What we know,
What's ahead
Why it's important!
Golden Gate Fields is at a critical transition point.
The discussion has moved beyond whether the property should become public and toward how that transition will happen. While many people assume the vision for the park is already established, the reality is more nuanced.
Some important decisions have been made.
Some decisions have been made that we now need to thoughtfully adapt if we're going to realize the full potential of this site.
Many of the most important decisions, however, have not yet been made.
Step 1 - Public Acquisition
The Trust for Public Land is working to acquire the 161-acre Golden Gate Fields property and transfer it into public ownership.
We support this effort.
Bringing this extraordinary waterfront into public ownership is a once-in-a-generation opportunity for the East Bay.
Unfortunately, one of the conditions of the current transaction is that the site will be largely cleared before the public planning process begins. That leaves us with a blank slate—but not necessarily a better starting point.
Step 2 - Funding the Acquisition
State funding has been proposed to help purchase the property, but the acquisition is not yet complete. Final legislative approvals and the remaining funding commitments must still be secured before the transaction can close.
Importantly, acquisition funding is not the same as park funding.
The money to purchase the land does not pay for the design, construction, programming, operations, or long-term stewardship of the future park.
As funding moves through the legislative process, we should ensure it preserves flexibility rather than limiting the range of ideas that can be explored during planning.
Step 3 - Funding the Future Park
Acquiring the land is only the beginning.
The much larger challenge is creating a park that we can afford to build, program, operate, and maintain for generations.
That conversation has barely begun.
As we imagine the future of Golden Gate Fields, we should also be asking what long-term revenue sources or compatible economic engines could help support the park. Thoughtfully integrated recreation, hospitality, educational facilities, concessions, events, and other public-serving partnerships could generate revenue that helps fund programming, habitat restoration, maintenance, and future improvements.
Financial sustainability should be considered alongside ecology, recreation, and community needs—not as competing priorities, but as complementary ones.
Step 4 - Site Demolition
Current plans call for the existing buildings and above-ground structures to be demolished before the property is transferred.
This is one of the most significant decisions currently on the table.
Once those structures are removed, the opportunity to evaluate reuse, adaptation, or alternative approaches disappears forever.
Step 5 - Public Planning
After acquisition, East Bay Regional Park District is expected to begin a public planning and master planning process.
This is when the community will be invited to discuss what the park should become.
By that point, however, many of the site's existing assets may already be gone.
The Questions Before Us
We believe the public process should be about more than selecting a park design.
It should ask broader questions:
What kind of park does the East Bay need?
What can we realistically afford to build?
How will the park be funded, programmed, and maintained?
What long-term revenue sources can help support the park?
What opportunities for reuse should be explored before demolition?
What programming will make the park active throughout the year?
How can ecology, recreation, education, and community strengthen one another?
Are we preserving enough flexibility to discover the best ideas before making irreversible decisions?