Cerrito) softball field, basketball area, play equipment 5701 Central Avenue Creekside Park (1.5 acres) play equipment, lawn areas South end of Santa Clara Avenue Fairmont Elementary School Playground, basketball courts 724 Kearney Street Fairmont Park (3.6 acres) Clubhouse/childcare center, play equipment, small softball field 715 Lexington Harding Elementary School Playground, basketball courts 7230 Fairmount Avenue Harding Park (3.5 acres) Clubhouse/childcare center, 2 tennis courts, baseball field, playground, play equipment, picnic facilities 7115 C Street Huber Park (2.6 acres) Small clubhouse,** play equipment, basketball court, picnic and barbecue facilities, creek access 7711 Terrace Madera Elementary School Playground 8500 Madera Drive Madera Childcare Center Childcare center, play equipment 1500 Devonshire Drive Poinsett Park (1.1 acres) Small clubhouse, play area, basketball area, open creek 5611 Poinsett Drive Sierra Prospect Elementary School (Independent) Play area and equipment 2060 Tapscott Avenue St. John's School (Independent) Playground, gym 11156 San Pablo Avenue Tassajara Park (2.9 acres) Clubhouse/ceramics studio, 2 tennis courts, small ballfield, playground, picnic facilities, basketball courts 2575 Tassajara Avenue Tehiyah Day School (Independent) Playground, play equipment 2603 Tassajara Avenue * not currently in use due to building settlement limited use due to lack of accessibility Source: Draft Community Services Element of the El Cerrito General Plan, October 1986, supplemented by input from City of El Cerrito staff, May 1998 and March 1999. August 30, 1999 Public Facilities and Services 6-5 ---PAGE BREAK--- EL CERRITO GENERAL PLAN In addition to City facilities, El Cerritans benefit from close proximity to major regional recreation facilities operated by the East Bay Regional Park District (EBRPD). These facilities include Wildcat Canyon Regional Park, located just east of El Cerrito; Point Isabel Regional Shoreline, located west of El Cerrito; and Miller-Knox Regional Shoreline, located west of El Cerrito. Recreation Programs The City also operates a wide range of recreation programs: • Adult Recreation Programs. This includes programs and classes covering a range of activities and topics. The programs serve 400 to 500 people per week and are paid for by class fees. The department also organizes and supervises men’s and women’s softball leagues each summer. • Senior Center. The City leases the “Open House” Senior Center from the West Contra Costa Unified School District. The center is located at 6500 Stockton Avenue, near the City library, and includes a dining area, lounge, and meeting rooms. The facility accommodates social activities such as dances, classes, crafts, and meetings. It also houses programs available to older residents, including daily lunch, home-delivered meals, grocery shopping, adult day care program, equipment loans for disabled persons, counseling, and senior discount card services. The center is funded by participants, private donations and the general fund, and serves between 800 and 1,000 seniors per week. The center also handles a discount paratransit voucher program and special van trips for seniors and disabled riders, with funds received from Measure C. • Youth Services. The City provides childcare (for children 5 to 12 years), pre- school programs (20 months to 5 years), and summer day camps (3.5 to 15 years). Childcare is provided in state-licensed centers adjacent to each of the four public elementary schools in El Cerrito. In addition, the City provides an offsite childcare center and transportation from schools for children on the waiting list for the onsite centers. Over 1,500 youth participate in these programs. • After-School Programs. Middle school students are served by free after- school enrichment programs funded by the West County Public Education Fund and delivered by staff of the City’s Community Services Department. This program serves 200 Portola Middle School students. • Youth Recreation Programs. Fee-based classes and activities are provided by independent contractors for youth aged 3 to 18 years. These programs serve 250 to 350 young people per month. • Jobs and Volunteer Positions. Youths aged 12 to 18 are encouraged to participate in division activities as volunteers and counselors for younger children. • Swim Programs. The El Cerrito Swim Center houses programs (classes, lap swims, swim teams, etc.) that serve more than 2,000 swimmers each year. 6-6 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN The City’s Community Services Division also coordinates a number of community events and fundraisers each year such as the Golf Scramble, July Fourth Celebration (sponsored by the El Cerrito Rotary and co-sponsored by the City), and Annual Egg Hunt. The Division also works to provide support for community-based groups such as the Tennis Club, Garden Club, and NAACP Youth Group. Many community facilities are available for rental to groups, including the Community Center, Senior Center, clubhouses, Swim Center, and picnic facilities. Open Space El Cerrito is blessed with many fine parks, major open space areas, several creeks, and easy access to the regional park system. The western portion of the City is built on an extension of the San Francisco Bay Plain. The eastern half of the City extends into the Berkeley Hills, with the ridgetop lying near the eastern City Limits. Although these west-facing slopes are gentler than the east-facing slopes in Wildcat Canyon, El Cerrito contains some very steep areas. The City of El Cerrito has substantial open space and natural resources under various forms of ownership. The City itself has large holdings, while other parcels are under the stewardship of various public and non-profit agencies as well as private landowners. The Hillside Natural Area (HNA), which is a 165-acre open space area, is located east of Navellier Street and west of Contra Costa Drive. The HNA has a number of trails that are used for both recreation and emergency access. The largest portion of the area is centrally located, and contains a number of woodlands, grasslands, and fuel breaks, and surrounds an old quarry. In addition, there is a significant amount of undeveloped property adjacent to the HNA, owned by a number of private individuals (zoned residential), and other lands which are used by public entities including: EBMUD, PG&E, City of El Cerrito, and Stege Sanitary District. The City’s tree-covered hillsides, creeks, the west facing slopes of the Berkeley Hills, and the approximately 2,600 acre Wildcat Canyon Regional Park, which is contiguous with two-thirds of the City’s eastern boundary, are important resources to preserve and enhance. Other open space resources include: the Mira Vista Country Club, a 110-acre parcel, zoned for open space use, but privately owned by the Mira Vista Country Club – it contains a golf course, and the main building/clubhouse; Camp Herms Boy Scout Camp, which is an 18-acre parcel, zoned for open space use, which is privately owned by the Boy Scouts of America (BSA) and used as a camp; and the Sunset View Cemetery, which comprises a total of about 60 acres, with a small portion of the cemetery (6 acres) within the bounds of the city and zoned for open space use. August 30, 1999 Public Facilities and Services 6-7 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Open space serves several purposes: preservation of certain natural resources, such as habitats and watersheds; protection of lands used for the managed production of resources, such as timber and crops; provision of outdoor recreation, such as parks and trails; and protection of public health and safety, such as lands subject to unstable soils or flooding. The same open space parcel may serve several of these purposes. This General Plan includes the primary discussion of open space in this chapter because of its close connection to parks and recreation uses. Specific aspects of open space that relate to preservation of natural resources or protection of public health and safety are discussed in Chapter 7. 6-8 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN August 30, 1999 Public Facilities and Services 6-9 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Level of Service Standards Prior to adoption of this updated General Plan, El Cerrito did not adopt park standards similar to those established by nationally recognized organizations, such as the National Recreation and Parks Association. Instead, the City modified the 1975 General Plan to include a Community Services Element that laid out a detailed activity program for every neighborhood park, each citywide recreation center, and each specialized open space facility. In each instance, service standards and programs were based on an evaluation of the limiting effects of geography, distribution of age groups, and availability of complementary facilities school grounds and parks in adjoining cities). This approach worked well in the past, but a new system is easier to implement and monitor. Many other cities, including some that are subject to Contra Costa County Measure C, have adopted a commonly used level of service standard of five acres of park and recreation facilities per thousand. Adoption of this standard would allow some residential growth in El Cerrito without having to acquire more land for parks. B. Trends The trend in El Cerrito, as well as in other cities in California, is an increasing demand for more and better recreation facilities, especially sports fields. These demands should be taken seriously because recreation facilities contribute to the quality of life and economic well being of the City. Several key issues of concern over the coming years relate to maintenance costs and acquisition of open space. 1. Open Space Maintenance Costs. Maintenance costs for any City-owned open space would include fire prevention, weed control, litter and safety patrol, and cleaning of drains and culverts. Facilities such as restrooms, playgrounds, and game courts involve additional maintenance costs. Liability for fire, landslides, flooding and injuries is another operational cost. Long-term expenses need to be considered when priorities are set for acquiring land and developing recreational facilities. 2. Open Space Acquisition Methods. The type of acquisition that is appropriate for a given parcel depends on the location, physical characteristics, designation and intended use of the land. If the parcel’s value is its visual amenity, then a scenic easement would be sufficient. If the only reason to keep a parcel in open space is to avoid hazards, the existing open space designation would serve this purpose. To preserve habitat in areas already designated open space, all that is needed is to maintain the designation. 3. Open Space Alternatives. Although recreational uses generally require more than a designation or granting of an easement, fee ownership by the City may not always be necessary. A neighborhood park for a new development could be set aside as a dedication to a neighborhood association, which could maintain it. Play areas can be developed in cooperation with schools. Regional acquisitions can provide connections in regional trail corridors. Access easements can provide passageways to “landlocked” parcels. 6-10 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN While program fees have helped cover basic recreation service costs, growing demand for park and recreation services and the age of many facilities (mostly built in the 1950s and 1960s) have resulted in a growing list of deferred facility capital improvement needs. These needs include replacement of play equipment, turf renovation, replacement of irrigation systems, large-scale replacement of fencing and large backstops, and replacement or refurbishing of steps, bleachers, and food shack. Present estimates for addressing these capital improvement and restoration needs in parks (excluding buildings, such as the Swim Center) range from $925,000 to $1.35 million (see Table 6-4). This is an “order of magnitude” estimate prepared by City staff based on a preliminary needs assessment. This assessment has taken into consideration projects that could be undertaken as volunteer projects (through Adopt-a-Park or Earth Day activities), in addition to improvements that require major capital outlays (over $5,000). Volunteer activities, however, do require a commitment of supervisory staff time. As of Spring 1999, the Parks and Recreation Commission is continuing a park-by- park review of facilities and programs, and a more detailed cost estimate for needed improvements will be developed. This will then feed into the City’s “Services for the 21st Century Program” which is designed to reach community consensus on a variety of budget and public service issues. In addition to capital improvement needs for existing facilities, Community Services Division staff has identified several areas where facilities are inadequate to meet existing and projected community demand for recreation programs: • Youth Activities and Facility. There is a strong and growing demand for recreation programs for teenagers. This year (1999) the division is adding several new recreational programs for youth girls hoops and a “creative arts academy). The staff has identified the need for a “gymnasium/teen center” or similar facility as an important issue for the future. Table 6-4: Estimated Capital Improvement Needs for City Park Facilities Park Per Park Estimate Total Estimate Range Tassajara, Canyon Trail, Cerrito Vista $125k – $150k $375k – $450k Harding, Central, Creekside, Huber, Castro, Fairmont $75k – $125k $450k – $750k Poinsett, Arlington $50k – $75k $100k – $150k Total $925k – $1.35 million Source: City of El Cerrito Maintenance and Engineering Services Manager, presentation to the City Council on April 20, 1998. August 30, 1999 Public Facilities and Services 6-11 ---PAGE BREAK--- EL CERRITO GENERAL PLAN • Senior Center. The City has a long-term lease for the “Open House” Senior Center from the West Contra Costa Unified School District. The center has several deficiencies, including inadequate parking and a lack of space to accommodate new programs. There is also a trend toward decentralizing recreation services and targeting programs to the “well senior” (representing a growing portion of the senior population). These issues will need to be considered and addressed when the current facility lease expires. • West El Cerrito. The City needs a community facility and park to serve the residents in its western portion. This could possibly be accomplished in partnership with community churches, neighborhood schools, or other institutions located in the City of Richmond. The City Council, at its 1999 annual goal setting session, adopted a five-year goal of expanded recreational opportunities for citizens of all ages. It adopted a top priority action item to develop a parks and recreation facilities financing measure that includes the Swim Center, Canyon Trail Clubhouse, gymnasium/teen facility, and playing field. 6-12 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN C. Goals and Policies The Implementation Measures associated with each policy are described at the end of this chapter. Goal PR1: Adequate, diverse, and accessible recreational opportunities for all residents – including children, youth, seniors, and others with special needs – in parks, school yards, and open space. Policies Implementation Measures PR1.1 Priorities for Rehabilitation. Place the highest priority on maintaining and rehabilitating existing recreational facilities to operational and safety standards that, at a minimum, comply with applicable state and federal laws and regulations. The highest priority facility for rehabilitation is the Swim Center on Moeser Lane. • Capital Improvements Program • Public/Private Partnerships • Grant Funds • Special Taxes PR1.2 Regular Maintenance Program. Continue regular inspection and maintenance of park facilities to prolong the life of equipment, ensure facility safety and accessibility, and enhance the enjoyment of park users. • Annual Budget PR1.3 Level of Service Standard. Use a level of service standard of five acres of publicly owned parkland per 1,000 residents as the minimum requirement for recreation and open space land. Additional requirements for publicly owned recreation and open space land may be imposed by the City on development approvals, dependent upon the characteristics of the project, including its proximity to existing recreation and open space facilities. This requirement is independent of any requirements for project-scale open space addressed by Policy CD3.2. • Development Review August 30, 1999 Public Facilities and Services 6-13 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PR1.4 Minimum Parkland. Ensure that the amount of City owned park and open space lands is not reduced below the 1999 level of 131.5 acres, and work with other public agencies to ensure that the amount of other publicly owned park and open space lands is not reduced. • Open Space Preservation Program • Open Space Acquisition Priorities • Open Space Funding • Capital Improvements Program • Intergovernmental Coordination PR1.5 Costs Resulting from New Facilities. Assure that long-term maintenance needs are considered when reviewing new park facility proposals, including the need for future staff and equipment. • Development Review PR1.6 Private Involvement. Continue to encourage community organizations and private citizens to help maintain public parks and open spaces, and to assist in running recreation programs. • Public/Private Partnerships PR1.7 Coordination on Use of School Facilities. Continue to coordinate with adjacent cities and other agencies in providing adequate recreational facilities, including connections to the Ohlone Greenway, for all El Cerrito residents. • Intergovernmental Coordination PR1.8 Inter-Agency Coordination. Continue to coordinate with adjacent cities and other agencies in providing adequate recreational facilities for all El Cerrito residents. • Intergovernmental Coordination PR1.9 Alternative Sources of Space. Continue to explore the possibility of using semi- public and private facilities for additional indoor recreational space. • Intergovernmental Coordination • Public/Private Partnerships PR1.10 Existing Facilities. Encourage the continuation of Mira Vista Golf Club, Cougar Field, and Camp Herms because of their contribution to meeting recreational needs and providing aesthetic appeal. • Public/Private Partnerships 6-14 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PR1.11 New Parks. Pursue the purchase of new parks with City money only after existing facilities are brought up to an acceptable level of adequacy or when action is required to meet the accepted level of service or the minimum parkland requirements. • Capital Improvements Program PR1.12 New Residential Development. Require that all new multi-family residential projects provide on-site open space and recreational facilities for residents or provide a combination of park in-lieu fees and on-site facilities. • Development Review • In-lieu Fees PR1.13 People with Special Needs. Ensure that public access points to open space areas and design features for all recreational facilities provide equal opportunity for people with special needs. • City Project Design PR1.14 Bicycles. Implement bicycle route improvements, including signing, striping, paving, and providing bicycle racks. • Bicycle Master Plan PR1.15 Development Impacts. Development should not be allowed to denigrate or interfere with the use or enjoyment of City-owned park, recreational, and open space facilities. • Development Review PR1.16 Recreation Programs. Maintain and expand, as budgets allow, existing recreation programs to meet the needs of City residents. • Annual Budget • Public/Private Partnerships PR1.17 Buffer Zones. Encourage the creation of native plant buffer zones between natural areas and residences. • Development Review August 30, 1999 Public Facilities and Services 6-15 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Goal PR2: High quality open space protected for the benefit of present and future generations, reflecting a variety of important values: ecological, educational, aesthetic, economic and recreational. These values are interwoven throughout the community in numerous ways so that the preservation of open space is very important to the well being of the City. Policies Implementation Measures PR2.1 Open Space Purpose. Identify and protect the natural resources of the Tri- Cities Area (El Cerrito, Richmond and San Pablo) for the benefit of present and future generations. • Open Space Preservation Program • Open Space Acquisition Priorities • Intergovernmental Coordination PR2.2 Development Suitability. Encourage urban growth in those areas where the natural characteristics of the land are most suited to such development, and to protect the public from risks to life and property. • Open Space Preservation Program • Development Review PR2.3 Open Space Plan Map. Preserve the open space areas identified on the Open Space Plan Map for visual resources, protection of environmental resources, public health and safety reasons, and for recreational use. • Open Space Preservation Program • Open Space Funding PR2.4 Open Space Strategy. In meeting open space objectives to secure and preserve open space in perpetuity, the City will make maximum use of approaches that minimize ongoing City costs and liability exposure. One approach will be to employ the development review process, wherever appropriate, to secure dedications, easements, and/or maintenance agreements. • Open Space Preservation Program • Development Review • Scenic Easements • Public/Private Partnerships • Open Space Consolidation PR2.5 Open Space Use. Improvements within open space areas shall be limited to those needed for educational and recreational purposes, and those improvements • City Project Design • Development Review 6-16 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN necessary for health and safety purposes. All improvements shall be compatible with protection and preservation of existing natural and habitat resources. PR2.6 Existing Open Space Preservation. Except where extraordinary circumstances indicate otherwise, ensure that development decisions protect existing open space areas. • Open Space Preservation Program • Development Review Goal PR3: Public access to open space areas while protecting important habitats. Policies Implementation Measures PR3.1 Clear Delineation. Clearly delineate which areas of publicly owned open space are appropriate for public use and access, and clearly differentiate them from those areas to be protected from human disturbance. • Public Access Program PR3.2 Open Space Improvements. Design any improvements in open space areas to minimize adverse impacts to habitats, view, and other open space resources. • City Project Design PR3.3 Creek Restoration. Integrate recreational amenities with creek restoration efforts in a way that protects riparian values, including natural habitats. • City Project Design • Development Review • Grant Funds August 30, 1999 Public Facilities and Services 6-17 ---PAGE BREAK--- EL CERRITO GENERAL PLAN NON-RECREATIONAL FACILITIES A. Setting The City owns and maintains the buildings that house the City’s public safety departments (police and fire) and administrative functions. It also owns and maintains a variety of buildings to meet the cultural and other needs of El Cerritans. These buildings include the Public Safety Building; City Hall; City Community Center and Swim Center; Cerrito Vista Childcare Center; Library; Contra Costa Civic Theater; and clubhouses and childcare facilities at the City’s parks and public elementary schools. In addition, the City owns and maintains the corporation yard and recycling center. The City also maintains the Open House Senior Center, which it leases from the school district. The Community Facilities Map provides a complete listing of City-owned facilities. The map also shows facilities owned by the school district and several private entities. The City recently completed an ADA-compliance program (Americans with Disabilities Act), including completion of its Transition Plan in accordance with federal laws. This effort was funded from the proceeds of property sales by the City. B. Trends Most City-owned and maintained facilities were constructed during the 1950’s and have significant deferred maintenance issues, including rotting roofs and tile flooring; deteriorated plumbing; outdated wiring; and antiquated equipment. At the Swim Center (built in 1962), the training and lap pools need resurfacing; a significant portion of the pool deck needs to be replaced; the bathhouse roof requires replacement; and the pool’s pumps, lighting, plumbing, and filter systems need to be replaced. In addition to these maintenance issues, nearly all of the City’s facilities require major structural work to bring them up to modern building standards. These code- related issues include the need for further accessibility modifications to meet the requirements of the Americans with Disabilities Act; the need to remove lead-based paint and asbestos; and the need for seismic retrofitting. This last issue – seismic retrofitting – is particularly important given El Cerrito’s proximity to the Hayward Fault (it passes through El Cerrito near the eastern city limits, generally following the route of Arlington Boulevard). Experts have determined that there is a high probability of a large earthquake (magnitude 7 or greater) in the next thirty years along this fault segment and other nearby faults. Two buildings where seismic retrofitting is of particular concern are the Public Safety Building on San Pablo and Manila and the Community Center on Moeser. The Public Safety Building is the designated primary facility for emergency 6-18 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN operations in El Cerrito, while the Community Center is a “second alternate” for emergency operations and is the only Red Cross-certified emergency mass care facility in the city. (Some schools may be eligible for certification.) Both facilities require seismic evaluation and retrofitting, and the Community Center requires an emergency generator. Furthermore, the Public Safety Building has inadequate facilities for accommodating male and female police officers and there is insufficient storage space. The exterior design of the building does not allow for the safe conveying of suspects from the parking lot into the building. A Sallyport or drive-in enclosed garage would be preferable from a security standpoint. A conservative cost estimate for bringing City facilities up to current code specifications and giving them another 30 years of life is in the range of $2 million to $3 million. This does not include any type of construction for a new City Hall, which has been housed in temporary “portables” at its Manila and San Pablo location since 1987. The City Council, at its 1999 annual goal setting session, adopted a five-year goal of investment in City infrastructure and facilities. It adopted two applicable high priority action items: • Begin developing a community center by having a community discussion on form and placement of a City Hall/Safety Building and a Cultural/Arts and History Center. • Develop a financing measure for the Public Safety Headquarters, Community Center, and neighborhood clubhouses to make them seismically safe and ready to respond to natural disasters. August 30, 1999 Public Facilities and Services 6-19 ---PAGE BREAK--- EL CERRITO GENERAL PLAN C. Goals and Policies The Implementation Measures associated with each policy are described at the end of this chapter. Goal CF1: Safe and adequate community facilities that allow the City to offer better services and inspire a sense of community pride. Policies Implementation Measures CF1.1 Safety. Place the highest priority on ensuring the safety of existing community facilities, especially the Public Safety Building, Community Center, and neighborhood clubhouses, including seismic retrofits and necessary upgrades. • Capital Improvements Program • Asset Replacement Fund • Special Taxes • Grant Funds CF1.2 Regular Maintenance. Provide regular maintenance of community facilities to ensure their continued usability and prevent deferred maintenance, which adds to long-term costs. • Annual Budget CF1.3 Development Incentives. Obtain community facilities through appropriate development incentives that are consistent with other policies in this Plan. • Development Review CF1.4 Future Development. Require future development to pay its fair share of purchasing sites and financing needed improvements for existing and future community facilities. • Development Review • Impact Fees CF1.5 Responding to Growth. Provide new or expanded community facilities as the need increases due to increased population or development. • Capital Improvements Program • Development Review CF1.6 New Facilities. Build a new City Hall/Public Safety Building, gymnasium/teen center/multi-purpose facility, cultural and arts center, and children’s art center in the Canyon Trail • Capital Improvements Program • Special Taxes 6-20 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Clubhouse, provided that funds are available after public safety upgrades and deferred maintenance are accomplished. CF1.7 Asset Replacement. Ensure that money is set aside for major repairs, renovations, and replacement of public facilities. • Asset Replacement Fund CF1.8 Joint Use. Seek opportunities for joint use of community facilities and shared maintenance and operation agreements with other service providers, including the West Contra Costa Unified School District (WCCUSD) and Contra Costa County. • Intergovernmental Coordination August 30, 1999 Public Facilities and Services 6-21 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PUBLIC SERVICES AND INFRASTRUCTURE A. Setting In addition to providing public safety services, police, fire protection, emergency medical services, and emergency preparedness, the City also provides a storm drainage system, a recycling center and curbside collection of recyclable materials, and manages and maintains facilities located in the public rights-of-way. Other community services are provided by regional agencies, including East Bay Municipal Utility District (EBMUD), which provides the City’s water supply and wastewater treatment; Stege Sanitary District, which provides wastewater collection; East Bay Sanitary Company, which provides solid waste collection and disposal; and the West Contra Costa Unified School District (WCCUSD), which provides elementary and secondary schools. The following section discusses needs, goals, and policies for those services provided by the City. Police Services The El Cerrito Police Department provides police services throughout the City, including community policing and education programs that involve citizens in crime prevention. A recent enhancement to the department’s operations is a Bicycle Patrol program, partly in response to community concerns about crime activity on the Ohlone Greenway (BART) bicycle path. The police operate out of the Public Safety Building at 10900 San Pablo Avenue, which they share with the Fire Department. The Police Department has a number of intergovernmental partnerships that provide and support police services. The Richmond Police Department provides emergency police dispatching and, starting in 2000, will provide communications for all emergency services as well as normal operations under contract to El Cerrito. The El Cerrito Police Department is working with Contra Costa County to coordinate all police records management by the year 2000. Moreover, the El Cerrito Police serve on a West Contra County Narcotics Task Force with other City staff and with state and federal agencies to cooperate on drug enforcement. Lastly, the Police Department contracts with the State of California for the California Identification System to use its computer technology to evaluate fingerprint evidence for the identification of criminals. Fire Protection Services The El Cerrito Fire Department operates two fire stations in the City, including the newly constructed Station 72 on Arlington Boulevard. The Department ensures a full range of fire suppression and emergency services through joint operations agreements with the City of Richmond Fire Department and West County (Contra Costa) Fire District. The El Cerrito Fire Department directly serves Kensington under a contract with the Kensington Fire Protection District. The East Richmond Heights portion of the planning area is served through joint response agreements 6-22 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN with the Richmond and Contra Costa County Fire Departments. The service area of the Department includes four areas that have been identified as “Very High Fire Hazard Severity Zones” by the California Department of Forestry: the El Cerrito Hills Area; the Canyon Trail Area; Cerrito Creek adjacent to Albany Hill; and nearly the entire community of Kensington. In these areas the City has established standards for vegetation management to reduce fire hazards. Storm Drain Facilities The City has completed the first phase of a comprehensive storm drain rehabilitation program, funded by a $6.3 million bond issue in 1993. Through this program, the City has addressed the highest priority needs in the storm drain system, reducing the incidence of system overflows and localized flooding during periods of heavy rain (with only three problem sites reported during the heavy rains of this past winter). Following completion of the first phase improvements, the City plans to undertake a follow-up assessment to determine remaining system improvement needs to ensure adequate system capacity and proper long-term functioning. Because the City’s creeks are an integral part of the storm drain system, the current effort has also been exploring opportunities for creek restoration. In the past several years, three creek sites have been restored as part of the storm drain improvement program. As of 1999, the City is budgeting approximately $25,000 per year for creek restoration in order to met its federally mandated NPDES requirements. Recycling Services The City operates a Recycling Center at the east end of Schmidt Lane. The Center serves as a processing facility for the materials collected by City’s commercial and residential recycling programs, as well as a popular drop-off site that serves the region. The Center collects approximately 4,300 tons of recyclable materials each year, 2,500 tons of which are through its drop-off program. The East Bay Sanitary Company, the City’s franchised refuse and green waste hauler, began providing a residential curbside green waste collection program in April 1997, which diverted 1,883 tons of compostable materials in its first year of operation. El Cerrito is one of five member cities of the West Contra Costa Integrated Waste Management Authority, which establishes contracts and rates for refuse disposal and green waste composting services, and provides regional education and program planning for waste diversion. Recycling has been and will continue to be an important part of the City’s and the region’s integrated waste management program. Public Rights-of-Way The City is responsible for the management and maintenance of facilities located in the public rights-of-way, including streets, signals, sidewalks, pathways, curbs and gutters, street trees, signage, and street lights (with the exception of San Pablo Avenue from the City’s southern boundary to Cutting Boulevard, which is State Route 123 and therefore managed and maintained by CalTrans). Chapter 5, Transportation and Circulation, includes additional discussion and several policies on rights-of-way. August 30, 1999 Public Facilities and Services 6-23 ---PAGE BREAK--- EL CERRITO GENERAL PLAN B. Trends In addition to the existing deficiencies in public services and facilities, the projected growth and development in El Cerrito will contribute additional demand. As the City continues to grow there will be an increasing demand on public safety services. The Police Department is currently facing potential staff reductions due to ongoing fiscal constraints. The Department is also seeking funds for a major seismic retrofit and expansion of the City’s Public Safety Building. The Fire Department is also concerned with the increasing fuel loads in the City’s parks and the wildland interface in East Richmond Heights (where there is no fuel reduction ordinance in effect). The needed seismic retrofit and expansion of the City’s Public Safety Building is also an issue for the Fire Department, as is the need for improvements to EBMUD’s water supply system in the City. Deferred maintenance has taken a toll on many streets, creating a pressing need for resurfacing and other improvements. The City estimates that approximately $5 million is needed to address existing deferred maintenance issues for asphalt resurfacing. Subsequent to this investment, an ongoing program of preventive maintenance could address street pavement needs within the current budget framework (approximately $250,000 annually). The City Council, at its 1999 annual goal setting session, adopted a five-year goal of investment in City infrastructure and facilities. It adopted an applicable high priority action item to expand enhancement and restoration of El Cerrito creeks, with a watershed emphasis. 6-24 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN C. Goals and Policies The Implementation Measures associated with each policy are described at the end of this chapter. Police Services Goal PS1: An adequate, comprehensive, coordinated law enforcement system consistent with the needs of the community. Policies Implementation Measures PS1.1 Development Review. Prior to approval of new development, the Police Department shall be requested to review all applications to determine the ability of the department to provide protection services. The ability to provide protection to existing development shall not be reduced below acceptable levels as a consequence of new development. Recommendations such as the need for additional equipment, facilities, and adequate access may be incorporated as conditions of approval. • Development Review • Public/Private Partnerships PS1.2 Development Design. Development design should address public safety issues – encourage use of technology to support defensible design, encourage neighborhood social interaction, maintain eyes on the street, and support a clean and orderly public appearance. • Development Review PS1.3 Service Level. Maintain the current service level of 1.26 officers per 1,000 daytime population, provided adequate financial resources are available. • Annual Budget • City Policy PS1.4 Police Data and Statistics. Maintain and monitor calls for service data and publish annual statistics. • City Policy August 30, 1999 Public Facilities and Services 6-25 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PS1.5 BART Facilities. Maintain bicycle patrols on the BART bicycle paths and continue to cooperate with BART police regarding the policing of the BART linear park and BART parking lots. • Annual Budget • City Policy • Intergovernmental Coordination PS1.6 Community Outreach. Maintain community outreach programs to promote public education on crime prevention and to discourage and deter crimes in the community. • Annual Budget • Public/Private Partnerships PS1.7 Traffic Enforcement. Ensure safe streets for all vehicles, bicycles, and pedestrians through adequate traffic enforcement. • Annual Budget • City Policy Fire Services Goal PS2: A community that has minimized the risks to lives and property due to fire hazards. Policies Implementation Measures PS2.1 Development Review. Prior to approval of new development, the applicant will be required to demonstrate that adequate emergency water supply, storage, and conveyance facilities, and access for fire protection either are or will be provided concurrent with development. The ability to provide protection to existing development shall not be reduced below acceptable levels as a consequence of new development. Recommendations such as the need for additional equipment, facilities, and adequate access may be incorporated as conditions of approval. • Development Review • Public Facilities Fee 6-26 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PS2.2 Response Time. Maintain an average emergency response time for the first fire engine of less than six minutes for 95 percent of all emergency calls for service, provided adequate financial resources are available. • Annual Budget PS2.3 Fire Protection Rating. Maintain or improve the City’s existing ISO fire protection rating of 3. • Annual Budget PS2.4 Vegetation Management. Continue to maintain the Fire Hazard Reduction Program. • Annual Budget • Intergovernmental Coordination • Fire Hazard Reduction Program PS2.5 Fire Data and Statistics. Continue to maintain and monitor a response time log and compile and publish annual statistics. • City Policy PS2.6 Update Codes and Ordinances. Review, amend, and update at regular intervals all relevant public codes and ordinances to incorporate new technologies and fire standards. • Annual Budget • City Policy PS2.7 Facility Review. Review at regular intervals all fire facilities in the community to ensure their adequacy in relation to such factors as fire hydrant capacity, peak load water requirements, fire access roads to wildland areas, and fire protection factors. • Annual Budget • City Policy PS2.8 Water Supply and Pressure. Monitor and improve water supply and pressure for fire fighting, with particular attention to the wildland interface. • Annual Budget • Intergovernmental Coordination PS2.9 Fire Protection Upgrades. Monitor and seek funding for water supply system upgrades necessary for fire protection along the wildland interface and in the event of a major earthquake. • Annual Budget • Grant Funds • Intergovernmental Coordination August 30, 1999 Public Facilities and Services 6-27 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PS2.10 Reducing Fuel Loads. Work with the City’s Fire Department and Community Development Department to reduce the risk of wildland fires by reducing fuel loads in City parks and open areas. Work with botanists and wildlife biologists to reduce fire loads in a sustainable manner, so as not to adversely impact native plant and animal communities. • Annual Budget • City Policy • Public/Private Partnership • Hillside Natural Area Vegetation Management Plan PS2.11 Fire Access. Establish and maintain a system of fire trails and Fire Department access points to ensure rapid access to parks, rights-of-way, and isolated parcels of property. • Development Review • Intergovernmental Coordination PS2.12 Inter-Agency Coordination. Cooperate and coordinate with the City of Richmond and Contra Costa County Fire Department to reduce the risk of fires along the wildland interface in the East Richmond Heights area. • Annual Budget • Intergovernmental Coordination PS2.13 Joint Response Agreements. Maintain and improve the City’s ability to participate in existing joint response agreements that enhance its ability to respond to fire, EMS, or disaster needs. • Annual Budget • Intergovernmental Coordination Public Infrastructure − Public Rights-of-Way and Storm Drains Goal PS3: Safe and adequate public infrastructure to serve El Cerrito’s residents, now and in the future. Policies Implementation Measures PS3.1 Development Approval. Approve new development only if the capacity of public infrastructure is in place or can be reasonably provided. • Capital Improvements Program • Development Review 6-28 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN PS3.2 Fair-Share Cost Allocations. Require future development to pay its fair share of purchasing rights-of-way and of financing needed improvements for existing and future public infrastructure. • Development Review • Traffic Impact Fee PS3.3 Upgrading Infrastructure. Upgrade public infrastructure that experiences deterioration or obsolescence. • Capital Improvements Program PS3.4 Capital Improvement Program. Coordinate future capital improvement expenditures for public infrastructure with the City’s long-range capital improvement program. • Capital Improvements Program • Annual Budget PS3.5 Coordination with Service Providers. Coordinate and work with other service providers, including EBMUD, the Stege Sanitary District, the East Bay Sanitary Company, Contra Costa County, CalTrans, BART, AC Transit, and the East Bay Regional Park District to ensure adequate and safe public infrastructure to serve existing and planned development in the community. • Capital Improvements Program • Intergovernmental Coordination Storm Drains Goal PS4: An adequate storm drainage system to serve existing and future planned development Policies Implementation Measures PS4.1 Monitoring Storm Drain Needs. Monitor and assess the need for storm drain system improvements at regular intervals to ensure adequate system capacity and proper long-term functioning. • Capital Improvements Program • Annual Budget PS4.2 Creek Restoration. Seek funding opportunities from State and federal agencies and from non-profit foundations for urban creek restoration efforts. • Grant Funds • Riparian and Stream Restoration Program August 30, 1999 Public Facilities and Services 6-29 ---PAGE BREAK--- EL CERRITO GENERAL PLAN Recycling Goal PS5: A system that minimizes the City’s generation and disposal of solid waste materials by providing an adequate and integrated waste management program and related facilities to serve existing and future planned development. Policies Implementation Measures PS5.1 Monitoring Recycling Needs. Monitor and assess the City’s recycling collection program, the green waste collection program, and the operations of the Recycling Center at regular intervals to ensure an adequate, integrated, state-of- the-art approach to waste management. • Annual Budget • City Policy PS5.2 Funding Opportunities. Seek funding opportunities from State, federal, and non-profit foundations for maintaining and/or upgrading the waste management program and the Recycling Center. • Grant Funds PS5.3 Coordination with Other Agencies. Coordinate and work with the East Bay Sanitary Company and the West Contra Costa Integrated Waste Management Authority to maintain a convenient, cost- effective, fee- and rate-supported waste management program. • City Policy 6-30 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN IMPLEMENTATION The following is a summary of the major tools available to the City for implementation of the policies of this chapter, Public Services and Facilities. 1. Annual Budget The annual budget should provide adequate funds for community facilities, infrastructure, and services. In particular, it should place a high priority on the inspection and maintenance of recreational facilities, especially on ensuring the safety of these facilities. Once the existing problems of deferred maintenance are corrected, it should be avoided because it inevitably leads to higher costs. 2. Asset Replacement Fund The City should create an asset replacement fund such that City facilities can be brought up to current code specifications. Funding could include general fund reserves, state grants for seismic upgrades, and voter-approved special taxes. An initial goal of $3 million for the Asset Replacement Fund would allow for the code upgrades and would delay the need for facility replacement in the near term. In addition, the City should make annual contributions to the asset replacement fund equal to between 3 and 5 percent of the total replacement cost of all major civic facilities so that they can be rebuilt or significantly renovated within 20 to 30 years. 3. Bicycle Master Plan More information about a Bicycle Master Plan is contained in Chapter 5, Transportation and Circulation. 4. Capital Improvements Program The Capital Improvement Program (CIP) is a compilation of the capital improvements planned for construction over the next five years in El Cerrito. It includes cost estimates, the phasing of specific improvements and associated costs and methods with which specific improvements will be financed. The City should continue to conduct annual reviews of the CIP and add civic and public facilities as funding sources are identified. The CIP should provide a systematic set of priorities for non-operating expenditures such as major facility restoration and upgrades, as well as any new parks and recreation, community, and infrastructure facilities that might be needed to meet level of service standards. Priority should be on ensuring public safety. 5. City Policy The City can undertake several of its implementation measures by making changes in its internal operating policies, assuming these changes would be within budget limits. 6. City Project Design When the City designs facilities or is a participant in a project, it should ensure that the design is consistent with the policies in this Plan. August 30, 1999 Public Facilities and Services 6-31 ---PAGE BREAK--- EL CERRITO GENERAL PLAN 7. Development Review The City should assess the impact of new development on the demand for services, public facilities, and infrastructure and should implement mitigation measures and other mechanisms to help finance needed improvements. In particular, projects should be evaluated for their potential impacts on parks and recreation facilities, the resources of the project site relative to the park and recreation needs of the community, their compliance with the requirements for on-site open space and recreational facilities. The City’s development regulations (zoning) should provide for an incentives program that would offer benefits to developers in exchange for the provision of community facilities. The City should also assess the public safety features of the design of proposed development projects. All projects, including public-sponsored projects, should be reviewed for consistency with the General Plan as early as possible in order to minimize wasted effort on projects deemed not to be in conformance. 8. Education Programs The City should promote education programs that heighten awareness of important local habitats and the need for their protection. 9. Fire Hazard Reduction Program The City, in cooperation with the California Department of Forestry (CDF) and East Bay Regional Park District, should review and update, when required, the Fire Hazard Reduction Program that establishes standards for vegetation management and provides guidelines for property owners located within the Very High Fire Hazard Severity Zones (Title 8, Section 8.30.010 El Cerrito Municipal Code (See Figure 12)), including fuel reduction and creation of fuel breaks along property lines and adjacent to structures. 10. Grant Funds The City should continue to identify, evaluate, and, where appropriate, apply for available grants. A variety of State and Federal programs grant local governments funds for developing local park and recreation facilities. Grant funds also may be available for creek restoration projects, especially given they provide a drainage function. The City should seek funding opportunities, such as State grants for seismic retrofitting, as well as foundation grants to complete an upgrade, expansion, and seismic retrofit for the Public Safety Building. The City should determine whether grant funds are available from federal or state sources to upgrade the waste management system and recycling center, and implement street beautification programs. 11. Hillside Natural Area Vegetation Management Plan The City should continue to implement the Hillside Natural Area Vegetation Management Plan and update the plan as required. 6-32 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN 12. Impact Fees The City should initiate an impact fee study to help determine whether it would be beneficial to establish impact fees to fund community buildings and other civic facilities. i 13. In-lieu Fees The City should consider the adoption of in-lieu fees, consistent with the applicable state laws, for funding parks and recreational facilities. 14. Intergovernmental Coordinat on The City should continue to coordinate with the West Contra Costa Unified School District, other cities, Contra Costa County, East Bay Regional Park District, and other agencies on the provision of adequate park and recreation facilities to serve the residents of El Cerrito. These agencies should cooperate in studies of matters pertaining to open space and environmental resource protection. The City should ensure that government agencies observe all requirements for referral of projects to other agencies prior to approval. The City should continue to coordinate with other jurisdictions and agencies to obtain the use of other additional community facilities for its residents. Government Code Section 65401 authorizes the City Council to obtain lists of all capital improvements planned by public agencies in the City. These proposed capital improvements must be consistent with the General Plan. As part of its annual review of the Capital Improvement Program, the City should include a Section 65401 review, listing all capital improvement projects proposed by other jurisdictions during the following year and making a finding relative to the consistency of each project with the General Plan. As part of the effort to maintain high-quality services and implement the General Plan, the City should maintain an effective liaison with the districts and agencies that influence public facilities and services. 15. Open Space Acquisition Priorities The City should review potential open space and establish priorities for acquisition by the City or by other agencies, or protection through other means. High priority will be given to biologically sensitive and visually prominent lands that seem most at risk from development. Conduct an inventory of unique natural areas, important wildlife habitats, and areas suitable for nature study, particularly near schools. 16. Open Space Consolidation Open space received through dedication that is adjacent to East Bay Regional Park District property lands should be offered to the Park District. 17. Open Space Funding The City should identify funding sources for acquisition and ongoing maintenance for public open space lands. August 30, 1999 Public Facilities and Services 6-33 ---PAGE BREAK--- EL CERRITO GENERAL PLAN 18. Open Space Preservation Program The following means will be considered for preserving open space resources, in order of priority: private development review process; public-private partnerships; and lastly, public funds. Possible means are described below. Private Resources: a. Require permanent dedication of open space areas with high habitat, visual, recreational or archaeological values as a condition of development. These lands should be owned and maintained by homeowner associations unless they are appropriate for use as trails or other public-access uses. b. Use visual or public-access easements and building setbacks to protect open space resources while allowing development on private parcels. c. Encourage development to be compact and clustered in order to protect areas with high open space values. d. Encourage grants and donations of undeveloped property with high open- space values from private individuals or organizations. e. Encourage private, non-profit, and other public agencies to acquire and maintain undeveloped land for open space preservation. These methods are preferred over the use of city funds for acquisition. Public-Private Partnerships: a. When parcels on planned trail corridors are developed, require the developer to construct the portion of the trail crossing the parcel as one of the conditions of development. b. Work with organizations such as the Urban Creeks Council, Trust for Public Lands, East Bay Regional Park District, Nature Conservancy, Coastal Conservancy, and other cities and counties to perform creek restoration and other tasks related to open space. Public (City) Funds: a. Prioritize parcels with high habitat, visual, archaeological or recreational values for purchase by the City if funds become available. 19. Public Access Program The City should identify which portions of open space areas can be made accessible to the public and which portions should be off limits to protect the natural features of the area. 20. Public Facilities Fee The City should consider adopting a citywide public facilities impact fee ordinance, under the requirements of the applicable laws, to fund new community and public facilities, including public safety facilities, required to serve new residents and employees in the City. 6-34 Public Facilities and Services August 30, 1999 ---PAGE BREAK--- EL CERRITO GENERAL PLAN 21. Public/Pr vate Partnerships i The City should encourage public/private partnerships with the community to improve public safety, including neighborhood crime prevention programs, pubic education, and development design to discourage crime. The City should continue to reach out to its residents, landowners, businesses, and not-for-profit organizations to educate them about the value of parks and recreational facilities and enlist their assistance in providing and maintaining facilities, and assisting in recreation programs. The City also should help to organize and publicize groups that undertake cleanup and restoration events. 22. Riparian and Stream Restoration Program The City should develop and implement a Riparian and Stream Restoration Program that identifies areas and stream segments that should be restored and provides policy guidance for such actions. 23. Scenic Easements El Cerrito should encourage the granting of scenic easements on landforms and key visual resources that could be subject to development. 24. Special Taxes The City should analyze the advisability of holding a special election on adopting a special tax – a parks and recreation facilities financing measure – to upgrade selected park and recreation facilities. The City also should assess the feasibility of adopting a special tax, or other financing mechanisms, to pay for the upgrade and seismic retrofit of the Public Safety Building and other critical facilities. The City should also explore funding opportunities, including voter approval for a special tax, and other financing mechanisms to build a new City administrative office building as part of a revitalized downtown area. 25. Traffic Impact Fee The City should consider development of a citywide traffic impact fee and accompanying ordinance, under the requirements of applicable laws, to fund transportation improvements to mitigate the traffic impacts of new growth development. The traffic impact fee would be in-lieu of the off-site mitigation requirements, but would not replace the developer’s responsibility for frontage improvements. The traffic impact fee may be used to fund roadway extensions, intersection improvements, safety improvements, or improvements and amenities to pedestrian, bicycle or transit facilities. August 30, 1999 Public Facilities and Services 6-35