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Once Vilified, BP Now Getting Credit for Gulf Tourism Boom

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In this Wednesday, May 13, 2015 photo, tourists line the beaches in Gulf Shores, Ala. Industry officials say Gulf Coast tourism is surging, five years after the BP oil spill. (AP Photo/Brynn Anderson)

In this Wednesday, May 13, 2015 photo, tourists line the beaches in Gulf Shores, Ala. Industry officials say Gulf Coast tourism is surging, five years after the BP oil spill. (AP Photo/Brynn Anderson)

JAY REEVES, Associated Press

ORANGE BEACH, Ala. (AP) — With the Memorial Day holiday here, fallout from the oil spill that left Gulf Coast beaches smeared with gooey tar balls and scared away visitors in 2010 is being credited, oddly, with something no one imagined back then: An increase in tourism in the region.

Five years after the BP disaster, the petroleum giant that was vilified during heated town hall meetings for killing a way of life is now being praised by some along the coast for spending more than $230 million to help lure visitors back to an area that some feared would die because of the spill.

Questions remain about the long-term environmental impacts of the BP disaster, with a report released just last week finding a definite link between the spill and a record die-off of the bottlenose dolphins that tourists love to spot along the northern Gulf Coast. Pockets of oil still blot the sea floor and spots along Louisiana’s coast.

Meanwhile, many are still wrangling with BP over spill-related claims. Attorneys for businesses and individuals claiming damages from the spill announced a $211 million settlement last week with Transocean Ltd., owner of the failed Deepwater Horizon drilling rig.

Yet, at the same time, parking lots are full outside the same coastal hotels and condominium towers that struggled for business and slashed prices while crude was pouring into the gulf off Louisiana’s coast in 2010.

Visitors bob in surf where oil once washed in, and some restaurants have 90-minute waits for dinner on the weekend. Tourist business has doubled in Alabama’s largest beach towns since before the spill, officials say, and Pensacola Beach, Florida, is so clogged with visitors that traffic is a primary problem.

Many attribute the change in large part to the millions of dollars that BP spent on tourism grants and advertising that promoted the Gulf Coast nationwide to people who previously didn’t even realize that Alabama and Mississippi had coastlines.

“I’ve traveled as recently as the spring to California and there were people there who were saying, ‘Hey, I saw those commercials about Alabama,” said coastal condominium developer Bill Brett. “I really think those commercials helped.”

Brett is an owner of Brett/Robinson Real Estate, where he said business is up about 30 percent since the year before the spill. The company has developed 19 buildings with more than 3,200 condo units on the Alabama coast, including one that was finished with a $37 million settlement from BP after the spill.

The tourism surge isn’t happening in a vacuum: Many U.S. attractions have seen big increases during the same period as the economy recovered following the 2008 financial crisis and Americans returned to the road.

The theme parks of Orlando, Florida, helped draw a record 62 million visitors to the city last year, and the U.S. Travel Association expects Americans to spend about 5 percent more this Memorial Day than last.

But back in 2010, there were questions and fears over whether the tourist economy of the northern Gulf Coast would ever recover from the spill. Residents feared that images of oil-soaked birds and blackened beaches would permanently change travel patterns and leave towns like Gulf Shores, Alabama, and Destin, Florida, as the forgotten coast.

Ted Scarritt, who offers tourist cruises in Orange Beach aboard his 53-foot catamaran “Wild Hearts,” remembers crying and praying while the spill was happening. Scarritt, who also owns a beach service company, purchased the sailboat only months before the spill and had to keep it out of the oil-marred waters that summer.

Today all that seems like a bad, distant dream as he watches clear gulf waters slide past the hull during an afternoon of sailing off Alabama’s coast.

“We’re just amazingly thankful,” said Scarritt. “I think our area has recovered profoundly. You can look at the water right now, you can look at the beach. We’re fine.”

Picking up shells in the surf at Pensacola Beach, Autumn Ventling of Nashville, Tennessee, didn’t realize the spill ever occurred; she was just 18 at the time. Today, she said the white-sand beach and emerald-colored water appear beautiful, just like so many other beaches on the Gulf Coast.

“I can’t tell anything happened,” said Ventling, 23.

Part of that is because of a massive cleanup program BP conducted on beaches after the spill. For months, big machines with metal sifters dug deep to remove remaining mats of tar from the sand, which was then spread back on the seashore.

While the cleanup work was going on, BP was also shelling out cash to revive tourism.

BP spokesman Jason Ryan said the company provided $179 million in tourism promotion grants to the gulf states of Alabama, Florida, Louisiana and Mississippi, and it aired commercials nationally touting the region as recently as early 2013. The company hasn’t disclosed the cost of the spots, he said.

But under an agreement with plaintiff’s attorney who sued over the spill, BP provided another $57 million for private groups and government to promote tourism and seafood on the Gulf Coast.

The rebound has been a relief to people like Jeanne Dailey, owner of Newman-Dailey Vacation Rentals in Destin.

During the long summer of 2010, Dailey spent many sleepless nights fearing oil would wash ashore and kill the tourism business. The Destin area never got the heavy patches of oil that polluted Alabama beaches, Mississippi coastal islands and the boot of Louisiana, but the perception that the entire coast was coated in oil prompted hundreds of vacationers to cancel travel plans, she said.

“Once I made peace with the fact that I might have to declare bankruptcy, things started to get better,” she said.

BP’s ad campaign combined with sales incentives combined to lure people back to the area eventually led to a strong rebound, Dailey said. Five years later, her business is thriving and preparing to mark its 30th anniversary.

___

AP writer Melissa Nelson-Gabriel contributed to this story from Pensacola Beach, Florida.

Copyright 2015 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.

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CITY OF SAN LEANDRO STATE OF CALIFORNIA PUBLIC WORKS DEPARTMENT ENGINEERING DIVISION NOTICE TO BIDDERS FOR ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III

WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.

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PROJECT NO. 2020.0050

BID NO. 25-26.011

  1. BID OPENING: The bidder shall complete the “Proposal to the City of San Leandro” form contained in the Contract Book. The proposal shall be submitted in its entirety. Incomplete proposals will be considered non-responsive. Sealed bids containing the completed Proposal Section subject to the conditions named herein and in the specifications for ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III/PROJECT NO. 2020.0050 addressed to the City of San Leandro will be received at City Hall, 835 East 14th Street, 2nd Floor San Leandro at the office of the City Clerk up to 3:00 p.m. on Thursday, March 19, 2026, at which time they will be publicly opened and read.
  2. WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.
  3. OBTAINING THE PROJECT PLANS AND CONTRACT BOOK: The project plans and Contract Book may be obtained free of charge from the City’s website at:https://www.sanleandro.org/Bids.aspx Bidders who download the plans are encouraged to contact the City of San Leandro Public Works Department Engineering division at 510-577-3428 to be placed on the project planholder’s list to receive courtesy notifications of addenda and other project information. Project addenda, if any, will be posted on the website.  A bidder who fails to address all project addenda in its proposal may be deemed non-responsive.Bidders may also purchase the Project Plans and Contract Book from East Bay Blueprint & Supply Co., at 1745 14th Street, Oakland, CA 94606; Phone Number: (510) 261-2990 or email: ebbp@eastbayblueprint.com.
  4. PRE-BID CONFERENCE: A mandatory pre-bid conference will be held on Tuesday, February 24, 2026, at 2:00 PM and on Wednesday, February 25, 2026, at 10:00 AM as follows:
    Tuesday, February 24, 2026, at 2:00 PM
    Zoom Meeting ID: 883 8752 6074
    Passcode: 502955
    Zoom Link: https://sanleandro-org.zoom.us/j/88387526074?pwd=hZ5rjB8AWdLAUem3CtByFiZxqKarHj.1
    And
  5. Wednesday, February 25, 2026, at 10:00 AM
    Zoom Meeting ID: 898 2672 0472
    Passcode: 091848
    Zoom Link: https://sanleandro-org.zoom.us/j/89826720472?pwd=JgZX2nXMpLSRM5xDPr7EJUxl7QIznr.1The information presented at the conferences will be identical, all bidders must attend one of the pre-bid conference and sign the attendance sheet. A firm that didn’t attend the pre-bid conference isn’t qualified to bid on the project.Questions regarding the plans and specifications may be submitted in writing to the project engineer until 5:00 p.m. five (5) days before, excluding Saturdays, Sundays and Holidays, bids must be received by the City. The City will not respond to oral questions outside of the pre-bid conference. The response, if any, will be by written addendum only. Oral responses do not constitute a revision to these plans or specifications.
  6. VALUE OF WORK: The Engineer has estimated that the value of work is between $1,000,000 and $5,000,000.
  7. SAN LEANDRO BUSINESS PREFERENCE AND PARTICIPATION GOALS: The work performed under this contract is subject to Section 1-6-225 of the San Leandro Municipal Code regarding local business preference and participation. A list of companies that hold a San Leandro business license is located on the City webpage under the finance department, here: https://www.sanleandro.org/340/Business-License
  8. SAN LEANDRO COMMUNITY WORKFORCE AGREEMENT: The work performed under this contract is subject to the Community Workforce Agreement adopted by City Council Resolution 2015-104. Contractors attention is directed to Section 10.

Dated:  February 13, 2026                  Sarah Bunting, City Clerk 

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Oakland Post: Week of February 11 = 17, 2026

The printed Weekly Edition of the Oakland Post: Week of – February 11 – 17, 2026

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To enlarge your view of this issue, use the slider, magnifying glass icon or full page icon in the lower right corner of the browser window.

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Rising Optimism Among Small And Middle Market Business Leaders Suggests Growth for California

“Business leaders across the Pacific region continue to demonstrate a unique blend of resilience and forward-thinking, even in the face of ongoing economic uncertainty,” said Brennon Crist, Managing Director and Head of the Pacific Segment, Commercial Banking, J.P. Morgan. “Their commitment to innovation and growth is evident in the way they adapt to challenges and seize new opportunities. It’s this spirit that keeps our region at the forefront of business leadership and progress. We look forward to helping our clients navigate all that’s ahead in 2026.”

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Super Scout / E+ with Getty Images.
Super Scout / E+ with Getty Images.

Sponsored by JPMorganChase

 Business optimism is returning for small and midsize business leaders at the start of 2026, fueling confidence and growth plans.

The 2026 Business Leaders Outlook survey, released in January by JPMorganChase reveals a turnaround from last June, when economic headwinds and uncertainty about shifting policies and tariffs caused some leaders to put their business plans on hold.

Midsize companies, who often find themselves more exposed to geopolitical shifts and policy changes, experienced a significant dip in business and economic confidence in June of 2025. As they have become more comfortable with the complexities of today’s environment, we are seeing optimism rebounding in the middle market nationwide – an encouraging sign for growth, hiring, and innovation. Small businesses, meanwhile, maintained steady optimism throughout 2025, but they aren’t shielded from domestic concerns. Many cited inflation and wage pressures as the top challenges for 2026 and are taking steps to ensure their businesses are prepared for what’s ahead.

“Business leaders across the Pacific region continue to demonstrate a unique blend of resilience and forward-thinking, even in the face of ongoing economic uncertainty,” said Brennon Crist, Managing Director and Head of the Pacific Segment, Commercial Banking, J.P. Morgan. “Their commitment to innovation and growth is evident in the way they adapt to challenges and seize new opportunities. It’s this spirit that keeps our region at the forefront of business leadership and progress. We look forward to helping our clients navigate all that’s ahead in 2026.”

Overall, both small and midsize business leaders are feeling more confident to pursue growth opportunities, embrace emerging technologies and, in some cases, forge new strategic partnerships. That bodes well for entrepreneurs in California. Here are a few other key findings from the Business Leaders Outlook about trends expected to drive activity this year:

  1. Inflation remains the top concern for small business owners. Following the 2024 U.S. presidential election, many anticipated a favorable business environment. By June 2025, however, that feeling shifted amid concerns about political dynamics, tariffs, evolving regulations and global economic headwinds.

     Going into 2026, 37% of respondents cited inflation as their top concern. Rising taxes came in second at 27% and the impact of tariffs was third at 22%. Other concerns included managing cash flow, hiring and labor costs.

  1. For middle market leaders, uncertainty remains an issue. Almost half (49%) of all midsize business leaders surveyed cited “economic uncertainty” as their top concern – even with an improved outlook from a few months ago. Revenue and sales growth was second at 33%, while tariffs and labor both were third at 31%.
  2. And tariffs are impacting businesses costs. Sixty-one percent of midsize business leaders said tariffs have had a negative impact on the cost of doing business.
  3. Despite challenges, leaders are bullish on their own enterprises. Though the overall outlook is mixed, 74% of small business owners and 71% of middle market companies are optimistic about their company’s prospects for 2026.
  4. Adaption is the theme. For small business owners surveyed across the U.S., responding to continuing pressures is important in 2026. Building cash reserves (47%), renegotiating supplier terms (36%) and ramping up investments in marketing and technology are among the top priorities.
  5. Big plans are on the horizon. A majority midsized company leaders expect revenue growth this year, and nearly three out of five of (58%) plan to introduce new products or services in the coming year, while 53% look to expand into new domestic and/or international markets. Forty-nine percentsay they’re pursuing strategic partnerships or investments.

 The bottom line

Rebounding optimism among U.S. business leaders at the start of the year is setting the stage for an active 2026. With business leaders looking to implement ambitious growth plans that position themselves for the future, momentum in California could be beneficial for leaders looking to launch, grow or scale their business this year.

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Once Vilified, BP Now Getting Credit for Gulf Tourism Boom

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In this Wednesday, May 13, 2015 photo, tourists line the beaches in Gulf Shores, Ala. Industry officials say Gulf Coast tourism is surging, five years after the BP oil spill. (AP Photo/Brynn Anderson)

In this Wednesday, May 13, 2015 photo, tourists line the beaches in Gulf Shores, Ala. Industry officials say Gulf Coast tourism is surging, five years after the BP oil spill. (AP Photo/Brynn Anderson)

JAY REEVES, Associated Press

ORANGE BEACH, Ala. (AP) — With the Memorial Day holiday here, fallout from the oil spill that left Gulf Coast beaches smeared with gooey tar balls and scared away visitors in 2010 is being credited, oddly, with something no one imagined back then: An increase in tourism in the region.

Five years after the BP disaster, the petroleum giant that was vilified during heated town hall meetings for killing a way of life is now being praised by some along the coast for spending more than $230 million to help lure visitors back to an area that some feared would die because of the spill.

Questions remain about the long-term environmental impacts of the BP disaster, with a report released just last week finding a definite link between the spill and a record die-off of the bottlenose dolphins that tourists love to spot along the northern Gulf Coast. Pockets of oil still blot the sea floor and spots along Louisiana’s coast.

Meanwhile, many are still wrangling with BP over spill-related claims. Attorneys for businesses and individuals claiming damages from the spill announced a $211 million settlement last week with Transocean Ltd., owner of the failed Deepwater Horizon drilling rig.

Yet, at the same time, parking lots are full outside the same coastal hotels and condominium towers that struggled for business and slashed prices while crude was pouring into the gulf off Louisiana’s coast in 2010.

Visitors bob in surf where oil once washed in, and some restaurants have 90-minute waits for dinner on the weekend. Tourist business has doubled in Alabama’s largest beach towns since before the spill, officials say, and Pensacola Beach, Florida, is so clogged with visitors that traffic is a primary problem.

Many attribute the change in large part to the millions of dollars that BP spent on tourism grants and advertising that promoted the Gulf Coast nationwide to people who previously didn’t even realize that Alabama and Mississippi had coastlines.

“I’ve traveled as recently as the spring to California and there were people there who were saying, ‘Hey, I saw those commercials about Alabama,” said coastal condominium developer Bill Brett. “I really think those commercials helped.”

Brett is an owner of Brett/Robinson Real Estate, where he said business is up about 30 percent since the year before the spill. The company has developed 19 buildings with more than 3,200 condo units on the Alabama coast, including one that was finished with a $37 million settlement from BP after the spill.

The tourism surge isn’t happening in a vacuum: Many U.S. attractions have seen big increases during the same period as the economy recovered following the 2008 financial crisis and Americans returned to the road.

The theme parks of Orlando, Florida, helped draw a record 62 million visitors to the city last year, and the U.S. Travel Association expects Americans to spend about 5 percent more this Memorial Day than last.

But back in 2010, there were questions and fears over whether the tourist economy of the northern Gulf Coast would ever recover from the spill. Residents feared that images of oil-soaked birds and blackened beaches would permanently change travel patterns and leave towns like Gulf Shores, Alabama, and Destin, Florida, as the forgotten coast.

Ted Scarritt, who offers tourist cruises in Orange Beach aboard his 53-foot catamaran “Wild Hearts,” remembers crying and praying while the spill was happening. Scarritt, who also owns a beach service company, purchased the sailboat only months before the spill and had to keep it out of the oil-marred waters that summer.

Today all that seems like a bad, distant dream as he watches clear gulf waters slide past the hull during an afternoon of sailing off Alabama’s coast.

“We’re just amazingly thankful,” said Scarritt. “I think our area has recovered profoundly. You can look at the water right now, you can look at the beach. We’re fine.”

Picking up shells in the surf at Pensacola Beach, Autumn Ventling of Nashville, Tennessee, didn’t realize the spill ever occurred; she was just 18 at the time. Today, she said the white-sand beach and emerald-colored water appear beautiful, just like so many other beaches on the Gulf Coast.

“I can’t tell anything happened,” said Ventling, 23.

Part of that is because of a massive cleanup program BP conducted on beaches after the spill. For months, big machines with metal sifters dug deep to remove remaining mats of tar from the sand, which was then spread back on the seashore.

While the cleanup work was going on, BP was also shelling out cash to revive tourism.

BP spokesman Jason Ryan said the company provided $179 million in tourism promotion grants to the gulf states of Alabama, Florida, Louisiana and Mississippi, and it aired commercials nationally touting the region as recently as early 2013. The company hasn’t disclosed the cost of the spots, he said.

But under an agreement with plaintiff’s attorney who sued over the spill, BP provided another $57 million for private groups and government to promote tourism and seafood on the Gulf Coast.

The rebound has been a relief to people like Jeanne Dailey, owner of Newman-Dailey Vacation Rentals in Destin.

During the long summer of 2010, Dailey spent many sleepless nights fearing oil would wash ashore and kill the tourism business. The Destin area never got the heavy patches of oil that polluted Alabama beaches, Mississippi coastal islands and the boot of Louisiana, but the perception that the entire coast was coated in oil prompted hundreds of vacationers to cancel travel plans, she said.

“Once I made peace with the fact that I might have to declare bankruptcy, things started to get better,” she said.

BP’s ad campaign combined with sales incentives combined to lure people back to the area eventually led to a strong rebound, Dailey said. Five years later, her business is thriving and preparing to mark its 30th anniversary.

___

AP writer Melissa Nelson-Gabriel contributed to this story from Pensacola Beach, Florida.

Copyright 2015 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.

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CITY OF SAN LEANDRO STATE OF CALIFORNIA PUBLIC WORKS DEPARTMENT ENGINEERING DIVISION NOTICE TO BIDDERS FOR ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III

WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.

Published

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PROJECT NO. 2020.0050

BID NO. 25-26.011

  1. BID OPENING: The bidder shall complete the “Proposal to the City of San Leandro” form contained in the Contract Book. The proposal shall be submitted in its entirety. Incomplete proposals will be considered non-responsive. Sealed bids containing the completed Proposal Section subject to the conditions named herein and in the specifications for ANNUAL STREET OVERLAY/REHABILITATION 2019-21 – PHASE III/PROJECT NO. 2020.0050 addressed to the City of San Leandro will be received at City Hall, 835 East 14th Street, 2nd Floor San Leandro at the office of the City Clerk up to 3:00 p.m. on Thursday, March 19, 2026, at which time they will be publicly opened and read.
  2. WORK DESCRIPTION: The work to be done consists of roadway paving, base cement stabilization, concrete curb ramps, driveways, sidewalks, curbs and gutters, traffic detection loops and pavement striping, and doing all appurtenant work in place and ready for use, all as shown on the plans and described in the specifications with the title indicated in Paragraph 1 above, and on file in the office of the City Engineer. Reference to said plans and specifications is hereby made for further particulars.
  3. OBTAINING THE PROJECT PLANS AND CONTRACT BOOK: The project plans and Contract Book may be obtained free of charge from the City’s website at:https://www.sanleandro.org/Bids.aspx Bidders who download the plans are encouraged to contact the City of San Leandro Public Works Department Engineering division at 510-577-3428 to be placed on the project planholder’s list to receive courtesy notifications of addenda and other project information. Project addenda, if any, will be posted on the website.  A bidder who fails to address all project addenda in its proposal may be deemed non-responsive.Bidders may also purchase the Project Plans and Contract Book from East Bay Blueprint & Supply Co., at 1745 14th Street, Oakland, CA 94606; Phone Number: (510) 261-2990 or email: ebbp@eastbayblueprint.com.
  4. PRE-BID CONFERENCE: A mandatory pre-bid conference will be held on Tuesday, February 24, 2026, at 2:00 PM and on Wednesday, February 25, 2026, at 10:00 AM as follows:
    Tuesday, February 24, 2026, at 2:00 PM
    Zoom Meeting ID: 883 8752 6074
    Passcode: 502955
    Zoom Link: https://sanleandro-org.zoom.us/j/88387526074?pwd=hZ5rjB8AWdLAUem3CtByFiZxqKarHj.1
    And
  5. Wednesday, February 25, 2026, at 10:00 AM
    Zoom Meeting ID: 898 2672 0472
    Passcode: 091848
    Zoom Link: https://sanleandro-org.zoom.us/j/89826720472?pwd=JgZX2nXMpLSRM5xDPr7EJUxl7QIznr.1The information presented at the conferences will be identical, all bidders must attend one of the pre-bid conference and sign the attendance sheet. A firm that didn’t attend the pre-bid conference isn’t qualified to bid on the project.Questions regarding the plans and specifications may be submitted in writing to the project engineer until 5:00 p.m. five (5) days before, excluding Saturdays, Sundays and Holidays, bids must be received by the City. The City will not respond to oral questions outside of the pre-bid conference. The response, if any, will be by written addendum only. Oral responses do not constitute a revision to these plans or specifications.
  6. VALUE OF WORK: The Engineer has estimated that the value of work is between $1,000,000 and $5,000,000.
  7. SAN LEANDRO BUSINESS PREFERENCE AND PARTICIPATION GOALS: The work performed under this contract is subject to Section 1-6-225 of the San Leandro Municipal Code regarding local business preference and participation. A list of companies that hold a San Leandro business license is located on the City webpage under the finance department, here: https://www.sanleandro.org/340/Business-License
  8. SAN LEANDRO COMMUNITY WORKFORCE AGREEMENT: The work performed under this contract is subject to the Community Workforce Agreement adopted by City Council Resolution 2015-104. Contractors attention is directed to Section 10.

Dated:  February 13, 2026                  Sarah Bunting, City Clerk 

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Oakland Post: Week of February 11 = 17, 2026

The printed Weekly Edition of the Oakland Post: Week of – February 11 – 17, 2026

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To enlarge your view of this issue, use the slider, magnifying glass icon or full page icon in the lower right corner of the browser window.

Continue Reading

Advice

Rising Optimism Among Small And Middle Market Business Leaders Suggests Growth for California

“Business leaders across the Pacific region continue to demonstrate a unique blend of resilience and forward-thinking, even in the face of ongoing economic uncertainty,” said Brennon Crist, Managing Director and Head of the Pacific Segment, Commercial Banking, J.P. Morgan. “Their commitment to innovation and growth is evident in the way they adapt to challenges and seize new opportunities. It’s this spirit that keeps our region at the forefront of business leadership and progress. We look forward to helping our clients navigate all that’s ahead in 2026.”

Published

on

Super Scout / E+ with Getty Images.
Super Scout / E+ with Getty Images.

Sponsored by JPMorganChase

 Business optimism is returning for small and midsize business leaders at the start of 2026, fueling confidence and growth plans.

The 2026 Business Leaders Outlook survey, released in January by JPMorganChase reveals a turnaround from last June, when economic headwinds and uncertainty about shifting policies and tariffs caused some leaders to put their business plans on hold.

Midsize companies, who often find themselves more exposed to geopolitical shifts and policy changes, experienced a significant dip in business and economic confidence in June of 2025. As they have become more comfortable with the complexities of today’s environment, we are seeing optimism rebounding in the middle market nationwide – an encouraging sign for growth, hiring, and innovation. Small businesses, meanwhile, maintained steady optimism throughout 2025, but they aren’t shielded from domestic concerns. Many cited inflation and wage pressures as the top challenges for 2026 and are taking steps to ensure their businesses are prepared for what’s ahead.

“Business leaders across the Pacific region continue to demonstrate a unique blend of resilience and forward-thinking, even in the face of ongoing economic uncertainty,” said Brennon Crist, Managing Director and Head of the Pacific Segment, Commercial Banking, J.P. Morgan. “Their commitment to innovation and growth is evident in the way they adapt to challenges and seize new opportunities. It’s this spirit that keeps our region at the forefront of business leadership and progress. We look forward to helping our clients navigate all that’s ahead in 2026.”

Overall, both small and midsize business leaders are feeling more confident to pursue growth opportunities, embrace emerging technologies and, in some cases, forge new strategic partnerships. That bodes well for entrepreneurs in California. Here are a few other key findings from the Business Leaders Outlook about trends expected to drive activity this year:

  1. Inflation remains the top concern for small business owners. Following the 2024 U.S. presidential election, many anticipated a favorable business environment. By June 2025, however, that feeling shifted amid concerns about political dynamics, tariffs, evolving regulations and global economic headwinds.

     Going into 2026, 37% of respondents cited inflation as their top concern. Rising taxes came in second at 27% and the impact of tariffs was third at 22%. Other concerns included managing cash flow, hiring and labor costs.

  1. For middle market leaders, uncertainty remains an issue. Almost half (49%) of all midsize business leaders surveyed cited “economic uncertainty” as their top concern – even with an improved outlook from a few months ago. Revenue and sales growth was second at 33%, while tariffs and labor both were third at 31%.
  2. And tariffs are impacting businesses costs. Sixty-one percent of midsize business leaders said tariffs have had a negative impact on the cost of doing business.
  3. Despite challenges, leaders are bullish on their own enterprises. Though the overall outlook is mixed, 74% of small business owners and 71% of middle market companies are optimistic about their company’s prospects for 2026.
  4. Adaption is the theme. For small business owners surveyed across the U.S., responding to continuing pressures is important in 2026. Building cash reserves (47%), renegotiating supplier terms (36%) and ramping up investments in marketing and technology are among the top priorities.
  5. Big plans are on the horizon. A majority midsized company leaders expect revenue growth this year, and nearly three out of five of (58%) plan to introduce new products or services in the coming year, while 53% look to expand into new domestic and/or international markets. Forty-nine percentsay they’re pursuing strategic partnerships or investments.

 The bottom line

Rebounding optimism among U.S. business leaders at the start of the year is setting the stage for an active 2026. With business leaders looking to implement ambitious growth plans that position themselves for the future, momentum in California could be beneficial for leaders looking to launch, grow or scale their business this year.

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