1. DRAFT Delta Recreation Master Strategy: Aquatic Resources Focus Delta Protection Commission May 26, 2005 The Dangermond Group LSA

2. Delta Protection Commission Report  Phase I Recreation Strategy: –Existing and Future Aquatic Resources Focus  Phase II Recreation Strategy: –Existing and Future Terrestrial Resources Focus

3.  Unique and diverse setting – it already functions as a viable aquatic recreation region – supporting over two million visitors annually  The largest estuary on the West Coast of North America & supplies drinking water to 2/3’s of State and irrigation water to >7 million acres  Intricate in geography, environment, political jurisdictions, functions, and culture  Existing recreation is accommodated through a complex inter-relationship of public & private interests Strategy Context

4. Why is a Delta Recreation Strategy Necessary?  To elevate recreation to an appropriate position alongside other contending interests and concerns regarding the Delta and its future  To guide public-side support for recreation facilities and opportunities  To help overcome the inertia that currently inhibits private investment for upgrading and new aquatic serving facilities  To assist jurisdictions and decision-makers in planning for recreation

5. Strategy Overview  The Delta Recreation Master Strategy focuses on the relationships between Delta resources, private recreation interests and holdings, and agency stakeholders  Preference and demand data are derived from prior studies on aquatic recreation in the Delta and Statewide

6. Issues and Opportunities  Issues –Sediment- dredging needs –Invasive species –Inertia affecting actions for change or improvements Permitting & regulatory complexity High costs of maintenance – i.e. dredging –Lack of public and private engagement in investment –Increasing demand over time –Growth in the Secondary Zone lacking recreation oversight and follow-through  Opportunities –Relatively unexploited resource areas –Potential for greater diversity of aquatic recreation activities – especially non-motorized –Private/public partnerships –DPR’s Valley Vision –Increased public funding Grants Additional funding sources

7. Issues and Opportunities Issues and Opportunities - Dredging

8. Water Hyacinth in The Central Delta Area

9. Egeria densa in The Central Delta Area

10. Growth in the Delta Secondary Zone

11. Popular Aquatic Recreation Spots Popular Aquatic Recreation Spots (Based on Boater Survey preference comments)

12. Recreation Needs Assessment  This study makes a case for increased investment for Recreation in the Delta  It focuses first on improving the Delta setting through public investment  It then shifts to the private facility needs based on deferred maintenance requirements and modest growth in demand over the next 15 years

13. The Vision  Well-maintained safe waterways  Strategically sited access points and launch facilities  Well-defined recreation activity nodes with links between sites  Abundant waterside and landside destination points  Gateways announcing entry into region

14. The Vision  Well-maintained boating facilities for docking and storage  Informative signs indicating points of interest and hazards  Coherent systems of motorized and non- motorized boating trails  Boat-in day and overnight use areas

15. What if No Action is Taken?  The Delta will continue to be a recreation destination but will be subject to the affects of other planning actions that may or may not accommodate recreation interests  There will be a continued reluctance for the private sector to make major investments for recreation improvements  Potential existing opportunities for expanded recreation maybe lost due to other priorities – especially in the urban growth fringe with the Secondary Zone

16.  This study has looked at the aquatic recreation conditions, opportunities and potential strategies  The second phase will look at the landside opportunities in relationship to the aquatic resources  Will involve direct engagement with the interests that can lead to the implementa- tion of identified actions for improve- ments Next Steps