Declining Presidio revenue leads to staff cuts, closures
The Presidio Trust, which manages the large national park at the base of the Golden Gate Bridge, will cut back on private events and community outreach programs as part of its response to a projected $20 million to $30 million drop in revenue during the next two years.
This is one factor of a 20% staff reduction announced last month by the trust, which is required by federal law to be financially selfsufficient. But the top officials at the trust vowed Friday in an interview that cutbacks will not extend to such ecological initiatives as the replanting of forests or revival of the natural terrain within the former Army post.
“The Trust Act says the trust was created to preserve and restore the Presidio for the enjoyment of people around the world,” said Jean Fraser, the CEO of an organization that as of
now has 350 employees. “That’s what we’re doubling down on.”
Since concerns about the spread of the coronavirus led to travel restrictions and shelterathome restrictions in March, the Presidio has closed two boutique hotels and several restaurants it operates within the 1,491acre former military post.
The park itself has remained open, however, with cars banned on some weekends to allow pedestrians and bicyclists to have more room for social distancing.
Strollers also have had access to the golf course near the Arguello Gate, though it will reopen on
Monday.
The hotels will reopen as well, at some point after shelterinplace orders are lifted, Fraser said, and the trust is hoping to resume the popular Sunday Presidio Picnic gathering of food vendors on the Main Post lawn. Not returning: the park’s two premier restaurants, Arguello and Commissary, both of which were managed for the trust by noted restaurateur Traci Des Jardins.
“It’s harder to bring a restaurant back up” to operation, Fraser said, especially with the uncertainty that lies ahead. Instead, the trust at some point will seek a thirdparty operator for the food spaces within the park. That’s also the approach that will be taken with such venues as the Golden Gate Club, a popular site for weddings and private functions.
“We need to focus elsewhere,” Fraser said.
“Our key focus is maintaining this place.”
All divisions of the trust will see some reduction in staff, but the main cuts are in the areas of hospitality and interpretive programs, such as arranging lectures and museum exhibits. There also will be some consolidations, such as the merger of skilled gardeners into the natural resources unit.
Most of the 70 staffers being laid off will leave by May 9. Severance packages will be tied to how long an employee has worked for the trust.