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HomeMy Public PortalAbout20070523 - Agenda Packet - Board of Directors (BOD) - 07-11 Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Meeting 07-11 REGULAR MEETING BOARD OF DIRECTORS MIDPENINSUL,A, REGIONAL OPEN SPACE DISTRICT 7:30 p.m. Wednesday, May 23, 2007 330 Distel Circle, Los Altos, California AGENDA* 7:30 RV(A LAIIMEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ROLL CALL ORAL COMMUNICATIONS—Public ADOPTION OF AGENDA—K. Nitz ADOPTION OF CONSENT CALENDAR—K. Nitz APPROVAL OF MINUTES: April 25, 2007 BOA14D BUSINESS 7:40* 1 Review and Comment oil Final Report Presentation by LA Consulting for Phase I ot'Land Management Cost Evaluation and Efficiency Study; Direct Staffto Develop ACTION plan Based on Results of the Efficiency Study - G. Baillic 8:10* 2 Authorize General Manager to Execute License Agreement Allowing UNAVCO, Inc. Access to Mills Creek, Rancho San Antonio, and Russian Ridge Open Space Preserves to Install and Maintain aTotal of Three GPS Monuments consistent with Terms and Conditions Set Out in Report and required by License Agreement; Determine that Project is Categorically Exempt from California Environmental Quality Act(CI1-1QA) E. Simmons 8:20* 3 Authorize Payment ot'General Liability and Workers' Compensation Insurance Deposits to California Joint Powers Insurance Authority(CJPIA) for Policy Year 2007-2008;Appropriate and Authorize$90,200 from New Land Purchases Account for Payment of These Insurance Deposits— S. Rice 4 Authorize General Manager to Execute Purchase Agreement through the California Department ot'General Services Billing Process with Pape Machinery for One Tractor at a Total Cost not to Exceed $70,000—D. Topley 5 Adopt Proposed Amendment to Section 2.50 of the District's Rules of Procedure to Add an Additional Authorized Signatory for Entrance into District's Safe Deposit Boxes—S. Rice 6 Authorize the Cancellation of June 13, 2007 Regular Meeting of the Board of Directors—C. Britton REVISED CLAIMS 8:30* INFORNIATIONAL REPORTS -Reports on conipensable meetings attended. Brief Reports or announcements concerning activities of District Directors and Staff, opportunity to refer public or Board questions to staff for factual information; request staff to report back to the Board on matter at a future meeting; or direct staff to place a matter on a future agenda. 8:40* ADJOURNMENT ;Meeting 07-11 Page 2 Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order. TOADDRENS TNT BOARD: The Chair will//invite public comment on agenda items at the tine each item is considered by the Board oj'Direclors. You inal,address the Board concerning other matters during Oral(7oininunications. Each speaker will ordinarill,be limited to three minutes. Alternately. you mat,comment to the Board by a written communication, which the Board appreciates. All items on the consent calendar tnqj,be approved without discussion by one motion. Board members,the General Manager,and members qfthe public nial,request that an nein he reinoved./ront the Consent Calendar during consideration of the Consent Calendar. In compliance with the Anicricans with Disabilities Act,ifyou need assistance to participate in this niecting,please contact the District Clerk at(650) 691-1200 Notification 48 hours prior to the meeting will enable the District to make reasonable arrangements to ensure accessibility to this meeting. Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R-07-60 Meeting 07-11 May 23, 2007 AGENDA ITEM I AGENDA ITEM Presentation by the Consultant on the Report for Phase I of the �d Management Cost Evaluation and Efficiency Study and Direct Staff to Develop Action Plan Based upon the Results of the Study. GENERAL MANAGER'S RECOMMENDATION 4, Review and comment on the Final Report for Phase I of the Land Management Cost Evaluation and Efficiency Study, and direct staffto develop an action plan based upon the results ofthc Study. BACKGROUND In Fiscal Year 2005-2006, staff developed a Request for Proposals for a Land Management Cost Evaluation and Efficiency Study with a focus on operational issues. Completion of the project was identified as one of the key projects in the Fiscal Year 2006-2007 Operations Field Action Plan, LA Consulting was chosen as the most responsive bidder, and a contract was authorized at the May 31, 2006 meeting (Report R-06-66). LA Consulting provided a proposal of$84,954, and an additional $5,044.00 (5.9% of the project cost) was allocated for contingencies, for a total of $90,000. The total cost of the first phase of the project to date has been $60,787, and includes a review of the District maintenance and resource management practices to ensure that the practices arc as efficient as possible. The consultant has extensive experience working with other agencies, and as a result has a library of data to compare to the District on a -best practices basis. A second phase of the project would be the development of database system that would allow the District to accurately estimate the initial and the ongoing costs of managing and maintaining areas of land that are being considered for purchase. DISCUSSION The District signed a contract with LA Consulting in July 2006, and a timeline for the first phase of the project was created that extended from August 2006 through April 2007. J R-07-60 Page 2 After initial meetings with LA Consulting, it was recognized that the most efficient course of action was to complete the efficiency study portion of the project and then evaluate the second phase (the cost database) in light of the results of the first phase. LA Consulting conducted an extensive review of all functions of the District's field operations. Members of its team participated in ride-alongs with both District patrol and maintenance staff, met with supervisors and managers, and communicated with other staff in person, by telephone and by e-mail. LA Consulting also reviewed a wide variety of documents from the District, from the Enabling Legislation to activity reports and policy documents. They also provided frequent updates for staff. Three meetings were held at each office (a total of nine meetings) to keep staff updated on the progress ofthe project, and copies of the Baseline, Findings, and Recommendations working papers were made available for all field and management staff members who had an interest. Members of staff were able to provide input directly to the consultant if they wished. As a result of its work, LA Consulting has provided 45 recommendations and a valuable background analysis. It has provided information and recommendations based on the information that its staffgathered through their review process and comparison with similar agencies. Next Steps in the Process Staff believes that the appropriate next step is the review of all of the information that has been provided, and the development of an action plan in response to the information. At the start of the project it was believed that the Access database, which LA Consulting has used as an analysis tool in the creation of the Final Report, might also be suitable as a tool for forecasting the cost of land that the District is considering for purchase. However, after working with the District, LA Consulting has recommended that the District also review some commercially available "off the shelf' maintenance management software to meet both the current needs of the District, and the forecasting function that the District desires. Staff believes that this review is appropriate, and consideration of next steps regarding the database should be viewed in conjunction with all of the other recommendations in this Report, as well as other priority projects contained in the current Operation Department's Action Plan. Pre pared by: Gordon Baillic, Managcrncnt Analyst Contact ontact person: Same as Above i Land Management and Cost Evaluation Study Final Report i 'yr Y i f April 2007 IDPENINSULA REGIONAL OPEN SPACE DISTRICT 1209 Manhattan Avenue,Suite 310 Lorick Associates Manhattan Beach,CA 90266 CONSULTING Ph: (310)374-5777 Fax: (310)374-5557 I i 1. Executive Summary a. Existing Operations........................................................................................1-1 b. Recommendations ........................................................................................1-11 c. Summary.......................................................................................................1-20 2. Baseline a. General Facts..................................................................................................2-2 b. Planning..........................................................................................................2-7 c. Organization.................................................................................................2-26 d. Direction of Works.......................................................................................2-34 e. Work Tracking & System Use .....................................................................2-35 f. Work Processes ............................................................................................2-37 3. Findings a. General ...........................................................................................................3-1 b. Planning..........................................................................................................3-8 c. Organizing....................................................................................................3-22 d. Directing.......................................................................................................3-31 e. Controlling....................................................................................................3-33 4. Recommendations a. General Improvements ...................................................................................4-1 b. Planning Improvements rovements..................................................................................4-6 c. Organizing Improvements............................................................................4-14 g g p d. Directing/Controlling Improvements ...........................................................4-19 e. Summary.......................................................................................................4-22 5. Appendix A- Equipment List i 6. Appendix B-Estimated Work Plan LA Consulting Inc.©2007 TOC-1 Final Report i SECTION 9 EXECUTIVE SUMMARY M/DPENINSULA REGIONAL OPEN SPACE DISTRICT MAINTENANCE OPERATIONS LA Consulting(LAC) has prepared a report on effective and efficient management practices of the maintenance operations for Midpeninsula Regional Open Space District (MROSD or District). This report outlines and provides an action plan of how system operations can be improved through implementing the basic management principles of planning, organizing, directingand controlling/improving. LAC's a roach to evaluating the District's maintenance PP g operations was to review the existing operations and to identify opportunities to further improve the system. The information was compiled from LAC reviews, interviews, field and office observations and research of agency documents. Analysis of the agency's performance was then conducted to identify trends and current practices and compare them to ideal, industry and similar agencies' performance. The specific details of the baseline, findings and recommendations are described in the body of the report. The report is structured as follows: 1. Executive Summary—Summary of the Baseline understanding with explicit recommendations and supporting information. 2. Baseline Section—Overall understanding of the maintenance operations for the District. 3. Findings Section—Seventy-one (71) specific findings and support information for maintenance operations as compared to the ideal, industry and similar agencies' practices. 4. Recommendation Section—Forty-five (45) key recommendations that outline the benefit of improving the District's maintenance operations. EXISTING OPERATIONS GENERAL FACTS • MROSD is responsible for the acquisition and preservation of open space within San Mateo, Santa Cruz, and Santa Clara counties. • The District currently maintains approximately 226-246 miles of trails designed for low impact recreational use, as well as 51,109 acres of open space allocated throughout 25 preserves. Innovative Ideas • A contracted geologist has been inventorying select trails to identify condition and maintenance needs. • Maintenance crews maintain trails at a high service level and employ innovative design methods such as "rolling dips" in lieu of water bars. • An extensive volunteer program utilizes approximately 6-8 FTE's seasonally to assist with light duty maintenance. LA Consulting Inc.®April 2007 1-1 Executive Summary—Final Report-MROSD Master Plan • The Master Plan was developed in 1978 with policies to guide in the acquisition and preservation of open space. • The Plan is divided into 3 sections: Open Space Acquisition Policies, Open Space Land Evaluation, and Implementation. Previous Studies The Warner Group— Operations Program Review (1998) • Benchmarking among several parks and special districts was performed and recommendations were made in regards to operations and patrol. • An action plan was created after completion of the review in 1998, and then updated in 2002. The purpose of the action plan was to outline an implementation plan for recommendations generated by the review. Natural Lands Management Cost Analysis (2004) • Case studies for 28 various preservation agencies to determine land management cost included Skyline Ridge Open Space Preserve. • Study calculated Skyline Ridge to cost$118 per acre with bulk of the cost in Public Services and Habitat Maintenance. Travel Time • Approximately a 45 minute drive between field offices and 30-45 minutes from field offices to the administrative office. • Travel has a significant impact on routine activities such as restroom monitoring or open/close preserves with travel to outlying preserves taking up to I Y2hours. PLANNING Assets Preserves 0 The District maintains 51,019 acres (49,638 in GIS) among 25 preserves within Santa Clara, Santa Cruz, and San Mateo counties. 0 Preserve area ranges from 54 acres to 17,357 acres,with the largest being Sierra Azul OSP. 0 Land acquisition growth rate has slowed from 9.9%between 1985 and 1995, to 2.4% since 1995. Coastal Annexation • Agreement between the District and San Mateo County which allows the District to purchase and preserve land along the San Mateo coast. • Fifteen year plan to purchase between 8,240 and 11,800 acres with 6,000-8,000 in the first 5 years. LA Consulting Inc.C)April 2007 1-2 Executive Summary—Final Report-MROSD • Service Plan outlines staffing benchmark for newly acquired land in order to meet maintenance needs of one new field staff(Maintenance or Patrol) for each 1,720 acres or when there is more than 10 trail miles per 1,720 acres. Trails • MROSD maintains over 226 trail miles. • GIS data is available, but found to be incomplete or inaccurate regarding inventory amounts and trail characteristics with GIS data was obtained from unconfirmed outside sources. Trail Types • Trails are categorized as Single Trak, Double Trak, Roads, and PersonaUIllegal. • Eighty-nine percent(89%) of trails are multi-use for hiking, biking, and equestrian. The remaining I 1%are designated for hiking only. • Skyline Field Office maintains 402 directional signs and Foothill Field Office maintains 237 directional signs. Permits • Usage permits are required for events if they have been advertised, if they require a fee for participation, or if it will be attended by 20 or more people. • A total of 671 permits were issued in 2005. This amount has,increased an average of 12% from 2000 to 2005. Preserve Usage • No formal system has been developed to document actual preserve usage, but a current project is underway. • Trail census' performed by volunteers counted over 7,000 visitors during several months and calculated an average of 73%users as hikers, 5%as runners, 2%equestrian, with one census determining 24%to be bicyclists. • District personnel estimate 100,000 annual visitors to Rancho San Antonio County Park (RSACP), or 2,000-3,000 per weekend. Warner Group Study estimated 1 million visitors annually. User Types • Trail use is reserved for hiking, biking,and equestrian activities. Dogs are allowed on a limited number of trails. • Biking is permitted on 68%of trails and equestrian activities on 87%of trails. Hiking is permitted on all trails. Activities Pareto's Law is an economic principle that suggests 20%of the work requires 80%of the resources. Work load estimates from each field office were analyzed to determine the major activities. While both field offices have identified specific activities,definitions and work methods are not similar between the two offices. LA Consulting Inc.0 April 2007 1-3 Executive Summary—Final Report-MROSD Foothill Field Office • Top activities include CIP Projects, Resource Management Projects, Trail Brushing, Misc. Maintenance Projects, Restroom Maintenance, Road Maintenance/Repairs, RSACP, Winter Prep/Storm Checks, and Road (Tractor)Brushing. • Work planning is performed by entering hourly estimates for activities in an Excel spreadsheet. These estimates are used in developing an annual plan to determine labor resource requirements. Skyline Field Office • Top activities include Admin/Meetings/Cleanup/Fitness, Brushing, Resource Management, Planning Project, Trail/Road Maintenance for Erosion Control, Trail/Road Maintenance for Visitor Access, Operations Structure Work, and Enterprise Facility Work. • Work planning is similar to the Foothill field office with the addition of cost estimates, status updates, and a priority rating for each project. Budgets • Operations budget is divided into three areas: Administration, Support Services, and Resource Management. • Operations budget was $5.2 million in FY2005-06,which has increased an average of 3.2%annually since FY2002-03. • Administration comprised 81%of all Operations budget. • MROSD expected over$30 million in revenue in FY2005-06,with $19.7 million generated through tax revenue and the remainder from various grants, land gifts, and other income. • Skyline budget for FY2005-06 was $143,920, an average annual decrease of 2% since FY2002-03 with the Foothill budget for FY2005-06 being $148,600, an average annual decrease of 1%. • RSACP budget for FY2005-06 was $85,600, indicating an average annual decrease of 8%. Resource Management budget for FY2005-06 was $220,633, indicating an average annual increase of 19%. • Support Services budget for FY2005-06 was $424,800, indicating an average annual decrease of 5% since FY2002-03. • Operations Administration budget for FY2005-06 was $4,244,346, indicating an average annual increase of 5% since FY2002-03. This budget includes all salaries and benefits. • Overhead rates are not currently calculated by the District. Growth Policies • District Board and Budget Committee established an average annual growth limit of 7%. This can be exceeded in a given year as long as the annual average is less than 7%. • If tax revenue growth is greater than 5%, and the operating budget is 50%or less of the total budget, an exception to the 7%rule can be made. LA Consulting Inc.0 April 2007 1-4 Executive Summary—Final Report-MROSD • The capital improvement budget funding is limited to an average of$700,000 per year over a five-year period and the facilities improvement budget is limited to 3.5%growth over a 10-year average. Action Plan • Each division develops an annual action plan which is reviewed and updated annually. • Operations highlights for 2005-06 include: o Added three new positions (2 Rangers, 1 Resource Specialist I) & Orientation and training on the new Ranger Operations Manual o New trail construction and relocation at Pulgas Ridge and El Corte de Madera Creek o Underground power lines at Purisima Creek Redwoods OSP 0 5,748 personnel hours spent on Resource Management ORGANIZATION • There are three levels of upper management including the Board of Directors,the General Manager, and the Division Managers. • The District is managed by the General Manager and is divided into five functional divisions: Administration, Operations, Planning, Public Affairs, and Real Property. Operations • The Operations Manager reports directly to the General Manager and has 5 direct reports. • The span of control in Operations ranges from 1:3 to 1:5 for superintendents and supervisors and may increase when using seasonal employees. Labor Resources • MROSD has 1.06 budgeted positions with Operations having 53 full-time employees and 2 part-time administrative assistants. • The District utilizes 12-13 Seasonal Open Space Technicians (SOST)which are used for various labor support roles on light duty maintenance tasks. Total hours worked by SOST's amount to 6-8 FTE's. • Operations employees constitute 59%of all District personnel, followed by Planning (13%), Administration(10%), Public Affairs (8%), Real Property (5%), and Management (5%). • The average length of service is 7.8 years,with the Supervisor and Area Superintendents averaging more than 20 years. Hours of Operation • Preserves are open from dawn to dusk, 365 days a year. • Staggered shifts are used to provide coverage throughout the week,with all employees working on Wednesday. • Maintenance personnel generally work from 7:00am to 4:30pm, Monday through Friday, on a 5/8 or 9/80 schedule. LA Consulting lnc.0 April 2007 1-5 Executive Summary—Final Report-MROSD • Rangers also work a 9/80 schedule with shifts covering Wed-Sun or Sat-Wed to allow for weekend coverage. • The Foothills field office schedules a morning shift and an evening shift, and the Skyline field office schedules 3 shifts: morning, evening, and swing. • Employee contract allows for 1.5 hours of fitness time per week. • Overtime is minimally utilized in Operations and comprised less than 0.5%of regular hours in 2005. Volunteer Program District Volunteer Program is managed through Public Affairs and works closely with Operations. • Volunteers are used for the positions of Crew Leader, Preserve Partner, Volunteer Trail Patrol, and Docents. • The District utilizes over 500 volunteers for approximately 14,000 hours annually. This equates to 7-8 FTE's. Ranger Responsibilities • Rangers' primary responsibility is patrol and includes some one-person maintenance tasks such as sign maintenance,weed whipping, and restroorn maintenance. • Winter duties include constructing water bars, clearing culverts and chainsaw work on downed trees. • Summer duties include vegetation clearing and identifying major maintenance projects. • All Rangers participating in the Ranger Residency program are on 24-hour call out and are trained as first responders for law enforcement, fire, and medical aid. Resource Management • The District defines Resource Management to include natural resource management of native vegetation and wildlife, and cultural resource management of archeological sites and cultural landscapes. • Functions of Resource Management are performed by Operations, Planning, and Public Affairs staff. • The Weed Information Management System (WIMS) system is currently being developed to track Resource Management work performed in the field. Planning • Planning works closely with Operations as project managers on some projects with some specialization in GIS, roads and resource management. • Planning is responsible for obtaining permits for both in-house and contract work. Peninsula Open Space Trust(POST) • The mission of the Peninsula Open Space Trust(POST) is to protect land in the San Francisco peninsula and encourage use of land for natural resource protection,wildlife habitat and low use intensity recreation. • POST acquires land from private donors and then sells it at a reasonable price to preservation agencies. LA Consulting Inc.®April 2007 1-6 Executive Summary—Final Report-MROSD • Works closely with the District to identify desirable lands to acquire. Real Property • The Real Property group works closely with POST to acquire lands. • Coordinates with Operations and Planning to review a site prior to purchase to determine maintenance needs. Equipment Resources • The District uses 74 vehicles and equipment with 61 identified as rolling stock by LAC. • Seventy percent(70%) of rolling stock is comprised of pickup trucks and SUV's. • Fleet also includes 6 tractors,4 dump trucks, 2 mini-excavators, 2 chippers, a flatbed, a dozer, and a water truck. • The average age of all rolling stock is 7.7 years. • Mileage is tracked on all vehicles, and hourly meters are checked for inspection purposes only and are not documented in a system. • A general 5-year budget plan exists for vehicle replacement, but does not identify specific vehicles. • Patrol vehicles are handed down to Maintenance after 6 years, or 80,000 miles. Maintenance vehicles are replaced after approximately 100,000 miles. • Vehicle rates are not currently calculated and costs are budgeted from the support services account. • Vehicle maintenance is provided by outside vendors, and heavy equipment repairs are done by the EMO when possible. Contract Work Performed by Others • Some maintenance is performed by others, with field personnel generally managing their own contracts. • Contracted work includes road grading, pest recommendations, equipment maintenance, and major projects requiring special pen-nits. Contract Work Performed for Others Rancho San Antonio County Park(RSACP) • Santa Clara County has paid the District$1.5 million, or$150,000 per year to provide maintenance and operation support at RSACP through June 2010. • District provides patrol and ground maintenance. Facility maintenance is also performed, but must not exceed $25,000 per year. • The County also pays $50,000 to the District for maintenance at Deer Hollow Farm. Deer Hollow Farm • Located in the Rancho San Antonio Open Space Preserve. • The District pays $50,000 to the City of Mountain View to provide and support an environmental education program for citizens within RSACP. In return, the District provides maintenance services as part of a contract. • District provides a full-time Farm Maintenance Worker to assist in this effort. DIRECTION OF WORKS LA Consulting Inc.®April 2007 1-7 Executive Summary—Final Report-MROSD Work Identification • Work is identified through Planning and Resource Management projects or from field observations. • Requests may also be handed down directly from the Board of Directors. • Service levels or routines have been established for some major activities such as trail brushing. Work Scheduling • Supervisors meet with crews each morning to coordinate daily assignments. • Multiple other meetings are held monthly to facilitate scheduling and training. WORK TRACKING & SYSTEM USE Service Requests • Service requests are handled separately at each field office using different methodologies. • Service requests may not be entered into system if work is done immediately or performed on existing projects. • In general,work order completion is not entered into system. Work Tracking • Work tracking is mostly limited to resource management and special projects. • Some work estimates of time spent are made for activities/projects, but are not tracked to individual employees. 0 Rangers must perforrn 4 hours of resource management per week, Lead Open Space Tech's and Open Space Tech must perform 2 days per month and 1000 seasonal staff hour must be spent of resource management. Systems • The District maintains many internally developed databases, spreadsheets, documents, and forms for operations such as: -Access Training Database - Permits Excel Spreadsheet -FFO Work Order Database -Budget Spreadsheets -Equipment Spreadsheets - SFO Outlook Work Order Database -Fundware - Volunteer Hours Access Database -Real Property Land Database - Excel Project Lists - GIS - WIMS Systems Use and Users • Systems are used on an as-needed basis. • Resource Management develops monthly reports for the Operations Manager and Board of Directors. • Each field office compiles weekly summaries to deliver to the Operations Manager. Technology LA Consulting Inc.®April 2007 1-8 Executive Summary—Final Report-MROSD • Each field office is internally networked, but is not linked to the other field office or the administrative office. • An FTP site is used to transfer data between field off-ices and the administrative office. • Some employees have a District email address, while others use a shared email address. • The District utilizes an outside contractor for developing Access databases. • ESRI GIS is used primarily by Planning for mapping on a part-time basis. WORK PROCESSES Material Control • A process exists for inventory reconciliation and assigning asset numbers. • Each field office handles material control differently. The Foothill Office performs an annual reconciliation, including smaller items valued at less than $100. The Skyline Office does not perform reconciliation on a regular basis. • Daily tracking of materials from procurement through utilization is observed, but lacks a documented process. Planning • Planning identifies projects and then determines scope and cost. • Projects estimated at less than $10,000 are handled by Operations. Projects greater than $10,000 are outlined in a more detailed fashion. • Planning works with Operations on trail design. • For work that is contracted out, a formal bidding process takes place and the project design is outlined in a contract. Work Order • A complete work order process exists, but is used primarily for hazards at the Foothill field office. The Skyline work order process tracks some, but not all, work. • Work orders generated by field staff must be approved by Supervisors and then prioritized to be scheduled. • Work that is performed immediately on hazards does not generate a work order. • Completed work is stored in the appropriate database, but does not include information on who completed the work or how the work was performed. Ideal Management Process • The ideal management process involves planning, organizing, directing, and controlling or maintenance operations. • While some activities have been identified, activity guidelines which document work method and average daily production are lacking. • Inventory and condition data is being compiled for some of the trail inventory. • Some equipment data is tracked, but is inadequate to calculate actual cost. • Service levels exist for some activities such as trail brushing. • An annual work plan is developed with estimates for labor hours. Labor estimates are based on the project and available hours, but not based on the anticipated work load. • Work requests are generated for some work and are mainly limited to hazards. LA Consulting Inc.®April 2007 1-9 Executive Summary—Final Report-MROSD • Scheduling is done daily and is primarily response driven. • Some advance planning is performed for resource management and large projects during the budget process. • Work reporting is done on a limited basis, but does not include resources used or accomplishment. ,I i �I LA Consulting Inc.0 April 2007 1-10 Executive Summary—Final Report-MROSD RECOMMENDATIONS-- No. Recommendation Comments 1. Annually establish employee teams (Field Employee teams should be established to and Management) to assist in the assist in the review of annual work plans and improvement and work plan update various work methods and techniques that process. will be outlined in the following recommendations. This will ensure that pertinent employee ideas are integrated into the overall operations. 2. an Implement recommendations to The District developed actionplan in complete and incorporate Action Plan 2002 that had several items pertaining to Items (2002) related to operations operations. If all recommendations are including maintenance manual. Many implemented, there should be no remaining items have already been implemented, items from the action plan from 2002 yet the few remaining items related to relating to operations. operations will be beneficial to the District. 3. Develop one database with planning, The District currently utilizes a combination organizing,directing,and controlling of internally created systems and various components for all infrastructure assets. spreadsheets to track and document maintenance efforts. The District should establish a complete maintenance-wide Computerized Maintenance Management System (CMMS)database to incorporate all current tracking systems into ones stem. 4. Install a District wide network-based A network based system will allow each system for all offices. field office instant access to data at their own site. Further it will allow for ease of transfer of data between field offices and the administrative office without the use of an FTP site, e-mail or physically driving the information to the site that needs it. It should also reduce the manual compilation of data. 5. Hire,train or reassign staff for There is need for the District to have in- management of District wide database. house staff performing database administration and development by ensuring data collected is accurate and lack redundancy as well ensure current databases are accessible throughout the District. LA Consulting Inc.©April 2007 1-11 Executive Summary—Final Report-MROSD No. Recommendation Comments 6. Implement a District wide GIS available GIS software is currently available to the for all to use and train select staff to District, but the asset data in the system is utilize, and link to infrastructure inadequate for work planning. Various data database. with spatial attributes should be stored in the system and linked to the CMMS for work planning, work tracking, asset management, life cycle costing and budgeting. 7. Utilize combination of scheduling, While travel is required for the well staging and assignment to minimize distributed preserves,there are several travel. methods the District can use to minimize travel time which includes systematic scheduling, staging of equipment, and assignment of resources. Increased travel time means less productive time and relates directly back to the District's ability to erform iciently and effectively. 8. Training and meetings should be held The District should review training and on-site at field offices where participants meeting costs and determine which site is are located to reduce meeting times up to most applicable to hold the meeting or 50%. Teleconference capabilities should training, or determine if multiple meetings be developed and utilized. and training at separate sites would be more appropriate. By utilizing teleconference options, the District could reduce travel time with smaller sized meetings with only key ersonnel such as area superintendents. 9. Contract to others (i.e. local government) The District is expending a significant to open/close Ravenswood with weekly amount of travel time opening and closing patrols by District staff. the Ravenswood preserve. The preserve is not in proximity to the other preserves. Further,travel to open and close preserves often occurs during peak commute hours, lengthening the travel time. The needs and goals of the District will be better served by contracting the opening and closing of the Ravenswood preserve to another agency such as a local park agency. 10. Obtain rights to purchase water at Travel time may be reduced by obtaining the specific site for water truck on a local right to purchase water from additional sites basis. other than the field offices. It was observed travel time exceeding two hours for the water truck on one occasion. The District should work with local agencies to determine the best and most affordable obtain water, whether it is through specific meters or other options. LA Consulting Inc.0 April 2007 1-12 Executive Summary—Final Report-MROSD No. Recommendation Comments 11. Plan future field offices and staging areas Based upon the District's existing preserves in both south and west to match work and the potential areas for future preserves, needs. Integrate these with existing field there appear to be a future need for offices. additional field offices in the South and West areas. Other alternatives to consider may be optimizing the current configuration to have two field offices in the south and one office in the north that is more central to future work with the new coastal annexation plan. All options should be explored and the best match of the cost of operating additional field sites and minimizing travel time and cost should be determined. 12. Clarify the District assets along with The District should clarify the exact number what the maintenance District is of assets along with the maintenance responsible. Determine quantity of all responsibilities of the District on those assets maintained by the District and assets. Once the District has determined the store in one central database or system assets that are owned and maintained by the such as GIS. Ensure data is consistent District,the information, along with between all departments. additional attribute data that would be beneficial to the District, should be stored in one central system that all field offices and other departments have access to. 13. Establish general condition assessment The District should develop and document a process for assets maintained within complete condition assessment plan and preserves including trail miles, dirt roads outline the process for the primary system and facilities. assets (trail miles, facilities, etc.). This information will allow for an analytical process to be used as a guide for future budget projections along with the staff .ud ent 14. Establish quality level for all preserves The quality of trails appears to be based for maintenance and construction mainly on staff resources and desires rather whether by in-house or contract work. than use, function and needs. The District should determine what the level of quality for the construction of trails should be and both in-house and work performed by contractors should be performed at this level. LA Consulting Inc.©April 2007 1-13 Executive Summary—Final Report-MROSD No. Recommendation Comments 15. Consider enhancement of specific The District should consider establishing guidelines for staff residences,such as more specific guidelines for resident duration of stay and cost of rent, based housing. Several items which should be upon the benefit to the District. considered when establishing more specific guidelines include the cost of rent, duration of stay, and who is able to use the residences. These should be established based up n the benefit to the District. 16. Review the cost benefit of renting Renting property to third parties for private property to private third parties. Utilize residences does not appear to match with the property management for maintenance District's goals of obtaining and preserving of those rentals. open space. As a result, the District should review the cost benefit of leasing third party private residences to determine if it is cost effective. If it is determined that leasing the private residences is cost effective, the District should consider utilizing a property management company. 17. Standardize definitions of work activities The District should develop a list of specific, between field offices with assistance of well-defined activities for maintenance employee teams and document. operations that is understood and communicated to all employees and used in the new CMMS. Employee teams established in recommendation I with supervisors should be used in a team approach with facilitation support to identify the initial key activities and associated work units. 18. Establish work methods and Operations currently communicate the performance guidelines for activities general work guidelines (or work methods) with assistance of employee teams. verbally for the maintenance activities performed. Documented performance guidelines should be developed for each activity with input from a team of operations employees. The guidelines should be made available to all operations staff and annually informed of their use. 19. Link Resource Management definition to The definition of Resource Management is activity guidelines that are being general and does not clearly define which developed. tasks are Resource Management tasks. Once activities and work methods have been established in other recommendations, the District should determine which tasks are Resource Management activities. LA Consulting Inc.®April 2007 1-14 Executive Summary—Final Report-MROSD No. Recommendation Comments 20. Establish a combination of specific The District is already in the process of counts of usage and user types with a estimating usage within the preserves. This sampling program to estimate process should include counts on usage as park/preserve users. well as estimating preserve usage and the RSACP usage. The District should use methods in other agencies that are effective in ing trail use surveys/studies. 21. Identify work needs and service levels Different trails types require different types based upon specific trail types and assets. of maintenance and therefore different staffing, equipment and material needs. The District should plan work and budget based upon the trail types in a specific preserve along with established service levels. 22. Workload should be based upon user Utilizing information to be collected through types,assets, levels of service and previous recommendations,the District productivity and not just a general should base workload and effort in a average, such as acres per staff. preserve on usage,user types, quantity of assets, level of service and productivity. This will allow the District to accurately determine workload and effort needed as new reserves are acquired. 23. Utilize various overhead rates for billing, The District currently does not calculate cost comparison and reimbursable work. overhead rates. MROSD should establish an Determine overhead rates for avoidable, avoidable rate for internal cost comparison full and FEMA and place in and outsourcing determination. The rate infrastructure management database. should be based upon "avoidable cost" and applied to activities conducted by the District for its internal evaluation. A second overhead rate should also be determined to represent a"full allocation"of costs. This rate takes into account the costs related to all aspects of the District's operation. The District should develop a third overhead rate based on two fringe benefit rates; one for regular time and another for overtime for all FEMA related work. LA Consulting Inc.0 April 2007 1-15 Executive Summary—Final Report-MROSD No. Recommendation Comments 24. Establish a performance budget by The current District budget process should activities and service levels with growth be enhanced to allow each field office to rates linked to asset inventory changes produce a performance budget that is based and/or desired service levels. on an annual work program and for the work Reconfigure budget(accounts/programs) performance that is anticipated. A to use as a management tool. Link performance budget allows planned dollars performance measures in annual action to be directly linked to the quantity and plan to performance budget. quality of work budgeted. This work program should be established by activity and include inventory, level of service, roductivity and required resources. 25. Cost to maintain non-district assets All contracts with any agency to perform should match contract amounts received. work on non-District assets, an analysis Negotiate or renegotiate to ensure should be performed to determine the cost to District is adequately compensated perform work including labor with and/or others accept and acknowledge overhead, equipment, and material costs. the "in kind" support. Further the The District should review all alternatives District should establish a process to for providing cost-effective, quality service, determine what should be contracted ensure compliance with standards, and select versus performed in-house. the options that best meet these criteria. 26. Estimate resource needs(staffing, Ideally,the work program needs should be equipment and material) in consistent based on annual work plans that are manner based in both field offices based developed independently of current upon anticipated workload as well as resources and based upon assets, service assets,service levels, and productivity levels, and productivity. Adjustments of and match to desired work plan personnel, rental/leasing/purchase of developed in recommendation 24. equipment, and/or the use of contractors can Further, resource requirements should resolve the difference between current be evaluated for any new preserve equipment and worker levels with those acquisition with consideration of required to accomplish the plan. amounts of assets and use. 27. Seasonal employees and overtime should Currently there is minimal overtime used be used for ranger functions to help meet and seasonal employees are used for peak workload demands as the District maintenance operations only. To better meet does in maintenance. the peak demands,there appears to be an opportunity to utilize both overtime and seasonal staffing more effectively. 28. Consider establishment of two shifts for The District should consider utilizing two rangers at both field offices and provide shifts for rangers at both field offices. increased staffing during the peak Currently the district has three ranger shifts months utilizing part-time staff and at the Skyline office. The District should overtime. plan for normal use and meet peak demands with the use of part-time staff and overtime. By having staff at both field offices with the same shifts,will allow ease for coverage. LA Consulting Inc.C)April 2007 1-16 Executive Summary—Final Report-MROSD No. Recommendation Comments 29. Planners should be involved with input Once a process has been established to in the overall performance budget as well develop a performance budget, the Planning as development of service levels, activity department should be involved and allowed guidelines,and work methods. input into the performance plan including the development of service levels, activity uideline . and work methods. 30. Resource management work should be Resource Management work is currently based upon work needs and tracked based upon the number of hours of accomplishment in addition to hours. work performed. Basing accomplishment on Resource management measurement hours alone does not reward or provide should be tracked in a manner to incentive to employees for performing work enhance effectiveness. in an efficient and cost effective manner. To encourage efficiency, the District should plan based on work needs and accomplishment. 31. Evaluate organization after one year of Once the District has established data tracking and estimating resources needs. through a years worth of tracking, the Based on estimated resource needs, District should develop a new plan to determine Resource Management estimate resources needs specifically for staffing needs and consider creating Resource Management. If Resource separate group for Resource Management needs continue to grow and Management. effort appears warranted, a separate group may be needed to perform these functions, establish direct accountability and allow for more effective planning. 32. Any new preserve acquisition should be The District should evaluate new preserve evaluated for both workload and acquisition for both workload and resource resource(labor,equipment and material) requirements. The work plan should take requirements with consideration of asset into consideration the amount of assets and amounts and their use. type of use to ensure the plan is an accurate representation of resources needed to maintain the new preserves. 33. Establish vehicle replacement plan with The District should prepare a long-term separate internal service fund. replacement plan for all of its vehicles and equipment. Expected life, condition,proper application, utilization (hours), maintenance cost, and fuel cost for each individual piece of equipment should be used as criteria for replacement. A separate internal service fund should be established. LA Consulting Inc.©April 2007 1-17 Executive Summary—Final Report-MROSD F No. Recommendation Comments 34. Track equipment usage and fuel usage Usage parameters should be tracked for all with cost of maintenance, repair and/or vehicles that allows for costing, enhancement and store in automated replacement, and preventative maintenance database. scheduling and this information should be stored in the CNWS for activity based costing and to help provide infonnation on the optimization and resources determination. 35. Obtain contract support to minimize District staff, on occasion,will transport lengthy equipment delivery and pickup. equipment from the field office to the contract mechanic taking multiple employees and vehicles for several hours. The District should utilize contract support for delivering equipment and picking up equipment from the contracted mechanics allowing employees to continue to work and minimize impact on projects and work. 36. Calculate equipment rates based upon Rates for cost of equipment are not utilized actual costs including annual in the current system. Equipment rate depreciation, fuel cost, and maintenance determination methods should be developed cost. and documented for consistency using all costs such as repair, maintenance, fuel and lubrication, and replacement. 37. Confirm low usage equipment. If Several low use vehicles were identified. warranted, consider disposing of This low use equipment should be unneeded or low use equipment. confirmed for validity of readings and for Annually monitor low use and high unit unique needs that cannot be met through cost with support services. leasing, borrowing,or contract. If valid,the consideration for trading and/or disposing of low use or non-essential equipment. 38. Develop a two week schedule work task The development and employee education of and project procedure for accountability. the use of a formal two week scheduling Distribute work task schedule to staff. process should occur to enhance the current Relate schedules to annual work work scheduling process conducted during programs and routine processes. the morning meeting. Further, the supervisors should be required to discuss their new schedules, comparing to the prior two-week time frame for adherence. LA Consulting Inc.0 April 2007 1-18 Executive Summary—Final Report-MROSD No. Recommendation Comments 39. Establish unified District service request The District should eliminate the need for and work order system that all multiple work order systems and employees have access at the monitoring. A process should be established administrative and field offices. Track that has the work order information located completion and accomplishment. in one system and integrated with the new CMMS. Further, by having the work order in the CMMS, the proactive performance plan would be linked and integrated with short term requests and work tracking. 40. Track all work and include labor and All resources used (labor equipment and equipment hours, material quantity and materials) should be tracked for each work accomplishment. Information activity performed. Work should be tracked should include performance measures in a standardized method that is done with cost and performance tracking consistently by all departments, including capabilities for all preserves. preparatory, and travel time to the job site. Reports will be able to be run by preserve as well as by activity to determine where work effort is being expended. 41. Use data for management decisions to A monthly review of work done,work evaluate planned versus actual work. accomplished, and productivity should be compared against desired goals. The District Superintendents and supervisors should hold various staff accountable to achieve the goals and to improve in their efforts to erfornmncost-effective work. 42. Provide designated staff access to various Designated staff should be provided with levels of the database and provide access to the CMMS and utilize as a tool for guidance on the use of the system. improvement. This requires guidance in the use of the CMMS, an established performance plan, and formal processes to systematically review information. 43. Establish material tracking process for The District should establish a material major items using 80/20 rule. tracking process for major items utilizing Pareto's law. The 20%of materials that make up the majority of costs should be tracked directly to a project in the CMMS. More accurate accounting of costs for projects will enable better estimates for future projects. LA Consulting Inc.0 April 2007 1-19 Executive Summary—Final Report-MROSD No. Recommendation Comments 44. Utilize same process for all work whether The District currently utilizes different work proactive and/or reactive and store in processes for work between field offices as CMMS. well as reactive and proactive work. The work order tracking process should be expanded to have a complete process for tracking all work, both proactive and reactive, and information stored in the CMMS. This will allow for continuity of data and enhance use of the information for mans gern nt decisions. 45. Establish a continuous improvement The new CMMS will have frequency of process. Report quarterly to service, desired quality and quantity of management and "state of trail" report work, and unit cost for all activities that can annually to the General Manager. be extracted on a very routine basis by any specific time frame and/or location.A concise"State of Trail"report for each preserve should be prepared and provided to the General Manager. SUMMARY The recommendations described above were developed by LAC in conjunction with District maintenance, patrol, and administrative staff to ultimately improve the District's maintenance effort in a manner that would realize not only fiscal savings but also empowerment of the labor force. The District has many positive actions ongoing. Many of the opportunities are related to system automation and linking the process and providing the training to managers and staff for using the system to improve the maintenance operation. The recommendations were categorized to facilitate a phased implementation of the recommendations with assistance in coaching and guiding the completion. The savings and improved working environment resulting if not adopted will represent critically missed opportunities for the District. Once the recommendations are implemented, considerable positive impacts will result from the effectiveness of public dollars being expended, efficiency of work being performed and a positive attitude by the involvement of all staff. LA Consulting Inc.0 April 2007 1-20 Executive Summary—Final Report-MROSD Regional Omen Space MA0PEN|NSULA REGIONAL OPEN SPACE DISTRICT � Q-U7'62 ' � K1cdingU7'| \ � Mu} 2l2007 | ���|���A��� U7P|��� � ' °~""^^""~'~ " " ^�^`� = AGENDA ITEM Approval of a License ARreement with UNAVCO, Inc. for the Purpose of Installing and Maintaining a Global positioning System (GPS) Monument at Mills C Rancho San Antonio, and Russian Ridge Open Space Preserves GENERAL MANAGER'S RECOMM0��� ' |. Determine that the project is cu�c�oriuu||y ozcomp� hoxn ih�California �nvirw�hcn�a| ()uu|ip/ /�oi � -' � (Cl,-IQ/\) based on the findings contained in this Report. 2. Authorize tho General Manager toexecute u iiccnac Agreement allowing UY4&VC0, Inc. access | to Mills [rcck, Rancho Gun Antonio, and Russian Ridge Open Space Preserves for the purpose of | | ins\m||ingand muinbininguioN| o[three GPS nnooumcntsconsistent v/ith the terms and conditions set out in this Report and required under the icnn Agreement.s ofthc License DISCUSSION � ! UN&VC0. Inc. (ONA\/C0) is consortium of research institutions whose mission io,o support research in Furth Sciences hv building an inhas|ruu{urco[guophysiou| monitoring equipment. UNAVC0 has applied [6ru license to install, operate, and maintain ihrce6PS Monuments as part ofits MNc Boundary | Observatory project (1130). The PB0 isun effort (o build uregional nc(workofhigh-preui*ion ' geophysical monitoring instruments to study iurge'xcy|o plate tectonics throughout western North America. PBO includes plans io install 852GY8 monuments in the western OniuzJ States, which will contribute to knowledge o[deformation, earthquakes, and volcanic activity along the active western plate | boundaries. UNA\/CO has applied for |icu/mc to ingu|L operate, and maintain one GPS monument in each of the three following preserves: Mills Creek, Rancho San Antonio, and Russian Ridge Open Space Preserves | (location maps are included as Exhibits A, B, and Ctothe iiccnse Agreement). These monuments would provide valuable data about the San Francisco Peninsula area ofthe San /\ndocam Fault Zone. In addition to this pr ject`s contribution tmvcgionu| scientific research,this project offers the District udiceu{ benefit of access to the real-timeGPS data stream, which will be usubm| in District mapping and Survey projects. | Curvcu{|y` District mu[[rc|yon more distant points for post-processing v/hen collecting OPS data; with these monuments, these measurements can bucorrected in n:a| time /iom 6sod monuments within District preserves. | l'hcrc are two types orGP8 monuments that ON&VCU proposes to install, u deep drill-braced monument (DD8M. Exhibit D) mnJ u short drill-braced monument(SU13n4` Exhibit E). Thcsumonumont types � differ 6y their method o[uoouruc(ion and their depth below the ground surface. The depth of bedrock | � and accessibility o[u location determine which monumcnt (ypc Is appropriate. The monuments consist o[ | � a 6P9 receiver supp*rked by stainless s|oc| legs that are approximately one inch in diameter and drilled at � approximately u 35-dcgrucnng\c into bedrock. The DDBM requires five legs that extend approximately � 40 feet deep, u drill rig is required for installation. The SD8M has [ourlegs drilled kounapproximate | � depth o[six feet; all the work im done using hand tools. Above ground, the monuments consist of the (]YS receiver and supporting steel legs, which stand about six 6ec(uhovc ground, o battery hus solar panel, radio antenna, and u 25-footong, one-foot-deep, and three-inch wide trench holding the wires connecting \hc Monument and its Supporting equipment(Exhibit [). Installation typically takes days. / . ' &-07-62 Page ! The first proposed nionunient is located in the northeastern corner of Mills Creek Open Space Preserve, ,ipprmximatc|y2OO |�c| k*m �ky|ine Bou|evan] (Exhihi( /\). ON/\\/COs\u|Tv/ii| enter the Preserve from GateK1L.O\ and utilize the access road to reach the site. This monument isaDDBM. | The second proposed monument is located at Rancho San Antonio Open Space Preserve, approximately 150 [oei downhill horn ihe Mora water tower(Exhihit Q), UY4AVC() y(u[[wi|| enter the P,cucrvc through Gate K8|0 via Mora Drive. This monument is DU8MJ similar io the one in Mills Creek. � The third proposed monument is located at Russian Ridge Open Space Preserve between tile Bay Area � kidguTrai) and the PG&E power lines in the northeastern occtionofthc Preserve(Exhibit C). Uy4/\YCU � will enter the Preserve through an existing driveway off of Skyline Boulevard near the Coal Creek Open � Space Pvcxcrvc roadside parking area. This monument is n BD0M1; the yhu||ovv bedrock a1this site � precludes the need for adeeper-braced monument. � � District staff would coordinate the installation and maintenance of tile monuments, and would work � closely with DN/\\/[O to minimize the visual impact o[these ohcm by locating them near vegetation and painting them with neutral colors to help them blend into their surroundings. 11'approved by the Board, UNAVCO Would schedule installation of the monuments this summer. The mnnumcotsaro mostly xo|f-aoU\cicni. requiring ON&VCOto visit the sites only periodically for maintenance. The License Agreement would be set to expire on September 30, 2017, at which time � UN'\\/CUoru Successor entity may seek renewal. The Liccnac Agreement includes uonc-{imc` upfront � payment of$7,000 per monument to cover the costs ofany site clean-Up at tile end of the projectpehod. � � Site c)can-upv'ou|J involve the removal o[yuM&ocequipment-, however, the below-ground casing Would be capped and !ck in place. PUBLIC NOTICE � Letters explaining tile proposed project and extent of work were sent on May 7` 2007 to all neighbors in the vicinity o[each proposed monument, and k/ neighbors living along the proposed access roads. As of � this writing, the District has received one response in support of the project undnoougu{ivcumponycy. CEQA COMPLIANCE � Project Description The Project consists of the installation of GPS data-collection equipment and small solar panels, with � battery backup units, at Mills Creek, Rancho Gun Antonio, and Ruymkm Ridge Open Space Preserves. CEQA Compliance The District concludes that this pro ec1 will not have a significant effect on the environment. It is categorically exempt from CEQA (California Environmental Quality Act) Linder Section 15306, *hich exempts projects research, experimental management, and resource � .-, � uchvidxo which do not ocxo|1 in uyuriouu or major disturbance to an environmental resource. These may be strictly for in|brmation gathering purposes, or as part o[u u\udy leading tnon action which public agency has not yet approved, adopted. mrh/nJud." Categorical Emomaytium 15306— Dm&onmudom Collection 'file proposed pro�cc{ Would result in Installation ufcquipon| that will be used xo|c|y for data collection in Support o[xzncumh and will not result ino serious orm or disturbance io any environmental resources. Prepared by: 6ricu Simmons, Munoin&Tochnicion Contact person: Same usabove LICENSE AGREEMENT This License Agreement is entered into by and between Midpeninsula Regional Open Space District, a public District (hereinafter "DISTRICT") and UNAVCO, Inc., a Colorado corporation authorized to conduct business in California(hereinafter"LICENSEE"). The parties hereby agree as follows: 1.0 Property Solely on the terms and conditions set out herein, DISTRICT grants LICENSEE permission to enter Mills Creek, Rancho San Antonio, and Russian Ridge Open Space Preserves (hereinafter the "Preserves") located in San Mateo and Santa Clara Counties, as more particularly shown on Exhibits A, B, C, attached hereto and incorporated herein by this reference. As used herein, LICENSEE includes, without limitation, their officers, employees and agents, as well as their subcontractors and subcontractors' officers, employees and agents. LICENSEE may delegate to such contractors and consultants any duties or responsibilities required hereunder but such delegation shall not relieve LICENSEE of such duty or responsibility. 2.0 Purpose This License Agreement is for the purpose of granting the LICENSEE access to Mills Creek, Rancho San Antonio, and Russian Ridge Open Space Preserves to install one (1) continuous GPS (CGPS) monument at each Preserve for a total of three (3) monuments as follows: one (1) short drill-braced monument (SDBM) at Russian Ridge Open Space Preserve and one(1) deep drill-braced monument (DDBM) at Mills Creek and Rancho San Antonio Open Space Preserves. Each newly installed GPS station will include a GPS antenna and radome that are supported by up to five stainless steel rods, a battery enclosure and solar panel located 25 feet away and connected by a one foot (1) deep, hand-dug trench as shown on Exhibits D, E, and F, attached hereto and incorporated herein by this reference. The GPS monuments will be approximately six feet (6) tall. The SDBM will be drilled to a depth of approximately 6 feet, and the DDBMs will be drilled to approximately 40 feet. Each of the three (3) GPS monuments will have total surface area footprints of approximately 20 feet by 30 feet. The terms and conditions of this License Agreement are applicable to all activities occurring on or otherwise impacting District property. The work authorized is as described in the records on file with DISTRICT and as such records may from time to time be properly and lawfully amended and approved by DISTRICT. Generally, the work includes the following elements and shall hereafter be collectively referred to as the "Project": 2.1. Installation and operation of a SDBM GPS station as described above at the north end of the Russian Ridge Open Space Preserve, at coordinates (UTM): 569715.274857, 4131587.207148. 2.2. Installation and operation of a DDBM GPS station as described above at Mills Creek Open Space Preserve, at coordinates (UTM): 556963.478198, 4147207.288788. 2.3. Installation and operation of a DDBM GPS station as described above at Rancho San Antonio Open Space Preserve, at coordinates (UTM): 579912.351240, 4132431.42851. 3.0 Project Conditions 3.1. LICENSEE shall be responsible for obtaining all necessary government permits and approvals, and for following all applicable procedures. Copies of all necessary permits shall be provided to DISTRICT at least forty-eight (48) hours prior to starting work on the site under such permit. 3.2. LICENSEE shall be responsible for providing proof of required insurance coverage, as more specifically set forth in Section 7.0 below, to DISTRICT prior to starting work on the Project. 3.3. DISTRICT shall issue a Notice to Proceed after determination by DISTRICT Representative that Project Conditions 3.1. and 3.2. above have been satisfied. In no event, shall work begin prior to issuance of the DISTRICT'S written Notice to Proceed, which Notice shall be not be unreasonably withheld or delayed. 3.4. LICENSEE shall provide DISTRICT with a written schedule of operations and notify DISTRICT, in writing, of any material changes in the schedule. 3.5. Equipment and vehicle parking, and the storage of materials related to the construction activities shall be identified and agreed to by DISTRICT Representative prior to commencement of the project. In the event DISTRICT requires mowing, LICENSEE shall provide mowers, equipment, and spotters. Spotters shall observe the mower as it drives across dry grass to ensure against fire. In the event a spark ignites the grass, spotters will immediately douse the spark using either a fire extinguisher or water, to be provided and at hand by LICENSEE at all times when using equipment on the property. 3.6. No shrubs shall be damaged, removed, or pruned as part of this Project unless expressly allowed by DISTRICT representative in writing. Any significant shrubs other than poison oak (defined as taller than 12 inches from the ground surface) that are removed, damaged, or pruned will be mitigated by LICENSEE by planting three locally grown native shrubs for every shrub damaged, pruned, or removed. Replacement plant sizes shall be of a one-gallon container size. Any replacement shrubs shall be monitored by LICENSEE for a minimum period of three years to ensure proper establishment. DISTRICT shall inspect plants at six month intervals to evaluate plant health and shall determine if LICENSEE is required to replace any plants that are not deemed to be in good health. J 3.7. No trees shall be removed as part of the Project. Any significant trees (defined as those greater than 5 inches in diameter at breast height) that are removed or damaged will be mitigated by LICENSEE by planting three locally grown native trees for every tree damaged or removed. Replacement plant sizes shall be at a ratio of a one-gallon container size per caliper inch of tree stem diameter. For example, a five-inch caliper(or larger) tree will be replaced by a five-gallon container-sized tree, and so on. Any replacement trees shall be monitored by LICENSEE for a minimum period of three years to ensure proper establishment. 3.8. In the event any tree needs to be pruned, LICENSEE shall first notify DISTRICT Representative of the trees to be impacted. All pruning of trees will comply with approved standards as set by the ISA (International Society of Arborists) and be performed by a certified arborist or tree worker. Parking, excavating, filling, or other disturbance is prohibited within the dripline area of all trees, unless expressly allowed in writing by DISTRICT upon written request from LICENSEE. 3.9. All trenching and/or excavation work performed on the Preserve shall be warranted by LICENSEE for slope stability, erosion control and establishment for the term of the License Agreement. 3.10. It is the LICENSEE's responsibility to investigate and locate existing utilities. The LICENSEE shall call Underground Service Alert (1-800-642-2444) for assistance. Damage to any utility resulting from LICENSEE's work shall be repaired promptly by LICENSEE at LICENSEE'S sole cost. 3.11. LICENSEE shall be responsible for the compliance of their employees, their consultants and contractors, subcontractors and subcontractors' employees and delivery drivers operating vehicles within the Preserve with the Preserve's speed limit of 15 miles per hour. The DISTRICT may issue citations to violators. Drivers shall approach visitors slowly, passing only when the visitors have moved from the roadway. 3.12. No vehicle access shall be allowed during wet weather conditions and a minimum of one week dry weather is required following any significant rainfall (defined as 0.25 inch or greater in a 24 hour period) prior to resumption of vehicle access unless otherwise specifically approved in writing by the DISTRICT Representative. 3.13. Work hours shall be limited to Monday through Friday, 8:00 a.m. to 5:00 p.m., unless changes in the days or times are approved in writing by DISTRICT Representative. Vehicle access to the Preserve is limited to Monday through Friday, 8:00 a.m. to 5:00 p.m. Foot traffic on the Preserve is allowed from sunrise until one-half hour after sunset. 3.14. LICENSEE shall be responsible for moving any Preserve signing and fencing that may be impacted by the construction process to appropriate locations as designated by DISTRICT Representative and properly replacing such signing and fencing at the conclusion of the Project. 3.15. LICENSEE shall be responsible for installing any temporary barriers and fences, and taking other necessary measures to protect the public from any injury or damage resulting from the construction activities. LICENSEE shall install such additional fencing as is needed to secure the site when construction areas are unattended. 3.16. LICENSEE shall be responsible for restoring or remediating any damage to the Preserve to a condition equal to, or better than, the original condition of the area, including all roads, trails and open areas utilized during construction. Upon conclusion of the Installation Project, the Project site shall be cleaned and restored to a condition equal to, or better than, the original condition of the site. 3.17. LICENSEE shall notify the DISTRICT Representative upon completion of all installation work and arrange for a site inspection before vacating the site. 3.18. A copy of this License Agreement shall be available on site at all times that the work is taking place. 3.19. LICENSEE shall remove any dirt spoils that will not be reburied and deposit them off-site. 3.20. LICENSEE shall provide the DISTRICT with direct access to the GPS data streams from GPS monuments installed under this License Agreement, at no expense to DISTRICT. 3.21. LICENSEE shall paint the components of each monument that can be painted a color chosen by DISTRICT. 3.22. For each monument, LICENSEE shall provide a sign or sticker approved by the DISTRICT explaining the purpose of the monument. 4.0 Surrender of Premises Upon expiration or sooner termination of this License Agreement, LICENSEE shall remove all personal property of LICENSEE, vacate the project area, restore the monument areas to their original condition, and repair any damage or injury to DISTRICT property occasioned by operation or said property removal and restore the site to the same condition as when LICENSEE first entered the property. Concurrently with the execution of this License Agreement, LICENSEE has deposited with the DISTRICT a one-time, upfront payment acceptable to the DISTRICT in the amount of$7,000 for each site, for a total of$21,000, to secure the faithful performance by LICENSEE of all the terms and conditions of this license agreement and restoration of the project site to its original condition upon termination. 5.0 Notice 5.1 Whenever any party hereto desires or is required to give any notice, demand, or request with respect to this License Agreement, each such communication shall be in writing and shall be deemed to have been validly served, given or delivered at the time stated below if deposited in the United States mail, registered or certified and return receipt requested, with proper postage prepaid, or if delivered by Federal Express or other private messenger, courier or other delivery service or sent by facsimile transmission by telex, telecopy, telegraph or cable or other similar electronic medium, addressed as indicated as follows: DISTRICT: L. Craig Britton, General Manager 330 Distel Circle Los Altos, CA 94022 (650) 691-1200 (650) 691-0485 (FAX) with a Copy To: Erica Simmons, District Representative LICENSEE: UNAVCO, Inc. Plate Boundary Observatory ATTN: Kyle Bohnenstiehl 6350 Nautilus Drive Boulder, CO 80301 (303) 381-7559 5.2 If sent by telegraph, facsimile copy or cable, a confirmed copy of such telegraphic, facsimile or cabled notice shall also promptly be sent by mail (in the manner provided above) to the addressee. If sent by telegraph, facsimile copy or cable, and a confirmed copy of such telegraphic, facsimile or cabled notice is also promptly sent by mail to the addressee as provided herein, service shall be complete upon receipt by addressee of such telegraph, facsimile copy or cable. If the communication is made only by mail, service shall be deemed complete on the date of actual delivery as indicated by the addressee's registry or certification receipt or at the expiration of the third (3rd) business day after the date of mailing, whichever is earlier in time. Either party hereto may from time to time, by notice in writing served upon the other as aforesaid, designate a different mailing address or a different person to which such notices, requests or demands are thereafter to be addressed or delivered. Nothing contained in this Agreement shall excuse either party from giving oral notice to the other when prompt notification is appropriate, but any oral notice given shall not satisfy the requirement of written notice as provided in this Section. 6.0 Indemnification and Release of Liability 5.1. LICENSEE agrees that their contractors' and consultants' shall be instructed that their use of equipment and tools on the property of DISTRICT shall be effected with competence, reasonable diligence and sufficient precautions to avoid damage to each other, to the land, property, or personnel of DISTRICT and the public. 5.2. LICENSEE agrees to indemnify, hold harmless, defend and protect the DISTRICT, its officers, directors, agents and employees from any and all claims, losses, damages, demands, liabilities, suits, costs, expenses, (including reasonable attorney's fees), penalties,judgments or obligations whatsoever in connection with any injury, death, or damage to any person or property or pecuniary, or monetary loss that results from, arises out of, or in any way relates to the activities of LICENSEE under this permit. 5.3. LICENSEE hereby waive all claims and recourse against DISTRICT, including the right of contribution for loss or damage to property, and release DISTRICT from any liability related to or in any way connected to LICENSEE'S activities or use of the project site, premises, Preserve, or facilities pursuant to this License Agreement. 5.4. LICENSEE shall have sole responsibility for the safeguard of their equipment, property, and personnel from any and all injury, death or damage. 7.0 Insurance 6.1. Throughout the term of this License Agreement, at their sole cost and expense, LICENSEE shall maintain in full force and effect, a comprehensive automobile and general liability insurance policy or policies covering bodily and personal injury and property damage arising out of their respective activities pursuant to this License Agreement. Limits shall be not less than $2,000,000.00 per occurrence for bodily injury and $250,000.00 per occurrence for property damage. This License Agreement is not valid without LICENSEE'S insurance being in full force and effect as required herein. The policy or policies shall name DISTRICT as an additional insured and a certificate to that effect shall be delivered to DISTRICT prior to commencement of Project. 6.2. Whenever engaged in any work hereunder, LICENSEE, at their sole cost and expense, shall maintain in full force and effect a policy of Worker's Compensation Insurance covering all its employees as required by law. 6.3. Such insurance policies shall not be canceled or materially changed without thirty (30) days' advance written notice to DISTRICT at the address shown in Section 4.1 hereof. 8.0 Amendment and Modification This License Agreement may be amended or modified only in writing signed by the General Manager of DISTRICT and by LICENSEE if such modification or amendment imposes a new or additional duty on LICENSEE. The General Manager may amend License Agreements to extend expiration dates or make other minor amendments to this Agreement as is reasonably necessary. 9.0 Term and Termination. The Term of this License Agreement shall commence upon execution by DISTRICT and shall expire at 5:00 p.m. on September 30, 2017 except in the event of earlier termination as set forth here. Upon 15 days' notice by DISTRICT or by LICENSEE of a breach of any condition hereof, DISTRICT or LICENSEE, as applicable, shall have 15 days to cure, or begin to cure if such cure reasonably cannot be accomplished within such 15 day period, such breach of this License. Should DISTRICT or LICENSEE fail to cure, or fail to commence to cure, such breach within 31 days following said notice, this License shall terminate without further notice or action. Thereupon all rights of the parties shall likewise terminate except for those rights set forth herein that specifically survive such termination. This License Agreement has been read and understood and is hereby agreed to and accepted. This License Agreement may be executed in multiple counterparts and by facsimile signatures with the original of such counterpart to be filed with DISTRICT after facsimile transmission. LICENSEE, UNAVCO, INC. PLATE BOUNDARY OBSERVATORY By: Date Its: MIDPENINSULA REGIONAL OPEN SPACE DISTRICT By: Date L. Craig Britton, General Manager Approved as to form: By: Susan M. Schectman, General Counsel Proposed U NAVCO G PS Monument Location Mills Creek Open Space Preserve i p N ! Proposed GPS Site 7 i /r / M Ot4 ``ti - - Mi Is Creek --w- - = Open Space Preserv. x / o z O O z � U jN ' i - U 'o d C� Exhibit A 0 0.25 0.5 Prepared by Mid peninsula Regional Open Space District, May 2007 e Miles i Proposed U NAVCO G PS Monument Site Rancho San Antonio Open Space Preserve \ �' •RSN —_ram, so r — S09 NNO RS1 ✓� - �—� Mora Water Tower ` Proposed GPS Site . .... Rancho San Antonio'` Rsos E .. t"� Space Preserve:-- � -� " anchca nto •o County ........_ 'f o p \ / �C9 L � , co V 0 Exhibit B 0 0.2 0.4 0.8 Prepared by Midpeninsula Regional Open Space District, May 2007 Miles Proposed U %VCO G PS Monume. Location Russian Ridge Open Space Preserve n 1 ,• Co reek ., SP Proposed GPS Siter RR06' / l Q P 4 �,•• RR01 r � •�.......�.�•• _ yin s is R' .� 09 perr Spa Pre ery C• x C Sk 0 p X al m 1 o a o s • es � a O O Z \\11 u v � O % I. 1 0 N J\(1 N ' d ) �, Exhibit C 0 0.1250.25 0.5 Prepared by Midpeninsula Regional Open Space District Miles May 2007 Ground Line Area Above 35' Ground (43.5" R.) North 0' West East 3 ' 2 3.7' DEEP DRILLED BRACED MOUNUMENT (/ Design By:UNAVCO,UCSD,SCIGN UNAVCO Inc.V Drawn By:RS UNAVCO PLATE BOUNDARY OBSERVATORY SM Nauitilus Dr.,Boulder,Co.80301 Dwg name:PSO-DD-MON1.dwg p130 httplAv .unavco.orgPBO/PBO.html Date Modified:1/30104 Exhibit D WELD THREADED ADAPTER AT TOP. BE SURE ADAPTER TAPERS UPWARD 2" BEFORE HAND! II II / North \ GUSSET DETAIL - WELD IN PLACE / 120• I f TOP DETAIL TOP VIEW HEIGHT OF CENTER ROD TO 55' MEASURE BETWEEN 40" AND 55" FROM GROUND 35' I I I—I I I—I 11=1I 1—I I I-111=1 I —I I—III—I I' 1I I—I I—III—III .II I . III—III—III- I I— I—III—III—III—I I—III—I 1I- -I I I=1 I-1 I I—I 11=III=III-1 I I—III=1 I I _1 I I=1 I I-I"—" . I— I I=1 I I=1 I I=1 -1 I=1 I I-1 I I=1'l- —1 i I-III- l l=1' -III—1 _�I I I i I-1 r- • 60"-72" 60"-72" SHORT DRILLED BRACED MOUNUMENT / UNAVCO Inc. Mriw��B,,. ,UUNAVCO PLATE BOUNDARY OBSERVATORYp 6350 Nauftllc5 Dr.,Boulder,Co.80301 SD•MON1.dw Pp0 hnp:www.unavco.org PBO PBO.html 30104 Exhibit E 1 25' 3" DIA. MOUNTING POLE CDMA ANTENNAE 2 OR 3 SOLAR PANELS (TAMPER PROOF MOUNT) --+ -� BATTERY ENCLOSURE 1/2" LIQUID-TIGHT CONDUIT GROUND CABLE (CONTAINS COAX ANTENNAE COPPER GROUND ROD r l CABLE) 1' DEEP TRENCH 3" WIDE (DUG WITH HAND TOOLS) "ow SITE INSTALL U N A V C O Inc. Design By:UNAVCO,UCSD,SCIGN - UNAVCO � Drawn By:PB PLATE BOUNDARY OBSERVATORY pp 6350 Nauitilus Dr.,Boulder,Co.80301 Dwg name: O-DD-MONSO.dwg PB httpVri~.unuCo.org/PBO/PBO.htm Date Modified:8/20/N Exhibit F Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R-07-67 Meeting 07-11 May 23, 2007 AGENDA ITEM 3 AGENDA ITEM Payment of the General Liability and Workers' Compensation Insurance Amounts to California Joint Powers Insurance Authority (0111A) for the 2007-2008 11 licy Ye r —0( GENERAL MANAGER'S RECOMMENDATIONS 1. Authorize payment in the amount of$389,644 for the JPIA General Liability and Workers Compensation Insurance deposits for the policy year 2007-2008. 2. Appropriate and authorize $90,200 from the New Land Purchases account for payment of the above identified insurance deposits. DISCUSSION In March 2002, the Board of Directors approved the District's participation in the CJPIA for General Llabilitv Insurance, a self-funded self-insurance, risk pooling, and commercial insurance program (R- 02-52). In May 2002, the Board ot'Directors approved participation in the CJPIA Workers Compensation Program (R-02-78). Each year, the .JPIA reviews the incurred losses of the collective pool ot'participating agencies and calculates a retrospective deposit computation to determine the annual payment amount for each agency. Appropriate annual adjustments are then made to each member's annual payment based on the retrospective deposit amount. The CJPIA review and notification process is completed after the District's annual budget is approved. Therefore, each year in which a retrospective deposit is required, staff must secure Board approval for the additional funding required. For this year, the primary deposit amount for General Liability is considerably higher than in prior years. The primary deposit amount reflects the average losses of all the members of the CJPIA averaged over 5 years as a percent of that member's payroll. While the District has not incurred substantial liability losses, the risk pool incurred two substantial losses by other members totaling approximately $26 million. Therefore, the District's primary deposit went up by the maximum allowed (20%) and the retro deposit also went up, as part of the formula used to share the losses. This brings the total liability premium for the 2007-2008 fiscal year to $161,704 (including approximately $1,200 for crime coverage). The amount budgeted for liability and crime coverage for fiscal year 2007-2008 is $107,600, leaving additional premium due but not budgeted at $54,104. In comparing the liability premium owed for this year through the CJPIA with the commercial liability premium the District would have had to pay in 2001 of$325,000, the CJPIA is still a Substantial cost savings over commercial premiums. The District has incurred higher than average losses during the policy years from 2003 through 2006 for Workers' Compensation. These cumulative losses have exceeded our primary deposit payments each of R-07-67 Page 2 these years and as a result, the District has a retrospective deposit payment in addition to our annual premium payment that exceeds the budgeted amount for these programs in fiscal year 2007-2008. As you may recall, staff worked with the former insurance provider representative, Skip McIntrye, in 2006 to evaluate whether our Workers' Compensation insurance premium was the most compctitivc under the CJPIA program (R-06-34). The analysis proved that the CJPIA still provides the most cost- effective rates based on our claim history and risk exposure. The District payments for the 2007-2008 General Liability Insurance and Workers' Compensation (Conip) programs break down as follows: Program Deposit and IFY 07-08 Budget vs. Retrospective Budget Payment Depos ts General Liability $161,704 $107,600 ($54,104) Workers Corn $227,940 $191,900 ($36,040) TOTAL $389,644 $299,500 ($90,144) As noted in the table above, the current fiscal year 2007-2008 CJPIA payment is $90,144 over what we have budgeted for this fiscal year. As such, we request your approval to use funds from the New Land Purchases account to cover the excess amount needed for payment. At mid-year, staff will recommend a budget adjustment to formally transfer these funds. Prepared by: Sally Rice, Assistant General Manager Contact Person: Same as above 1 Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT It-07-63 Meeting 07-11 May 23, 2007 AGENDA ITEM 4 AGENDA ITEM Authorization to Purchase One Tractor GENERAL MANAGER'S RECOMMEND ON Authorize the General Manager to execute a Purchase Agreement with Pape Machinery for one tractor at a total cost not to exceed $70,000. BACK(;IZOUND The District's fiscal year 2007-2008 budget that you approved on March 28, 2007 (R-07-53) provides $80,000 for the purchase of tractor. After evaluating various small tractors, staff determined that a landscape loader type tractor would best meet the needs of the District's maintenance and construction staff. The District will be utilizing cooperative purchasing through the State of California, Department of'General Services, to purchase the tractor from the local vendor. Pape Machinery. Cooperative purchasing allows the District to use an existing competitive bid contract and purchase the equipment directly from the vendor. This program provides a significant price discount and greatly reduces the amount of staff time that would otherwise be required if the District conducted a separate bid process. The landscape loader, which is made by John Deere Tractor, will enable the maintenance staff to more efficiently complete projects and tasks. It will be used to install and maintain water bars and other drainage structures on District trails and fire roads. It will also be used for slide removal and other storm-related damage to District roads. The 4-in-1 bucket's clamping and lifting capabilities will allow staff to move downed trees and heavy logs, which will improve productivity and reduce the potential for injuries. The tractor will be housed at the Skyline Field Office, lor primary use by the Skyline crew. Prepared by: David Topley, Support Services Supervisor Contact person: Same as above Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R-07-64 Meeting 07-11 May 23, 2007 AGENDA ITEM 6 AGENDA ITEM Cancel the June 13. 2007 Regular Meeting of the Board o Director. 130 GENERAL MANAGER'S RECOMMENDA ION Approve cancellation of the June 13, 2007 Regular Meeting of the Board of Directors. DISCUSSION During the summer vacation months, staff looks at the calendar to make sure there are a sufficient number of meetings to complete Board business while trying to accommodate staff and Board holiday and vacation schedules. Therefore, staff recommends that the Regular Meeting of June 13, 2007 be cancelled. Prepared by: Anne Koletzke, Administrative Assistant Contact person: L. Craig Britton, General Manager Regional Open Space MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R-07-65 Meeting 07-11 May 23, 2007 AGENDA ITEM 5 AGENDA 11'EM Adopt proposed Amendment to the Rules ol'Procedure to iange Authorized Signatories for the to District's Safe Deposit Boxes GENERAL MANAGER'S RECOMMENDATION Amend Section 2.50 of the District's Rules ol'Procedure (attached) to add an additional authorized signatory for entrance into the District's Sate Deposit boxes. DISCUSSION Section 2.50 of the District's Rides of-Procedure authorizes three staff positions access to the District's safe deposit boxes. Those three positions are General Manager, Assistant General Manager, and District Clerk. The District's safe deposit boxes primarily hold vehicle pink slips and policies of title insurance for District-owned properties. The need to access the boxes is periodic, and can be as much as once per month and as little as once per quarter; however, the process is somewhat time-consuming. Staff has determined that it is not the most efficient use of the General manager's or Assistant General Manager's time to deposit new pink slips or title insurance policies or retrieve pink slips when a District-owned vehicle is salvaged. In addition, with the resignation of the Assistant General Manager, who is also the District Clerk, the only District employee who would have access until a new District Clerk is hired would be the General Manager. Therefore, stall' rccommcnds adding the position ot'Senior Accounting Clerk to the list of signatories authorized entrance into the District's safe deposit boxes. As the Senior Accounting Clerk makes periodic trips to the bank where the safe deposit boxes are located, adding this position to the list of signatories Would provide an efficiency of operations. Prepared by: Sally Rice, Assistant General Manager Contact person: Same as above � ~ ` In those wards where two or more candidates have qualified to appear on the ballot, a candidate may h|a a candidate's statement not exceeding 200 words. The District will pay for | the cost ufthe statements, (and, if required by the respective county translations of candidates' statements pursuant to the Elections Code of the State of California, and no such candidate shall be billed for availing himself or herself ufthese services. 2.15 Annual Disclosure Statements | Annual disclosure statements required by the Fair Political Practices Commission shall be � distributed to designated employees by the District Clerk and shall be returned to the District Clerk bvApril 1of each calendar year. 2.20 Fees Charged for Special Mailings � Reasonable fees may be charged by the General Manager for reproducing and mailing materials | on special projects. � 2.30 Compensation of Directors and Payment of Expenses � Public Resources Code § 5536and 5536.5. � Members of the Board shall receive one hundred dollars (¢100.00) for each attendance at a � Board meeting. ABnmnd meeting includes special meeting, acontinued meeting, odosed session, a public hearing, or a meeting of standing committee of the Board. Attendance at an ad hoc committee meeting shall be compensmb|ewhcn determined to be so by the Board. Only Board members, who are members of the committee, or authorized substitutes appointed by the � � presiding officer, may be compensated for attendance at the meeting. A committee of the Board includes o committee of one and Board-appointed representatives on a committee established by other organizations. The maximum total compensation per Board member allowable under this section shall be one hundred dollars ($100.00) per day and five hundred do||ars ($5OO.00) per � ! calendar month. 235 Fiscal Year | Beginning in 1989, the District's fiscal year shall commence onApril 1 and conclude on March 31. � � 2.40 Financial Instrument Signatories ' A. The authorized signatories to checks, warrants, withdrawal applications and the Santa Clara County claim forms of the Midpeninsu|m Regional Open Space District for payroll or for � � amounts less than $5,000 shall be any one of the following seven employees: (i) the General � Manager, (ii> the Manager, (iii\ the and Human Resources � . ' � � Manager, the Operations Manager, (v) the Public Affairs Manager, (vi) the Planning � � Manager, or (vii) the Real Property Manager. � | � B. The authorized signatories to checks, warrants, withdrawal applications and Santa Clara | county claim forms of the Midpeninsu|a Regional Open Space District in amounts of$S,OOO or greater (excluding payroll) shall be two nfthe following employees: (i) the General | � Manager, (ii) the Assistant General Manager, (iii) the Administration and Human Resources Manager, (iv) the Operations Manager, (v) the Public Affairs Manager, (vi) the Planning Manager, nr (vii) the Real Property Manager. 150 Safe Deposit Box��� The authorized signature for entrance into the District's safe deposit is any ofthe following: General Manager, Assistant General Manager and-District C|erk Og � Specialist. � 2.60 Certificates of Acceptance and Acquisitions of Interests in Low-Value Real Property � �� Claims No. 07-09 Meeting 07-11 Date 5/23/07 Revised Midpeninsula Regional Open Space District # Amount Name Description 6919 $400.00 Aaron's Septic Tank Service Pumping Services 6920 $141.05 Allied Waste Services Garbage Service 6921 $1,427.35 AT&T Telephone Service-AD Fax Service-AD&FFO Alarm Service-FFO 6922 $151.98 Barron Park Supply Plumbing Supplies 6923 $342.32 Beck's Shoes Inc. Uniform Shoes 6924 $1,457.50 C.C.Creations Docent/Volunteer Supplies 6925 $415.00 California Park&Recreation Society Membership Fees 6926 $417.70 California Water Service Company Water Service-FFO 6927 $1,835,40 City Of Los Altos Annual Sewer Service Charges 6928 $50.00 City Of Palo Alto Revenue Collections Parking Citation Hearing 6929 $1,030.87 CMK Automotive Inc, Vehicle Maintenance&Repairs 6930 $71.00 CNPS "Weeds Of California"Books 6931 $346.00 County Of San Mateo Public Health Water&Tick Testing Laboratory 6932 $16,393.53 Dell Commercial Credit Sonicwall Firewall,Sonicwall Bundle,Comprehensive Security Bundle&4 Workstations 6933 $2,659.06 Department Of General Services Vehicle Procurement Fees 6934 $7,704.00 Department Of Water Resources Rickey Dam Fees 6935 $1,286.00 Environmental Science Associates Consulting Services-Environmental Review For Proposed Land Exchange 6936 $208.62 Foster Brothers Lock&Key Services 6937 $785.56 G.P. Sports ATV Annual Service 6938 $414.13 Gempler's, Inc. Uniform Supplies 6939 $8519 Goodco Press, Inc. Printing Services-Business Cards 6940 $388.05 Great Printing&Copies Printing Services-Spaces&Species Passport Booklet 6941 $281.43 High Gear Powersports Uniform Expenses 6942 $18.50 ID Plus, Inc. Name Tags 6943 $60.00 Jobs Available Annual Subscription 6944 $173.40 Jobs Available Recruitment Ad-Office Manager/Senior Administrative Assistant 6945 $2,850.00 Liebert Cassidy Whitmore Legal Services 6946 $196,70 Life Assist First Aid Supplies 6947 $60.00 Macke Water Systems, Inc. Water Dispenser Rental-Two Months 6948 $55.71 Metro Mobile Communications Radio Supplies 6949 $573.70 Pillsbury Winthrop Shaw Pittman LLP Legal Services-Fogarty/MacFarlane Litigation 6950 $66.00 R.H.F. Inc. Radar System Recertification&Repair 6951 $46,25 Rayne Of San Jose Water Conditioning Service 6952 $65.48 Rice, Sally Reimbursement-Local Business Meeting 6953 $150.00 Roy's Repair Service Vehicle Repairs&Service 6954 $36.00 San Jose Mercury News Quarterly Subscription 6955 $105.73 Schectman,Susan Reimbursement-Mileage 6956 $9,969,11 Shute, Mihaly&Weinberger LLP Legal Services-Coastal Annexation Litigation 6957 $2,095.72 Silacci's Feed Barn, Inc. Supplies-Big Dipper Grazing Project 6958 $172.66 Summit Uniforms Uniform Expenses 6959 $671.69 Tadco Supply Janitorial Supplies 6960 $34.77 The Ed Jones Company Uniform Expense 6961 $1,230.94 Tires On The Go Tires 6962 $237.50 Trucker Huss Legal Services 6963 $4,203.12 U.S. Postmaster Postage-Summer Newsletter 6964 $29.11 United Parcel Service Parcel Shipping Page 1 of 2 � Claims No. 07-09 ! Meeting 07-11 Dobs 5/23/07 Revised Midpeninsula Regional Open Space District # Amount Nmnnw Description 6965 $380e2 United Site Services, Inc. Sanitation Services-rFV 5980 $oe�oo vp||. uC Event Supplies 6907 $6.79200 vvnu|onu Resource Management, Inc. Fire Management Planning Services hSOu $61.55 Williams,Jennifer Reimbursement-Fremont Older Event Supplies 8969R *175.4* AT&r Voice Mail Service-aO 6e70n $60.00 Bankoex.michom| neimbumement-CeUPhpne 8871 R g3*.05 Federal Express Express Mailing 6972R *03.31 G&KService Shop Towel Service 6973R $3250 Hmpxe.A|uxanun, Reimbvrsemont-Memuerxmpovem 6974R $3.71136 Hertz Equipment Rental Equipment Rental-Excavator For Los Tra^vooTrail Construction Project 6e75R $2.000.00 Jvonsnn&Associates Compensation Survey 6976n $297.68 Katie Cooney Photography Photography For vvebmite 6977m $2.704.50 Liebort Cassidy Whitmore Lego|Servinex-Pemonne| 6978R $1.329.60 Office Depot Office Supplies 6978R $12e.00 pau|*eip|e Docent Training Honorarium soaoR $1.100.00 pntmtok Air Quality Testing 6981 R $368.37 Petty Cash Business Meetings,PomaQe,Conference Expenses, pommg&Mileage,Volunteer Supplies&Field Supplies 6982R $428a9 Pine Cone Lumber Lumber Supplies 6983n $1.208.91 Post Haste Direct Mail Services Mail House Services 6984n $71o3 The Workingman's Emporium Uniform Expenses seoan $3367 United Parcel Service Parcel Shipping Goosn *219.13 verizonvvire|000 Cell Phone Service Total $82,631.09 � Page 2mz Claims No. 07-09 Meeting 07-11 Date 5/23/07 Midpeninsula Regional Open Space District # Amount Name Description 6919 $400.00 Aaron's Septic Tank Service Pumping Services 6920 $141.05 Allied Waste Services Garbage Service 6921 $1,427.35 AT&T Telephone Service-AO Fax Service-AO&FFO Alarm Service-FFO 6922 $151.98 Barron Park Supply Plumbing Supplies 6923 $342.32 Beck's Shoes Inc. Uniform Shoes 6924 $1,457.50 C.C.Creations Docent/Volunteer Supplies 6925 $415.00 California Park&Recreation Society Membership Fees 6926 $417.70 California Water Service Company Water Service-FFO 6927 $1,835.40 City Of Los Altos Annual Sewer Service Charges 6928 $50,00 City Of Palo Alto Revenue Collections Parking Citation Hearing 6929 $1,030.87 CMK Automotive Inc. Vehicle Maintenance&Repairs 6930 $71.00 CNIPS "Weeds Of California"Books 6931 $346.00 County Of San Mateo Public Health Water&Tick Testing Laboratory 6932 $16,393.53 Dell Commercial Credit Sonicwall Firewall,Sonicwall Bundle,Comprehensive Security Bundle&4 Workstations 6933 $2,659.06 Department Of General Services Vehicle Procurement Fees 6934 $7,704.00 Department Of Water Resources Rickey Dam Fees 6935 $1,286.00 Environmental Science Associates Consulting Services-Environmental Review For Proposed Land Exchange 6936 $208.62 Foster Brothers Lock&Key Services 6937 $785.56 G.P. Sports ATV Annual Service 6938 $414.13 Gempler's, Inc. Uniform Supplies 6939 $85.19 Goodco Press, Inc. Printing Services-Business Cards 6940 $388.05 Great Printing&Copies Printing Services-Spaces&Species Passport Booklet 6941 $281.43 High Gear Powersports Uniform Expenses 6942 $18.50 ID Plus, Inc, Name Tags 6943 $60.00 Jobs Available Annual Subscription 6944 $173.40 Jobs Available Recruitment Ad-Office Manager Senior Administrative Assistant 6945 $2,850.00 Liebert Cassidy Whitmore Legal Services 6946 $196.70 Life Assist First Aid Supplies 6947 $60.00 Macke Water Systems, Inc. Water Dispenser Rental-Two Months 6948 $55.71 Metro Mobile Communications Radio Supplies 6949 $573.70 Pillsbury Winthrop Shaw Pittman LLP Legal Services-Fogarty/MacFarlane Litigation 6950 $66.00 R.H.F. Inc. Radar System Recertification&Repair 6951 $46.25 Rayne Of San Jose Water Conditioning Service 6952 $65.48 Rice, Sally Reimbursement-Local Business Meeting 6953 $150.00 Roy's Repair Service Vehicle Repairs&Service 6954 $36.00 San Jose Mercury News Quarterly Subscription 6955 $105.73 Schectman, Susan Reimbursement-Mileage 6956 $9,969.11 Shute, Mihaly&Weinberger LLP Legal Services-Coastal Annexation Litigation 6957 $2,095.72 Silacci's Feed Barn, Inc. Supplies-Big Dipper Grazing Project 6958 $172.66 Summit Uniforms Uniform Expenses 6959 $671.69 Tadco Supply Janitorial Supplies 6960 $34.77 The Ed Jones Company Uniform Expense 6961 $1,230.94 Tires On The Go Tires 6962 $237.50 Trucker Huss Legal Services 6963 $4,203.12 U.S. Postmaster Postage-Summer Newsletter 6964 $29.11 United Parcel Service Parcel Shipping Page 1 of 2 Claims No. 07-09 Meeting 07-11 Date 5/23/07 Midpeninsula Regional Open Space District # Amount Name Description 6965 $380.92 United Site Services, Inc, Sanitation Services-FFO 6966 $39.25 VP 11, LLC Event Supplies 6967 $6,792.00 Wildland Resource Management, Inc. Fire Management Planning Services 6968 $61.55 Williams,Jennifer Reimbursement-Fremont Older Event Supplies Total $68,667.55 Page 2 of 2