HomeMy Public PortalAbout20070727 - Agenda Packet - Board of Directors (BOD) - 07-13 Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Meeting 07-13
REGULAR AND SPECIAL MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
5:00 p.m.
Wednesday,June 27,2007
330 Distel Circle,Los Altos,California
Please Note: 5:00 p.m. Special Meeting Closed Session Start Time
5:30 p.m.Forest Management Study Workshop
7:30 p.m.Regular Meeting and Pledge of Allegiance
AGENDA
The Special Meeting Closed Session will begin at 5:00 p.m. At 7:30 p.m.,the Board will convene the Regular
Meeting,and,at the conclusion of the Regular Meeting,the Board may reconvene the Closed Session.
5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
ROLL CALL
I CLOSED SESSION
A. Conference with Real Property Negotiator—California Government Code§54956.8
Real Property—Santa Clara County APNs 537-32-002 and 537-09-006—Americh Road,Los Gatos,California
Agency Negotiator—Mike Williams,Real Property Manager
Negotiating Party—Bahrain&Anne Behroozi
Under Negotiation—Price and terms of payment
B. Conference with Real Property Negotiator—California Government Code§54956.8
Real Property—Santa Clara County APN 544-50-003, 544-50-005,544-50-006 and Santa Cruz County
APN 091-051-02,091-051-03—Bear Creek Redwoods Open Space Preserve—Sisters of Presentation Property,
19480 Bear Creek Road,Los Gatos,CA
Agency Negotiator—Mike Williams,Real Property Manager
Negotiating Party—Clint Callan,Attorney for Sisters of Presentation
Under Negotiation—Terms of real property transaction
5:30 2. FOREST MANAGEMENT STUDY WORKSHOP
Presentation to the Board by Dr.Jerry Franklin,Professor of Ecosystem Analysis,College of Forest Resources from
the University of Washington on the characteristics and management of redwood and mixed-conifer forests in the
western United States followed by discussion and comment on the Draft Forest Management Policy.
7:30 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
ROLL CALL
ORAL COMMUNICATIONS—Public
PLEDGE OF ALLEGIANCE—Public
ADOPTION OF AGENDA—K.Nitz
ADOPTION OF CONSENT CALENDAR—K.Nitz
APPROVAL OF MINUTES
■ MAY 23,2007
Meeting 07-09 Page 2
BOARD BUSINESS
7:40* 1 Authorize the General Manager to Permit the City of Palo Alto Fire Department to conduct a controlled bum,
jointly with the District,for training purposes,on the Monte Bello Open Space Preserve and approve the
Mitigated Negative Declaration and Mitigation Monitoring Program—G.Baillie
7:55* 2 Review and comment on District Program for Eradication of Slender False Brome Program at Thomewood Open
Space Preserve,direct General Manager to undertake an environmental review of the CEQA components of the
eradication program and obtain subsequent approval from the Board for the environmental review and hiring of
contractor(s)to treat slender false brome,direct staff to develop public outreach and public education with
affected neighbors,and direct General Manager to retain a Brome Outreach Coordinator and obtain subsequent
approval for this consultant agreement—C. Roessler
8:30 3 Adopt the new Personnel Policy and Procedures Manual—S. Rice
4 Authorize payment of additional legal fees to the Law Firm of Shute,Mihaly,&Weinberger in the matter of
Citizens for Responsible Open Space v.LAFCo and Midpeninsula Regional Open Space District in an amount
not to exceed$50,000—S. Schectman
5 Approve Website Content Coordinator Position Classification at a monthly salary range of$4,581 -$5,879 and
the amendment to the Position Classification and Compensation Plan for this position—A. Spiegel
6 Approve cancellation of the July 11,2007 Meeting of the Board of Directors—C.Britton
7 Adopt superceding Resolution correcting the percentage amount of the Employer Paid Member Contribution
(EPMC)for the Board Appointee Group—S. Rice
8 Appoint Gordon Baillie as Interim District Clerk—C. Britton
9 Adopt Resolution authorizing the General Manager to execute the proposed Disclosure and Agreement for
Voluntary Deposits for the County of Santa Clara Investment Pool—M. Foster
REVISED CLAIMS
9:15* INFORMATIONAL REPORTS—Reports on compensable 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.
9:30* ADJOURNMENT
Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order.
roADDm&THE BoARD: The Chair will invite public comment on agenda items at the time each item is considered by the Board of Directors. You
may address the Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited to three minutes. Alternately,
you may comment to the Board by a written communication,which the Board appreciates.
All items on the consent calendar may be approved without discussion by one motion. Board members,the General Manager,and members of the
public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar.
In compliance with the Americans with Disabilities Act,if you need assistance to participate in this meeting,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-07-76
Meeting 07-12
June 27, 2007
STUDY SESSION ITEM
AGENDA ITEM
Study Session to Review Draft Forest Management olicy
GENERAL MANAGER'S RECOMMEN
Review, discuss and comment on the attached draft Forest Management Policy.
BACKGROUND
The Board of Directors prioritized the development of resource management policies during a
workshop held on October 25, 2004. During this workshop, a number of policy topics were
identified for consideration because they were included as Guiding Principles within the San
Mateo Coastal Annexation Area Service Plan (Service Plan), which included Forestry. Staff is
proposing a stand-alone Forest Management Policy to address the management of District forests
and woodlands (including timberland) consistent with existing policies and Service Plan goals.
The existing Resource Management Policies include some management goals, discussion and
direction that is applicable to forest and woodland, though management of District forest and
woodland is not specifically identified within the existing policies. The existing Resource
Management Policies are broadly stated and would apply to any habitats found on District
property. Staff reviewed scientific literature focused on forest and woodland management, park
and open space forest and fire management, and specific policy language used by different
agencies related to forests. Additionally, staff reviewed other District policies and commitments
(such as the Service Plan) to ensure that the proposed policies remain consistent.
Finally, elements of the draft Forest Management Policy were circulated for comment to Dr.
Jerry Franklin, Forest Ecologist (advisor). Susan Frankel, U. S. Forest Service Program Manager
for Sudden Oak Death Research, who has experience with the District and was a recent presenter
to the Board, graciously provided additional comment. A presentation was also given to the
Skyline Field Office staff, who provided valuable comments.
This preliminary draft Forest Management Policy(Attachment 1) and study session are intended
to initiate a dialogue regarding District forest and woodland management, and inform the Board
on the range of forest issues and possibilities.
Following the study session, staff will incorporate the Board's direction into a complete draft
Policy. This draft Policy will be used as the basis for consultations with partner agencies and
regional stakeholders. Following the consultation process, staff will return to the Board with the
resulting revised draft Policy.
R-07-76 Page 2
DISCUSSION
The District currently manages approximately 30,000 acres of forest and woodland habitat.
Approximately 11,500 acres consisting of redwood and Douglas-fir associated coniferous forest
are located primarily in the northern Skyline area of the District on the western slopes of the
Santa Cruz Mountains, and in the Lexington Reservoir Basin at the southern end of the District.
The remaining 18,500 acres consist of a variety of hardwood forest and woodlands distributed
primarily on the eastern slopes of the Santa Cruz Mountains. The distribution of these forest
types are shown in Attachment 2.
Forest and woodlands within the District have been subject to historic modifications. Portions of
the oak/hardwood forests and woodlands have had a history of cattle grazing, burning, and fuel
wood procurement. The vast majority of redwood and Douglas-fir forests within the District
have been commercially logged. The proximity of District lands to the urban San Francisco Bay
Area fostered the development of commercial logging activities relatively early, and residential
development since then continues to encroach upon and fragment forest resources.
These past land use practices have raised a number of forest and woodland management issues
for the District. Within the conifer forests the primary issues include: increased forest density
(more trees per acre) consisting of younger trees, resulting in increased fuel loads; a high density
of road networks that can impact aquatic habitat; and the reduction of habitat complexity for
species that utilize old forests.
Mature forests (also called late-seral forests) are often characterized as having large, old trees
with complex canopy structure, relatively wide spacing between trees, standing dead trees, and
large downed trees. This mature habitat structure provides many habitat niches that increase
biodiversity, and provide habitat elements for rare species. It is possible that some District
conifer forests that were harvested in the past hold promise for active management to accelerate
the development of mature forest habitat.
The draft Forest Management Policy identifies potential management needs and proposes draft
policies to: increase mature forest habitat complexity and distribution for species such as the
Marbled Murrelet; preserve and protect existing special status plant and animal species; reduce
potential fire hazard within District preserves and with adjacent residences and communities; and
complement ongoing watershed protection efforts. A critical first step for management will be to
inventory and assess District forest and woodland to foster future management decisions that
benefit District forests to the maximum extent.
These draft Forest Management Goals are consistent with the existing Resource Management
Policies, specifically: the protection and restoration of rare and endangered species and habitats,
management of open space as a composite resource, the restoration of seriously degraded habitat
to a"natural"pre-European state, the protection and enhancement of habitat features, the
reconnection of fragmented habitat, and the protection and restoration of water resources. The
Coastside Service Plan has a few specific forestry guidelines. These guidelines recognize that
while the District is not in the commercial forestry business, the sale of timber from limited tree
removal in the interest of managing ecological values, protecting public safety, or controlling
disease is allowed.
R-07-76 Page 3
The District's conifer forests offer the potential to utilize restoration harvesting techniques to
accelerate the development of mature forest habitat. A presentation of these management
opportunities by Dr. Jerry Franklin, an expert in forest ecology and forest management, will be
included, along with the staff presentation, at the study session(Circum Vitae, Attachment 3).
The study session will allow for Board interaction with Dr. Franklin and staff regarding the draft
Policy.
CEQA COMPLIANCE
The study session will not result in any action by the Board of Directors subject to CEQA
compliance.
Prepared by:
Matt Baldzikowski, Resource Planner
Kirk Lenington, Resource Planner 11
Contact Person
Matt Baldzikowski, Resource Planner
June 2007 FOREST MANAGEMENT
15 FOREST MANAGEMENT
As of 2007, District lands encompass approximately 30,000 acres of forest and
woodland habitat. Approximately 11,500 acres consist of redwood and Douglas-fir
associated coniferous forest, located primarily in the northern Skyline area of the
District. These forests are often intermixed with a lesser component of hardwood,
primarily tanoak, madrone, California bay, black oak, and various live oaks.
The term.forest applies to The remaining 18,500 acres consist of a variety of hardwood forest and woodlands.
habitats dominated by tree These consist of numerous oak species (coast, canyon, and interior live oak,black
species ivith a continuous or oak, blue oak, valley oak), madrone, tanoak, California bay, California buckeye,
nearly continuous canopy and riparian species such as red and white alder, big-leaf maple, various willow
covering substantial portions of
the landscape. species, California sycamore, and box elder.
woodlands consist ofscattered Forest and woodlands within the District have been subject to significant historic
trees across the landscape modifications. Portions of the oak forests and woodlands have had a history of
intermixed with a significant cattle grazing and fuel wood procurement. The effects of these uses are not well
habitat component of other
Vegetation types such as documented, but young dense stands (primarily live oak species) occur within the
grassland. preserves in areas of prior disturbance. These young dense stands often occur
along forest margins or have regenerated within areas that had been previously
cleared. At the other end of the spectrum are beautiful stands of large old majestic
oaks. Concerns about the reduction of oak forest and woodland within California
often center on their conversion to urbanized uses or commercial agriculture. The
primary role for the District is the preservation and protection of these forests and
woodlands, particularly considering the heavy urban growth pressures within the
San Francisco Bay Area.
Riparian hardwood forests have also been modified in areas by past land use
hpractices have t typically whittled away at the width of the
practices. These yp y y
corridors in laces narrowing the corridors to thin strips along the edges of creeks.
p g P g g
When riparian forests are modified in this manner, it is common for the species
composition to change to those species that prefer to be near the water(typically
willow and alder), while reducing species that typically occupy elevated
floodplains such as sycamore.
The proximity of the redwood and Douglas-fir forests in the Santa Cruz Mountains
to the urban San Francisco Bay Area and associated ports of trade fostered the
development of an early and intense commercial logging industry. Commercial
timber harvest and milling activities were well underway beginning in the 1850's
within the La Honda Creek, Purisima Creek Redwoods, and El Corte de Madera
Creek Open Space Preserve areas. Timber harvest activities have generally altered
the forest stands by reducing the size and age of the stands and increasing the
density of the young growth. This is clearly evident when viewing the distribution
of old growth redwood stumps within the forests. A second round of logging that
focused on residual (left over) old growth and the second growth that re-sprouted
from the late 1800's clear cuts began in the 1950's-1960's. Tractor logging
continued within El Corte de Madera Creek and Purisima Creek throughout the
1970's and 1980's, resulting in third and fourth timber harvest entries into much of
the areas that are now protected by the open space preserves.
15-1
I
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June 2007 FOREST MANAGEMENT
Numerous roads were constructed to facilitate access to early timber(and grazing)
operations on the properties now owned by the District. These roads were often
constructed in locations, and utilizing methods that were insufficiently protective of
water quality and aquatic resources. The elimination or conversion of non-essential
roads and the judicious maintenance of essential roads will be necessary to protect
water quality and aquatic resources.
Pathogens are a significant threat to the District forests. The most notable pathogen
at present is (Phyttopthera ramorum)which is responsible for Sudden Oak Death
Syndrome, commonly known as SOD. A number of oak species are susceptible,
particularly tanoak, and additional host species include many other forest trees and
shrubs. SOD has the potential to seriously impact forests within the preserves and
the region, presenting a number of social and ecological concerns. The District
Board of Directors conducted a study session to develop forest disease policy in
November 2006.
All of the forest ecosystems within the District preserves evolved in association
with periodic fire. Fire suppression activities within the Santa Cruz Mountains, as
well as throughout the Western United States, have also had an effect on District
forests. The effects of fire suppression typically include an increase in forest
density, a build up of forest floor fuel loads, and a decrease in herbaceous forest
floor plant communities. Forest management actions can be undertaken to reduce
the severity of fires within the forest ecosystem and watersheds when these fires
occur. Additionally, forest management can achieve conditions suitable for the
reintroduction of fire into forest ecosystems, an ecological function that has been
largely absent, except under typically severe conditions, for the past sixty years.
The District has preserved large blocks of forest and woodland. The overall extent
of District land holdings within the greater Santa Cruz Mountain Bioregion is
exceptionally important to regional biodiversity and well suited to regional
ecosystem management. The state and county parks, Peninsula Open Space Trust
properties, and numerous conservation easements, together with the District
preserves, provide tremendous opportunities for regional forest preservation and
restoration.
Active conifer forest management on public lands is typically limited to relatively
small fuel management projects and controlled burns in old growth stands within
some state parks. This limits the majority of these forests to more hands off
management, requiring long periods of time where trees compete for food, water,
and sunlight. During this time period, which can take hundreds of years, the
dominant trees will persist, while the less dominant trees will be crowded out and
die. During much of this transitional period, habitat complexity and biodiversity
can remain relatively stagnant and simplified. Maintaining most of these protected
forests under the same management paradigm has the potential to suppress regional
biodiversity.
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June 2007 FOREST MANAGEMENT
From a regional perspective, old growth and late-seral conifer forests are very
L ate-seral and old growth limited in distribution. Late-seral forests, or late-successional forests, are older
forest characteristics forests that begin to develop some characteristics similar to old growth forests. The
typically include: large initial development of late-seral redwood and Douglas-fir forests is generally
widely spaced trees, thick p g y
hark, large complex considered to take place between 80 to 300 years, and continue to persist for
branches, large standing centuries, with the oldest redwoods reaching an age of 1,000 to 2,000 years old.
snags in various stages of The District preserves have retained a significant "biological legacy" of residual
decay, large dowered logs (uncut) single old growth trees and small stands of old growth, as well as a
on the forest floor, and a substantial older Douglas fir component. These biological legacies are known to
closed canopy. This
g p �' g
complex structure results in harbor significant remaining habitat components that are used by wildlife, from the
a very wide variety of canopy species such as marbled murrelets down to soil microbes.
habitat conditions and
results in tremendous The District's conifer dominated Preserves offer the opportunity to manage forest
biodiversiry. conditions to accelerate late-seral habitat conditions to promote biologically
Douglas-fir trees can diverse, dynamic forest habitat, increase the extent of this limited habitat, and
develop late-seral accelerate the development of forest structure for the benefit of protected species
character istics faster than and for improved fire resistance.
redwood trees.
I
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1
15-3
June 2007 FOREST MANAGEMENT
Preliminary Draft Forest Management Policy
Goal: Manage District land to retain and promote biologically
diverse, dynamic forest conditions; maintain and enhance high
quality forest and aquatic habitat; encourage and enhance the
development of late-seral conifer forest; provide for visitor
experiences within diverse forest habitat; and promote District and
regional fire management objectives where appropriate.
Policies and Implementation Measures
1 Inventory n d assess District forest est and woodland.
a t o
• Inventor and assess existing District forest conditions. Inventories within
Y g
hardwood stands should include forest age, structure, health, and an
evaluation of regeneration (growth of seedlings and young trees).
Inventories within conifer stands should have a particular emphasis on
forest age and structural characteristics, identification of biological legacies,
and the reconnection and restoration of late-seral habitat. Inventories
should also include the identification and assessment of any effects of
urbanization on the forests.
• Identify unique habitat features such as meadows,ponds, or other non-
forested communities. Evaluate the need for management to maintain
landscape heterogeneity and specialized habitat for non-forest wildlife and
vegetation.
• Inventory District forest wildlife with a particular emphasis on rare,
endangered, or threatened species or species of special concern, such as the
marbled murrelet, spotted owl, Vaux's swift, numerous raptor species, and
indicator species such as the pileated woodpecker.
• Inventory District forest to assess fuel loads and forest structure related to
fire. Identify access issues and District and community/regional fire
concerns.
Special status species include 2. Ensure that forest management activities are compatible
species lister/b 4y y the State of
California listed
Federal with the protection of special status plant and animal species.
government as threatened or
endangered, state species of • Conduct time appropriate surveys for special status species to establish the
special concern, and presence or absence thereof, and identify essential habitat features (nest
California Native Plant trees, roosts, sheltering trees, springs, and ponds).
Society's list l B and 2.
• Manage forests to expand critical habitat for sensitive species by restoring
forest structure and habitat elements utilized by sensitive species to develop
and connect suitable habitat.
• Continue regular consultation with regulatory agencies and experts to
develop plans to protect and enhance habitat for sensitive species.
15-4
June 2007 FOREST MANAGEMENT
3. Ensure that forest management activities are compatible
Riparian ecosystems are with riparian ecosystem and water resources protection and
streamside ecosystems that
are extremely important to policies.
manerous forest plant and
wildlife species. In . Protect riparian ecosystems and habitat to maintain natural hydrologic
addition to benefits to process, water quality, and wildlife benefits. Maintain essential riparian
wildlife such as fish and
amphibians, these functions, and if necessary enhance and restore riparian habitats.
ecosystems also play
critical roles regarding • Inventory and assess roads and trails on District forestlands to identify
forest hydrology and water significant erosion and sediment sources. Maintain essential roads to high
duality. The protection and standards, and eliminate or reduce to trail width all non-essential roads.
restoration of Riparian ,
ecosystems is a primary (Water Resources, Chapter 7, Policies 7,3, 7.4).
component of Forest
Management. • Discourage forest management activities within riparian areas unless
justified and implemented for the specific purpose of restoring degraded
riparian habitat.
4. Manage District conifer forests to sustain and encourage the
development of late-seral habitat conditions.
Snags are dead standing . Prepare Forest Management Plans for high priority District forests to
trees that are important to establish habitat goals and appropriate management treatments. Utilize
a variety ofspecies.As
trees age and die, species restoration ecologists, forest ecologists, Registered Professional Foresters,
of woodpeckers and decay or other resource management professionals to prepare plans, as
from broker:branches appropriate.
create new habitat niches
for a host of bird, bat, . Restore degraded forest habitats to promote the development of late- seral
small mammal, amphibian,
and insect species. habitat, forest habitat complexity, and to enhance biodiversity, where
existing stand conditions and access permit. Utilize state of the art
Snags and large downed silvicultural (forestry) practices to restore degraded forests.
wood are critical
components of high duality . Protect existing residual old growth trees and stands, mature oaks, and most
Cate-seral forest large, older Douglas fir trees. The conservation of these areas will take
communities.
precedence over other uses and management practices that are determined
to have an adverse effect on these resources.
Late-seral redwood and • Maintain and/or create large snags and downed wood for wildlife habitat
Douglas-fir forests are where not a safety hazard.
generally considered to be
some o1 the most fire • Foster relationships with educational institutions, forest scientists and forest
resistant and resilient type professionals to inform District forest management decisions based upon
afforest. sound, current science, and to contribute opportunities for continuing
research of late-seral focused management. Seek grant opportunities and
partnerships for forest research and monitoring.
15-5
JJune 2007 FOREST MANAGEMENT
5. Provide necessary fire and fuel management practices to
protect forest resources and public health and safety.
Fire hazard oncernf reduction:some is a
great c Maintain essential roads for emergency fire access, and forest management
or
landowners,particularly activities undertaken to reduce fire hazard.
residential landowners.
Fire can also be a • Maintain adequate fire clearance around District structures and facilities.
significant threat to the
environment,particularly Encourage neighboring property owners to maintain adequate fire clearance
water and aquatic around existing development. Consult with regulatory agencies to
resources. encourage that construction of new development maintains fire agency
recommended setbacks for fire clearance between new development and
Shaded fuel breaks are an District forest and woodland.
exatnple of afitiel reduction
proiect that the District can * Evaluate the potential to reduce forest fuel loading through the removal of
undertake. They consist of smaller trees to reduce forest floor fuel buildup and ladder fuels.
areas where vegetation is
thinned to break up 0 Coordinate with local fire agencies, CalFire, and local communities to
horizontal connectivity, define locations where fire protection infrastructure is desirable and
and lower growing -ladder practical.
fuels", that can connect
ground fire to tree canopy,
are removed. Enough tall 9 Reintroduce fire as a resource management tool to reduce forest floor fuels
tree canopy is retained to and reestablish fire for ecosystem health where stand conditions, access,
maintain shade to and public safety permit. Coordinate with other agencies for planning and
discourage the re-growth implementation.
of ladder fuels. These
often require follow-up maintenance. 0 Seek grant opportunities and partnerships for fuel management projects and
monitoring.
6. Protect forest health from intense wildfire, pests, and
pathogens with high potential to cause damage.
Sudden Oak Death (SOD)
is a disease that has killed 0 Evaluate potential for forest loss to intense wildfire,pests and pathogens
over one million native oak
where effective methods are available and justified.
(aid tanoak trees and
infests many otherforest
0 Manage forest diseases when necessary to protect natural biological
species in Oregon and
California. There diversity and critical ecosystem functions. Regarding Sudden Oak Death
currently is no cure for (SOD): detect, report and monitor infested areas; utilize sanitation and best
SOD, and as with other management practices to control the spread of the SOD pathogen; train staff
ex tens ive.forest diseases, a and educate the public; and support SOD research to guide land
strategy may take decades management decisions (Vegetation Management, Chapter 4, Policy 4.1).
to develop. The District
has adopted a ten-year
plan to slow the spread of 7. Monitor wildlife, water quality, and vegetation response to
SOD, collaboratively study forest management activities.
impacts on wildland
ecology and recreation,
and develop a restoration 0 Conduct pre and post project wildlife and vegetation surveys with emphasis
strategy for heavily infested on special status species.
forests.
0 Monitor water quality upstream and downstream of forest management
activities that have the potential to negatively affect water quality or aquatic
resources.
15-6
June 2007 FOREST MANAGEMENT
• Periodically re-inventory forest conditions with a frequency adequate to
monitor forest response to management.
8. Provide educational opportunities for the general public and
recreational users regarding forest ecosystems and
management.
• Place interpretive displays in accessible locations to inform and educate the
public about forest ecosystems, and management techniques employed on
District lands.
• Conduct public outreach to inform and gain support for District activities
within the local community.
• Conduct interviews with individuals related to past land use and history of
forested Preserves to compile historical details and perspectives on District
forest land. Include history into interpretation and educational opportunities
within the Preserves.
15-7
MROSD Forestland Distribution Legend
Vegetation Type Acreage in MROSD
Preserves
Lower Elevation Mixed Broadleaf Hardwoods Mapping Unit 3575
Higher Elevation Mixed Broadleaf Hardwoods 2173
California Bay Association 920
California Bay Coast Live Oak Multiple Series Mapping Unit 1941
California Bay Canyon Oak Multiple Series Mapping Unit 4354
California Bay Tanoak Multiple Series Mapping Unit 784
Mixed Oak Mapping Unit 227
Redwood Series 465
Redwood/Tanoak Association 3698
Douglas-fir Series 103
Douglas-fir Association 5605
Douglas-fir Coast Redwood Association 1804
Knobcone Pine Series 428
Eucalyptus Series 93
Riparian Forest 964
Black Oak Forests 73
Coast Live Oak Series 2289
Blue Oak 42
California Buckeye Series 242
Valley Oak Series 52
Note: Maps prepared to show general distribution. It is difficult to discern some
differences at this scale, but each vegetation type can also be mapped individually
to provide a more detailed representation as needed.
M SD Forestland Distribution - Northern Sec ' n
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M%DSD Forestiand Distribution - Southern Sect=fin
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i
JERRY FOREST FRANKLIN
College of Forest Resources Phne: (206)543-2138 Fax: (206)543-7295
Campus Box 352100 E-mail:jffa@u.washington.edu
University of Washingto
n http://faculty.washington.edu/jff
Seattle, Washington 98195-2100
Areas of Specialization: 1)Structure and function of natural forest ecosystems,especially old-growth forests;
2)Successional processes and ecosystem recovery following catastrophic disturbances; 3)Effects of changing
environmental conditions,such as global change,on forest processes;4)Application of ecological principles to
management of natural resources('New Forestry,"ecosystem management);and 5)Theory and practice of
landscape ecology. Participant in many major scientific and policy analyses of forestry issues at local,national,
and global level (see below).
Degrees:
1959 B.S. Forest management,Oregon State University
1961 M.S. Forest management and statistics,Oregon State University
1966 Ph.D. Botany and soils,Washington State University
2001 LLD. Simon Fraser University
Major Professional Positions:
1986 to present Professor of Ecosystem Analysis,College of Forest Resources,University of Washington,
Seattle,WA
1993 to present Director, Wind River Canopy Crane Research Facility
2004 to present Co-Principal Investigator,National Science Foundation Grant($6 million/2 years)to
Plan National Ecological Observatory Network
1975 to 1991 Chief Plant Ecologist,USDA Forest Service Pacific Northwest Research Station,Corvallis,OR
1975 to 1992 Professor Departments of Botany and Plant Pathology and of Forest Sciences,Oreg
onon State
University,Corvallis,OR
197 1 7 3 to 9 5 Director,Ecosystem Studies Program,National Science Foundation Washington, DC
Y gr
1959 to 1975 Research Forester,USDA Forest Service Pacific Northwest Research Station, Corvallis,OR
Some Other Professional Responsibilities:
1993 to 1996 Appointee, Sierra Nevada Ecosystem Project(congressional commission)
1993 to 1995 Appointee, Scientific Panel for Sustainable Forest Practices in Clayoquot Sound(British
Columbia provincial commission)
1993 to 1994 President,Ecological Society of America
1993 Participant, White House Forest Conference
1993 Appointee, Forest Ecosystem Management Assessment Team(presidential commission)
1992 to 1995 Organizer and Chair, International Long=Term Ecological Research Program
1991 to 1993 Appointee, Indian Forest Management Assessment Team(congressional commission)
1991. to 1996 Board of Directors Ecotrust Inc.
1991 to present The Wilderness Society Governing Board
1991 Appointee, Scientific Panel for Late Successional Forest Ecosystem("Gang of Four")
(congressional commission)
1989 Appointee,Commission on Old Growth Alternatives for Washington's Forest Trust Lands(state
commission)
1986 to 1991 Scientific Advisory Board, Mount St. Helens National Volcanic Monument
1982 to 1995 Chair and Network Director,Long-Term Ecological Research(LTER)Program
1978 to 1988 Board of Governors,The Nature Conservancy
1975 to 1986 Director,H. J. Andrews Ecosystem Research Project
1969 to 1973 Deputy Director,Coniferous Forest Biome Project, International Biological Program
Major Honors and Awards:
2006 Honorary Degree of Doctor of Science,Lakehead University,Thuder Bay,Ontario
2005 Heinz Foundation,Award for the Environment A
2004 LaRoe Award for lifetime scientific contributions to conservation biology, Society for
Conservation Biology
2001 Leadership in Action Award,US Chapter of International Association for Landscape Ecology
2001 Honorary Degree of Doctor of Laws, Simon Fraser University,Burnaby, British Columbia
1996 William B. Greeley Award,American Forests Association
1995 Philip C. Hamm Award, Monsanto Agricultural Co. and College of Agricultural,Food and
Environmental Sciences,University of Minnesota
1992 The George Melendez Wright Award for Excellence,George Wright Society
1992 Howard Vollum Award, Science and Technology,Reed College,Portland,OR
1992 Conservationist of the Year, Pacific Rivers Council,Portland,OR
1988 Olaus&Mardy Murie Award for meritorious government service,The Wilderness Society
1986 Charles Bullard Fellow for Forest Research,Harvard University
1986 Barrington Moore Award for outstanding achievement in forest research, Society of American
Foresters
1986 Superior Service Award,U.S. Department of Agriculture
1972 Arthur S. Flemming Award,outstanding young person in the Federal government
1971 Distinguished Scientist Award,Northwest Scientific Association
1970 Superior Service Award,U.S. Department of Agriculture
Professional Societies:
Fellow of American Association for the Advancement of Science,Ecological Society of America, American
Institute of Biological Sciences, British Ecological Society, Society of Conservation Biology,and International
Association of Landscape Ecologists.
Selected Publications: (from total of>300)
Keeton, W. S. and J. F. Franklin. 2005. Do Remnant Old-Growth Trees Accelerate Rates of Succession in
Mature Douglas-Fir Forests? Ecological Monographs 75(1): 103-118.
Franklin, J. F. and K.N. Johnson. 2004. Forests Face New Threat: Global Market Changes. Issues in Science
and Technology 20(4):41-18.
2
Franklin,J. F. and R. Van Pelt. 2004. Spatial aspects of structural complexity in old-growth forests. Journal of
Forestry 102(3):22-28.
Franklin, J. F. and J. K. Agee. 2003. Forging a Science-Based National Forest Fire Policy. Issues in Science
and Technology 20(1):59-66.
Lindenmayer, D. B. and J. F. Franklin. 2003. Towards Forest Sustainability. Island Press: Washington,DC.
231 p.
Franklin, J. F.,T. A. Spies,R. Van Pelt,et al. 2002. Disturbances and structural development of natural forest
ecosystems with silvicultural implications,using Douglas-fir forests as an example. Forest Ecology and
Management 155:399-423.
Lindenmayer, D. B. and J. F. Franklin. 2002. Conserving Forest Biodiversity: A Comprehensive Multiscaled
Approach. Island Press: Washington,DC. 351 pp.
Franklin, J. F. and J. A. MacMahon. 2000. Messages from a Mountain. Science Vol. 288, 19 May 2000,Pp.
1183-1185.
Franklin, J. F.,D. B. Lindenmayer,J. A. MacMahon,et al. 2000. Threads of Continuity. Conservation Biology
in Practice Vol. 1,No. 1, Pp. 8-16.
Van Pelt, R.,and J. F. Franklin. 2000. Influence of canopy structure on the understory environment in tall,old-
growth, conifer forests. Canadian Journal of Forest Research 30:1231-1245.
Franklin, J. F., L. A.Norris, D. R. Berg, and G. R. Smith. 1999. The History of DEMO: An Experiment in
Regeneration Harvest of Northwestern Forest Ecosystems. Northwest Science, Vol. 73, Special Issue,Pp. 3-11.
Lindenmayer, D. B.,and J. F. Franklin. 1999. Managed unreserved forest land for biodiversity conservation:
the importance of the matrix. Pp. 13-25. In J. L.Craig,N. Mitchell,and D.A. Saunders,editors.Nature
Conservation 5:Nature Conservation in Production Environments: Managing the Matrix. Surrey Beatty&Sons:
Chipping Norton,Australia.
Van Pelt, R.,and J. F. Franklin. 1999. Response of understory trees to experimental gaps in old-growth
Douglas-fir forests. Ecological Applications 9:504-512.
Franklin,J. F. 1997. Ecosystem management: an overview. In A. W. Haney and Mark S. Boyce,Ecosystem
management: applications for sustainable forest and wildlife resources. Yale University Press:New Haven,CT.
Franklin,J. F., D. R. Berg, D.A. Thornburgh,and J.C.Tappeiner. 1997. Alternative silvicultural approaches
to timber harvesting: variable retention harvest systems. Pp. I I 1-139. In K. Kohm and J. F. Franklin,Creating
a forestry for the 21 st century. Island Press: Washington, DC.
Franklin, J. F., D. Graber,K.N. Johnson,et al. 1997. Alternative approaches to conservation of late
successional forests. Pp. 53-70. In Sierra Nevada Ecosystem Project,Final Report to Congress,Addendum.
Davis: University of California,Centers for Water and Wildland Resources.
Franklin,J. F.,and J. Fites-Kaufmann. 1996. Assessment of late-successional forests of the Sierra Nevada. In:
Status of the Sierra Nevada. Sierra Nevada Ecosystem Project Final Report to Congress Volume 11.
3
Assessments and scientific basis for management options. University of California, Davis Wildlands Resources
Center Report No. 37.
Johnson,K.N.,J. Sessions,and J. F. Franklin. 1996. Some ecological and economic implications of alternative
goals for the forests and watersheds of federal lands in the Sierra Nevada. In Status of the Sierra Nevada.
Supplement to Volume 11. Assessments and scientific basis for management options. University of California,
Davis Wildlands Resources Center.
Franklin,J. F. 1995. Scientists in wonderland. BioScience Supplement 1995:74-78.
Franklin, J. F. 1995. Sustainability of managed temperate forest ecosystems. Pp. 355-385. In M. Munasinghe
and W. Shearer,Defining and measuring sustainability. The biophysical foundations. The World Bank:
Washington,DC.
Franklin, J. F. 1994. Ecological science: a conceptual basis for FEMAT. Jour. Forestry 92(4):21-23.
Franklin, J. F. 1993. Preserving biodiversity: species,ecosystems or landscapes? Ecological Applications
3(2):202-205.
Chen,J., J. F. Franklin, and T. A. Spies. 1993. Contrasting microclimates among clearcut,edge,and interior of
old-growth Douglas-fir forest. Agricultural and Forest Meterology 63:219-237.
Franklin, J. F. 1992. Scientific basis for new perspectives in forests and streams. Pp. 25-72. In R.J.Naiman
(ed), Watershed management—balancing sustainability and environmental change. Springer-Verlag:New
York.
Franklin, J. F., F. J. Swanson, M. E. Harmon,and others. 1991. Effects of global climatic change on forests in
northwestern North America. Northwest Environmental Jour. 7:233-254.
Franklin, J. F.,C. S. Bledsoe,and J.T. Callahan. 1990. Contributions of the Long-Tenn Ecological Research
Program. BioScience 40(7):509-523.
Hannon,M. E.,J. F. Franklin,and W. K. Ferrell. 1990. Effects on carbon storage of conversion of old-growth
forests to young forests. Science 247:699-702.
Franklin,J. F.,and R. T. T. Forman. 1987. Creating landscape patterns by forest cutting: ecological
consequences and principles. Landscape Ecology 1:5-18.
Franklin,J. F., H. H. Shugart,and M. E. Hannon. 1987. Tree death as an ecological process. BioScience
37(8):550-556.
Franklin,J. F., K. Cromack,W. Denison,and others. 1981. Ecological characteristics of old-growth Douglas-
fir forests. USDA Forest Service General Technical Report PNW-1 18,48 p.
Franklin,J. F.,and C. T. Dymess. 1973. Natural vegetation of Oregon and Washington. USDA Forest Service
General Technical Report PNW-8,417 p.
Conunittee Reports to which Franklin made major contributions:
4
10,
Sierra Nevada Ecosystem Project. 1996. Status of the Sierra Nevada. Final report to Congress. Volume 1.
Assessment summaries and management strategies. University of California,Davis,Wildlands Resources
Center Report No. 36. 209 p.
Scientific Panel for Sustainable Forest Practices in Clayoquot Sound. 1995. Report 5. Sustainable ecosystem
management in Clayoquot Sound. 296 p. Cortex Consultants Inc: Victoria,BC,Canada.
Forest Ecosystem Management Assessment Team. 1993. Forest ecosystem management: an ecological,
economic,and social assessment. Various pagination. USDA Forest Service and USDI Fish and Wildlife
Service: Portland,OR.
Indian Forest Management Assessment Team. 1993. An assessment of Indian forests and forest management in
the United States. Various pagination. Intertribal Timber Council: Portland,OR.
Scientific Panel on Late Successional Forest Ecosystems. 1991. College of Forestry,Oregon State University:
Corvallis,OR.
Committee on Forestry Research,National Research Council. 1990. Forestry research. A mandate for change.
84 p. National Academy Press: Washington,DC.
5
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-69
Meeting 07-13
June 27, 2007
AGENDA ITEM 1
AGENDAITEM
Approval
val of a Mitigated Negative Declaration and Mitigation Monitoring Program and
authorization for Staff to Conduct a Controlled Training Bu at Monte Bello Open Space
Preserve
GENERAL MANAGER'S RECOMMENDATIOW-
1. Approve the Mitigated Negative Declaration and Mitigation Monitoring Program in
accordance with the California Environmental Quality Act(CEQA) and adopt the CEQA
Findings as set out in this report.
2. Authorize the General Manager to execute a Permit to Enter, in a form satisfactory to the
General Counsel, for the purpose of allowing the City of Palo Alto Fire Department to
conduct a controlled bum,jointly with the District, for training purposes, on the Monte j
Bello Open Space Preserve.
BACKGROUND
The District has an excellent working relationship with the City of Palo Alto. District and City
of Palo Alto staff work closely on medical and fire responses, and the City of Palo Alto's
jurisdiction for fire and law enforcement services includes portions of the Foothills, Monte Bello
and Los Trancos Open Space Preserves.
i
Controlled burns provide an invaluable opportunity to practice wildland fire skills in a safe but
realistic environment. For many fire fighters a controlled burn is the only exposure they will
have to live fire, until they must fight a true wildland fire. The experience of working a
controlled burn provides the participants with experience and skills that can be life saving in a
true wildland fire emergency. The exposure to the smoke, heat, and working in fire conditions
is a humbling and salient lesson, which reinforces the lessons taught in basic fire academies, and
incident command classes.
The opportunities to hold controlled burns are few and far between. In the lands which are
owned by the District there are only a few locations where a controlled burn can safely be held.
Safety factors which are assessed when deciding where a controlled burn can be held include:
access for vehicles, slope,type of vegetation and public use.
R-07-69 Page 2
DISCUSSION
The project will involve burning up to 20 acres of grassland and sparse chaparral. This particular
site was chosen because the gentle slope, combined with light fuels, is appropriate for conducting
a safe bum, with minimal erosion potential. The site is easily accessible and water is readily
available. Fire hydrants are close to the bum area, and the area provides an excellent staging
ground for fire vehicles. In addition, the site is close to Page Mill Road, and so provides easy
access.
Pending Board approval, the first possible date for conducting the bum will be Thursday,
July 12, 2007. The date chosen works well for District staff, and for a fire academy which is
being conducted by the City of Palo Alto Fire Department.
Protection of the site will be accomplished by disking and mowing where necessary.
Additionally, on the morning of the bum, a small amount of burning around the edge of the site
(black-lining) will be done to provide further protection against escape of the fire.
The final wording of the Permit to Enter is being finalized with the City of Palo Alto Fire
Department, and it will be similar to wording used for the Rancho de Guadalupe bums (see
report R-05-65).
The City of Palo Alto Fire Department will be the agency responsible for fire operations in
conducting the exercise. It will be responsible for conducting the bum, providing logistical
support, and working with District staff to ensure compliance with Bay Area Air Quality
Management District regulations. The California Department of Forestry and Fire Protection
(CDF), Santa Clara County Fire and Woodside Fire have all been invited to participate in the
training.
The project will provide the following benefits for the District:
1. Wildland Fire and Incident Command System training for District and other Fire
Department staff.
2. Improved working relationship with the City of Palo Alto Fire Department, and other
agencies.
3. Reduction of fuel load in the bum area and subsequent reduction in the possibility of a
wildland fire.
4. Enhancement of native vegetation and removal of exotic vegetation through the re-
introduction of naturally occurring fire, under controlled conditions.
5 . Research opportunities for the District's Resource Management Specialist on the effect
of wildland fire on vegetation management.
The City of Palo Alto Fire Department is very enthusiastic about this opportunity and the
proposed timing of the bum coincides with a fire academy for newly hired fire fighters.
R-07-69 Page 3
For a number of District staff this will also be a first exposure to live wildland fire, but all
individuals participating in the training burn must have first completed a wildland fire training
course.
The burn will be conducted and supervised by very experienced command staff, and many fire
fighters with wildland fire background.
This area was burned as part of a controlled burn held over 20 years ago, and a number of
wildland fires have occurred in the area since then.
RESOURCE MANAGEMENT CONSIDERATIONS
The training burn site is characterized as non-native grassland dominated by Harding grass
(Phalaris aquatica), a nonnative invasive plant, with patches of coyote brush (Baccharis
pilularis), a native shrub commonly found in disturbed areas. No rare plant species are expected
to occur at this site, which was previously operated as a horse stable. A gravel parking area at
the entrance to the site off of Page Mill Road will be used as the staging area. Lori's Pond, a
California red-legged frog breeding pond occurs approximately 750 feet to the south of the
proposed burn area. An expert conducted a focused site visit on April 2, 2007 to evaluate the
potential for California red-legged frog and San Francisco garter snake and identify mitigation
measures to avoid potential impacts.
t California red-legged frog r an Francisco garter snake are anticipated with No impacts o C o 0 o S s s the
gg g g p
implementation of the mitigation measures incorporated into the project. The project is not
expected to result in cumulative effects to California red-legged frog or San Francisco garter
snake. No other candidate, sensitive, or special status species have been observed or are likely to
occur on the site or be affected by the project.
Concerns were also raised about the possible presence of nesting birds (see Resource Protection
and Public Comments sections below).
Other standard measures are being taken during prebum and burn day activities so that no
significant impacts on water resources, soil stability, vegetation, habitat, wildlife, air quality, or
visual aesthetics will occur.
Burning of this grassland is expected to enhance native vegetation diversity by reducing non-
native competitive species (Harding grass) and thatch accumulation. The impact on wildlife of a
grassland burn will be minimal due to the seasonal timing and the low intensity of the burn.
Resource Protection
To ensure adequate protection of the area, staff has placed certain constraints on the project.
Among the conditions are the following:
i
■ District staff will be on-site for the duration of the event.
■ The driving of vehicles off-road will be minimized to the extent possible, consistent with
safety and the nature of the training.
R-07-69 Page 4
• A District-hired consultant, who is familiar with the San Francisco garter snake and the
California red-legged frog, will monitor prebum and bum activities. If California red-
legged frogs or San Francisco garter snakes are found,the approved biologist will ensure
that the individual(s) is moved safely away form the work site before work activities
begin.
■ An educational training will be conducted with all bum personnel to make sure they are
familiar with these species and required mitigation measures.
The site was thoroughly evaluated as part of the process of preparing the Mitigated Negative
Declaration pursuant to the California Environmental Quality Act(CEQA). The mitigation
measures incorporated into the project ensure that no adverse impacts will occur to red-legged
frogs or the San Francisco Garter Snake, which are potentially present in the nearby Lori's Pond
area. Note that the pond area has been deliberately omitted from the bum area for resource
protection reasons (See Exhibit I — Project Site Map).
CEQA COMPLIANCE
District staff prepared an Initial Study and Mitigated Negative Declaration evaluating the Live
Fire Training Exercise (for CEQA purposes, "the project").
The Initial Study and Mitigated Negative Declaration found that a number of CEQA impact
criteria simply do not apply to the project due to its minor nature and isolated location. The
document also found that the project either avoids other impacts or minimizes them to a less-
than-significant level due to the specific nature of the project or to mitigation measures that have
been incorporated into the project.
Most notably, the Initial Study and Mitigated Negative Declaration found that the project will
not adversely affect: agriculture resources, mineral resources, population/housing, and recreation
based on project-specific and site conditions that allow the project to avoid potentially significant
impacts.
The project will not adversely affect aesthetics, air quality, geology & soils, hazards and
hazardous materials, hydrology and water quality, land use/planning, noise, public services,
transportation or utilities based on project-specific and site conditions that reduce impacts to a
less than significant level.
The project will not adversely affect biological resources or cultural resources, because the
incorporation of mitigation measures into the project reduces the impacts to a less than
significant level.
Comments Received
Prior to determining whether to adopt a negative declaration, the District is required to consult
with responsible agencies and agencies with legal jurisdiction over natural resources, and to
make the document available for public review and comment.
R-07-69 Page 5
In response to this requirement,the City of Palo Alto was provided with a copy of the Mitigated
Negative Declaration and Initial Study, thus giving them an opportunity to review and comment.
The US Fish and Wildlife Service (USFWS) and the California Department of Fish and Game
(DFG) and Bay Area Air Quality Management District(BAAQMD) were also consulted
informally in the process of preparing the Biological Assessment and their comments were
integrated into the report.
In conformance with current CEQA practices, the Mitigated Negative Declaration and Initial
Study were also submitted to the State Clearinghouse of the Governor's Office of Planning and
Research. The Clearinghouse review period closed on June 25, 2007. Notice of the CEQA
document was also posted at the project site, and at adjacent preserves and trails. The Mitigated
Negative Declaration also made available through the District's website and a copy was filed
with County of Santa Clara on May 25, 2007, as required by CEQA.
As of this writing, eleven comments have been received from the public. A summary table of
the comments, and the full text of each comment, and staffs' responses are attached as
Appendix 1.
Comments expressed concern about the possible impact of the bum on nesting birds. The
comments centered around concerns that there may be birds nesting in the brush in the proposed
bum area. One of the comments was from a consultant, offering to assist in responding to other
comments.
To avoid any potentially significant impact on nesting birds, Mitigation Measure B 10-7 provides
that prior to the bum, a qualified biologist will conduct a nesting bird survey. If active bird nests
are observed, an adequate buffer zone will be established around all active nests to avoid any
impact to nesting adults and their young.
To further ensure that no nesting birds will be affected by the burn, staff have been working with
a representative of the Audubon Society to survey the site. If necessary, the boundaries of the
bum area will be adjusted to account for bird activity, as stated in Mitigated Measure B 10-7.
In the event that any additional comments are received between the writing of this report and the
Board meeting of June 27, 2007 then updated information regarding the comments will be
provided to the Board.
CEQA Findings
Staff recommends that you make the following findings, based upon the Initial Study, Mitigated
Negative Declaration, and Mitigation Monitoring Program, all comments received and
substantial evidence in the whole record before the Board:
1. Prior to approving the project that is the subject of the Mitigated Negative Declaration, the
Board has considered the Mitigated Negative Declaration and Initial Study, along with all
comments received during the public review process.
R-07-69 Page 6
2. The Board determines that the Mitigated Negative Declaration and Initial Study reflect the
District's independent judgment and analysis.
3. The Board determines that the project-specific factors and potential mitigation measures
incorporated into the project as set out in the Mitigated Negative Declaration and Initial
Study avoid the effects or mitigate the potential effects to a point that clearly no significant
effect on the environment would occur.
4. The Board finds that there is no substantial evidence in light of the whole record before the
Board, including the initial study and all comments received, that the proposed project may
have a significant effect on the environment.
5. The Board adopts the attached Mitigation Monitoring Program, which it requires to be
implemented as an element of the implementation of the project.
6. The following is the location and custodian of the documents which constitute the record of
the proceedings upon which this decision is based. Cindy Roessler, Resource Management
Specialist, MROSD Administrative Office, 330 Distel Circle, Los Altos, CA 94022.
Telephone: (650) 691-1200.
PUBLIC NOTIFICATION
Notice of the CEQA Negative Declaration was posted at the project site, and also posted on the
District's website. In addition, over 250 adjacent neighbors and interested parties for Monte
Bello, Los Trancos, Foothills, Coal Creek and Skyline Ridge Open Space Preserves were sent
letters about the project. The notification included: a map of the project site, a description of the
bum, and information about the CEQA negative declaration including instructions on how to get
a copy of the Negative Declaration through the District's website. Contact information for the
project manager was also included should the recipients have any further questions.
List of Exhibits
Exhibit A - Project Area Map
Exhibit B - CEQA Mitigated Negative Declaration and Project Mitigation Measures
Exhibit C - CEQA Mitigated Negative Declaration Initial Study
Exhibit D - Mitigation Monitoring Program
List of Appendices
Appendix I - Comments Received in Response to CEQA Posting and Response to Comments
Prepared by:
Gordon Baillie, Management Analyst
Cindy Roessler, Resource Management Specialist
Contact Person:
Gordon Baillie, Management Analyst
SABoard Meetings\2007 Reports\07_13—June 27,2007\062707—b—monte—bello—training bum—r-07-69.doc
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R-07-69 Page 8
Exhibit B—CEQA Mitigated Negative Declaration and Project Mitigation Measures
Midpeninsula Regional Open Space District
NEGATIVE DECLARATION
A notice, pursuant to the California Environmental Quality Act of 1970, as amended (Public
Resources Code 21,000, et seq.) that the following project: Monte Bello 2007 Live Fire Training
Exercise, when implemented, will not have a significant impact on the environment.
PROJECT DESCRIPTION
The purpose of the project is to bum up to 20 acres of open grassland and shrubland to provide a
training opportunity for staff from the City of Palo Alto Fire Department, and staff from the
Midpeninsula Regional Open Space District to practice wildland fire response and
extinguishment procedures in a controlled, but realistic, scenario. A secondary benefit will be
the reduction of non-native invasive vegetation.
Prior to bum, the following site preparations will be completed to ensure a safe working
environment and to protect the surrounding area from unintentional spread of the controlled
bum. The preparations will include combinations of disking, mowing, and blacklining on the
perimeter of the proposed bum area. [See Figure 1. Project Location Map]. Stands of the
invasive Harding grass will be spot-sprayed with the Rodeo formulation of glyphosate herbicide
by hand-held spray devices.
The training bum site is located on Page Mill Road approximately 1/2 mile north of the
intersection of Page Mill Road and Skyline Boulevard in the Monte Bello Open Space Preserve.
The training bum site consists of approximately 20 acres of flat to gently sloping terrain east of
Page Mill Road. Immediately southeast of the bum demarcation, the terrain transitions to
moderately sloping hillsides with two main drainages trending north to south and 2 ponds. The
training bum site is characterized as grassland and shrubland dominated by a non-native invasive
plant, Harding grass, with patches of coyote brush.
FINDINGS AND BASIS FOR NEGATIVE DECLARATION
The Manager of the Operations Department of the Midpeninsula Regional Open Space District,
based upon substantial evidence in the record, finds that:
1. The mitigation measures, as listed below and incorporated into the project, are adequate to
mitigate the environmental effects to a less than significant level.
2. The project will not adversely affect agriculture resources, mineral resources,
population/housing, and recreation based on project-specific and site conditions that allow
the project to avoid potentially significant impacts.
3. The project will not adversely affect aesthetics, air quality, geology & soils, hazards and
hazardous materials, hydrology and water quality, land use/planning, noise,public services,
R-07-69 Page 9
transportation or utilities based on project-specific and site conditions that reduce impacts to
a less than significant level.
4. The project will not adversely affect biological resources or cultural resources, because the
incorporation of mitigation measures into the project reduces the impacts to a less than
significant level.
5. The project will not:
0 Create impacts that degrade the quality of the environment, substantially reduce the
habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-
sustaining levels, threaten to eliminate a plant or animal community, reduce the number
or restrict the range of a rare or endangered plant or animal, or eliminate important
examples of the major periods of California history or prehistory, due to the project's
small scale, temporary nature and incorporation of mitigation measures.
• Create impacts that are individually limited, but cumulatively considerable, based on
project-specific conditions and mitigations that reduce these impacts to a less than
significant level.
• Create environmental effects that would cause substantial adverse effects on human
beings, either directly or indirectly, based on project-specific conditions that reduce these
impacts to a less than significant level.
Therefore, the Midpeninsula Regional Open Space District has determined that the project will
have no significant effect on the environment.
MITIGATION MEASURES INCORPORATED INTO THE PROJECT
The following mitigation measures will be incorporated into the project planning and execution:
BIO-1. Staging areas and access routes will be located within the existing parking areas and
inspected by the project biologist prior to establishment to avoid unnecessary impacts to
California red-legged frogs, San Francisco garter snakes, and their habitat.
B10 2. No water will be taken from Lori's pond or the stock pond for purposes of the training
bum. Vehicles will be restricted to the proposed bum area and will not drive off road or
trails outside of the designated area.
BIQ 3. Before any construction activities begin, worker environmental awareness training
will be conducted for all fire crews and associated personnel. The education training will be
conducted prior to preparing the site for the bum and upon the arrival of any new worker.
The training will include a brief review of the California red-legged frog and San Francisco
garter snake, their life history, field identification, habitat requirements, location of sensitive
areas, possible fines for violations, avoidance measures, and correction actions if sensitive
species are encountered. In addition, a record of all personnel trained during the project will
be maintained for compliance verification.
R-07-69 Page 10
B10 4.. A biologist, as approved by the US Fish and Wildlife Service, will be onsite to
monitor any pre-bum activities including creating the disk line.
BIQ 5..A Service-approved biologist(black line monitor) will be onsite the day of the bum
and will have the authority to halt any action that might result in impacts to California red-
legged frogs or San Francisco garter snakes. The Service-approved biologist will conduct
walking transect surveys prior to the initiation of the training bum. If California red-legged
frogs or San Francisco garter snakes are found,the approved biologist will ensure that the
individual(s) is moved safely away form the work site before work activities begin. Only
Service-approved biologists may participate in activities associated with the capture,
handling, and monitoring of California red-legged frogs and San Francisco garter snakes.
B10 6 During project activities, all trash that may attract predators will be properly contained,
removed from the work site and disposed of regularly. Following construction, all trash and
construction debris will be removed from work areas.
BIQ 7. If the prebum and the burning activities are conducted during the breeding season, a
qualified biologist should conduct nesting birds surveys up to 24 hours prior to the activity. If
active bird nests are observed, an appropriate buffer zone should be established around all
active nests to protect nesting adults and their young from disturbance.
CULT-L If archaeological resources are encountered during pre-event site preparations, or
during the training bum, then every reasonable effort shall be made to avoid altering the
materials and their context. If artifacts are found, the work shall stop in the area and within 30
feet of the find until a qualified archaeologist can assess the significance of the find. Project
documents shall include a requirement that project personnel shall not collect archeological
resources encountered during construction. This measure is consistent with federal guideline
36 CFR 800.13(a) for invoking unanticipated discoveries.
CULT-2. The project shall incorporate the State CEQA guidelines under §I 5064.5(e) into the
project requirements. §I 5064.5(e)requires the following steps be taken should human remains
be encountered: "No further disturbance shall occur until the County Coroner has made a
determination of origin and disposition, pursuant to State Health and Safety Code Section
7050.5 and Public Resources Code Section 5097.98. The County Coroner must be notified of
the find immediately. If the remains are determined to be Native American, the Coroner will
notify the Native American Heritage Commission(NAHC)within 24 hours, which will
determine and notify the Most Likely Descendant (MLD). The MLD may recommend within
24 hours the means of treating or disposing of, with appropriate dignity, the human remains
and grave goods. In the event of difficulty locating a MLD or failure of the MLD to make a
timely recommendation, the human remains and grave goods shall be reburied with
appropriate dignity on the property in a location not subject to further subsurface
disturbance."
RESPONSIBLE AGENCY CONSULTATION
The following agencies were consulted when planning for the project:
R-07-69 Page 11
• City of Palo Alto
Fire Department—Deputy Chief Roger Bloom
250 Hamilton AVE.
Palo Alto, CA 94301
• Santa Clara County Fire Department
Capt. David Stocks
14700 Winchester BLVD.
Los Gatos, CA 95032-1818
• US Fish and Wildlife Service
Lucy Triffleman
2800 Cottage Way, Suite W-2605
Sacramento, CA 95825-1846
• California Department of Fish and Game
David Johnston
7329 Silverado Trail
Napa, CA 94558
• Bay Area Air Quality Management
District Office
939 Ellis Street
San Francisco, CA 94109
(415) 771-6000
INITIAL STUDY
A copy of the initial study is attached.
REVIEW PERIOD
The Review Period is May 25, 2007 through June 23, 2007. If you have any comments about the
Negative Declaration or Initial Study, have information that should be included, and/or disagree
with the findings of our study as set forth in the proposed Negative Declaration,please submit
your comments in writing no later than 5 p.m. on June 23 2007 to Midpeninsula Regional Open
Space District, 330 Distel Circle, Los Altos, CA 94022.
CONTACT PERSON
Cindy Roessler, Resource Management Specialist, 650-691-1200
John Maciel, Operations Manager
Midpeninsula Regional Open Space District
R-07-69 Page 12
Exhibit C—CEQA Mitigated Negative Declaration Initial Study
Midpeninsula Regional Open Space District
INITIAL STUDY
Project title: Monte Bello 2007 Live Fire Training Exercise
Lead agency name and address: Midpeninsula Regional Open Space District(District)
330 Distel Circle, Los Altos, CA 94022
Contact person and phone number: Cindy Roessler, (650) 691-1200
Project The project area encompasses 20 acres of grasslands and brush lands within Monte
location: Bello Open Space Preserve, a 3054-acre public preserve located within the City of
Palo Alto, unincorporated Santa Clara County,just southwest of Page Mill Road.
Project APN: Santa Clara: 35106025 and 35107011
Project sponsor's name and address: Midpeninsula Regional Open Space District
330 Distel Circle, Los Altos, CA 94022
General plan designation: PL, Public Open Zoning: HS-sr(Hillside-scenic road)
Lands
Description of project: (Describe the whole action involved, including but not limited to later
phases of the project, and any secondary, support, or off-site features necessary for its
implementation. Attach additional sheets if necessary.)
See attached Project Description
II
Surrounding land uses and setting: Briefly describe the project's surroundings:
See attached Project Description
Other public agencies whose approval is required (e.g., permits, financing approval, or
participation agreement.)
• Bay Area Air Quality Management District
• City of Palo Alto—Fire Department
• California Department of Fish and Game (CA F&G)
• US Fish and Wildlife Service (US F&W)
Document availability:
R-07-69 Page 13
All documents referenced in the Initial Study are available for review from 8:30 a.m. to 5:00 p.m.
Monday through Friday at the Midpeninsula Regional Open Space District administrative office at the
address listed above, and on the District's website at www.openspace.org.
PROJECT DESCRIPTION
The purpose of the project is to bum up to 20 acres of open grassland and shrubland to provide a
training opportunity for staff from the City of Palo Alto Fire Department, and Midpeninsula Regional
Open Space District to practice wildland fire response and extinguishment procedures in a controlled,
but realistic, scenario. A secondary benefit will be the reduction of non-native invasive vegetation.
The training will improve the agency's abilities to respond to wildland fires, and will also include a
review of the Incident Command System. A secondary benefit will be the reduction of non-native
invasive vegetation.
The training bum consists of three evolutions on the day of the bum: hand line construction, mobile
attack and progressive hose lay.
Hand Line Construction—Hand Line Construction is a technique where a team of firefighters removes
vegetation in front of the advancing fire in order to stop the spread of the fire. The line is created using
hand tools and is only deep enough to expose the bare soil. The width of the line is dependant upon
the height of surrounding vegetation, but is typically three feet wide.
Mobile Attack- Mobile attack involves the use of smaller fire engines and pick up trucks with bed
mounted pumper units. Fire crews move down the line of the fire spraying water on the fire to
extinguish it.
Progressive Hose La —Progressive hose is an evolution where a fixed water source (a fire hydrant or a
parked fire engine) is used as the water source. A hose is laid out from the water source and the fire is
extinguished. When the end of the hose is reached further hose is attached and extinguishment of the
fire continues.
Staging Area—The staging area (parking) for the project will be in the Lori's Stable Parking Area
[See Figure 1. Project Location Map].
Access Points—Access will be available through the entrance to Lori's Stable Parking area, and
through Gate MB05 if necessary.
Necessary activities to prepare the site for safe burning and which will occur prior to the bum day are
described below.
The training bum site is located on Page Mill Road approximately '/2 mile north of the intersection of
Page Mill Road and Skyline Boulevard in the Monte Bello Open Space Preserve. It is situated west of
Monte Bello Ridge, lies within the Stevens Creek watershed, and is depicted on the Mindego Hill 7.5-
minute USGS topographic quadrangle. Elevation onsite ranges from 2,140 to 2,280 feet above mean
sea level, sloping downward from the northeast to southwest.
Prior to the bum, the following site preparations will be completed to ensure a safe working
R-07-69 Page 14
environment and to protect the surrounding area from unintentional spread of the controlled bum. The
preparations will include combinations of the following techniques. Which technique(s) is/are used in a
given location will be dependant upon the terrain and vegetation. [See Figure 1. Project Location Map]
Disking - The perimeter of the controlled bum area, adjacent to Page Mill Road will be disked.
Disking involves turning over the soil to an approximate width of 15 feet, and an approximate depth of
eight inches with a disk attachment pulled behind a tractor. The areas which will be disked are the
same areas which are routinely disked for fire prevention purposes as part of the District's routine
maintenance program.
Mowing- A mower will be used to cut the grasslands and to create a defensible line from the
advancing fire. Mowing will occur on the southern edge of the project area.
Sprayin - Stands of the invasive Harding grass will be spot-sprayed with the Rodeo formulation of
glyphosate herbicide by hand-held spray devices. Spraying will not occur closer than 15 feet to aquatic
areas,will not be used during or within 24 hours of forecast of precipitation events, and will be applied by a
certified applicator.
Blacklinin - A small strip of land will be burned along the perimeter of the planned bum area to
prevent the unintentional spread of the fire beyond the planned bum area. Blacklining will only occur
on the day of the bum.
SURROUNDING LAND USES
The project is fully encompassed in the Monte Bello Open Space Preserve, and is adjacent to the Los
Trancos Open Space Preserve. Nearby are additional Open Space Preserves, specifically the Coal
Creek Preserve and the Skyline Ridge Preserve. All of the preserves listed are owned and managed by
the Midpeninsula Regional Open Space District. Adjacent to the preserves are several privately
owned residential parcels, whose owners have been noticed of this project.
EXISTING SETTING
The project area is located within the Midpeninsula Regional Open Space District's Monte Bello Open
Space Preserve. The total size of the preserve is 3,054 acres, of which up to 20 acres will be burned
for this project.
The training bum site consists of approximately 20 acres of flat to gently sloping terrain east of Page
Mill Road. Immediately southeast of the bum demarcation, the terrain transitions to moderately sloping
hillsides with two main drainages trending north to south. Lori's Pond, an established California red-
legged frog breeding pond, is located approximately 750 feet to the south of the project site, and is
characterized by open water with emergent vegetation along the shoreline and a dense stand of tules
and willows in the northwestern comer. A former stock pond is located approximately 500 feet east of
Loris Pond, which sometimes ponds water during the winter rainy season. A drainage located between
Lori's Pond and the former pond conveys a small quantity and has small areas of ponding during the
winter rainy season.
The training bum site is characterized as non-native grassland dominated by Harding grass (Phalaris
aquatica) with patches of coyote brush(Baccharis pilularis). Surrounding habitat consists of similar
R-07-69 Page 15
habitat to the southeast and east, and mixed oak woodland to the north, west and south. A large
drainage of mixed oak woodland also occurs to the west. A gravel parking area is present at the
entrance to the site off of Page Mill Road and a few dirt roads cross the site in a northeast to southwest
direction.
SUBSEQUENT ACTIONS
Upon District Board certification of this negative declaration, the following actions will occur:
• The 2007 Monte Bello Live Fire Training Exercise will be approved.
• A Permit to Enter between the City of Palo Alto and the Midpeninsula Regional Open Space
District will be finalized.
• The project will be completed.
R-07-69
Exhibit D—Mitigation Monitoring Plan
MITIGATION MONITORING PLAN
Monte Bello 2007 Live Fire Training Exercise
Monte Bello Open Space Preserve
Santa Clara County, CA
State Clearinghouse Number 2007052131
May 24, 2007
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos CA 94022
I
650-691-1200
R-07-69
MITIGATION MONITORING PROGRAM CONTENTS
This mitigation monitoring program (MMP) includes a brief discussion of the legal basis and
purpose of the program, a key to understanding the monitoring matrix, discussion and direction
regarding noncompliance complaints, and the mitigation monitoring matrix itself.
LEGAL BASIS AND PURPOSE OF THE MITIGATION MONITORING PROGRAM
Public Resources Code (PRC) 21081.6 requires public agencies to adopt mitigation monitoring
or reporting programs whenever certifying an environmental impact report or mitigated negative
declaration. This requirement facilitates implementation of all mitigation measures adopted
through the California Environmental Quality Act (CEQA)process.
MONITORING MATRIX
The following page provides a table identifying the mitigations incorporated into the Monte
Bello 2007 Live Fire Training Exercise Project(the project). These mitigations are reproduced
from the Mitigated Negative Declaration for the project. The columns within the tables have the
following meanings:
Number: The number in this column refers to the Initial Study section where the mitigation
is discussed.
Mitigation: This column lists the specific mitigation identified within the Mitigated Negative
Declaration.
Timing: This column identifies at what point in time, review process, or phase the
mitigation will be completed. The mitigations are organized by order in which
they appear in the Mitigated Negative Declaration.
Who will This column references the District department that will ensure implementation of
verify? The mitigation.
Verification: This column will be initialed and dated by the individual designated to confirm
implementation.
NONCOMPLIANCE COMPLAINTS
Any person or agency may file a complaint asserting noncompliance with the mitigation
measures associated with the project. The complaint shall be directed to the District's General
Manager in written form,providing specific information on the asserted violation. The General
Manager shall cause an investigation and determine the validity of the complaint; if
noncompliance with a mitigation has occurred, the General Manager shall cause appropriate
actions to remedy any violation. The complaint shall receive written confirmation indicating the
results of the investigation or the final action corresponding to the particular noncompliance
issue.
R-07-69
MITIGATION MEASURES MATRIX
The following mitigation measures will be incorporated into the project planning and execution:
Number Mitigation Timing Who Will Verification (Date &
Verify? Initials)
Mitigation BIO-1. Staging areas and access routes will be located within the During project MROSD
in section existing parking areas and inspected by the project biologist prior planning phase Operations Dept.
IV(a) to establishment to avoid unnecessary impacts to California red-
legged frogs, San Francisco garter snakes, and their habitat.
Mitigation BIQ 2. No water will be taken from Lori°s pond or the stock pond During project MROSD
in section for purposes of the training burn. Vehicles will be restricted to the planning and Operations Dept.
IV(a) proposed burn area and will not drive off road or trails outside of implementation
the designated area.
Mitigation BIQ 3. Before any construction activities begin, worker During pre-event MROSD
in section environmental awareness training will be conducted for all fire staff briefing Operations Dept.
IV(a) crews and associated personnel. The education training will be
conducted prior to preparing the site for the burn and upon the
arrival of any new worker. The training will include a brief review
of the California red-legged frog and San Francisco garter snake,
their life history, field identification, habitat requirements, location
of sensitive areas, possible fines for violations, avoidance
measures, and correction actions if sensitive species are
encountered. In addition, a record of all personnel trained during
the project will be maintained for compliance verification.
Mitigation BIQ 4. A biologist, as approved by the US Fish and Wildlife During project MROSD
in section Service, will be onsite to monitor any pre-burn activities including implementation Operations Dept.
IV(a) creating the disk line.
R-07-69
Number Mitigation Timing Who Will Verification (Date &
Verify? Initials)
Mitigation BIO 5. A Service-approved biologist(black line monitor) will be During project MROSD
in section onsite the day of the burn and will have the authority to halt any implementation Operations Dept.
IV(a) action that might result in impacts to California red-legged frogs or
San Francisco garter snakes. The Service-approved biologist will
conduct walking transect surveys prior to the initiation of the
training burn. If California red-legged frogs or San Francisco
garter snakes are found,the approved biologist will ensure that the
individual(s) is moved safely away form the work site before work
activities begin. Only Service-approved biologists may participate
in activities associated with the capture, handling, and monitoring
of California red-legged frogs and San Francisco garter snakes.
Mitigation BIO 6. During project activities, all trash that may attract predators During project MROSD
in section will be properly contained, removed from the work site and implementation Operations Dept.
IV(a) disposed of regularly. Following construction,all trash and
construction debris will be removed from work areas.
Mitigation BIO 7. If the preburn and the burning activities are conducted During project MROSD
in section during the breeding season, a qualified biologist should conduct planning and Operations Dept.
IV(a) nesting birds surveys up to 24 hours prior to the activity. If active implementation
bird nests are observed, an appropriate buffer zone should be
established around all active nests to protect nesting adults and
their young from disturbance.
3
R-07-69
Number Mitigation Timing Who Will Verification (Date &
Verify? Initials)
Mitigation CULT-L If archaeological resources are encountered during pre- During project MROSD
in section event site preparations, or during the training burn,then every planning and Operations Dept.
V(b) reasonable effort shall be made to avoid altering the materials and implementation
their context. If artifacts are found, the work shall stop in the area
and within 30 feet of the find until a qualified archaeologist can
assess the significance of the find. Project documents shall include
a requirement that project personnel shall not collect archeological
resources encountered during construction. This measure is
consistent with federal guideline 36 CFR 800.13(a) for invoking
unanticipated discoveries.
Mitigation CULT-2. The project shall incorporate the State CEQA guidelines During project MROSD
in section under §I5064.5(e) into the project requirements. §15064.5(e) planning and Operations Dept.
V(d) requires the following steps be taken should human remains be implementation
encountered: "No further disturbance shall occur until the County
Coroner has made a determination of origin and disposition,
pursuant to State Health and Safety Code Section 7050.5 and
Public Resources Code Section 5097.98. The County Coroner
must be notified of the find immediately. If the remains are
determined to be Native American, the Coroner will notify the
Native American Heritage Commission(NAHC)within 24 hours,
which will determine and notify the Most Likely Descendant
(MLD). The MLD may recommend within 24 hours the means of
treating or disposing of, with appropriate dignity, the human
remains and grave goods. In the event of difficulty locating a MLD
or failure of the MLD to make a timely recommendation, the
human remains and grave goods shall be reburied with appropriate
dignity on the property in a location not subject to further
subsurface disturbance."
4
R-07-69
Appendix I
Comments Received in Response to CEQA Posting at Monte Bello Controlled Bum Site
Below is a summary of the comments received regarding the proposed bum at the Monte Bello
Open Space Preserve. Although the e-mails do not specifically mention the CEQA process, the
e-mails have been listed because they were sent in response to a public notice, which included a
reference to the CEQA Mitigated Negative Declaration.
The full text of the e-mails is attached, as are the responses sent by staff.
Name E-mail Comment Summary Date Sent
Bill Bauriedel billbgstanford.edu Request to hold bum after August 15 due to May 29, 2007
nesting birds—Also asks if there is enough
star thistle to make the bum productive
Gail and Doug infogcheesemans.com Supports bum but request to hold bum after May 29, 2007
Cheeseman Auaust 15 due to nesting birds
Garth Harwood gharwood@hiddenvilla.org Supports bum but request to hold bum after May 29, 2007
August 15 due to nesting birds
Kris Olson kristenolson@yahoo.com Request to hold bum after August 15 due to May 29, 2007
nesting birds
Lisa Myers lisa@letsgobirding.com Supports bum but request to hold bum after May 29, 2007
Auszust 15 due to nesting birds
Steve Rutledge rutledegesteve@yahoo.com Request to hold bum after August 15 due to May 29, 2007
nesting birds
Dick Dworak flatlandregmindspring.com States it is illegal to hold controlled bum May 30, 2007
prior to Au ust due to nesting birds
Cindy Lee Femme—rat(&hotmail.com Request to postpone bum due to nesting May 31, 2007
season
Mary Keitelman mkeitelman@,hotmail.com Request to cancel bum due to June 5, 2007
(1) breeding season
(2) drought year
(3) global warming
Troy Rahmig Trahmig@jsanet.com Consultant—offered to develop protocol for June 6, 2007
protection of birds—sent in response to
other e-mails
Hazel Holby Hazelh2000@yahoo.com Request to hold bum after August 15 due to June 10, 2007
nesting birds
Gordon
Gordon Baillie
From: Cindy Roessler
Sent: Tuesday,June 05,2007 5:09 PM
To: 'Bill Bauriedel';'Bob Power;'Chris Maclntosh';'Cindy Lee; 'Dick Dvorak';'Doug&Gail
Cheeseman; 'Garth Harwood`;'Karen DeMello';'Kris Olson';'Lisa Myers';'steve rutledge'
Subject: Monte Bello Burn
Thank you for your email stating your concerns about the proposed training bum at Monte Bello Open Space Preserve.
We appreciate your comments. We want to ensure that any activity we hold on a District preserve will protect and restore
the valuable natural resources,
We have been talking to Garth Harwood from the Audubon Society to learn more about potential nesting birds at the
proposed burn location,and we will be conducting specific site surveys. We will use this information to assist in making a
decision about the appropriate time and location for the bum.
Thank you again for contacting us,and we will update you when a final decision Is made on this project.
Cindy Roessler
Resource Management Specialist
Midpeninsula Regional Open Space District
croessler@openspace.org
650.69i.12oo
%vivAv.openspace.org
Page lofl
Gordon ElaUlUie
From: Cindy Roessler
Sent: Wednesday, May 3O.20O72:45PM
To: 'Garth Harwood'
Subject: RE Conservation Alert: Controlled bum planned at Monte Bello �
�
Garth: can you call nme about the proposed Monte Bello burn? I would like to get specific information from you regarding breeding
birds that may occur at this site I have attached a map of the site if it helps you figure out whether we are talking about the same �
area ornot I can also fill you in on why this season has been recommended for the bum and precautions we are taking We are
certainly aware of the requirements of the Migratory Bird Treaty Act and the CA Fish and Game code
�
Thanks �
�
Cindy Roessler �
Resource Management Specialist
Midpeninsula Regional Open Space District
crDOSs1ec@Dpeomp8ce'O[g
65O.691.1200 �
vvwn°'opansp8De.org
"This old/umN keeps Spinning 'round,it's o wonder tall t7,eea ain't laying down"-Neil Young,ConmeauTime
-----Original Message--
Fmmmm: Garth Harwood [maUto/ghan^mod@hiddenv|Ua.org]
Sent:Tuesday, o4ay29, 2007 1:22PM
Tm: SB8
Cc: Bob Power; Cindy Roessler
Subject: Conservation Alert: [bnbmUed bum planned at Monte Bello
This i at the yWBDS entry gate ot Monte Bello QSP I saw that O n Space personnel had placed a new sign giving
notice that a large area at the top of the White Oak Trail(17 acres if I remember correctly)Will soon be burned for
firefighting training purposes.This area extends from Gate 5 along the wide ridgeline for some distance in a narrow wedge
toward the main MB parking lot(but I don't think it would be visible from the lot;bad PR otherwise). Problem:the time
window given for this burn is June through November,which includes an extremely important portion of the breeding
season(and of course, It is Illegal to knowingly disrupt the nesting of native birds).
Open Space personnel of real estate
� really|m for some of the ty's rarestbreeders:Chipping Sparrow,Grasshopper Sparrow Lazuli Bunting,and possibly,ot
� least once, Black-chinned Sparrow(back about 1996 we had an excellent BCSP year,as this one is shaping uptn be,and
at least one singing bird was in the designated area.)Of course, if there should be a slip and the flames were tojump
containment lines,a crown jewel of local open space would be at extreme risk as well.
An email address was given for public comments,pLqes r n ace.org. For my part, |amn generally in support ofvxeHi-
� p|annedoontnd|mdbunms for habitat improvement and fire danger reduction, but would urge the Open Space District to
� commit tnh-_|d)'=off unU|Augumt \5or|mtexwhen |000|breedereohou|dbeoutoftheneut,mt|eamt.Th/ would bmagood
�
� time 0m speak up for the bindo|
Garth Harwood
�
� |
�
�
�
�
�
�
O/l]/2O07
Gordan
Gordon Baillie
From: Bob Power[rcpower@sbcglobal,net]
Sent: Tuesday,June 05,2007 8:55 PM
To: Cindy Roessler
Subject: Re: Monte Bello Burn
Thanks for listening to our concerns Cindy.
Bob Power
Executive Director,
Santa Clara Valley Audubon
---Cindy Roessler<croessler@openspace.org>wrote:
>Thank you for your email stating your concerns about
>the proposed training bum at Monte Bello Open Space
>Preserve. We appreciate your comments. We want to
>ensure that any activity we hold on a District
>preserve will protect and restore the valuable
>natural resources.
>We have been talking to Garth Harwood from the
>Audubon Society to learn more about potential
>nesting birds at the proposed bum location, and we
>will be conducting specific site surveys. We will
>use this information to assist in making a decision
>about the appropriate time and location for the
>bum.
>Thank you again for contacting us, and we will
>update you when a final decision is made on this
>project.
>
>Cindy Roessler
>Resource Management Specialist
>Midpeninsula Regional Open Space District
>croessler@openspace.org
>650.691.1200
>www.openspace.org
Gordon
Gordon Baillie
From: Bill Bauriedel fbillb@stanford,edu]
Sent: Tuesday, May 29, 2007 5:05 PM
To: Cindy Roessler
Subject: Controlled Burn at Monte Betio
Cindy,
I just learned about the controlled bum at Monte Bello later this summer or
fall. I have two comments,
1. Please wait until after the bird breeding season is over. The area near
MB05 is an important breeding area for possibly Chipping Sparrows,
Grasshopper Sparrows, Lazuli Buntings and perhaps Black-chinned Sparrows.
If the bum can be done after August 15th then the breeding season would be
over.
2. Is there enough Yellow Star Thistle at the designated site to be
productive? There are places on Russian Ridge with quite a bit of Yellow
Star Thistle.
I'm sure you have already taken these concerns into account and I do support
getting as much value from the fire as we can. Controlled bums once in
awhile are good.
Bill Bauriedel
F
Gordon
Gordon Baillie
From: Cheesemans'Ecology Safaris Finfo@cheesemans,com]
Sent: Tuesday, May 29,2007 2:08 PM
To: Cindy Roessler
Subject: Burning at Montebello
Dear Sir:
We would like to speak up for the birds. We are generally in support of
well-planned controlled bums for habitat improvement and fire danger
reduction,but would urge the Open Space District to commit to holding off
until August 15 or later when local breeders should be out of the nest, at
least to do any controlled burning.
Sincerely yours, Gail &Doug Cheeseman
20800 Kittredge Rd.
Saratoga, CA 95070
408-741-5330
Page Infl
�
Gordon BOW
From: Garth Harwood [ghonwnod@hiddemvU|o.org)
Sent: Tuesday,May 2Q.2OO71:22PK8
To: SBB
Cc: Bob Power;Cindy Roessler
� Subject: Conservation Alert:Controlled bum planned atMonte Bello
�
� ��� �
� �- ---~ -'-- -� —�� ' ' ' ' |
that a large area at the top of the White Oak Trail(17 acres if remembercorrectly)will soon be burned for firefighting training
purposes. This area extends from Gate 5 along the wide ddgeinehor some distance in a narrow wedge toward the main MB �
parking| k it wouldb visible from the lot; bad PRmthonwise). Problem:the time window given for this burn km
June through Novemnbe[wh(ch |nmludesonentrama}y|mpmdordport|nnofthebmeod|ngsmaoon(ondofnmurmm. itie)|lega|hm �
knowingly disrupt the nesting cf native b|oda).
Open Space personnel may not be aware of the critical breeding habitat this particularscruffy-looking patch of real estate really{o
for some:f the county's rarest breeders:Chipping Sparrow, Grasshopper Sparrow, Lazuli Bunting,and possibly,at least once,
Black-chinned Sparrow(back about 1996 we had an excellent BCSP year,as this one is shaping up to be,and at least one
singing bird was in the designated area)Of course,if there should be a slip and the flames were to jump containment lines, a
crown jewel of local open space would beot extreme risk aswell.
AnemoU address was given for public For a� | U | ppmdofwaU'
planned controlled bums for habitat improvement and fire danger reduction, but would urge the Open Space District to commit to
holding off until August 15 or later when local breeders should be out of the nest,at least. This would be a good time to speak up
for the birds! |
Sincerely,
Garth Harwood
`
'
|
�
�
�
/
�
�
�
�
� 6y13/2007 �
�
�
�
Page I of I
Gordon Bafflie
From: Kris Olson[kristenolson@yahoo.com)
Sent: Tuesday,May 29,2007 8:11 PM
To: Cindy Roessler
Subject: Monte Bello controlled burn—please delay for breeding birds
Dear Open Space:
I read your controller burn flyer when I was at MB05 this weekend.
I am not sure If you are aware of the breeding birds that nest in the grass in this area—Grasshopper sparrows, Lazuli Buntings,
etc.—all migratory birds. I am not sure you can legally interfere with their breeding,and even if you can, I hope you choose to
delay until after their breeding is done and fledglings old enough to support themselves in other territory—late Augustlearly Sept,
Thanks,
Kris Olson
Colby Ave
Menlo Park CA
6/13/2007
Gordon
Gordon Bafflie
From: Lisa Myers [lisa@letsgobirding,com]
Sent: Tuesday, May 29,2007 1:36 PM
To: Cindy Roessler
Subject: Controlled bum planned at bad time of year
Please re-consider your timing for the controlled bum
I understand is planned for Monte Bello. I sure
understand the need for such training,but
unfortunately this is also the one time of the year
birds are in the middle of their breeding season.
This is the time of year birds are breeding. They are
not like cats and dogs that reproduce all year,their
needs are very specific to the "breeding season". I
addition to our native birds,many other birds return
to our area each spring in order to reproduce. After
raising one or perhaps two clutches here,they'll
migrate back south for the winter.
So please hold off your planned bum until August when
the nesting season has almost finished and the numbers
in birds will not be diminished by your training. It
will also be good PR for you not to destroy breeding
habitat for your training.
There are significant numbers of birders found in the
cities around Monte Bello and I suspect there will be
a terrible outcry if the hills are burned during this
time of year.
Thank you,
Lisa Myers
Small business owner and birder
Looking for some binding adventures?
http://www.letsgobirding.com
Tel:408-656-7524
"Wild beasts and birds are by right not the property merely of people today,but the property of the unborn
generations,whose belongings we have no right to squander."Theodore Roosevelt
Gordon
Gordon Baillie
From: steve rutledge[rutledgesteve@yahoo.com]
Sent: Tuesday,May 29,2007 9:53 PM
To: Cindy Roessler
Subject: Controlled bum at Montebello Open Space Preserve
Hello. I am a local birder and resident of Palo Alto.
I have hiked in Montebello and birded there for the
past 25 years. Please don't hold any controlled bums
until after August 15, to protect the breeding birds.
Thank you for your help.
Julie Beer
334 College Ave. Apt. E
Palo Alto, CA 94306
TV dinner still cooling?
Check out "Tonight's Picks" on Yahoo! TV.
http://tv,yahoo.com/
Gordon
Gordon Baillie
From: Dick Dworak[flatlandre@mindspdng.coml
Sent: Wednesday, May 30,2007 9:22 AM
To: Cindy Roessler
Subject: MB Open Space Burning
1 believe it is illegal to which will be in the planned burn area
through about mid August. . . this scruffy looking patch is breeding
territory for some of the county's rarest breeders. e.g., Chipping
Sparrow, Grasshopper Sparrow, Lazuli Bunting, and possibly,at least
once,Black-chinned Sparrow,
e to 'um' and the flames were Of
course if there should be a slip
P
containment lines, a crown.jewel of local open space would be at
extreme risk as well. Nevertheless at least in my view,well-planned
controlled bums generally are good to do for habitat improvement and
fire danger reduction-- at the right time for the place.
Plenty of time after mi
d August and I am sure avoidi
ng legal
al action
around the issue of knowingly disrupt the nesting of native birds is
desireable to your organization.
regards, Dick Dworak(Palo Alto)
i
Gordon
Gordon Baillie
From: Cindy Lee[femme—rat@hotmaii.com)
Sent: Thursday,May 31,2007 6:24 PM
To: Cindy Roessler
Subject: Controlled Burn
Hi There,
I understand that there is a controlled bum planned for this summer in the
Montebello OSP. As an avid birder and supporter of our fine, local
firefighters,I think it important that you reconsider and postpone the bum
until after breeding season. Many bird species are on the nest during the
summer months and have vulnerable eggs/nestlings.
By mid-August,most birds have fledged and would be able to fly away.
Thanks,
Cindy Lee
Santa Clara, CA
PC Magazine's 2007 editors' choice for best Web mail—award-winning Windows
Live Hotmail.
http://imagine-windowslive.com/hotmail/?Iocale=en-us&ocid=TXT—TAGI-IM—mip-ration—HM—mlru*—pcmag-
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�
Page of
GordonBaKllie
From: mary keitelman [mkeitelman@hotmail cou]
Sent: Tuesday,June O6.20O78:33PK8
To: Cindy Roessler
Subject: Monte Bello Bum plan-please cancel this destructive burn
Dear Cindy Roessler,
Please cancel the burn.
Reasons:
1\This is breeding season, noanimals should be further stressed by having to escape a fire.
Z)This is a drought year
3) We are in global warming: never never remove any cover. We must conserve water, plants, habitat, fauna. Not do so is to risk
all loss ofsustainebUdy for own survival.
Just one specific example, there are many: �
Chaco Canyon In the ancient past sustained a pinon nut woods.The people who lived there cut these trees. Because It was a dry �
habitat, the trees never grew back. There was a continuing drought. Human life was unsustainable, and many died. �
l hike Monte Bello, and know the area, and recommend against any burns until we have a wetter climate.
I look forward to hearing what your specific plans are, and hope that you do not commit a bum this year.
Sincnene|K �
MaryKeitdman �
Pacifica, CA
> —'—OhQina| Message--- |
� > From: Cindy Roessler [mai|to:cmmess|er@openspaoe.orgl �
> Sent ]uneO5 20075:09PM
>To: Bill Baurledel; Bob Power; ChrisY4acInbosh; [lnd UickOvwonak; Doug
> &QaU Cheeseman; Garth Harwood; Karen Deqe|}o; Kris Olson; Lisa Myers;
> sieve rutledge
> Subject: Monte Bello Bum �
�
|
>Thank you for your email stating your concerns about the proposed training
> bum at Monte Bello Open Space Preserve. VVe appreciate your comments. VVe
> want to ensure that any activity we hold ona District preserve will protect
> and restore the valuable natural resources.
> �
> 0e have been talking to Garth Harwood from the Audubon Society to learn more
> about potential nesting birds at the proposed burn location, and we will be
> conducting specific site surveys. VVe will use this information to assist in
> making a decision about the appropriate time and location for the burn.
�
>Thank you again for contacting us, and we will update you when afinal
> decision is made on this project.
>
> Cindy Roessler
� > Resource Management Specialist
� > M|dpen|nsuka Raqkma1 Open Space District |
> cnoessksr@openspace.org
> 650.691,1200
6/l3/2O07
�
Page I of I
Gordon Balffle
From: Troy Rahmig[trahmig@jsanet.com]
Sent: Wednesday,June 06,2007 8:18 AM
To: Cindy Roessler
Subject: Monte Bello OSP
Hi Cindy,
I saw a notice come across the South Bay Birds listserve with your contact information attached to a
message regarding a proposed prescribed burn at Monte Bello OSP. From what I can gather some
members of the public are concerned that a burn would imperile natural resources in the preserve
(especially nesting songbirds). I would be happy to talk with you about constructing and/or carrying out a
protocol to determine whether grassland songbirds are actively nesting in the area(s)where the burn is
planned. The protocol would in effect allow you to determine when the bum could be carried out without
adversely affecting songbirds while still being most effective at reducing non-native vegetation.
In addition a good PR contact might be Roy Churchwell at the San Francisco Bay Bird Observatory
(rchurchweII@jfl2b_o_.=). Roy knows a lot about grassland songbirds and would be perceived as a good
advisor on this project to the interested parties (Audubon). Another option would be to bring Audubon
volunteers into the monitoring effort and let them help you determine when it is okay (from the bird
perspective) to bum.
Just some thoughts that I had. Good luck carrying this out. Prescribed bums are a critical part of restoring
natural resource function in California and it is always nice when the public gets involved and educated on
such matters.
Troy Rahmig
Jones&Stokes
Wildlife Biologist
2841 Junction Ave-San Jose CA 95134
W:408.434.2244 -C:916.3117,5972 -Fx:408.434.2240
trahmigO.Isanet.com www.lonesandstokes.com
Your Project Means the World to Us
6/13/2007
Gordon
Gordon Baillie
From: hazel[hazelh2000@yahoo.com]
Sent: Sunday,June 10,2007 10:49 PM
To: Cindy Roessler
Subject- Controlled Burn at Monte Bello OSP
Hi,
Another request to please hold off on the controlled
bum at Monte Bello OSP until after nesting season
which according to knowledgeable birders,is after
August 15.
Thanks for your time,
Sincerely,
Hazel Holby
i
Page 1 of 1
Gordon Baillie
Subject: FW: Monte Bello Burn
From: mary keitelman [mailto:mkeitelman@hotmail.com]
Sent: Thursday, .tune 21, 2007 8:58 PM
To: Bob Power; Garth Harwood; Cindy Roessler; Bill Bauriedel; Chris MacIntosh; Cindy Lee; Dick Dworak; Doug &Gail
Cheeseman; Hazel Holby; Karen DeMello; Kris Olson; Lisa Myers; steve rutledge; Troy Rahmig
Cc: Lisa Infante; Bill Bousman; Alberts and Harwood; Mike Rogers; sellis@sfbbo.org; Kay Partelow
Subject: RE: Monte Bello Burn
This is great to hear-- that the burn has been postponed, at least until breading season is over.
It would be great if they would cancel it all together!
1
Mary Keitelman
II I'
�I
7
ciz9lzr70
I
Gordon
Gordon Baillie
Subject: FW: Monte Bello Burn
-----Original Message-----
From: Bob Power [mailto:rcpower@sbcglobal.net]
Sent: Thursday, June 21, 2007 7:52 PM
To: Garth Harwood; Cindy Roessler; Bill Bauriedel; Chris Macintosh;
Cindy Lee; Dick Dworak; Doug& Gail Cheeseman; Hazel Holby; Karen
DeMello; Kris Olson; Lisa Myers; mary keitelman; steve rutledge; Troy
Rahmig
Cc: Lisa Infante; Bill Bousman; Alberts and Harwood; Mike Rogers;
sellis@sfbbo.org; Kay Partelow
Subject: Re: Monte Bello Bum
Hi all:
I'm sure it's an oversight,but Kay Partelow played a
significant role in this survey. Kay and I both
bushwhacked/grasswhacked the areas that were
dominated by coyotebrush and were less easily surveyed
via the roap drag method.
I don't have Kays e-mail address,but those who do
might copy her on these notes. Kay had the high tick
count as far as I know and several sightings of
Grasshopper Sparrow, Blue-gray Gnatcatcher, Western
Bluebird, etc.
Many thanks to Garth for his keen interest in this
area, and hats off to MROSD staff for their
flexibility in the development of this plan.
best regards,
Bob Power
i
1
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-45
Meeting 07-13
June 27, 2007
AGENDA ITEM 2
AGENDA ITEM
District Program for Eradication of Slender False Brom in the Thornewood Open Space Preserve Area
GENERAL MANAGER'S RECOMMEN ATIONS /
l. Review and comment on the proposed program for eradication of slender false brome.
2. For those components of the eradication program requiring environmental review under the
California Environmental Quality Act, direct the General Manager to undertake such review and
return to the Board for approval of the environmental document and, if approved, subsequent hiring
of a contractor to treat slender false brome on private property as needed for successful eradication.
3. For those components of the program which do not require CEQA, review and direct staff to proceed
to develop public outreach informational materials, right of entry permits and to continue public
education efforts with affected neighbors.
4. Direct the General Manager to undertake retaining a Brome Outreach Coordinator and return to the
Board for approval of a consultant agreement with the proposed coordinator.
BACKGROUND
Slender false brome (Brachypodium sylvaticum) is a perennial grass originally from North Africa
and Eurasia which has spread to over ten thousand acres in Oregon and has the potential to
seriously disrupt Woodside area redwood forests,the only known location of this invasive grass in
California. On December 14, 2005 (R-05-122), the Board of Directors approved a ten-year plan
to eradicate slender false brome from the Thornewood Open Space Preserve, including the
surrounding Woodside neighborhood, as needed for successful eradication. Four major tasks were
approved under this work plan: treatment and monitoring of brome on District open space
preserves,treatment and monitoring of brome on adjacent private lands, grants for brome
control, and reclassification of brome.
Because slender false brome is known to persistently spread into a variety of habitats, eradicating it from
adjacent private properties will be necessary to control it on District lands. Since the current population
size of brome is limited in this region and control methods are feasible, the removal of this invasive
plant from District Preserves and adjacent private properties is consistent with the District's mission to
operate and maintain a system of open space preserves and is vital to the success of the program. The
District envisions hiring a landscape contractor to control slender false brome on the property of willing
private property owners, with the contractor using spray, hand-removal or other appropriate methods
consistent with an integrated pest management program. The private property owners would sign a
R-0122 Page 2
right-to-enter agreement allowing the District's contractor to treat and monitor slender false brome on
their property.
On November 15, 2006 (R-06-128), the Board authorized the General Manager to enter into a
professional services agreement not to exceed $86,000 in fiscal year 2006-2007 with Go Native,
LLC to assist in implementing the slender false brome work plan including integrated pest
management services and development of a public outreach program.
DISCUSSION
Control of Slender False Brome on District Preserves— Staff has continued to seasonally treat
the approximately 40 acres of slender false brome on Thornewood Open Space Preserve.
Although slender false brome continues to germinate from seed in the soil at Thornewood, the
overall number of new plants has substantially decreased and these are sprayed or removed
several times a year before additional seeds develop. Small populations (less than I acre at each
preserve) have been found at La Honda and El Corte de Madera Open Space Preserves. The new
populations at La Honda and El Corte de Madera have been mapped and control activities have
been initiated. Attachment I shows all the currently known locations and the area of infestation.
Go Native has evaluated the District's current methods for controlling slender false brome on
District preserves (spraying with glyphosate herbicide and hand-pulling) as generally being
adequate. As part of their agreement, Go Native and their sub-consultants have developed a
slender false brome integrated pest management (IPM) program that recommends the use of
several herbicides and manual methods for controlling slender false brome under specified
conditions. The IPM plan also addresses the potential for special status plant and animal species
(e.g. California red-legged frog) that may occur in the Woodside area and methods for avoiding
impacts to these species, and recommendations for native plant revegetation.
The consultants have recommended the use of two new herbicides, Fusilade and Habitat, to
provide more flexibility in chemical treatment as well as increased protection for special-status
aquatic species. These are recommended in addition to Roundup and Rodeo herbicides (active
ingredient glyphosate), which the District is currently using to treat slender false brome. Fusilade
(active ingredient fluazifop-p-butyl) is a grass-selective post-emergent terrestrial herbicide used
for control of annual and perennial grasses. It has no herbicidal activity on broadleaf species.
Fusilade DX will be prescribed for the control of seedling slender false brome in locations where
water is not present and populations are interspersed with non-target broadleaf species. For areas
where slender false brome grows as a monoculture and the potential for non-target impact is
negligible, Habitat (active ingredient imazapyr) will be prescribed. Habitat is primarily a non-
selective herbicide with limited activity on some types of broadleaf perennial plants. It has some
pre-emergent qualities, rapidly decomposes in water and is practically non-toxic to aquatic
organisms. Recommended rates and timing for the application of these herbicides are
summarized below.
R-05-122 Page 3
Herbicide Growth stage Season/timing Sites
Fusilade DX 2-8 leaf stage Spring through Grasslands,
mid-summer forest and trails
Habitat Any time during Spring through Forest and
active growth late October Riparian
Rodeo Any time during March through Grasslands,
active growth December forest, Riparian
Public Outreach Program - The consultant has made recommendations regarding the
development of a comprehensive public outreach program to encourage Woodside, Portola
Valley and La Honda residents to control slender false brome on their property. The goal of the
program is to raise awareness of the dangers of this invasive weed by involving and educating
residents, and to foster cooperative public and agency partnerships to treat and eventually
eradicate slender false brome.
Key messages to be addressed in the public outreach program are:
0 Slender false brome is a threat to the natural values of California's redwood forests, and
* Controlling slender false brome now will prevent greater expense and uncertainty later.
The consultant has developed a brochure to assist in spreading these messages (Attachment 2)
and recommends the District develop a"Brome-Buster" design including posters, internet sites,
public events, vehicle and work party signs, and giveaways such as magnifying glasses.
The consultant has recommended several key concepts in developing a public outreach program:
a Partnership Team, a customer approach, and a Brome Outreach Coordinator position. These
recommendations are based on reviewing other community-based invasive plant control
programs and from initial contacts with key players in the infested area.
Cooperation of as many as several hundred property owners may be necessary to eradicate
slender false brome from the Woodside, Porto Valley and La Honda neighborhoods, along with
participation by public agencies with infested property or jurisdictional interest. In order for this
level of effort to be sustained over as long as ten years, a Partnership Team should be set up to
advise the District on steps to take when eradicating slender false brome and to encourage the
interest and involvement of multiple parties. See Attachment 3 for a list of possible participants
on this advisory committee.
Communication should be designed to educate the public on the threat of slender false brome
and practical methods that can be taken to control it. The program should recognize and address
the concerns of the various types of customers or target audiences including probable concerns
regarding privacy, confidentiality, timeliness, expense and protection of other property values
(such as landscaping).
R-0-122 Page 4
The consultant recommends that a dedicated Brome Outreach Coordinator position be created to
facilitate public education, to interact with the Partnership Team, and oversee a contractor for
treating brome on private property. Existing District staff is not able to commit enough time to
smoothly implement this program in the initial developmental years.
The District should develop an early detection and rapid response mechanism to treat slender
false brome as new locations are discovered and new participants agree to join the effort. A
District-hired contractor, under the direction of the Brome Outreach Coordinator, would be
available to treat slender false brome on private property following the steps provided in the
slender false brome integrated pest management program. After initial field review and signing
of a right-to-enter agreement, the contractor would either spray, hand-pull, or mow slender false
brome according to specific conditions at each property and agreement of the property owner.
This activity would usually need to be repeated several times a year for several years and would
include periodic monitoring. All information obtained during preliminary surveys, treatment and
monitoring would be managed in a slender false brome database and would be handled with
consideration for confidentiality concerns. The District should consider providing private
property owners with local native plants to replace the slender false brome where appropriate to
help insure success.
Grants - The consultant has prepared a list of preliminary grant programs to help fund treatment
and monitoring programs for slender false brome. Two programs, which appear well suited to
funding the slender false brome program, are the U.S. Department of Agriculture Grant and
Partnership Programs and the National Fish and Wildlife's Native Plant Conservation Initiative
Project. Pre-proposals for the latter are accepted once a year on February 15, with full proposals
due in mid-March. Further work on grant applications will be undertaken in winter 2007/8.
Reclassification - The State of California reclassified slender false brome to an A-rated noxious weed in
July 2006 based on recommendations from the San Mateo County Agriculture Commissioner and the
District staff, Category A is normally given to noxious weed species with limited distribution, and their
control is coordinated between the State and County Agriculture Commissioners. Reclassifying slender
false brome to an A-rated noxious weed will provide greater profile to controlling this invasive grass,
and may help in obtaining grant funding.
STAFF RECOMMENDATIONS
Staff generally agrees with the consultant's recommendations, but advises some adjustments be made to
address urgency on the part of the Woodside community to start District-supported treatment of slender
false brome on private property as soon as possible. Attachment 4 is a revised table setting out the
major steps for implementing a slender false brome public outreach program.
Phase I —Study has been completed with the consultant and consisted of market research to identify
similar efforts and the target audiences, key messages, a brochure, integrated pest management program
and preliminary environmental review.
Phase 2 — Startup would begin immediately upon the Board's direction to proceed. It would consist of
completion of an environmental review for Board consideration and approval; development of a right-
R-05-122 Page 5
to-enter document; adoption of the slender false brome integrated pest management program including
the use of new herbicides; hiring of an integrated pest management contractor; continued contacts with
neighbors including surveys, treatment and monitoring of slender false brome on their properties; and
development of a database system. Subsequently, a Brome Outreach Coordinator would be hired as a
consultant to form the Partnership Team, develop Brome Buster publications and events to educate and
engage community members and agencies, coordinate media contacts, and oversee prioritized
scheduling of the integrated pest management contractor. In Phase 2, staff recommends priority be given
to hiring a contractor to treat slender false brome on the properties of currently interested owners to
sustain momentum in this program.
In Phase 3 —Annual Expansion, treatment and public outreach would be repeated every year with the
intention of steadily increasing the number of participants and treatment acres. The Coordinator would
be responsible for seeking grant funding to support eradication of slender false brome in the region.
Staff is not recommending that an additional phase of this agreement be negotiated with Go Native,
LLC. The hiring of a Brome Outreach Coordinator would provide the additional services needed to
implement this program at a level more consistent with the District's direct needs.
CEQA COMPLIANCE
Upon the Board's approval to proceed with this approach to a slender false brome public outreach and
eradication program, staff will complete environmental review under the California Environmental
Quality Act and circulate the environmental document for public review. It is expected that the
environmental review will be brought back to the Board for approval in August. If approved,the
physical treatment and removal component could proceed.
II�
Prepared by:
Cindy Roessler, Resource Management Specialist
Jamie Cundiff,Natural Resource Intern
Contact person:
Cindy Roessler, Resource Management Specialist
Attachments:
Attachment 1: Map of Known Locations of Slender False Brome in the Woodside Area
Attachment 2: Slender False Brome Brochure
Attachment 3: Potential Participants in Slender False Brome Partnership Team
Attachment 4: Major Steps in the Slender False Brome Public Outreach Program
I
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
PUBLIC OUTREACH PROGRAM
FOR
SLENDER FALSE BROME
INTEGRATED PEST MANAGEMENT PROGRAM
PROJECT BLUEPRINT
I GO NATIVE,BRENTON VMS LLC, &BIOLOGICAL MONITORING AND ASSESSMENT SERVICES
i
i
1
JUNE 19, 2007
i
I
I
Table of Contents
I. EXECUTIVE SUMMARY 1
A. Background& Discussion 2
II. BACKGROUND INFORMATION 4
A. Why Slender False Brome is a Problem. 4
B. What is the Solution? 4
1. Role of the Public Outreach Program 5
2. Key Concepts 5
C. Communication Objectives, Principles, Priorities & Strategies 13
1. Public Out Reach Program Recommended Guiding Principles 14
2. Public Outreach Program Priorities 16
D. Target Audience 17
1. Preliminary Community Profile 17
2. Specific Qualitative Findings 19
3. Preliminary Situation Analysis 21
4. Defining Target Audiences and Mechanisms for Reaching Them 21
1Il. MESSAGES AND CONCEPTS 23
A. Primary Messages 24
B. Example Key Messages 25
1. Coast Redwood: Natural & Cultural Legacy 25
2. Safeguarding the Treasures 26
IV. OUTREACH PROGRAM ACTIVITIES AND SCHEDULE 28
A. Phased Program Implementation 29
Phase 1: Study 29
Phase 2:Critical Startup 31
Phase 3: Organizational 32
Phase 4: Operational 32
B. Summaries, Specifics and Scheduling of Recommendations 35
Chart I —Public Outreach Recommendations Implementation Phases 33
Chart 2—Integrated Pest Management Program Implementation Phases 34
I. EXECUTIVE SUMMARY
On November 15h,your board voted for Authorization to Enter Into a Professional Services Agreement
with Go Native,LLC for Integrated Pest Management Consultant Services and Development and
Implementation of a Public Outreach Program to Facilitate Treatment of Slender False Brome in the
Vicinity of Thomewood Open Space Preserve. The resultant contract detailed five primary tasks under this
contract in two phases—the following summarizes the results of work accomplished in Phase 1:
Evaluation of Slender False Brome Control on District Property—An Integrated Pest Management
(IPM) Program has been assembled that details treatment options for control of slender false brome on
District preserves and other properties within the project area, subsequent restoration efforts, and
monitoring programs. The program report features a decision tree for determining levels of needed
environmental protection and for the selection of appropriate treatments.
Public Outreach Program for Control of Slender False Brome on Private Property—Our team has
designed a public outreach program that will facilitate District-directed treatment and monitoring of slender
false brome on adjacent private properties. The goal of the program is to raise awareness of the dangers this
invasive weed poses by involving and educate residents about the ways to help in the effort to eradicate it,
and to foster public and agency partnerships to facilitate cooperative efforts for treatment and eventual
eradication. A draft public outreach program *including draft formats for publications, draft schedule for
public events and any necessary environmental review has been prepared for your review.
Oversight of Invasive Plant Control Contractor—As part of the IPM program development,
requirements and qualifications to manage and schedule a District-hired contractor to treat slender false
brome on adjacent private properties during first year of treatment have been assembled. Procedures and
considerations have been reviewed to procure necessary permissions from private landowners to enter their
property for treatment and monitoring of slender false brome. These procedures will be addressed by the
District Resource Management Specialist and General Counsel.
Grant Funding and Applications—Grant programs to fund treatment and monitoring programs of
slender false brome have been researched and a preliminary recommendation list is provided as part of the
Public Outreach Program.
To ensure that the District is able to meet all requirements of the California Environmental Quality
Act (CEQA), an Initial Study and Negative Declaration of No Significant Impact have been
prepared for the project. The District General Counsel and staff members will ensure that all necessary
CEQA and legal requirements are met for the tasks performed under this contract.
Further work originally contractually scheduled in Phase 11 'included:
- Make a recommendation on the use of clopyralid and triclopyr in the District's IPM program—
review and prepare a programmatic pest control recommendation for using clopyralid and triclopyr
herbicides to control brush and various invasive plants on District lands, including any necessary CEQA
review.
- Implementation of the public outreach program including direction of and participation in
NIROSD SFB IPM Public Outreach Program—Page 1
workshops, media outreach, direct mail and other methods,
Manage and schedule a District-hired contractor to treat slender false brome on adjacent private
properties during first year of treatment. Work with District Resource Management Specialist and
General Counsel to procure necessary permissions from private landowners to enter their property for
treatment and moniton'nL,of slender false brome.
Research and recommend a list of grant programs to fund treatment and monitoring programs of
slender false brome,prepare a minimum of two grant applications for submittal by due dates, and
prepare a proposal kit with supporting materials for future grant applications.
Of these,we have included the recommendation on the use of clopyralid and triclopyr in the District's
IPM program and an initial recommended list of grant programs to fund treatment, monitoring, and
public outreach.
A. BACKGROUND AND DISCUSSION
In recent years, several populations of the invasive grass, slender false brome (Bracbypodium g1valicum), have
been identified on and adjacent to Midpeninsula Regional Open Space District (MROSD) preserves. See
Figure 1. Slender false brome (SFB) is a state category "A" noxious weed species, which currently threatens
natural habitats in the preserves and surrounding areas, but could be eradicated from the area and the State
of California. In an effort to stop the spread of this invasive species and eradicate existing populations,
MROSD has contracted with a consultant team to develop an Integrated Pest Management Plan (IPM)
regarding this species.
Integrated Pest Management (IPM)
Integrated Pest Management,in this case specifically vegetation management, employs all methods, practical
to a specific location, to achieve the control and eradication of a specific weed pest. It puts emphasis on
weed control in the context of'integrated resource management. For MROSD, the resource is the unique
landscape and ecosystems found on the peninsula. The area provides habitats for many special-status plant
and animal species including the California red-legged frog and central coast (ESU) steelhead. The
infestation of slender false brome threatens these habitats, and this management plan for eradication has
been developed in the context of habitat preservation and restoration. An integrated approach provides the
best option for the eradication, and this effort will require a significant public outreach element to establish
working partnerships with private landowners and local jurisdictions to effectively implement the control
program. The three management components to the integrated plan—Public Outreach & Education
Manual, and Chemical—are summarized below.
0 Public Outreach& Education—Control Measures from Social& Cultural Cooperation
Public education is a valuable tool in the identification and removal of new and existing plant
populations, and the prevention of the spread of the infestation. This component of the IPM consists of
a public outreach&education program,partnerships with landowners and other jurisdictions and
agencies,refined mapping of areas of infestation, and the identification and elimination of existing and
potential seed distribution vectors. With the support of the District and other partner agencies,
members of the public will have the opportunity to participate in the identification,reporting,
MROSD SFB IPM Public Outreach Program—Page 2
monitoring of slender false brome whenever observed. In this way, the public will participate in the
eradication of this invasive weed that is found in their community. The Public Outreach Program has
been has been developed in concert with the technical IPM program and accompanying review for
CEQA compliance, and contains specific recommendations and examples for Market Research,
Program Development, Outreach &Communications,Program Evaluation, and Future Components.
This report contains a condensed version of the full report that focuses on the immediate needs of
program implementation.
• Manual Control Measures
Many existing slender false brome locations are within or adjacent to sensitive habitats, and future areas
of control may be found near or within other sensitive areas,including residential uses. In these areas,
hand pulling, seed head removal and the use of mulches and covers will be used for manual control.
While manual control has a low potential for any detrimental impact to "off-target" areas or species,
these treatments must still be used judiciously. Hand pulling technique and timing will be refined to
insure the removal of the SFB without impact to other desirable vegetation (native or landscaping)
growing in proximity. Mulches will be used in such a way as to deter the development of slender false
brome but allow desired growth to occur. Manual control techniques often require frequent entries to
insure control,requiring that access and timing be carefully planned to avoid any potential negative
impact to sensitive areas and on-site conditions.
• Chemical Control Measures
Targeted use of effective, minimal-impact herbicides will be a key component in the program. The
formulated products Fusilade, Habitat and Rodeo are recommended for use when needed,which will
be determined by the growth stage of slender false brome at time of application,plant population
density at the site, location of the slender false brome in proximity to natives, aquatic features,
landscaping, etc., and other factors. These are primarily post-emergent herbicides (although Habitat has
limited pre-emergent activity) which experience shows to be an effective approach in controlling SFB.
Further technical details of manual and chemical control measures are detailed in the Integrated Pest
Management Program document.
NIROSD SFB IPM Public Outreach Program—Page 3
11. BACKGROUND INFORMATION
A. WHY SLENDER FALSE BROME IS A PROBLEM
Slender false brome (Brach perennial
ypodium ylvaficum), a seed-reproducing peren i grass from North Africa and
Eurasia, was first discovered growing in North America in Oregon in 1939. Since then, it has successfully
established itself over 10,000 acres in that state. It thrives in a variety of conditions ranging from fun sun to
shade in meadows, coniferous forest, and along streams and waterways. An aggressive invasive plant,
slender false brome often forms stands of up to 90% cover, successfully out-competing native vegetation.
Extrapolating from experiences in Oregon, slender false brome is expected to continue to occupy redwood
understory and many other natural plant communities, exclude native forest floor and grassland species,
inhibit tree seedling establishment, alter fire regimes, and reduce the value of livestock pastures.
Slender false brome was first identified as occurring in the Thornewood Preserve and the surrounding
residential neighborhood in January 2004. There are indications that the grass may have been present in the
area for as long as ten years,but it is not known how and where it first got established in the Woodside area.
Recent genetic tests preliminarily indicate that the Thornewood population of this grass is not a clear match
with the Oregon populations, so it may not have been 'introduced from Oregon.
Approximately 40 acres of slender false brome have been mapped and treated on the Thornewood Preserve
with less than one acre occurring at La Honda and El Corte de Madera Preserves. Based on staff,volunteer,
and consultant observations from the preserve boundaries, public roads, and from those properties which
owners have requested advice,it is estimated that an additional 25 to 55 acres exists on private property and
along public roads within the project area.
In the Woodside area, slender false brome as been found growing in dense lines along roads, recreational
trails and game trails, and as small patches on dense hillsides or sunny yards, and in sunny to semi-shady
light gaps of redwood forests.
B. WHAT IS THE SOLUTION?
Control measures including hand pulling, composting, and treatment with herbicide have been conducted
since the discovery of the plant in 2004. The District has successfully removed 40 acres of slender false
brome from the Thornewood Open Space Preserve in the infested Woodside neighborhood, and controlled
the smaller infestations at La Honda and El Corte de Madera Preserves. Eradication of slender false brome
in California is possible at this early stage because of the limited area it occupies in California, and the
ongoing cooperation and commitment of the San Mateo County WMA, San Mateo County Department of
Agriculture, Caltrans, CDFA and MROSD. Although they do not currently have slender false brome, San
Mateo County Parks, California State Parks and the National Parks Service (Golden Gate National
Recreation Area) have participated in training and will benefit if slender false brome is prevented from
spreading to their properties.
Even if the District successfully removes all slender false brome from its preserves, there is a high
probability that the preserves will be re-infested if plants are left on surrounding properties. Removal of the
MROSD SFB IPM Public Outreach Program—Page 4
estimated additional 55 acres of slender false brome on the surrounding private properties and along roads
and trails is necessary to prevent the grass from spreading to protected redwood forests and beyond. Many
of the affected Woodside landowners have stated that they need coordinated technical and financial
assistance to control slender false brome on their land. Without this help,it's unlikely the invasive grass will
be controlled and eradicated in California.
Removal of slender false brome on private properties will assist in the complete eradication of this invasive
plant from California, and prevent it from causing ecologic and economic losses on public and private
properties. The current project seeks to formalize and improve upon current control measures by creating
an IPM and concurrent Public Outreach Program to stop any further spread of the plant and ultimately
eradicate it from MROSD and adjacent lands.
1. The Role of the Public Outreach Program
In general, the magnitude of the threats and impacts caused by invasive species is still not fully understood
by the public. The degree of the problem is not commensurate with the level of public knowledge.
Educational efforts for invasive rangeland,wildland, and cropland weeds have been directed mainly at rural
populations. Impacts of invasive weeds need to be the focus of programs in urban areas as well as within
the nursery 'industry. Public discourse is evolving, however, as public and natural resource managers are
working to improve natural landscapes worldwide through community-based dialogue,collective action and
stewardship opportunities. While this is the case for the many involved in the efforts of our National Parks
or those of The Nature Conservancy, for example,it has become evident through the extensive research
conducted to offer these recommendations, that very little "information for engaging stakeholders where
weeds have infested private lands is widely available.
The slender false brome Integrated Pest Management Program is an example of proactive initiative to
control an existing infestation that focuses squarely on prevention, early detection, and biologically friendly
methods complemented by native plant alternatives for controlling and treating slender false brome. As the
program evolves and begins to meet its goals,identifying avenues to share the elements of success that
demonstrate resourcefulness, creativity and collaboration should be promoted and recognized by
practitioners in the field of weed management and eradication.
Examples of similar and relevant projects involving public entities and private property owners can be
found in the Appendices.
2. Key Concepts
a. Partnerships and participation is the strategic approach to meeting the program's goals
Building the Framework to Engage and Sustain Community-based Participation
For the purpose of these recommendations,public outreach is viewed as a resource management tool
addressing the specific priority resource management goal of eradicating the invasive weed slender false
brome. The underlining key objectives to achieving this goal include the dedication of well-coordinated
systems: knowledge and information, administration, and transparent communications. When set into
place, they can build and support the long-term framework and efficacy of the public outreach program.
They should (a) deliver knowledge and resources efficiently, (b) enhance public and institutional
awareness, (c) expand partnerships with stakeholders, agencies, institutions, and community
MROSD SFB IPM Public Outreach Program—Page 5
organizations within a geographic focus at a watershed level, (d) support and meet the needs of defined
target audiences most affected by management decisions related to eradicating slender false brome, and
(e) create the structure and established process that offers a variety of engaging ways to create effective
partners.
Activities within the public outreach program may be considered as supporting Goal 3: Prepare
Resource Management Plans for Key Open Space Preserves and Other High Priority Sites (Resource
Management Policy 2.2) outlined in District's Resource Management Five-Year Strategic Plan (February
2003), specifically resource management plans for sites with high priority or urgent resource protection
issues. Moreover, the slender false brome invasive weed has been given the highest priority for control
efforts due to its current active displacement of native species in areas next to private property which is
aligned with the District's Resource Management Plan (October 2004). The slender false brome public
outreach program may also be promoted under a broader context within state-wide and national
invasive weeds and native species initiatives and programs.
Well-developed community-based public outreach programs offer a balanced mix of:
• Shared knowledge and research through well-defined communications channels that deliver
messages which resonate and build rapport with each defined target audience (e.g., cans to action,
hands on activities, educational and 'informative lecture series);
• Mechanisms incorporated into the program which demonstrate the program convener's
understanding that learning and stewardship is an iterative process;
• Readily providing accessible resources and incentives when necessary to actively engage the public;
• Phased implementation based on priorities firmly defined through a collaborative process;
• Systems in place to determine those priorities, and to respond with efficacy to emerging priorities;
• Fulfilling the needs and concerns of both defined and broad target audiences (e.g., the 'customer'
approach) at differing times throughout the duration of the program;
• Providing interesting and creative avenues for public participation on the issue(s) affecting their
communities;
• Flexibility and responsiveness in their framework during the early stages of implementation and to
respond to the ever-changing organizational, environmental, social and cultural circumstances of
communities throughout duration of the program; and
• Metrics and benchmarks to evaluate outcomes and build upon achievements.
b. Deliver Adaptive Services through a Phased'Customer'Approach — Adopting a 'consumer'
approach as opposed to a 'producer' approach is the key to building a well-received public education
program that communicates effectively with defined target audiences. A 'consumer' approach to
communication learns what is important to the target audience (stakeholder) and then demonstrates
how the slender false brome program (service) fits their needs, then adjusts accordingly to that audience.
Conversely, a 'producer' approach places greater value on what the provider of the service regards as
important.
An 'integral part of a consumer approach is facilitating the level of trust and safety needed for the willing
participation of stakeholders and partners in the program. This should include the offers of
confidentiality and the agreement that the District will work cooperatively with property owners and
enforcement agencies to avoid any regulatory actions during the project.
NIROSD SFB IPM Public Outreach Program—Page 6
The activities of the Integrated Pest Management program, as well as the public outreach program are
presented from a `customer' approach, and are implemented in phases based on a priority criteria
developed by the Integrated Pest Management team and the Program Manager. See SECTION IV.
Activities would include, as needed, further defining all known and future jurisdictions to determine
level of their involvement in the program,reviewing management documents of jurisdictions and
adapting activities accordingly, convening program supporters and existing partners to establish the
Partnership Team, further define and identify target audiences,impact groups &decision makers,
determine adjusted timelines for initial phases of program, further develop key messages,
communication channels and outreach materials, and evaluating progress and results of initial phases of
program.
c. Dedicated Outreach/Field Staff Position to Effectively Facilitate Program — The slender false
brome Integrated Pest Management program can benefit from a dedicated Community Outreach/Field
Coordinator position who facilitates at all levels, though in particular,it will be the community level that
will appreciate the ease of accessibility to a staff member whose primary focus is to implement and
foster the program. Relevant Project 6 in the Appendices describes the success achieved by creating and
supporting a dedicated position to facilitate a community-based program.
The District should establish a dedicated position that supports the Program Manager (in its main
office) at the onset of further planning and implementing the initial phase of the program. During this
time, coordinator responsibilities would also include activities that establish the framework for future
phases that intends to involve stakeholders over the next ten years.
Public involvement in community-based programs relates to human interaction, and therefore, a
complex mix ofpsychological, social intellectual and physical capacities will come to bear. As such
p p Y P
challenges that may be faced can be minimized with a dedicated coordinator who is a consistent contact
as they navigate and respond to the evolving nature of the public outreach program. This position can
strengthen the program and ensure that it maintains the cohesiveness, flexibility, creativity and energy it
will need to maintain effectiveness over the longterm. The establishment of this position works at the
community-level, and creates more availability of time for the Program Manager to interact at the
partnership level.
The Community Outreach/Field Coordinator provides essential management support to teams,works
under the guidance of the program manager and serves as the primary link and community contact to (a)
integrate the activities of all participants (including consultants, contractors and vendors), (b) coordinate
internal and external communications efforts,and (c) guide the development of the program's long-term
for feedback and w . The establishment f a
framework including coordinating mechanisms ogrowth. es t o
dedicated position fosters a vision of leadership, stewardship and connection of the slender false brome
program to the community.
A periodic evaluation of the program's progress resulting from this dedicated position would determine
the length of time to maintain the position as the program evolves over the long-term.
d. The Partnership Team — The slender false brome program can benefit from the establishment of a
Partnership Team, envisioned as a cooperative, community-based,interagency and cross-jurisdictional
MROSD SFB IPM Public Outreach Program—Page 7
engagement of different,yet synergistic members. Led by a designated Community Outreach Field
Coordinator (See "c" above), the Partnership enhances the inclusiveness and scale of the program. It
includes landowners, stakeholders, District docents, resource management experts other 'interested
participants, subject matter experts, key stakeholders, specialists and technical advisors. The group is a
formal participatory convening of audience members to build rapport with neighboring communities, as
well as to create and increase citizen interaction and community-based support for the program, and as
such,it should be representative of the community it is serving and include a wide variety of public,
private, and voluntary organizations. The Partnership allows community members and
agency/jurisdictional representatives to work cooperatively and intuitively together as a collective unit
towards both the common goal of eradicating slender false brome, and those of the public outreach
program:
• creating a united watershed approach to addressing false slender brome within the region
• provides consistent empowered leadership with local and regional entities as a corresponding arm
• offers opportunities to communicate early with local jurisdictions and regulators to alleviate
unexpected obstacles at the community-level during and throughout implementation of the program
• Key functions of the team or committees would be to establish strategies that coordinate program
requirements, initiatives, and oversight on a watershed level to better understand the issues and
activities at the community level.
• direct communication with residents, land owners and defined target audiences
• enhances the 'inclusiveness and scale of the program.
• current and new audiences are incorporated into the program thereby creating a "unified watershed
approach' for addressing the infestation of slender false brome within the region
• adapting according to needs of the public outreach program and the progress of eradication efforts
over a ten-year period
• Although the number of participants will vary, it is important to attract a diverse grout) of motivated
community 'champions.' Participants who are well-intentioned, socially and culturally astute,
inspiring leaders connected to their community should be sought as an important aspect to develop
and maintain support for the public outreach program.
• important role of educating, demonstrating and sharing their enthusiasm, energizing the public,
communicating the benefits of slender false brome eradication program with the public, and
providing valuable links to civic groups, business organizations, and other resources.
• reflection of the partnerships in the public outreach program, and would encourage collaborative
efforts between agencies, landowners, and conservation groups through coordination, education,
research and the exchange of information to support the slender false brome Integrated Pest
Management program
• represent both internal and external audiences and bring differing functional expertise and
perspectives to implementing the public outreach program
• Although the number of participants will vary, it is important to attract a diverse cup of motivated
group
participants. (See Appendices for recommendations on Partnership Team composition and
members).
• Considerations for selecting participants may be based on the their ability to 1) maintain
participation for a number of years to meet long-term resource management objectives, 2) achieve a
strong level of*influence, 3) offer opportunities to leverage reach, scale, resources, and positioning
through their networks and jurisdictional association, and 4) increase inter-agency and institutional
awareness of the slender false brome program.
MROSD SFB IPM Public Outreach Program—Page 8
* The citizens' component of the Partnership can (a) create a vested interest in the program, (b)
develop 'ownership' of the program, (c) build camaraderie and credibility as a team, (d) develop
leaders as 'subject matter experts,' (e) enhance networking,and (f) encourage innovative approaches
to support the goals of the program.
0 In its composition, full consideration should also be i en to "include community members who may
91v
potentially hold opposing points of view. This approach, handled through skilled facilitation,is
believed to be both critical and beneficial to the program's overall and long-term success, and
embraces and addresses potential concerns through a transparent,inclusionary process. This
approach surrounds opposition with supportive entities and offsets the potential for groups to
emerge and mobilize on their own behalf should it be felt that concerns are not being addressed by
the overall framework.
• Program conveners can learn from all participants;whether supportive or opposing. The questions,
perceptions, concerns and suggestions they bring throughout the program's process of engaging
neighboring communities should be used to design and adapt activities accordingly. The Partnership
draws from a pool of valuable insights that reflect the community's priorities in order to align them
with the goals of the slender false brome eradication program.
• The intra-team dynamics and strengths of utilizing a Partnership Team approach with private and
public membership under a sound facilitative process 'include:
o A single multi-directional "interface to link and coordinate components and activities that cut
across all stakeholder groups;
o Delivery and exchange of consistent two-way flow of information between members across the
watershed and project area;
o Greater scope and depth of information, expertise, multiple perspectives, and resources from all
functional, tactical and management areas to craft and adjust strategies and derive solutions
cooperatively;
o An interactive process that fosters on-going program support to assist the broader scale effort;
and
o Guidance and direction on evolving strategies and activities (e.g., tactical and operational) within
the interactive process.
As an added measure to ensure the best possible public involvement interactions and outcomes in
launching and maintaining a successful public outreach program, the District should consider the early
involvement of the Ombudsperson as an ex-officio member of the team. The Ombudsperson would
maintain positive relations with neighboring communities, residents and defined target audiences in an
objective manner. The duties of the Ombudsperson already established by the District are applicable to
their role in the slender false brome program. They 'include but are not limited to: (a) assisting residents
in their interactions with parties involved in the program, (b) making recommendations for improving
the operations of the program, (c) and/or assisting the District in objectively addressing participant
needs based on citizen feedback.
e. Develop & Deploy Early Detection & Rapid Response Mechanism Across All Activities —This
strategy can make the difference between successful eradication early on, or the necessity to continually
re-treat an infestation that can lead to an open-ended financial commitment. The objective is to develop
a response mechanism to identify and determine potential pathways of'introduction, survey/early
detection, prioritization and prevention strategies with community-wide support.
MROSD SFB JPM Public Outreach Program—Page 9
The above mentioned program management database system can support the widely-accepted elements
that strengthen the EDRR processes:
0 Access to up-to-date reliable scientific and management information;
* Mechanisms for reporting detections and information exchange;
* Rapid and accurate species identification; and
0 Procedures for rapid risk assessment and initial control action.
This recommendation also places an emphasis on the communications side of the program and 'includes
a decisive coordinated response approach as an essential element to the public outreach program. It is
important for the District to consider the "state of readiness"related to outreach that corresponds with
the early detection and rapid response elements of the Integrated Pest Management program. The
ability to act expeditiously on new occurrences or sightings of slender false brome in a timely fashion is
an
important"call to action" to prevent further spread. Challenges and/or barriers that may impede
responsiveness are greatly reduced through advanced preparedness, capacity readiness and coordinated
response. Early detection and rapid response mechanisms built into the public outreach program's
framework may also align with the priorities of potential funding sources.
f. Best Practices in Integrated Pest Management — The Integrated Pest Management program
represents best practices in invasive weed eradication. By design,it incorporates a science-based,
decision making process that coordinates knowledge of pest biology (e.g. extend and nature of the
weed), the environment (e.g., target species, land use) and available technology (e.g, control methods) to
prevent unacceptable levels of pest damage, by cost-effective means,while posing the least possible risk
to people, resources and the environment. In the case of slender false brome, the management
objective is its eradication in the context of preservation,protection, and enhancement of the native
habitats within the project area. The slender false brome Integrated Pest Management program was
developed to provide manager, landowners, and resource users with a comprehensive, safe and effective
approach to controlling this invasive weed and assist in maintaining a healthy native plant community in
the region. Public information should highlight that site-specific plans Will be developed on a case by
case site-specific basis. In a broader context, public *information and outreach materials should state this
as a program that has been carefully tailored to the region. In addition, the use of integrated pest
management practices may present opportunities to apply for funding from entities that support this
approach to invasive weed eradication.
g. Watershed Approach & Good Neighbor Policy— The framework for the public outreach program is
based on a watershed approach. As such, outreach and communications efforts should mirror this
methodology to 'include channels and networks available through the partnerships created to implement
the slender false brome program within the geographic focus of the region.
The iterative nature of the watershed approach also applies to communications to encourage
information-sharing and common understanding where parties collectively work to achieve goals and
consistently deliver public information to those who are most affected by management decisions.
Partners engaged in planning,implementing and decision making process can ensure that resource
management objectives are well integrated with the economic, social and cultural aspects of their
communities and lifestyles. In this way, the District may identify opportunities to communicate with a
broader base of support through processes already in place.
MROSD SFB IRM Public Outreach Program—Page 10
The slender false brume public outreach program is a timely example of how the District may put into
practice the intentions and aspirations of the District's Good Neigbbor Policy. The recommendation to
form a partnership led by a core group and a dedicated staff position strives to be as *inclusive as
possible and to encourage the highest level of participation by stakeholders and audiences within the
watershed and project area.
h. "Inform, Involve, Solve" — Informed citizens transfer knowledge into actions. Gaining community
support through genuine practices that build relationships of trust with the public is essential and an on-
going Process. Credibility is a fragile commodity that slowly builds and many quickly vanish. As such,
the philosophy to "Inform, Involve, Solve"is a winning formula to keep in Mind when working with the
public. Under this philosophy, real public involvement is sought out as a legitimate partner, rather than
as token representation, at all stages of creating and implementing a public outreach program. It is the
mirror opposite of"Decide,Announce, Defend."
Communication, strategies and decisions should be two-way and transparent,rather than a monologue,
to bring the public along through the process of building the slender false brome public outreach
program. In addition, it is important to brief elected officials and civic leaders before the launch, or
official announcement, of the program.
Steps to integrating the "Inform, Involve, Solve" philosophy into program development 'include but are
not limited to:
• Respond to questions and concerns posed by the community promptly.
• Issue timely notices of activities.
• Render clear, easy-to-understand,useful, objective and accurate facts, including technical
information.
• Educate and inform from the very beginning.
Information sharinL,, coordination of activities by leaders,joint decision making and the equitable
distribution of participation and benefits can all provide an incentive for further cooperative action,
increase the productivity of the community as a whole and create shared value for the public outreach
program.
i. Importance of Perspective & Promoting Convenient Engagement — As communication is not a
"one size fits all" exercise,and perception is reality for large segments of the public, different target
audiences will respond to different styles of information. Ensuring that messages relate to their interests
is essential to be effective. Some audiences may require a more analytical or 'individualistic approach
(cognitive);while others need a simpler, engaging message delivered with an emotive approach of caring,
empathy and candor (affective). Outreach and communications efforts should take this distinction into
highest consideration. For example, certain audiences will likely respond to the potential impacts to
their own property as opposed to District preserves. Others will engage because they have a personal
relationship with the natural heritage of the area. Public *information should convey that the Integrated
Pest Management program has been professionally designed to provide a beneficial experience,with
`complimentary' resources and professional services without charge for convenient engagement in
eradication efforts.
j. Adaptive Management&Adaptive Outreach Approach — Effective prevention, detection, control,
eradication and restoration all require the development, testing and refining of both existing and new
NIROSD SFB IPM Public Outreach Program—Page 11
technologies. The emphasis for including this proposed concept relates the same adaptive approach to
disseminating public information. Messages and outreach activities should not only communicate the
slender false brume program is employing adaptive management as a strategy but the delivery
mechanisms should also seek to adapt or align with other established communication processes and
networks held by partners involved in the program. A highly-effective and resource efficient approach
for reaching out,gaining insight and receiving input should include adapting and/or aligning
communications efforts, where feasible and appropriate,with established participation processes of
existing groups. For example, core groups 'involved with the development and implementation of the
slender false brome program may be conduits for communication by engaging their professional and
social networks. The program's communications efforts should adapt to the structure of these networks
to the greatest degree possible. This model continually provides the opportunity for evaluation, change,
feedback and collaborative decision-makiriv.
Adaptive management acknowledges that projects or programs will proceed using existing 'information
while additional knowledge is learned and gathered during the process. The Intergated Pest
Management program not only establishes goals and conservation targets on a site-specific basis, but
also prioritizes infestations and makes determinations of control methods based on the level of threat
and protection necessary;monitors and assesses impacts during treatment;and re-evaluates and modifies
management goals, targets and actions accordingly. Adaptive management works towards developing
new methodologies for detecting and responding to an invasive weed. Source: The Nature
Conservancy, Global Invasive Species Initiative, htW://tncweeds.ucdavis.edu/
NMOSD SFB IPM Public Outreach Program—Page 12
C. COMMUNICATION OBJECTIVES, PRINCIPLES, PRIORITIES& STRATEGIES
RELEVANT TO THE PROJECT.
Achieving the focus, community dialogue and collective action for the public outreach program can be
accomplished in several ways outlined in the following recommendations, such as forming teams to offer a
venue for consultation as well as a voice in its design and implementation and to nurture cross-program
activities. In this case, a recommendation for a Partnership Team of citizens, agencies &jurisdictions,
stakeholder liaisons &representatives, and project management personnel is described in the following
pages. The approach gives a broader, more comprehensive approach to public engagement, thereby
increasing the impact of programs aimed at specific target populations. Some effective first steps in program
development are to (a) locate committed leaders, (b) 'involve all related agencies, and (c) conduct thorough
planning (also known as "front-loading") so that efforts are coordinated and adequately supported and
evaluated. These steps lead to using funds more efficiently and a greater chance of engaging the target
audiences/population.
The program structure seeks to achieve the following objectives: 1) develop awareness, 2) build a knowledge
base, 3) motivate action, 4) create a sense of ownership, and 5) overcome barriers of participation to
increase public engagement,which may include privacy, confidentiality, cost, time,physical limitations,lack
of equipment and schedule conflicts. It will be important to evaluate barriers to participation at all activity
levels such as identification site visits,control, treatment, and monitoring.
Through a cooperative working relationship with the District,partners and defined target audiences should
be able to assist with identification& documentation of slender false, brome, express the impacts of the
problem to the community's values, assist with the implementation of the Integrated Pest Management
program, access tools and resources through the program for developing stewardship practices,help shape
decisions to ensure that environmental objectives are *integrated with community goals, stay informed of
planning& implementation activities, and coordinate with other agencies and organizations on areas of
mutual concern.
It is important to realize there are variations on how community-based and *individual efforts can be
organized. However, there are steps that are universal, and *include: (a) some form of organized
administrative structure; (b) involvement of stakeholders, the public and responsible agencies, and forging
of partnerships to facilitate cooperation and coordination; (c) clear definition of roles and responsibilities for
those involved; (d) technical information that outlines the full magnitude of the resource characteristics and
issues that may affect ecosystem viability; (e) the formation of citizen review groups and advisory
committees to assist in identifying the diverse interest and needs throughout a community and promote
support for future recommendations and their implementation; and (0 widespread support created to secure
funding and other forms of assistance from various sources.
In all cases of creating teams, it is essential to develop a stakeholder operating plan that captures the
following:
0 access to the process,
0 power to influence the process and its outcomes,
0 access to information,
0 a structure that promotes constructive interaction,
NIROSD SFB IPM Public Outreach Program—Page 13
• facilitation of constructive personal behaviors,
• adequate analysis, and
• the enabling of future processes.
1. PUBLIC OUTREACH PROGRAM- RECOMMENDED GUIDING PRINCIPLES
The following are guiding principles for the District to consider as a basis for developing the character and
framework of the slender false brome program. Formation and support of an inclusive and involved
Partnership Team can supply many of the responses, feedback and direction through quantitative surveying
to provide further direction on establishing a program that resonates with the public.
a: Precautionary Principle — Given the unpredictability of MP
the 'impacts on biological diversity of invasive
species, efforts to identify and prevent unintentional introductions as well as decisions concerning
intentional introductions should be based on the precautionary approach. Lack of scientific certainty
about the environmental, social and economic risk posed by slender false brome or by a potential
pathway should not be used as a reason for not taking preventative action against its introduction to a
new area in the region. Likewise, lack of certainty about the long-term implication of slender false brome
should not be used as a reason for postponing public education, eradication, containment or control
measures.
b: Watershed Approach — Activities dealing with slender false brome should be based on a watershed
approach where all those within a geographic focus and known to be affected, or potentially affected,
are informed and 'involved in the eradication program. Elements of watershed management —
interagency collaboration, stakeholder 'involvement, 'intensive monitoring and evaluation — can provide
benefits and set the stage for a more effective public outreach program. The key to a successful
watershed approach is one that recognizes the important value of inter-agency and state-local
partnerships and is supported by an adequate coordination infrastructure. The watershed approach
encourages organizations to focus resources on prioritized problems,promote preventative efforts,
facilitate cooperation and understanding from landowners, and enhance coordination of resources
among interested parties. It also offers an opportunity for the local community,local agencies and
interest groups to take leadership roles in resource protection and develop a long-term stewardship
ethic. The watershed approach can generate widespread public support and encourage coordination
between public agencies to reduce duplication and contradiction.
c: Cornerstones of Weed Prevention &Management — The slender false brome public outreach
program should consider opportunities where feasible for the broadest level of public involvement
based on the following cornerstones of weed management:
• education and awareness;
• prevention and early detection;
• inventorying and mapping of the weed's presence in the region;
• planning and coordination;
• application of integrated pest management practices (including mechanical,biological, cultural, and
chemical methods) and;
• monitoring and follow-up.
MROSD SFB IPM Public Outreach Program—Page 14
d: The "Four C's"Approach: Conservation through Cooperation,Communication and
Consultation — The Bureau of Land Management (BLM) engages land owners,land users,local and
State governments and the general public through the 'Four-Cs' approach' as a framework and an
operational objective for the purposes of conservation,bat bottom-up by an engaged and voluntary
citizen stewardship. Conservation through cooperation, communication and consultations is viewed as
instrumental to their program's direction, content and performance outcomes. Participants are given
the opportunity to apply diversity and richness of their experience,local knowledge and ideas into
initiatives. The framework harnesses their self-interest to voluntary restoration and conservation of the
federal lands that result in sustainable landscapes.
e: Community-Based Social Marketing Strategies — The slender false brome public outreach program
can benefit through community-based social marketing, shown to be very effective due to its pragmatic
approach. This approach involves: identifying and removing barriers to change,participation and/or
sustainable behavior;designing a strategy that utilizes behavior change tools such as gaining
cornimtment,providing"prompts" to remind people of better practices, establishing norms, relying on
periodic communication,establishing 'incentives, developing Personal contacts, asking neighbors to talk
to neighbors, and improving convenience. The approach includes 'pilot testing' strategies with a small
segment of a community to measure and evaluate overall impact,make changes needed before
committing greater resources, then implement a larger scale effort across a community. Over the long-
term, the ability to encourage and sustain voluntary participation will require more than just information
and awareness. There is an 'increasing body of information (identified through "community based social
marketing") that *indicates that providing information alone or encouraging changes in attitudes alone
(e.g., through advertising) are not sufficient to create changes in personal involvement.
f. Public Consultation&Acceptance —. Prevention and control techniques should not only be safe to
the environment, humans,wildlife and native species,but also socially and culturally accepted by the
community. Community-based social marketing is based heavily upon public consultation where the
process of design' a strategy involves obtaining information from the community at three separate
M9
times: First to obtain in-depth information on perceived barriers to the behavior you wish to promote,
second, supplementation to provide more information about perceived barriers, attitudes and present
levels of involvement in the activity, and third,reviewed by another series of focus groups who provide
feedback on the planned strategy. Typically accomplished with focusgroups and phone surveys, these
three steps help ensure that the strategy you devise will be well tailored to your community. Public
consultation should be part of the development of any community-based social marketing strategy, and
is used in determining the initial marketing strategy. Some organizations create a stakeholder
consultation committee for this purpose, and the determination to include public consultation on the
initial marketing strategy is used whenever the planned program is likely to be of special interest or
concern, or when the activity that will be promoted is not well understood and *input is needed from as
many sources as possible, or if the program has any potential to be controversial.
g: Communities of Practice — Communities of practice are groups of people who leverage thinking and
share 'information, 'insight, experience, and tools about an area of common 'interest. 'Communities of
practice' focus on topics that are important to its members;professional discipline(e.g., engineering or
biology, a skill(e.g.,native landscaping or volunteer management);or a topic(e.g., flora, fauna,invasive or
native species). 'Communities of practice' build on the core values of an organization, allow key thought
leaders to be involved, link and build personal relationships among members, develop an active
passionate core group, create forums for thinking together as well as systems to easily contribute to
sharing information, and accessing knowledge and practices. "Communities of practice'realized within
XIROSD SFB IPM Public Outreach Program—Page 15
the framework of the Partnership Team can create real dialogue to support eradication measures.
h: Local and Regional Coordination, Cooperation&Capacity Building — While the District's early
response to slender false brome on the lands it manages was *internal (within the preserves), a regional
coordinated and cooperative effort between local Junisdictions nei hbormv cities towns private
9
landowners,preserve visitors and the County of San Mateo should provide information on the status of
slender false brome and its potential spread within the region.Agreements, on a bilateral or multilateral
basis, should be developed and used for early detection, control and preventing the spread of slender
false brome to ensure unintentional introductions (based on the potential pathways of spread) are
minimized. An evaluation of potential shared resources, including joint projects and activities, should be
conducted to build capacity of the program over the long-term. Staff,volunteers and citizens engaged in
the public outreach program should also be properly trained to implement these measures.
2. PUBLIC OUTREACH PROGRAM PRIORITIES
- Maintain and enhance the program's grassroots delivery system
- Make decisions at the community level
- Build new and maintain alliances to expand the program's partnerships
- Involve partners and participants in the decision making process
- Communicate,coordinate and cooperate
- Foster mutual respect, support, trust and honesty
- Share the leadership and ownership, as well as the credit and responsibility
- Empower participants to make decisions through timely communication
- Demonstrate professionalism and dedication
N1ROSD SFB IPM Public Outreach Program—Page 16
D. TARGET AUDIENCE
1. Preliminary Community Profile
There are opportunities for the Integrated Pest Management Program and its public outreach component to
effectively engage the citizenry in the region. Overall, the demographics, social and cultural setting, as well
as prevalent values and character of the communities researched reveal a higher level of sophistication and
ecological mindfulness in the residents who live,work and recreate in the "rural residential" communities
within the project area. Many communities operate within a structure that enjoys the input of citizen
committees, appointed by elected officials that create a network of engaged advisory participants as a
function of their management decisions.
Of specific benefit to the slender false brome public outreach program is their focus on conservation,
environmental health, trails and paths, open space, nature and science, cultural arts,historic resources,
community events, recreation (including bicycling and equestrian activities),livestock and animal control,
public works and landscaping. When necessary, adhoc committees are created to review and address specific
emerging issues, and create partnerships with other groups to explore solutions to meet their goals and
objectives. These communities actively promote volunteerism, citizen engagement, and environmentally-
friendly practices and lifestyles as standards in their communities. In addition,neighboring communities
have organized leadership and communications capacity to assist as a driver through coordinated
frameworks in place that provide opportunities for working together information-sharing and increasing
awareness and education on the issues that affect their neighborhoods. Some examples include:
a. Town of Woodside
- Diverted 73%of its waste stream in 2004,well above State's standard of 50% by partnering with
GreenWaste Recovery; encouraging composting thereby reducing overall waste by 55% over 5 years
(1999 -2004).
- Utilized biological control methods in their use of goats to control weeds and vegetation.
- Holds annual Earth&Art Day (formerly the Woodside Environmental Fair)
- Adopted Tree Preservation/Protection Ordinance (December 2006)
- A central,well-patroned community facility boasts a native plant garden that is maintained by the
Woodside Atherton Garden Club
- Environmental and conservation-focused citizen committees appointed by Town management
b. Town of Portola Valley
- Hosts Annual Conservation Event
- Holds annual"Broom Pull"
- Leads and promotes planting and weed removal projects, such as "Planting Days"with the San
Francisquito Watershed Council
- Actively promotes the selection of native plants through organized sale days as well as native plant
program that distributes information to homeowners
- Environmental and conservation-focused citizen committees appointed by Town management.
c. South Skyline Association
Fosters a sense of community spirit,to keep residents and property owners informed of public
MROSD SFB IPM Public Outreach Program—Page 17
�I
agency actions or other items of concern in the South Skyline sphere of influence, to protect the
rights and represent the interests of the residents and property owners of their area, and to engage in
various projects to enhance the unique South Skyline environment.
Leadership reflects members who actively participate in and promote non-native invasive removal
projects, and support native landscaping practices.
Some members are active in the California Native Plant Society and the Santa Cruz Mountains
Bioregional Council which encourages the preservation and enhancement of regional biodiversity
over time through education, the dissemination of accurate scientific information, and assistance in
the planning, coordination, and implementation of conservation efforts.
Provides information and promotes yellow star thistle eradication efforts in the "Issues & Interests"
section of their website (www.southskyhne.org).
Actively participates in CalTrans'Adopt-A-Highway program every two months.
d. Old La Honda Homeowners Association
- Represents more than a hundred households in the slender false brome project area
- Has previously been engaged in the early slender false brome education efforts with properties
evaluated for its presence led by the District.
- Has demonstrated 'interest in the District's proposed Dennis Martin Road Bridle Trail project in
Thornewood Open Space Preserve
e. Las Cumbres Homeowners Association
- Organized community-focused committee to address wildland fire potential and participated in
several fuel reduction projects over the past 20 years with the Fire Safe San Mateo campaign.
- Represents residents located in the south and west slopes of Beatty Ridge above the Beat and Shear
Creek drainages.
f. Woodside Glens
- Star thistle projects have began as casual neighborhood pull parties and led to support from Town
management.
Understanding the unique dynamics within all the neighborhoods and communities will assist in
determining ideal approaches to promote and coordinate the activities of both the Integrated Pest
Management and the public outreach program within these communities.
MROSD SFB IPM Public Outreach Program—Page 18
2. Specific Qualitative Findings
A clearer understanding of the social and cultural aspects of the community, as well as their potential
participation in the public outreach program was gained by researching and reviewing community
documents, and conducting preliminary exploration of the communities' dynamics in the project area using
observational (e.g., ethnographic, in field) and experimental techniques (e.g., market testing). These efforts
reveal valuable insight to craft and implement a public outreach program. For example, somewhat
unfavorable sentiment exists towards frequent visitorship by 'outsiders' to the area (as demonstrated by
stringent control and evaluation measures formally adopted to approve special event permitting requests
submitted by outside groups,public testimony at city meetings, as well as expressed concerns related to
trash, noise,parking and trespassing). In addition, unfriendly *interactions are evident among sub-groups
(e.g, roadway and trail user group conflict among equestrians and cyclists) in the project area. Additional
insight was gained by directly reaching out to members of council-appointed citizen groups as summarized
below.
Slender False Brame 101 Education Presentations.
In February and March 2007, several appointed and adhoc committees of the Town of Woodside received
brief presentations on slender false brome during the drafting of these recommendations. These groups
make up the extensive citizen-based network who assist management with the Town's affairs, and include
Conservation and Environmental Health and Landscaping. Members of these committees are Woodside
residents, and fit into several key target audiences for the proposed public outreach program. These
preliminary presentations and the time spent with the committees:
1) Began to create initial awareness of the weed in the Woodside area.
2) Targeted a key audience; committee members are also project area residents.
3) Began to build relationships with potential key supporters, and assist in defining and determining their
role(s), and the extent they may be involved in the program.
4) Engaged members who participate in an established, long-standing and highly-regarded citizen network
viewed as the institutional framework by Town management and Town Council.
5) Set the stage as an information-sharing session and generating preliminary feedback from these groups,
while leaming their interest levels, and appropriateness of*individuals who may be able to bring community-
based support to the program as part of a larger partnership.
6) Provided the setting to conduct an miformalmiquiry (e.g., focus group-like setting) of the target audience
by evaluating the following: if they now know more about the weed,what recommendations for the
implementation of the public outreach program would they make?
7) Enlisted residents in initial evaluation of their properties for the presence of slender false brome as a
worthwhile call to action and followup to the presentations. The audience was given the opportunity to sign
up for an early detection site visit conducted by experts.
8) Preliminarily identified any applicable community needs,barriers to success, incompatibility issues,critical
success factors, objections, opposing points of view, concerns and other currently unknown issues to better
inform the draft public outreach program.
The objectives of these presentations were to (educate and increase awareness,gather insight to contribute
to the qualitative research in progress through open dialogue,and offer an opportunity for residents to
actively participate by their requesting an identification visit (to determine if slender false brome is or is not
on their property) to begin the process of inventorying I i gy the presence of the weed in the project area.
The program content *included a PowerPoint presentation, samples of the live weed,handouts and pressed
MROSD SFB IPM Public Outreach Program—Page 19
samples of similar looking buncligrasses (both native and non-native). Refreshments were provided.
Handouts included an information sheet and an Identification Visit/Comment Form (See
Appendices).
These early presentations were well-received with residents providing favorable response to resources
allocated to address slender false brome,valuable feedback on developing outreach messages that will
resonate with the audience and potential barriers to participation (e.g., privacy and confidentiality concerns).,
and important inquiries related to pathways of transport. Moreover, the following was learned: (a) the
painting of a vivid picture of the ecology of the coast redwood forest resonated with the Town of Woodside
Landscaping Committee; (b) highlighting the plant and animal species that will be protected by the
eradication of slender false brome resonated with the Town of Woodside's Conservation&Environmental
Health committee;and (c) highlighting that slender false brome, an invasive weed,will be replaced with
native plant species during treatment measures resonated with native landscaping advocates.
Of the 38 individuals on the committees that received a presentation, 33 of them (87%)were "not aware at
all" of the situation regarding slender false brome. 3 were slightly aware and only 2 were aware of the
situation. This 'information provides a better understanding on how to proceed with message development.
Slender False Brome Identification Site Visits.
Several field visits were conducted at public and private property in Woodside by invitation of the owners
and owners'representative. The site visits were extended as a "call to action," to local residents who had
recently been educated through presentations to citizen committee groups. Site visits, as well as the
education presentations,have been an important component of preliminary qualitative research.
Interaction with residents was positive with their expressed appreciation that experts and resources are
available to assist them in determining if they have slender false brome. During site visits, the team
developed a Weed Observation Form tailored to the project area, the needs of the Integrated Pest
Management and public outreach programs. This custom form will be used during future site identification
visits, and has been designed to assist in determining pathways of seed transport. All data collected on the
form will be related directly to slender false brome.
The following is additional information gained from observations made during these preliminary
exploratory efforts:
- Target audiences may also include local postmasters, rural route mail carriers, and dog owners as
they travel along roadsides in the project area.
- Public information and outreach materials should be readily available to "leave behind" for reference
by property owners, as well as further education in the community.
- Materials may *include an *interpretive poster representing a life-size portrait of slender false brome
which can be readily transported and used as an education and identification tool. This would assist
property owners from a relational perspective (e.g,. the size, shape and characteristics of the weed in
relationship to other vegetation they have on their property). Materials may also include a live
sample of the weed (with seeds removed) to assist a property owner in making the distinction
between slender false brome and other similar-looking grasses on their property.
- Outreach should extend to follow-up correspondence (e.g, thank you letter to the resident if the
weed is not detected; and/or thank you letter with a request to follow-up to review a "weed
management plan" prepared by the IPM team). Correspondence could be in the form of a package,
MROSD SFB IPM Public Outreach Program—Page 20
or a kit, that would 'include the weed management plan, and additional tools such as a handy
calendar or other giveaway. This package could also be delivered during the initial site visit.
Prevention messages and information may relate to the resident's outdoor interests (e.g,hikers,
cyclists, trail user dog walkers or equestrians) with carefully structured inquires based solely on the
concerns regarding slender false brome.
Consideration should be given to determining the qualifications of representative(s) who are
assigned to conduct site visits. For example, the representative should be skilled in handling
objections, and well-informed to answer technical and/or complex questions that may arise. In
addition, the site evaluator should be well-versed in explaining why certain questions or criteria
appear on the Weed Observation Form.
3. Preliminary Situation Analysis
A preliminary internal and external scan was performed using a situation analysis approach to offer the
following recommendations which take into consideration the strengths and opportunities to pursue,while
accommodating, to the greatest degree possible, the weaknesses and threats that could come to light. The
internal scan intended to assess the program convener's assets and challenges from a capacity perspective. It
also took into consideration the recommendations developed for the Integrated Pest Management program.
As important, the external scan intended to gain a greater understanding of the opportunities to pursue and
the challenges to overcome to implement a program that would elicit community dialogue and collective
action to meet the goals of the eradication program.
The overarching objectives of these two approaches in qualitative inquiry sought to learn the following:
(a) how the issue of a newly discovered invasive weed would be received by the public; (b) how the
neighboring jurisdictions, landowners, and community members,would receive a public outreach program,
and (c) how to best engage the public in eradication efforts.
The situation analysis approach was posed to members of the IPM consultant team, District staff and a
wide range of stakeholders with deeper knowledge of the communities as a preliminarily engagement in the
eradication of slender false brome. Social, cultural, and political aspects, as well as supportive and opposing
factors were evaluated. Their valuable insight,proposed strategies and thoughtful ideas are folded into these
recommendations. In addition, a wide range of relevant resource management projects were reviewed to
inform the recommendations. Further steps should be taken to obtain feedback solicited from specific
defined target audiences to gather additional perspectives to support the implementation of the program.
The charts in the Appendices outline the feedback cross referenced with the proposed recommendations for
the public outreach program. Moreover, the review of resource management projects outlines their
relevance to the slender false brome public outreach program.
4. Defining Target Audiences & Mechanisms for Reaching Them
Within the Integrated Pest Management program's project area, there will be many audiences to speak to
and engage in some level of participation. The key to their engagement will be developing both primary and
secondary messages that will resonate with each specific target audience. Target audiences are defined based
on pathways of seed dispersal and distribution. Identifying and employing the best mechanisms for
delivering appropriate information and effectively reaching out to them is paramount to the program's
success.
NIROSD SFB IPM Public Outreach Program—Page 21
Close die au rang audiences include:
Neighboring Residents/Landowners/Associations: Las Cumbres Homeowners Association, South Skyline
Association, Old La Honda Homeowners Association, etc.
Local Government/Towns: Towns of Woodside and Portola Valley, San Mateo County
Trail Users—Equestrians, Cyclists, Hikers,wildlife and outdoor recreation enthusiasts
Machinery/Landscaping/Construction/ Development- Soil Disturbance
Animals &Livestock & their owners
District Docents &Volunteers (Crew Leaders, Preserve Partners,Nature Center Hosts, Outdoor Education
Leaders, Outdoor Activity Docents, Special Projects and Trail Patrol Volunteers)
Other agencies,jurisdictions, utilities in project area: Caltrans, PG&E, , San Mateo County Parks, California
Department of Forestry, Fire and Utility Districts.
Moreover,broad range audiences should be defined by the expanse of partners involved in
the program under a watershed approach: Agency Stakeholders Supporters of the Program (Weed
Management Area,California Native Plant Society,California Department of Fish & Game, current and
potential funders,Peninsula Open Space Trust, etc.)
MROSD SFB IPM Public Outreach Program—Page 22
III. MESSAGES AND CONCEPTS
The process of developing captivating content, framing messages and issuing"calls to action"is based on
selecting and communicating information that resonates and motivates audiences. Therefore, it will be
essential to consider the audiences'perspectives, and how they will hear the messages when conveying the
essence and purpose of the program. For example, through preliminary exploratory efforts to develop
these recommendations,greater understanding of how 'information was acknowledged and accepted was
gained from a few of the program's potential target audiences. The messages presented to audiences and
their responses were both cognitive and affective. They include:
- Painting a vivid picture of the beauty and ecology of the coast redwood forest resonated with the
Town of Woodside Landscaping Committee (affective);
- Highlighting the plant and animal species that will be protected by the eradication of slender false
brome resonated with the Town of Woodside's Conservation& Environmental Health Committee
(cognitive);
- Portraying the problem to be unique distinction that puts the Town of Woodside on the map
resonated with town's business community ("We are famous.") (affective);and
- Highlighting that slender false brome, an invasive weed,will be replaced with native plant species
during control measures resonated with native landscaping advocates (cognitive).
The District should consider the following approaches for crafting messages and releasing information
about the slender false brome program,As a community-based program where public and stakeholder
participation will invariably be influenced by"word of mouth," the success of community dialogue,
collective action, and sustainable engagement will rely significantly on messages and information that are
presented in a transparent, friendly and neighborly fashion. As such, the District should review its current
communication style and evaluate the manner in which current and past information has been presented to,
and received by the public as a baseline for developing and delivering information and messages for the
slender false brome program.
Message Development: The process of crafting primary and secondary messages should meet the interests
of target audiences, and highlight the "why," and "how," as opposed to the common question "what." The
consideration of"who" falls into the realm of who is producing information,who are the defined target
audiences and who are the messengers. The credibility of the messenger is fundamental for persuasion as
readers filter messages depending on their perception of the credibility and trustworthiness of the messenger
or the message creator.
A variety of proposed key concepts are previously outlined in these recommendations. In addition, the use
of causal sequencing,prompts (e.g., seasonal messaging and themes) and framing analysis for crafting
content will also play a role in developing primary and secondary messages. In general,effective messages
should:
- Convey the nature of the threat and/or issue;
- Be supported by evidence (e.g., use specific examples of Oregon's plight where slender false brome
is most abundant and most dominant non-woody species identified in their conifer forests
- State the actions by audience needed to address the problem;
- Engender personal understandin and support of the issue;
9
MROSD SF-B IPM Public Outreach Program—Page 23
Anticipate and offset objections;
Portray a vision and/or mission of the program (expressed cognitively or affectively based on
audience);
Relate back to the campaign and/or program's brand for consistency;
Be memorable, relevant and appeal to the audience (primary beneficiaries, close range vs. the
common good,broad range);and
Be delivered by credible messengers.
A. Primary Messages: Primary messages convey the purpose and the value of the program. The approach
outlines: why this program,why now, and why it's important. In addition,primary messages can be issued
through "calls to action." Primary messages:
1) Present the nature of the slender false brome threat. For example, the threat will be eliminated by the
goals of the Integrated Pest Management program to protect the natural and cultural resources of San
Mateo County. Threats communicated may 'include but are limited to:
• Slender false brome can become widespread, disrupting the natural conditions of the region because
the weed thrives in a wide variety of landscape and ecological conditions.
• Slender false brome can grow up to 90% cover that appears to nearly or completely out compete
and exclude native forbs and grasses, and change understory composition in the coast redwood
forest. The saplings of out majestic redwoods are competing for the same moisture needed to
maintain a healthy forest.
2) Portray slender false brome program as an antidote to the problem. Identify not only the features,
benefits and incentives in participating (e.g.,providing cost share and technical assistance;benefits to
property value: ecological/ecosystem benefit) but also the top prospective consequences your target
audience would likely experience from not participating. The most powerful prospective consequences are
those that are urgent and persuasive, and do not include presenting an adversarial position, threats or fear.
3) Highlight the strengths within the program's weaknesses. Resource specialists are armed with the
knowledge of slender false brome's devastating effects in the forests of Oregon.This knowledge is enough
to take immediate action to eradicate it within a limited window of opportunity before the weed spreads like
other weeds, such as star thistle, that were not treated aggressively when discovered. Although more data
related to the impacts in our region is needed, and the weed now holds an A rating which may be perceived
as increased regulatory authority (weakness), the Integrated Pest Management program provides for
collaborative partnerships and public opportunities (strengths) to better understand the best ways to tame
this pervasive weed which can only be learned with the public's assistance.
Public participation and partnerships is the strategic approach to meeting the program's goals to eradicate
slender false brome.
Calls to Action:
1) State the urgency, the actions the program wants each audience to take and
the benefits received by their actions.
2) Accentuate the benefits and positive aspects of the slender false brome program, such as treatment of
smaller sites can be successful in ridding the weed.
3) Focus on target audience's role in preventative measures by outlining ways to avert re-invasion through
seed distribution, detection, control and monitoring measures.
MROSD SFB IPM Public Outreach Program—Page 24
4) Communicate the downside to inaction, such as ecological, economic and other environmental impacts
(e.g., causal sequencing).
5) Include best management practices and the appropriate way for the public to engage in the program (e.g.,
techniques, options,proper use of tools).
0) Under these recommendations, the goals of the Integrated Pest Management program can readily
translate to "calls to action" to eliminate the threat:
• Prevent (Spread of the Seed)
• Identify, Detect&Respond (to Sightings)
• Control&Treat (Infestations)
• Monitor (Removal and Restoration Efforts)
Subset of Primary Messages: Sub-primary messages relate to persuasion which depends on the extent to
which the audience is self-interested and whether taking actions can help to achieve rewards, or avoid
undesirable outcomes for them. They are framed to resonate with each specific target as relevant to their
interests to elicit response, that is, the benefit of participating from the target audiences'perspectives. They
can be both cognitive and affective. Prevention messages specific to each target audience are cognitive.
Real-life, first hand stories from landowners in Oregon may make for effective sub-primary messages.
B. Example Key Messages—"Protecting your Neighborhood of Redwoods":
to line. "A Noxious Weed Invading Our Neighborhood"
1. The Conifer Forest & Coast Redwood:The Natural& Cultural Legacy of California — Slender
false brume appears to be most abundant in the conifer forests -- including coast redwood, Douglas fit and
evergreen -- and may prevent the survival of tree saplings in forested environments. Therefore, as the coast
redwood (found in only one area of the world along the coast of northern California and southern Oregon)
is the most ecologically important tree in the coastal zone,protecting them and the ecosystem it depends
upon to live a long,productive life, should be a prominent part of education, themes and messages.
Messages should paint a picture of the benefits of healthy forest ecology, and clearly depict the relationship
of the coast redwoods to the quality of life and well-being for the people in the region. Public information
may also highlight healthy forests as conduits to sequestering carbon dioxide, trapping pollutants, and
p in our creek and ground water. In other words, they provide clean water and pure air, as well as safe
uri
refuges for wildlife and some of our most endangered species of plants and animals. Another important
theme will be that while coast redwoods undeniably capture our imagination for their majesty, they can
succumb to disease, drought and alterations to their environment. Slender false brome represents a serious
intruder in the region's coast redwood forest by blanketing the understory like a heavy green carpet,
competing for the same moisture brought by winter rains and summer fog that supply the nutrient-rich soil
of redwood understory, and preventing the establishment of seedlings which represent the next generation,
albeit the legacy, of redwoods in our region.
Communicating an appreciation of the coast redwoods as a "shared value"will resonate with neighboring
communities,residents, defined audiences and the public at large.27 The slender false brume Integrated Pest
Management program represents a well-reasoned plan for the conservation of California's magnificent coast
redwoods — the world's tallest known trees and one of the world's oldest trees, is undeniably worth the
public's participation in their protection.
Participation by the Sempervirens Fund, a nonprofit land conservancy working to protect redwood forest
MROSD SFB IPM Public Outreach Program—Page 25
lands in the Santa Cruz Mountains; the Pacific Forest Trust, a center for research, education and innovation
in stewardship forestry (recognized nationally as an authority on the conservation of private forestlands
through collaboration); as well as Santa Cruz Mountains Biorep-ional Council (formed to maintain the
biological richness of the area) in the slender false brome program would be a tremendous asset in
developing these important messages. The recent adoption of a Tree Ordinance by the Town of
Woodside also supports this messaging for the Public outreach program.
2. Safeguarding the Treasures of the Coast Redwood Forest — An engaging way to inspire audiences is
to frame messages through affinity and captivation. Public information should be vivid, concrete and
personalized to the greatest degree possible. Relating the content of public information to the native flora,
fauna and the biodiversity of the region being"saved,restored,preserved, protected" by the slender false
brome eradication program could capture the attention of its readers when special species are highlighted,
such as King's Mountain manzanita, the bay checkerspot butterfly, the Cooper's Hawk, the long-eared owl,
and the Townsend's big ear bat, to name a few. Another vivid portrayal might be considering the use of a
well-known local landmark, such as the revered "Methuselah," featured as an important cultural and
historical icon that will be protected by the eradication program. By virtue of this approach, messages and
images could secondarily increase the public's knowledge and appreciation of the natural and cultural values
associated with these plant and animal species.
Other possible key messages—"Need to Act Now"
Window of Opportunity — It is estimated that invasive plants and animals cost the U.S. economy$137
billion annually and contribute to the listing of 35-46 percent of all threatened and endangered species.
Furthermore,it is believed that only six species of invasive weeds have been eradicated in the United States.
Public information, outreach and communications materials should convey that the people of the San
Mateo County region have an unprecedented opportunity to work together in a program that eradicates a
noxious weed before it reaches unmanageable populations and changes the environment that supports out
unique natural resources. The time is now to preserve our natural ecosystem enjoyed by so many
communities and people in the region.
"An Ounce of Prevention is Worth a Pound of Cure" — The most effective, economical, and
ecologically sound method for managing slender false brome is to prevent its invasion in the first place.
To that end, another underlying theme is prevention. Current resources being made available by the District
and its partners will be more efficiently used in proactive weed management activities with a strong focus on
prevention or early detection of new invasions. Strategies in prevention require anticipating pathways of
introduction and conveying information to those who can take action. Public information and activities
should expressly state the elements of a proactively participating in prevention, such as (a) limiting the
transport of seeds in the project area; (b) reporting the weed immediately (early detection) in order to
control and eradicate; (c) properly managing vegetation along roadside, trails, and waterways; (d) promoting
land management practices that build and maintain healthy communities of native and desirable plants that
compete well against the weed; (e) carefully monitoring high-risk areas; and (0 evaluating of the
effectiveness of the prevention information annually so that appropriate adjustments can be made in the
following year. These elements may be highlighted by using the following topics specific to defined target
audiences: Site-Disturbing Projects and Maintenance Programs; Recreation and Wilderness: Roads and
Utilities;Watershed Management: Grazing Management;Outfitting/Recreation; Fire Planning& Fire
Rehabilitation.
MROSD SFB IPM Public Outreach Program—Page 26
Consequences of Not Addressing Slender False Brome — The total scope of the project area
represents more than 9,000 acres of prospective habitat where slender false brome has the potential to
infest. Early phases of outreach and communications should express a great need for the public's assistance,
and include all defined target audiences to the greatest degree possible until more research on its infestation
specific to the project area becomes available in order to narrow the scope of communication efforts. All
public information,messages and outreach activities,regardless of defined target audiences, should
effectively communicate the danger and threats posed by slender false brome in the region,including the
displacement of sensitive species (flora and fauna);lowering the region's biodiversity; disruption and
alteration of native vegetation and the natural ecosystem;potentially greater economic costs (e.g., increased
land management requirements and costs and possible lower property values). Accentuate the positive but
also ensure that audiences know there is a downside to inaction (e.g., economic and environmental impacts).
One possible "prompt' to participation may be the property owner's requirement to disclose slender false
brome, a an A-rated noxious weed,in real estate transactions. Obtaining and supplying 'information that
includes more specific examples of the consequences that landowners in the state of Oregon now face will
be compelling and persuasive. In the meantime, a way to approach potential consequences through
messaging can be achieved by making the comparison of slender false brome to examples of existing
unbridled non-native invasives (e.g, scotch broom, star thistle,pampas grass) which have become large-scale
and burdensome for all property owners. For those already involved, the costs and efforts associated with
addressing broom and thistle are widely known. This comparison may be particularly important to portray
should it be necessary to limit recreational access where infestation sites are undergoing control, treatment
and or revegetation.
Invasives &Non-natives are "Pests" — The general public is relatively unaware that invasive plant
species are pests though they weaken the immunity of an ecosystem, resulting in less blodiversity and more
opportunities for invasions of nonnative species, 'insects, and diseases. In fact, non-native invasive plants
rank as one of the primary threats to natural flora and fauna communities worldwide. It will be important to
establish a correlation between slender false brome as an unwelcome "pest" to the Integrated "Pest"
Management program to assist audiences in making the connection. Secondary messaging also should
convey that slender false brome is a prolific non-beneficial invasive weed that creates vulnerability by
outcompeting local native plants. Its growth degrades habitat, and its lack of predators threatens the
blodiversity and natural scenic beauty enjoyed by many in the region. Their control and elimination is
necessary for the health and value of the land.
Secondary Menage
s: While education and communications products will change over the duration of the
program, secondary messages should remain consistent. Secondary messages are broad statements used as
standard language that enhance primary messages and should be 'included in all communications materials
and efforts. They should convey the core values and essence of the program. For example:
1) "The Integrated Pest Management program represents a multi-disciplinary approach under best
practices to eradicate slender false brome through science-based decision making process,invasive
plant biology, appropriate control methods and available technology. The program was developed to
provide landowners and resource users with a comprehensive, site-specific, safe and effective
approach to controlling this invasive weed. The program seeks to enhance and maintain our natural
landscapes, and assist in maintaining a healthy native plant community in the San Mateo County
region."
2) The control and treatment components of the program are handled by professional certified and
licensed applicators.
MROSD SFB IPM Public Outreach Program—Page 27
3) "The {False Brome Busters) program is a collaborative partnership of the Mid Peninsula Regional
Open Space District, the {insert list of organizations} funded by the {list of funders)."
Subset of Secondary Messages. Sub-secondary messages relate to the inclusion of supporting information that
substantiates the primary message by promotes the broader cause and reasons for the underlying condition.
In this case, the opportunity to educate the public that slender false Brome is an invasive weed described
within the larger issue of invasive species where levels of education and awareness among landowners,
policy-makers, and the general public are not commensurate with the degree of the problem.
Sub-secondary messages may include but are not limited to:
1) Slender False Brome is a pest—a prolific seed producer that self-pollinates.
2) After habitat loss,invasive or exotic species are considered the greatest threat to our natural heritage.
They are implicated in the listing of 42% of all species protected by the Endangered Species Act.
3) Threatened and endangered species,particularly vulnerable to environmental disruptions,undergo
rapid decline once areas are infested with invasive weeds.
4) Invasive species impact native plants, animals, and natural ecosystems by:
• Reducing biodiversity
• Altering hydrologic conditions
• Altering soil characteristics
• Altering fire intensity and frequency
• Interfering with natural succession
• Competing for pollinators
• Repelling or poisoning native insects
• Displacing rare plant species
• Increasing predation on nesting birds
• Serving as reservoirs of plant pathogens
• Replacing complex communities with single species monocultures
• Diluting the genetic composition of native species through hybridization
The supplied example tri-fold mailer illustrates how these levels of messaging can be combined in a
"call to action" for residents within the project area.
MROSD SFB IPM Public Outreach Program—Page 28
IV. OUTREACH PROGRAM ACTIVITIES AND SCHEDULE
A. PHASED PROGRAM IMPLEMENTATION
Implementation of the IPM and its public outreach program is achieved in phases,which are represented in
Charts 1 & 2 below. The phased approach allows for a continual adjustment of the key concept"Phased
Customer Approach" that was discussed in Section II.B. As the outreach program begins to form around
the Partnership team, a tier-based priority criteria should be developed by the Partnership working with the
Program Manager for development and implementation of customer-driven activities.
From this point in time, 4 phases can be distinguished,which are detailed below:
Phase 1: The Study Phase, from December 2006 to the current date,when all the background research,
review, and development of procedures and guidelines for the program have been accomplished.
Phase 2: Critical Startup—Through end of first year (2007),when the initial program components will
be activated, the public outreach process is formed and actual field treatment of slender false brume
begins.
Phase 3: Organizational—Calendar year 2008,where the successes and lessons from the initial start are
reviewed and the outreach structure is adapted as needed to build a sustainable partnership for the long
haul.
Phase 4: Operational— from 2009 until eradication,when the dynamic and adaptable structure of the
outreach and IPM programs can keep the campaign relevant, 'interesting, effective and locally relevant.
The relation of the recommended activities to these phases is shown on Charts 1 &2. A summary of each
of the recommendations, along with its placement and status within the schedule structure, follows the
review of the phases.
Phase 1: The Study Phase
During this phase the initial research and program formation was accomplished,and the groundwork laid
for both the technical treatment of slender false brome and the development of a community-based
Partnership Team to drive the effort to success over the next 10 years.
During this time, significant review and initial formative work was accomplished in assembling the Public
Outreach Program and the IPM technical document and its environmental review:
0 An in-depth review and evaluation of the District's public education efforts
E A review and evaluation of the District's protocols,including the current draft Good Neighbor policy and
Board meeting attendance
0 An in-depth baseline review and evaluation of other local and regional public education efforts and
protocols on weed control and eradication, *including technical and tactical components:
0 Research on public education efforts developed by statewide,national and international invasive plant
and weed/pest and watershed management programs;
AIROSD SFB IPM Public Outreach Program—Page 29
I
• Research and professional evaluation on applicable tools and methods for outreach efforts (e.g,
community-based social marketing, fostering sustainable behavior);
• Research on applicable subject matter related to ecology,weed management,watershed management,
integrated pest management, native and invasive plant species to recommend key messaging;
• In-depth field surveys on infestation characteristics for determination of treatment strategies
• Informational interviews held with key community members, stakeholders, non-government
organizations,businesses, citizen groups that provided valuable information and expert advice on the
social,political and cultural aspects of launching this program;
• Considerations within the context of existing initiatives, collaborations, and District communications;
• Extensive research and field work to catalogue and analyze the environmental setting of the project in
terms of constructing an operational program that was compliant with the California Environmental
Quality Act (CEQA) and all other applicable federal, state, and local laws,policies and guidelines
• Research and review of neighboring communities' citizen networks, General Plans; council meeting
minutes (Past two years), and attendance at relevant community meetings during the months of January
—March 2006;
• Qualitative research through information-gathering and informal interactions with constituents and
potential target audiences including elements of both observational (e.g, ethnographic, on-site
education presentations and preliminary site visits) and experimental techniques (e.g,market testing
such as preliminary site visits) to 'include the 'insight of social and cultural norms into these
recommendations; and
• Extensive in-depth literature review of outreach and communications principles, concepts and
strategies and evaluation processes that would align with the early exploratory and qualitative findings,
community profile, District's policies,referenced for recommendation development.
From this development work period, formative examples and directions were developed for some of the
proposed program components:
MR-1: Continue Qualitative Research of Neighboring Jurisdictions
Comprehensive research of the laws, regulations, policies, and operative structures of neighboring
jurisdictions has developed a strong base of knowledge for building the partnering relationships
necessary for program implementation. Information has been collected regarding jurisdiction structure,
authority, relevant departments & committees,meeting schedules, key personnel contacts, etc.
MR-3: Review Neighboring-jurisdictions'Management Plans &Policies
In the course of the research and review cited above, the governing documents (General Plans and local
ordinances) were researched for the Towns of Woodside and Portola Valley, the County of San Mateo,
specifically to determine where areas of common-interest, common-Jurisdiction, and common goals
might be found for structuring the necessary partnership for the program. These documents were also
reviewed to assure compliance with all local natural resource and operational regulations,policies and
guidelines.
QC-2: Define Target Audiences &Determine Tactics for Reaching Them
The activities listed above produced a good initial list of target audiences and how they might be
reached. These initial audiences are discussed earlier in Section II.B.
MROSD SFB IPM Public Outreach Program—Page 30
OC-3: Develop & Use Primary& Secondary Messages that Resonate with Audiences
As a part of this phase of the project, a set of initial messages, both primary and secondary,were
developed as a starting point for further refinement and review by the program participants. These
messages were discussed earlier in Section 111.
OC-5: Enhance&Expand External Communications Toolbox
An extensive initial listing of External Communications Toolbox Components was developed. Specific
sample versions of a mailer, a handout, tag lines, and messaging examples were developed for this
report, and the full list of components was ranked to highlight which ones would most likely be the
most critical ones to begin development on in the start-up phase of the program.
Phase 2: Critical Startup
Initial Phase 2 activities are geared toward three distinct but related goals: being able to begin effective field
treatment of slender false brome as soon as possible within the 2007 growing cycle, establishing the support
structure for the public outreach program implementation, and setting the stage for the development of the
Partnership Team. After these, a number of other tasks need to be implemented within the first year to
successfully launch the program.
Preparing for Field Implementation of Treatment Strategies.
The CEQA required review period (20 -30 days) for the Initial Study and Negative Declaration should
be utilized to finalize the requirements for the IPM contractor (PAC-7) and the job description and
qualifications for the Outreach/Field Coordinator position (PAC-2). Advertising for filling these roles
should begin immediately.
Locations and properties with known and identified *infestations of slender false brume should
catalogued and prioritized using the methods and decision tree tools in the IPM, so that treatment can
proceed as soon as possible when the contractor is hired.
The internal program database structure (PAC-3) should be finalized to begin handling the data field
requirements for site contacts, field survey results, mapping data, on-site environmental factors,
landscape and other restrictions, projected treatment schedules, distribution path disruption and
monitoring.
Setting up the Public Outreach Support Structure
As above, the CEQA review period should be utilized to finalize the job description and qualifications
for the Outreach/Field Coordinator position (PAC-2), and advertising for the position should begin
immediately.
The internal program database structure (PAC-3) should be finalized to begin handling the data field
requirements for mailings, phone contacts, initial meetings, and scheduling of presentations, and the
compilation of supporters and team members.
MROSD SFB IPM Public Outreach Program—Page 31
The Program Manager and District staff should follow the guidelines of OC-1 to establish clear and
transparent lines of internal communication and information flow.
Establishing the Partnership Team
Using the results of the initial Qualitative research of neighboring areas (MR-1), and the guidelines
developed for establishing teams (POP-2-5), the Outreach/Field Coordinator and the Program Manager
will begin to assemble the membership of the Partnership'ream.
Developing a Community Outreach and Identity for the SFB Program
With the basic Partnership structure in place, the team can beg'in work on the initial organizational and
operative tasks to develop the community-driven approach needed for a successful program. This would
include the adoption of the phased customer approach to services (POP-1), from which point the team
can begin to develop outreach strategies and concepts, such as defining further target audiences (OC-2)
specifically in the Portola Valley. Sky Londa, and La Honda communities, developing primary and
secondary messages (OC-3), implementing a brand approach for the program (OC-4), developing the
Early Detection& Rapid Response mechanisms (PAC-4), and using the sample materials to expand
external communication capabilities in critical areas (OC-5).
As the program builds its confidence and stability,and the field treatment window closes toward the end of
the year,less critical but still important work can continue on further research of neighboring Jurisdictions
(MR-1 and 3),defining the formal eradication threshold (PAC-1),establishing evaluation parameters (EM-1
and 2) and beginning research and application for program funding (FC-3).
Phase 3: Organizational
As Charts 1 & 2 show, almost all elements of the program become active in this phase. Those that require
research and study to form a basis for the year's coming work, such as evaluations, policy review, developing
property agreement programs, refining data collection, etc.,would be best scheduled at the beginning of the
year in the Winter months,when field work and outreach activities are at a hill.
Phase 4: Operational
As with Phase 3, almost all elements of the program are in operation,but by now they are grounded in the
last 18 months worth of real-world experience, and the natural adaptability of the customer approach and
the developed strong sense of community ownership of the program work to keep it relevant and active for
the duration of the eradication campaign.
NIROSD SFB IPM Public Outreach Program—Page 32
Chart 1 - Public Outreach Program Recommendations Implementation Phases
Proposed Recommendations Phase 1 Phase 2 1 Phase 3 Ongoing
Study Startup Organizational Operational
2007.0 2007.5 2008 2009 >>>
Market Research —Understanding Our Target Audiences'Pers ective
MR-1:Continue Qualitative Research of Neighboring Jurisdictions
MR-2:Undertake Quantitative Research Based on Qualitative Findings
MR-3:Review Neighboring Jurisdictions'Management Plans&Policies
Public Outreach Program —Building the Framework to Engage& Sustain Comm unit -based Participation
POP-1:Adopt Phased'Customer Approach to Deliver Adaptive Services
POP-2-5:Establish Partnership Team
POP-6:Adopt SFB Integrated Pest Management(IPM)Policy
POP-7:Support Establishment of'Stewardship Facilitation an Option'within Progra
m
�
POP-8:Incorporate Slender False Brome Prevention&Control Provisions within District
Land Use Agreements
POP 9:Review&Evaluate New&Emerging Concerns&Issues
Program Administration&Capacity —Achieving a'State of Readiness'to Im lement&Foster Partici ation in the P ram
PACA:Define Process&Determine Requirements to Formally Certify Eradication of Slender
False Brome
PAC-2:Establish Dedicated Outreach/Field Position to Facilitate Slender False Brome
Program
PAC-3:Implement Program Management Database System
PAC-4:Develop&Deploy Early Detection&Rapid Response
Mechanism Across All Activities
PAC-5:Build Upon Existing Efforts to Identify and Acquire Other Resources for Long-term
Sustainabilit
PAC-6:Seek Additional Consultant Services
PAC-7:Hire IPM Contractor
PAC-8:Produce sample draft brochure,hand-out,specify tool kit components
Outreach&Communications -Developing Innovative Approaches&Delivering Effective Information to Increase Knowledge&
Participation
OC-1:Enhance Internal Communications
OC-2:Define Target Audiences&Determine Tactics for Reaching Them
nr�
OC-3:Develop Primary&Secondary Messages That Resonate with Audiences '
OC-4:Implement Brand Approach with Uniform Design Standards for Use Across
Communications Products&Services .
OC-5.Enhance&Expand External Communications Toolbox
OC-6:Promote Program as Model Invasive Species Initiative Amon Peer Groups for
09 P� 9 P
Recognition,Funding&Increased Credibility
Evaluation:Measurements of Success -Derining Metrics&Benchmarks at ing Stage to Evaluate&Measure Outcomes
EM-1:Establish Evaluation Metrics At Planning Stage a to Measure Outcomes
EM-2:Cross Reference&Incorporate Integrated Pest Management Evaluation Metrics into
Public Outreach Program
Future Components for Consideration _Looking Ahead to Other Opportunities to Increase Knowied &Participation
FC-1:Collaborate with Existing Site-specific Education Programs
and/or Identify New Youth Education Program Opportunities
FC-2:Incorporate Multi-Cultural Component into Public Outreach Program
FC-3 Seek Funding to Support Integrated Pest Management&Public Outreach Program
Come2nents
MROSD SFB IPM Public Outreach Program—Page 33
Sr g
Chart 2- Integrated Pest Management Program Implementation Phases
Phase 2(Startup): Summer—Winter 2007(7 months)
Evaluation: 0 Work with staff and with input from local jurisdictions and citizens to finalize site
Determine high priority sites. ranking/prioritization specifications.
Address high priority sites, 0 Containment and control/treatment measures require high level of coordination with
Thomewood OSP
including infestation at concurrent District Dennis Martin Trail Project and adjacent lands.
to
eliminate the threat of N IPM&Trail Project teams evaluate&coordinate timelines,extent and scope of work
accelerated distribution of to coordinate outreach and efficiently restore this site. (Timeline required)
seed. N Address slender false brome in other known privately&publicly(parks&street
ROWs)owned locations, specifically those with long-identified infestations,such as
along Old LaHonda Road and Grandview Road corridors
Exclusion&Detection: 0 Inventory and prioritize weed infestations for treatment in the project operating areas
Identify existence or non- and along access routes.
existence of slender false 0 Identify and prioritize high-risk sites for potential weed establishment and spread.
brome populations on all 0 Continue into Phase 3 as needed.
properties within project
area.
Prevention: Survey, 0 Land use,trail use/maintenance,construction,equipment/machinery,roadway
Inventory&Mapping: vegetation maintenance,wildlife,wind and water; include areas where the spread may
Identify all pathways, points be expected.
of ingress&egress of seed Conduct environmental analyses for each site as determined necessary by the
transport.
decision matrix in the IPM and CEQA documents.
Develop and establish District trail users guidelines(as with SOD)to minimize spread
through recreational uses—develop signage and materials as needed.
a Evaluate weed risks?
—initial Treatment&Control U Treatment of areas by priori!y and after final CEQA clearance.
Phase 3(Organizational):Winter—Winter 2008(12 months)
Exclusion&Detection: N Continue as needed as described in Phase 2.
Eradication Management - Monitor for and eradicate new/surviving weeds promptly.
&Project Monitoring: N Mapping infestation sites should be continually used to develop priority control
Determine site-specific projects. Measure baseline vegetation date,control information and site-specific
monitoring strategies. project success.
a Assess effectiveness of recommendations and guidelines for property owners and
residents in minimizing spread of SFB.
- Assess success of trail user guidelines and educational signage in helping to prevent
spread of SFB.
Future a Evaluation of weed presence and/or potential in the acquisition of new lands to the
District, particularly along trails as a baseline.
MROSD SFB IPM Public Outreach Program—Page 34
B. SUMMARIES, SPECIFICS AND SCHEDULING OF RECOMMENDATIONS
The following summaries of the individual recommendations are based on their individual rationales. For a
complete explanation of the research and underlying principles of each recommendation, refer to the
complete recommendation document.
Each summary has an entry of where its use and implementation fits into the four-phased time line in the
previous section. Specific actions in the "critical startup" or early parts of the "organizational" phases are
called out.
MR-1: Continue Qualitative Research of Neighboring Jurisdictions:
Rationale.The District should consider continuing qualitative research to enhance insights already
discovered, and continue to explore the range of circumstances, such as relevant social and cultural
conditions as well as "real world" situations, of neighboring jurisdictions, including but not limited to the
South Coast areas (unincorporated San Mateo County) such as La Honda, to gain additional important
insight. Steps to further understand the dynamics of these communities from appropriate representatives
will be particularly critical to planning and implementing appropriate community-based projects and
programs.
Time Frame - Start-up phase, critical to expanding outreach program. MR-1 would remain as an ongoing
action until all the communities within the program area have been covered.
MR-2: Undertake Quantitative Research Based on Qualitative Findings
Rationale.Qualitative findings have provided the basis for developing and distributing quantitative inquires
(e.g,questions and methods) in neighboring jurisdictions. ... Further information gathering can take place
through focus group discussions and surveying of knowledgeable, key informants that have been identified
through preliminary exploratory efforts. These focus group discussions also offer residents the opportunity
to engage in learning more about slender false brome through education presentations. This approach also
furthers the objectives of the Integrated Pest Management program for inventorying land in the region as
residents are also offered the opportunity to schedule a site visit to determine if slender false brome is
present on their property.
Time Frame—Organizational and Operational Phases, as determined as needed by managers and
partnership. See EM-1.
MR-3: Review Neighboring Jurisdictions' Management Plans & Policies
J�' � g
Rationale. The slender false brome program should receive dance and direction from all
p � �
relevant federal, state,county and community land and/or resource management plans and
policies. The District should consider undertaking measures to understand the priorities of neighboring
jurisdictions in order to gain support for the slender false brome program at management levels,particularly
where activities may occur in areas larger than individual ownership,within their communities or on the
lands they manage.
Time Frame—as needed in organizational phase. Although all plans and policies in the program area have
been reviewed for legal and environmental compliance under CEQA, they have not been examined to the
detail of the Woodside ordinances,which has yielded important information on how to relate the Public
Outreach Program to the structure of the Town's government, specifically in the formation of cooperative
partnerships.
i
MROSD SFB IPM Public Outreach Program—Page 35
POP-1: Adopt Phased 'Customer'Approach to Deliver Adaptive Services
Rationale. A well-received public outreach program that communicates effectively with defined target
audiences adopts a `customer,' or stakeholder approach as opposed to a 'producer' approach. For the
purposes of these recommendations, customers are the programs stakeholders, the pro)ect area's
participants and the District's constituents. A 'customer approach to communication learns what is
important to the target audience (customer), demonstrates how the slender false brome program (service)
fits the needs and 'interests of the audience, and then adjusts accordingly. Conversely, a 'producer' approach
places greater value on what the provider of the service regards as important.
Time Frame—u'nmediately in startup with the inception of the program. See discussion in Section II.B.
POP-(2-5): Establish Partnership Team
Rationale: See discussion in Section 11.13.
Time Frame - immediately in startup with the inception of the program.
POP-6: Adopt slender false brome Integrated Pest Management (IPM) Program
Rationale:As a result of growing concerns about health and environmental problems associated with
herbicide use, IPM policies are becoming more prevalent. Public agencies, in particular, are facing 'increasing
demands to explain and)ustify their use of pest management methods and materials . Cities, school districts,
park districts,public 'institutions and even museums are also formally establishing IPM policies.
Time Frame -immediately in startup with the inception of the program.
POP-7: Create Mutually Beneficial & Protective MROSD/Property Owner Agreements for
Conducting Program Work on Private Property.
Rationale: In order to achieve the highest level of voluntary participation in eradicating slender false brome
through the Integrated Pest Management program, the District should consider provisions that support and
assist a private and/or public landowners' decision to contribute to the resource protection goals of the
program. These would include levels of confidentiality, focused access and activities,proect restricted
photography and follow-up monitring,and transparency regarding enforcement potential and agency's
responsibilities, and agreement to cooperatively work to ameliorate,if possible, any enforcement actions
from this program.
See example Authorization Agreement from San Mateo County RCD in appendices.
Time Frame --immediately in startup with the inception of the program.
POP-8: Incorporate Slender False Brome Prevention & Control Provisions within District Land
Use Agreements
Rationale.- Prevention and control effortsto eradicate slender false brome should be as inclusive as possible.
The District may consider including slender false brome prevention and control provisions in new permits,
easements, or lease agreements issued by the District. ... An example of tapping into an opportunity to
deliver public education and a preventative message is to include a slender false brome "Weed Alert" as an
accompaniment to special use permits at their time of issuance.
Time Frame—winter,2007/8.
1 Establishing Integrated Pest Management Policies and Programs: A Guide for Public Agencies,Publication 8093,
University of California,Division of Agriculture and Natural Resources,http://anrcatalog.ucdavis.edu/pdf/8093.pdf
MROSD SFB IPM Public Outreach Program—Page 36
POP-9: Review& Evaluate New & Emerging Concerns & Issues
Rationale.-As new and emerging concerns and issues related to the slender false brome program arise, the
District and Partnership should consider making regular determinations of their significance, their potential
to impact slender false brome eradication efforts and any transcending affects to the public outreach
program.
'Time Frame—as needed from organizational phase on.
PAC-I.- Define Process & Determine Requirements to Formally Certify Eradication of Slender
False Brome
Rationale.- At the onset, and prior to implementing the Integrated Pest Management program,including its
public education and outreach components, it is necessary to define the procedures,protocols and
requirements to receive the eventual formal certification of slender false brome eradication within the next
decade. Throughout the duration of the program, these requirements are viewed as critical success factors,
and may include the active role of San Mateo County Department of Agriculture and Weights &Measures,
as the local authority for the California Department of Food&Agriculture and the California Department
of Pesticide Regulation.
Time Frame—Startup Phase,by winter of 2007
PAC-2: Establish Dedicated Outreach/Field Position to Effectively Facilitate Program
Rationale: The slender false brome Integrated Pest Management program can benefit from a dedicated
Community Outreach/Field Coordinator position who facilitates at all levels, though in particular, it will be
the community level that will appreciate ease of accessibility to a staff member whose primary focus is to
implement and foster the program. Relevant Project 6 in the appendices describes the success achieved by
creating and supporting a dedicated position to facilitate a community-based program.
The position can build on the strength of the already on-going public activities regarding slender false
brome, and begin to rebuild confidence in program after many years of delay.
'rime-Frame --immediately in startup with the 'inception of the program.
PAC-3: Implement Program Management Database System
Rationale:The District should consider the implementation of a coordinated program management system as
a tool for (a) enhancing high quality communication about on-going efforts, (b) maintaining a high level of
service to clients/stakeholders, (c) maintaining site condition, treatment and monitoring records for IPM
program and (d) capturing pertinent information (e.g., correspondence with parti i ants) to achieve
I cip
efficiency and responsiveness to stakeholders within the program.
Time-Frame -immediately in startup with the inception of the program.
PAC-4: Develop & Deploy Early Detection& Rapid Response Mechanism Across All Activities
Rationale. Early detection and rapid response (EDRR) is a common practice used to address invasive species.
This strategy can make the difference between successful eradication early on,or the necessity to re-treat an
infestation that usually leads to an open-ended financial commitment. The objective is to develop a response
mechanism to identify and determine potential pathways of introduction, survey/early detection,
priorinzation and prevention strategies with commumity-wide support. The decision tree structure in the
IPM program is meant to facilitate rapid evaluation and treatment procedures.
Time Frame—Winter 2007.
XIROSD SFB IPM Public Outreach Program—Page 37
PAC-5: Build Upon Existing Efforts to Identify and Acquire Other Resources for Long-term
Sustainability
Rationale: During the early stages of implementation, the District should also be considering avenues to
identify and share resources (e.g.,equipment, technology, funding), 'including joint project and activities with
partners, that will 'increase the strength of the effort through mutual advantage of resources that will support
the long-term objectives of the public outreach program, and allowing it move to the next stage of
accomplishment.
Time Frame—Operational Phase
PAC-6: Seek Additional Consultant Services
Rationale. These recommendations outlined as strategies to implement the public outreach program may
require continued professional facilitative and development services to assist in their effective
implementation. Many of the initial consulting needs have been provided within the work of Phase I.
Time Frame—as necessary as determined by Program Manager, Organizational& Operational Phases.
PAC-7: Hire Qualified Consultant for Implementation of IPM Program Treatments & Strategies
Rationale:A professional and skilled contractor is an essential component of the implementation of the IPM
Program, as well as an important part of the public outreach program. Aside from meeting the technical
requirements outlined in Appendix B of the IPM Program document, the contractor should have experience
with the ran of strategies and techniques being used, experience working in both public and private
property areas, experienced and familiar with working in sensitive habitats and natural areas, as well as
residential landscapes. The contractor should have good communication skills and demonstrate an
understanding of the principles underlying the public outreach program.
Time-Frame -immediately in startup with the inception of the program.
PAC-8: Produce Sample Draft Brochure, Hand-out, Specify Critical Communications Tool Kit
Components at Conclusion of Phase 1.
Rationale. Refer to Recommendation OC-5.
Time-Frame—at end of Phase 1 (Study).
OC-1: Enhance Internal Communications
Rationale: Given the impending increase in size and complexity of the public outreach program,its 'customer
approach' activities as well as the extended geographic scope of the project area with the recent
identification of slender false brume in La Honda Open Space Preserve, the District should consider
supplemental efforts to enhance internal communications so as to speak as one unified voice with efficacy.
As internal audiences become more frequently informed and/or involved at varying levels, the benefit of
building a more substantive effort behind the eradication program, and achieving success,becomes more
probable.
Time-Frame - immediately in startup with the inception of the program.
OC-2: Define Target Audiences & Determine Tactics for Reaching Them
Rationale: There are many close and broad range audiences to speak to and engage in some level of
participation to achieve the goals of eradicating slender false brome over both the short and long term
within the Integrated Pest Management program's project area. Identify
ing the groups, leaders and
institutions for which they belong will be key to their engagement. Close range, or primary target audiences
should be defined based on the weed's known 'infestations, and pathways of seed dispersal and distribution.
Time-Frame -in startup phase of the program after initial formation of Partnership-
MROSD SFB IPM Public Outreach Program—Page 38
OC-3: Develop & Use Primary & Secondary Messages that Resonate with Audiences
(See discussion in Section III (Messages) for further details and examples produced.)
Rationale: The process of developing captivating content, framing messages and issuing"calls to action"is
based on selecting and communicating information that resonates and motivates audiences. Therefore, it
will be essential to consider the audiences'perspectives, and how they will hear the messages 2 when
conveying the essence and purpose of the program. For example, through preliminary exploratory efforts
to develop these recommendations,greater understanding of how 'information was acknowledged and
accepted was gained from a few of the program's potential target audiences. The messages presented to
audiences and their responses were both cognitive and affective.3
Time-Frame - in startup phase of the program after initial formation of Partnership.
OC-4: Implement Brand Approach with Uniform Design Standards for Use Across
Communications Products & Services
Rationale. ... A program's brand implicitly conveys its values, and is based on its essence, character and
attributes by visually or verbally communicating its 'point(s) of differentiation' among other experiences
and/or programs with which the public may have or had interaction.
In the context of a community-based partnership, this essence and character is a reflection of the people
and the communities 'involved. Because of this,more than anything,it MP
is 'important that the people
participating in the grogram develop their own branding. h:ng. The Public Outreach Program details the
considerations and process to help determine what the brand might be, and gives examples of how other
groups have done it.
Time-Frame - in startup phase of the program after initial formation of Partnership.
OC-5: Enhance & Expand External Communications Toolbox
Rationale: Based on a review of the effectiveness of prior outreach efforts, (both locally and regionally)
in relationship to other potential or untapped opportunities, the following recommendations outline some
of the current and future untapped opportunities the District may consider to further engage the public
through community dialogue and collective action in slender false brome eradication efforts. They may
include but are not limited to a range of activities from expanding the District's understanding of the
priorities and interests of each community which can be achieved by increasing their role in community-
based dialogue (e.g. attending city meetings); to promoting the slender false brome program by
enhancing existing or producing new external communications tools and tactics in the areas of print
materials, online/internet, volunteer engagement, signage and interpretive displays, outdoor media
2 The Montana Statewide Awareness Program uses a facilitated process to develop awareness materials. Each project is
targeted to a specific audience. They invite the stakeholders to form a committee and discuss the ultimate measurable goals,
and strategies ways to get the message into the fight hands so that the right actions can be taken. Through this process they
reach near consensus and common ground on many ideas,messages,and products. They are able to utilize existing
communication channels and identify those that they need to create. A product of their process is the completion of the
Montana Weed Management Plan, www.weedawareness.org
Cognition is the act of intellectually processing information,while affective outcomes are concerned with feelings,
emotions,beliefs,attitudes,and motivations. The relationship between cognition and affect is highly intertwined.Beliefs and
attitudes influence cognition and cognition influences beliefs and attitudes.
MROSD SFB IPM Public Outreach Program—Page 39
messaging, tour and events, multi-media and audio visual presentations, giveaways and recognition,
advertising, media relations and other"non-traditional"tools to distribute information 4.
The full Public Outreach Program details the many aspects and activities within an external communications
toolbox. The following excerpted items are ones that would be critical to developing at the start of the
program—some can be easily produced in an hour or two, some may be longer projects over a number of
weeks and can be used as opportunities to bring innew volunteers to help out. Excerpts have been chosen
for their level of interaction with each other: the magnifying glass can be a nice giveaway and the photo a
good display at community outreach events—the literature distribution plan supports the production of
focused fact sheets, etc.
Time-Frame - in startup phase of the program after initial formation of Partnership.
Existing Print:
special custom labels to the outside of all print correspondence.
Develop print materials distribution plan that includes all primary public places in each community (library,
post office,grocery bulletin boards) to increase accessibility.
Supplemental Print:
Develop user-focused fact sheets that promote key messages, and communicates "calls to action," offers
preventative guidance and delivers needed information specific to defined target audiences efficiently and
effectively measured by high levels of user acceptance (See Appendices).
Signap_,e &Displays:
Revise existing preserve signage,and install additional semi-permanent weather, maintenance-proof and
vandal resistant interpretive signage to replace current Weed Alert signage placed at points of interest and
trailheads. Signage should clearly state the message (including but not limited to the following): importance
of reporting (and how to report) slender false brome if sighted; steps to not spreading the seed; how their
actions/participation will protect and preserve native species specific to the trail or area where signage is
installed. In a broader context, this is an educational opportunity to further improve visitor appreciation of
the site. Trail signage content should be clear and concise, and tell the story of a valued natural resource
which slender false brome threatens
Tours &Events:
Attend community outreach events,including all regional and community fairs and festivals but not limited
to the environmental area (e.g. Mountain View Wine &Art Festival, San Mateo County Home & Garden
Show, San Mateo County Fair;Woodside Earth &Art Day
Online& Internet
Request permission to post/fink/stream existing broadcast media coverage (e.g., Channel 5 TV news
broadcast, and audio file of KLIV radio interview,November 20,2006) on District's website. (Note: Review
first to ensure the information accurately reflects current situation);routinely request permission to use all
broadcast media coverage in the future. Channel 5 video clip available by linking to:
htip://cbs5.com/N,ideo/?id=9975@kl2ix.da3:port.com
4 Some examples of non-traditional tools include realtor workshops—reducing risk of liability through disclosure;and the
distribution of placemats at local restaurants that feature the habitat and biodiversity the slender false brome program seeks to
protect and preserve(See Appendices).
MROSD SFB IPM Public Outreach Program—Page 40
F_
Photography&Photo monitorinX.
Produce visual interpretive poster from photography; large size four-color photograph of slender false
brome in life-size format that can be readily transported (laminated with heavy backing) should be brought
along on site visits as another useful tool to continue education efforts. The photograph should show as
much detail on the features of the weed as possible.
Giveaways and Recognition
Provide magnifying glass as a simple tool to assist in the identification of slender false brome based on its
unique characteristic of fine even fringe of hairs around the edge of the leaf and at the collar.
OC-6: Promote Public Outreach Program as Model Invasive Species Initiative among Peer Groups
for Recognition, Funding& Increased Credibility
The District should consider promoting the slender false brome Integrated Pest Management program as a
model invasive eradication program with their counterparts working on noxious weed programs across the
State of California,as well as on a national level. In doing so, opportunities for recognition and funding
may come to light.
Time Frame—Organizational& Operational Phases
EM-1: Establish Evaluation Metrics At Planning Stage to Measure Outcomes
Rationale. The overarching purposed for evaluation relate to the program's ability to stimulate community
dialogue and motivate collective action in the slender false brome program. The District may consider the
approaches and mechanisms detailed in the full recommendations for evaluating the level of collective
action in the public outreach program (e.g, framework, management structure,leadership and capacity),as
well as the level of community dialogue achieved through outreach and communications efforts (e.g,quality
and sources of information and types of activities) that generates support for the program. These
approaches and mechanisms may also apply to the public 'involvement components of the Integrated Pest
Management program in relationship to the outreach program. Refer to Recommendation MR-2.
Time Frame—beginning of organizational phase
Some example evaluation criteria that might be arrived at to consider whether the educational materials are
working well,would be to see if your audience can/would:
0 Identify slender false brome as a non-beneficial invasive plant, a weed and a"pest," and assist in its
documentation within the region;
0 Understand the impacts of slender false brome on the surrounding environment, and connecting
these impacts to people's shared values on preserving and conserving the rep-ion's native ecology;
0 Voluntarily participate in a professional Integrated Pest Management program that carries sound
practices and regulatory-approved control methods to address points of entry,unintentional
introductions,pathways of seed transport, or prevent the spread of this invasive plant species;
0 View and accept the Integrated Pest Management program as a beneficial tool to strengthen
biodiversity protection and preservation;
0 Readily access eradication resources available to them,including tools that assist them in developing
stewardship and a 'community of practice' through sound program administrative capacity;
0 Be 'involved throughout the duration of the program to help shape decisions to ensure that
environmental objectives are well *integrated with the social, cultural and community goals from
their perspective to the greatest extent possible;
TVIROSD SFB IPM Public Outreach Program—Page 41
• Be well-informed of planning and implementation activities to engage through a cooperative
working relationship with the District and other participants; and
• Coordinate with other agencies and organizations to identify mutual concerns and develop
reasonable solutions to the problem of this invasive plant species.
EM-2: Cross Reference & Incorporate Integrated Pest Management Evaluation Metrics into
Public Outreach Program
Rationale:The Integrated Pest Management Plan should be revised annually and modifications made as
needed. The evaluation of the Integrated Pest Management program can offer basic research opportunities
and greater understanding of the reasons and causes for slender false brome's infestation in the region; such
as the biological basis of the invasive, a clearer grasp of the impacts and the consequences of the slender
false brome invasion on the region's ecosystems; the improved ability to identify and control slender false
brome, as well as the economic consequences of control actions and avoided costs.
Time Frame—Organizational Phase and on throughprog-ram as needed.
FC-1: Collaborate with Existing Site-specific Education Programs and/or Identify New Youth
Education Program Opportunities
Rationale: Teachers, students and educational institutions can build knowledge on the impacts of invasive
plant species. Their participation can create personal relevance, support caring actions and develop
favorable attitudes regarding the protection of natural ecosystems. Youth are generally known to be the
`influencers'in their households, and have the ability to engage their families, siblings and parents in their
interests.
Effective and productive program engagement through education programs work best when they can
contribute to the education process. Communication, messaging, displays, educational programs and
materials should be developed before engaging the these facilities—a prepared program which can teach
students about natural ecology, the threat of invasive plants, etc, can have a very positive impact on a young
person's knowledge or experience.
Time Frame—later half of organizational phase (late 2008)
FC-2: Incorporate Multi-Cultural Component into Public Outreach & Communications
Rationale:The cultural diversity of the Bay area warrants an exploration into promoting the slender false
brume proVam by providing information in additional languages in the future. For instance, the Latino
population is consistently growing in size, economic clout, political influence and cultural impact. For
agencies and companies hoping to ensure smooth sailing for public works projects, that means the opinions,
needs and contributions of this important group are increasingly instrumental to successful outreach in
many communities. In addition,many landscaping contractors and grounds keeping services employ this
segment of the multi-cultural population.
Time—Frame: Organizational& Operational Phases
FC-3: Seek Funding to Support Integrated Pest Management& Public Outreach Program
Components
Rationale: At the time the recommendations outlined for the public outreach and the components of the
Integrated Pest Management program are formally adopted by the District, they will represent a clear,well-
thought out plan for implementing the slender false brome eradication effort. In addition to possible
5 Latinos are now the nation's largest minority group,and in California account for a third of the population. As the overall
state population grew by 14 percent in the last decade,80 percent of that increase was due to growth in the Latino segment.
MROSD SFB IPM Public Outreach Program—Page 42
funding opportunities related to the program's goals (e.g.,resource management and conservation,
blodiversity and threatened/endangered species,native species habitat protection,restoration of natural
landscapes, Class A-rating, and invasive species eradication), many of the activities within each program,
when viewed on their own merits,are potential recipients of funding.
Time-Frame—Startup and Organizational Phases
MROSD SFB IPM Public Outreach Program—Page 43
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-73
Meeting 07-13
June 27, 2007
AGENDA ITEM 3
AGENDA ITEM
Adopt Resolution Approving the District's new Personnel Policy and Procedures Manual
GENERAL MANAGER'S RECOMMENDATION
Adopt the new Personnel Policy and Procedures Mi
DISCUSSION
The Personnel Policies and Procedure Manual (Manual) for any organization should be updated
periodically to ensure current legal compliance and practical application. While limited scope
updates have been made to the District's Manual over the past few years to reflect some of these
changes and Board adopted benefits changes, a complete review and update has not been done
for several years.
The attached Manual consists of a complete rewrite of the Manual. The general goal of the
rewrite was to provide a user-friendlier manual (more concise in some cases, more detail in other
cases, with easy-to-understand language). Certain aspects of the policy, which tend to be subject
to more frequent legal updates were also moved to an Appendix section of the Manual so that as
legal requirements change, the Board could modify only that Appendix and not have to make
revisions to the main part of the Manual. The new Manual also focuses more on policy and less
on procedure, unless procedure is critical to the employee's understanding of their rights or
responsibilities or the procedure is required legally. Finally,the new Manual includes added
language to help ensure a work environment, which is safety and security conscious and
apolitical.
The process of the Manual rewrite was extensive and was designed to include managers,
supervisors and staff input. Specifically,the draft was first read and discussed by the
management team, then read and discussed by the Policy Review Committee, which consisted of
a staff member (including supervisory and non-supervisory) from each department in the
Administrative Office and from each field office. After input from the Policy Review
Committee, the Management Team then discussed and made decisions on preferences expressed
by staff. Then, as needed, legal advice was sought for any staff requested changes. The
decisions from the Management Team, or the labor attorney, or General Counsel, and the
business reasons why, were then brought back to the Policy Review Committee. The Committee
R-05-50 Page 2
would give updates on the progress and substantive aspects of the policies to their respective
departments or field offices.
The staff input, via the Committee, provided several very valuable benefits. First, if the initial
read was difficult to understand, then the goal of user friendly was not achieved. Second, if staff,
including supervisors, found that the policy language did not provide enough detail or account
for situations they have had to deal with,then the language was modified. Finally, the use of the
Committee was an educational opportunity in which staff could better understand why certain
language exists, including the legal and practical aspects.
The final draft of each section of the Manual was then sent out to all affected employees, with a
recap of the substantive changes and an opportunity to ask questions or comment. Policy
Sections I through 4 of the Manual, plus the Appendix on the Harassment Policy, were also
provided to the Midpeninsula Regional Open Space District Field Employee's Association
(Association) for their comments, as some aspects of these sections of the Manual would apply
to the Association employees. In a recent Labor Management Meeting,the Association stated
they did not have any comments on these sections. (Note: other sections of the Manual are
covered specifically in the Memorandum of Agreement with the Association, therefore would
not apply to the represented employees.)
Finally, a PowerPoint presentation was given to the Administrative Office employees and
offered to the field supervisors covering the process and the substantive changes in the new
Manual during the month of May and in early June. Staff will provide a PowerPoint presentation
to the Board as part of this report to better describe the process and the key changes in the
Manual and allow an opportunity for Board member questions and comments.
Prepared by: Sally Rice, Former Assistant General Manager
Contact person: L. Craig Britton, General Manager
I
P
Regional Open Space
� P
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
i
i
PERSONNEL POLICIES
PROCEDURES MANUAL
ADOPTED BY THE BOARD OF DIRECTORS
JUNE 27, 2007
Amended August 14, 1991
Amended July 28, 1993
Amended February 8, 1995
Amended December 11, 1996
Amended April 1, 1997
Amended April 1, 2000
Amended December 11, 2002
Amended June 10, 2004
Amended January 1, 2007
I
I
L—Apeninsula Regional Open Space Di,. ACt
PERSONNEL POLICIES& PROCEDURES
POLICY] GENERAL PROVISIONS..............................................................................................................I
Section1.1 Purpose......................................................................................................................................I
Section 1.2 Adoption an Amendment ofthe Manual........................................................................ .........I
Section 1.3 Term of Personnel Manual.................... ........................................................................ ..........I
Section 1.4 Administration/Records/Forms/Procedures.................................................................... .........I
Section 1.5 Non-Discrimination............................... ............................. ....................................... .............I
Section 1.6 Reasonable Accommodation........................................... ........ ...................... .......................
Section 1.7 Memoranda of Agreement and Employment Agreements..........................................................2
Section 1.8 Department Procedures and Practices....................................................................................-2
Section 1.9 Distribution ofHR Policies........ .......................................................................................... 2
SectionLI 0 Savings Clause......................... ............. ...................................................................................2
Section LI I Violation of Personnel Manual....... ........................................................... ......_.................2
POLICY JOB CLASSIFICATIONS......................... ....................................................................................3
Section 2.1 Classification Plan....................................................................................................................3
Section2.2 Reclassification..........................................................................................................................3
POLICY RECRUITMENT AND SELECTION............................................................................................5
Section3.1 Vacancies........ ........................................ .................................................................................5
Section 3.2 Equal Opportunity Employer/Applicant Reasonable Accommodation.......... .................... ......5
Section 3.3 Qualification of Applicants........................................................................................................5
Section 3.4 Disqualification of Applicants...................................................................................................5
POLICY TERMS OF EMPLOYMENT.........................................................................................................7
Section4.1 Safety and Health................................................................................. ....................... .............7
Section4.2 Workday.......................................................................... ..........................................................7
Section4.3 Attendance................................. ...............................................................................................7
Section 4.4 Probationary Status-At Will Employment.................................................................................8
Section 4.5 Performance Evaluation Program.............................................................................................8
Section4.6 Promotion............................................................. ............... .................... .............................10
Section 4.7 Employment of Relatives....................................................... ..................................................10
Section4.8 Political Activity......... ............................................................................................................II
Section 4.9 Conflict ofInterest......................1..........................................................................................II
Section4.10 Transfer................................ ..................................................................................................11
Section 4.11 Keys and Security Codes.........................................................................................................12
Section 4.12 Postings on Bulletin Boards/District Property....... ................................................................12
Section4.13 Off-Duty Employment......................... ..................... .................... .............. ..........................12
iv—dpeninsula Regional Open Space Dis—.ct
PERSONNEL POLICIES&PROCEDURES
Section 4.14 Notice of Resignation..................................................................—.............. ...... ...............13
Section4.15 Exit Interview........................................................ .................. ................................... ...—.....13
Section 4.16 Employment Reinstatement......................................................................................................13
POLICY5 COMPENSATION.......... ...... ................ ...........................-............................................ ...........14
Section5.1 Starting Salaries........... .................... ........ ........... ................................................................14
Section5.2 Step Increases.......................................................................................... ...............................14
Section 5.3 Pay After Promotion................................................................................................................14
Section5.4 Acting Assignments.................................................... .............................................................15
Section5.5 Overtime.... .............................................................................................................................15
Section5.6 Compensatory Time.................................................................................................................16
Section 5.7 Longevity Pay Program............ ................................ ................. ..................... ...... ......—16
Section 5.8 Meritorious Pay far "At Will"Department Managers and Assistant General Manager........16
Section 5.9 Shift Differential/Call Back Pay for Field Supervisory Staff...................................................17
POLICY BENEFITS................. ...... ...... ...... ........... ...... .............. .....................................................18
Section61 Benefit Plans........... ..................................................... ..........................................................18
Section 62 Industrial Injury or IllnesslWorkers'Compensation...............................................................21
IISection 63 Professional Development.......................................................................................................22
Section 64 Uniform Compensation for Field Supervisory Staff................................................................23
POLICY 7 LEAVE TIME................................................................................................................................25
Section7.1 Holidays...................................................................................................................................25
Section7.2 Personal Leave.............. ..................................................................... .................... ..............27
Section 7.3 Administrative Leave—Salaried Employees............................................................................27
Section7.4. Vacation............................ ................................................................................... ..................29
Section7.5 Sick Leave..... ......................... ....................................... ............................. ..........................30
Section 7.6 Bereavement Leave..................................................................................................................32
Section7.7 WitnesslJury Duty....................................................................................................................32
Section7.8 Military Leave....................... ..................................... ....................................... ................ ...33
Section7.9 Leave of Absence............................................................................. .......................................33
Section 7.10 Time Off To Vote.............—..................... ........... ...... .......... ..............-...............34
POLICY EMPLOYEE CONDUCT AND DISCIPLINE..................................................... .......................35
Section 8.1 Purpose/Procedure.................................................. .................................... .................. .......35
Section 8.2 Conduct Subject to Discipline......................... .............. ....................................................35
Section 8.3 First Level Discipline....... ...................................... ...............................................................36
Section 8.4 Second Level Discipline...................... ..................... ..............................................................37
Section 8.5 Notice to Employees of Second Level Disciplinary Action......................................................37
—Apeninsula, Regional Open Space Dj,- -,ct
PERSONNEL POLICIES&PROCEDURES
Section 8.6 Post Discipline Appeal Process.......................................—................. ...................................38
Section 8.7 Waiver of Time Limits or Other Provisions of the Appeal Process.........................................40
Section 8.8 No Interruption of Work................................... .............................................................. .......40
Section 8.9 Peace Officer Bill of Rights.................. ..................................................................................40
POLICY GRIEVANCE PROCEDURE........................................................................................................41
APPENDIX A CATASTROPHIC LEA VE PROGRAM....................................................................................43
SectionA. I Purpose.................. ....................................................................... ................. .......................43
Section A. 2 Conditions for Receiving Employees.................. ........ ........... .................. ............ .......... ....43
Section A. 3 Application Process................................................................................................................43
Section A. 4 Conditions far Donating Employees... ....................... ............................................................44
APPENDIX B FAMILY AND MEDICAL LEAVE....... .............................................................. .............. .....46
Section B. I Eligibility requirements............... ......... ................... .............................................................46
SectionB. 2 Reasons for Leave....................................................................................................................46
SectionB. 3 Duration of Leave....................................................................................................................46
Section B. 4 Request for Leave/Required Documentation....................... ............................................ ......47
Section B. 5 Pay and Benefits While on FamilylMedical Leave....................... .....................................47
Section B. 6 Reinstatement Upon Return From Leave.................................................................................48
Section B. 7 Relationship of FamilylMedical Leave To Other Leaves.........................................................48
APPENDIX C PROHIBITION A GAINST DISCRIMINATION,HARASSMENT&RETALIATION.........49
SectionC. I Harassment...—........................ .................................................................................. .......49
SectionC. 2 Sexual Harassment................................................. ..........---...... ........ ..........---49
SectionC. 3 Discrimination...... ....................................................... ............ .............................................50
SectionC 4 Retaliation.................. ......................................... ........................................................ .........50
Section C. 5 Complaint Procedure................. ......... .......... ........... ............. ............... .....................—50
Section C. 6 Obligation of District Employees and Officers............. ..........................................................51
Section C. 7 EEOC Contact Information............ ...... ............................................................................ ....52
Section C. 8 DFEH Contact Information.....................................................................................................52
APPENDIX D PREGNANCY DISABILITY LEAVE.......................................................................................53
SectionD. I Eligibility requirements............................................................................ ...............................53
SectionD. 2 Reasons for Leave....................................................................................................................53
SectionD. 3 Duration of Leave............................................................................—............................--....53
Section D. 4 Request for LeavelRequired Documentation............... ...................... .......... .........................53
Section D. 5 Pay and Benefits While on PDL..............................................................................................54
Section D. 6 Reinstatement Upon Return From Leave........ .......................................... .....................—55
i—apeninsula Regional Open Space Di, -ct
PERSONNEL POLICIES&PROCEDURES
Section D. 7 Relationship of Pregnancy Disability Leave(PDL)to the Family Medical Leave Act(FMLA)
and the California Family Rights Act(CFRA).................................. ....................... ...... ......55
Section D. 8 Reasonable Accommodation...................... .................................... ..........................--.....55
Section D. 9 Additional Information......................................—........ .......... ......... ..........—......... ..............55
APPENDIX E SALARIED EMPLOYEES POLICY........................................................................................56
SectionE. I Purpose.................. ....... .....................................................................................................56
Section E. 2 Salaried Employees Defined........................ ............................... ............ ............ ....... ........56
Section E. 3 Public Employers—Accountability Statement and Provisions................................................56
Section E. 4 Work Schedule Adjustments.................................................... ................................................57
Section E. 5 Time Card Procedures,............................................................................. ..............................58
Section E. 6 Disciplinary Deductions..........................................................................................................58
SectionE. 7 Safe Harbor.......... ................................................... ............. ...................... .........................58
Section E. 8 Controlling Policies................................................................ .............. .............................--58
ADMINISTRATION POLICIES AND PROCEDURES LIST.........................................................................59
Fi - L.—tpeninsula,Regional Open Space Di;, -et
PERSONNEL POLICIES&PROCEDURES
POLICY GENERAL PROVISIONS
This document is entitled Personnel Policies and Procedures Manual, herein known as the
Personnel Manual. This Personnel Manual applies to all employees of the Midpeninsula Regional
Open Space District, herein known as the District, except as otherwise 'indicated.
Section 1.1 Purpose
The purpose of the Personnel Manual is as follows:
To provide a system of personnel administration based upon fairness, reasonableness,
uniformity and equity; to help ensure that the District utilizes sound management
practices, complies with applicable Federal, State and local laws and operates efficiently
and effectively; and to protect and clarify the rights and responsibilities of both the
employees and the District.
Section .1.2 Adoption and Amendment of the Manual
The Personnel Manual shall be approved by the Board of Directors, herein called the Board, and
may be amended by the Board of Directors upon recommendation of the General Manager. The
General Manager shall provide a forum for employee 'input for any substantive amendments to
the Personnel Manual.
Section 1.3 Term of Personnel Manual
This Personnel Manual takes effect when adopted by the Board of Directors of the District. The
Personnel Manual shall remain in effect unless amended or repealed, in whole or in part, by the
Board.
Section 1.4 Administration/Records/Forms/Procedures
The General Manager shall administer the Personnel Manual and may delegate certain authority
to the Administration and Human Resources Manager (herein called HR Manager) or other
designees. The General Manager shall have the authority, at his/her discretion, to make
exceptions to or modify the strict application of any provision of this Personnel Manual when
such application would create undue hardship for the District or the employee and/or when the
General Manager determines that such variance is necessary and appropriate for the efficient
operation of the District. Any such exception or modification shall not become a provision of
these policies.
Section 1.5 Non-Discrimination
The District shall not discriminate, for or against, any person based on race, creed, color,
religion, national origin, ancestry, sex (including pregnancy, childbirth, medical conditions related
to same, and gender), age, political affiliation, sexual orientation, physical or mental disability,
medical condition, marital status, or any other class protected by law, and shall comply with all
applicable Federal and State laws governing fair employment practices and equal opportunity.
Section 1.6 Reasonable Accommodation
The District will make reasonable accommodation to enable all employees who are disabled, as
_ _dpeninsula Regional Open Space M, met
PERSONNEL POLICIES&PROCEDURES
defined under State and federal anti-discrimination laws, to perform the essential functions of
the job, provided that the employee is otherwise able to safely perform the essential functions of
the position and provided that any accommodation required does not cause undue hardship to
the District. See Reasonable Accommodation/Interactive Process Administrative Policy.
Section 1.7 Memoranda ofAgreement and Employment Agreements
To the extent that these policies are inconsistent with provisions of any applicable Memorandum
of Agreement with a recognized bargaining unit or Employment Agreements (such as those
applicable to Board Appointees), the provisions of the Agreements shall prevail for those
employees covered by the Agreement(s).
Section 1.8 Department Procedures and Practices
Department Managers may implement procedures and practices as deemed necessary for the
efficient and orderly administration of their respective Departments. However, such procedures
or practices shall not conflict with or supersede this Personnel Manual. Department procedures
and practices shall be consistent with and supplementary to this Personnel Manual.
Section 1.9 Distribution ofHR Policies
Copies of the Personnel Manual shall be distributed to each employee of the District and to any
recognized employee organization and bargaining unit at the time of adoption or amendment.
Each new employee shall receive a copy of the Personnel Manual prior to or during orientation
and shall sign a statement indicating that he/she has received and read the manual. Employees
may access the Personnel Manual at any time on the District's computer network or by
requesting a copy from Human Resources.
Section 1.10 Savings Clause
If any provision or the application of any provision of this Personnel Manual, as implemented, is
rendered or declared invalid by any final court action in a court of competent jurisdiction, or by
reason of any preemptive legislation, the remaining provisions of this Personnel Manual shall
remain in full force and effect,unless and until amended by the Board.
Section 1.11 Violation of Personnel Manual
Any violation of this Personnel Manual may constitute grounds for rejection of applicants, and
may result in disciplinary action for employees, up to and including termination, pursuant to the
applicable disciplinary procedures.
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POLICY JOB CLASSIFICATIONS
Section 2.1 Classification Plan
The General Manager shall recommend a Position Classification Plan to the Board of Directors
for General Manager appointed positions. The Position Classification Plan shall consist of salary
ranges and Class Specifications, which *include class tides, purpose of positions, job
requirements, and general job duties. The Board of Directors shall approve the Classification
Plan. The General Manager shall be responsible for keeping the Classification Plan current
through periodic analysis of the positions within the organization. The General Manager shall
have the authority to amend the Class Specifications when such changes do not substantially
change the general job duties of the Class Specification and do not affect the salary range
assigned to that Specification. Upon recommendation by the General Manager, the Board may
create new classifications, divide, combine, revise, reclassify, or abolish existing classes, and may
reassign a class from one salary range to another, or to a new salary range.
A. Regular Positions
Regular Positions are Board authorized, continuous positions and may be full time or
part time, but do not 'include temporary positions. Each regular employee of the District
shall be allocated a class specification as well as specific duties for his/her particular
employment assignment within the District.
B. Temporary Positions
Temporary Positions are positions filled for a limited period of time. The General
Manager may establish duties and rates of pay necessary to secure qualified people for
needed temporary positions when doing so does not exceed the District-wide fiscal year
budget for salaries and benefits. Temporary positions are not required to have Class
Specifications.
Section 2.2 Reclassification
The process of reclassification is intended as a means of properly classifying and compensating
employees, based upon the needs of the District. Reclassification is the combining of two or
more classifications, or the material change in duties of an existing position, which requires a
change in the classification of the employee. In the event that changes in the District's staffing
needs require a reclassification of an employee, the General Manager may approve such
reclassification. However,if the reclassification requires the creation of a new Class Specification
and/or salary range, or the change alters the positions approved in the budget and the
Classification Plan, the Board shall approve the new specification, salary range, or budget
amendment. Reclassification shall not be used for the purpose of circumventing the competitive
hiring process.
A. Position Upgrade-Effects ofIncumbent in the Position
If the reclassification of a position requires that the position be upgraded to a higher
classification, the 'incumbent may be reclassified if the incumbent has met all of the
following criteria:
1) Has the minimum qualifications for the new classification;
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2) Has a satisfactory (or meets standards) overall rating on his/her most recent
evaluation;
3) Has demonstrated the knowledge, skills, and abilities to satisfactorily perform
the full scope of duties in the new classification and;
4) Has been in the existing position for a minimum of one year
B. Position Downgrade
If the reclassification of a position requires that the position be downgraded to a lower
classification, the incumbent shall be reclassified to the lower position within the
District, or at the discretion of the General Manager, may be allowed to fill any similar
vacant position within the District for which that employee is qualified, without a
competitive process.
C. Applicable Pay Following Reclassification
In a position upgrade, the General Manager shall assign the employee to a salary step
within the new classification salary range that is appropriate, based upon the employee's
experience and qualifications. In no case, however, will the new salary step be less than
the employee's current salary. In the case of a position downgrade, the General Manager
shall assign a salary within the new range that is closest to, but not more than, the
incumbent's salary in the existing range. In the event that the employee's existing salary
already exceeds the salary range of the new position, that employee's salary shall be "Y'
rated. (Y-Rating - The maintenance of an employee's existing salary/wage until the
newly assigned salary range 'increases beyond the retained salary of the employee.)
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POLICY 3 RECRUITMENT AND SELECTION
Section 3.1 Vacancies
The Board is the appointing authority for all Board appointed positions, which includes the
General Manager, General Counsel and Controller. The General Manager is the appointing
authority for all other positions in the District. When a vacancy occurs in an authorized
position, the District shall normally conduct a competitive recruitment process.
Section3.2 Equal Opportunity Employer/Applicant Reasonable Accommodation
The District is an Equal Opportunity Employer. The District's recruitment program will be
designed to appeal to the broadest segments of the population, and the selection process for
employment shall not be influenced by race, religion, creed, political affiliation, color,
national origin, ancestry, sex (including pregnancy, childbirth, medical conditions related to
same, and gender), sexual orientation, age, marital status, medical condition or physical or
mental disability. The District will make reasonable accommodation for all applicants with
disabilities to ensure equal opportunity in the application process, provided that any
accommodations made do not result in undue hardship to the District.
Section 3.3 Qualification ofApplicants
No person shall be employed in or appointed to any position unless said person meets the
required qualifications, education, or experience designated for that classification. However, in
order to meet the needs of the District, when a recruitment has been unsuccessful or has not
resulted in candidates that meet all designated criteria, exceptions may be granted by the General
Manager. Applicants are subject to any employment contingencies established for the position
including, but not limited to, a satisfactory medical/physical exam, background *investigation,
reference check, driving record check, and knowledge/skills/leadership style tests. Failure to
satisfy contingencies may result in the District withdrawing an offer of employment, or if
employee has already begun working for the District, termination of employment.
Section 3.4 Disqualification ofApplicants
An applicant may be disqualified for employment for any of the following reasons:
1) The applicant is physically or psychologically unfit for the performance or safe
performance of the essential duties of the position and such unfitness cannot be
reasonably accommodated.
2) The applicant has been dismissed for cause from previous employment.
3) The applicant has used an unethical personal or political influence to attempt to
obtain employment or promotion with the District.
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4) The applicant has been convicted of a felony or misdemeanor, which was of such a
nature as to adversely affect the applicant's ability to perform the duties of the position.
5) The applicant has practiced or attempted to practice any deception, fraud or omission
of material fact in the application or interview, or in securing eligibility for employment.
6) The application or supplement is incomplete or received after the announced closing
date.
7) The applicant has not yet reached his/her 18ffi birthday.
8) The applicant has a relative working for the District and the position for which the
applicant is applying, would require either applicant or relative to render supervisory
authority over the other and/or has the potential to create a conflict of interest in
carrying out either party's District duties.
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POLICY 4 TERMS OF EMPLOYMENT
Section 4.1 Safety and Health
The personal safety and health of each employee of the District is of primary importance. The
District has an Injury-Illness Prevention Program (IIPP) and a Safety Manual, which shall be
made available to each employee. An employee is expected to read the IIPP and Safety Manual,
shall be safety conscious, use good judgment in performing job duties, and follow all rules and
procedures in the IIPP, the Safety Manual, and other procedures or directives given by his/her
supervisor.
Section 4.2 Workday
The regularly scheduled eight-hour workday for full-time employees at the Administrative Office
shall be set by the General. Manager and shall include the core office hours of 9:00 a.m. to 4:00
p.m. The Operations Manager shall set the regularly scheduled eight-hour workday for field staff
employees. Individual employee workday schedules are to be approved by the Department
Manager or Area Superintendent, but must fall within the core hours specified for each work site
by the General Manager or Operations Manager.
A. Meal Breaks An employee's one-half hour to one hour meal break is not a part of
the eight-hour workday, except for the paid lunchtime provided to Supervising Rangers.
B. Rest Breaks Employees are entitled to take a short rest period of up to ten minutes
within each half-day worked. Such rest periods should be taken at a time and in a
manner,which does not interfere with the efficiency of operations.
C. Alternate Work Schedules Supervisors and office staff may be eligible to
participate in alternate work schedules in accordance with administrative guidelines for
the program. Designated hours and work sites may be changed from time to time and
may include weekends, holidays and evenings to accommodate the needs of the District.
See Administrative Guidelines for Flexible Work Schedules for Office, Supervisory, and
Management Employees.
Section 4.3 Attendance
Employees shall be in attendance and ready to work at their designated work sites at the hours
arranged and approved by the employee's supervisor. Any unauthorized absence from the
employee's work duties or work site may be designated as absence without pay and may be cause
for disciplinary action.
A. Reporting Late-to-Work or Absence
Employees are required to follow department procedures in reporting a late-to-work or
unplanned absence. When a department procedure does not exist, employees shall make
every effort to report an absence or late-to-work to his/her supervisor as soon as
possible, but prior to the beginning of that employee's scheduled workday.
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B. Time Cards
Each employee is responsible for keeping accurate records of his/her attendance and
absences, and will fill out and sign his/her time card. Each supervisor will sign the
employee's time cards after verifying the accuracy of the hours reported by the
employee. Employees who are classified as "exempt" under the Fair Labor Standards
Act shall follow the time card procedures set out in the District's Salaried Employees
Policy. (See Appendix E)
Section 4.4 Probationary Status-At Will Employment
The probationary period is part of the selection and testing process and is designed to ensure
that employees are able to satisfy requirements of the position for which they were hired or
promoted. Newly hired or promoted employees are "at will" which means they are subject to
dismissal at any time,without cause, without advance notice, and without the right of hearing or
appeal. This "at will" status continues until a probationary employee has completed the
minimum probationary period specified, including any extension thereof, receives a
recommendation for regular status from the Department Manager, and is approved for regular
status by the General Manager. The General Manager shall also approve all extensions of
probation or failure to pass probation.
A. Probationary Period
The probationary period for newly hired employees shall be twelve (12) months and may
be extended up to three (3) months. The probationary period of promoted employees
shall be six (6) months and may be extended up to three (3) months. In addition, an
employee who is absent from duty or unable to perform the essential functions of
his/her job in excess of four weeks shall have his/her probationary period extended for
the duration of the absence (which may exceed the 3 month extension period described
above) to allow the District an adequate period of time in which to determine if the
employee is able to satisfy the requirements of the position. A probationary employee
will receive written notice prior to any extension of probation.
B. At-Will Status for Department Managers
Department Managers and the Assistant General Manager are "at will" employees who
serve at the will and pleasure of the General Manager throughout their employment, and
may be terminated at any time without cause, without advance notice, and without the
right of hearing or appeal. See Severance Pay for Department Managers and Assistant
General Manager, Section 5.8(a).
Section 4.5 Performance Evaluation Program
The District will provide performance evaluations for the purpose of
1) Recognizing each employee's achievements and contributions to the organization.
2) Providing developmental feedback including identification of deficiencies and
providing specific action plans to improve.
3) Establishing training needs.
4) Providing a basis for salary recommendations and promotions.
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A. Forms and Frequency
The District will provide a form and format for written employee evaluations. Managers
and Supervisors will complete such evaluation forms at least twice annually, except as
otherwise provided in this Personnel Manual, and may provide more frequent
evaluations as may be needed and/or beneficial.
B. Procedures
Employees will be asked to sign the evaluation and will be given up to fifteen (15)
calendar days to 'include any comments in the appropriate section of the form. Employee
comments are optional. If the employee refuses to sign acknowledging receipt of the
evaluation, the supervisor will make a notation on the form of the date the evaluation
was given and that the employee has failed to sign the evaluation.
C. Overall Below Standard Evaluation
If an employee receives an overall below standard performance evaluation and has not
reached the maximum salary step in the applicable salary range, that employee will not be
eligible for a merit 'increase until the next six-month evaluation. If the employee's
performance during the next six month period has been consistently standard or above,
the merit increase will be given at that time.
(The definition for an "Overall Below Standard Evaluation" is: a sufficient number of
Below Standard ratings on the employee's performance evaluation to render that
employee's overall performance to be Below Standard, and/or a Below Standard rating
in any one category which is egregious, chronic, or impairs the employee's ability to
perform the essential functions of the position. Furthermore, in no case shall an
employee receive an Overall Standard Evaluation with three or more Below Standard
ratings.) An Overall Below Standard Evaluation must be written by or approved by the
Department Manager.
D. Not Subject to the Appeal or Grievance Process
The performance evaluation is not subject to any appeal or grievance process.
E. Department Managers and Other "At-will"Employees
Department Managers and other "At-will" Employees who are employed through an
employment agreement will receive regular feedback from the General Manager or
respective supervisor. They are not subject to the written evaluation process described
above, but may, at the discretion of the General Manager, receive periodic written
evaluations.
F. Probationary Evaluations
The District will provide written evaluations for probationary employees at four and
eight months after the start of employment.
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Section 4.6 Promotion
It Is the policy of the District to fill authorized position vacancies with the most qualified
individuals available. The District also endeavors to provide promotional opportunities for
qualified employees. The probationary period for a newly promoted District employee shall be
six (6) months, and may be extended as set out in Section 4.4.
Promoted employees failing to complete probation shall be returned to their former position or
a similar position in a similar pay grade provided that such a position is available. However, if no
such position is available, the employee may be laid off, or may, at the discretion of the General
Manager, be offered a lower position if a vacant position is available and if the employee is
qualified for that position.
A. Pay After Promotion
The General Manager shall assign the employee to a salary step within the new
classification salary range that is appropriate, based upon the employee's experience and
qualifications. In no case, however, will the new salary step be less than the employee's
current salary.
Section 4.7 Employment of Relatives
To avoid any potential for a conflict of 'interest or favoritism, it is necessary to restrict the
employment of relatives of elected officials, appointed officials, and employees of the District.
Relatives, as defined in this section, shall 'include spouse or domestic partner, child, stepchild,
parent, siblings, aunts/uncles, grandparents, mothers/fathers-in laws, any other relative living in
the employee's home. The following restrictions will apply:
1) Relatives shall not be employed in a position, which exercises supervisory
authority over another relative, if the employment has the potential for creating
an adverse impact upon supervision, safety, security, or morale.
2) If two (2) District employees become relatives after employment, and their
employment conflicts with the provisions of Subsection (a) of this section, and
the conflict cannot be resolved by a transfer or other reasonable accommodation,
the two employees will be given a choice of which employee will resign. If
neither chooses to resign, the District may discharge one of the employees based
upon seniority, overall experience, and/or overall impact on the District,without
appeal.
3) In no event shall an employee participate in decision-making aspects of the
recruitment, selection, or determination of compensation process for a position
in which that employee's relative has applied.
4) No District employee or elected official shall attempt to intervene in or
influence a District decision concerning any aspect of the employment of his or
her relative (as defined in this section).
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Section 4.8 Political Activity
District employees are public officials and as such are subject to numerous laws, regulations and
court decisions regulating incompatible activities and conflicts of interest. Therefore, the
following are prohibited activities:
1) An employee may not participate in personal political activities of any kind
while in uniform or during his/her working hours, or during such time when the
public may reasonably assume that the employee is acting as a representative of
the District. (Examples would include wearing of campaign buttons, soliciting
support for a candidate or legislation, or soliciting donations for political causes.)
2) While in uniform or during his/her working hours, or during such time when
the public may reasonably assume that the employee is acting as a representative
of the District an employee may not directly or indirectly solicit or receive
political funds or contributions, knowingly, from other District officers or
employees. An employee may not use any District contact or mailing lists to
solicit such contributions at any time.
3) An employee may not utilize any District resources for the purpose of
personal political activity, nor use District resources to support or oppose any
qualified ballot measure or candidate for elective office.
4) An employee may not use his/her influence or official authority to secure
any appointment of any person or prospective appointment of any person to any
position in the service of the District as a reward or return for personal or
partisan political service.
Any employee who is not sure if his/her activity may be iri violation of this Section should
consult with the Administration and Human Resources Manager or the District's General
Counsel.
Section 4.9 Conflict of Interest
No employee of the District shall have a personal financial interest of any kind in any district
contract, sale or transaction. Any participation by an employee in the process by which such a
contract is developed, negotiated, recommended or executed is a violation of this Section.
Section 4.10 Transfer
Employee requests for transfer to another District work area or department may be considered,
if the position is in the same or comparable classification as the employee's existing position, the
employee has attained regular status, and the employee meets the minimum qualifications of the
new position. Such transfer requests shall be made in writing and submitted to the Department
Manager. If the Department Manager approves, the transfer request will be submitted to the
General Manager for his/her approval. All transfer requests are subject to the approval of the
General Manager.
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The General Manager may initiate employee transfers when the transfer is in the best interest of
the District. Such transfers shall be to a position in the same or comparable class with the same
or comparable salary range. The employee shall remain at the same salary step and shall retain
the same anniversary date. The employee's preferences regarding the transfer will be considered
to the greatest extent possible. Such transfers are not subject to any appeal or grievance
procedure.
Section 4.11 Keys and Security Codes
Keys to the District gates, facilities, and vehicles shall be issued only to employees so designated
by the Department Manager or his/her designee(s). These are the property of the District, and
employees shall not duplicate or loan keys, except when directed to do so by the Department
Manager or designee, and shall surrender them to the District upon separation from the District.
Employees shall immediately report lost or stolen keys to their supervisors who shall then report
the loss to the Department Manager. Employees shall protect District assets by keeping access
codes confidential,except when following procedures for contractor access to preserves.
Section 4.12 Postings on Bulletin Boards/District Property
For the purpose of maintaining a professional, non-political and harassment free work
environment, the District will review all items to be posted on public or community areas of
District property such as bulletin boards, vehicles and common area walls, doors or equipment.
The Department Managers for the Administrative Office and the Area Superintendents for the
field offices shall approve any items before they are posted.
Section 4.13 Off-Duty Employment
The District reserves the right to restrict off-duty employment by District employees for the
purpose of ensuring safe, efficient and effective performance of duties at the District. Any
District employee engaged in, or wishing to engage in outside or self-employment must notify
his/her Department Manager or Area Superintendent in writing. The Department Manager or
Area Superintendent shall discuss the nature and hours of off-duty employment with the
employee and the employee's supervisor (if applicable). The Department Manager or Area
Superintendent shall have the right to limit, deny, or withdraw approval of such employment at
any time,with a minimum of two weeks advance notice, in the event the employee is working an
off-duty job. Any permission to engage in off-duty employment or business ownership must be
in writing. District employees are permitted to work off duty or own a business after receiving
District approval,when all of the following conditions are met:
1) Such employment/business ownership does not conflict with department schedules,
duties and/or responsibilities.
2) Such employment/bus Miess ownership does not create a conflict of interest or an
incompatibility with District employment, (e.g. working on a District contract or
receiving money for performing any act that would be part of the employee's regular
duties).
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3) Such employment/business ownership does not create a detrimental effect upon the
employee's performance of District duties and responsibilities or involve time demands
that render the employee's performance less efficient
4) Work performed in such employment/business ownership is not regulated or
inspected by any District employee.
5) Such employment/business ownership does not involve conducting private business
during hours of District employment or the use of any district resources or uniforms.
6) The employee agrees that he/she is not entitled to receive District-provided
Worker's Compensation benefits if he/she sustains an injury or illness during the course
of off-duty or self-employment not related to his/her District employment.
Section 4.14 Notice of Resignation
Employees who wish to voluntarily terminate employment with the District shall provide a
minimum of two (2) weeks written notice to their immediate supervisor, unless an emergency
situation prevents such notice. The resignation shall be accepted upon submission and deemed
effective on the date stated in the resignation.
Section 4.15 Exit Interview
The Administration and Human Resources Manager or designee shall hold an exit interview with
each regular separating employee. The interview shall include apprising the exiting employee of
any employee benefits (such as retirement) due him/her and providing information or referrals
on how to receive such benefits. All District equipment, keys, credit cards etc. shall be collected
at or before the exit interview.
Section 4.16 Employment Reinstatement
Former employees who have voluntarily left the District service shall have no right to
reinstatement. Any reinstatement into a vacant position (of the same classification) shall be at
the sole discretion of the General Manager as long as the request for such reinstatement occurs
within 6 months of the employee's separation in good standing from District employment. The
rate of pay for the reinstated employee shall be determined by the General Manager, but shall
not exceed the rate of pay the employee was earning prior to leaving District employment, and
may be less if the employee is reinstated to a lower position. For the purpose of attracting and
maintaining experienced and qualified personnel, the General Manager, at his/her sole
discretion, may determine the amount of leave time accrual and other "time-in-grade" benefits
the reinstated employee may earn upon reinstatement.
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POLICY COMPENSATION
The District endeavors to establish pay for their employees that allow it to attract and retain
competent, qualified staff, and is equitable internally. The General Manager shall recommend a
Compensation Plan to the Board of Directors for General Manager appointed positions, which
meets these general guidelines. Upon recommendation of the General Manager, the Board of
Directors shall approve the Compensation Plan. The Compensation Plan may include
Administrative Guidelines, which shall be supplemental to this policy. The General Manager
shall periodically review the compensation received by District employees, utilizing such tools as
the Consumer Price Index and review of salary plans of similar positions in the related Ph
market.
Section 5.1 Starting Salaries
A starting salary shall normally be at the first step of the salary range. However, the General
Manager, at his/her discretion, shall determine starting salaries for *individual employees within
the compensation plans, commensurate with the new employee's experience, knowledge,
education, skills and abilities.
Section 5.2 Step Increases
If a salary step program is being utilized, new employees hired at a rate of pay that is not at the
maximum of the pay range shall be eligible for a salary increase upon successful completion of
the probationary period, or any extension thereof Thereafter, employees shall be eligible for
salary increases at twelve-month intervals, up to the top of the pay range. A completed
performance evaluation with an overall rating of satisfactory or above shall be required for all
salary increase recommendations.
Ili
Section 5.3 Pay After Promotion
An employee who has successfully competed for a position in the District which has a higher
salary range than his/her existing position shall be assigned the beginning step of the new salary
range or five (5) points above his/her existing salary, whichever is greater. In addition, an
adjustment of up to five (5) points will be added to the starting salary to compensate for the
length of time since the employee's last merit 'increase, unless the employee was at the top of the
salary range (see promotional chart below).
In an 'instance in which the 'incumbent employee's knowledge and experience are such that a
promotional starting salary as noted above would create 'internal inequity, the General Manager
may make an adjustment to the starting salary which is commensurate with that employee's
experience, knowledge,education, skills and abilities, including the length of time that employee
may have served in an "Acting" capacity for the newly promoted position,not to exceed the top
of the salary range.
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Months*Worked Since Merit Increase
Last Annual Evaluation
1 month 0.0 Points
2 through 3 months 1 point
4 through 5 months 2 points
6 through 7 months 3 points
8 through 9 months 4 points
10 through 11 months 5 points
*Month is equivalent to 30 days. Add total days since last annual evaluation and divide by 30,
then round off to the nearest month.
Section 5.4 Acting Assignments
The General Manager may assign an employee to perform the duties of and assume the
responsibilities of a higher-level classification due to a position vacancy, or to meet the
temporary needs of the District. In consideration of the Acting Assignment, the employee shall
be paid at least five but not more than ten points more than his or her current salary, beginning
on the first day of the assignment, subject to the minimum and maximum time periods noted
below. The need for acting assignments shall be evaluated on a case-by-case basis. Assignment
of some duties of a higher classification during the temporary absence of an employee without
assignment of the full responsibilities of the higher classification may be made without additional
compensation paid to the employee.
A. Sala-tied Employees
Salaried employees are those District employees whose position is classified as exempt
from the overtime compensation requirements of the Fair Labor Standards Act. Acting
pay for salaried employees shall apply only if the Acting Assignment exceeds fifteen (15)
working days.
B. Hourly Employee
Hourly employees are those District employees whose position is classified as non-
exempt from the overtime compensation requirements of the Fair Labor Standards Act.
Acting pay for an hourly employee shall apply only if the Acting Assignment exceeds five
(5) working days. In the event an hourly employee is assigned to Act for a salaried
position, the employee shall continue to be paid hourly for the purposes of overtime and
will therefore not be eligible for any Administrative Leave time.
C. Duration
An acting appointment shall normally not exceed six months, however, the General
Manager may authorize an extension of the period due to extenuating circumstances and
to meet the needs of the District.
Section 5.5 Overtime
When it is necessary for the operation of the District, hourly employees may work overtime, but
must obtain authorization from their immediate supervisor, Area Superintendent or Department
Manager prior to commencement of overtime. Field Supervisors are pre-authorized for
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overtime if needed to complete an emergency *incident. The Supervisor shall contact an Area
Superintendent or Department Manager mimediately if the event is going to take an extended
amount of time.
In compliance with the Fair Labor Standards Act, as it applies to public sector employers, any
employee of the District required to work overtime shall be compensated at time and one-half
his/her regular hourly rate of pay for time actually worked in excess of forty (40) hours within
the seven day work week, (exclusive of non-paid meal breaks). For field supervisory employees
overtime pay shall apply for time worked in excess of the scheduled workday or in excess of the
forty-hour workweek. Holiday, sick, and vacation paid leave time shall be counted toward the
calculation of hours worked for the purpose of overtime compensation.
A. Alternate Work Schedules
Overtime rules for employees authorized to work Alternate Work Schedules (such as
9/80) shall be those set out in the Administrative Guidelines for Flexible Work
Schedules for Office, Supervisor, and Management Employees regarding overtime rules
for flex schedules.
B. Salaried Employees
Employees of the District designated as salaried shall not be subject to the provisions of
this section. (See Salaried Employee Policy-Appendix E)
Section 5.6 Compensatory Time
An hourly employee may elect compensatory time in lieu of overtime pay. Compensatory time
is subject to a maximum accrual of 50 hours (33 and 1/3 hours worked computed at time and
one half to a total of 50 hours). Supervisor approval is required for use of compensatory time
and shall normally be granted if the employee provides reasonable advance notice and if the
granting of the time off does not unduly disrupt District operations. Use of compensatory time
is not considered hours worked in a week for the purpose of calculating overtime. Unused
compensatory time shall be paid at termination.
Section 5.7 Longevity Pay Program
An Office, Supervisory and Management employee who has worked full time for the District for
a minimum of ten (10) consecutive years, is currently at the top of his/her salary range, and has
no below standard rating on his/her last annual performance evaluation, will be eligible to
receive a one percent (1%) lump sum payment each year after completion of the annual
performance evaluation. The lump sum payment will not adjust the salary range and will not
count toward the calculation of annual salary for the purpose of computing life 'insurance
coverage or LID wages.
Section5.8 Meritorious Pay for"At Will"Department Managers and Assistant
General Manager
A. Merit Pay
For those department managers who have reached the top of their salary range as of
April 1" of any given year, (beginning April 1, 2007) the General Manager may award
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meritorious performance pay of 1% to 5% of the employee's annual salary at the end of
that fiscal year, based upon overall performance, *including, but not limited to,
completion of items on the annual Action Plan as well as performance in response to
unanticipated projects and exceptional professional and managerial achievement. This
merit pay if awarded, is a lump sum payment, will not adjust the salary range, and will
not be added to the individual's base salary for the purpose of computing life *insurance
coverage or LTD wages.
B. Severance Pay
Department Managers and the Assistant General Manager are "at will" employees and
will be given a severance payment equal to 90 days of their current salary if they are
terminated from District employment at the will and pleasure of the General Manager,
except in cases of official misconduct.
Section5.9 Shift.Differential/Call Back Pay for Field Supervisory Staff
A. Night Shift
Hourly field personnel will receive a differential of$3.00 per hour for each hour actually
worked between 7:00 P.M. and 6:00 A.M. on any shift. The differential shall apply to
overtime hours the same as straight time hours.
A. Split Shift
Hourly field personnel assigned to work a split shift will receive a differential of$40.00
per workday for each split shift actually worked.
B. Call Back Time
Any hourly field supervisor not residing in District housing will receive a minimum of 3
hours of call-back time paid at time-and-one half(1-1/2 time).
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POLICY 6 BENEFITS
Section 6.1 Benefit Plans
A. Medical Insurance
The District participates in the CalPERS Health Insurance Program, which offers a
choice of several medical plans available to District employees. Effective January 1, 2007,
the District will contribute $300.00* per month toward the cost of medical insurance for
regular, full time employees. Effective January 1, 2009, the District will contribute
$350.00* per month toward the cost of medical insurance for regular, fun time
employees. (*See Section B (5) below.)
The District will provide same-sex domestic partner medical coverage in the CalPERS
Health Program plans as provided for in this section to the extent and in the manner in
which the CaIPERS Health Program allows for the domestic partner's enrollment.
Unless the domestic partner qualifies as a dependent under Section 152 of the Internal
Revenue Code, domestic partner coverage cannot be paid on a pre-tax basis under the
Cafeteria Plan or paid for with contributions under the Cafeteria Plan. The fair market
value of the domestic partner coverage, less any amount paid by the employee for that
coverage, must be taxed to the employee as income.
B. Cafeteria Plan
The District will continue to provide a Section 125 Cafeteria Plan that employees may
use to pay for the cost of medical, dental, and vision 'insurance as well as Dependent
Care and Health Care Reimbursements on a pretax basis. The District will provide a
contribution into the Cafeteria Plan sufficient to pay for dental and vision insurance,plus
an additional amount toward medical insurance as described below. The Cafeteria Plan
contribution will be adjusted to maintain the level of contribution described below
whenever the premium cost for medical, dental or vision insurance changes.
1) Effective January 1, 2007 the District will provide contributions to the
Cafeteria Plan sufficient to cover the one-party (employee) premium of the
lowest cost HMO (over and above the basic $300.00 contribution) and will pay
ninety-five percent (95%) of the difference between the lowest cost HMO one-
party (employee) plan and the lowest cost HMO 2-party or family plan
premiums, as may be selected by the employee. If the employee selects a more
expensive plan than the lowest cost HMO, the employee will pay 100% of the
additional premium cost above what is paid for by the District under the lowest
cost HMO plans as described above.
2) Effective January 1, 2008 the District will provide contributions to the
Cafeteria Plan sufficient to cover the one-party (employee) premium of the
lowest cost HMO (over and above the $300.00) and will pay ninety-two and one-
half percent (92.5%) of the difference between the lowest cost HMO one-party
(employee) plan and the lowest cost HMO 2-patty or family plan premiums, as
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may be selected by the employee. If the employee selects a more expensive plan
than the lowest cost HMO, the employee will pay 100% of the additional
premium cost above what is paid for by the District under the lowest cost HMO
plans as described above.
3) Effective January 1, 2010 the District will provide contributions to the
Cafeteria Plan sufficient to cover the one-party (employee) premium of the
lowest cost HMO (over and above the $350.00 effective as of January 1, 2009)
and will pay ninety percent (90%) of the difference between the lowest cost
HMO one-party (employee) plan and the lowest cost HMO 2-party or family
plan premiums, as may be selected by the employee. If the employee selects a
more expensive plan than the lowest cost HMO, the employee will pay 100% of
the additional premium cost above what is paid for by the District under the
lowest cost HMO plans as described above.
4) In the event CaIPERS offers a medical 'insurance plan with lower premiums
than the lowest cost HMO, an employee selecting such a plan will have
contributions remaining in the Cafeteria Plan and may apply the remaining
contribution to other qualified benefit costs, or receive the difference in cash.
5) *If an employee provides evidence that he/she is covered under a non-
District medical plan,basically equivalent to that provided by the District, he/she
may elect to waive such coverage through the District. Employees waiving
medical coverage will receive contributions under the Cafeteria Plan equivalent
to one-half of the one-party (employee) rate of the lowest cost HMO, and may
elect to apply such contribution toward other qualified benefit costs or receive
the difference in cash.
6) If the District determines, before or d1iring,any Cafeteria Plan year, that the
Cafeteria Plan may fail to satisfy any requirements of the Internal Revenue Code
for such plan year, the District shall take such action as the District deems
appropriate and necessary to ensure that the Cafeteria Plan satisfies the
requirements of the applicable IRS Code.
C. Dental Insurance
The District will make available the Delta Dental Plan that is provided to the District as
a subgroup of Santa Clara County. The District will provide a similar plan if the Delta
Dental Plan becomes unavailable. The District will pay the full premium cost of the
dental plan coverage for employees and dependents.
If an employee is currently covered under a non-District provided dental plan, basically
equivalent to that provided by the District, the employee may elect to waive such
coverage through the District. An employee who elects to waive dental coverage will
receive the cash equivalent of one-half (1/2) of the dental premium, and may elect to use
it for other benefit costs or receive it in cash.
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The District agrees to provide same-sex domestic partner coverage in the dental plan, if
the plan allows for the domestic partner's enrollment.
D. Vision Insurance
The District will make available the Vision Service Plan as provided to the District as a
subgroup of Santa Clara County. The District will provide a similar plan if the Vision
Service Plan becomes unavailable. The District will pay the full premium cost of the
vision plan coverage for employees and dependents as a contribution to the Cafeteria
Plan.
An employee may elect to waive vision plan coverage through the District. An employee
who elects to waive vision coverage may elect to apply the full amount of the vision plan
premium toward other benefit costs or receive it in cash.
The District agrees to provide same-sex domestic partner coverage in the vision plan, if
the plan allows for the domestic partner's enrollment.
E. Basic Life and Accidental Death &Dismemberment(AD&D)Insurance
The District will provide basic life insurance coverage equivalent to two times (2x) the
employee's annual salary and AD&D plan coverage equivalent to two times (2x) the
employee's annual salary at no cost to the employee. Note: the two times (2x) the
employee's annual salary may be subject to benefit reductions required by the carrier for
employees age 65 and older.
F. Optional Benefits
The District shall offer the following optional benefits to employees at the employee's
cost:
1) Supplemental Group Life Insurance
G. Part-Time Employees
Medical, dental and basic life insurance benefits for regular part-time (one-half time or
greater) employees shall be provided on a pro-rata basis.
H. State Disability Insurance (SDI)
The District agrees to continue payroll deduction of State Disability Insurance (SDI)
premiums for all employees except for any group of employees who may have elected
out of the SDI program.
L Employee Assistance Program
The District shall provide an Employee Assistance Program for all regular employees of
the District and shall pay the full cost of the program.
J. Long-Term Disability Plan (LTD)
The District will provide a Long-Term Disability Plan, requiring 100% employee
participation. This is an employee paid plan.
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K. Retirement
The District contracts with the California Public Employees' Retirement System
(CalPERS) to provide the local miscellaneous 2.5% at 55 Retirement Plan formula. The
District shall pay the required Employee Member Contribution (EMC) except as
provided below.
Employees shall contribute 1% of the EMC toward the cost of providing the retirement
plan. Effective 04/01/2008, employees shall pay an additional 1% of the EMC for a
total of 2%.
L. Dependent Care and Medical Expense Reimbursement
The District will provide a Dependent Care Plan and Medical Expense Reimbursement
Plan in accordance with Internal Revenue Code Section 125. Such plans enable
employees to deposit funds into the plan and to pay for dependent care and
unreimbursed medical, dental, or other health care expenses on a pre-tax basis.
M. Retiree Medical Coverage
An employee who retires from the District and who begins receiving CalPERS
retirement benefits within one hundred twenty (120) days of separation from District
employment will be eligible to continue his/her CalPERS medical plan coverage during
retirement. The District will contribute Three Hundred Dollars ($300.00) per month
toward the cost of such employee's retiree medical plan premium. Effective 01/01/2009,
this amount will increase to Three Hundred Fifty Dollars ($350.00) per month.
Section 6.2 Industrial Injury or Illness/Workers'Compensation
If, during the performance of assigned duties, an employee sustains an industrial injury or illness
covered by Workers' Compensation, the District shall augment Workers' Compensation, long
term disability, and other benefits in order to provide for full pay for the disabled employee up
to a maximum of ninety (90) days in a twelve month period without use of the employee's
accrued leave time; except that the employee must use accrued leave time to cover the three (3)
day waiting period for Workers' Compensation temporary disability payments, unless the
employee is hospitalized as an inpatient or unable to work more than fourteen (14) days. All
industrial injuries or illnesses must be immediately reported to the employee's supervisor or
Human Resources personnel so that appropriate report forms can be completed.
An employee who is disabled by an industrial injury or illness will be placed on a Workers'
Compensation leave of absence that may run concurrently with Family and Medical Leave.
Temporary disability benefit coverage will also apply to follow-up medical appointments that
occur during work time as a result of an industrial injury or illness covered by Workers'
Compensation. The employee must notify the supervisor of all such medical appointments that
occur during work time in the same manner as Section 7.5 B. Sick Leave Usage.
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Temporary disability benefit coverage will not be provided if the District offers the employee a
modified duty assignment within the employee's medical limitations and the employee declines
the modified duty assignment.
A. Modified Duty
In cases of injury or illness, or pregnancy, an employee may return to work for modified
duty upon approval of District administration and in consultation with the employee's
treating physician. The term of modified duty is generally limited to four months. The
employee shall continue to receive his/her pre-injury or illness base pay during the
modified duty. Approval for modified duty shall be based upon the District's ability to
provide work consistent with the employee's qualifications, medical limitations, and the
length of time of the limitations. The District may consult its own physician in
determining the employee's work limitations.
Modified duty requests shall be made to the employee's immediate supervisor with
appropriate documentation from the treating physician specifying the nature and
duration of the work limitations. The supervisor will review the request and the
documentation for completeness and immediately forward them to the Area
Superintendent or Department Manager. The Area Superintendent or Department
Manager will then consult with Human Resources to determine if appropriate work is
available at the employee's workstation before assigning the employee to another
workstation. An employee on modified duty will be required to accept any modified
duty assignment, schedule and/or work location within the District that is consistent
with his or her limitations. The decision of the District with respect to modified duty
assignments, schedule or work location is final, and is not subject to any grievance or
appeal process. The duration, number and nature of modified duty assignments are
subject to the needs of the District. No employee has any entitlement to any modified
duty assignment of any kind or of any length. If at any point it is determined that the
employee is permanently prevented from returning to his or her usual and customary
occupation, the modified duty work assignment will be terminated, and to the extent
required by law, the District will initiate the reasonable accommodation process.
Section 6.3 Professional Development
A. Educational Opportunities
1) All District employees are encouraged to pursue educational opportunities that
directly relate to their work, as well as other opportunities that will add to the
employee's education and/or skill level and are intended to prepare the employee
for future job assignments with the District.
2) Employees who register for courses that are determined by the District to be
of direct and significant benefit to the District may receive reimbursement for
tuition, fees and book expenses *incurred while taking approved courses.
Application shall be made on forms provided by the District and must be
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approved in advance of taking the course by the department manager and the
Administration and Human Resources Manager.
3) The limit to the amount of tuition and book reimbursement, which may be
made per fiscal year per employee, is determined by the Board of Directors and
is currently $800.00. The amount approved by the department manager is
subject to department budgetary limits.
4) All approved reimbursements shall be made upon the satisfactory completion
of course work and the obtaining of a minimum passing grade of"C" or "Pass".
5) Employees shall not be compensated for time spent in attendance at
educational opportunity courses.
B. Training
Hours spent in a required training that results in an hourly employee working in excess
of the normal forty-hour workweek, will be compensated in accordance with FLSA
regulations.
C. Conference/Convention Attendance
Decisions concerning an employee's request to attend a conference, convention, or other
meeting at the District's expense shall be authorized in advance by the Department
Manager and approved in advance by the General Manager. Permission shall be granted
on the basis of the employee's participation in or the direct relation of the employee's
work to the subject matter of the conference.
Members of professional organizations and/or societies may be permitted to attend
regular meetings of the organization and/or society when such attendance is considered
to be in the best interest of the District.
D. Professional Dues and Memberships
See Administrative Policy — Request for Partial Reimbursement of Professional
Dues/Memberships.
Section 6.4 Uniform Compensation for Field Supervisory Staff
A. New Hires
Newly-hired employees working in the classifications of Operations Manager, Area
Superintendent, Supervising Ranger and Maintenance and Resource Supervisor will
receive their initial regular uniform items from the District at no cost to the employee as
outlined by the regular uniform items list per the job classification. The General Manager
may authorize additional uniform items if he/she desires.
B. Allowance Amount
The General Manager shall set the annual allowance for replacing worn-out regular or
optional uniform items by April 152 of each year.
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The District will pay any additional cost for oversized uniform items that are
commercially available (not custom or tailored items).
C. Eligibility/Prorating
Employees will become eligible to use the uniform allowance at the completion of their
probationary period. With respect to the time between the probationary period
completion date and the next April 1, the allowance will be prorated based on a full
year's allowance.
D. Full Allowance
Employees will have access to a full year's uniform allowance on April 1 following their
probationary period completion date and every April 1 thereafter.
E. Direct Use and Responsibility
Employees will use the uni
form allowance directly with vendors, without prior approval
from supervisors. It will be the employees' responsibility to monitor the use of their own
allowance; any expenditure that exceeds the allowance must be reimbursed to the
District.
F. Provided Items (No Cost)
In addition to the uniform allowance items referred to in the regular uniform list in the
job classification, the District will continue to provide items it has provided in the past at
no cost to the employees.All items covered by this section remain the property of the
District and will be returned to the District upon separation from District employment.
G. Boots, Coveralls, Raincoats and Rainpants
In addition to the uniform allowance items referred to in the regular uniform list, the
District will provide work boots, coveralls, and adequate rainpants and adequate hooded
raincoats to the employees. These items will be replaced at the request of the employee,
on approval of his/her immediate supervisor. The District will provide steel-toed work
boots at the employee's request. All items covered by this section, with the exception of
work boots and optional raingear purchased all or in part with uniform allowance
money, remain the property of the District.
H. Boot Replacement
This policy will be the same as set out in the Field Employees Association Memorandum
of Agreement then in effect.
L Bicycle Patrol Uniforms
The District will provide to each Supervising Ranger who participates in the Bicycle
Patrol Program one pair of long bicycle pants and one bicycle jacket.
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POLICY 7 LEAVE TIME
The General Manager sets the holiday schedule annually for all District employees.
Section 7.1 Holidays
A. Administrative Office Staff and Area Superintendents
Annual holidays shall normally consist of.
New Year's Day
Martin Luther King Jr. Day
Presidents' Day
Memorial Day
Independence Day
Labor Day
Veterans' Day
Thanksgiving
The day after Thanksgiving
Last workday preceding the Christmas Day observance
Christmas Day
B. Field Supervisors
Annual holidays shall normally consist of
New Year's Day
Martin Luther King Jr. Day
Presidents' Day
Cesar Chavez Day
Memorial Day
Independence Day
Labor Day
Veterans' Day
Thanksgiving
The day after Thanksgiving
Last four hours of last workday preceding the Christmas Day observance
Christmas Day
C. Regular part-time employees are eligible for the same paid holidays on a pro rata
hour basis according to the average number of hours they work.
D. Usage
1) If a paid holiday falls on Saturday, the holiday shall be observed on the
preceding Friday. If a paid holiday falls on Sunday, the holiday shall be observed
on the following Monday. For employees scheduled to work Saturday and
Sunday,holidays will be observed on the actual day they occur.
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2) Holidays, which occur during an employee's vacation, shall not be charged
against vacation time.
3) An hourly employee who works on a scheduled holiday has three choices for
compensation:
a) One and one-half times his/her regular rate of pay plus a
replacement holiday within the following two weeks, provided the
supervisor and the employee can reach mutual agreement on the
replacement day; or
b) One and one-half times his/her regular rate of pay plus the
corresponding number of hours added to his/her holiday bank; or
c) Two and one-half times his/her regular rate of pay.
4) When a holiday falls on a regularly assigned day off, an hourly employee will
receive the corresponding number of hours in his/her holiday bank.
5) The holiday bank will be administered according to the following provisions:
a) Employees who wish to schedule time off covered by the holiday
bank shall submit requests to their supervisor. Such requests shall be
approved with due consideration for the desires of the staff and for the
requirements of the work location. Holiday time off requests shall
normally consist of 8-hour increments.
b) Any time remaining in the "holiday bank" at the end of the calendar
year shall be paid to the employee in cash at the current rate of pay by
December 31st of the same calendar year subject to subsection d below.
c) Employees who terminate during the calendar year shall be paid for
all time remaining in their holiday bank at the current rate of pay.
d) Employees assigned to work the last four hours of the workday
preceding Christmas Day and/or Christmas Day or whose regular days
off occur on the holidays may convert up to 12 unused holiday hours to
vacation.
6) Only an employee who is in paid status five days before and five days
after a holiday shall be eligible for paid holiday benefits as described herein; this
requirement will not be applied to the annual closure of the District's
Administrative office during the winter holiday week.
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Section 7.2 Personal Leave
A. Allotment
Regular full-time Office Staff and Area Superintendents shall earn thirty-six (36) hours
Personal Leave time each calendar year. Regular full-time Field Supervisors shall earn
thirty-two (32) hours personal leave time each calendar year. Regular part-time
employees shall earn a pro-rated number of hours of personal leave time according to
the average number of hours worked.
B. Distribution
Employees shall earn Personal Leave according to the following terms:
1) On the first pay a period of each quarter, employees will earn one-quarter of
the annual Personal Leave. Employees ma maintain a maximum of the total
Y
amount of Personal Leave for which they are eligible each calendar year.
Employees who reach this limit will not earn an additional Personal Leave at the
Y
time of allotment unless and until the amount of their accrued Personal Leave
falls below this accrual limit. In that event, on the first pay period of the next
quarter, employees shall earn only the amount of Personal Leave for which they
are eligible, sufficient to reach their maximum allotment limit.
i
2) An employee hired during the course of a calendar year will earn a pro-rata
number of Personal Leave hours for the remainder of that calendar year.
3) Employees who are in unpaid leave status during any quarter will receive a
prorated amount of personal leave allotment in the next quarter.
C. Usage
g'
1) Supervisor approval is required for use of Personal Leave and shall normally
be granted if the employee provides reasonable advance notice, and if the
granting of the time off does not unduly disrupt District operations. Except in
emergency situations in which reasonable advance notice could not be given, no
reason for use of personal leave need be given.
2) Personal Leave hours must be taken in one-half hour minimum increments.
3) Should an employee terminate his/her employment with the District, any
Personal Leave the employee has remaining in his/her leave bank shall be paid to
the employee at his/her current hourly rate of pay.
Section 7.3 Administrative Leave—Salaried Employees
A. Allotment
Administrative Leave time will be granted to salaried as follows:
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1) The Assistant General Manager and Department Managers will receive sixty-
four (64) hours of Administrative Leave time per calendar year.
2) Salaried employees who are required to regularly attend night and/or
weekend meetings, training, or other activities shall be eligible to receive a
minimum of two (2) and a maximum of five (5) days of Administrative Leave per
calendar year. The General Manager, upon Department Manager
recommendation, shall determine the amount of Administrative Leave allotted to
each salaried employee by January 1" each year.Adjustments to the allotment can
be made on a quarterly basis if the amount of night and/or weekend work
requirements of the District change during the course of the year.
3) All other salaried employees will receive sixteen (16) hours of Administrative
Leave per year.
4) Employees who are in unpaid leave status during any quarter will receive a
prorated amount of Administrative Leave in the next quarter.
B. Distribution
On the first pay period of each quarter, employees will be allotted one-quarter of the
annual Administrative Leave for which they are eligible. Employees may accrue a
maximum of the total amount of Administrative Leave for which they are eligible
each calendar year. Employees who reach this limit will not accrue any additional
Administrative Leave unless and until the amount of their accrued Administrative
Leave falls below the accrual limit. In that event, on the first pay period of the next
quarter, employees shall accrue only the amount of Administrative Leave for which
SY x
they are eligible, sufficient to reach their maximum accrual limit.
C. Usage
1) Supervisor approval is required to use Administrative Leave. No more than 8
hours of Administrative Leave time may be added to vacation time for purposes
of extending a scheduled vacation, unless the General Manager approves
additional use of Administrative Leave in advance.
2) Administrative Leave time must be taken in one-half hour minimum
increments.
3) Should an employee terminate his/her employment with the District, any
Administrative Leave the employee has remaining in his/her leave bank shall be
paid to the employee at his/her current hourly rate of pay.
4) A salaried employee hired during the course of a calendar year will receive a
pro-rata number of Administrative Leave hours for the remainder of that
calendar year.
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Section 7.4. Vacation
A. Accrual
1) Each regular District employee shall earn vacation time according to his/her
years of service as noted in the chart below and the number of hours paid to the
employee during any given pay period. All regular part-time District employees
shall earn vacation time on a pro-rata basis in accordance with the number of
hours paid, exclusive of overtime.
Years of Service Earnings per Hour Equivalent 8-Hour
Paid Days
per Year(Full Time)
1-9 0.05769 hr. 15
10- 14 0.07692 hr. 20
15- 19 0.08077 hr 21
20-24 0.08846 hr. 23
25+ 0.09615 hr. 25
2) Employees may accrue up to two times the amount of their annual vacation.
Employees who reach this accrual limit will not earn any additional vacation days
unless and until the amount of their accrued vacation time falls below the accrual
limit.
B. Usage
1) Vacation shall be taken in minimum increments of one-half hour.
2) Department Managers or their designee shall approve vacation requests
from their respective staff members with due consideration for the desires of
the entire staff and for the work requirements of the department or field
office. Vacation schedules may be altered to allow the department or field
office to meet emergency or unanticipated situations.
3) An employee who has a minimum of 120 hours vacation leave balance
on either June 1 or December 1 of each year may elect to cash out up to
forty (40) hours of such leave per year in either June or December. Such
requests must be received in writing by June 15 or December 15 of each
calendar year and shall be paid to the employee on or before June 30" or
December 30th.
4) Upon termination, an employee shall be paid at his/her current hourly
rate of pay for any vacation accrued but not used.
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I
Section 7.5 Sick Leave
i
A. Accrual
All regular full time District employees shall earn sick leave at a rate of 0.04615 hours
per paid hour for a total of 12 days per year. Sick leave shall accrue from the date of
employment and may be accumulated on an unlimited basis.
B. Usage
1) Employees are eligible to use sick leave for the following reasons:
a) Personal illness or physical disability.
b) Quarantine by a physician.
c) Health care appointments including medical,dental,vision or
Employee Assistance Program.
d) Illness or disability of an immediate family member or domestic
partner requiring the employee to be unavailable for work, subject to
subsection 5 below.
e) Worker's Compensation.
2) Sick leave shall betaken in increments of one half hour.
3) Any employee who is unable to report to work because of any of the reasons
noted above shall report the reason for absence to his/her supervisor by the
designated starting time each day he/she is unable to report to work unless
unable to do so. In the event the employee is physically physically ee P Y 1' Y Y unable to
report the absence prior to the employee's start time, the employee should report
the absence to the supervisor as soon as reasonably possible. Sick leave with pay
may not be authorized for compensation unless such a report is made. For a
prolonged illness, special arrangements regarding notifying a supervisor may be
made.
4) Upon resignation, separation from service, or retirement from District
employment, employees in good standing with ten (10) or more years of District
employment will receive a cash payment of the equivalent cash value of accrued
sick leave as follows:
Years of Employment Percentage of Equivalent
Cash Value of Accrued Sick
Leave
10— 15 20%
16—20 25%
21 or more 30%
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An employee hired before August 9, 2006 who retires from the District shall
receive a cash payment of the percentage of equivalent cash value of accrued sick
leave based on years of employment as described above, and apply the remainder
of the equivalent cash value toward his/her cost of retiree medical plan
premiums and/or other qualified medical expenses. Upon retirement, the
amount qualified and designated for retiree medical costs shall be deposited in
the Retiree Health Savings (RHS) plan, set up by the District. The cost for
maintaining the retiree's RHS account and the annual fee for the reimbursement
process of qualified medical expenses will be paid for by the retiree.
II
An employee hired on or after August 9, 2006 who retires from the District may
elect to receive only a cash payment of the percentage of equivalent cash value of
accrued sick leave based on years of employment as described above.
In all cases the equivalent cash value of accrued sick leave will be based on
current rate of pay as of the date of separation from District employment.
5) An employee may use up to 72 hours per year to care for a member of
his/her immediate family or his/her domestic partner, requiring the employee to
be unavailable for work. Immediate family is defined as an employee's spouse or
domestic partner, child, parent, sibling, grandparent, mother/father-in-law, and
any relative of the employee living in the employee's household. For purposes of
sick leave the domestic partner of an employee is defined as provided in
California Family Code Section 297, as may be amended from time to time.
6) If an employee is ill on a designated paid holiday, the holiday shall be charged
as holiday time and shall not be charged against sick leave.
7) An employee who is injured or becomes ill while on vacation may petition
the Administration and Human Resources Manager to be paid for sick leave in
lieu of vacation provided that the employee:
a) was hospitalized during the period for which sick leave is claimed and
can provide documentation for such hospitalization; or
b) received medical treatment or diagnosis and presents a statement
indicating illness or disability signed by a physician covering the period
for which sick leave is claimed.
8) An employee absent on paid sick leave five days or more may be required to
submit to the appropriate supervisor verification from a physician or licensed
practitioner of his/her illness or injury and ability to return to work. An
employee absent on paid sick leave five days or more in order to care for an
immediate family member or domestic partner as defined in this section will be
required to submit (to the appropriate supervisor), verification from a physician
or licensed practitioner of the family member's or domestic partner's illness or
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injury and the inability of that person to care for his/her needs independently.
9) If an employee uses all of his or her accrued sick leave, the employee may
request his or her accrued vacation leave be deducted for each day absent due to
illness or injury. In the absence of accrued vacation time, the employee may
request a disability leave of absence in accordance with Family and Medical
Leave (see Appendix B) or an advance of sick leave in accordance with
subsection 10 below. In the absence of such leave being granted, the absence
will be charged to other accrued leave.
10) If an employee has exhausted or will exhaust his or her accrued sick leave, up
to 10 days of sick leave may be advanced to an employee by the General
Manager on a case-by-case basis to cover the employee's absence. The request
must be made in writing to the General Manager in advance of the absence for
which the sick leave is requested. The General Manager may request supporting
statements from the employee's health care provider. Upon termination, the
employee must reimburse the District for any advanced sick leave not covered by
subsequent accrual.
Section 7.6 Bereavement Leave
A leave of absence with pay not to exceed three consecutive working days will be
granted a regular District employee in the event of the death of a member of the
employee's immediate family. The Administration and Human Resources Manager may
allow the use of accrued sick leave for up to two days to supplement the three days of
bereavement leave when travel to distant locations or other circumstances require the
employee's absence in excess of three days.
For purposes of bereavement leave, "immediate family" shall mean the employee's
spouse or domestic partner (as defined in the Sick Leave section) parents, grandparents,
step-parents, mother or father-in-law, grandmother or grandfather-in-law, children, step
children, grandchildren, son or daughter-in-law, brother or sister, brother or sister-in-
law, aunt or uncle of the employee or spouse/domestic partner, or any relative living in
the immediate household of the employee.
Section 7.7 Witness/Jury Duty
A leave of absence with pay will be granted a regular District employee subpoenaed as a
witness in a matter related to an event or transaction involving the employee which
occurred in the course of his/her duties or called for )ury duty as long as any
compensation the employee receives for such duty, except for meal and mileage
reimbursements, is waived or signed over to the District. Regularly scheduled work time
lost because of such duty shall not affect the employee's accrual of vacation, sick, or
personal holiday time.
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Section 7.8 Military Leave
A. Re-Employment Rights of Employees Returning from Military Service
Employees returning from military leave may be reinstated provided that:
1) The employee was a regular District employee prior to taking military leave;
2) The employee gave advance written or verbal notice to the District of the
leave;
3) The cumulative length of absence and of all previous absences of
employment with the District because of military service does not exceed 5 years;
4) Reinstatement would not pose an undue hardship on the District;
5) The returning employee must report back to work in accordance with the
provisions of the United States Employee and Employment Rights Act
(USEERA):
a) Employees returning from military leave of less than 31 days must
report for employment no later than the beginning of the first full
regularly scheduled work period on the first full calendar day following
completion of service;
b) Employees returning from leave of more than 30 days but less than
181 days must report for employment no later than 14 days after
completion of service;
c) Employees returning from leave of more than 180 days must seek
reinstatement within 90 days after completion of service.
B. Employees taking leave for military service for active duty or training may be
entitled to pay as described by the Military and Veteran's Code sections 395.02
and 395.05.
Section 7.9 Leave ofAbsence
A. Family Medical Leave Act (FMI-A)ICalifornia Family Rights Act (CFRA)
Pregnancy Disability Leave (PDL)lCatastrophic Leave Program
Please see Appendix B for information regarding Leave of Absence under FNfLA
and/or CFRA; or information regarding Pregnancy Disability Leave (PDL) see
Appendix D; and for information regarding the Catastrophic Leave Program see
Appendix A.
B. General Unpaid Leave
1) A leave of absence without pay and benefits for a period of at least six days
but not to exceed four months may be granted a regular District employee who
has been in the service of the District for at least one year and who has no more
than two weeks of vacation accrued at the time of the commencement of the
leave, provided such a leave can be scheduled without adversely affecting the
operations of the District. Request for such a leave shall be directed in writing to
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the General Manager and shall contain justification for the leave.
2) A short-term leave of absence without pay for up to five days per fiscal year
may be granted a regular District employee who has successfully completed the
probationary period and who has no more than two weeks of vacation accrued at
the time of the commencement of the leave, provided such a leave can be
scheduled without adversely affecting the operations of the District. Requests for
such a leave shall be approved by the employee's department manager.
3) If the approved leave of absence is more than five working days but less than
four weeks, the employee will be required to reimburse the District for the pro-
rasa share of the employee's benefit costs. If the approved leave of absence
exceeds four weeks, the employee may, to the extent available under the
applicable plan, elect to continue health, dental, life insurance, and other
insurance benefits, in which case premiums for such extended coverage shall be
paid fully by the employee.
4) Adjustment of Anniversary Date/Vacation Accrual: If an employee is on
leave of absence without pay in excess of twenty working days, the employee's
anniversary date for purposes of evaluation, pay increases and vacation accrual
shall be extended by the number of days included in the period of leave without
Pay
Section 7.10 Time Off To Vote
If an employee does not have sufficient time outside of working hours to vote in a
statewide election, he/she may,without loss of pay, take off up to two hours of working
time to vote. Such time must be at the beginning or the end of the regular working shift,
whichever allows the most free time for voting and the least time off from working,
unless otherwise mutually agreed. Employees must notify the District at least two
working days in advance to arrange a voting time. In addition, an employee may serve as
an election official on Election Day by taking unpaid time off or using accrued paid leave
time.
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POLICY EMPLOYEE CONDUCT AND DISCIPLINE
Section 8.1 Purpose/Procedure
Discipline is action taken by the District designed to modify and improve employee conduct or
performance, except in the case of termination. The objective of the disciplinary program
includes educating employees about the type of conduct or performance expected of them,
providing appropriate and equitable consequences for 'inappropriate or below standard conduct
or performance and providing a record of corrective action taken by the District. Whenever
appropriate, District Supervisors will utilize counseling and coaching of an employee to improve
conduct or performance prior to disciplinary action. The District has discretion to select a
disciplinary penalty, in light of the seventy of the offense, and/or the number, frequency and
length of time since the previous acts of misconduct.
Section 8.2 Conduct Subject to Discipline
Disciplinary action,up to and including termination, may be imposed for behavior including,but
not limited to, the following:
1) Fraud or deception in securing employment or promotion, 'including, but not limited
to, giving false or misleading 'information on an application form, application
supplement, or interview;
2) Violating safety rules or practices, conducting one's self in an unsafe manner, or
failure to report unsafe situations or creating unsanitary conditions;
3) Damaging District property through negligence or misconduct and/or failure to
report damage;
4) Misuse of District work time, or theft or misuse of District property, funds or
equipment, including use for personal purposes;
5) Rude, discourteous offensive or abusive treatment of others, including the public,
failure to maintain cooperative and effective working relationships with others,
disrupting the work of others, or threats of any kind;
6) Incompetence,inefficiency,inattention or negligence in the performance of duties;
7) Below standard work performance or failure to maintain the minimum qualifications
for the position, including any required licenses;
8) Misusing or failing to use delegated authority in the performance of duties and/or
unauthorized use of District badges, identification or uniforms;
9) Maintaining personal appearance in a manner not appropriate for the job or job
safety, or in a manner which discredits the District;
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10) Abuse or misuse of leave or un-excused, unauthorized, excessive or patterned
absenteeism, failure to comply with absence or leave reporting procedures, or leaving
duty or assigned work location without proper approval or appropriate reason;
11) Failure to keep required work hours, 'including tardiness in reporting to work or
returning from meal or rest breaks or to meetings or other assignments;
12) Conduct unbecoming an employee of the District either on or off duty, where such
behavior discredits the District;
13) Violation of District and/or department rules, regulations, procedures and policies
or ordinances;
14) Failure to exercise good judgment in the performance of one's job;
15) Unauthorized access, possession, destruction, and/or duplication of District records,
including the unauthorized release of confidential records;
16) Insubordination (failure or refusal to follow directions);
17) Dishonesty, fraud or deception including falsification of District records or
documents;
18) Any conviction by a court which would be incompatible with the work performed
for the District,including an offense committed off duty.
Section 8.3 First Level Discipline
First Level discipline shall be administered by the Supervisor under the direction of the
Department Manager or Area Superintendent. First Level discipline is not subject to the
notification or appeal process described in this policy. Failure on the part of the employee to
show sufficient improvement at each step of the disciplinary process could result in further
disciplinary action, up to and including termination. First Level discipline consists of the
following:
1) Oral Warning is an oral notice advising the employee that his/her behavior or
performance must be improved and that the notice is an Oral Warning under the
discipline policy. The supervisor will record the date and content of the oral warning.
2) Warning Notice is a written warning to the employee describing the employee's
Ing
behavior or performance which must be improved, and shall be retained in the
employee's personnel file. Upon written request of the employee, the warning notice will
be purged from the employee's file after one (1) year, if the employee shows consistent
improved behavior as determined by the employee's Supervisor, and acknowledged by
the Department Manager or Area Superintendent.
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3) Written Reprimand is a written notice to the employee to immediately correct or
improve behavior or performance. Whenever appropriate, the Written Reprimand will
include a written Plan-for-Improvement. The written reprimand becomes a permanent
part of the employee's personnel file.
Section 8.4 Second Level Discipline
Second Level discipline may be recommended by the Supervisor or Department Manager. If a
Supervisor recommends Second Level Discipline, it must be approved by the Department
Manager. The Administration and Human Resources Manager or designee will approve and
administer Second Level Discipline. Second Level discipline becomes a permanent part of the
employee's personnel file. Second Level discipline is subject to Notice to Employees in Section
8.5. An employee receiving a Second Level discipline may also utilize the Appeal Process set out
in Section 8.6. Second level discipline consists of the following:
1) Suspension Without Pay and Benefits is the temporary removal of an employee
from the employee's duties without pay and without benefits. Failure on the part of the
employee to show immediate and sufficient improvement upon return to duty could
result in further disciplinary action, up to and including termination. An employee
suspended without pay and benefits cannot use vacation,personal, administrative, sick or
CTO time during the suspension period.
2) Demotion/Reduction in Pay Step is the temporary reduction in the classification
and/or pay of an employee for a specified period of time and a specified amount.
Demotion can also be a reduction in pay step of the employee for a specified period of
time and specified amount.
3) Termination of employment.
Section 8.5 Notice to Employees of Second Level Disciplinary Action
Prior to imposing a Second Level disciplinary action, the District shall provide a written
Notice of Proposed Disciplinary Action informing the employee of his/her right to a pre-
disciplinary hearing.
A. The Notice of Proposed Disciplinary Action shall include:
1) A description of the discipline proposed;
2) A statement of the reasons for which the action has been proposed and the
policies, procedures or rules that are alleged to have been violated; and, if applicable,
a list of any previous disciplinary actions, counseling, evaluations or other relevant
actions which support the proposed discipline;
3) Copies of any documents the District relied upon in reaching a decision to
propose the discipline action;
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4) A statement advising the employee that he/she may make a written request for
pre-disciplinary meeting regarding the proposed disciplinary action, before it takes
effect;
5) The name of the person to whom the request is to be made, and the last date
upon which a request may be made,which shall be no less than seven (7) days from
the delivery of the Notice of Proposed Disciplinary Action to the employee.
B. Response to Notice of Proposed Disciplinary Action
Failure by the employee to respond to the Notice of Proposed Disciplinary Action
within the period allowed (See A. 5 above) shall result in disciplinary action taking effect
as proposed. In lieu of a pre-disciplinary meeting, the employee can submit a written
statement in response to the Notice of Proposed Disciplinary Action within the time
period allowed in the Notice.
C. Pre-disciplinary Meeting
Provided the employee makes a timely request, the Assistant General Manager or
Administration and Human Resources Manager will hold a pre-disciplinary meeting. The
purpose of the meeting is to allow the employee to respond to the Notice of Proposed
Disciplinary Action, and to present any relevant information or mitigating circumstances.
The employee may have a representative present.
The Assistant General Manager or Human Resources Manager may affirm, revoke or
modify the proposed disciplinary action upon any of the following:
1) After considering the employee's response at the pre-disciplinary
meeting, or
2) After considering a timely pre-disc' linary written response, or
re-disci
3) After expiration of the employee's time to respond to the Notice of
Proposed Disciplinary Action without receipt of a timely response.
A decision to affirm or modify the proposed discipline will be reflected in a subsequent
written Notice of Disciplinary Action. The Notice of Disciplinary Action will notify the
employee of his or her right to appeal the discipline under the provision of Section 8.6 if
the Assistant General Manager's decision is to impose second level disciplinary action, or
if the employee is entitled to appeal the discipline under Section 8.9.
Section 8.6 Post Discipline Appeal Process
Any regular non-probationary and non at-will employee shall have the right to appeal any
Second Level disciplinary action. The following shall apply:
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1) A Request for Appeal shall be made in writing, signed by the employee and filed with
the Administration and Human Resources Manager within ten (10) business days of the
Notice of Disciplinary Action.
2) Upon receiving a timely Request for Apt, the Administration and Human
Resources Manager shall arrange for an appeal hearing with the General Manager and
shall notify the employee of the date and time of the hearing. The General Manager may
appoint a Hearing Officer to hear the appeal and recommend a decision to the General
Manager.
3) The employee shall appear personally before the General Manager or Hearing Officer j
and may be represented by a representative or counsel of his/her choice. In the event
that the employee fails to personally appear, without satisfactory proof of a good cause,
the appeal shall be deemed waived.
4) All parties and witnesses to be heard at the hearing shall be sworn and shall testify
under oath. The hearing shall be recorded. The District Clerk has the authority to issue
subpoenas in the name of the District. Each party is responsible for serving its own
subpoenas. All parties have the right to: introduce evidence; resent witnesses; cross-
examine P g p
or im each an witness rebut evidence against him o e
examine opposing witnesses; e
pp gP Y g
and to be represented by counsel at their own expense.
5) The hearing shall not be conducted according to formal rules relating to evidence and
witnesses, except as hereinafter provided. Any relevant evidence shall be admitted if it is
the sort of evidence on which responsible persons are accustomed to rely in the conduct
of serious affairs, regardless of the existence of any common law or statutory rule, which
might make improper the admission of the evidence over objection in civil actions.
Hearsay evidence may be admitted, but it may not be the sole basis upon which a finding
is made. During the examination of a witness, all other witnesses, except the parties, shall
be excluded from the hearing upon the request of either party. The District has the
burden of proof of the misconduct, by a preponderance of the evidence, for the
disciplinary action. The hearing will be closed to the public unless the employee requests
it to be open.
6) Upon conclusion of a hearing, the General Manager shall prepare his/her decision in
writing within forty-five (45) working days.
7) In the event a Hearing Officer was used, the following steps shall apply:
a) The Hearing officer shall prepare his/her advisory findings and
recommendations to the General Manager within forty-five (45) working days
following the conclusion of the hearing.
b) The General Manager shall review the Hearing Officer's advisory findings
and recommendation(s), the evidence and transcripts of the hearing, and the
briefs of the parties, if any. The General Manager shall then prepare his/her
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decision on the appeal within forty-five (45) working days following receipt of
the Hearing Officer's written recommendation.
c) The General Manager may accept, reject or modify the Hearing Officer's
recommendation(s) and shall *include the reasons for rejection or modification, if
applicable. The employee is entitled to a copy of the Hearing Officer's
Recommendations.
d) The decision of the General Manager is final and binding. The General
Manager shall send his or her written decision, along with a proof of service of
mailing, to each of the parties and the parties' representatives. Pursuant to Civil
Code Section 1094.6 the parties have 90 days from the date of proof of service
of mailing of the written decision to appeal the decision to the Santa Clara
Superior Court.
Section 8.7 Waiver of Time Limits or Other Provisions of the Appeal Process
Understanding that extenuating circumstances can occur for either party, any time limits or
procedures specified in this Policy 8 may be waived upon mutual written consent of the District
and the employee.
Section 8.8 No Interruption of Work
Reasonable District work time shall be provided the employee to meet with his/her
representative. The employee shall give his/her Supervisor reasonable prior notice of the date
and estimated time needed. The Supervisor shall document such requests and the actual time
taken.
SectionS.9 Peace Officer Bill of Rights
The Appeal Process set out in Section 8.6 shall constitute the administrative appeal required by
Section 3304(b) of the Public Safety Officers Procedural Bill of Rights (POBR). An employee
who is the subject of punitive action that entitles him or her to an administrative appeal under
POBR may appeal such action by use of the process set out in Section 8.6.
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POLICY GRIEVANCE PROCEDURE
A. The General Manager, after appropriate actions described below, shall promptly
consider employee grievances relating to employment conditions and take action, which
he or she deems appropriate. However, 'informal resolution of all grievances between
the employee or employees and immediate supervisor(s) is encouraged. This policy and
procedure applies to unrepresented employees only.
B. The following steps shall be followed in submitting and processing a grievance,which
has not been informally resolved:
Step 1. If the aggrieved employee or group of employees is not satisfied with
their immediate supervisor's reply to their oral grievance, they shall present their
oral grievance to each supervisory level in their work unit, including the
Department Manager if necessary. At each step up to and *including the
Department Manager, replies shall be i en the aggrieved employee(s) within five
given
working days of the grievance's presentation date.
Step 2. If the oral grievance is not settled in Step 1, it shall be put in writing,
dated, and signed by the aggrieved employee or group of employees and
presented to the Administration and Human Resources Manager within five
working days after the Department Manager's oral reply was given, not 'including
the day on which the answer was given. The Administration and Human
Resources Manager shall reply in writing to the grievance within five working
days of the date of the presentation of the written grievances, not including the
day of its presentation. The Administration and Human Resources Manager may
consult with 'intermediate supervisors as necessary during the grievance
procedure.
atMl If the written grievance is not settled in Step 2, it shall be put in writing,
dated and signed by the aggrieved employee or group of employees and
presented to the General Manager within five working days after the
Administration and Human Resources Manager's written reply was issued, not
including the day on which the answer was given. The General Manager shall
reply in writing to the grievance within five working days of the date of
presentation of the written grievance, not including the day it was presented.
The General Manager may conduct whatever research and/or hearings he or she
deems necessary or be required by other applicable law before rendering a
decision. If such a hearing is called, it shall be conducted with a recording or
written summary of the proceeding.
C The decision of the General Manager shall be final and binding on the employee or
the group of employees.
D. Any grievance not taken to the next step within five working days after receipt of a
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decision in the previous step shall constitute an action of acceptance, and the grievance
shall be considered settled.
E. The time limits prescribed in this section for the initiation and completion of the
steps of the grievance procedure may be extended by mutual consent of the parties
involved. Likewise, any step in the grievance procedure may be eliminated by mutual
consent. Mutual consent shall be indicated in writing, and shall be signed by all parties
involved.
F. Employees are free to use this Grievance Procedure without fear of retaliation.
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APPENDIX A CATASTROPHIC.LEAVE PROGRAM
Section A. 1 Purpose
The Catastrophic Leave Program is a voluntary plan designed to assist District employees (called
receiving employees) who have exhausted paid time credits due to a serious, catastrophic or
debilitating illness, injury or condition of the employee or a member of the employee's
immediate family (as defined in Section 6.4 B 5.) This program allows other District employees
(called donating employees) to make grants of time to the receiving employee so that he/she can
remain in a paid status for a longer period of time, thus partially reducing the financial impact of
the illness, injury or condition. The donated grants of time to the receiving employee are then
converted to sick leave.
Section A. 2 Conditions for Receiving Employees
r are four criteria for eligibilityas a receivin employee. The receiving employee must:
Thee gg
1. Be a regular frill-or part-time District employee;
2. Exhaust all available paid leave time, including sick leave*', vacation, personal leave,
holiday or holiday bank time, and compensatory time off;
3. Have a sustained, serious or debilitating illness, injury or condition which must be
verified by a doctor's report, or have a member of their immediate family with a
sustained, serious or debilitating injury, illness or condition which requires the
employee's absence from work to care for the family member;
4. Be prevented from returning to work for at least thirty (30) days and have applied for
a disability or family care leave of absence without pay.
Section A. 3 Application Process
1. To apply to be a receiving employee under the Catastrophic Leave Program, an
employee must complete an Application for Catastrophic Leave. The application is
submitted to the Administration and Human Resources department for approval.
2. An employee will be required to submit supporting medical documentation (i.e., a
statement from his/her doctor) with the application. Approval or rejection for
participation must be made by the Administration and Human Resources Manager
within two (2) weeks after the completed application is submitted. An employee will be
required to verify his/her status for continuing eligibility for the program.
*1 In the event the General Manager has refused to extend the seventy two (72) hour limit on sick leave usage for
care of a family member (Section 12.1B.[4]), such refusal shall render this criterion fulfilled, even if the Receiving
Employee retains sick leave on the books.
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3. If an employee's application is approved, the Administration and Human Resources
Manager will contact the employee or his/her family members to determine the degree
to which the employee's or family member's catastrophic illness, injury or condition is to
be disclosed for the purposes of soliciting donations.
4. The Human Resources department will distribute a Donation of Accrued Time
Credits form to all full-time and part-time District employees so they can specify
donations they wish to make to the receiving employee.
5. Benefits available to a receiving employee participating in the program will be treated
as though the additional sick leave credited to him/her belongs to him/her. For as long
as a receiving employee remains in a paid status, seniority, sick leave and vacation accrual
and all benefits will continue as though the sick leave were his/hers.
total credits received employee shall not exceed the amount of time the 6 The t b Y the em P Y .
employee is required to be absent from work because of his/her medical condition plus
u to a maximum of eighty 80 hours of sick leave balance upon return to full
p � tY ( ) p
time/non-intermittent status. Catastrophic leave shall normally not exceed three (3)
months. However, if approved by the General Manager, the total leave credits received
may be up to a maximum of six (6) months.
7. Receiving employees using Catastrophic leave will be required to integrate any other
source of benefit income in order not to exceed a regular paycheck.
Section A. 4 Conditions for Donating Employees
1. Donations must be made to a specific person on a "Donation of Accrued Time
" form signed the donating employee and submitted to the Human Resources
Credits o b
�' Y g
department for processing. All donation information will be considered confidential. A
donating employee can, if he/she chooses, inform the receiving employee of the
donation made.
I
2. Employees may donate the following types of accrued time credits:
a. Vacation time
b. Personal/Administrative leave time
c. Holiday bank time
d. Compensatory time off(hourly employees)
e. Sick leave -- one hour of accrued sick leave may be donated for every two (2)
hours of other types of accrued leave time
3. Donations must be made in one-hour increments. The Administration and Human
Resources Manager may utilize appropriate and reasonable mechanisms in administering
the donations to ensure that:
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a. The employee receiving donations does not receive an excessive amount beyond
his/her need;
b. Employees donating leave have a minimum of eighty (80) hours sick leave time
remaining;
c. Upon the receiving employee's return to full-time, non-intermittent status, the
employee shall not have more than eighty (80) hours sick leave balance.
These objectives shall be accomplished by holding the sick leave donations in a
temporary account until the total need is finally determined, and requiring that a
donating employee has a minimum of eighty (80) hours of sick leave balance after the
donation is made. The donations will be converted to sick leave time and credited to the
receiving employee's sick leave time balance on an hour-for-hour basis. Receiving
employees will be paid at his/her own rate of pay.
Donations, once credited to the receiving employee are irrevocable.
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APPENDIX B FAMILYAND MEDICAL LEAVE
The District will authorize a leave of absence for eligible employees as required by the Federal
Family and Medical Leave Act of 1993 ("FMLA") and the California Family Rights Act
("CFRA").
Section B. 1 Eligibility requirements
An employee is eligible for Family/Medical Leave under this policy if the employee:
a) Has been employed for at least twelve (12) months;and
b) Has actually worked for at least 1,250 hours during the 12-month period immediately
preceding the beginning of the leave.
Section B. 2 Reasons for Leave
Family/Medical Leave is permitted for the following reasons:
a) The birth of a child or to care for a newborn of an employee;
b) The placement of a child with an employee in connection with the adoption or foster
care of a child;
c) Leave to care for a child, parent, domestic partner or a spouse who has a serious
health condition; or
d) Leave because of a serious health condition that makes the employee unable to
perform the functions of his/her position.
Family/Medical leave under CFRA is not available for medical conditions due to pregnancy or
childbirth. Instead, a separate leave for this purpose is available for pregnancy disability. See the
District's Pregnancy Disability Leave policy (Appendix D) for more information or contact
Human Resources.
Section B. 3 Duration of Leave
An eligible employee is entitled to Family/Medical Leave of
a) Up to 16 weeks of leave during a twelve-month period for the employees own
serious health condition, the birth/adoption or foster care placement of child or care of
family member. The twelve-month period is measured forward from the first date the
employee takes Family/Medical leave. This leave may be taken intermittently or as a
reduced schedule only with documentation of medical necessity for such leave.
b) The General Manager, upon written request, and on a case-by-case basis, may grant
an extension of up to an additional eight (8) months for an employee's own medical
condition.
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c) For birth, adoption or foster care placement bonding leave, the minimum duration
of leave is two weeks. However, an employee is entitled to leave of less than two weeks
on any two occasions in the first year after birth or adoption, or foster care placement.
Section B. 4 Request for Leave/Required Documentation
An eligible employee requesting such leave is required to:
a) Make the request in writing to the General Manager a minimum of 30 days prior to a
foreseeable need for leave, or as soon as possible for unforeseeable needs for leave.
b) Supply supporting documentation from the attending health care provider to certify
the need for leave before the requested leave date, or within 15 days after the request if it
was not possible to provide certification earlier.
c) All forms needed are available through Human Resources.
Section B. 5 Pay and Benefits While on Family/Medical Leave
Family/Medical leave is generally unpaid, however, an employee may use accrued sick leave as
allowed under the sick leave usage policies, and must use all but forty (40) hours of paid leave
time during period the peod the employee is on leave. For purposes of this Policy, "paid leave time"
shall mean accrued vacation,holiday bank,personal or administrative leave.
a) When an employee is in paid leave status, benefit hours (sick, vacation, etc.) will
continue to accrue at the same rate that applies during paid work time. These benefit
hours will not accrue when an employee begins unpaid leave.
b) An employee will continue to be covered by the District's group health *insurance
plan (medical, dental, vision, life and long-term disability) to the same extent that
coverage is provided as if working for a period of up to twelve (12) weeks during the12-
month period. In no case, is an employee entitled to more than twelve (12) weeks of
health 'insurance benefit continuation within a 12-month period inclusive of an
family/disability or pregnancy leave except when the employee pays for COBRA
continuation coverage.
c) If the leave extends beyond twelve (12) weeks, an employee can continue such
benefits for the duration of the leave by paying the full premiums of these benefits.
Extensions of coverage will be subject to any restrictions in the applicable benefit policy
or plan.
d) If an employee is unable to return after exhausting his or her leave entitlement, the
employee can continue such benefits by paying for COBRA continuation coverage.
e) If an employee does not return to work or returns to work for less than 30 days after
the expiration of his or her leave entitlement, the District will have the right to recover
its share of health plan premiums paid on behalf of the employee while in unpaid status
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unless the failure to return to work is because of the continuation, recurrence, or onset
of a serious health condition of the employee/family member as defined in this
Appendix. In the event of an extenuating circumstance beyond the employee's control,
(as defined by FMLA and CFRA, including retirement within 30 days of returning to
work), the right to recover the health plan premiums does not apply.
f) If an employee is on leave of absence without pay in excess of two (2) complete pay
periods his/her anniversary date for purposes of probationary time, evaluation, pay
increases and vacation/sick/personal/administration time accrual shall be extended by
the number of days included in the period of leave without pay. Also, if an employee is
on leave of absence with pay, for the purposes of probationary time and related
evaluation periods and pay, such probationary time will be extended by the number of
days included in the period of leave.
g) State Disability Insurance (SDI) An employee who applies and qualifies for SDI may
receive benefits based upon wages paid during a specific 12-month base period,
determined by the date an SDI claim begins. This benefit is for non-work related
disabilities and can be coordinated with an employee's paid leave time. The first seven
days are considered a "waiting period" and no benefits are paid.
h) Paid Family Leave (PFL) An employee may apply for PFL benefits within the SDI
program for the care of parents, children, spouse and domestic partner or to bond with a
new child. PFL offers period).a up to six weeks of benefits (in 12 month eriod . This benefit
can be coordinated with an employee's paid leave time. The first seven days are
considered a "waiting period" and no PFL benefits are paid.
Section B. 6 Reinstatement Upon Return From Leave
a) Upon the expiration of the Family Medical Leave, an employee will be returned to
the same position or to an equivalent position with equivalent pay, benefits and terms
and conditions of employment held prior to the leave. However, the employee has no
greater rights to reinstatement, benefits or other conditions of employment than if the
employee had been continuously employed during the leave period.
b) All employees taking leave for their own medical condition will be required to present a
return to work certification from the attending health care provider as a condition of
reinstatement.
Section B. 7 Relationship of Family/Medical Leave To Other Leaves
Family/Medical Leave runs concurrently with other leaves taken for any reason that is
FMLA/CFRA qualifying, for example, sick leave or leave for an on-the-job injury. However,
CFRA leave does not run concurrently with Pregnancy Disability Leave, but is in addition to it.
Additional Information
For more detailed explanation or answers to questions, employees should contact the Human
Resources department.
i
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APPENDIX C PROHIBITION AGAINST DISCRIMINATION,
HARASSMENT AND RETALIATION
It is the policy of the Midpeninsula Regional Open Space District to promote an employment
environment free of discrimination, harassment, or retaliation as defined in this policy.
Discrimination or harassment on the basis of an individual's actual or perceived protected
classification is prohibited and will not be tolerated by the District. This policy also prohibits
discrimination or harassment because of an individual's association with a member of a
protected classification. "Protected classification" includes: race, religion, creed, color, national
origin, ancestry, ethnicity, sex (including gender and pregnancy), sexual orientation, age (over
40), marital status,medical condition, or mental or physical disability.
The District forbids any form of discrimination or harassment by its elected or appointed
officials, employees, volunteers, contractors or other members of the public, and has enacted
these regulations to identify and eliminate this conduct. The District also forbids any form of
retaliation against any individual for filing a harassment or discrimination complaint or for
participating in the complaint resolution process. Any employee, including managers,
supervisors, volunteers, contractors or appointed or elected officials, who engages in any
harassing, discriminatory or retaliatory conduct may be subject to censure, disqualification, or
disciplinary action, up to and including discharge.
Section C. 1 Harassment
Harassment may include, but is not limited to, the following types of behavior that are taken
because of an individual's protected classification:
1. Offensive verbal conduct, including epithets, derogatory comments, slurs,
demeaning jokes, nicknames,innuendoes,whistling,propositions, threats, or profanity;
2. Physical conduct including touching, assault, impeding or blocking movement,
interference with normal work, gestures, leering, or making explicit or implied job
threats; or;
3. Offensive visual conduct, including display of posters, calendars, cartoons, drawings,
e-mails, computer websites or pictures; or
Section C. 2 Sexual Harassment
Sexual harassment is a form of sex discrimination and will not be tolerated by the District.
Sexual harassment includes unwelcome sexual advances, requests for sexual favors or promises
in return for submission to sexual acts, and other verbal, visual, or physical conduct of a sexual
nature when:
1. Submission to such conduct is made either explicitly or implicitly a term or condition
of an individual's employment;
�I
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2. Submission to or rejection of such conduct by an individual is used as the basis for
employment decisions affecting such 'individual; or
3. The conduct has the purpose or effect of unreasonably 'interfering with an
employee's work performance or of creating an intimidating, hostile, or offensive work
environment.
Section C. 3 Discrimination
This policy prohibits treating an individual differently on the basis of the individual's actual or
perceived protected classification.
Section C. 4 Retaliation
This policy prohibits the taking of any adverse conduct against an applicant, employee, or
contractor who has reported harassment or discrimination, or who has participation in the
complaint and 'investigation process described below. "Adverse conduct" includes, but is not
limited to: taking sides because an individual has reported harassment or discrimination,
spreading rumors about a complaint, shunning and avoiding an individual who reports
harassment or discrimination, or making real or implied threats of intimidation to prevent an
individual for reporting harassment or discrimination. The following 'individuals are protected
from retaliation: those who make good faith reports of harassment or discrimination, those who
participate in the complaint or investigation process, or those who associate with an individual
who reports harassment or discrimination or who participates in the complaint or investigation
process.
Section C. 5 Complaint Procedure
The goal of this complaint procedure is to stop discriminatory or harassing behavior in a
prompt and effective manner, while still maintaining a good working relationship among the
District's employees. All District employees have the right to file complaints of alleged
violations of this policy. The procedure for filing such complaints is as follows:
1. Informal Complaint: Any employee who believes that a policy violation has
occurred should attempt immediately to resolve the problem informally by expressing
his/her discomfort with the behavior of the offender in a constructive manner, and by
requesting the offender to stop the behavior. While, the District strongly urges use of
the informal complaint procedure, it is not a prerequisite to the filing of a formal
complaint.
2. Formal Complaint: Any applicant, employee, volunteer or contractor who believes
that he or she has personally suffered unlawful harassment or discrimination, or
retaliation or who has learned of or is aware of such conduct, shall promptly report the
conduct, either orally or in writing to any of the following listed below. There is no need
to follow any established chain of supervision, so long as the matter is reported to any of
the following:
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PERSONNEL POLICIES&PROCEDURES
a. Immediate supervisor
b. Administration and Human Resources Manager
c. Any Department Manager
d. Any Supervisor
e. General Counsel
f. Assistant General Manager
g. General Manager
3. A complaint may be referred to a person designated by the General Manager or
General Counsel to investigate such complaints, as appropriate.
4. Investigation of Complaint: Upon receipt of a complaint of discrimination, the
designated investigator will conduct a prompt investigation into the allegations. The
investigation may include a review of documents or evidence and meetings with the
complainant, the accused, and any witnesses to the conduct.
5. Resolution: Once the investigation is complete, the responsible manager will make a
determination of the appropriate corrective action, if any, and will inform the
complainant of the conclusion of the investigation. Written findings shall be made when
appropriate.
6. Confidentiality: Throughout the process, the matter subject to the complaint shall
be kept as confidential as possible. Materials pertaining to the complaint, which do not
form a basis for discipline, shall be maintained in a file separate from the personnel files
of the participants.
7. Dissemination of Policy: Copies of this policy shall be provided to all employees of
the District upon issuance, and to all new employees at the time of hiring. The District
will also conduct training for its employees to assist them in learning how to recognize,
avoid and respond to behavior prohibited by this policy.
Section C. 6 Obligation of District Employees and Officers
The District officer responsible for ensuring the District's compliance with this policy is the
Administration and Human Resources Manager.
All employees are responsible for following the District's policy against discrimination and
harassment; refraining from discriminatory, harassing or retaliatory behavior, reporting incidents
of discrimination, harassment or retaliation in a timely fashion; cooperating in any investigation
concerning alleged violations of this policy; and maintaining confidentiality concerning any
investigation that is conducted.
In addition, managers and supervisors are responsible for ensuring that their employees are
aware of the District's policy against discrimination and harassment; enforcing the District's
policy among those they supervise; taking prompt, appropriate corrective action when
discriminatory behavior is found; informing those who complain of harassment or
discrimination of their option to contact the U.S. Equal Employment Opportunity Commission
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("EEOC") or the California Department of Fair Employment and Housing ('DFEH"); and
attending harassment prevention training provided by the District.
All employees are also encouraged to communicate with one another to assist co-employees to
avoid harassing, discriminatory, or retaliatory behavior.
Section C. 7 EEOC Contact Information
EEOC National Contact Center (NCC) customer service representatives are available to assist
you in more than 100 languages between 8:00 a.m. and 8:00 p.m. Eastern Time. An automated
system with answers to frequently asked questions is available on a 24-hour basis. You can reach
the NCC:
By mail: U.S. Equal Employment Opportunity Commission
P.O. Box 7033
Lawrence, Kansas 66044
By phone: 1-800-669-4000
By Email: info@ask.eeoc.gov
EEOC Headquarters is located at:
U.S. Equal Employment Opportunity Commission
1801 L Street, N.W.
Washington, D.C. 20507
Phone: (202) 663-4900
TTY: (202) 663-4494
Section C. 8 DFEH Contact Information
Employment/Public Accommodations: 1-800-884-1684
Housing: 1-800-233-3212 (Within California)
1-510-622-2946 (Outside California)
Hate Violence: 1-800-884-1684
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a
PERSONNEL POLICIES& PROCEDURES
APPENDIX PREGNANCY DISABILITY LEAVE
The District will authorize a Leave of Absence for Pregnancy Disability for employees in
accordance with state and federal law. This policy summarizes employees' leave rights and
obligations for conditions related to pregnancy and childbirth under the California Pregnancy
Disability Leave Act (PDI-).
Section D. 1 Eligibility requirements
1. Any employee who is disabled by conditions relating to pregnancy or childbirth
is eligible for Pregnancy Disability Leave under this policy.
2. Eligibility does not depend on length of employment.
3. Full and part time employees are eligible.
4. The employee must be unable to perform one or more essential functions of her
job without undue risk to herself, other persons, or to completion of pregnancy
disability.
Section D. 2 Reasons for Leave
Pregnancy Disability Leave is permitted when an employee is actually disabled by her pregnancy,
childbirth, or a related medical condition, as certified by her Health Care Provider. This includes
time off for:
1. Health Care Provider ordered prenatal care;
2. Severe morning sickness;
3. Health Care Provider ordered bed rest;
4. Childbirth and recovery from childbirth;and/or
5. Any related, disabling medical condition.
Section D. 3 Duration of Leave
Pregnancy Disability Leave is available for:
1. Up to six months of unpaid leave per pregnancy.
2. Leave does not have to be taken all at once and can be taken as intermittent or
reduced schedule leave with medical certification.
The General Manager, upon written request, and on a case-by-case basis, may grant an extension
on a month-to-month basis of up to an additional six (6) months.
Section D. 4 Request for Leave/Required Documentation
Eligible employees requesting such leave are required to:
1. Make the request in writing or orally to the General Manager at least 30 days in
advance of the need for foreseeable leave, and as soon as practicable for leave
that is not foreseeable.
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2. Supply supporting documentation from the attending health care provider.
3. All forms are available through Human Resources.
Section D. 5 Pay and Benefits While on PDL
Pregnancy Disability Leave is generally unpaid. During disability leave an employee may use
accrued leave. If an employee elects not to use accrued sick leave prior to beginning leave of
absence without pay, the employee may be required to use accrued sick leave to the extent
available for the fifth (5h) and sixth (6th) months of employee disability leave. An employee may
request to use accrued CTO during the period the worker is on leave.
1. State Disability Insurance (SDI) An employee who applies and qualifies for SDI may
receive benefits based upon wages paid during a specific 12-month base period,
determined by the date an SDI claim begins. This benefit is for non-work related
disabilities and can be coordinated with an employee's paid leave time. The first seven
days of an employee's leave are considered a "waiting period" and no SDI benefits are
paid.
2. Paid Family Leave (LPFL) An employee may apply for (PFL) benefits within the SDI
program for the care of parents, children, spouse and domestic partner or to bond with a
new child. PFL offers up to six weeks of benefits (in a 12 month period). The first
seven days of an employee's leave are considered a "waiting period" and no PFL benefits
are paid.
3. When employees are in paid leave status, benefit hours (sick,vacation, etc.) will continue
to accrue at the same rate that applies during paid work time. These hours will stop
accruing when employees begin unpaid leave.
4. Employees will continue to be covered by the District's group insurance plans (medical,
dental, vision and life) to the same extent that coverage is provided and paid for while
working for a period of up to twelve (12) weeks during a twelve (12)-month period. In
no case, is an employee entitled to more than twelve (12) weeks of health insurance
benefit continuation within a twelve (12)-month period inclusive of all family/disability
or pregnancy leave except when the employee pays for COBRA continuation coverage.
5. If the leave extends beyond twelve (12) weeks, employees can continue such benefits for
the duration of the leave by paying the full premiums of these benefits. Extensions of
coverage will be subject to any restrictions in the applicable benefit policy or plan.
6. If an employee is on leave of absence without pay in excess of two (2) complete pay
periods ds his/her anniversary date for purposes of probationary time, evaluation, merit pay
erio
increases and vacation/sick/personal/administration time accrual shall be extended by
the number of days 'included in the period of leave without pay.
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Section D. 6 Reinstatement Upon Return From Leave
1. Employees returning from a PDL within six (6) months will be returned to the same
position held prior to the leave, unless the position has ceased to exist because of
business necessity. If the position ceases to exist, the employee will return to a
comparable position. However, the employee has no greater rights to reinstatement,
benefits or other conditions of employment than if the employee had been continuously
employed during the leave period.
2. All employees taking leave for their own medical condition will be required to present a
return to work certification from the attending health care provider as a condition of
reinstatement.
Section D. 7 Relationship of Pregnancy Disability Leave (PDL) to the Family Medical
Leave Act(FMLA) and the California Family Rights Act(CFRA)
Employees who are eligible for medial leave under the FNff-A will have this leave run
concurrently with the pregnancy disability leave (PDL).
eave Employees could take up to six (6) months of unpaid pregnancy disability l for pregnancy
disability and if eligible for CFRA, could also be entitled to up to twelve (12) weeks of unpaid
CFRA leave to bond with the baby or for other CFRA qualifying reasons. Please contact
Human Resources for more detailed information.
Section D. 8 Reasonable Accommodation
The District will provide reasonable accommodation requested by an employee, with the advice
of her health care provider, related to her pregnancy, childbirth, or related medical conditions.
Reasonable accommodation may include, but is not limited to, making facilities readily accessible
and usable; job restructuring; modifying work schedules; reassigning to a vacant position;
modifying test, training materials and policies; and/or acquisition or modification of equipment
or devices. Refer to Reasonable Accommodation Policy for more detailed information.
Section D. 9 Additional Information
For more detailed explanation or answers to questions, employees should contact the Human
Resources department.
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PERSONNEL POLICIES& PROCEDURES
APPENDIX SALARIED EMPLOYEES POLICY
Employees of the District are governed by the Fair Labor Standards Act ("FLSA"), which is
administered by the U.S. Department of Labor Wage and Hour Division ("DOL"). The FLSA
classifies employees as "exempt" or "non-exempt" and establishes particular standards for
employment of exempt employees.
Section E. 1 Purpose
The purpose of this Policy is:
1. To assure that salaried employee procedures are based upon fairness, reasonableness,
uniformity and equity; and
2. To assure that the District's policies and procedures regarding salaried employees are in
compliance with the FLSA and the DOL regulations;and
3. To set out the benefits and responsibilities of being a salaried employee.and
4. To clarify the District's policy that employees are compensated based upon principles of
public accountability for the expenditure of public funds.
Section E. 2 Salaried Employees Defined
A salaried employee of the District is one who is paid on a salaried basis, meets the criteria set
out by the FLSA and the DOL for exempt employees, and is therefore exempt from FLSA
over-time compensation requirements.
Section E. 3 Public Employers—Accountability Statement and Provisions
The District has a policy of public accountability, which recognizes that the District has a
responsibility under the public trust doctrine to use public funds properly, and to assure the
public that their taxes are being utilized efficiently and effectively. By insuring that employees
are paid for time actually worked and that accrued leave is used for absence from work as set out
in this Policy, the District meets that responsibility.
1. Core Hours and Work Schedules:, The General Manager shall establish core work
hours in which all employees are expected to be on duty. Core work hours shall be
Monday through Friday, 9:00 a.m. to 4:00 p.m. unless the General Manager sets other
core hours. This assures a minimum number of hours for communication
opportunities among staff, availability to the public during business hours, and
promotes efficiency and effectiveness. The Department Manager, after notification
and/ or review with the Management Team as appropriate, will determine each
salaried employee's work schedule, which shall ordinarily 'include the core hours, and
shall document that schedule in writing. The General Manager must approve any
work schedule that does not cover the core hours. Work schedules for full-time
salaried employees shall provide for 40 hours of work per week, unless altered by an
approved flexible schedule such as 9/80 or an Occasional Adjustment as provided for
in Section EA of this Policy. The General Manager, Assistant General Manager,
Department Manager or Supervisor may direct additional hours to be worked, and
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may approve a salaried employee's absence from his/her work schedule. The
employee may actually work more than 40 hours per week. The Supervisor is
responsible for monitoring employees' attendance.
2. Deductions from Paid Leave Time: The District shall deduct from a salaried
employee's accrued leave (vacation, sick, personal or administrative) for any time the
employee is absent from the employee's scheduled workday. In such case, the amount
of hours deducted shall include the total hours absent. If accrued leave has been
exhausted, if the employee failed to request leave, if the employee was denied a leave
when requested, or if unpaid leave is approved, the employee's pay shall be reduced
accordingly.
3. Accrual of Paid Leave Time: Salaried employees shall accrue Vacation, Sick and
Personal Leave time in accordance with the District's Personnel Policies and Procedures
Manual and will similarly receive paid Holidays.
Salaried employees directed to work a full day on a District observed holiday shall
receive a work schedule adjustment to replace the holiday within 30 days of the observed
holiday worked.
4. Overtime: Salaried employees shall not be eligible for overtime compensation.
5. Administrative Leave Accrual: Salaried employees shall accrue Administrative Leave,
which is a benefit not provided to non-exempt hourly employees. The Board of
Directors shall establish the maximum amount of Administrative Leave granted to
various classifications of salaried employees. Administrative Leave shall be accrued and
used in accordance with the District's Personnel Policies and Procedures Manual. Each
Department Manager shall receive the amount of Administrative Leave authorized by
the Board. Each year, the General Manager shall determine the specific amount of
Administrative Leave allocated to all other salaried employees, within the parameters
established by Board policy. To assure fairness in allocation of Administrative Leave,
the General Manager will review specific work projects/assignments of each salaried
employee with the Department Managers and shall set an amount of Administrative
Leave that is appropriate for the number of assignments that are anticipated to require
work beyond the typical 40-hour workweek.
Section E. 4 Work Schedule Adjustments
1. Occasional Adjustments to Work Schedules: The General Manager, Assistant
General Manager, or Department Manager may authorize, in advance, occasional single-
event work schedule adjustments for salaried employees. Such adjustments could occur
when the affected employee's work duties require him/her to work excessively late
evenings, to work excessive numbers of hours in a given week, to work multiple
weekend days, is directed to work a full day on a District observed holiday, or under
other extenuating circumstances.
2. Flexible Work Schedules: Salaried employees shall be eligible for flexible work
schedules in accordance with the "Administrative Guidelines for Flexible Work
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Schedules for Office, Supervisory, and Management Employees," except that no
overtime provisions will be applicable.
Section E. 5 Time Card Procedures
On their biweekly timecards, employees shall write in the word "Salaried" on the line for
"Regular Hours Worked." Salaried employees must account for a total of 80 hours of actual
work time or paid or unpaid leave in the pay period. An employee's time card must designate
total hours worked, the category of leave time to be used, or leave without pay, on their time
cards at the bottom of the right-hand "Totals" column up to a total of 80 hours in the pay
period. In the event the employee is absent from his/her scheduled workday, and an Occasional
Adjustment to the work schedule under Section EA has not been authorized, the employee shall
designate the category of accrued leave the District shall deduct from his/her applicable accrued
leave bank for each day or partial day in which such absence occurred. The selection of accrued
leave hours shall be in accordance with provisions of the Personnel Policies regarding use of
accrued leave.
In the event the employee has no leave time available, and when time off has been approved, the
employee shall indicate"Leave Without Pay". In such a case, and in the circumstances set out in
Section E.3. 2 of this Policy, the employee shall have his/her salary reduced by an amount equal
to the number of hours designated. The hourly pay rate used for any pay reductions made
pursuant to this Policy shall be based upon the employee's annual salary and would equal the
rate of pay the employee would receive if paid hourly.
Section E. 6 Disciplinary Deductions
If a salaried employee were to receive a suspension without pay as the result of a violation of a
workplace conduct rule, that suspension shall not be for a time *increment of less than one
workday. Nor shall a salaried employee have a salary rate reduction imposed as a disciplinary
Mip 1P
measure. In all other respects, the District's discipline and grievance procedures set out in its
Personnel Policies and Procedures Manual shall apply to salaried employees.
Section E. 7 Safe Harbor
The District prohibits any reductions from a salaried/exempt employee's pay that are contrary to
FLSA requirements. Any salaried employee, who believes that his or her salary has been
reduced in violation of the FLSA, can file a written complaint with the General Manager or
his/her designee. The complaint must be dated, signed, and describe the specific pay reduction
at issue. The General Manager or his/her designee will review the complaint. If a reduction in
violation of the FLSA is found, the District will promptly reimburse the employee for the
amount of the pay reduction, and institute good faith measures to insure that the error does not
occur in the future.
Section E. 8 Controlling Policies
In the event there is a conflict between this Policy and any other District rules, regulations,
policies, or practices, the specific provisions of this Policy shall prevail.
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PEKSONNEL POLICIES&PROCEDURES
ADMINISTRATION POLICIES AND PROCEDURES LIST
Policies are located in the "Share-All" drive (S:/) of the system network.
American Flag Display
Budget and Control
Capitalization Policy for District Fixed Assets
Cell Phone/Pager Purchase and Reimbursement
Contracts—Meet Insurance and Bonding Liability Requirements
Electronic Communications Use and Access
Employee Guidelines for Voluntary Field/Office Work
Employment Reference Procedure
Flexible Work Schedules
Injury& Illness Prevention Program
Job Share
Liability of District for Airplane Use
Money Management Procedures
Personal Telephone Calls
Professional Dues,Membership &Tuition Reimbursement for Office, Supervisory&
Management
Prohibition of Purchasing at Ocean Hardware
Public Contract Bidding,Vendor, Professional Consultant Selection and Purchasing
Reasonable Accommodation
Safety Manual
Safety Recognition Program
Substance Abuse
Travel,Lodging&Meal Reimbursement
Vehicle Use—Positions Required to Drive
Vehicle Use Authorization Proof of Insurance
Workplace Violence Prevention&Security
59
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-74
Meeting 07-13
June 27, 2007
AGENDA ITEM 4
AGENDA ITEM
Authorize Additional Legal Fees in the Matter of Citizens for Responsible Open Space v.
I_AFCo and Midveninsula Regional Open Space District, First District Court of Appeal Case No.
A 116825
GFINERAI, COUNSEUS RECOMMENDATION
1. Authorize payment ofadditional legal fees to the Law Firm of Shute, Mihaly & Weinberger
in the matter ofCitizcns for Responsible Open Space v. LAFCo and Mid peninsula Rep-ional
Open 'Space-District in an amount not to exceed $50,000.
DISCUSSION
On April 7, 2004, San Mateo County Local Agency Formation Commission ("LAFCo")
approved the District's Coastside Protection Program, which included an annexation application
to extend District boundaries to the San Mateo Coast. Leading up to the submission of its
application, the District engaged in a six-year public process, including an advisory election and
preparation of a Program Environmental Impact Report ("FIR"). Litigation challenging the
adequacy of the FIR was filed in July 2003. In April 2004, the Santa Clara County Superior
Court ruled in the District's favor. On June H, 2004, LAFCo conducted a protest hearing, as
required by law, to receive any written protests to the annexation. On July 12, 2004, LAI_`Co
issued its determination that insufficient valid protests had been submitted and that the
annexation application therefore could become final.
On .tune 5, 2004, litigation challenging these proceedings was filed against LAFCo and the
District. On September 2, 2004, the San Mateo Superior Court issued its ruling denying a
request to enjoin the Coastsidc Protection Program from proceeding. The litigation challenging
these proceedings was later dismissed by the plaintiffs.
On September 7, 2004. LAI'Co fled the Certificate of Completion of the District's annexation of
the Coastsidc Protection Area. The annexation is complete, and the District's Board and staff
have been working continuously to implement all of LAFCo's conditions of approval. The
District has begun purchasing land and providing services on the coast.
On November 5. 2004, a subsequent lawsuit was filed against LAFCo, the District and the
County of San Mateo challenging the validity of the annexation proceedings. This lawsuit
sought to set aside approval of the annexation.
R-07-74 Page 2
It was the General Counsel's recommendation that the law firm of Shute, Mihaly and
Weinberger be retained to represent the District in this litigation. This firm is one of the most
highly qualified land use law litigation firms in the state and has extensive experience in this type
of litigation. The firm also provided legal advice to the District during the lengthy course of
development of the Coastside Protection Program and successfully defended the District in the
two prior lawsuits challenging the Program. The Board approved retaining the Shute Mihaly
firm and the District dcf'cndcd the current litigation throughout 2005 and 2006. On October 30,
2006, the San Mateo Superior Court issued its Statement of Decision ruling in favor of the
District and LAITO on all issues.
On January 4, 2007, plaintiffs filed an appeal from the Superior Court's decision. On January 24,
2007, the Board approved retaining the Shute Mihaly firm to represent the District on appeal and
approved $30,000 in initial costs which were included in the Fiscal Year 2006-2007 Planning
Department budget for the Coastside Protection Program (Report R-07-1 8). At that time, the
Board was informed that, depending on further steps necessary to defend this appeal, and on the
nature and complexity of other legal issues that may arise in connection with the appeal, staff
anticipated returning to the Board in the future for additional expenditure authorization.
There have been two substantive motions filed prior to briefing on the merits, as well as costs for
preparation of the appellate record. Therefore, it is necessary to approve additional expenditures
to defend the appeal. The General Counsel is requesting approval of$50,000 for legal services at
this time. This expenditure was included in the Fiscal Year 2007-2008 Planning Department
budget for legal services for the Coastside Protection Program.
Prepared by:
Susan Schectnian, General Counsel
Contact person:
Same as above
Regional Open Space
1111111111011!
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-75
Meeting 07-13
June 27, 2007
AGENDA ITEM 5
AGENDA ITEM
Amendment to Position Classification and Compensation PI or inclusion of Website Content
Coordinator
GENERAL MANAGER'S RECOMMENDATIONS
1. Approve a new Website Content Coordinator Position Classification; and assign it a
monthly salary range of$4,581 - $5,879.
2. Approve the attached amendment to the Position Classification and Compensation Plan
to include the Website Content Coordinator.
DISCUSSION
This position was approved by the Board as part of the 07/08 budget on March 28, 2007. (See
Board Report R-07-53.) The District's website has become one of the most important
communication tools and it is essential that information is placed on the web in a timely fashion
and updated often. In addition, the District desires to expand uses of the web for the public
benefit and for public information. In evaluating the time it takes to accomplish these goals, it
has been determined over the past two years that it requires at least a half time position to
maintain the web content effectively.
In addition, this position is also responsible for writing and placing press releases and feature
articles then pitching them to the Media, requiring research of media opportunities and
monitoring media coverage.
The District benchmarked the salary for this position to several Bay Area cities, a Community
College and two Open Space agencies. The District also received benchmark salary information
from Radford, a firm specializing in the private sector. Comparison was done to the District's
Position Classification and Compensation Plan and the salary ranges of other internal
relationships to Public Affairs positions. The monthly salary range is the same as Public Affairs
Specialist.
Prepared by:
Annetta Spiegel, Acting Human Resources Manager
Contact person:
Same as above
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
WEBSITE CONTENT COORDINATOR
specifications are intended to resent a descriptive list of the range of duties performed b
Class s e P Y
P P P 9
employees in the class. Specifications are not intended to reflect all duties performed within the job.
JOB OBJECTIVES
Under general direction writes articles for the media; and coordinates, develops and maintains the
accessible information for the public.
District's Internet website to provide well-designed a p
EXAMPLES OF IMPORTANT RESPONSIBILITIES
The following tasks are typical for positions in this classification. Any single position may not perform all of these
tasks andlor may perform similar related tasks not listed here:
• Works with the Public Affairs Manager to develop and pitch District stories to the media; draft press
releases, features and op-eds; monitor and analyze media coverage; research publicity and media
opportunities;
■ Formulates strategies and plans for enhancing and maintaining the District's website;
■ Researches and visualizes changing technology and user requirements and plans for the future;
■ Evaluates, recommends and implements content and design improvements of current website;
• Incorporates new web technology, features and functionalities;
■ Performs day-to-day administration of the District's website, including graphic and content updates as
needed;
• and uploads web pages b using web design software;
Programs a p p g y g g
■ Maintains cross-platform and cross-browser compatibility by testing pages in different browsers to
maximize customer use;
• Maintains st
andards and procedures for web pag
e design and site maintenance;
■ Establishes and maintains open communication with departmental contacts in order to create needed
consistency between departmental web pages;
■ Coordinates with other departments to regularly design, develop and implement new website content
in support of existing and future projects for internal and external development;
• Coordinates work performed by outside consultants and volunteers; and
• Performs related duties and responsibilities as required.
QUALIFICATIONS
Knowledue of: Media writing and pitching techniques used in initiating and maintaining media
relationships. Methods and techniques of writing and editing for public information purposes;
techniques and technologies used to develop Internet websites and used to create and edit HTML;
web page design and development concepts; web management tools; web server and browser
tectes; FTP File Transfer Protocol); Adobe Photosho
processes; P
hnolo ies� bu
g tracking/resolution )
9 9 P
software; and functions and operations of web systems, server backups, maintenance and security.
Ability to: Draft and place press releases, features, op-eds, and pitch them to the Media, requiring
strong written and oral communication skills. Analyze, develop, design, maintain and support Internet
websites; develop and install web-based technical solutions for data base applications; code HTML
and CSS using Macromedia's Dreamweaver; implement standards and procedures for website and
web page development; communicate clearly and concisely, both orally and in writing; coordinate
activities between user departments; and establish and maintain cooperative-working relationships
with those contacted in the course of work.
• MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Media Writer and Web Content Coordinator(Continued)
Education and Experience Guidelines
Any combination of education and experience that would likely provide the required knowledge and
abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
Education:
Equivalent to a Bachelors degree from an accredited college or university with major course
work in Journalism, Public Relations, Marketing, Computer Science, Information Systems or
related area.
Experience:
At least two years experience in media relations and the design, development and project
management of websites using web application development tools and content management
systems.
PHYSICAL DEMANDS AND WORKING CONDITIONS
The physical demands herein are representative of those that must be met by an employee to
successfully perform the essential functions of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform these essential job functions.
Environment: Office environment.
Mobility: Sitting for prolonged periods of time; extensive use of computer keyboard.
Vision: Visual acuity to read computer screens and written documents.
Communication: Speaking and hearing to exchange information.
Non-Exempt
Approved June 2007
dpeninsula Regional Open Space DiF'
i .pion Classification and Compensati Ian
Approved 03/28/2007—Effective 04/01/2007
Classification Title Step Range Hourly Range Monthly Range Annual Ran ge
Seasonal Open Space Technician 239.5-249.5 $17.560-$19.403 $3,043-$3,363 $36,524-$40,358
Receptionist/Administrative Clerk 246.5-271.5 $18.831-$24.164 $3,264-$4,188 $39,168-$50,261
Farm Maintenance Worker 259.5-284.5 $21.438-$27.510 $3,715-$4,768 $44,591-$57,220
Open Space Technician* 259.5-284.5 $21.438-$27.510 $3,715-$4,768 $44,591-$57,220
Accounting Clerk 261.5-286.5 $21.870-$28.065 $3,790-$4,864 $45,489-$58,375
Administrative Assistant 261.5-286.5 $21.870-$28.065 $3,790-$4,864 $45,489-$58,375
Community Programs Aide 261.5-286.5 $21.870-$28.065 $3,790-$4,864 $45,489-$58,375
Lead Open Space Technician* 269.5-294.5 $23.687-$30,395 $4,105-$5,268 $49,268-$63,221
Ranger 270.5-295.5 $23.925-$30.700 $4,147-$5,321 $49,764-$63,856
Planning Technician 270.5-295.5 $23.925-$30.700 $4,147-$5,321 $49,764-$63,856
Human Resources Technician 272.5-297.5 $24.406-$31.319 $4,230-$5,428 $50,764-$65,143
Senior Administrative Assistant 272.5-297.5 $24.406-$31.319 $4,230-$5,428 $50,764-$65,143
Docent Programs Coordinator 275.5-300.5 $25.148-$32.271 $4,358-$5,593 $52,307-$67,123
Network Specialist 275.5-300.5 $25.148-$32.271 $4,358-$5,593 $52,307-$67,123
Volunteer Coordinator 275.5-300.5 $25,148-$32.271 $4,358-$5,593 $52,307-$67,123
Equipment Mechanic Operator 278.5-303.5 $25.912-$33.251 $4,491-$5,763 $53,896-$69,162
Senior Accounting Specialist 278.5-303.5 $25.912-$33.251 $4,491-$5,763 $53,896-$69,162
Open Space Planner 1 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Resource Specialist I/Resource Planner 1 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Public Affairs Specialist 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Website Content Coordinator 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Maintenance& Resource Supervisor 285.5-310.5 $27.786-$35.655 $4,816-$6,180 $57,794-$74,162
Supervising Ranger 285.5-310.5 $27.786-$35.655 $4,816-$6,180 $57,794-$74,162
Community Affairs Supervisor 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Real Property Specialist 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
GIS Coordinator" 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Open Space Planner II** 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Resource Management Specialist" 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Support Services Supervisor 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Management Analyst 299.5-324.5 $31.950-$40.999 $5,538-$7,106 $66,456-$85,277
Senior Real Property Planner" 305.5-330.5 $33.921-$43.528 $5,879-$7,544 $70,555-$90,538
Senior Planner" 305.5-330.5 $33.921-$43.528 $5,879-$7,544 $70,555-$90,538
Area Superintendent 310.5-335.5 $35.655-$45.754 $6,180-$7,930 $74,162-$95,168
Assistant General Counsel 320.5-345.5 $39.395-$50.553 $6,828-$8,762 $81,941-$105,150
Administration/HR Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Operations Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Planning Manager*** 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Public Affairs Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Real Property Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Assistant General Manager 345.5-370.5 $50.553-$64.872 $8,762-$11,244 $105,150-$134,933
Note: Does not include Board appointees:General Manager,General Counsel,and Controller
Seasonal Open Space Technician salary range minimum is 20 points below Open Space Technician.
*OSTs will receive an additional 1%stipend for Class A or B license;Lead OST for Class A. "Will receive an additional 4%stipend for Masters
degree in a related field ***Will receive an additional 4%stipend for Landscape Architecture license used for District business
Regional Open Space Oil
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-70
Meeting 07-13
June 27, 2007
AGENDA ITEM 6
AGENDA ITEM
Cancel the July 11, 2007 Regular Meeting of the Board of Directors
GENERAL MANAGER'S RECOMMENDATION-
Approve cancellation of the July 11, 2007 Regular Meeting.
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
July 11, 2007 is cancelled.
Prepared by:
Elaina Cuzick, Management Analyst
Contact person:
L. Craig Britton, General Manager
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-68
Meeting 07-13
June 27, 2007
AGENDA ITEM 7
AGENDA ITEM
Adopt Replacement PERS Resolution Correcting the Percentage of Employer Paid Member
Contribution for Board Appointee Group
GENERAL MANAGER'S RECOMMENDATIONS
is
Adopt the attached replacement resolution correcting the percentage amount of the Employer
Paid Member Contribution (EPMC) for the Board Appointee Group.
DISCUSSION
After completion of the Board Appointee's annual evaluations this year you determined, as part
of the compensation for the General Manager and General Counsel,that the employer paid
member contribution be reported as Special Compensation to the Public Employers Retirement
System (PERS). Currently the EPMC paid by the District for all employees is 7%, and each
employee pays 1%. When the PERS resolution was prepared and adopted by the Board at your
April 25, 2007 meeting staff inadvertently inserted the 1% figure instead of the 7% figure in the
resolution (See Report R-07-55).
Staff contacted PERS to alert them to the typographic error, and they requested a replacement
resolution from the District, which is attached. Because the District's EPMC is 7%(not 1%),
PERS agreed to begin reporting the EPMC for the Board appointee group in May 2007 as
planned, awaiting a replacement resolution for their files.
Prepared by:
Sally Rice, Fortner Assistant General Manager
Contact person:
L Craig Britton, General Manager
RESOLUTION NO. 07-16
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT APPROVING RESOLUTION FOR PAYING
AND REPORTING THE VALUE OF EMPLOYER PAID MEMBER
CONTRIBUTIONS
WHEREAS, the governing body of the Midpeninsula Regional Open Space District has the
authority to implement Government Code Section 20636( c)(4 )pursuant to Section 2069 1; and
WHEREAS,the governing body of the Midpeninsula Regional Open Space District has a written labor
policy or agreement which specifically provides for the normal member contributions to be paid by the employer,
and reported as additional compensation; and
WHEREAS, one of the steps in the procedures to implement Section 20691 is the adoption by the
governing body of the Midpeninsula Regional Open Space District of a Resolution to commence paying
and reporting the value of said Employer Paid Member Contributions(EPMC); and
WHEREAS, Resolution No. 7-12 was adopted on April 25 1h with a typographic error,which
stated the incorrect percentage in the resolution,this resolution shall supersede Resolution No. 07-12; and
0 This benefit shall apply to all employees of the Board Appointee Group.
0 This benefit shall consist of paying 7% of the normal contributions as EPMC,and
reporting the same percent(value)of compensation earnable(excluding Government
Code Section 20636( c)(4 ))as additional compensation.
3 The effective date of this Resolution shall be 04/25/07.
NOW, THEREFORE, BE IT RESOLVED that the governing body of the Midpeninsula Regional
Open Space District elects to pay and report the value of EPMC, as set forth above.
I
i
i Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-71
Meeting 07-13
June 27, 2007
AGENDA ITEM 8
AGENDAITEM
Appointment of Interim District Clerk
GENERAL MANAGER'S RECOMMENDA
Appoint Gordon Baillie as Interim District Clerk.
DISCUSSION
With the unfortunate departure of Sally Rice on June 8, 2007, it is requested that the District
Clerk's duties and responsibilities be appointed to Gordon Baillie, Management Analyst,
Operations, on an interim basis. Mr. Baillie is a Notary Public, is familiar with Board meeting
procedures, and is available to attend scheduled Board meetings. This appointment will continue
until the new Administration and Human Resources Manager is hired and begins his or her
duties for the District.
Prepared by:
L. Craig Britton, General Manager
Contact person:
Same as above
F
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-72
Meeting 07-13
June 27, 2007
i
AGENDA ITEM 9
AGENDA ITEM
Approval of Disclosure Agreement with the Santa Clar ounty nvestment Pool
GENERAL MANAGER'S RECOMMENDATIO
Adopt the attached Resolution, authorizing the General Manager to execute the proposed
Disclosure and Agreement for Voluntary Deposits for the County of Santa Clara Investment
Pool.
DISCUSSION
The District has utilized the Santa Clara County Investment Pool as an important investment
depository for over thirty years. Historically, the manner in which the fund is administered has
been disclosed either verbally, through various letters of introduction, or, indirectly, through
often confusing statements of investment policy. There has been no clear description of the plan
policies, and participants have not been required to sign a statement that they understand and
agree with the policies and practices of this important commingled investment pool. This has
created confusion and occasionally led to disputes between the County and fund participants.
In order to formalize the process, the County is proposing that all fund participants sign the
attached Disclosure and Agreement for Voluntary Deposits. There is no change to how the fund
operates. Rather,the agreement provides a written narrative that describes and formalizes how
participants use the commingled investment pool. By articulating the rights, privileges,
Treasurer, the agreement
limitations and responsibilities of both participants and the County
p p p
should resolve confusion and minimize future disputes.
The County is also requiring that each current participant's governing body also re-authorize
investment of funds in the County Investment Pool.
Accordingly, I recommend adoption of the attached Resolution.
P
Prepared by:
Mike Foster, Controller
Contact person:
Same as above
RESOLUTION NO. 07- 17
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT AUTHORIZING INVESTMENT OF FUNDS
IN THE COUNTY OF SANTA CLARA INVESTMENT POOL AND AUTHORIZING
THE EXECUTION, BY THE GENERAL MANAGER, OF THE DISCLOSURE AND
AGREEMENT FOR VOLUNTARY DEPOSITS
WHEREAS,the Midpeninsula Regional Open Space District has the legal authority to
invest its funds in the County of Santa Clara Investment Pool ("County Investment
Pool"); and
WHEREAS, the funds that the Midpeninsula Regional Open Space District intends to
in the
invest in the Count Investment Pool qualifyin all other respects for investment
Y P
County Investment Pool.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Midpeninsula
Regional Open Space District as follows:
1. Investment of the Midpeninsula Regional Open Space District's monies in the
Count Investment Pool is hereby Y authorized;
2. The authority to execute the County of Santa Clara Investment Pool
Disclosure and Agreement far Voluntary Deposits on behalf of the
Midpeninsula Regional Open Space District pursuant to Government Code
27133(g) is hereby delegated to the General Manager;
3. The authority p to make deposits and withdrawals of Midpeninsula Regional
Open Space District's monies in the County Investment Pool is hereby
delegated to the General Manager an
d his or her
dele ees.
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Midpeninsula Regional Open Space District
# Amount Name Description
6987 $2,025.00 Aaron's Septic Tank Service Pumping Services
6988 $34.64 Ace Fire Equipment&Service Co. Fire Extinguisher
6989 $757.95 ADT Security Services Alarm Service&Repair-SFO&FFO
6990 $925.54 All Premium Promotional Products Volunteer Uniforms&Supplies
6991 $39.10 Allen's Press Clipping Bureau Clipping Service
6992 $141.05 Allied Waste Services Garbage Service
6993 1$24,00 American Red Cross First Aid Certificates
6994 $461.24 AmeriGas Propane/Tank Rental
6995 $141.27 Anderson Engraving Engraving-Name Badges
6996 $500.00 Appraisal Research Corporation Appraisal Services
6997 $1,746.90 AT&T Telephone Service-AD, FFO&SFO Fax Service-AO&
FFO/Alarm Service-FFO
6998 $10.38 AT&T/MCI Long Distance Fax Service-SFO
6999 $52.00 Baillie,Gordon Reimbursement-Notary Expenses
7000 $69.61 Barron Park Supply Plumbing Supplies
7001 $367.56 Beck's Shoes Inc. Uniform Shoes
7002 $196.00 Bill's Towing&Recovery Tow Truck Fees
7003 $388,444.00 California JPIA 2007-2008 Workers'Compensation&General Liability
Primary Deposits/2004-2007 Workers'Compensation&
General Liability Retro Deposits
7004 $811.01 California Water Service Company Water Service-AO,SFO&FFO
7005 $300.00 CARPOSA Agency Membership Dues
7006 $1,500.00 City Of Newark Staff Harassment Training
7007 $100.00 City Of Palo Alto Utilities Utility Fees-Black Mountain
7008 $1,047.76 CMK Automotive Inc. Vehicle Maintenance&Repairs
7009 $119.00 Coastal Sierra, Inc. Internet Service-SFO
7010 $242.44 *1 Costco Office&Field Supplies
7011 $1,850.00 *2 County Clerk Recorder-Santa Clara Mitigated Negative Declaration Fee
7012 $50.00 *3 County Clerk Recorder-Santa Clara Notice Of Exemption
7013 $260.00 County Of Santa Clara-Office Of The Fingerprinting Services
Sheriff
7014 $122.22 Cousins, Stella Reimbursement-Mileage
7015 $526.80 Cresco Equipment Rental Backhoe Loader Rental
7016 $10.27 CSK Auto Vehicle Supplies
7017 $99.46 Davis,Veronica Reimbursement-Field Supply
7018 $404.93 Davison,Steve Reimbursement-Uniform Expenses
7019 $1,053.00 Del Rey Building Maintenance Janitorial Services&Supplies-AD
7020 $619.58 Del Woods Consulting Services-Land Purchase Projects
7021 $1,730.58 *4 Dell Commercial Credit 1 Laptop/Toner
7022 $400.00 Department Of Toxic Substances Environmental Protection Agency Fees
Control
7023 $8,370,84 Design,Community&Environment Master Planning Services-La Honda Creek
7024 $400.00 Execu Train Computer Training Vouchers
7025 $336.92 FedEx Kinko's Copy/Printing Services
7026 $14,312.41 *5 First Bankcard Field Supplies-6,732.07 Office Supplies-1,131.44
Computer Exp.-43.29 Business Mtgs-197.71
Conferences/Training-4,676.29
Advertising/Subscriptions/Books-94.95 Uniform Exp-
826.65 P.A. Event Supplie"10.01
7027 $900.47 Foster Brothers Lock&Key Services
7028 $85.00 Freddie Howell Docent Training
7029 $135.35 G&K Services Shop Towel Service
Page 1 of 3
� Claims No. 07-10
Meeting 07-13
Data 6/2707
MidpeninsuUa Regional Open Space District
# Amount Name Description
7030 $714�18 Gorden|ond Power Equipment Field Supplies
7031 $1.571-61 G|mowoo Governmental Services, Inc. Consulting Semineo-meonmmMpnagemontPodem
7032 $3,600.00 Go Native Nursery Pest Management ConuumngSemimon/Deve|opmentOr
Outreach Program ro Facilitate Treatment OrSlender
Fa|segnnme
7033 $12.659.57 Go Native Nursery Herbicide Spraying
7034 $1.726.83 Golden West Collision Center, Inc. District Vehicle Auto Body Repairs
7035 $198.*8 Grainger, Inc, Field Supplies �
7036 *310.24 Great Printing&Copies Printing Services'Summer Volunteer Newsletter �
7037 $65022 Green Waste
7038 *1.155.00 Green Waste Recovery,
7039 $14418 Hapke,Alexander Reimbursement-Mileage
7040 $825.41 Hertz Equipment Rental
Construction Project
7041 $4.890.71 Home Depot Field Supplies& Equipment
7042 $80.75 ID Plus, Inc. Name Tags
7043 $2.25000 IEDA, Inc, Quarterly Consulting Services-Labor Relations
7044 *124.75 Infante,Lisa Reimbursement-Uniform Expense
7045 *369.50 Kathleen M.Wong Writing Services-Volunteer Newsletter
� 7048 $388.14 Lab Safety S ly Field Supplies
� 7047 $46.26180 `6 Lasher Auto Center 2 Trucks-1 Patrol& 1 Administrative
�
�93�2 rn4n
� � ^~^''g`~^ '`^^ '~'^'~~'~~^'^^' ~^~ay~
7049 $790.27 U=R Levine Fricke Grant Preparation-Hicks Flat Site Remediation
7050 $571.65 Los Garbage Company Garbage
7051 $a2^O Los Altos Hardware Field Supplies
7052 $800.00 Matt Mann Web Design Services
7053 $1.18231 Metro Mobile Communications Radio Equipment&Supplies.
704 $59.07 Miller,
� rnnu ozron Mission Valley Ford Vehicle Repair
� 7056 $20�00 Mountain View Los Altos Union High
School District
7057 $3.163.22 Nomad Ecological Consulting
7058 $696.60 Office Team Office Temp-Reception Desk
7059 $223,88 Orchard Supply Hardware Field E i Supplies
rman $189.19 Pacific Water Systems Water System
rV*, $9878 Pape' Machinery Tractor Supplies
rosz aoauao ^7 Patrick Driscoll Reimbursement-Rental Residence Materials
� 7063 $7.86390 Pumons Media Group Printing Services
� 7064 $400.00 `o Petty Cash Replenish Petty Cash
7065 $630.08 PIP Printing Production Of District Ordinance Booklets&MROSD
Notepads
rVGh *100.57 Premiere Global Services Fax Broadcast Services
7067 *120.4* Pringle Tractor Co. Tractor Supplies
7068 $16�00 Rancho Cobbler&Cleaners Uniform
� 7089 $4025 Rayne CV San Jose Water Conditioning Service
rurO ��g�� Reed,Steve � n�
� . ..~�..~...~.` Uniform
� /071 $300.00 nennnardo, Sprinkler Repair&Landscaping Services
� 7072 $80.00 ^g Rice, Sally Reimbursement-Cell Phone
7073 $20.00 Rich's Tire Service Tire Repair
7074 $8652 noeon|mr. Cindy Reimbursement-Mileage
7075 s5.134.19 Roy's Repair Service Vehicle Repairs&Service
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Midpeninsula Regional Open Space District
# Amount Name Description
7076 $83.99 Royal Brass Inc. Field Supplies
7077 $5,174.40 *10 Sage Associates Grazing Consulting Services
7078 $508.72 San Jose Water Company Water Service
7079 $60.00 Sanguinetti,David Reimbursement-Cell Phone
7080 $12.00 *11 Santa Cruz County Recorder Certificate To Record Gift Deed To District
7081 $523.61 Sears Appliance-Ranger Residence
7082 $109.83 Sierra Office Supply Office Supplies
7083 $72.98 Simmons, Duncan Reimbursement-Mileage
7084 $149.00 Skillpath Seminars Managing Multiple Projects Seminar-G. Ison
7085 $394.85 Smith,Jeff Reimbursement-Bike Patrol Supplies&EMT
Recertification Fee
7086 $78A7 Staples Credit Plan Office Supplies
7087 $29115 Stevens Creek Quarry Base&Drain Rock-Trail Project At RSA
7088 $1,035A7 Summit Uniforms Uniform Expenses
7089 $746.95 Sunnyvale Dodge Vehicle Repairs
7090 $35811 Sunnyvale Ford Vehicle Supply
7091 $1,387.03 Tadco Supply Janitorial Supplies
7092 $962.74 Target Specialty Products Landscaping Supplies
7093 $67.00 Terminix Pest Control-AO
7094 $405.00 The Ed Jones Company Uniform Expense
7095 $275.00 The Regents Of U.C. California Environmental Quality Act Course Tuition-E.
Simmons
7096 $973.19 Tires On The Go Tires
7097 $278.46 Tony&Albas Pizza Local Business Meetings
7098 $97.50 Topley, David Reimbursement-CAPPO Membership
7099 $28.81 United Parcel Service Parcel Shipping
7100 $2,416.70 United Rentals Highway Technologies 55 Trail Signs
7101 $848.07 United Site Services, Inc. Sanitation Services-FFO
7102 $6,000.00 United States Postal Service Postage For Postage Machine
7103 $334A9 Valterria,Thomas Reimbursement-Uniform Expense
7104 $552.75 West Payment Center Monthly Legal Subscription, Legal Research&Book
7105 $87,00 Working Smarter Support Staff Newsletter
7106 $300.00 Z-CON Specialty Service, Inc. Asbestos Removal-Caretaker Cabin
Total $557,806.91
1 Urgent Check Issued 6/22/07
*2 Urgent Check Issued 5/24/07
*3 Urgent Check Issued 6/1/07
*4 Urgent Check Issued 6/21/07
*5 Urgent Check Issued 6/6/07
*6 Urgent Check Issued 5/25/07
*7 Urgent Check Issued 6/11/07
*8 Urgent Check Issued 6/7107
*9 Urgent Check Issued 6/8/07
*10 Urgent Check Issued 5/29/07
*11 Urgent Check Issued 6/15/07
Page 3 of 3
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
6987 $2,025.00 Aaron's Septic Tank Service Pumping Services
6988 $34.64 Ace Fire Equipment&Service Co. Fire Extinguisher
6989 $757.95 ADT Security Services Alarm Service& Repair-SFO&FFO
6990 $925.54 All Premium Promotional Products Volunteer Uniforms&Supplies
6991 $39.10 Allen's Press Clipping Bureau Clipping Service
6992 $141.05 Allied Waste Services Garbage Service
6993 $24.00 American Red Cross First Aid Certificates
6994 $461.24 AmeriGas Propane/Tank Rental
6995 $14117 Anderson Engraving Engraving-Name Badges
6996 $500.00 Appraisal Research Corporation Appraisal Services
6997 $1,746.90 AT&T Telephone Service-AD, FFO&SFO Fax Service-AD&
FFO/Alarm Service-FFO
6998 $10.38 AT&T/MCI Long Distance Fax Service-SFO
6999 $52.00 Baillie,Gordon Reimbursement-Notary Expenses
7000 $69.61 Barron Park Supply Plumbing Supplies
7001 $367.56 Beck's Shoes Inc. Uniform Shoes
7002 $196.00 Bill's Towing&Recovery Tow Truck Fees
7003 $388,444.00 California JPIA 2007-2008 Workers'Compensation&General Liability
Primary Deposits/2004-2007 Workers'Compensation&
General Liability Retro Deposits
7004 $811.01 California Water Service Company Water Service-AD,SFO&FFO
7005 $300.00 CARPOSA Agency Membership Dues
7006 $1,500.00 City Of Newark Staff Harassment Training
7007 $100.00 City Of Palo Alto Utilities Utility Fees-Black Mountain
7008 $1,047.76 CMK Automotive Inc. Vehicle Maintenance&Repairs
7009 $119.00 Coastal Sierra, Inc. Internet Service-SFO
7010 $242.44 *1 Costco Office&Field Supplies
7011 $1,850.00 *2 County Clerk Recorder-Santa Clara Mitigated Negative Declaration Fee
7012 $50.00 *3 County Clerk Recorder-Santa Clara Notice Of Exemption
7013 $260.00 County Of Santa Clara-Office Of The Fingerprinting Services
Sheriff
7014 $122.22 Cousins,Stella Reimbursement-Mileage
7015 $526.80 Cresco Equipment Rental Backhoe Loader Rental
7016 $10.27 CSK Auto Vehicle Supplies
7017 $99.46 Davis,Veronica Reimbursement-Field Supply
7018 $404.93 Davison, Steve Reimbursement-Uniform Expenses
7019 $1,053.00 Del Rey Building Maintenance Janitorial Services&Supplies-AD
7020 $619.58 Del Woods Consulting Services-Land Purchase Projects
7021 $1,730.58 *4 Dell Commercial Credit 1 Laptop/Toner
7022 $400.00 Department Of Toxic Substances Environmental Protection Agency Fees
Control
7023 $8,370.84 Design,Community&Environment Master Planning Services-La Honda Creek
7024 $400.00 Execu Train Computer Training Vouchers
7025 $336.92 FedEx Kinko's Copy/Printing Services
7026 $14,312.41 *5 First Bankcard Field Supplies-6,732.07 Office Supplies-1,131.44
Computer Exp.-43.29 Business Mtgs-197.71
ConferencesfTraining4,676,29
Advertising/Subscriptions/Books-94.95 Uniform Exp-
826.65 P.A. Event Supplies-610.01
7027 $900.47 Foster Brothers Lock&Key Services
7028 $85.00 Freddie Howell Docent Training
7029 $135.35 G&K Services Shop Towel Service
Page I of 4
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
7030 $714.16 Gardenland Power Equipment Field Supplies
7031 $1,571.61 Gladwell Governmental Services, Inc. Consulting Services-Records Management Project
7032 $3,600.00 Go Native Nursery Pest Management Consulting Services/Development Of
Outreach Program To Facilitate Treatment Of Slender
False Brome
7033 $12,659.57 Go Native Nursery Herbicide Spraying
7034 $1,726.83 Golden West Collision Center, Inc, District Vehicle Auto Body Repairs
7035 $198A8 Grainger, Inc. Field Supplies
7036 $31014 Great Printing&Copies Printing Services-Summer Volunteer Newsletter
7037 $65012 Green Waste Recovery, Inc. Dumpster/Recycle Service-SFO
7038 $1,155.00 Green Waste Recovery, Inc. 3 Debris Boxes-Silva Residence Cleanup
7039 $144.18 Hapke,Alexander Reimbursement-Mileage
7040 $825.41 Hertz Equipment Rental Equipment Rental-Mini Excavator For Los Trancos Trail
Construction Project
7041 $4,890.71 Home Depot Field Supplies&Equipment
7042 $8035 ID Plus, Inc. Name Tags
7043 $2,2%00 IEDA, Inc. Quarterly Consulting Services-Labor Relations
7044 $12435 Infante,Lisa Reimbursement-Uniform Expense
7045 $369.50 Kathleen M.Wong Writing Services-Volunteer Newsletter
7046 $388.14 Lab Safety Supply Field Supplies
7047 $46,263.80 *6 Lasher Auto Center 2 Trucks-1 Patrol& 1 Administrative
7048 $93.12 Lenington, Kirk Reimbursement-Mileage
7049 $790.27 LFR Levine Fricke Grant Preparation-Hicks Flat Site Remediation
7050 $571.65 Los Altos Garbage Company Garbage Service-AO/Dumpster Service-FFO
7051 $52.40 Los Altos Hardware Field Supplies
7052 $800.00 Matt Mann Web Design Services
7053 $1,182.31 Metro Mobile Communications Radio Equipment&Supplies
7054 $59.07 Miller,Ken Reimbursement-Field Supplies
7055 $27.65 Mission Valley Ford Vehicle Repair
7056 $20.00 Mountain View Los Altos Union High Fingerprinting Services
School District
7057 $3,163,22 Nomad Ecological Consulting Botanical Inventory
7058 $696,60 Office Team Office Temp-Reception Desk
7059 $223.88 Orchard Supply Hardware Field Equipment&Supplies
7060 $189.19 Pacific Water Systems Water System Repairs-Monte Bello Residence
7061 $98.78 Pape' Machinery Tractor Supplies
7062 $930.68 *7 Patrick Driscoll Reimbursement-Rental Residence Materials
7063 $7,663.90 Patsons Media Group Printing Services-Summer Newsletter
7064 $400.00 *8 Petty Cash Replenish Petty Cash
7065 $630.08 PIP Printing Production Of District Ordinance Booklets&MROSD
Notepads
7066 $100.57 Premiere Global Services Fax Broadcast Services
7067 $120.44 Pringle Tractor Co. Tractor Supplies
7068 $16.00 Rancho Cobbler&Cleaners Uniform Alteration
7069 $46.25 Rayne Of San Jose Water Conditioning Service
7070 $%04 Reed,Steve Reimbursement-Uniform Expense
7071 $300.00 Rene Hardoy Sprinkler Repair&Landscaping Services-AO
7072 $80.00 *9 Rice,Sally Reimbursement-Cell Phone
7073 $20.00 Rich's Tire Service Tire Repair
7074 $66.52 Roessler,Cindy Reimbursement-Mileage
7075 $5,134.19 Roy's Repair Service Vehicle Repairs&Service
Page 2 of 4
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
7076 $83.99 Royal Brass Inc. Field Supplies
7077 $5,174.40 *10 Sage Associates Grazing Consulting Services
7078 $508.72 San Jose Water Company Water Service
7079 $60.00 Sanguinetti,David Reimbursement-Cell Phone
7080 $12.00 *11 Santa Cruz County Recorder Certificate To Record Gift Deed To District
7081 $523.61 Sears Appliance-Ranger Residence
7082 $109.83 Sierra Office Supply Office Supplies
7083 $72.98 Simmons, Duncan Reimbursement-Mileage
7084 $149,00 Skillpath Seminars Managing Multiple Projects Seminar-G. Ison
7085 $394.85 Smith,Jeff Reimbursement-Bike Patrol Supplies&EMT
Recertification Fee
7086 $78.47 Staples Credit Plan Office Supplies
7087 $291.25 Stevens Creek Quarry Base&Drain Rock-Trail Project At RSA
7088 $1,035.47 Summit Uniforms Uniform Expenses
7089 $746.95 Sunnyvale Dodge Vehicle Repairs
7090 $358.21 Sunnyvale Ford Vehicle Supply
7091 $11,387.03 Tadco Supply Janitorial Supplies
7092 $96274 Target Specialty Products Landscaping Supplies
7093 $67.00 Terminix Pest Control-AO
7094 $405.00 The Ed Jones Company Uniform Expense
7095 $275.00 The Regents Of U.C. California Environmental Quality Act Course Tuition-E.
Simmons
7096 $973.19 Tires On The Go Tires
7097 $278.46 Tony&Albas Pizza Local Business Meetings
7098 $97.50 Topley, David Reimbursement-CAPPO Membership
7099 $28.81 United Parcel Service Parcel Shipping
7100 $2,416.70 United Rentals Highway Technologies 55 Trail Signs
7101 $848.07 United Site Services, Inc. Sanitation Services-FFO
7102 $6,000,00 United States Postal Service Postage For Postage Machine
7103 $334.49 Valterria,Thomas Reimbursement-Uniform Expense
7104 $552.75 West Payment Center Monthly Legal Subscription, Legal Research&Book
7105 $87.00 Working Smarter Support Staff Newsletter
7106 $300.00 Z-CON Specialty Service, Inc. Asbestos Removal-Caretaker Cabin
7107 R $4100 Allen's Press Clipping Bureau Clipping Service
7108 R $16.00 American Red Cross First Aid Training Supplies
7109 R $174.92 AT&T Voice Mail Service-AD
7110 R $112.06 Bay Area Air Quality Management Annual Permit Fee
District
7111 R $60.00 Beckman,Craig Reimbursement-Cell Phone
7112 R $17-03 Capitol Enquiry Office Supply
7113 R $7,177.81 Design Concepts Graphic Design Services-Summer Newsletter,Calendar,
Brochures&Business Cards
7114 R $41.08 Federal Express Express Mailing
7115 R $32.00 Half Moon Bay Review Subscription Renewal
7116 R $409.65 Jim Davis Auto Vehicle Service&Repair
7117 R $175.00 Jobs Available Recruitment Advertisement-Administrative Assistants
For Public Affairs&Real Property
7118 R $2,909.50 Liebert Cassidy Whitmore Legal Services-Personnel
7119 R $906.04 Office Depot Office Supplies
7120 R $294.09 Petty Cash Business Meetings,Conference&Training Expenses,
Parking&Mileage,Volunteer Supplies, Field Supplies,
Event Supplies
Page 3 of 4
Claims No. 07-10
Meeting 07-13
Date 6/27/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
7121 R $300.00 *12 Petty Cash Replenish Petty Cash
7122 R $257,74 Tadco Supply Janitorial Supplies
7123 R $531.30 United Site Services Rental-Restroom&Sinks For Pulgas Dedication Event
7124 R $247.23 Verizon Wireless Cell Phone Service
7125 R $389.25 West Payment Center Legal Research&Books
Total $571,900.61
*1 Urgent Check Issued 6/22/07
*2 Urgent Check Issued 5/24/07
*3 Urgent Check Issued 6/1/07
*4 Urgent Check Issued 6/21/07
*5 Urgent Check Issued 6/6/07
*6 Urgent Check Issued 5/25/07
*7 Urgent Check Issued 6/11/07
*8 Urgent Check Issued 6/7/07
*9 Urgent Check Issued 6/8/07
*10 Urgent Check Issued 5/29/07
*11 Urgent Check Issued 6/15/07
*12 Urgent Check Issued 6/22/07
Page 4 of 4
101 - 13
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: L. Craig Britton, General Manager
DATE: June 22, 2007
RE: FYI's
Regional Open Spate
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
June 18, 2007
The Honorable John Laird, Chairman
Budget Conference Committee
State Capital Building
Sacramento, CA 95814
Dear Assemblyman Laird:
The Midpeninsula Regional Open Space District, a public agency devoted to creating a
regional greenbelt of open space lands, supports the administration by the State
Department of Parks &Recreation of the $200 million in Proposition I through a
competitive grants program.
Given the fact that Proposition 40 local park fund programs were oversubscribed by$1
billion,the need for park and recreation infrastructure in California is acute. As you
know,the Urban-Suburban-Rural Grant Program was created to address this need.
On behalf of the Midpeninsula Regional Open Space District, I urge you to support the
administration of the Proposition 1 C funds by the Department of Parks and Recreation.
Sincer
r
L. Craig Britton
General Manager
LCB/ad
cc: Pro Tempore Don Perata
Assembly Speaker Fabian Nunez
Doug Houston, CPRS Advocate
Board of Directors, Midpeninsula Regional Open Space District
33o Distel Circle 650-691-1200 info@openspace.org BOARD OF DI RECTORS:Pete Siemens,Mary Davey,Jed Cyr, GENERAL MANAGER:
Los Altos CA 94022-1404 650-691-0485 fax www.openspace.org Curt Riffle,Nonette Honko,Larry Hossett,Kenneth C.Nitz L.Craig Britton
Regional Open Spe
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
June 8, 2007
Mr. Kurt Lueneburger
Santa Clara Valley Water District
5750 Almaden Expressway
San Jose, CA 95118
Re: Notice of Preparation, Permanente Creek Flood Protection Project Draft
Environmental Impact Report
Dear Mr. Lueneburger,
Thank you for the opportunity to provide input on the scope and content of the
forthcoming Draft Environmental Impact Report (DEIR) for the proposed Permanente
Creek Flood Protection Project, as outlined in the Notice of Preparation (NOP). The
Midpeninsula Regional Open Space District(District) manages over 55,000 acres in 26
open space preserves. Two of the proposed flood protection project elements described
in the NOP are of particular interest to the District based on their immediate proximity to
Rancho San Antonio Open Space Preserve.
Off-stream detention facility at Rancho San Antonio County Park
The proposed eight-acre detention basin would be situated in a highly visible location
near the entrance to the County Park, immediately adjacent to a very active parking area
that is managed by the District. This parking area serves as a principal trailhead for
hikers and equestrians who wish to access Rancho San Antonio Open Space Preserve.
The District is keenly interested in ensuring that construction of the basin and its
operation do not negatively impact aesthetic values or public use of the County Park and
adjacent Preserve. Seasonal retention basins often appear to be very engineered-looking,
and as water levels drop, unsightly unsi htl mud and sediments settle out and are left behind. If
t encourages the Sa
nta Clara Valle
this project alternative moves forward, the District g y
develop a careful plan
District and the Count Parks and Recreation Department to p p
Water D p
Y
for the site with landscaping, fencing, and signage elements to ensure that the basin will
blend in with the natural appearance of the surrounding landscape. Installation of native
vegetation that can accommodate fluctuating water levels may help to mitigate potential
eg g p
visual impacts associated with the seasonal basin.
South Branch Permanente Dam at Hanson Permanento Quarry
As described in the NOP, construction of the proposed dam could result in a number of
significant environmental impacts. Seasonal inundation would result in biological
impacts including the direct loss of the native vegetation within the proposed
impoundment area behind the dam. Plant communities in this area include mixed
evergreen forests dominated by bay and tanoak; scrub oak and occasional willow located
f chaparral dominated b mountain maho an to on,
near the creek; and small stands o p y 9 Y� toy
on,
sage. These plant communities may provide habitat for a number of listed plant and
33a Distel Circle 650-691-u Mary info@openspace.org BOARD OF DIRECTORS:Pete Siemens, y Davey,Jed Cyr, GENERAL MANAGER: i
Los Altos CA 94022-1404 650-691-0485 fax www.openspace.org Curt Riffle,Nanette Hanko,Larry Hassett,Kenneth C.Nitz L.Craig Britton
i
Mr.Kurt Lueneburger
Santa Clara Valley Water District
June 8,2007 Page 2
animal species. The District recommends detailed preconstruction surveys and
appropriate biological mitigation for migratory birds, California red-legged frog, and
other special-status plant and animal species that may be present.
Given the proximity to the San Andreas and other local faults, this project alternative will
require extensive attention to geologic and seismic issues to ensure long-term stability of
the dam itself, as well as safety of downstream residents. The massive earthmoving
associated with construction of the darn and off-hauling of fill could result in noise and
construction-related erosion and sedimentation acts im
air quality emissions, as well as o p
to Permanente Creek. Depending on access routes, there could be significant traffic-
related impacts along local roads and regional transportation corridors.
The NOP describes these and other project alternatives only in very general terms, so it is
difficult to predict all of the potential impacts to natural and cultural resources. The
proposed South Branch Darn, in particular, may require further scoping and additional
environmental review once P mores specific plans are developed. The District looks
p
forward to participating in the public review process for the proposed DEIR and during
further, project-specific environmental review.
Thank you again for the opportunity to provide input into the environmental review
process for
this project.
p P J
Sin erely,
L. Craig Britton,
General Manager
i
cc: MROSD Board of Directors
Lisa Ktliough, Director, Santa Clara County Parks and Recreation Depa
rtment
i
I
I
For Immediate Immediate Release
� May 31, 2OO7
�
Contact: Nina Nowak Contact: Brian Steen
Director of Communications Executive Director �
Peninsula Open Space Trust 8ernperv|rensFund �
Phone: (650) 854-7696 Phone: (650) 968-4509
nnowak@openspacetrust.org bsteen@sennpen/inens.org
www.opcnspecebust.org www.sernpervinens.org �
�
� �������� �� �� ~ Fund Acquire
� POST ��� �������������� m ��mm ^������re
� Little Basin Property from HP for Permanent �
� Protection
�
(Palo Alto,
�
Calif The Peninsula Open Space Trust (POST) and Sempervirens Fund are
pleased to announce that they have acquired the historic Little Basin property in the heart of �
the Santa Cruz Mountains near Boulder Creek. In a joint arrangement, the two nonprofit land
trusts purchased the redwood-studded, 535-acre property for $4 million from the Hewlett-
Packard Company (HP), which had previously used the land for private employee recreation
and company picnics. �
� Rising 2,OOO feet above sea level, Little Basin is bordered to the north, east and west by Big
Basin Redwoods State Park. The property features scenic woodlands, an old-growth redwood
forest, diverse wildlife, hiking trails that connect to Big Basin, a reservoir and two creeks-Scott
Creek and Blooms Creek-in the Santa Cruz County watershed. Thanks to HP, a portion of the
property is also equipped with an impressive array of recreational facilities,
including 14 rustic
�
cabins, ]6 tent sites, a picnic area, playgrounds, a recreation hall, nestroomnsand an
amphitheater. �
�
�
� POST and Sempervirens Fund hope eventually to transfer Little Basin to California State Parks �
for inclusion in adjacent Big Basin Redwoods State Park. With its picturesque setting, �
established infrastructure and wealth of natural resources, Little Basin is destined to become a �
� remarkable addition tothe state parks system, at which time it could be explored and enjoyed �
� by the public.
� "Little Basin presents aonoe'in-a-lifetime opportunity hz save a gloriously scenic and historic
� property that would otherwise be built up with luxury mansions and closed off from the public
� for good," said POST President Audrey Rust. "The land features hundreds of acres of lush
� forested mountain terrain as well as exceptionally well-maintained recreational facilities that
. are sure to make Little Basin a popular destination for campers, hikers, families and outdoor
enthusiasts visiting the Big Basin area just 30 rn||es south of San lose."
Developed in 1885asa logging operation, Little Basin served as cattle ranch in the 1930s
and as a World War II military surplus depot behzna HP purchased it in 1963 under the
direction of company founders David Packard and William Hewlett. Over the years, HPutilized
the site-less than an hour's drive from Silicon Valley-both for individual recreational use by HP
� employees as well as for corporate gatherings, where management staff served hamburgers
�
� and hot dogs to employees and their families at company picnics. B||| Hewlett himself designed
the tables in the picnic area, and a corps of dedicated HP employees and retirees have
previously volunteered time to maintain the land.
| '
Honoring this rich legacy nf outdoor recreation by its own emnp|oyees HP
_` �
enable Little Basin to be opened to the public by aaU|ng it to Sernpenvinans Fund and POST for �
permanent protection.
"When deciding the future of the Little Basin property, our foremost goal was to ensure the
continued preservation of this beautiful site," said Steve 8rashear, Vice President, Real Estate �
and Workplace Services, atHP. ''VVe're pleased to partner with these organizations toensure
the vibrant future of this property and look forward to the time when the site is open to the |
�
public for everyone's emdoy/nent."
The protection of Little Basin is being made possible by a partnership between POST and
5ennpervirens Fund. As the two groups coordinate and negotiate the acquisition and transfer �
�
of Little Basin, a consultant management team will oversee maintenance of the land
temporarily until such time as it is ready to pass on to public agency ownership.
"Semnpervirena and POST are working together to save Little Basin to ensure that this
extraordinary property receives the permanent protection it deserves," said Brion Steen,
Executive Director o[5emAervirens Fund. "The land is located at the geographic nexus where
� both organizations are actively protecting open space lands. This fruitful partnership allows
both groups to bring all our strengths and resources to bear on behalf of Little Basin, and sets
an exciting precedent for strategic collaboration in local land conservation in the San Francisco
Bay Area."
� ###
� POST is a leading private, nonprofit land trust dedicated to preserving the beauty, character
� and diversity of the San Francisco Peninsula landscape. Since its founding in 1977, the
�
� organization has been responsible for saving nearly 60,000 acres as permanent open space
� and parkland/n San Mateo and Santa Clara counties.
�
Semmpevvirens Fund/sa private, nonprofit land conservancy that has been preserving
�
� redwood lands since 1900. The organization's mission is to protect and permanently preserve
the redwood forests and other important natural areas of California's Santa Cruz Mountains
� and bo encourage appropriate public enjoyment of this environment.
_____
Best CoyPage I of I
ote e use is farmland — nowr maybe always
B i�� �c:m*im, �
v Brian �
San Jose Mercury News �
Art/c/c |'ou,`c»eu,105/2*/2007 An poT
Like a derailed train still moving forward,San Jose's Coyote Valley development plan recently moved closer hoatrain
wreck with the issuance ofo draft environmental impact report. Meant bn evaluate the environmental consequences of
developing Coyote Valley,the report instead misses or underplays many environmental impacts.The root problem,
however, isn't the report-it's the underlying project.
The city,which teamed up with developers and area landowners who are footing the bill for the plan and environmental
rapud, proposes pavingagricultural Coyote Va|leywithenmwuateUde¢xwnwith8O.000neoidenta-equiva|ent1oa
new Mountain View between San Jose and Morgan Hill. Half of the existing farmland would be developed for urban uses,
while the farmers on the other half of this 7.U0U-aone valley would face ao much pressure from their new urban neighboro
that itwU| bedifhcu|t1ononUnue farming.Yet thioiuthecityenddeve|opero'ao'oa||ed^greenp|an.^ �
This unfortunate legacy of the discredited administration of former ne8ts only the developers d
landowners who wish to eliminate Coyote Valley farming.Their plan is to develop new office space in a market with
overwhelming office vacancies,together with some new housing.Originally intended to benefit San Jose city coffers by
attracting new businesses and their property and sales tax revenues,this project instead would detract from simultaneous
efforts to develop downtown San Jose and North First Street,Lacking any real public benefits,Coyote Valley developers
have now resorted to lame suggestions that destroying farmland actually helps the environment.
� Thewnstconmndnow tossed anoun deve|opesis.^Be�erharathoninthoCentno|VoUey^-enan0umentthataU
� the people who would live and worki developed Coyote Valley offices |d otherwise be forced to commutehn 1h |
Central Valley"'the Bay commuter-based sprawl farther south beyond Gilroy, into San Benito County and the Central Valley,and the plan doesn't
� provide
nW compactly within the existing urban core where San Jose can more efficiently
and affordably provide the needed urban services to new residents,including transit alternatives to hours-long commutes.
� The U ed| developers a respond that Coyote Valley will at least absorb some of the workforce that will live far
away and commute here even if Coyote Valley were never built, but that makes no sense.The intent of Coyote Valley
development was to bring new,additional business to San Jose,and that means new,additional workers. So the
� developers'claim that there won't be any additional people brought to the area au more long-distance commuters iosimply
wrong. In |i'.developing Coyote Valley"successfully"means losing 3,000 acres of farms, plus additional sprawl |
elsewhere, and still more long-distance commutes.This iu their green plan? |
Developers argue it's better to plan Coyote Valley now. long before we knowwhafo actually needed them, but what's the
rush?The last time San Jose huniadto build more tD couldn't have been more wro There is nowovast
surplus of office vacancies ooa consequence. Maybe,Coyote VaU will need 1obe developed| 30yeom or4V years,or
longer(or maybe nevor). Dn|yhubriaouppodothoideathotwmohou|dadoptap|annmwin2O070ordove|opmentnot
needed until 2027,on the assumption that we can do a better job than the next generation's plan could in 2022.
Right now,thousands of acres of working farmland survive on the edge ofa major Bay Area metropolis the remnant of
� the"Valley ny Hearts Delight"that still provides green produce|ooaUy.Theeeaiohomehzwi|dbadgera.endevona|h
manage to cross Coyote Valley at times. Coyote Creek runs through th U d provides important ri i habitat t Close Window J Send To,Printer
birds, amphibians and fish, as well as recharging the groundwater that so far is keeping us supplied in this low-water year.
Nearby, Coyote Ridge shelters the remaining home of an endangered butterfly species,which would be drastically affected
by air pollution from increased traffic on Highway 101.All these are treasures not to be given up cheaply. Developers'
claim that the loss of all this is"green,"when it clearly is not,will not fool us and will not hide the price that comes from
filling developers'pockets while inflicting sprawl,traffic and pollution on the rest of us. Developing Coyote Valley is a
�
�
� bttp 9 5/29/200/
Regional Open Space
..............
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Memorandum
To: Ken Miller
From: L. Craig Britton,General Manager
Date: June 1, 2007
Re: Excellent service in the field
I recently received the attached letter from POST thanking the District, and specifically yourself,
for you effective response to the emergency that occurred during POST's "Walks and Talks"
hike at Bear Creek Redwoods Open Space Preserve. POST was most complementary of you
actions.
I would like to personally commend you for you excellent response and handling of this
situation. You demonstrated the type of service that is key in insuring the safety of individuals
who visit our preserves, which reflects most favorably on the District. Thank you!
Cc: Midpeninsula Regional Open Space District Board of Directors
John Maciel, Operations Manager
Personnel file
I
Peninsula Open Space Trust
Celebrating 30 Years of Local Land Protection
Board of Directors °yr �
Karie Thomson,Chair Mk 24 May 22, 2007
Allan F.Brown
Susan Ford Dorsey Dear Craig,
Larry Jacobs
Charlene Kabcenell
Martha J.Kanter I'm writing to thank you and your staff for your tremendous help during
Robert C.Kirkwood Norman E.Matteoni last week's hike. As you know, on Friday, May 18, 2007, POST led a permitted
Dianne McKenna hike through Bear Creek Redwoods. This was one of POST's "Walks & Talks"
Paul Newhagenr_ .,_, ,__ r _ .t- ;. .. a +.
William Reller uiai.ags ivr donors in aAauiil-s ivi uicil :3up o t and gcncrosiay.
Joseph R.Seiger
Sandra Thompson During the hike, one of the hikers was unable to continue on because he
Mark A.Wan
was having intense chest pain. It was clear to those on the hike that he would not
Advisory Council be able to make it down the mountain and needed immediate attention. Two
Robert Augsburger miles up the trail, he was in an area that was difficult to get to and not easily
Sheldon Bremer,Ph.D.
Patricia Compton accessible by vehicle. One of the MROSD docents on the hike, Jenny Whitman,
Phyllis Draper phoned MROSD headquarters to let them know about the situation.
David L.Fletcher
Robert B.Flint Jr.
Elaine French In response to this emergency, MROSD rangers came to the hiker's
Vince S.Garrod
Sukey Grousbeck assistance quickly, maneuvering large vehicles up a difficult path. Within 15
Rosemary Hewlett minutes of the phone call, Ken Miller was on site with oxygen for the hiker until
Christina A.
Patricia L Hoopepway the paramedics arrived. Shortly after, another MROSD vehicle and more staff
Mary Hufty,M.D. arrived with the paramedics who further treated the hiker. He was taken safely
KarlajSuzanne
B.Kin,M.D. down the mountain to a waiting ambulance to go to the hospital.
Suzanne B.King
Melvin B.Lane
George M.Marcus I want to thank the MROSD staff, particularly Ken Miller, for their quick
Jacqueline Mayer
RobegRobert W.McIntyre and effective response to this emergency. Your staff provided the temporary care
p
Robert H.Miller the hiker needed until further help could reach him, and kept the situation calm
David W.Mitchell
Gordon E.Moore,Ph.D. and in control. Your staff did a fabulous job responding to the call, and with great
Bette Moorman teamwork and communication, the hiker was given the care he needed. We have
rris
Janet
or r since heard he is doing well, a little weak, but expected to make a full recovery.
F.Ward Paine
Paulo.Reimer Barbara Doyle Roupe Thank you again to all the staff at MROSD. Your partnership is one we
Alexander H.Schilling Jr. highly value.
T.Chester Wang
Anne M.Westerfield
Rosemary Young Sincerely,,.--- i
Leah Zaffaroni �-
President
Audrey C.Rust Walter T. Moore
Executive Vice President
222 High Street
Palo Alto,California 94301
Tel: (650)854-7696
Fax: (650)854-7703
www.openspacetrust.org
Recycled Paper
II
'
° �
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RegionalOpen ~=�~° ~
M|DPENoNSULA REGIONAL OPEN SPACE DISTRICT
May 24, 2007 �
KellyxNe|son �
Executive Director
Gan Mateo County Resource Conservation District
625 Mirannuntes Street Suite 103 |
Half Moon Bay, C/\ 94019
Dea, Kellyx,
On behalf of the Midpeninsula Regional Open Space District (District), I want tV thank you �
for the opportunity to join the Pilarcitoy Creek Restoration VVorkgnmup. Given the many
issues within the watershed, such as the need to restore habitat for etee|heud trout and other �
listed species, control exotic vegetation, and provide for a sustainable water supply for �
downstream consumers, we strongly support the collaborative approach employed by the
VVorkgnnup.
By virtue of the attached signed Memorandum of Understanding, the District agrees to |
participate in Pilarcitos Creek Restoration VVorkgroup meetings for the purpose of
developing C)caft Integrated Watershed Management Plan. Please note that a Final �
Integrated Watershed Management Plan will require approval by the District's Board of
Directors, should the plan call for the commitment of District financial resources. �
�
The District is excited to contribute kzwhat promises to be successful effort to restore �
Pi|arc(tos Creek watershed to much healthier condition.
Si erel
L. Craig Britton
General Manager �
[[: k4KOSD Board of Directors �
�
�
�
�
�
�
swmmmCircle 650-6yi-1200 mm@wpen*pse.org BOARD or DIRECTORS:Pete Siemens,woroo,e»Jed Cyr, GENERAL MANAGER: �
Los Altos mw*vz ,^o^ 65^-6Y-0485«m w~w.openspaceu,u Curt Riffle,wunom,*0000,Larry*uoett,Kenneth cwoz c.Craig Britton
� �
January 25, 2007
Memorandum of Understanding(MOU)
Among
California Department of Fish and Game, California State Parks, City of Half Moon Bay,
Coastside County Water District, Committee for Green Foothills, Gulf of the Farallones
National Marine Sanctuary, Half Moon Bay Fishermen's Association, Midpeninsula
Regional Open Space District, Monterey Bay National Marine Sanctuary,National
Marine Fisheries Service, Peninsula Open Space Trust, Pilarcitos Creek Advisory
Committee, San Francisco Public Utilities Commission, San Francisco Bay Regional
Water Quality Control Board, San Mateo County, San Mateo County Farm Bureau, San
Mateo County Resource Conservation District, Sewer Authority Mid-Coastside, Surfrider
Foundation- San Mateo Chapter
Regarding
The Establishment of the Pilarcitos Creek Restoration Workgroup and the Development
of an Integrated Watershed Management Plan
I. Recitals
A. The groups listed above have been working together for many years under the
umbrella of the Pilarcitos Creek Watershed Restoration Project(Project). The
Project was created and funded by the California Department of Fish and Game
and the San Francisco Regional Water Quality Control Board as part of a
settlement between the State of California, Browning-Ferris Industries, and Apex
Oil Company for two separate pollution discharge events that occurred in 1992.
B. The Pilarcitos Creek Advisory Committee (PCAC)was formed to provide
local stakeholder input on the development of the Pilarcitos Creek Restoration
Plan(1996 Plan), and to provide advice and guidance to the Project Manager,the
San Mateo County Resource Conservation District(RCD). The 1996 Plan
identified five major issues of concern in the creek: 1)reduced streamflows, 2)
degraded fish habitat, 3)bank erosion and loss of riparian vegetation and habitat,
4)watershed erosion and channel sedimentation, and 5) exotic vegetation.
C. The groups listed above have decided collective) to convene the new
Y
Pilarcitos Creek Restoration Workgroup (Workgroup)to develop an Integrated
Watershed Management Plan (IWMP)that would update the 1996 Plan and
address high priority issues in the watershed(e.g., Central Coast steelhead
protection and restoration). The PCAC will be a member of the new Workgroup.
II. Purpose of the Workgroup
The purpose of the Workgroup is to work as partners to balance all of the beneficial uses
of available water resources in the Pilarcitos Creek watershed and to find solutions that
protect the environment, agriculture,public health, domestic water supply, and economic
interests.
1
III.Purposes of this MOU
The purposes of this MOU are to:
A. Describe how the Workgroup operates as a collaborative forum to achieve the
common goal of protecting and restoring the natural resources of the Pilarcitos
Creek watershed.
B. Outline the process for developing the Pilarcitos Creek Integrated Watershed
Management Plan.
IV. Definitions The abbreviations and capitalized words and phrases used in this MOU
have the following meanings:
A. "CCWD"refers to Coastside County Water District.
B. "CDFG"refers to California Department of Fish and Game.
C. "HMB"refers to City of Half Moon Bay.
D. "IWMP"refers to Integrated Watershed Management Plan.
E. "NMFS" refers to National Marine Fisheries Service.
F. "RCD"refers to San Mateo County Resource Conservation District.
G. "SAM"refers to Sewer Authority Mid-Coastside.
H. "SFPUC" refers to San Francisco Public Utilities Commission.
I. "Party"or"Parties"refers to the organization(s) signing this MOU.
J. "Signatory" or"Signatories"refers to the person or group of people signing
this MOU on behalf of their organization(s). The Signatories are the General
Managers, Directors, Executive Officers, etc. from each organization, or their
designees.
K. "Workgroup"refers to the Pilarcitos Creek Restoration Workgroup.
L. "Workgroup Members"refers to the senior staff delegated by the Signatories
to represent their organization on the Workgroup.
i
V. Workgroup Principles, Organization, and Participant Roles
A. Convener of Workgroup Meetings: The RCD will serve as the convener of
Workgroup meetings, and in this role will initiate and circulate draft meeting
agendas and provide meeting summaries.
B. Voluntary Participation; Designation of Party Representatives; Ability to
Set Meetings; Formation of Subcommittees: Participation in the Workgroup is
voluntary, and open to the public. As a consequence of this MOU, each Signatory
shall designate a representative as the primary contact for that Party on all
Workgroup activities. The designated representatives will constitute the
Workgroup Members. Workgroup Members agree to keep the Workgroup
informed of activities they are carrying out related to restoration efforts in the
Pilarcitos Creek watershed. As necessary, the Signatory from any Party can call a
meeting of the Signatories. At least one meeting of the Signatories will occur
during each calendar year to keep each Party informed of current events at the
policy recommendation and decision-making level. As necessary, the Workgroup
Members or Signatories can establish ad hoc subcommittees to conduct work on
2
behalf of the Workgroup. These ad hoc subcommittees would report back to the
Workgroup.
C. Meeting Schedules, Circulation of Agendas, and Meeting Minutes: The
Workgroup convenes approximately once every two months. Draft agendas and
meeting minutes will be circulated in advance to Workgroup Members for
comment before email distribution to the broader group. Draft minutes will be
finalized by adoption by Workgroup Members at the next meeting. Adopted
meeting minutes will be posted by the RCD on their website, making them
available to the public. If for whatever reason the RCD is unable or unwilling to
provide this service,new arrangements will be made to make these minutes
available to the public.
D. Workgroup Dispute Resolution: The intent of the Parties is that any dispute
should be resolved at the Workgroup Member level, if possible. However,
nothing contained herein shall be deemed to preclude any Party from seeking to
resolve a dispute between Parties by any other lawful means. If agreement on an
issue cannot be reached among the Workgroup Members,then any Party may
seek a more formal level of dispute resolution as described in this paragraph.
If any Party chooses to pursue formal dispute resolution, they may do so by
notifying the other Parties at the Signatory level in writing. This written
notification shall also include a statement of the issue and any pertinent
background material. The Parties will then convene a meeting of the Signatories
within 45 calendar days of this notification to review the issue. If the Signatories
cannot reach agreement, then the issue will remain unresolved, and each Party
will retain the right to resolve the dispute by any lawful means.
VI. Purpose, Conduct and Funding of Integrated Watershed Management Plan
i
A. Purpose of Integrated Watershed Management Plan: The purpose of the
IWMP is to set forth a strategy to achieve an ecologically sustainable watershed
that restores steelhead trout(while also considering other native species and
riparian communities in the Pilarcitos Creek watershed while minimizing the
P ) g
potential impacts to water supply and other beneficial uses, as described in the
Pilarcitos Creek IWMP Scope of Work(attached). Given the diversity of i
interests participating in the Workgroup, and the complexity of the issues
surrounding restoration in the Pilarcitos Creek watershed, a collaborative
Technical Team, led by an independent consultant,can play an important role by
generating data and analyses that are viewed as credible,unbiased, and can be
supported by the Workgroup Members.
B. Funding of Integrated Watershed Management Plan: The IWMP will be
funded by a$202,500 grant received by the San Francisco Public Utilities
Commission(SFPUC) from the State Water Resources Control Board's 2005-
2006 Consolidated Grants Program, and an associated cost share contribution of
$67,500 from the SFPUC.
3
C. Preparation of Integrated Watershed Management Plan: The IWMP will
generally be prepared as follows:
1. Review the 1996 Plan and subsequent studies that have been produced
as a result of the 1996 Plan and confirm/update the watershed
characterization (e.g., hydrology, geomorphology, vegetation, wildlife)
and critical issues as described in the 1996 Plan(e.g.,reduced
streamflow, degraded habitat, loss of riparian habitat, watershed
erosion and sedimentation, exotic and invasive vegetation, landowner
concerns).
2. Review and evaluate the status and recommendations from the 1996
Plan.
3. Establish specific objectives for the new planning effort that address
issues such as: a)habitat enhancement/restoration, b)reduced erosion
and sedimentation, c)removal/management of exotic and invasive
vegetation, d) increased native vegetation, e) improved water quality,
f) better flood management, g) stabilized creek banks,h) identification
of constraints and opportunities for protection and recovery of the
federally listed steelhead trout while incorporating current and future
water supply issues and important economic issues, i) development of
cost effective, stakeholder-supported alternative water supply projects
that could result in enhanced instream flows in the upper watershed
while minimizing loss of yield to consumers,j) development of
recycled water projects that may result in enhanced strearnflow in
lower watershed, k) increased community collaboration.
4. Identify information gaps that potentially require additional
monitoring and/or studies.
5. Prepare draft IWMP that is based on the objectives in(3) above.
D. Oversight of Integrated Watershed Management Plan
The Workgroup will provide the oversight in the preparation of the IWMP.
VII. General Provisions of this MOU
A. Term: This MOU will expire in five years from the date of execution by all
the Parties unless extended by mutual consent of the Parties.
B. Amendments and Additional Signatories: This MOU may be amended at
any time with the unanimous approval of the Parties. Additional Parties may be
added at any time with the unanimous approval of the Parties.
4
C. Withdrawal: Any Party may withdraw from this MOU at any time by giving
30 days written notice to the other Parties. A Party that is dissatisfied with the
outcome of the dispute resolution process provided for in Section IIID may
withdraw. The MOU remains in effect for the remaining Parties.
D. Funding: Except as specifically described above, nothing herein alters the
existing authorities or responsibilities of any Party nor shall be considered as
obligating any Party in the expenditure of funds or the future payment of money or
providing services.
Implementation of this MOU by the signatory federal agencies is subject to the
Anti-Deficiency Act, 31 U.S.C. Section 1341, and the availability of appropriated
funds. This MOU is not intended and will not be construed to require the
obligation, appropriation, or expenditure of any money from the U.S. Treasury.
The signatories acknowledge that the federal signatories will not be required
under this MOU to expend any federal agency's appropriated funds unless and
until an authorized official of that agency affirmatively acts to commit such
expenditures as evidenced in writing.
E. Construction of Terms: This MOU is for the sole benefit of the Parties and
shall not be construed as granting rights to any person other than the Parties or
imposing obligations on a Party to any person other than another Party.
F. Good Faith: Each Party shall use its best efforts and work wholeheartedly
and in good faith for the expeditious completion of the objectives of this MOU
and the satisfactory performance of its terms.
G. Governing Law: This MOU is made under and shall be governed by the
laws of the State of California.
5
EXHIBIT A
Agreement to Join the Memorandum of Understanding
Establishing the Pilarcitos Restoration Workgroup
and the Development of an Integrated Watershed Management Plan
In consideration of the mutual promises, covenants, and conditions contained therein,
Midpeninsula Regional Open Space District (name of party)hereby agrees to be part of
the Pilarcitos Restoration Workgroup created on January 25, 2007 and agrees to comply
with the terms of the Memorandum of Understanding attached hereto and incorporated
herein by reference.
In witness whereof, the,Oi?ty hereto has executed this agreement as of the date written
below.
Signature:
Date: May 24, 2007
Printed Name: L. Craig Britton
Title: General Manager
Organization: Midpeninsula Regional Open Space District
Name/Address of Party to Receive Notices:
L. Craig Britton, General Manager
Matt Freeman, Planning Manager
Meredith Manning, Open Space Planner 11
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, CA 94022
1
i
n COMMITTEE FOR
GREEN FOOTHILLS
7* ,F C E I V IE:
May 22, 2007 MAY 2 2 2007
Craig Britton and the Board of Directors .iDPENINSULA REGIONAL OPEI
Midpeninsula Regional Open Space District SPACE DISTRICT
330 Distel Circle
Los Altos, CA 94022-1404
Dear District Directors and Craig,
On behalf of Committee for Green Foothills, let me extend our sincere gratitude for your efforts on
behalf of the bench dedication event for Lois Crozier-Hogle, held on Friday, May 18,h.
What a great event it was! I've heard from Lois' family and her many friends in attendance that it
was a perfect and fitting tribute to her life and legacy. We all especially appreciated the willingness
of the Board to have a bench placed in her honor and to do so in such a lovely setting where you can
enjoy view to both the foothills and valley. I know you do not make such decisions lightly and from
the stories shared by Lois' many friends, it reconfirmed for me and everyone attending how
important Lois was to the open spaces of this area and to the formation of the Midpeninsula
Regional Open Space District.
I also particularly want to thank your staff for pitching in to help with the event. Everyone was such
a delight to work with and made everything so easy. Jennifer Williams did a wonderful job
hammering out details and pitching in throughout the event planning process. Michael Newburn
and his staff were so helpful in getting the bench installed, having the site and the road to the site
readied for the event, and helping with parking and shuttling to enable our volunteers to be part of
the ceremony. We could not have had such a successful event without their leadership, dedication
and hard work!
Thanks again for working with Committee for Green Foothills on behalf of Lois Crozier-Hogle and
on preserving open spaces in San Mateo and Santa Clara Counties!
Sincerely,
Holly Van Houten
Executive Director
P.S. And thank you, Craig, for arranging such perfect weather for the day! J
COMMITTEE FOR 392t E.Bayshore Road 65o.968.7243 PHONE info@GreenFoothills.org
GREEN FOOTHILLS Palo Alto,CA 94303 65o.968.8431 FAX www.GreenFoothills.org
Regional Open Sp:
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
May 30, 2007
I
The Honorable Ira Ruskin
State Capitol
P.O. Box 942849
Sacramento, CA 94249-0021
Dear Assemblymember Ruskin:
f the District I'd like to thank you very much for introducing A.B. 697, which
On behalf o Y rY
would greatly improve the District's efficiency and flexibility, save taxpayer money, and
increase resources to purchase and preserve vital public open space lands.
We would also like to thank Assemblymember Lieber for her support during the May 9,
2007 meeting of the Committee on Local Government during the introduction of the bill.
As you know, A.B. 697 would streamline District operations and provide a host of benefits to
hi in ensu
ring the of this minor but
taxpayers and we are grateful for your leadership g passage
critical change in the Districts enabling legislation.
islation.
Sin re
L. Craig Britton
General Manager
cc:
Assemblymember Sally Lieber
MROSD Board of Directors
Ralph Heim, Public Policy Advocates, LLC
33oDistetCircle 650-691-i2oo info@openspace.org BOAR D OF DIRECTORS:Pete Siemens,MoryDovey,Jed Cyr, GENERAL.MANAGER:
Los Altos CA 94022-1404 650-691-0485 fax www.openspace.org Curt Riffle,Nonette Hanko,Larry Hassett,Kenneth C.Nitz L.Craig Britton
Regional Open Spy
1
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
May 30 2007
The Honorable Sally Lieber
State Capitol
P.O. Box 942894
Sacramento, CA 94249
Dear Assemblymember Lieber:
Thank you very much for helping introduce District-sponsored A.B. 697 to the
Committee on Local Government on May 9,2007 during Assemblymember Ruskin's
absence. We appreciate your support of this important bill,which would save taxpayer
funds, and increase resources to purchase and preserve vital public open space lands.
ncere
L. Craig Britton
General Manager
cc: '
Assemblymember Ira Ruskin
MROSD Board of Directors
Ralph Heim, Public Policy Advocates, LLC
33oDisteiCircle 650-6gi-1200 info@openspace.org BOARD OF DIRECTORS:Pete Siemens,Mary Davey,Jed Cyr, GENERAL MANAGER:
Los Altos CA 94022-1404 650-691-0485 fax www.openspace.org Curt Riffle,Nonette Hanko,Larry Hassett,Kenneth C.Nitz L.Craig Britton
6 ev
State of California-The Resources ;y Arnold Schwarzenegger,Governor
DEPARTMENT OF PARKS AND RECREATION Ruth Coleman,Director
916)653-8380
June 1, 2007
L. Craig Britton, General Manager JUN 0
Midpeninsula R.O.S.D.
330 Distel Circle
Los Altos, CA 94022
Re: Madonna Creek Uplands Acquisition $500,000
Dear L. Craig Britton,
The Office of Grants and Local Services has completed the application review process for
the Habitat Conservation Fund (HCF) Program. We are pleased to inform you that the
project identified above has been selected for funding upon appropriation by the
Legislature. Congratulations!
The HCF Program requires the Legislature to appropriate the program funds each year in
the annual state budget. The State's fiscal year begins July 1 of each year. However,
legislative action may occur after July 1. You should not begin your project until the funds
have been appropriated and you receive a fully-executed contract. This office will initiate a
contract and send it to you for your signature after the state budget is enacted.
In the meantime, if you have any questions about your project or the HCF Program, please
contact your project officer, Thomas Dempsey, by phone at (916) 651-8578 or by email at
tdempsey@parks.ca.gov. Project officer assignments and additional grant program
information are available on our website at http://www.parks.ca.-gov/, and by using the links
to "Grants and Bond Acts" and then "Habitat Conservation Fund".
Congratulations again on your successful application! We look forward to working with you
to deliver quality recreation opportunities for your constituents.
,-S-iRerely,
Jdk Mitchell
Deputy Director
cc: The Honorable Jackie Speier
California State Senate
The Honorable Gene Mullin
California State Assembly
Thomas Dempsey, Project Officer
Interoffice Memorandum
April 13, 2007
To: L. Craig Britton, General Manager
From: Gordon Baillie, Management Analyst—Operations
Subject: Monthly Field Activity Summary—March 2007
DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS
Bicycles Vehicle prohibited 0 1
Closed Area I I Bike parking 0 2
Speed 7 13 Marijuana cultivation 0 0
Helmet 8 23 Disabled parking 1 1
Night Riding 0 0 Parking w/o Permit 0 0
Dogs Wood/plant collecting 0 1
Prohibited area 3 8 No stopping 2 2
Off-leash 14 19
Off-road vehicles I I ACCIDENTS/INCIDENTS
Closed area 0 0 Bicycle accident 0 2
After hours 13 30 Equestrian accident 0 0
Fishing 0 0 Hiking/Running accident 0 2
Vandalism 0 0 Other first aid 0 1
Parking 44 46 Search &Rescue 0 2
Parking after hours 13 19 Vehicle accident 0 0
Dumping 0 0 LZ air evacuation 0 0
Camping 0 0 Fire 0 0
Weapons
Actual contact 0 0 ENFORCEMENT
Weapons report 0 0 Parking citations 0 58
Reckless driving 0 0 Other citations 0 49
Vehicle closed area 0 0 Written warnings 0 59
No permit/Group 0 0 Arrests 0 0
Trail etiquette 0 0 Police assistance 0 0
Blocking gate I I
Obstructing traffic I I MUTUAL AID
Accident 0 2
Fire 0 0
Law enforcement 0 0
LZ for offsite 0 0
Date:
I At Foothills OSP, a dead body was discovered next to Page Mill Road, approximately
one mile above the entry gate. Palo Alto Police Department recovered the body, with
assistance from District and City of Palo Alto Rangers.
3 In the Windy Hill picnic area, a person was issued a citation for 'after hours use'. The
person has been wanted, and issued citations on numerous o(,.-sions. Staff has had
numerous contacts with this individual, who followed staff and flashed her headlights at
them, creating a hazard.
14 At Long Ridge OSP, a vehicle traveling on Highway 9 lost control and plunged
approximately 300 feet down the side of the cliff. Four people, vacationing from New
York, were injured.
Forty-five rescue personnel, including five District staff members, participated in the
rescue effort. Each victim had to be individually brought up to the roadway using
ropes and a litter. Each evacuation took approximately one hour. Two victims were flown
to the hospital by CalStar air ambulances, and two went by ground ambulances. All four
victims survived.
18 A six-year-old boy was found, alone, on a trail at La Honda Creek OSP. A San Mateo
County Sheriff and another ranger were requested. The boy, a nearby resident, wandered
away from his residence, unknown to his father,who was watching him. The mother was
located on a trail with a younger child. All were reunited.
22 At Long Ridge OSP a bicycle accident occurred, with the cyclist sustaining a serious head
injury. The patient was flown to the hospital by Stanford LifeFlight air ambulance. There
was some difficulty notifying the victim's spouse.
23 At Monte Bello OSP the former Sherrill house caught fire. District staff and four fire
agencies responded to the incident. Most of the damage was to the chimney and an
adjacent wall; construction practices are believed to have contributed to the fire.
March vandalism
14 At Ravenswood a Ranger discovered a split rail fence had been burned. One fence post
and one rail were significantly damaged. A small fire had been lit directly to the side of the
post.
29 In the restroom at Pulgas Ridge, an Open Space Technician discovered the remnants of a
small fire, consisting of papers located on the lid of a toilet. The toilet lid sustained only
minor damage.
WEnforcernent Activity Reports\2007 Monthly SuninuuiesWarch 2007-Monthly Enforcement Sunmaty.doc
i
Interoffice Memorandum
May 19, 2007
To: L. Craig Britton, General Manager
From: Gordon Baillie, Management Analyst—Operations
Subject: Monthly Field Activity Summary—April 2007
DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS
Bicycles
Resisting peace officer
Closed Area 1 1 Auto burglaries
Speed 5 8 Marijuana cultivation
Helmet 14 25 Disabled parking 2 3
Night Riding 0 0 Parking w/o Permit
Dogs Wood/plant collecting
Prohibited area 6 9 No stopping CVC
Off-leash 15 20
Off-road vehicles 1 1 ACCIDENTSANCIDENTS
Closed area 1 2 Bicycle accident 2
After hours 2 5 Equestrian accident 1
Fishing 1 1 Hiking/Running accident 2
Vandalism 0 0 Other first aid 1
Parking 6 10 Search &Rescue 0
Parking after hours 9 17 Vehicle accident 1_
Smoking 0 1 LZ air evacuation 1
Camping 0 0 Fire 0
Weapons
Actual contact 0 0 ENFORCEMENT
Weapons report 0 0 Parking citations 16
Parking on highway 1 1 Other citations 52
Vehicle speed 1 1 Written warnings 42
Obstructing traffic 1 1 Arrests 1
Blocking gate 0 1 Police assistance 0
Disabled Parking 2 3
Metal detector-prohibited 2 2 MUTUAL AID
One-way trail 0 2 Accident 6
Fire 1
Law enforcement 1
LZ for offsite 0
Date:
2 A frequent after-hours violator, who has received numerous warnings and been cited
twice before, continues to behave erratically. On this date she drove to a number of
locations,parked at odd angles, and stared at staff.
i
5 A neighbor reportea .possible marijuana cultivation site at S�-.i-a Azul. A ranger
followed up with the neighbor, and forwarded the information to the Santa Clara County
Marijuana Eradication Team.
8 Several bicycle retail companies conducted a bike demonstration event at Skeggs Point
Caltrans Vista parking lot. The event offered test rides to the public in an attempt to sell
bikes. The operator had neither a permit from MROSD or Caltrans, and the event was
advertised in an internet ad that specifically mentioned El Corte de Madera OSP.
9 A ranger discovered new evidence of extensive earth movement in an area of El Sereno
where a previous encroachment had occurred. This information was forwarded to the
land protection specialist.
11 A vehicle accident occurred off Hwy 9, near Redwood Gulch in the Saratoga Gap
Preserve. Rangers assisted with traffic control and information gathering. Four male
subjects were extricated from the vehicle and transported via ground ambulance to the
hospital.
12 While traveling on Page Mill Road, B. Congdon, of the District's Administrative Office,
flagged down patrol staff to aid a young boy had fallen from his bicycle. Staff provided
first aid until Palo Alto Fire arrived.
17 The District's Resource Management Specialist discovered that an existing road in the
Miramontes Ridge area of Mills Creek had been recently mowed without District
knowledge or permission.
April vandalism
13 Two interpretive signs, "Raptor," and"Wildflowers"were kicked over at Monte Bello on
the Stevens Creek Nature Trail.
14 Graffiti was etched into the posts of signboards at Lower Purisima Creek.
24 Graffiti on small "No Bikes,No Horses"signs on unofficial trail up to the hilltop at
Russian Ridge.
0:\Enforcement Activity Reports\2007 Monthly Summaries\April 2007-Monthly Enforcement Summary.doc
For Immediate Release Contact: Ninallow.^
June 1], 2DD7 Director ofCommunications
� Phone: (650) 854-7696
� nnowak@openspacetrust.org
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(Palo Alto, Calif.) - Nearly seven years to the day after the Peninsula Open Space Trust (POST) purchased Whaler's
Cove near Pescadero for permanent protection, the non-profit land trust is pleased to announce that the beach at
Whaler's Cove is once again accessible to the public.
POST has built two-dozen recycled redwood stairs to the beach at the cove, enabling local residents and visitors to
enjoy the spectacular rock-strewn beach once more. Located 20 miles south of Half Moon Bay on Highway 1, the
beach is part ofPigeon Point Light Station State Historic Park and is owned and operated by California State Parks.
"POST purchased Whaler's Cove in May 2000tn protect its inspiring views and unique cultural and historic values from
development of a private motel that was already being built on the site," said POST President Audrey Rust. "It's hard
to believe that access tothe cove, where tide pools team with sea life and whales make their graceful migration, was
nearly dosed forever when the previous owner posted 'No Trespassing' signs and put up m fence obstructing the way
to the beach. Thanks to POST supporters, the motel and fence are gone and the beach at Whaler's Cove is now
accessible toall who wish to enjoy it."
The new stairs at Whaler's Cove connect the beach to the scenic bluff top above, which is home to Mel's Lane, a
quarter-mile section of the California Coastal Trail, as well as the Council Circle, an inviting seating area built by POST
� to recognize special donors to its recent Saving the Endangered Coast campaign.
�
� Whaler's Cove boasts a rich and colorful past. Portuguese whalers once hauled their catch onto the beach, which in
the m|d-1800s was also a loading ground for sending timber to market. Runnrunnens secretly used the shores to
� deliver their stashes of liquor, and in the mn|d-1940s, a commercial oyster farming operation occupied the cove.
Historical remains are partially visible on the property today.
� 'More recently, in 1g81' o private buyer purchased VVha|er'sCove with the intent to construct a private home onthe
�
� site. In 1994, the owner changed her plans and sought permission from San Mateo County to develop a nine-unit
motel instead. As part of the negotiations, she agreed to give the 1.5-acre beach portion of the property to the state.
� However, she maintained title to the access points for the beach and promptly erected a chain-link fence and posted
"No Trespassing" signs, effectively blocking access to the beach. The opening of the new stains at Whaler's Cove
� marks the first time in 13 years that the public will officially be able to access the beach again.
"A visit to Pigeon Point Light Station State Historic Park is inspiring. We hope visitors will enjoy the magnificent
natural beauty of Whaler's Cove while exploring California's rich maritime history," said Paul Keel, Supervising Ranger
for California Coastal State Parks. "It's no surprise this park is home to many of the most frequently photographed
� scenic views onthe San Mateo Coast. We are pleased that with PC/ST's help we are able to reopen the beach at
Whaler's Cove to the pub|ic."
###
POST is a leading private, nonprofit land trust dedicated to preserving the beauty, character and diversity of the San
Francisco Peninsula landscape. Since its founding/n1977, the organization has been responsible for saving nearly
60,000 acres as permanent open space and parkland in San Mateo and Santa Clara counties.
Interoffice Memorandum
April 13, 2007
To: L. Craig Britton, General Manager
From: Gordon Baillie, Management Analyst—Operations
Subject: Monthly Field Activity Summary—March 2007
DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS
Bicycles Vehicle prohibited 0 1
Closed Area I I Bike parking 0 2
Speed 7 13 Marijuana cultivation 0 0
Helmet 8 23 Disabled parking 1 1
Night Riding 0 0 Parking w/o Permit 0 0
Dogs Wood/plant collecting 0 1
Prohibited area 3 8 No stopping 2 2
Off-leash 14 19
Off-road vehicles I I ACCIDENTS/INCIDENTS
Closed area 0 0 Bicycle accident 0 2
After hours 13 30 Equestrian accident 0 0
Fishing 0 0 Hiking/Running accident 0 2
Vandalism 0 0 Other first aid 0 1
Parking 44 46 Search &Rescue 0 2
Parking after hours 13 19 Vehicle accident 0 0
Dumping 0 0 LZ air evacuation 0 0
Camping 0 0 Fire 0 0
Weapons
Actual contact 0 0 ENFORCEMENT
Weapons report 0 0 Parking citations 0 58
Reckless driving 0 0 Other citations 0 49
Vehicle closed area 0 0 Written warnings 0 59
No permit/Group 0 0 Arrests 0 0
Trail etiquette 0 0 Police assistance 0 0
Blocking gate 1 1
Obstructing traffic I I MUTUAL AID
Accident 0 2
Fire 0 0
Law enforcement 0 0
LZ for offsite 0 0
Date:
I At Foothills OSP, a dead body was discovered next to Page Mill Road, approximately
one mile above the entry gate. Palo Alto Police Department recovered the body,with
assistance from District and City of Palo Alto Rangers.
3 In the Windy Hill picnic area, a person was issued a citation ,,. 'after hours use'. The
person has been warned, and issued citations on numerous occasions. Staff has had
numerous contacts with this individual, who followed staff and flashed her headlights at
them, creating a hazard.
14 At Long Ridge OSP, a vehicle traveling on Highway 9 lost control and plunged
approximately 300 feet down the side of the cliff. Four people, vacationing from New
York, were injured.
Forty-five rescue personnel, including five District staff members, participated in the
rescue effort. Each victim had to be individually brought up to the roadway using
ropes and a litter. Each evacuation took approximately one hour. Two victims were flown
to the hospital by CalStar air ambulances, and two went by ground ambulances. All four
victims survived.
18 A six-year-old boy was found, alone, on a trail at La Honda Creek OSP. A San Mateo
County Sheriff and another ranger were requested. The boy, a nearby resident, wandered
away from his residence, unknown to his father,who was watching him. The mother was
located on a trail with a younger child. All were reunited.
22 At Long Ridge OSP a bicycle accident occurred,with the cyclist sustaining a serious head
injury. The patient was flown to the hospital by Stanford LifeFlight air ambulance. There
was some difficulty notifying the victim's spouse.
23 At Monte Bello OSP the former Sherrill house caught fire. District staff and four fire
agencies responded to the incident. Most of the damage was to the chimney and an
adjacent wall; construction practices are believed to have contributed to the fire.
March vandalism
14 At Ravenswood a Ranger discovered a split rail fence had been burned. One fence post
and one rail were significantly damaged. A small fire had been lit directly to the side of the
post.
29 In the restroom at Pulgas Ridge, an Open Space Technician discovered the remnants of a
small fire, consisting of papers located on the lid of a toilet. The toilet lid sustained only
minor damage.
0:\Enforcement Activity Reports\2007 Monthly SununariesNarch 2007-Monthly Enforcement Sununary.doc
Interoffice Memorandum
May 19, 2007
To: L. Craig Britton, General Manager
From: Gordon Baillie, Management Analyst—Operations
Subject: Monthly Field Activity Summary—April 2007
DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS
Bicycles Resisting peace officer
Closed Area 1 1 Auto burglaries
Speed 5 8 Marijuana cultivation
Helmet 14 25 Disabled parking 2 3
Night Riding 0 0 Parking w/o Permit
Dogs Wood/plant collecting
Prohibited area 6 9 No stopping CVC
Off-leash 15 20
Off-road vehicles I I ACCIDENTS/INCIDENTS
Closed area 1 2 Bicycle accident 2
After hours 2 5 Equestrian accident I
Fishing I I Hiking/Running accident 2
Vandalism 0 0 Other first aid I
Parking 6 10 Search &Rescue 0
Parking after hours 9 17 Vehicle accident I
Smoking 0 1 LZ air evacuation I
Camping 0 0 Fire 0
Weapons
Actual contact 0 0 ENFORCEMENT
Weapons report 0 0 Parking citations 16
Parking on highway 1 1 Other citations 52
Vehicle speed 1 1 Written warnings 42
Obstructing traffic I I Arrests I
Blocking gate 0 1 Police assistance 0
Disabled Parking 2 3
Metal detector-prohibited 2 2 MUTUAL AID
One-way trail 0 2 Accident 6
Fire I
Law enforcement I
LZ for offsite 0
Date:
2 A frequent after-hours violator,who has received numerous warnings and been cited
twice before, continues to behave erratically. On this date she drove to a number of
locations,parked at odd angles, and stared at staff.
5 A neighbor reportea a possible marijuana cultivation site at 6.-,Ta Azul. A ranger
followed up with the neighbor, and forwarded the information to the Santa Clara County
Marijuana Eradication Team.
8 Several bicycle retail companies conducted a bike demonstration event at Skeggs Point
Caltrans Vista parking lot. The event offered test rides to the public in an attempt to sell
bikes. The operator had neither a permit from MROSD nor Caltrans, and the event was
advertised in an internet ad that specifically mentioned El Corte de Madera OSP.
9 A ranger discovered new evidence of extensive earth movement in an area of El Sereno
where a previous encroachment had occurred. This information was forwarded to the
land protection specialist.
11 A vehicle accident occurred off Hwy 9, near Redwood Gulch in the Saratoga Gap
Preserve. Rangers assisted with traffic control and information gathering. Four male
subjects were extricated from the vehicle and transported via ground ambulance to the
hospital.
12 While traveling on Page Mill Road, B. Congdon, of the District's Administrative Office,
flagged down patrol staff to aid a young boy who had fallen from his bicycle. Staff
provided first aid until Palo Alto Fire arrived.
17 The District's Resource Management Specialist discovered that an existing road in the
Miramontes Ridge area of Mills Creek had been recently mowed without District
knowledge or permission.
April vandalism
13 Two interpretive signs, "Raptor," and"Wildflowers"were kicked over at Monte Bello on
the Stevens Creek Nature Trail.
14 Graffiti was etched into the posts of signboards at Lower Purisima Creek.
24 Graffiti on small "No Bikes,No Horses"signs on unofficial trail up to the hilltop at
Russian Ridge.
0:\Enforcement Activity Reports\2007 Monthly Sununaries\April 2007-Monthly Enforcement Sunnnary.doc
Interoffice Memorandum
June 14, 2007
To: L. Craig Britton, General Manager
From: Gordon Baillie, Management Analyst—Operations
Subject: Monthly Field Activity Summary—May 2007
DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS
Bicycles
Closed Area 1 3 ACCIDENTSANCIDENTS
Speed 5 6 Bicycle accident 5
Helmet 7 12 Equestrian accident 0
Night Riding 0 0 Hiking/Running Accident 4
Dogs Other first aid I
Prohibited area 4 5 Search&Rescue I
Off-leash 19 23 Vehicle accident 0
Off-road vehicles 1 1 LZ air evacuation 0
Closed area 0 2 Fire 0
After hours 6 6
Fishing 0 0 ENFORCEMENT
Vandalism 0 0 Parking citations 7
Parking 4 5 Other citations 58
Parking after hours 3 8 Written warnings 25
Dumping 1 1 Arrests 0
Camping 0 0 Police Assistance 0
Weapons
Actual contact 2 2 MUTUAL AID
Weapons report 0 0 Accident 6
Reckless driving 0 0 Fire 0
Marijuana possession 2 2 LZ for offsite
Smoking 3 3 Law enforcement 2
Dog limit I I
Golf prohibited 0 3
Blocking gate 0 1
Alcohol possession 6 6
Date:
2 At Monte Bello OSP, two men and two women were determined to be under the
influence of drugs. All four were arrested by Santa Clara County Sheriff's Deputies,
and one was also charged with providing illegal drugs for sale. In the suspects' vehicle a
shopping bag full of illegal drugs and paraphernalia was found. A scale, weights, and
plastic bags for repackaging were also recovered.
9 On Stevens Canyon rW., adjacent to Saratoga Gap OSP, the i...iains of a
methamphetamine lab were found. Santa Clara County Sheriff and Fire Depts. responded
to the incident.
11 On the boundary between Long Ridge OSP and the Saratoga Summit CALFire Station, a
suicide by hanging occurred adjacent to the Achistaca Trail. District staff were not
notified. On May 11, Saratoga Summit CALFire Staff discovered the body, and the
Santa Cruz County coroner removed it. The suicide victim's vehicle was found on
Highway 9, at the Achistaca trailhead.
18 At Russian Ridge OSP, on the Ancient Oaks Trail near the Alpine Rd. pullout, two large
balls of frozen chicken parts were found. This activity is consistent with illegal coyote
feeding. This type of activity has occurred numerous times, and often at this location.
20 On Highway 25., adjacent to the Russian Ridge OSP, a serious motorcycle accident
occurred. District Rangers were first on the scene. Radio communications and confusion
over the jurisdiction of the incident required clarification before a fire department was
dispatched. The injured victim was transported by air ambulance to Stanford Hospital.
24 A ranger patrolling Bear Creek Redwoods observed a vehicle parked adjacent to a closed
area of the preserve. Moutain View police advised that the registered owner was bi-polar,
and her parents had been contacted because she hadn't reported for work. Family
members arrived at the preserve with a note indicating intended suicide. MROSD staff
searched on foot, ATV, and vehicle. The subject was finally located in the old ball field.
A deputy arrived and transported her out to Valley Medical Center for a mental health
evaluation.
25 A District Ranger observed two subjects in Fremont Older that appeared to be ill. The
subjects refused help, but asked for directions. The ranger continued to monitor them
until they left the preserve. Later,the ranger found one of the subjects lying on the
ground in a combative stance, while the other held him down. The ranger assisted in
holding the subject, and called Santa Clara County Fire Dept.,who suspected the subject
to be under the influence of LSD. He was transported to the hospital by ambulance. Upon
questioning by the Sheriff's deputies, the second subject was determined to be a minor,
and admitted they had come to the preserve to take LSD. The subject was released to his
father's custody on the condition that he would complete a drug treatment program.
May vandalism
16 At La Honda Creek, at the Paulin interior Powder River gate, the wire fence next to the
gate was cut.
26 At Sierra Azul, a"Closed Area"sign was vandalized.
0:\Enforcement Activity Reports\2007 Monthly Summaries\May 2007-Monthly Enforcement Summary.doc
District Email
On Friday, 5/18, 1 hiked with a group from POST at the Bear Creek
Redwoods preserve. During the hike I had a heart attack close to the
top. The first to arrive were the rangers. The took care of me and
brought me down to the ambulance at the entrance in their four-wheel
drive truck. I would like to say my heart-felt thanks to them. As I
don't know their names, I hope this email will reach them.
I got to Good Samaritan Hospital; the doctors did an angioplasty on me
and inserted a stent. After a week I the hospital I am now home and on
the way to recovery.
Bert Graeve
District Email
Hello Paul.
I'm just writing to let you know what a pleasure the MidPen staff were
to work with on Saturday. Eric, Tracy, and Teresa were all great;
friendly, knowledgeable and welcoming to all our volunteers. I think we
got a pretty good workday in, finishing the trail work, and cutting
back a lot of grass along a large section of the trail. The volunteers
all seemed to enjoy themselves, and I think most of them would be
willing to come back for another project. Who could ask for more?
Thanks very much for your help with this.
Thanks very much, and please do pass our appreciation on to the staff
who helped us out on National Trails Day.
Joel Gartland
Volunteer Coordinator
Bay Area Ridge Trail Council