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Home My Public Portal About20090610 - Agenda Packet - Board of Directors (BOD) - 09-18 I AN;, �11131 Midpeninsula Regional Open Space District Meeting 09-18 REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT 7:00 p.m. Wednesday, June 10, 2009 330 Distel Circle Los Altos, California AGENDA REGULAR MEETING 7:00* REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ROLL CALL ORAL COMMUNICATIONS-Public ADOPTION OF AGENDA 7:10* CONSENT CALENDAR I Approve Minutes of the Regular Board Meeting of May 13, 2009 and the Special Meeting of May 19, 2009 2 Approve Revised Claims Report 3 Approve Written Communications—None 4 Resolution Commemorating the 20"'Anniversary of the Bay Area Ridge Trail Council's First Trail Dedication—R. Jurgensen 7:20* BOARD BUSINESS 5 Determination that the Recommended Action is Categorically Exempt from the California Environmental Quality Act and Authorization for the General Manager to Execute a Contract with Knapp Architects, Inc. for Historical Architectural, Landscape, and Engineering Consulting Services in an Amount Not to Exceed $51,400 to Complete the Programming and Existing Conditions Data Collection Phase of the Alma College Conditions Assessment Project—E. Simmons 6 Presentation of Midpeninsula Regional Open Space District's Employee Retention Survey Results— A. Speidel 7 Presentation of FY 2008-09 Action Plan Year-End Report—A. Speidel Meeting 09-18 Page 2 8 Approve the Draft Good Neighbor Brochure "A Guide for Our Open Space Neighbors"and the Accompanying 1-page Mailer—R. Jurgensen INFORMATIONAL REPORTS— Written or oral 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. A. Committee Reports B. Staff Reports C. Director Reports ADJOURNMENT Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order. TOADDREWS ME 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. Consent Calendar: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 oj'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. Public records provided to a majority of the District's Board of Directors relating to an Agenda Item on the open session of a regular Board meeting will be made available for public inspection at the District's Administrative Office located at 330 Distel Circle, Los Altos,California 94022 during normal business hours. CERTIFICATION OF POSTING OF AGENDA 1,Anna Jatczak,Interim District Clerk for the Midpeninsula Regional Open Space District(MROSD),declare that the foregoing agenda for the June 10,2009 Regular Meeting of the MROSD Board of Directors was posted and available for review on June 5,2009 at the Administrative Offices of MROSD,330 Distel Circle,Los Altos,California,94022. The agenda is also available on the District's web site at litti)://www.oi)eiispace.org. Signed this 5th day ol'June 2009,at Los Altos,California. Interim District Clerk Date: 06/05/09 Claims No. 09-10 Meeting 09-18 Date 6/10/09 Revised Midpeninsula Regional Open Space District # Amount Name Description 10498 $23,575.00 Guadalupe Land Company Guadalupe Land Company Management Costs Thru 2011 10499 $11,825.45 Patsons Media Group Printing Services-Summer Newsletter,Preserve Brochures& District Letterhead 10500 $6,406.17 Brownstein, Hyatt, Farber&Schreck Legal Services-Chiocchi Litigation 10501 $6,168.50 Design Concepts Graphic Design Services-Summer Newsletter&Calendar, Brochures,Forms And Stationary 10502 $3,046.00 Liebert Cassidy Whitmore Legal Services&Advice/Annual Membership Fee 10503 $2,800.00 Geoff Ball&Associates Facilitation&Strategic Planning Services For Board/Staff Workshop 10504 $2,677.72 Mortensen Design Design Services-New District Logo 10505 $2,595.31 Northgate Environmental Management Environmental Consulting Services-Review U.S.Army Corps Of Engineers Work At Mt. Umunhum 10506 $2,406.00 Jakaby Engineering ECDM Trail Construction Details 10507 $2,372.45 Sunbelt Software Distribution 115 Antivirus Software Licenses 10508 $2,250.00 IEDA Quarterly Consulting Services-Labor Relations 10509 $2,157.39 Ecological Concerns Native Revegetation Maintenance&Monitoring-Skyline Ridge Tree Farm 10510 $2,100.00 California Department Of Fish&Game 2009 Routine Maintenance Agreement-21 Culverts 10511 $1,610.00 Macro Corporation Black Mountain Microwave Study For Districts New Radio System 10512 $1,204.11 Bear Saver Recycle Container 10513 $1,200.00 Shute,Mihaly&Weinberger LLP Legal Services-Planning Advice 10514 $1,000.00 *1 Old Republic Title Company Deposit-Land Acquisition 10515 $921.30 Firestone Complete Auto Care Tires 10516 $718.72 Target Specialty Products Landscaping Supplies 10517 $654.34 *2 Dell Commercial Credit Three Computer Monitors 10518 $642.93 Costco Office Supplies, Shelves, Floormats&Public Meeting Supplies 10519 $632.58 LFR Levine Fricke Construction Monitoring&Post Construction Engineering Checks-Skyline Ridge Tree Farm Restoration Project 10520 $561.50 Cartridge World Printer Supplies-Cartridges 10521 $548.16 United Site Services Sanitation Services-Sierra Azul&Fremont Older 10522 $450.49 United Site Services Sanitation Services For Ginzton Event 10523 $425.81 Forestry Suppliers Field Supplies-Dust Masks&Poison Ivy Lotion 10524 $405.63 Direct Marketing Solutions Mail House Services 10525 $354.03 Ergo Works Ergonomic Equipment 10526 $320.00 Community United Methodist Church Facility Rental Fee&Deposit For Board Meeting In Half Moon Bay 10527 $298.50 Roto-Rooter Plumbing Services-AO 10528 $275.50 Always Under Pressure Repair Pressure Washer 10529 $274.56 Accountemps Accounting Temp 10530 $261.29 Downey Brand Attorneys Legal Services-Land Acquisition 10531 $191.80 'Jackson-Hirsh Laminating Supplies 10532 $185.00 Dirk Pellett Face Painting For District Family Picnic 10533 $165.47 Los Altos Garbage Company Garbage Service-AO 10534 $157.44 Allied Waste Services Garbage Service-Hosking Barn 10535 $152.35 Barron Park Supply Plumbing Supplies 10536 $148.30 Summit Uniforms Uniform Expenses 10537 $140.17 Tadco Supply Janitorial Supplies 10538 $137.52 Peninsula Digital Imaging Post AO Remodel Drawings To PDI's FTP Site For Contractors/ Bidders To Order From 10539 $127.03 Roessler,Cindy Reimbursement-Field Notebooks 10540 $124.38 California Water Service Company Water Service-AO 10541 $119.00 Coastal Sierra Internet Service-SFO 10542 $88.52 Tony&Alba's Pizza Business Related Meals-Volunteer Meeting/Training Page t of 2 Claims No. 09-10 Meeting 09-18 Date 6/10/09 Revised Midpeninsula Regional Open Space District # Amount Name Description 10543 $78.00 G&K Services Shop Towel Service 10544 $76.63 CSK Auto Vehicle Supplies 10545 $69.00 Terminix Pest Control-AO 10546 $68.56 Highway Technologies Paint For Striping Parking Lot At RSA 10547 $61,17 Barresi,Chris Reimbursement-Uniform Expense 10548 $52.00 County Of Santa Clara-Office Of The Fingerprinting Services Sheriff 10549 $50.00 County Of San Mateo Public Health Tick Testing Laboratory 10550 $43.00 Allen's Press Clipping Bureau Clipping Service 10551 $33.97 West-Mark Water Truck Repair 10552 $30.00 *3 Elkhorn Slough Foundation Workshop Registration Fee-Ecology And Conservation Of California's Coastal Prairie 10553 $29.37 Pringle Tractor Company Tractor Supplies 10554 $25.13 Perez, Mike Reimbursement-Uniform Expense 10555 $19.25 ID Plus Name Tags 10556 $18.00 Downing, Brendan Reimbursement-Uniform Expense 10557 $9.00 Kwik Key Lock&Safe Company Key Services 10558 $8.02 United Parcel Service Parcel Shipping 10559 $4.81 Bay Nature Magazine "Transit To Trails"Brochure Shipping 10560 R $3,224,000.00 ## Old Republic Title Company Land Acquisition-POST Blue Brush Canyon Property 10561 R $399,000.00 ## Old Republic Title Company Land Acquisition-POST Roberts Property 10562 R $20,000.00 Maze&Associates 2008/2009 Audit Services 10563 R $10,963.00 Vollmar Consulting Consulting Services For Pond Management-La Honda Creek 10564 R $4,745.00 Normal Data Consulting Services-Citation Database Development&Support 10565 R $741.84 Home Depot Field Equipment&Supplies/Concrete/Shop Supplies/Rakes/ Lumber&Bolts For Building Compost Bin At RSA 10566 R $500.30 Los Altos Garbage Company Garbage Service-FFO 10567 R $498.38 Orchard Supply Hardware Field Supplies/Buckets&Lids For Hazardous Material Disposal/ Rental Residence Expenses/Supplies For Volunteer Paint Project At Ravenswood 10568 R $292.26 Highway Technologies Road Signs For RSA 10569 R $275.00 CalPERS Educational Forum Conference Registration 10570 R $182.83 Lab Safety Supply Safety Glasses&Sharps Containers 10571 R $99.00 Premiere Global Services Fax Broadcast Services 10572 R $65.00 Paterson, Loro Reimbursement-Uniform Expense 10573 R $32,24 FedEx Office Copy Services-Color Copies For Slender False Brome Workshop 10574 R $26.73 Petty Cash Mileage&CSDA Meeting Expenses Total $3,746,973.91 *1 Urgent Check Issued 6/2/09 *2 Urgent Check Issued 5/28/09 *3 Urgent Check Issued 5/29/09 ## In The Event Agenda Items Are Not Approved,These Claims Will Not Be Processed Page 2 of 2 Claims No. 09-10 Meeting 09-18 Date 6/10/09 Midpeninsula Regional Open Space District # Amount Name Description 10498 $23,575.00 Guadalupe Land Company Guadalupe Land Company Management Costs Thru 2011 10499 $11,825.45 Patsons Media Group Printing Services-Summer Newsletter,Preserve Brochures& District Letterhead 10500 $6,406.17 Brownstein, Hyatt,Farber&Schreck Legal Services-Chiocchi Litigation 10501 $6,168.50 Design Concepts Graphic Design Services-Summer Newsletter&Calendar, Brochures, Forms And Stationary 10502 $3,046.00 Liebert Cassidy Whitmore Legal Services&Advice/Annual Membership Fee 10503 $2,800.00 Geoff Ball&Associates Facilitation&Strategic Planning Services For Board/Staff Workshop 10504 $2,677.72 Mortensen Design Design Services-New District Logo 10505 $2,595.31 Northgate Environmental Management Environmental Consulting Services-Review U.S.Army Corps Of Engineers Work At Mt.Umunhum 10506 $2,406.00 Jakaby Engineering ECDM Trail Construction Details 10507 $2,372.45 Sunbelt Software Distribution 115 Antivirus Software Licenses 10508 $2,250.00 IEDA Quarterly Consulting Services-Labor Relations 10509 $2,157.39 Ecological Concerns Native Revegetation Maintenance&Monitoring-Skyline Ridge Tree Farm 10510 $2,100.00 California Department Of Fish&Game 2009 Routine Maintenance Agreement-21 Culverts 10511 $1,610.00 Macro Corporation Black Mountain Microwave Study For Districts New Radio System 10512 $1,204.11 Bear Saver Recycle Container 10513 $1,200.00 Shute,Mihaly&Weinberger LLP Legal Services-Planning Advice 10514 $1,000.00 *1 Old Republic Title Company Deposit-Land Acquisition 10515 $921.30 Firestone Complete Auto Care Tires 10516 $718.72 Target Specialty Products Landscaping Supplies 10517 $654.34 *2 Dell Commercial Credit Three Computer Monitors 10518 $642.93 Costco Office Supplies,Shelves, Floormats&Public Meeting Supplies 10519 $632.58 LFR Levine Fricke Construction Monitoring&Post Construction Engineering Checks-Skyline Ridge Tree Farm Restoration Project 10520 $561.50 Cartridge World Printer Supplies-Cartridges 10521 $548.16 United Site Services Sanitation Services-Sierra Azul&Fremont Older 10522 $450A9 United Site Services Sanitation Services For Ginzton Event 10523 $425.81 Forestry Suppliers Field Supplies-Dust Masks&Poison Ivy Lotion 10524 $405.63 Direct Marketing Solutions Mail House Services 10525 $354.03 Ergo Works Ergonomic Equipment 10526 $320.00 Community United Methodist Church Facility Rental Fee&Deposit For Board Meeting In Half Moon Bay 10527 $298.50 Roto-Rooter Plumbing Services-AO 10528 $275.50 Always Under Pressure Repair Pressure Washer 10529 $274.56 Accountemps Accounting Temp 10530 $261.29 Downey Brand Attorneys Legal Services-Land Acquisition 10531 $191.80 Jackson-Hirsh Laminating Supplies 10532 $185.00 Dirk Pellett Face Painting For District Family Picnic 10533 $165.47 Los Altos Garbage Company Garbage Service-AO 10534 $157.44 Allied Waste Services Garbage Service-Hosking Barn 10535 $152.35 Barron Park Supply Plumbing Supplies 10536 $148.30 Summit Uniforms Uniform Expenses 10537 $140.17 Tadco Supply Janitorial Supplies 10538 $137.52 Peninsula Digital Imaging Post AO Remodel Drawings To PDI's FTP Site For Contractors/ Bidders To Order From 10539 $127.03 Roessler,Cindy Reimbursement-Field Notebooks 10540 $124.38 California Water Service Company Water Service-AO 10541 $119.00 Coastal Sierra Internet Service-SFO 10542 $88.52 Tony&Alba's Pizza Business Related Meals-Volunteer Meeting/Training Page 1 of 2 Claims No. 09-10 Meeting 09-18 Date 6/10/09 Midpeninsula Regional Open Space District # Amount Name Description 10543 $78.00 G&K Services Shop Towel Service 10544 $76.63 CSK Auto Vehicle Supplies 10545 $69.00 Terminix Pest Control-AO 10546 $68.56 Highway Technologies Paint For Striping Parking Lot At RSA 10547 $61.17 Barresi,Chris Reimbursement-Uniform Expense 10548 $52.00 County Of Santa Clara-Office Of The Fingerprinting Services Sheriff 10549 $50.00 County Of San Mateo Public Health Tick Testing Laboratory 10550 $43.00 Allen's Press Clipping Bureau Clipping Service 10551 $33.97 West-Mark Water Truck Repair 10552 $30.00 *3 Elkhorn Slough Foundation Workshop Registration Fee-Ecology And Conservation Of California's Coastal Prairie 10553 $29.37 Pringle Tractor Company Tractor Supplies 10554 $25.13 Perez,Mike Reimbursement-Uniform Expense 10555 $19.25 ID Plus Name Tags 10556 $18.00 Downing, Brendan Reimbursement-Uniform Expense 10557 $9.00 Kwik Key Lock&Safe Company Key Services 10558 $8.02 United Parcel Service Parcel Shipping 10559 $4.81 Bay Nature Magazine "Transit To Trails"Brochure Shipping Total $85,552.33 *1 Urgent Check Issued 6/2/09 *2 Urgent Check Issued 5/28/09 *3 Urgent Check Issued 5/29/09 Page 2 of 2 r Midpeninsula Regional �► ' Open Space District R-09-83 Meeting 09-18 June 10, 2009 AGENDA ITEM 4 AGENDA ITEM Resolution Commemorating the 201h Anniversary of the Bay Area Ridge Trail Council's First Trail Dedication. GENERAL MANAGER'S RECOMMENDATION Adopt the attached Resolution Commemorating the 2011h Anniversary of the Bay Area Ridge Trail Council's First Trail Dedication. DISCUSSION This year the Bay Area Ridge Trail Council is celebrating the 20th anniversary of its first trail dedication. The Council has been very successful in establishing the Bay Area Ridge Trail which will eventually be a 550-mile trail encircling San Francisco Bay along the ridge tops, open to hikers, equestrians, mountain bicyclists and outdoor enthusiasts of all types. So far, over 315 miles of trail have been dedicated for use. The Midpeninsula Regional Open Space District has actively supported the Bay Area Ridge Trail Council since its inception and is co-hosting the Council's Annual Ridge Trail Cruz through the Santa Cruz Mountains. The Bay Area Ridge Trail Council is providing a great benefit for the public and for this reason, on the occasion of the 20"' anniversary of its first trail dedication; the District's General Manager is recommending that the Board adopt the attached Resolution. FISCAL IMPACT None. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. R-09-83 Page 2 CEQA COMPLIANCE 1 The resolution is not a project for purposes of the California Environmental Quality Act (Guidelines Section 15378) NEXT STEPS If approved, transmit an original of the Board Resolution to the Bay Area Ridge Trail Council. Attachment 1. Resolution Prepared by: Rudy Jurgensen, Public Affairs Manager Contact person: Same as Above i RESOLUTION NO. 09- RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT TO HONOR THE 20'm ANNIVERSARY OF THE BAY AREA RIDGE TRAIL COUNCIL'S FIRST TRAIL DEDICATION WHEREAS, the Bay Area Ridge Trail Council is currently celebrating the 20th anniversary of its first trail dedication in 1989; and WHEREAS, representatives of the Golden Gate National Recreation Area and the Greenbelt Alliance organized the Bay Area Ridge Trail Council in 1987 in order to realize the vision of National Park Service Director William Penn Mott, Jr. to build a trail that would ring the San Francisco Bay; and WHEREAS, the Council has succeeded to date in creating over 315 miles of trail that offers a special place where people can recharge their spirits while they walk, hike, run, bicycle, ride a horse, watch birds, or just enjoy the soaring vistas with family and friends; and WHEREAS, the Ridge Trail Council is working hard to close gaps in the trail and has now set its sights on the goal of the 400th mile; and WHEREAS, the Ridge Trail Council has shown how important and successful the partnership and cooperation between local governments, public agencies, nonprofit land trusts, and local grassroots activists in the nine counties of the Bay Area is; and WHEREAS, the Midpeninsula Regional Open Space District is actively supporting the Ridge Trail Council and is proud to co host the Annual Ridge Trail Cruz where participants hike or ride through the Santa Cruz Mountains; and WHEREAS, the Ridge Trail Council will ultimately fulfill the dream of its founders to build a 550+ mile continuous trail encircling the San Francisco Bay along the ridge tops. NOW, THEREFORE, BE IT RESOLVED that the District congratulates the Bay Area Ridge Trail Council for having done an outstanding job of creating opportunities for people to experience the San Francisco Bay Area's spectacular beauty and for protecting and preserving many beautiful natural areas for outdoor enthusiasts, mountain bicyclists, equestrians, and hikers. Midpeninsula Regional Open Space District R-09-47 Meeting 09-18 June 10, 2009 AGENDA ITEM 5 AGENDA ITEM Determination that the Recommended Action is Categorically Exempt from the California Environmental Quality Act and Authorization for the General Manager to Execute a Contract with Knapp Architects, Inc. for Historical Architectural, Landscape, and Engineering Consulting Services in an Amount Not to Exceed $51,400 to Complete the Programming and Existing Conditions Data Collection Phase of the Alma College Conditions Assessment Project. GENERAL MANAGER'S RECOMMENDATIONS 1. Determine that the recommended action is categorically exempt from the California Environmental Quality Act (CEQA) as set forth in this report. 2. Authorize the General Manager to execute a contract with Knapp Architects, Inc. for historical architectural, landscape, and engineering services in an amount not to exceed $51,400 to complete the Programming and Existing Conditions Data Collection Phase of the Alma College Conditions Assessment Project. SUMMARY The former Alma College campus in Bear Creek Redwoods Open Space Preserve has a complex history from which several structures and landscape features remain. Unfortunately, many of these historic resources are in very poor condition, requiring significant effort by the District to maintain. Due to the complexities of the former Alma College site, staff recommends an iterative approach to completing a conditions assessment with treatment recommendations, which will entail three separate phases of work beginning with data collection and an existing conditions assessment. Staff released a Request for Proposals on March 23, 2009, to solicit proposals and qualifications from local architecture firms with experience in historic resources. The District received eight proposals, which staff evaluated based on the quality of the proposals and the qualifications and experience of the project team members. After completing the Request for Proposals process, staff recommends awarding the contract to Knapp Architects, Inc. for the first phase of the Alma College Conditions Assessment. DISCUSSION Site History and Project Background The former Alma College campus is located near gate BC04 in the lower southeast portion of Bear Creek Redwoods Open Space Preserve (Attachments A and B), which the District purchased in 1999 (see R-99-93). The site is one of the most historically significant areas of the R-09-47 Page 2 Preserve, where multiple periods of use overlap, creating a complex and intriguing historic fabric dating back to California's gold rush era. In the 1850's, loggers settled in the area and built a sawmill, for which they dammed Webb Creek and built the large pond adjacent to Bear Creek Road. Later, this same site was developed for estates owned by Stillman H. Knowles (from 1887-1894), James L. Flood (from 1894-1906), and Dr. Harry L. Tevis (from 1906-1931). In 1934, after Dr. Tevis' death, the Jesuit Sacred Heart Novitiate of Los Gatos purchased the property to establish the first Jesuit theological seminary on the west coast, known as Alma College. They converted Dr. Tevis' mansion and library, both built in 1909, into a faculty residence and chapel, respectively. The Jesuits built a new library and dormitory in 1935, and in 1949 they built a two-story concrete addition onto the 1935 library structure. Alma College closed in 1969, when the Jesuits moved their seminary to the Graduate Y Theological Union in Berkeley. The Tevis mansion burned down in 1970 and over the next two decades several of the college buildings were demolished. Today, eight structures and several landscape features remain on the site. The site was added to the Santa Clara County Heritage Resource Inventory in 1995. In 2005, as part of the Bear Creek Redwoods master planning process, Page & Turnbull, Inc. conducted an Historic Resource Study of the site, which determined that the chapel building is potentially eligible for the National Register of Historic Places, and the surrounding area, including the other structures, may be eligible for inclusion as a cultural landscape. The Draft Bear Creek Redwoods and Sierra Azul Open Space Preserves Master Plan calls for a conditions assessment of the Alma College site. If this assessment finds v n opportunity to vin some of the site's features is feasible the District would have a o that preserving pp Y preserve and interpret an important historical resource of the Santa Cruz Mountains. Project Description and Objectives The purpose of the Alma College Conditions Assessment project is to: - Assess the existing condition of the structures and landscape features remaining on the site; - Evaluate the feasibility of rehabilitation; - Produce a prioritized list of specific treatment recommendations with estimated costs for implementation and long-term management. The overall Alma College Conditions Assessment will be phased to allow District staff to revise the scope of future phases based on information collected in prior phases. During Phase 1, which is the subject of this contract, the consultant will assess the existing conditions of the site from architectural, landscape, structural, and geotechnical perspectives to provide information on the following: - Geotechnical setting of the site and constraints on its future use; - Structural issues with the main structures and landscape features, such as retaining walls; - Character-defining features of the main structures and their level of remaining integrity; - Conditions of key landscape features. Follow-up Investigations Based on the findings of the Phase 1 assessment, the Board of Directors may be asked to approve Phase 2 work as a separate Board action. Phase 2 work would entail the consultants preparing and prioritizing specific treatment recommendations and repairs, including cost estimates for each treatment recommendation. The treatment recommendations would address projects needed to stabilize structures in the short-term, as well as identify short- and long-term management and maintenance priorities. R-09-47 Page 3 Project Team Selection Process On March 23, 2009, staff posted a Request for Proposals (RFP) to the District website and solicited proposals from local architecture firms with experience in historic resources. Staff conducted a mandatory pre-proposal site tour on April 3, 2009, attended by 27 individuals. Proposals were due by 5:00 pm on April 20, 2009. The District received eight proposals, which staff evaluated based on the quality of the proposals and the qualifications and experience of the project team members. Staff invited the four proposers which best met the District's selection criteria for interviews, held on April 30, 2009. Based on the criteria outlined in the RFP and the results of the interviews, staff determined that Knapp Architects, Inc. has the best experience and is most qualified to provide the services needed for the Alma College Conditions Assessment. The Phase I project team proposed by Knapp Architects includes PGA Design, Inc. for landscape architectural services; Structural Design Engineers, Inc. for structural engineering services; and Treadwell & Rollo, Inc. for geotechnical engineering services. All members of the project team are highly qualified in their respective fields and presented themselves to staff as a highly cohesive, interdisciplinary team. Knapp Architects has experience providing historical architectural services for complex historic sites, including structures on the UC Berkeley campus and the Picchetti Winery building at Picchetti Ranch Open Space Preserve. In addition, Frederic Knapp, the Principal-in-Charge for this project, served as the Principal-in-Charge for the District's 2005 Historic Resource Study completed by Page & Turnbull, Inc. Knapp Architects' proposal, interview presentation, and response to staff inquiries demonstrated an in-depth knowledge of the Alma College site and the specific issues it presents. FISCAL IMPACT The budget for FY2009-10 includes $51,400 for Phase I of the Alma College Conditions Assessment Project. Staff anticipates that additional funds will be required to complete the future phases of the Alma College Conditions Assessment as noted above. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE This project consists of data collection and research to prepare a conditions assessment and rehabilitation plan for the former Alma College site. This site is listed in the Santa Clara County Heritage Resources Inventory. The District concludes that this project will not have a significant effect on the environment. It is categorically exempt from the California Environmental Quality Act (CEQA) under 15306. Section 15306 exempts projects that consist of basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource. These may be strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded. This project involves information gathering and resource evaluation for planning purposes. NEXT STEPS R-09-47 Page 4 Upon Board authorization, the General Manager will execute a contract with Knapp Architects, Inc., for historical architectural, landscape, and engineering services to complete the programming and existing conditions data collection phase of the Alma College Conditions Assessment Project. Attachments: Attachment A—Alma College Vicinity Map Attachment B —Alma College Site Map Prepared by: Erica Simmons, Open Space Planner I Contact person: Same as above Alma College Vicinity Map Bear Creek Redwoods Open Space Preserve 17 San-Jose l f Fi zif f ` r, —r t .Nhi ' �r • .,-` � ��i� El Sereno2Y 'a ��` r r r/ Open Space Preserve [ E San Jose Sierra Azul Water Company Open Space Preserve Almaden Quicksilver �,k R County Park R (Santa Clara County) m Bear �. Redwo s OSP Former Alma College Site \; v �fr Ro' San Jose Water Company m i dG t m � 2 Attachment A ° ' 2 4 Produced by Midpeninsula Regional Open Space District, May 2009 miles Alma College Site Plan Bear Creek Redwoods Open Space Preserve St.Joseph's Shrine and RICK Picnic Area Upper Lake S, 4%S/ aON C ice . g i e all \�) q/tea /y Classroom '� (Org�ha/QgetC .E Legend Building v Alma College Structure ODriveway Central Remnant ount i�a Te ann v ® Deck Oy • _v Shrine U E Concrete Retaining Wall ��o Marian Shrine g do, I 1 g ■■■■ Historic Brick Wall 3 , r ort � ■■■■ Historic Stone Wall = Walkway •w!� � Garage �f U Preserve Trail v Preserve Paved Road Approx.Location m of Lily Pond and v ■I■® Public Paved Road Roman Plunge d Q Parking Area U Attachment B e o 125 250 500 Produced by Midpeninsula Regional Open Space District, May 2009 Feet I Mid peninsula Regional P g • ' Open Space District R-09-79 Meeting 09-18 June 10, 2009 AGENDA ITEM 6 AGENDA ITEM Presentation of Midpeninsula Regional Open Space District's Employee Retention Survey Results GENERAL MANAGER'S RECOMMENDATION - Receive the findings and recommendations presented in the Employee Retention Survey Report. DISCUSSION The Board of Directors and the General Manager determined that there was a need to understand the factors that influenced the District's ability to retain and attract highly qualified and motivated staff. To accomplish this, the District conducted a survey among current staff to understand these factors from staff s perspective. The survey was designed and administered by the Administration Department using an online survey program. An online survey instrument was utilized for convenience of use, cost effectiveness and administrative requirements for data collection and analysis. The design of the survey included a large number of open-ended questions to provide employees the opportunity to fully express their opinions and suggestions regarding their work environment, salary and benefits, career development and overall work satisfaction. Survey participants had the option to identify themselves or remain anonymous and to identify their work location as Administration or Field Office or not identify a work location. The survey response rate of 94% was very high and, according to the consultants who compiled the data, signifies the importance District employees place on providing their opinions to the Board and management. Consultants Sara Tickler and Janet Castagnetti then analyzed the survey results and prepared a comprehensive report that was designed to provide the following: 1. A baseline of the District staff s sentiments that can be regarded as a set of drivers known to affect thew job satisfaction and retention. 2. An informational report to assist the Board and management in developing strategies to engage and motivate current staff and to attract and retain future qualified personnel. R-09-79 Page 2 The Executive Summary of the Report contains recommendations independently developed by the consultants, and placed in priority order, based on their assessment of the most critical actions that the District should consider for implementation. The findings of the analysis are divided into two major categories, the primary drivers and the secondary drivers. The designation of a driver as either primary or secondary was based on the importance the employees placed on that driver in their responses with respect to satisfaction and retention. The results of the Survey and the recommendations from the consultant will be evaluated by management to establish priorities, budget impacts and timelines for implementation. Highest priority will be given to those actions that are cost effective and feasible to implement in the near term and that provide the greatest overall benefit to current and potential employees. FISCAL IMPACT Receipt of this information by the Board has no fiscal impact. The fiscal impacts of implementing survey recommendations will be the subject of a subsequent evaluation. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE The survey is not a project for purposes of the California Environmental Quality Act (Guidelines Section 15378). NEXT STEPS Management will prepare a work plan to evaluate the report findings, which will include schedule and budget recommendations for subsequent Board consideration. Where appropriate, report findings will be referred to the newly formed Team Think Tank(T3) Innovation Program for evaluation. Prepared by: Arleen Speidel Principal Management Analyst Contact person: Same as above. Midpeninsula Regional p Open S ace District Employee Retention Survey Results it April-May 2009 P Y Sara Tickler, Psy.D, Principal,Tickler&Thomas Janet Castagnetti, Principal, Research Support Services ._.._............: Table of Contents I. Executive Summary.............................................................................................................................4 11. Introduction........................................................................................................................................7 III. Use of This Report............................................................................................................................... 8 IV. Report Methodology...........................................................................................................................9 V. Findings and Recommendations....................................................................................................... 11 Finding1:Staff and Co-workers........................................................................................................12 Recommendations for Addressing Finding 1....................................................................................13 Finding 2:The District's Mission .......................................................................................................13 Recommendations for Addressing Finding 2....................................................................................13 Finding 3: Relationship with Supervisors and Open Communication...............................................14 Recommendations for Addressing Finding 3....................................................................................14 Finding 4:Salary, Benefits and Flexible Work Schedule. ..................................................................14 Recommendations for Addressing Finding 4....................................................................................15 Finding 5:Outdoors and Love of the Land........................................................................................15 Recommendations for Addressing Finding 5....................................................................................15 Finding 6:Work Environment and Culture.......................................................................................15 I Recommendations for Addressing Finding 6....................................................................................16 Finding7:1ob....................................................................................................................................16 Recommendations for Addressing Finding 7....................................................................................16 VI. Overall Satisfaction ........................................................................................................................... 18 VII. Summary of Aggregate Scores on Primary and Secondary Drivers:................................................. 19 Vill. Findings by Primary Drivers...............................................................................................................20 Finding 1:Staff and Co-Workers.......................................................................................................20 Finding 2:The District's Mission .......................................................................................................20 Finding 3i: Relationship with Supervisor...........................................................................................21 Finding 3ii:Open Communications with Supervisor[and in General]..............................................22 Finding 4:Salary, Benefits and Flexible Work Hours ........................................................................23 Finding 4i•Sala 23 Finding4ii: Benefits...........................................................................................................................25 Finding 4iii: Flexibility of Work Hours...............................................................................................27 Finding 5:Outdoors and Love of Land..............................................................................................29 Finding 6: District Work Environment and District Culture ..............................................................30 Finding 6i: District Work Environment..............................................................................................30 Finding 6ii: District Culture................................................................................................................32 Finding7:The Job..............................................................................................................................33 IX. Comments on the Survey and Survey Process..................................................................................33 X. Appendix A: Findings by Secondary Drivers......................................................................................34 Workload...........................................................................................................................................35 Ability to Provide Input on Decisions that Affect Your Job...............................................................37 Treated Respectfully and Fairly by Management.............................................................................39 Effective Performance Evaluation Process .......................................................................................40 Toolsto Do Your Job .........................................................................................................................41 TrainingOpportunities......................................................................................................................43 Career Development Opportunities..................................................................................................45 XI. Appendix B:A copy of the Survey .....................................:..............................................................48 3 1 P a g e I. Executive Summary "it is our task in our time and in our generation to hand down undiminished to those who come after us, as was handed down to us by those who went before,the natural wealth and beauty which is ours." John F. Kennedy The mission of the Midpeninsula Regional Open Space District is a noble effort;one that requires individual accountability and conscientiousness.Those who dedicate their life's work to it are committed to more than a job; it is a manner of being in the world. Attracting and training individuals who can straddle love of open space with business acumen is an ongoing effort. Midpeninsula Regional Open Space District leadership understands that retaining these unique individuals with the dedication and know-how required to contribute to the success of their mission every day, is paramount. A retention survey was conducted to develop a baseline understanding of staff's current levels of job satisfaction and to ascertain the retention drivers that are most affecting them. (For a full list of survey questions see Appendix B.)The response rate was an impressive 94%—an affirmative indicator of staff's level of engagement in its own right. Not only did staff respond, but they responded with candor and most with a genuine interest in continuing their relationship with the District. The mission of the District,the people that make up the organization and the love of outdoors were cited most notably as retention drivers for staff.The concerns to which they speak are ones with which most organizations must deal with during times of change: compensation, communication, and resource allocations.The respondents included both creative and pragmatic suggestions for improving those concerns.They are not disengaged. A summary list of all of the recommendations from this report follows.They are in priority order based on the consultants'assessment of the most critical actions to be taken by the District. (For a full list of findings and the associated detailed recommendations see Findings and Recommendations.) 1. Recommendations for Addressing Finding 4:Salo ry,Benefits and Flexible Work Schedule I It is imperative that District leadership initiate a project as soon as possible to seriously review all of the input regarding compensation within this survey. Immediately,thereafter,a compensation survey should be conducted.This is the number one issue for the District at this point. If the District only takes one action--this should be it. i I 2. Recommendations for Addressing Finding 1:Staff and Co-workers District leadership should encourage collaboration and team work as much as possible to leverage this retention driver. Staff love working together and are energized by doing so. It will also be important for leadership to acknowledge that staff with difficult relationships have been heard. 4 1 P a g e 3. Recommendations for Addressing Finding 2:The District's Mission District leaders should continue to make the environment and the land their#1 priority.That priority should be conveyed to staff in every way possible. Many related engagement drivers that show up within the findings of this survey are directly related to this finding. For example: 1. It will be important to balance land acquisition and land maintenance in a way that allows staff to do their best work at all times (see Work Loads). 2. Decisions to spend money on anything that does not directly relate to the care and nurturing of the District's land will continue to be difficult for staff to understand. 3. Staff are very well educated and have much to offer in way of problem-solving through creative solutions.They are eager to be heard and contribute to the preservation of the land. 4. Consider a biennial review of the mission statement.This process provides an opportunity for all staff to reflect on the District's mission and validate that they are still committed to it. 4. Recommendations for Addressing Finding 3:Relationship with Supervisors and Open Communication In order to stay engaged,staff need to feel like they are making a difference and not just following orders.Therefore,they should be legitimately involved in decisions that affect them and their work. Staff would like to see more of a dialogue between themselves and management which could be evidenced by management taking them seriously. 5. Recommendations for Addressing Finding 5:Outdoors and Love of the Land District should continue to make the environment and the land their priority,and convey that to staff in every way possible. Because the land is embedded deeply within the District mission,the recommendations for Finding 2,apply here as well. 6. Recommendations f 9 Finding Addressing 6: Work Environment and Culture 9 Changing culture within an organization is slow process.The opportunity to begin such a change with momentum is upon the District right now. Staff are open to a new management style and are waiting for management to begin leading in a new way. 7. Recommendations for Addressing Finding 7.Job This is a case where the District for the most part should continue to do what it is doing. Make sure that staff continue to be challenged and responsible for a variety of tasks and that their creativity is channeled in ways that benefit both them and the lands they serve. The one area that needs attention,according to staff, is the alignment between actual duties,job descriptions and the Performance Evaluation process. 5 Page 8. Recommendations for Survey Follow Up. Survey results should be communicated as soon as possible along with plans for follow up and next steps. Leadership at the District is faced with a wonderful opportunity—staff are looking to them to ascertain what happens next. Positive steps taken to address the concerns contained within this survey report will go a long way in supporting staffs' ability and willingness to let go of the past and face forward. District staff face a challenge: acknowledging that management has put forth significant effort to learn about what satisfies staff at work will go a long way in supporting the next steps in this process. A considerable amount of data has been gathered and it cannot all be addressed at once.The real work has just begun.The survey data might be best utilized as context and background for a more meaningful conversation between staff and District leaders. The information contained within this report indicates that if staff and leaders come together to improve job satisfaction and encourage retention for the District's dedicated land stewards, no barriers are insurmountable. 61 Page 11. Introduction Both the Board of Directors and I feel strongly that we at the District need to reevaluate our efforts to retain current staff and attract new staff when there are vacancies. This is easy to say, but to make meaningful changes in the organization requires reliable information about the reasons people come to work for the District,the factors that keep them here and their motivation for leaving. To do this,we decided to conduct a survey to get that information from the people who know best—the District's employees. Most of you, in fact 94%of you, participated in this survey. The survey was designed and administered by the Administration Department using the efficiency of on-line survey programs/services. This method was chosen both for the convenience of responders and the administrative requirements of data collection and analysis. A large number of open-ended questions were included in the questionnaire design to enable the employees to fully express their concerns, opinions and suggestions on the factors effecting their work and their satisfaction with the work environment,job salary/benefits and career/skills development. Early in the process,each of you were notified electronically of the forthcoming survey, its purpose, how and where you could access and complete the on-line questionnaire and the requirements for submitting your comments. The timeline for completing the analysis was longer than originally planned because we extended the comment period and decided to change consultants to ensure that the analysis accurately characterized the opinions and issues you shared. The consultant, Tickler&Thomas, a firm with extensive experience and expertise in analyzing survey data,spent extra time evaluating the narrative answers in the second half of the survey. The final consultant's report is hereby presented to the District's Board of Directors, management and staff. Our intent is to begin using the information in this report to inform future decisions that can impact employee attraction and retention,to obtain the best outcome for the District's employees and, ultimately,the public who fund the District's efforts to grow and protect the greenbelt that means so much us. Stephen E. Abbors General Manager 7 1 P a g e i i i III, Use of This Report This report is intended to provide information to be used by the Board and management of the Midpensinsula Regional Open Space District(MROSD)to: 1. Establish a baseline of MROSD staff's sentiments regarding a set of drivers that are known to affect employee satisfaction and retention, and 2. Assist the Board and management in developing strategies to engage current staff as well as attract and retain future qualified personnel. The survey included the option for participants to identify their work location as Administration, Field or did not identify work location (captured as"Unidentified Work Location"throughout this report).The quantitative data for each of the three choices is presented within this report. It is important to note that only one question had a statistically significant difference among the three groups—Overall Satisfaction.Therefore, it is important to read this report as if the sentiments herein are present throughout the District. Management is advised to use this report as a starting point for a conversation with their staff about their satisfaction at work and how best to improve it. The retention survey was designed and implemented to be anonymous.All reasonable attempts have been made to protect the identity of survey participants. Summaries based on quotes from the survey are contained with each driver. More specific feedback from the survey that was not appropriate for this document has been shared with Survey Administrators. 8 Page IV.Report Methodology Consultants were hired in early April 2009 to review,analyze and report data that had been collected in an anonymous online survey in January 2009.A previous consultant organization had developed an initial quantitative compilation of responses to the questions that were not open- ended.This information was provided to the consultants who did the complete analysis and prepared this report.Additional quantitative analysis was conducted as necessary and appropriate during the data analysis.The consultants were provided with the password to Survey Monkey,an online survey provider,where the survey was administered. Both quantitative and qualitative data were retrieved,analyzed and a report was prepared.The consultants performed the following tasks during data analysis: 1. Reviewed the qualitative responses for Questions 2 and 3 on the survey. 2. Reviewed the frequencies and means for all the qualitative data. 3. Developed charts representing the quantitative data. 4. Prepared a draft report of Questions 2 and 3, depicting proposed data analysis methodology and presentation for District management review. 5. Met with District staff to review progress to date and discuss any suggestions for improvement. 6. Reviewed each of the remaining quantitative questions separately,organizing comments into satisfaction and retention drivers.The drivers herein represent those that were listed within the survey and others that were identified as important to survey respondents. 7. Summarized the individual responses into a list within each driver. 8. The survey included the option for participants to identify their work location as Administration, Field or to not identify their work location.These responses were captured in the category"Unidentified Work Location." Because the participants could choose not to identify their work location, it is misleading to use the number of respondents from any location in the statistical analysis. However, in the interest of capturing baseline data and to underscore the degree to which staff participated in the survey,the response rate was tallied as follows: a. Administration: 18 b. Field:37 c. Unidentified:32 d. Total number used in quantitative analysis: 87 9. Organized these summary lists into the identified drivers, indicated if they were important to the current job satisfaction of respondents, if they initially attracted them to the District as an employer,or if they were a reason the respondents might be dissatisfied or consider leaving. 91 Page Consultants also performed outside research in order to determine what drivers are considered to indicate employee satisfaction and predict retention.This information was used to determine how best to organize the presentation of the data. Finally,the complete report was drafted and presented to District staff at the end of April. 101 Page V. Findings and Recommendations Employee Engagement and Retention Background Employee engagement describes the commitment and energy that employees bring to work. It is a key indicator of their involvement in and dedication to the organization. Organizations are concerned about employee engagement because employees who are engaged are more productive and more likely to be loyal to an organization. Engaged employees are also less likely to experience stress related illness and accidents and more likely to contribute creatively to the long term sustainability of the organization.There is an inverse relationship between tenure and engagement; the longer an employee stays with a company,the less they tend to be engaged, or the more difficult it is to find incentives to keep them engaged. Employee Engagement at Midpeninsula Regional Open Space District The Board and management at MROSD are proactively taking steps to understand the employee engagement and retention drivers that are of most concern to their staff.The overall preliminary results of the survey do not indicate that there is a retention issue out of the norm according to Gallop, an organization that has conducted considerable research in employee engagement and retention. Question 8 of the survey explores staff's current sentiments about their near future (two years) continued employment with the District.The results of that question (along the x axis)are compared with Gallop findings(the line) in the following table: Question 8:What is the possibility of you leaving the District in the next two years? Not 50°� Engaged Gallop Findings 4091, Engaged 333 % isengaged 20°l0 25°l ......._ ............... t0U j q District Survey --- ------ — 14% Results 0° _____..._.__ _------- NOChance Not Likely Possible Likely Gallop Findings:According to Gallop there are three levels of employee engagement coexisting at any given time.The average percents of those levels and a brief description of employee needs within that level follow: 111Page i • Of the workers that Gallop polled, 29%are engaged:These workers want to know expectations for their roles so they can meet and exceed them.They are naturally curious about the company,want to use their strengths and want to be challenged.This group of employees tends to get the least amount of attention from managers,which is the exact opposite strategy of how to keep them engaged. • Of the workers that Gallo polled, 54%are not engaged:These workers take a wait and e Ppe attitude;they don't commit themselves. These workers aren't necessarily negative or positive about their company. • Of the workers Gallop polled, 17%are actively disengaged:They're"consistently against virtually everything."They're unhappy and act it out,constantly undermining the work of engaged employees. District Survey Results Compared to Gallop Findings: Employee engagement at the District is similar to what Gallop suggests as the norm at any given time.According to that metric,the District is doing better than average at retaining staff. However, it is apparent from the written comments on the survey,that staff feel that many improvements need to be made.The good news is that they are engaged enough to report(in detail)to management where the source of their dissatisfaction exists. They have a lot of hope that this information will be taken in and addressed. Swift action based on this survey is imperative(especially since they filled out their surveys in January). The following steps should be taken as soon as possible: 1. Survey results should be communicated as soon as possible. 2. Consider a series of focus groups to develop a deeper understanding of the survey results by specific work location. Discuss what survey results mean for particular work areas.This will also begin the face-to-face dialogue that many staff have requested. 3. Select three or five key items to work on over the next twelve months. Wherever possible, engage staff collaboratively in this work. 4. Brainstorm follow-up actions and complete a plan for improvement. 5. Communicate progress on improvements;employees have to see change. 6. Follow up regularly on the plan,and on how people are feeling about the progress toward meeting the goals set forth. 7. Tie Action Plans to manager performance reviews. 8. Communicate to staff what the District expects of them in this improvement plan. Finding 1: ff and Co-workers Staff "Staff and co-workers"was the driver selected by most respondents,thirty-seven (37),as their main reason for staying with the District. Five(5) participants identified "difficulty with staff or co- workers"as a reason they would leave the District. Respondents enjoy their immediate co-workers and respect their character,teamwork, and dedication.They also enjoy a shared sense of mission with co-workers and feel that it contributes to the team work and cohesiveness of the staff. There are small pockets of dissatisfaction with co-workers.The co-workers with whom there is discord, are characterized as aligned with previous management and are sometimes referred to as "the old boy's network."The dissatisfied staff are looking toward new leadership to address 121 Page damaged relationships that have festered and to set new norms of professional behavior and fairness. Recommendations for Addressing Finding 1. District leadership should encourage collaboration and team work as much as possible to leverage this retention driver.Staff love working together and are energized by doing so. It will also be important for leadership to acknowledge that staff with difficult relationships have been heard (see Relationship and Communication with Supervisors).They are waiting for someone to set a new standard of professionalism and reset organizational norms accordingly. Finding 2:The District's Mission Staff are very committed to and passionately believe in the mission of the District.They like making the world a better place. In many comments,the mission of the District to preserve the lands, restore the lands,and actively protect the lands in the area was aligned with staff members' personal beliefs and they expressed happiness about being able to work in an organization that shares their beliefs and commitment. The District's mission was discussed in most of the open ended questions in the survey. By a substantial margin (51/87),the mission was cited as the number one initial attractor to the organization by employees. It was the second most mentioned retention driver by staff(25/87). I Recommendations for Addressing Finding 2. District leaders should continue to make the environment and the land their# 1 priority.That priority should be conveyed to staff in every way possible. Many related engagement drivers that show up within the findings of this survey are directly related to this finding. For example: 1. It will be important to balance land acquisition and land maintenance in a way that allows staff to do their best work at all times.They are demoralized by workloads that spread them so thin that they can't be stewards of the land (see Work Loads). 2. Decisions to spend money on anything that does not directly relate to the care and nurturing of the District's land will continue to be difficult for staff to understand (i.e.,the District patch). It will be important that District leadership makes the connection between expenditures and land preservation so everyone can understand the connections(see Communication with Supervisor and Input on Decisions). 3. Staff are very well educated and has much to offer in way of problem-solving through creative solutions.They are eager to be heard and contribute to the preservation of the land. Systems need to be developed for their new and innovative ideas to be heard.This has not been always been the case(see Input on Decisions and Relationship with Supervisor). 4. Consider a biennial review of the mission statement.This process provides an opportunity for all staff to reflect on the District's mission and validate that they are still committed to it. Over the years,should there be a need to update the missio n statement;a process is in place to do so. In the meantime,staff are revitalized by remembering what initially drew them to this work. 131Fage Finding 3:Relationship with Supervisors and Open Communication i Survey respondents listed many positive and negative comments regarding their relationships and communication with their supervisors. "Relationship with supervisor"was named by twelve(12) respondents as a reason that they would stay with the District, making it the third most acknowledged.Conversely,two (2)respondents cited it as a reason they would leave the District. The positive aspects of this drivers included appreciation that their immediate supervisor cares about them and their family.There were no negative comments about those relationships, specifically. However,there were several comments made about communication through the supervisory level of the organization. Many staff feel under-or misrepresented.They perceive that important communications come down through improper channels and that their supervisors often stifle creative thinking and new ideas. Recommendations f 9 Finding Addressing 3. g ' In order to stay engaged,staff need to feel like they are making a difference and not just following j orders.Therefore,they should be legitimately involved in decisions that affect them and their work. They want to provide input to and share ideas for improving the organization (consider the amount of data that they so conscientiously contributed to this survey). When data is gathered from them, they need to hear the results of the decisions. How were they made?What happened to the input? Staff would like to see more of a dialogue between themselves and management which could be evidenced by management taking them seriously. One striking example is that staff report that they receive significant verbal encouragement by management and the Board.Yet they feel that their ideas are not valued commensurately nor do they feel that their compensation proportionately reflects the verbal praise they receive. Finding 4:Salary, Benefits and Flexible Work Schedule. "Salary, benefits and flexible work hours"were named by ten (10) respondents as a reason that they would stay with the District, making it the fourth most acknowledged. Conversely,twenty-three(23) respondents cited it as a reason they would leave the District, making it the number one reason among all participants. The three drivers,salary, benefits and flexible work hours are presented independently within this report but are presented in aggregate here. There were a handful of staff members who were satisfied with the District's current salary and benefits. However,the responses for the majority of questions showed a strong concern for the District's competitiveness in salary and benefits, not only to retain current staff, but to attract new qualified staff to the agency. Staff believe their overall compensation package is below comparable market rate and that at one time they were competitive, but it is falling faster than others(e.g., Santa Clara Parks).They mostly want increases in the standard compensation items: salary, medical, retirement, and vacation time. Staff are concerned that their salaries have fallen to the point where they cannot afford to live close to their work area,which ties in to the high interest in flexible work schedules, cutting commutes. 141 Page There are concerns about salaries that"top-out"which some view as unfair.They do not have confidence in past salary surveys, believing that the comparable jobs were"hand-picked"to make their salaries look good by comparison.They would like to see another salary survey, however,one that is designed and implemented a transparent way,with staff input into what jobs are used as comparables. Aside from standard compensation items,the items mentioned most in the survey were medical benefits for retirees,safety pension retirement,a greater employer contribution to benefits by the District, longevity bonuses,tuition reimbursement, housing, and various ideas for stipends including commute subsidies such as mass transit and carpooling, and job performance or merit-based bonuses. Recommendations for Addressing Finding 4. It is imperative that District leadership initiate a project as soon as possible to seriously review all of the input regarding compensation within this survey. Immediately,thereafter,a compensation survey should be conducted.This is the number one issue for the District at this point. If the District only takes one action--this should be it. Finding 5:Outdoors and Love of the Land "Outdoors and love of the land" were named by nine (9) respondents as a reason that they would stay with the District, making it the fifth most acknowledged. The opportunity for staff to be stewards of the land they love is viewed as a gift for many. Additionally,there is a common bond among staff regarding the"save the earth"theme that makes them value each other and keep them cohesive.Staff in both the administrative and the field offices shares this love of the land itself. The negative comments within this finding include the sense that the land isn't doing as well as it could be and that individuals are powerless to make a difference.Some staff are concerned that the District budget is not focused enough on land management. Recommendations for Addressing Finding 5. District should continue to make the environment and the land their priority,and convey that to staff in every way possible. Because the land is embedded deeply within the District mission,the recommendations for Finding 2,the District's Mission,will assist in communicating this priority Finding 6: Work Environment and Culture "District work environment and culture"were named by six(6) respondents as a reason that they would stay with the District, making it the sixth most acknowledged.Also,six(6) respondents cited it as a reason they would leave the District, making it the sixth most mentioned. Work environment and culture comprise another finding that was represented by statements from both positive and negative perspectives at the District. Culture is broadly defined as the personality of the workplace.As such, it includes behaviors,attitudes, norms, and the general feel of the workplace to staff members.Work environment is similarly descriptive of the work place although it typically includes the actual physical space. 151Page The positive responses depict the District as a collaborative work place with interdepartmental professionalism,fun and interesting work,and a mission that is a sense of pride for many staff. The negative responses cited elements of dissatisfaction such as being ignored,victim to disparate treatment and/or negative behavior from co-workers, not feeling appreciated, and a general distrust among staff, management and Board members. Recommendations for Addressing Finding 6. Changing the culture within an organization is a slow process.The opportunity to begin such a change with momentum is upon the District right now.Staff are open to a new management style and is waiting for management to begin leading in a new way. Norms such as direct communication, fair treatment and improved staff/management relationships could be set deliberately and quickly. Swift action based on the findings within this report would go a long way in establishing a new culture. A set of focus group discussions designed to develop a deeper understanding of the issues highlighted herein,would begin setting a new norm of open dialogue between staff and management that staff have articulated is so important to their job satisfaction. Work environment and physical space concerns are important to staff and typically quite easy to implement. District staff concerns regarding their work space are not numerous nor are they unreasonable. Because this is a group that is greatly affected by their surroundings and their commitment to preservation is so omnipresent,attention to reasonable requests should be accommodated whenever possible. Finding 7.Job "The job"was named by six(6) respondents as a reason that they would stay with the District, making it tied for the sixth most acknowledged.Zero(0) participants cited it as a reason they would leave the District. Many staff members were happy they have a job that they enjoy coming to work to every day. Specific items included in the job satisfaction category were the variety of duties and tasks in the job, learning new skills,training opportunities,working outdoors,serving the public, making a difference, and working on meaningful projects. Respondents were equally forthright with their concerns and issues regarding their jobs such as, excessive workload, performance of duties relative to job description,and staffing issues. Recommendations for Addressing Finding 7. This is a case where the District for the most part should continue to do what it is doing. Make sure that staff continue to be challenged and responsible for a variety of tasks and that their creativity is channeled in ways that benefit both them and the lands they serve.The District has ready access to information about what staff need in this area—just ask them;staff are open and ready to talk about their jobs at any time. The one area that needs attention,according to staff, is the alignment between actual duties and job descriptions. Some staff feel that they are evaluated inappropriately(see Performance I 16 Page Evaluations) because their true job is not reflected in the description upon which their evaluation is predicated.Staff also will be more satisfied and are more likely to stay with the District if the job they love is seated within a career ladder(see Opportunities for Advancement)that they understand and for which they can strive. i i I 17 Page VI. Overall Satisfaction In the last question on the survey, participants were asked to rate how satisfied they are working for the District,with number 1 indicating the lowest rating and 10 indicating the highest.This was the only question on the survey where there was a statistically significant difference (.042) in the responses between the three location groups. Respondents in Administration reported being more satisfied with working for the District than either Field employees or those who did not identify their work location. The comments that were made within this question were sorted and included within the summaries of the specific drivers to which they pertained. Overall Satisfaction Working for the District i Aggregate 7-11{ Administration 06 Field .91 Unidentified Work Location I 6 77 , 1 2 3 4 5 6 7 8 9 10 18 Page Vll. Summary of Aggregate Scores on Primary and Secondary Drivers: District Aggregate Scores on Primary Drivers: Relationship with Supervisor VV�lul VII I ViIVI I I Open Communications with Supervisor Salary Benefits Flexibility of Work Hours District Work Environment District Culture Dissatisfied Satisfied Excellent Staff and Co-Workers The District's Mission - , These drivers were not included in the original survey Outdoors and Love of Land and as such do not have corresponding quantitative The Job ratings i District Aggregate Scores on Secondary Drivers: Workload i Input on Decisions that Affect Your Job Treated Respectfully/Fairly by Management I i Effective Performance Evaluation Process j i �I Tools to D our Job Do � 3 I I i Training Opportunities O i t Career Development Opportunities i District Interest in Personal/Family Obligations Dissatisfied Satisfied Excellent 19 Page VIII. Findings by Primary Drivers The following pages include the quantitative and qualitative data that was used in the analysis for this report. Bar charts exist for those drivers that were directly explored within the survey.Those drivers that do not have bar charts were not specifically included within the survey but became a finding because staff designated that it was important to them.Wherever possible and reasonable, the qualitative comments have been quantified to give the reader a sense of how many staff indicated that a particular driver was important to their satisfaction and retention. Finding 1:Staff and Co-Workers "Staff and co-workers"was the driver selected by most respondents,37,as their main reason for staying with the District. Five participants identified "difficulty with staff or co-workers" as a reason they would leave the District. Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 37 survey respondents who cited this driver as a source of satisfaction. Please note that not all 37 respondents made each of these comments. 1. Staff feel a connection with other staff,they are very cohesive. 2. Staff like working with others who are as committed to the Mission as they are. 3. Staff enjoy working with each other,and have fun doing so.They feel like family. 4. Staff respect each other's work ethnic and attitude. Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 5 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 5 respondents made this exact comment. 1. Staff members have conflicts with the work ethics of their co-workers. Finding 2: The District's Mission The District's Mission was identified by 25 respondents,the second most,as their main reason for staying with the District. Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 39 survey respondents who cited this driver as a source of satisfaction. Please note that not all 39 respondents made each of these comments. 1. Staff really like working for The District because they believe in its Mission. 2. Staff have a sense of being a part of something very important, and they take pride in it. 3. Staff are very committed to protecting the environment in general and the lands in the District specifically. 201Page Finding 3i: Relationship with Supervisor "Relationship with supervisor"was named by twelve(12) respondents as a reason that they would stay with the District, making it the third most acknowledged reason for staying with the District. A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 4.14. Relationship with Your Supervisor Aggregate 4.14 I Administration 4.11 Feld 9 ^ 4.16 Unidentified Work Location 4.14 Z Dissatisfied Satisfied Excellent Because only two people commented specifically on this driver, no summary is included. 21 Page Finding 3ii. Open Communications with Supervisor[and in "Open communications with Supervisor and inGeneral"was named by twelve(12) respondents asa � reason that they would stay with the District, making it the third most acknowledged reason for � staying with the District. � � A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of � staff retention.The mean score of the aggregate was 4.I. Supervisor Aggregate 4.20 Administration 4.22 Field 4.22 Open Communications with Your Unidentified Work Location 4.18 � | Dissatisfied Satisfied Excellent ! | i Reason for � The following list of summary comments b provided to indicate the general sentiments of the 11 / � | � survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 11 | � respondents made each of these comments. i � 1. Staff feel that communication travels through improper channels. ' � 2. Staff feel that promises communicated are not kept. � ]. Staff feel that ideas are discounted too quickly. ' Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 11 survey respondents who made suggestions on how communication could be used to improve staff retention. Please note that not all 11 respondents made each of these comments. 1. Improve IT ability so offices are connected and share common folders (shared calendars, contact lists, project scheduling information, personnel policies,etc.) 2. Provide a safe forum for line and field staff to communicate with upper management. 3. Decisions need tobe communicated through proper chain ofcommand. 4. Staff would like to develop a closer relationship to the board so that they can communicate their ideas and feelings directly. � 22 1 Page Finding 4:Salary, Benefits and Flexible Work Hours "Salary, benefits and flexible work hours"were named by ten (10) respondents as a reason that they would stay with the District, making it the fourth most acknowledged reason for staying with the District. Conversely,twenty-three(23) respondents cited it as a reason they would leave the District, making it the number one reason among all participants. The three drivers,salary, benefits and flexible work hours are presented independently herein as they were handled as separate drivers within the survey and discussed as such by participants. Finding 4i:Salary A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.4.Administration as a location scored slightly higher than the aggregate with the Field location scoring the lowest. Salary Aggregate 2.40 , I ------ ------ ------ ------ $ I Administration 2.56 I I I Field 2.14 Unidentified Work Location M02.64 Dissatisfied Satisfied Excellent I I Reason for Dissatisfaction: j The following list of summary comments is provided to indicate the general sentiments of the 20 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 20 respondents made this exact comment. 1. Staff feel their salary is not competitive for the area. Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 44 survey respondents who made comments on how salary improvements may retain staff. Please note that not all 44 respondents made each of these comments. 1. Salaries need to allow staff to live in the surrounding communities. 2. Cost of living increases should not be below actual cost of living. 3. Salary and benefits survey needs to be a transparent process,with staff having input to what jobs are used as comparisons. 231 Page 4. Salary and benefits survey needs to be based on commensurate jobs in the area. 5. Salaries should be closer to the high end of comparables. 6. Increase longevity pay. 7. Pay maintenance staff and OST's for their lunches. I 8. Provide incentive pay for staff who take on extra responsibilities/duties. 9. Pay relocation costs for employees who want to live closer. 10. Provide a boot allowance for returning seasonals. 11. Implement a fair system for tiers of employment levels. 12. Make sure longer-term employees do not"top-out"only to have newer employees in similar jobs receive more pay and benefits. i I i I 241 Page i Finding 4ii: Benefits A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.54.Administration as a location scored slightly higher than the aggregate with the Field location scoring the lowest. Benefits I { Aggregate 2.5� ------ -------------- Administration 2.61' � � I Field 2.41 i Unidentified Work Location 2.61. Dissatisfied Satisfied Excellent __.___..__.._.._._.. __..._.-.........__.____._....__..._.___..___._......_.........__....----------..._....-___............------------------------.._..----- Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 8 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 8 respondents made this exact comment. 1. Staff feel that benefits are disappointing. ointin . Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 53 survey respondents who made suggestions on how benefits could be used to improve staff retention. Please note that not all 53 respondents made each of these suggestions. 1. Ensure District salaries and benefits are competitive based on salary and benefits survey. 2. Don't require staff to use an hour of personal time on holidays 3. Provide an extra week of vacation after 5 years 4. Have an Annual leave option in lieu of sick/vacation. 5. Change requirement that employees exhaust all but 40 hours of leave while on family/medical leave. 6. Allow employees with children to take time off to work at their children's schools without using paid leave time. 7. Offer PERS Safety Retirement(3@50),2.7%for Admin. 8. Allow use of sick leave toward retirement. 9. Make retirement benefits the same as when working. I 25 Page 10. Offer a 401(k) plan with more(and more common)funds to choose from. 11. Offer 2.7 at 55. 12. Change the 457 to the PERs system 13. Allow employees choice to pay into both social security and to PERS retirement. 14. Offer some health care for seasonal employees. 15. Completely pay for the cheapest health insurance package at the family level. 16. Go back to paying for the full cost of medical benefits. 17. Provide equal medical benefits for all employees, in all counties. 18. Lower co-pays and out of pocket health care expenses. 19. Improve the retirement health benefits package. 20. Equitable medical retirement such as PERS plan, 10 years of service pay 50%of premium, 20 years of service, 100%. 21. Increase tuition reimbursements to at least 50%of graduate education related to District work. 22. Arrange for part-time or consultant-based work for any employee who pursues a graduate degree. 23. Provide an employer match to deferred compensation plan. 24. Provide up-to-date and well maintained District housing for both rangers and OST s. 25. Provide an exercise area for staff. 26. District housing should be in a lottery system. 27. Provide sabbatical leave for employees in good standing with 10 or more years of service. 28. Provide a public transportation reimbursement 29. Provide a shuttle to Mt.View Caltrain. 30. Relocate office near mass transit. 31. Provide reimbursement for professional dues. 32. Offer pet benefits. 26 Page Finding 4iii: Flexibility of Work Hours A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.83.Administration as a location scored slightly higher than the aggregate with the Field location scoring the lowest. Flexibility of Work Hours I Aggregate 2.13 I Administration 00 Field ==2.� .7 Unidentified Work Location 6 ") Dissatisfied Satisfied Excellent Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 3 survey respondents who cited this driver as a source of satisfaction. Please note that not all 3 respondents made each of these comments. 1. Flexible work environment. 2. 9/80 schedule Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 6 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 6 respondents made each of these comments. 1. Lack of flexibility. 2. Inability to take time off due to staffing. 3. There is not an option for a flexible work schedule or telecommuting. Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 23 survey respondents who made suggestions on how more flexible work environment could be used to improve staff retention. Please note that not all 23 respondents made each of these suggestions. 1. Implement a telecommute policy for both exempt and non-exempt employees 2. Allow for more flexibility in the core hours. 271Page 3. Hire more staff. 4. Provide a reliable work schedule that includes some weekend days off. 5. Allow for longer lunches when employees stay later to makeup time. 6. Look for opportunities to get people and cars off the road more. i 28 Page Finding 5: Outdoors and Love of Land "Outdoors and love of the land"were named by 9 respondents as a reason that they would stay with the District, making it the fifth most acknowledged. Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 25 survey respondents who cited this driver as a source of satisfaction. Please note that not all 25 respondents made each of these comments. 1. Staff enjoy the natural resources,the land itself,with features and views. 2. Staff like spending time outdoors. Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 4 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 4 respondents made each of these comments. 1. Feel powerless to help protect the land,feel not enough is being done. 2. Operations budget doesn't reflect the needs of the reserves. p g p 29 Page Finding 6: District Work Environment and District Culture "District work environment and culture"were named by six(6) respondents as a reason that they would stay with the District, making it the sixth most acknowledged reason for staying with the District. The two drivers, District Work Environment and Culture are presented independently herein as they were handled as separate drivers within the survey and discussed as such by participants. Finding 6i: District Work Environment Definition: Some staff understood work environment to mean the following: "the physical setting," 'my office"or"the preserves." A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 3.6. District Work Environment 3 t i Aggregate 3.60 ______ --_--_ -----_ Administration 3.56 Field 3.65 Ig Unidentified Work Location 3.57 Dissatisfied Satisfied Excellent Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 5 survey respondents who cited this driver as a source of satisfaction. Please note that not all 5 respondents made each of these comments. 1. Staff feel there is a positive work environment, promoting the best interests of employees as well as the environment. 2. There is a collaborative atmosphere between departments. 3. Work environment is professional, interesting and fun, makes job enjoyable and fun. Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 12 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 12 respondents made each of these comments. 301Page 1. Some staff perceive that there aren't enough institutional mechanisms and processes while others feel that policies are too rigid. 2. Staff would like to see some progress on simplifying/streamlining and updating processes so they can reach milestones and meet deadlines. 3. Staff would like to increase inter/intra-departmental responsiveness. Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 4 survey respondents who made suggestions on how improved work environment could be used to improve staff retention. Please note that not all 4 respondents made each of these suggestions. 1. Make improvements in office space. 2. Purchase brown, recycled paper towels for restrooms. 3. Use outside vending machine service or make purchases monthly instead of weekly I i i 31 Pa g e Finding 6ii: District Culture A minimum score of 3.0 satisfactory,would be required for this driver to be a possible source of q staff retention.The mean score of the aggregate was 3.51.Administration as a location scored slightly lower than the aggregate with the Field location scoring the highest. District Culture Aggregate 3.51 Administration 3.33 Field 3.6 Unidentified Work Location 3.33 Dissatisfied Satisfied Excellent Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 10 survey respondents who cited this driver as a source of satisfaction. Please note that not all 10 respondents made each of these comments. 1. Staff like the collaborative work culture. 2. Staff enjoy the friendly,family-like culture. 3. Being a task-oriented organization and people/employee-oriented as well. Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 13 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 13 respondents made each of these comments. 1. Staff feel a competition between offices. 2. Management had to attend too many meetings—they are stressed out. 3. Some staff feel Board meetings are inefficient and meandering. 4. Staff feel stuck with decisions from previous management. 5. Some staff feel that employees are expendable. 6. Some staff feel that employees do too much—burnout, mistakes. 7. Some Maintenance staff feel like second class citizens. 8. Staff are frustrated at meetings—staff and managers arriving late,cell phones going off. 321Page Suggestions for Improvement: The following list of summary suggestions is provided to indicate the general sentiments of the 11 survey respondents who made suggestions on how culture could be used to improve staff retention. Please note that not all 11 respondents made each of these suggestions. 1. Have someone take charge and learn how to facilitate meetings so that time is well spent. 2. Provide mutual aid or other written agreements with other agencies. 3. Provide a more professional work environment where it is safe for people to speak up. 4. Base decisions on industry standard, not personal philosophy. 5. Empower managers to make decisions, reduce micro-management. 6. Develop an open and respectful culture,value employees (including those balancing home and work time commitments). n Finding 7. The Job "The job"was named by 6 respondents as a reason that they would stay with the District, making it tied for the sixth most acknowledged reason for staying with the District. Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 29 survey respondents who cited this driver as a source of satisfaction. Please note that not all 29 respondents made each of these comments. 1. Staff enjoy the ability to move around and not be at one place every day. 2. Staff like that their job is unique. 3. Staff like the specific tasks they perform (trail building, restoring grasslands, etc.),and the variety of tasks. 4. Staff appreciate having a job that they actually enjoy performing. IX. Comments on the Survey and Survey Process A total of 15 respondents made comments about the survey and survey process. Most expressed gratitude to those responsible for administering the survey, and for an opportunity to express themselves. Some expressed hope that improvements would result from this effort. Please note that not all 15 respondents made each of these comments. 1. Staff expressed gratitude for conducting the survey and for letting them voice their opinions. 2. Staff are hopeful that the results of this survey will help upper management to get a real feeling for how staff feel about the direction the district is taking. 3. Staff express some reservations that survey results in the past have not been acted on. 4. Staff want the concerns expressed to be taken seriously and dealt with. 331 Page X. Appendix A: Findings by Secondary Drivers The following pages depict the quantitative and qualitative data analysis that was developed for the drivers that were included within the survey, but are not addressed within the body of this report. Each contains a bar chart depicting the quantitative data from the survey. Wherever possible and reasonable,the qualitative comments have been quantified to give the reader a sense of how many staff indicated that a particular driver was important to their satisfaction and retention. These drivers did not rise to the level of findings within the body of the report because they weren't addressed with the same degree of magnitude or passion as the drivers that are included in the findings. Additionally,the consultants felt that it was be important for the District to select a somewhat limited number of drivers upon which to focus for initial improvement efforts. These drivers should not be ignored and any effort put forth to improve them on an organizational or departmental level would be time well spent. i i 34 Fage Workload A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 3.05. Workload Aggregate } .05 Administration $.00 J Field 3.08 [ 3, Unidentified Work Location ¥ .04 Dissatisfied Satisfied Excellent Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 15 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 15 respondents made each of these comments. 1. Staff feel overwhelmed. 2. Staff feel they can't do any one thing well,they compromise on everything. 3. Staff feel that while the acreage increases,their resources to work with them do not. 4. Maintenance staff have been kept generalists. 5. Staff feel that exempting some Administrative Assistants from phone reception duty is burdening others. 6. Staff feel they spend time training seasonal employees who then leave and this is frustrating. 7. Project turnaround times are slow due to heavy workloads, review time is rarely included as part of project schedules. 8. Some staff feel exhausted because of the critical work that must be handled. 9. Staff is often stressed out and in a frantic mindset, creating conflicts at times. 10. A major issue facing patrol staff are high minimum staff requirements and low staffing levels. Suggestions for Improvement: The following list of summary comments is provided to indicate the general sentiments of the 8 survey respondents who made comments on how workload adjustments could be used to improve staff retention. Please note that not all 8 respondents made each of these comments. 351 Page i i j1. Contract routine repetitive tasks(brush cleaning,weed pulling)to better utilize staff to perform more specialized tasks(trail building, rebuilding road systems, habitat restoration,etc.). 2. Hire more field staff to cover when co-workers are on leave or sick. 3. Inter/Intra-departmental review. Build time into project schedules. 4. Dedicate staff as "floaters"to deal with crises and peak workloads. 5. Address and fund land management and maintenance needs up front with purchases. 6. Consider GIS and technical staff additions to Real Property section. i i 36 Page i I Abilityto Provide Input on Decisions that Affect Your Job P �` A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 3.01. Ability to Provide Input on Decisions that Affect Your Job Aggregate 3.01 ------ --- ------, __ ____ Administration z88 Field 3.03 Unidentified Work location i 3.07 - 2 - I'll Dissatisfied Satisfied Excellent Reason for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 3 survey respondents who cited this driver as a source of satisfaction. Please note that not all 3 respondents made this exact comment. 1. Staff appreciate the level of autonomy, being self directed keeps work enjoyable. Reason for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 8 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 8 respondents made each of these comments. 1. Staff would like to have more input on issues that directly affect them, but which are often decided by people removed from the issue. 2. Staff feel that attempts have been made to solicit input from staff, but that their voices et lost in p p g the translation. 3. Staff feel that they may see a better way of doing something, but there is no opportunity to provide that input. ut.p 4. Staff are frustrated when decisions are made"top-down"with little input from the employees it p p will affect. 5. Staff feel it is important that employees remain informed and considered in decisions that will p affect them. 371Page Suggestions for Improvement: The following list of summary suggestions is provided to indicate the general sentiments of the 6 survey respondents who made suggestions on how input into decision making could be used to improve staff retention. Please note that not all 6 respondents made each of these suggestions. 1. Involve staff in development of Action Plans. 2. Value staff and employee input. 3. Be open-minded to new ideas. 4. Field staff should give Board unabridged report of what's going on in the field twice a year. 5. Allow experienced staff more input in decision-making. General Comments: A total of 7 respondents made general comments on input into decision making. Please note that not all 7 respondents made each of these comments. 1. Employees shouldn't necessarily have input on all decisions. 2. Inconsistent process of soliciting input. 3. Chain of command filters ideas from staff to management or the Board,sometimes losing the original idea. 4. Staff feel like their input is not wanted, powerless to make things happen. 5. Staff feel that a public complaint will carry more weight than staff suggestions. 38 Page i Treated Respectfully and Fairly by Management A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 3.25.Administration as a location scored slightly lower than the aggregate,with the Field and Unidentified Work Location groups scoring slightly higher. Treated Respectfully and Fairly by Management 3.25 Aggregate -- T----- ------ ------ Administration 3.17 Field 3.27 Unidentified Work Location I 3.29 Dissatisfied Satisfied Excellent Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 3 survey respondents who cited this driver as a source of satisfaction. Please note that not all 3 respondents made this exact comment. 1. Staff feel they are treated respectfully by current management Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 33 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 33 respondents made each of these comments. 1. Staff are sensitive to issues of fairness and describe them as being reflected in several ways e.g., favoritism,cliques,the employee housing program, promotions,etc. 2. Staff feel that they are not trusted by all management and supervisors evidenced by low limits on Visa cards, multiple bids for costs over$1,000. 3. Staff feel devalued. 4. Staff feel the district doesn't look at new ways to improve things. 5. Policy decisions seem to be handed down from above,without asking for ideas from those affected. 6. Over burdensome policies adopted by past management. 391Page Effective Performance Evaluation Process A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention. The mean score of the aggregate was 2.96.Administration as a location scored higher than the aggregate with the Field location scoring the lowest. Effective Performance Evaluation Process Aggregate1.96 Administration 3.38 Field 2. 3 I i Unidentified Work Location 289 Dissatisfied Satisfied Excellent Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 3 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 3 respondents made each of these comments. 1. Job descriptions are out of date and don't always reflect actual duties. 2. Performance evaluations once a year is enough. 3. Staff should be allowed to provide input for manager's review. 4. Without the budget, no commitment can be made to training. 5. The performance evaluation process often looks like it is employed to document problems. 6. Process does not encourage goal setting. 7. It is not understood what District standards are for the performance evaluation process and it doesn't appear to be used consistently across Departments. 8. Supervisors, not superintendents, have most information on their employees. Suggestions for Improvement: The following list depicts the suggestions of the 8 survey respondents who made suggestions on how performance evaluation could be used to improve staff retention. Please note that not all 8 respondents made each of these suggestions. 1. Staff need a safe vehicle to air concerns and provide feedback(consider a 3600). 2. Feedback should be given year round, but the performance evaluation process is only necessary once a year. 40 P a g e Tools to Do Your Job A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 3.01. Tools to Do Your Job Aggregate I "I -- _____ --_-_-�------- ---- i [ Administration 2; 9 ! Field 3.11 I Unidentified Work Location 4.96 Dissatisfied Satisfied Excellent ! Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 11 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 11 respondents made each of these comments. I 1. Workers have to pay for their safety UV glasses and hard hats. I 2. Old incident form for Patrol 3. Don't have resources to deal with resource damage, erosion, or invasive species. 4. Office equipment(software/databases/phone systems/copier) needs to be updated. S. Maintenance gets hand-me-down trucks. 6. Some Rangers feel that safety could be compromised without proper tools,such as firearms. 7. Equipment available is not the best choices. 8. Not enough staff to operate larger equipment. Suggestions for Improvement: The following list of summary suggestions is provided to indicate the general sentiments of the 13 survey respondents who made suggestions on how tools to do their job could be used to improve staff retention. Please note that not all 13 respondents made each of these suggestions. 1. Invest in equipment for crews and infrastructure for field offices. (Intranet, laptops for rangers) 2. Staff need earpieces when making contact with violators. 3. Staff need soft badges (motorcycle/atv/bicycle patrol)to prevent injuries from hard badge. 4. District needs to think longer term. 41 Page I 5. Give Rangers authority and equipment of all law enforcement officers. 6. Provide fitness time for staff in fire program. 7. Purchase rather than rent large equipment. 8. Provide training for permitting/engineering for small projects. 421Page i Training Opportunities A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.86. Training Opportunities A i � t � Aggregate �'' 2•86 I Administration 237 Field 2.97 f Unidentified Work Location 1 2. 1 I Dissatisfied Satisfied Excellent Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 5 survey respondents who cited this driver as a source of satisfaction. Please note that not all 5 respondents made each of these comments. 1. Staff like being able to learn new things frequently. 2. Communication and time management training show District cares about staff interaction and stress level. Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 9 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 9 respondents made each of these comments. 1. Lack of training opportunities. 2. District unwillingness to pay extra for training. 3. Staff are workingabove training level. g 4. Most training targeted for Openspace techs 5. Staff would like to see training budget split between maintenance and patrol, and oversight moved from administration. Suggestions for Improvement: The following list of summary suggestions is provided to indicate the general sentiments of the 8 survey respondents who made suggestions on how training could be used to improve staff retention. Please note that not all 8 respondents made each of these suggestions. 431Page i 1. Have separate training budgets for Maintenance and Rangers. 2. More management training. 3. Training for Board to be more effective and productive in deliberations and decisions. 4. Allow development of advanced skills in a field,and compensate staff for increased versatility. 5. Teach decision making skills, rather than writing policies and guidelines. 6. Provide training geared towards specific career development. 7. Promote higher education, continue mentorships and leadership training. 'i i a i i i i 44 Page Career Development Opportunities A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.64. Career Development Opportunities Aggregate ------ --- --- 2 64_ I I Administration 2.65 1 it E Field 2.53 I Unidentified Work Location 2•79 Dissatisfied Satisfied Excellent Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 4 survey respondents who cited this driver as a source of satisfaction. Please note that not all 4 respondents made each of these comments. 1. The wide range of projects keeps staff interested,valuable to their professional development. 2. Staff appreciate allowing junior staff to manage projects. 3. There will be some opportunities for growth if field operations expand into new offices or gradually place more emphasis on land management instead of acquisition Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 6 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 6 respondents made each of these comments. 1. Staff feel that career development opportunities are poor. 2. Staff do not like having to go through competitive recruitment to get promotions. 3. Little is done to prepare employees for future opportunities. Suggestions for Improvement: The following list of summary suggestions is provided to indicate the general sentiments of the 15 survey respondents who made suggestions on how career development could be used to improve staff retention. Please note that not all 15 respondents made each of these suggestions. 1. Increase opportunities for career advancement. 2. Field staff would like opportunities similar to those at the Administration office. 451Page 3. Increase opportunities for personal growth beyond the job description,and reward that. 4. Promote people through the technical series who perform well. 5. Consider a wider classification range to allow entry level employees to transition into higher level positions. 6. Have a second step for rangers and use them as field training officers. 7. Recruit and interview a specific number of Seasonal OSrs to work directly with Rangers throughout the summer. 461Page District Interest in Personal and Family Obligations A minimum score of 3.0,satisfactory,would be required for this driver to be a possible source of staff retention.The mean score of the aggregate was 2.99. Unidentified Work Location scored somewhat higher than the aggregate with Administration scoring the lowest. District has an Interest in My Personal and Family Obligations a Aggregate Administration 2.53 I I Field DO � I � I Unidentified Work Location i 3.25 Dissatisfied Satisfied Excellent Reasons for Satisfaction: The following list of summary comments is provided to indicate the general sentiments of the 7 survey respondents who cited this driver as a source of satisfaction. Please note that not all 7 respondents made this exact comment. 1. Staff feel their supervisor/manager shows interest/respect for personal issues. Reasons for Dissatisfaction: The following list of summary comments is provided to indicate the general sentiments of the 3 survey respondents who cited this driver as a source of dissatisfaction. Please note that not all 3 respondents made each of these comments. 1. Staff feel that the district does not have an interest in providing work life balance. I 2. There are no more family functions. I i 471 Page XI.Appendix 8 A copy of the Survey(attached) i II I II'I 48 ( Page i Page I of 4 Employee Retention Survey Exit this surve 1. Staff Retention Survey To All Staff: The Board of Directors has asked the General Manager to make attraction and retention of staff an important priority. This survey is being sent to all of you to better understand � how you view your experience working with the District and to more clearly define the � factors that affect you . . . from your perspective, and we need everyone's thoughtful participation and feedback to do this. Please take some time over the next few weeks to complete the survey. You have until Friday, January 9, 2009to provide your input. All responses will be completely anonymous unless you chose to leave your name and/or department information. Text bores have been included to allow you to elaborate nn any of the survey subjects. The results will be shared with the Board and staff. Thank you for taking the time to share your perspective. 1. Please indicate your level of satisfaction with each of the 0m;lawKmg items: Slightly Good Excellent Dissatisfied | Salary r r r r r | | | Benefits r r r r r ! Workload District culture District work environment � Flexibility of work hours � Relationship with your supervisor � � Ability to provide � input on decisions r r r r r � that affect your job � Open u � � communications � with your supervisor Treated respectfully � and fairly by � management Effective performance r r r r r � evaluation process � Tools todo your job � Training � opportunities Career development r � Page 2 of 4 opportunities District has an interest in my personal and family obligations Comments (optional) 2. What do you value or enjoy most about working for the District? 3. What causes you the greatest dissatisfaction at work? 4. What attracted you to work for the District? Page 3 of 4 S. What are your reasons for staying with the District? 6. What would cause you to consider leaving the District? 7. What could the District do to improve retention of staff? Please provide specific recommendations such as improving the District's benefits package or other enhancements in the workplace. S. What is the possibility of you leaving the District in the next two years (please explain below)? 9. Overall, how satisfied are you with working for the District (1 lowest and 10 highest)? 1 Z 3 4 5 6 a7 8 9 10 Comments Page 4 of 4 10. I work in the following Department/Location (optional): Administration r Operations AO (- Operations FFO F-- Operations SFO Planning F- Public Affairs Real Property Name (optional) Done Midpeninsula Regional Open Space District R-09-65 Meeting 09-18 June 10, 2009 AGENDA ITEM 7 AGENDA ITEM Presentation of FY 2008-09 Action Plan Year-End Report GENERAL MANAGER'S RECOMMENDATION Accept the FY 2008-09 Action Plan Year-End Report DISCUSSION The FY 2008-09 Action Plan, for the period April 1, 2008 to March 31, 2009, was adopted by the Board at the March 26, 2008 (Report R-08-42) regular meeting. This Action Plan Year End Report is provided in a different format from the Action Plan Review and Evaluation Reports of previous fiscal years. The revised report structure was developed to provide the Board with better status and accomplishment information on the key projects that each of the Departments included in their respective Action Plans. The key projects and their components/sub-projects are now listed in a table format that indicates if the project was completed during the fiscal year and if not completed, whether it is included in the FY 2009-10 Action Plan, the reasons for variance from the FY 2008-09 Plan (if there is a variance) and a listing of the project accomplishments to date. This revised reporting structure, like the revised format for the FY 2009-10 Action Plan, is another component of an Action Plan process that is intended to make it easier for staff, the Board of Directors and the public to understand how District funds are being allocated and spent, including factors that may impact project completion. FISCAL IMPACT None PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. R-09-74 Page 2 CEQA COMPLIANCE This proposed action is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS There will be a quarterly report on the status of the FY 2009-10 Action Plan at the end of IQ FY 2009-10. Attachment: FY 2008-09 Action Plan Year-End Report Prepared by: Arleen B. Speidel, Principal Management Analyst Anna Jatczak, Acting Administration & HR Manager David Sanguinetti, Operations Manager Ana Ruiz, Acting Planning Manager Mike Williams, Real Property Manager Rudy Jurgensen, Public Affairs Manager Sue Schectman, General Counsel Stephen E. Abbors, General Manager rF PENINSULA REGIONAL OPEN SPACE DISTR|CT Y 2008-09 ACTION PLAN YEAR-END REPORT MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR ADMINISTRATION DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date New General Manager Transition and Orientation A. Assist new General Manager in Yes No n/a 1. General Manager on staff for one year— transitioning to District. support continues on an as needed basis, but not listed as a key project in FY 2009-10. Administrative Office Expansion A. Assist in coordination of the Yes No n/a 1. Planning Dept move—Ergonomic evaluations Administrative Office expansion by &equipment purchases completed. providing Ergonomic evaluations and related equipment. November 2008 BOD Elections A. Administer and coordinate District Yes No n/a 1. Election of one new Director for Ward 7; re- Board elections(Wards 3,4 and 7) in elected Directors for Wards 3 &4. November 2008 with San Mateo&Santa 2. Worked with County election offices for Clara County Election Offices. administration and coordination of elections for the three wards. Records Management System A. Evaluate recommendations from No No HR/Admin Manager transition. 1. This project was not entered into Action Pla records management consultant. The prioritization of this project FY 2009-10. B. Develop a records management policy No No will be re-evaluated during FY to increase efficiency in file retrieval and 2009-10. reduction of hard copy storage. C. Develop plan to implement consultant No No recommendations including protection of important records. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR ADMINISTRATION DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Policies and Procedures Manuals A. Develop,organize and update staff and No Yes HR/Admin Manager transition. 1. Project completion due end of 3rd Qtr FY Board policy and procedures manuals This project has been entered 2009-10. for all departments and the field offices. into Action Plan FY 2009-10. Board room Audio/Recording System and Chairs 1. District's Audio/Recording system was A. Evaluate operating condition of the Yes No n/a evaluated. District's outdated audio and recording system in the Board room and the portable sound system. B. Plan and implement project to replace Yes No n/a 2. New Audio/Recording system installed. equipment if necessary. 3. 12 new BOD chairs were purchased. District Funding A. Continue to provide multi-year Yes Yes(Part of Although this was a key project 1. Multi-year District financial information and information&scenarios on District's strategic in FY 2008-09, it is an ongoing forecasts were developed and presented to short and long-term finances. planning effort with multiple phases to the Board and Administration and Budget B. Continue to monitor the availability of Yes effort) be included in the development Committee. grant funds for major land purchase and of the District's strategic plan in development projects. FY 2009-10. C. Continue to pursue alternate sources of Yes additional funding for land purchases. I I i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR ADMINISTRATION DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Connect Field Offices To Admin Office via Virtual Private Network(VPN) A. Complete project to link field offices to Partial Yes Increased scope-Need remote 1. Foothill Field Office&Skyline Field Office Admin Office for access to key files, access policy. have full access to Admin Office network. records,databases, etc.via Intranet. Currently mainly used for database work. B. Create & install e-mailboxes for field Remote access policy has been drafted and is personnel. ready for management team review. 2. Project in Action Plan for completion in 1Q FY 2009-10. Back up Systems for Computer Server and Website A. Design and implement a backup system Yes No n/a 1. Consolidated backups to one central server. for the computer server for both 2. Backups done on a full daily basis. Administrative Office&field offices to protect against loss of data stored on District network. B. Work with Public Affairs Dept to Yes Yes n/a 3. Website backed-up on a dedicated folder on implement backup system for District's the server. website. Upgrade Software A. Upgrade District's computer systems to Yes No n/a 1. All staff computers upgraded/replaced with MS Windows XP Pro and MS Office 2003 Windows XP and Office 2003. Phone and Voice Mail System A. Evaluate options for replacement of Yes Yes— Evaluation of options was 1. Concluded that the phone system of 15+ District's phone&voicemail system. Increased completed and it was found years needs replacement and expanded the B. Develop project to replace system if Yes scope of necessary to replace phone project to replace the phone system for FY necessary. project system. 2009-10. In Action Plan FY 2009-10 to 2. Project completion due end of 3Q FY 2009- change scope of project to 10. replace current system. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR ADMINISTRATION DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Pre-employment Hiring Processes A. Develop "best practice" policies& Yes No n/a 1. Process completed/updated on an on-going procedures. basis. 2. Fingerprinting of all employees is in place. Web Based Online Application Program A. Install & implement a new web-based Yes No n/a 1. CalOpps—Online application program is in online application program for job place and new software version released Feb applicants. 2009; all District recruitments run through this program. Ethics Training for Board members A. AB1234 training to be coordinated for Yes No n/a 1. AB1234 training completed by all Board Board members and Legal Counsel members and Legal Counsel Performance Evaluation Standards A. Design & implement new performance Partial Yes HR/Admin Manager transition. 1. Forms completed and ready for Management evaluation forms. Team review—project completion due end of B. Train all supervisors on new forms and No Yes 1Q FY 2009-10. appraisal methods. C. Assist all departments with timely& Partial Yes equitable evaluations. Storage of Confidential Files A. Identify a secure&separate storage No No The Administrative Office does 1. Employee Personnel and Medical files will area for District's human resource and not have sufficient space to remain in Admin/HR Mgr office. personnel files as part of Administrative provide a separate storage area, Office expansion. but the files will be kept secure B. Transfer files to new location to provide No No in HR Manager's Office. better access for Human Resource staff. 4 i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date LEGAL FOR: REAL PROPERTY DEPARTMENT Litigation A. Defend District in litigation concerning No Yes Multi-year projects. 1. Chiocchi: Researched regulatory issues; District's water system at Bear Creek conducted discovery; assessed pertinent issues Redwood OSP,Chiocchi et al. v. MROSD. related to litigation outcomes. B. Defend District in litigation concerning No Yes Multi-year projects. 2. Anderson: Conducted discovery. access dispute and damages at Sierra Azul OSP, Anderson et al.v. MROSD. Encroachment and Property Rights Claims A. Assist Real Property Department in Partial Yes Multi-year projects. 1. Resolution of Lysons (Montebello OSP) and resolving encroachments, access easement Fogarty(Coal Creek OSP)access easement claims and property rights issues on District claim. land. 2. Resolution of property rights claim of Ogilv' Sereno OSP). 3. Provided County Counsel drafting support in lawsuit filed to remediate illegal dumping(Saratoga Gap OSP). 4. Provided advice on developing desired solution to property rights dispute at Kennedy Trail,Sierra Azul OSP. I MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Land Purchase and Property Management A. Assist Real Property Department to Yes No Multi-year projects 1. Assisted in acquisition of the following accomplish key land acquisition projects. Purisima-to-Sea Purchases properties: Mindego Ranch (Russian Ridge will be multi-year projects OSP); Beatty(Sierra Azul OSP); Hicks Creek and contingent on Ranch (Sierra Azul OSP); Merrill (Sierra Azul completion of negotiations. OSP);Stanton Half-Interest(Sierra Azul OSP). B. Assist in ongoing operation and Partial Yes Ongoing project. 2. Conservation easement over Guadalupe Land management of Guadalupe Land Co. Co. Property conveyed to POST. property as a corporate asset and investigate options for grant of conservation easement to an appropriate land trust or government agency. C. Assist in transactional documents to Partial No SFPUC exchange multi-year 3. Assisted in easement exchanges at Hanson accomplish easement exchanges. project and dependent on Quarry(MonteBello OSP)and easement negotiations. exchange with SFPUC (Ravenswood OSP). D. Work with Real Property to assess Yes No San Mateo County drafting 4. Preliminary discussion with Real Property on legal options for District operations new Williamson Act potential ordinance solutions. within San Mateo County for lands ordinance; project deferred subject to Williamson Act contracts; until completion. assist in developing policy recom- mendations for such lands. i 2 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Land Purchase and Property Management (continued) E. Work with Real Property on implementing, Partial Yes Ongoing project. 5. Grazing Leases completed for Tunitas administering, &drafting grazing, Creek and Skyline Ridge OSPs; communication,agricultural leases. completed renewal of Stanford communication lease. Communication leases are Key Project in Real Property Action Plan FY 2009-10. LEGAL FOR:ADMINISTRATION DEPARTMENT Risk Management A. Provide advice and monitor current claims Yes Yes Risk Management function 1. Revised internal procedures for function and litigation against the District. transferred to Legal Program. transfer. Ongoing functions. 2. Developed database for insurance status and B. Represent the District's interests in Yes Yes Ongoing function. adequacy to support project managers. insurance and CJPIA coverage matters. 3. Developed project manager checklist to assi C. Provide oversight of matters handled by Yes Yes Ongoing function. obtaining insurance. outside counsel. 4. Improved contract routing process. j D. Investigate and maximize insurance Yes Yes Ongoing function. coverage for claims filed against the District. E. Obtain appropriate pollution liability Yes Yes Ongoing function. insurance coverage for property purchases where applicable. L MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Human Resources A. Assist in carrying out labor relations Yes Yes Ongoing function. 1. Assisted in bi-annual update to Conflicts of functions. Interest Code. B. Provide legal advice on personnel matters. Yes Yes Ongoing function. 2. Provided staff training on Form 700 requirements. C. Assist in November 2008 General Election Yes No 3. Assisted Administration in developing remedy for Wards 3,4,and 7. for Ward 7 boundary error in Nov. 2008 election. LEGAL FOR:OPERATIONS DEPARTMENT A. Continue to assist in the development of Yes No Ongoing function. 1. Negotiated and drafted new contract for Santa Cooperation Agreements for provision of Clara County Sheriff services. Will assist in law enforcement and emergency services renewing contract in FY 2009-10 as directed. with sister agencies. B. Provide legal support to Resource Yes No Ongoing function. 2. Reviewed draft Resource Management Policies. Management Program. 3. Drafted permit to enter private lands to remove slender false brome. LEGAL FOR: PLANNING DEPARTMENT Remediation j A. Advise on the Navy remediation project at Partial Yes Ongoing project. 1. Monitored ongoing restoration activities at Site 25 (Stevens Creek Nature Study Area) Moffett Field consistent with District interests. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Remediation (continued) B. Provide advice concerning resolution of Partial Yes Ongoing projects. 2. Monitored ongoing TMDL development for mercury TMDL and remediation issues at Guadalupe Creek and Rancho de Guadalupe the Rancho de Guadalupe property(Sierra property. Azul Open Space Preserve), Driscoll Ranch (La Honda Open Space Preserve) Mt. Umunhum, and Russian Ridge Open Space Preserve. 3. Assisted in Mt. Umunhum remediation program; C. Advised on Mt. Umunhum remediation Partial No Ongoing project. Planning and Public Affairs Key Projects in FY program. 2009-10. D. Advised on Mindego Ranch remediation Partial No Ongoing project. 4. Mindego Ranch and Driscoll Ranch remediation projects are Planning Department Key Projects projects. in FY 2009-10. Other Proiects A. Assist in staging area project at Fremont Older Open Space Preserve. Partial No Scope of Fremont Older OSP 1. Provided advice concerning potential resolution project changed. of Fremont Older OSP project. B. Assist in resolution of trail remediation and Partial No Ongoing project. 2. Provided advice concerning Woodside development projects at Thornewood Open permitting requirements. Space Preserve. 3. Negotiated settlement agreement with C. Advice on planning,CEQA and other issues Yes Yes Ongoing project. Montgomery Highlands Association regarding El concerning staging areas at El Sereno and El Sereno parking lot; provided legal advice on Corte de Madera Open Space Preserves. environmental review for El Corte de Madera parking lot. 3 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Advance Planning Assist with: A. Final adoption and CEQA review Partial No Resource Management 1. Reviewed Draft Resource Management Polic of Resource Management Policies. Policies are ongoing project. B. Master Planning Projects and Partial No Master Plans for Sierra 2. Preliminary legal review begun on Master Plans CEQA review for Sierra Azul/Bear Azul/Bear Creek and La for Sierra Azul/Bear Creek and LaHonda Creek Creek Redwoods and La Honda Honda Creek OSP's are Key OSP. Creek Open Space Preserves. Planning Projects in FY 2009-10. C. Revision of District Master Plan, No No Projects deferred pending 3. To be determined. Regional Open Space Study, and development of strategic Basic Policies for the Coastside plan. Protection Area. D. Update of Use and Management Planning Yes No 4. Update completed. Process. Coastal Protection Program A. Continue to provide advice concerning legal Yes No 1. Successfully defended litigation seeking Petition requirements applicable to implementing for Review in Supreme Court challenging validity the Coastal Protection Program and of Coastal Annexation. LAFCO's Conditions of Approval. j; MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date LEGAL FOR: PUBLIC AFFAIRS DEPARTMENT A. Advise on legislative and contamination Yes No Ongoing project. 1. Mt. Umunhum project ongoing. issues concerning Mt. Umunhum. B. Pursue legislation if needed due to outcome of Riverside County No No N/A 2. Legislation not needed due to outcome of case. Riverside County Open Space District case. C. Status of AB 697 regarding District financing No No Bill was not accepted in 3. Assist with successor bill to AB 697 as needed. /funding options. Senate Local Government Committee. D. Trademark new district logo. No No 4. Trademark of logo is a legal project for Public Affairs in FY 2009-10. 5. Draft Good Neighbor brochure completed. E. Assist with drafting of new Good Neighbor Yes No brochure. PROJECT STREAMLINING A. Development of streamlined District public Partial Yes Ongoing project; part of risk 1. Contract templates initially revised to g works and professional consultant contract management function. streamline. Revised consultant contract forms and procedures. prepared. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date PROJECT STREAMLINING (continued) B. Seek efficiencies in the contracting process. Partial Yes Ongoing function. 2. Improving efficiencies in contracting process part of FY 2009-10 Action Plan. C. Provide inter-departmental training on contracting procedures and forms. No No Project deferred due to other 3. Providing contracting assistance to Operations, priorities. Real Property, and Planning will be ongoing projects. D. Development of streamlined CEQA review Partial No CEQA streamliningwill be processes for routine ongoing projects. 4. MOU with Santa Clara County completed. Legal part of MOD's with Program will assist Planning and Real Property permitting agencies. Departments in pursuing MOU's with other agencies. E. Continue working with Real Property and Partial No Planning Departments to pursue global solutions to streamline the acquisition, j planning and permitting processes; such as, Memorandum of Agreement with San Mateo and Santa Clara Counties clarifying the consistency of acquisitions with County planning requirements. UPDATING OF BOARD POLICIES A. Update Use and Management Planning Partial No Public Notification Policy 1. Use and Management Planning Process revised. Process and Public Notification Policy to redrafting deferred due to reflect appropriate and current practices. higher priority projects. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date UPDATING OF BOARD POLICIES(continued) B. Work with LFPAC to develop an appropriate Yes No 2. Rule on Reconsideration of Board-approved Rule of Procedure on Board agenda items completed. Reconsideration of Agenda Items; Return to Board with recommended policy for consideration. C. Drafting of District Permit Fee and Cost Recovery Policy, including cost recovery for No No Project deferred due to 3. To be determined. staff time in encroachment resolution. higher priority projects. UNANTICIPATED PROJECTS A. Revised Salaried Employees' Policy. Yes No N/A B. Participated in drafting Amicus Brief in Yes No N/A Riverside County p Space Park and Open ace District litigation. C. Defended Petition for Review by Supreme Yes No N/A Court in coast litigation. D. Negotiated and drafted settlement Yes No N/A agreement with Montgomery Highlands Association. E. Assisted in developing remedy for Ward 7 Yes No N/A boundary error in Nov.08 election. F. Assumed risk management function. Yes No N/A G. Worked closely with Planning Department in developing new wildlife Fire Defensible Yes No N/A Space Program. 1_4 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR LEGAL PROGRAM Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date UNANTICIPATED PROJECTS(continued) H. Worked with Operations Department to Yes No N/A develop new Seasonal Ranger Program. I. Worked with Real Property Department on Yes No N/A unanticipated conveyance of Woods Property. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 2008-09 10 Action Project Accomplishments to Date Reasons for Variance and/or New Project Completion Date Key Project Name and Description Yes/No Plan Yes/No El Corte de Madera Creek Watershed Protection Plan Yes Yes Multiyear commitment; Phase V 1. Phase IV of the project was A. Continue to implement Year IV of the El Corte de of the project is scheduled for FY completed on schedule. Madera Creek Watershed Protection Plan. 2010-11. B. Assist the Planning Department in implementation of the third phase of the El Corte de Madera Creek Watershed Protection Plan, as approved by the Board New Radio Frequency Project goals identified for 1. A design for the new system, A. Continue to implement improvements Yes Yes completion in FY 2008-09 have including mobile repeaters and recommended by the radio consultant and been completed,and the project microwave radio links, has been approved by the Board of Directors. will be continued in FY 2009-10. created. B. Complete the project within the scheduled three to Partial Yes 2. Plans have been agreed upon for five year time frame (April, 2012). the use of the new GGNRA tower at C. Continue efforts to procure a new radio frequency Partial Yes Black Mountain for District new for District use. microwave part of radio system. Seasonal Ranger Program Work on program was 1. A program proposal was A. Develop, budget for, and implement a pilot No No discontinued. Program may be developed, including cost Seasonal Ranger program to assist in recruitment reconsidered during the next estimations, training requiremei for regular ranger staff. negotiations of the and other logistical considerations. B. Provide additional staffing at peak times and better No No Memorandum of Agreement 2. A budget was initially approved, utilize the expertise of regular ranger staff. between the District and the but was removed after the program Employee Association. was cancelled. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- Project Accomplishments to Date FY 2008-09 10 Action Reasons for Variance and/or New Project Completion Date Key Project Name and Description Yes/No Plan Yes/No Maintenance Operations Manual A. Complete the review process for the newly Partial Yes The project was planned to cross 1. The draft manual has been written. completed draft Maintenance Operations Manual. fiscal years. The project is planned for B. Publish and implement the Manual with copies for completion in FY 2009-10. all maintenance staff, and provide orientation to No Yes the staff on the use of the manual. Computerized Maintenance System Scope and Evaluation A. Implement Board Policy direction, and Yes No A decision was made to delay the 1. An implementation plan was administrative goals, regarding recommendations research into a District-wide created and a variety of projects from the Land Management Cost Evaluation and computerized maintenance have been incorporated into Efficiency Study. Create a working team to management system until a more either specific projects, or as determine the need for, and scope of,a robust District-wide network is ongoing activities. Computerized Maintenance System. If such a available. system is deemed necessary and beneficial,then ensure that any such system can integrate with the work of other departments. Land Management Costing System No No Some initial proposals were 1. Project is on hold and not included � A. Work with Planning and Real Property departments made by a consultant, but the in FY 2009-10 Action Plan. If to review options for a system to calculate future uses for which the information desired, project could be management costs of lands, which are being will be used need to be better reconsidered for future years. I considered for purchase. developed before the project can be designed. ll I MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 2008-09 10 Action Project Accomplishments to Date Reasons for Variance and/or New Project Completion Date Key Project Name and Description Yes/No Plan Yes/No Trail Realignment—Dennis Martin Road Area of Thornewood OSP A. Once permit approval is received from the Town of Partial Due to budgetary cutbacks, and 1. Field Staff constructed and opened Woodside,then assist the Planning Department the freezing of grants, the creek the new Bridal Veil Trail in place of with trail re-alignment in the Dennis Martin Road ford is on hold. the old Dennis Martin Road area of Thornewood Open Space Preserve. alignment,which connects the Hwy 84 parking lot to Old La Honda Road. South Area Office Facility and Staff A. Work with the Planning Department on the location Yes No Plans and permits are scheduled 1. The former Beatty Property on and creation of a South Area Office,and staff the for FY 2010-11. Construction will Alma Bridge Road has been facility once it is located (and constructed if occur in FY 2011-12. identified as the location for the necessary). new South Area Office. Clean up and securing of property has been completed. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 200$-09 10 Action Project Accomplishments to Date Key Project Name and Description Yes/No Plan Yes/No Reasons for Variance and/or New Project Completion Date Agreement for Sheriff's Deputies Yes Yes Project was successfully 1. Continued evaluation is being done A. Upon Board approval, implement the agreement completed. Sheriff's patrols on the response to ranger benefit with the Office of the Santa Clara County Sheriff began in October, 2008. of the program. for the provision of additional patrol services by Program evaluation report is Santa Clara Sheriff's deputies on District lands per scheduled to go before the Board the terms of the agreement. in the summer of 2009. B. Explore the feasibility and desirability of having a similar agreement with the Office of the San Mateo County Sheriff. General Manager—Area Tours of District Land 1. A Power Point of the Operation A. Provide the new General Manager(GM)with area Yes No The Operations Manager and the Program was developed and shown familiarization tours to familiarize him with District GM are scheduled to attend to the new Board Member and the lands, and Operations issues and concerns. regular monthly Field Staff GM. In addition,the GM has been Meetings at both offices on a taken on field tours and attended quarterly basis. field meetings to help with his familiarity of the District. Resource Management Strategic Plan Work with the Planning Department to Implement an interim Year of the Resource Management Strategic Plan: Yes Yes Removal of priority invasive 1. Invasive plants were removed from A. Continue removal of priority invasive plants; continuing plants continues every year. The multiple preserves throughout the and implementation of the Pulgas Ridge Open project. next phase of eucalyptus removal year. Four eucalyptus trees were Space Preserve Habitat Restoration Plan by at Pulgas will consist of removing removed From Pulgas Ridge OSP in removing additional area of eucalyptus,and 17 trees between 2009 and 2011. December 2008 after notification of controlling broom and other invasive plants. All eucalyptus trees are interested parties and discussion of Review restoration plan and notify interested scheduled for removal from project and restoration efforts at parties and the Board before any large eucalyptus Pulgas Ridge OSP by 2014. Board meeting. trees are removed at Pulgas Ridge. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 200$-09 10 Action Project Accomplishments to Date Reasons for Variance and/or New Project Completion Date Key Project Name and Description Yes/No Plan Yes/No B. For Skyline Ridge tree farm restoration, phase in Yes Yes, Next two phases of Skyline Ridge 1. Permits obtained and 2 acres work areas if permits approved in time for construction season. Obtain County grading continuing tree farm restoration projects (6 restored in Fall 2008. permit and agency approval to avoid special status project. acres)to occur in 2009 and 2010. species C. Identify rare and invasive species and vegetation community and wildlife habitat types on new Yes Yes New Purisima-to-the Sea 1. Consultant surveyed 4 properties properties incoordination with Planning properties will be surveyed in FY acquired in recent years in the Department. 2009-10. Rancho de Guadalupe and Loma Prieta areas and mapped locations of 6 special status plants. E. Prepare final revisions of the Resource No No On hold during development of On hold during development of Management 5-Year Strategic Plan with Planning District-wide Strategic Plan. District-wide Strategic Plan. Department. Sudden Oak Death A. In accordance with the Board's direction, assist Yes Yes, Fungicide treatment will continue 1. Funded research on and collected research of SOD-resistant trees and treat continuing on an annual basis. Level of additional acorns for tanoaks susceptible trees with approved fungicide. project. funding for SOD research was potentially resistant to SOD; Continue to identify and fund Sudden Oak Death reduced in half for FY 2009-10 so treated and monitored oak trey research relevant to land management issues. no additional projects funded. with fungicide at 3 locations. B. Assist CALFIRE and Fire Safe Committees in Yes No Ongoing participation by the 1. Supported development of a obtaining grant funds to remove hazardous trees Foothills Area Superintendent in community wildfire protection along major evacuation routes. the Lexington Community plan for Lexington area. Wildfire Protection group. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 2008-09 10 Action Project Accomplishments to Date Reasons for Variance and/or New Project Completion Date Key Project Name and Description Yes/No Plan Yes/No Sudden Oak Death (continued) C. Continue monitoring Sudden Oak Death, map Yes Yes, Staff continuing to implement 1. New potential outbreaks confirmed and suspected locations, implement continuing these tasks on an annual basis. (including anomalies at Los precautionary actions,and educate District project. Trancos OSP) monitored. Staff visitors about Sudden Oak Death. Participate in participated in SOD Science scientific symposiums and research. Symposium &assisted in training workshop for S. bay area. Slender False Brome Delays due to reconsideration of 1. Slender False Brome coordinator In accordance with the Board's direction complete the herbicides& lack of adequate hired in March 2009. CEQA and following tasks(A,B,C below): staffing. CEQA& reimbursement reimbursement program released A. Secure rights-of-entry, and continue to treat and No Yes, program completed in April 2009 for public review. monitor brome on neighboring properties. continuing & reimbursement program for project. treatment on private property currently underway in FY 2009- 10. B. Pursue grant funding to assist adjacent landowners Yes Yes, 1. Grant in amount of$15,000 and agencies in mapping and controlling slender continuing received from National Fish & false brome on their lands. project. Wildlife Foundation. C. Continue to monitor and remove all resprouts of Yes Yes 1.Treatment continued on slender false brome at Thornewood, La Honda, preserves. Saratoga Gap and El Corte de Madera Open Space Preserves. Grazing Plan 1. Hired Rangeland Ecologist, A. Work with the Planning and Real Property Yes Yes, continued grazing and monitoring Departments to monitor grazing operations and continuing at Driscoll,Alpine Road &Tunitas maintain grazing infrastructure at the Alpine Road project. (new lease developed for later); area of the Skyline Ridge Open Space Preserve,the developed grazing management Driscoll Ranch portion of La Honda Open Space plan for Mindego Hill. L MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT—KEY PROJECT REPORT FOR OPERATIONS DEPARTMENT Key Project Completed in in FY 2009- FY 2008-09 10 Action Project Accomplishments to Date Key Project Name and Description Yes/No Plan Yes/No Reasons for Variance and/or New Project Completion Date Preserve, and the Tunitas property. I' MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Project in Completed Action in Plan FY FY 2008-09 2009-10 Key Project Accomplishments to Date and/or New Key Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date ADVANCE PLANNING AND GIS Coastside Protection Program A. Work with Board and stakeholders to No No Project postponed 1. To be determined;will follow completion of the amend elements of the District's Basic pending completion of Strategic Plan. Policies in accordance with Service Plan the District-wide conditions of approval. Strategic Plan, which will B. Begin research, agency outreach, and No No serve to inform policy GIS data development necessary to and plan updates and update the District-wide Master Plan amendments. and Regional Open Space Study. Master Plans A. Work with stakeholders, Board and staff Yes Yes Further detailed 1. La Honda Creek: completed the Administrative and Final to complete 30-year master plans for feasibility studies of the Draft Master Plan documents two planning areas: La Honda Creek Alma College site are 2. Provided a project briefing and Preserve tour for the and Sierra Azul/Bear Creek Redwoods. underway as a separate General Manager Key Project for Fiscal 3. Handled logistics to schedule the first public hearing Year 2009-10. 4. Prepared public notices and project newsletter to announce release of the document and upcoming publ;- meetings. 5. Began preparation of the environmental review document. Expected project completion date: 2Q FY 2009-10. 6. Sierra Azul/Bear Creek Redwoods: completed the preliminary Administrative Draft Plan document; made revisions to draft plan maps and made progress on completion of the Administrative Draft Master Plan and Draft Environmental Impact Report. Expected project completion date: 4Q FY 2009-10. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Project in Completed Action in Plan FY FY 2008-09 2009-10 Key Project Accomplishments to Date and/or New Key Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Russian Ridge Comprehensive Use and Management Plan A. Begin preparing a comprehensive Project No Per Board direction, 1. Conducted research to identify past recommendations resource inventory of recent property initiated comprehensive planning and proposed future projects for the Preserve. additions to the Preserve (POST project has been 2. Initiated data collection to expand upon Preserve's Mindego Ranch and former Rapley postponed pending natural and cultural resource inventory. property). completion of two 3. Facilitated staff project team meetings to identify B. Initiate a conservation grazing Yes No ongoing master plan opportunities and issues, including data gaps. assessment. projects; instead, staff is 4. Coordinated with POST and reviewed plans for the C. Conduct preliminary research to identify Yes Only focusing efforts to plan proposed POST donor recognition site. potential staging areas and regional trail Mindego for the Mindego Trail, 5. New comprehensive planning project schedule to be connections. Hill Trail is assess disposition of prepared following completion of the Master Plans. identified Mindego Ranch under structures,and ongoing commission additional activities special status species and p habitat surveys Accessibility Plan for Trails A. Evaluate District's current Accessibility Project No Project postponed given 1. Prepared scope of work and project schedule. Plan. initiated competing priorities 2. Conducted preliminary review of the current B. Coordinate with Operations and with No No while interagency Accessibility Plan. the Public Affairs Department. discussions regarding 3. Research on current trends and changes regarding C. Revise and present Accessibility Plan to No No potential changes to the accessible trails in remote,wilderness areas. Board. ADA recreational guidelines continue. These discussions will inform required changes to District's Plan. I'' i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Project in Completed Action in Plan FY FY 2008-09 2009-10 Key Project Accomplishments to Date and/or New Key Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date GIS Development A. Finalize procedures to facilitate Yes Yes 1. Incorporated the spatial accuracy of UNAVCO GPS collection of field-based data and better monuments into GPS collection methods. integrate special-status species 2. Integrated recent resource data into GIS and establishe locations and other resource protocols for updates. information into the GIS database. 3. Worked with Operations to design and implement the Invasive Weed Database System to track invasive weed infestations and treatments. B. Update database with the latest parcel Yes Yes 1. Acquired updated San Mateo and Santa Cruz parcel data. data, including annual tax roll information for San Mateo and Santa Clara Counties 2. Initiated discussions with Santa Clara County for a data exchange agreement to obtain County parcel data. 3. Updated District's land holdings GIS information. C. Prepare a comprehensive catalog of the Yes Yes 1. Initiated development of metadata (source and District's data. reference information)for District's 2000 GIS files. 2. Reorganized GIS files and created metadata procedure j D. Provide GIS and GPS training to staff. Yes Yes 1. Provided GIS and GPS training and support to District's GIS users. 2. Created data files to be used in a free GIS data viewer to allow nonGIS users to access GIS data and perform basic GIS functions. i �I i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date GIS Development(continued) E. Develop a prototype brochure map Yes No See Project 1. Developed prototype brochure map using GIS software; using GIS software. Accomplishments determined best course is to keep brochure maps in Section. Illustrator, but use Google Maps to display GIS data via Preserve Finder. F. Assist Operations in determining No No Strategic Plan and future cost/benefit of developing a land fiscal modeling of long management and maintenance term operational and database that integrates with District's maintenance costs will GIS. inform the structure of the GIS-based land management database. RESOURCE AND STEWARDSHIP PLANNING Resource Management Strategic Plan A. Work with the staff, public,and Board No No Project completion 1. To be determined;will follow completion of the District- to update five-year plan to guide postponed to allow Wide Strategic Plan. resource planning and management District-Wide Strategic activities Plan to inform direction for Resource Mgmt Program & identify any changes or edits to final Resource Management Strategic Plan. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date Resource Policy Development A. Coordinate with Operations to prepare Partial Yes Task remaining: 1. Completed a draft and obtained Board tentative draft wildlife corridors,wild land fire complete final policy adoption of the wild land fire, wildlife corridors, and management,and cultural resources edit; complete the cultural resources policies. Expected project completio policies for review by Board. environmental review; date: 3Q FY 2009-10. and bring item to the Board for final approval and CEQA determination. Conservation Grazing Program Development A. Prepare an interim Grazing Partial No Project transferred to the 1. Completed Grazing Plan for Mindego Ranch. Management Plan for new property Operations Department additions to Russian Ridge Open Space following the hire of the Preserve (Mindego and Rapley District's Rangeland Ranches. Ecologist. B. Assess grazing infrastructure needs at La Partial No Project transferred to the 1. Completed grazing infrastructure assessment for Tunitas Honda,Tunitas, Russian Ridge, and Operations Department and initiated the assessment for La Honda and Mindego Skyline Ridge Open Space Preserves and following the hire of the Ranch. implement high priority projects. District's Rangeland Ecologist. C. Assist the Real Property and Operations Yes Yes 1. Assisted Real Property and Operations with ongoing Departments to monitor the grazing monitoring of grazing leases. leases at Skyline Ridge and Tunitas Creek Open Space Preserves. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date Resource Agency Permit Streamlining A. Complete the Memorandum of Partial Yes Regional Board informed 1. Regional Board: remained in communication with Agreement (MOA)with Regional Water District of need to delay Regional Board regarding MOA; submitted a revised Quality Control Board (Regional Board) MOA processing given MOA with edits and changes as requested by the and US Army Corps of Engineers (Army heavy workload. Regional Board. Expected project completion date: 4Q Corps)for routine maintenance and According to Army Corps, FY 2010-11. drainage facility improvements. District's routine maintenance activities 2. Army Corps: met with Army Corps to discuss are considered either appropriateness for a MOA. exempt or subject to a Nationwide Permit, rendering a MOA unnecessary. B. Cross-train representatives from Partial Yes See Project 1. California Department of Fish and Game (CDFG): Operations Department in preparing Accomplishments reported on implementation of 1"year projects and and obtaining permits for maintenance Section. submitted list of 2nd year projects in accordance with the projects and small improvements. CDFG MOA;trained field staff on procedures and requirements by working closely with them to obtain ti. submittal information. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or cope Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Completion Date Pond Management Plan A. Complete a pond management plan for Yes Yes Completion of 1st year 1. Completed Pond Management Plan for Driscoll(former Driscoll Ranch. monitoring and survey Wool Ranch) Pond Complex and initiated 1st year of B. Develop plan as template for use in work is scheduled monitoring; conducted habitat and species surveys to future pond management planning during FY 2009-10. determine presence and identify breeding ponds; efforts. conducted San Francisco garter snake surveys in the highest potential habitat areas. Environmental Remediation A. Hicks Flat Remediation (Sierra Azul) - Yes Yes 1. Completed a grant application for funding from the pending grant funding, contract for Clean Water Act, Section 319(h) Nonpoint Source preparation of a mercury remediation Program to complete remedial design, permitting, CEQA plan. review, and implementation in the amount of 5315,000. B. Driscoll Ranch (La Honda Creek) and Partial Yes See Project 1. Driscoll Ranch Remediation-Completed the Remedial Mindego Ranch (Russian Ridge) Accomplishments Investigation Report and received concurrence from the Remediation -complete site Section. Regional Water Quality Control Board on the remedial characterization to define extent of recommendations and no additional further action. contamination. Coordinate with Expected project completion date: 1Q 2009-10. resource agencies to determine 2. Mindego Ranch Remediation—Conducted additional necessary remediation activities and site research and reviewed prior reports and prepare plans and associated CEQA documents; obtained Board authorization to enter into documentation. contract with Geocon to conduct remedial investigations. Expected project completion date: 3Q FY 2011-12. 7 I MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date Environmental Remediation (continued) Yes Yes C. Mt. Umunhum (Sierra Azul) 1. Mt. Umunhum Remediation-Continued review of Remediation - Review soil sampling and USACOE investigations at Mt Umunhum. Expected contamination investigations completed project completion date: FY 2014+. to date to support efforts for cleanup funding by the Federal Government. D. Continue participating in the Guadalupe Yes Yes 1. Continued to monitor TMDL process. Creek Watershed TMDL process to identify further remediation requirements. PUBLIC ACCESS IMPROVEMENTS El Corte de Madera Creek Watershed Protection Program Continue planning,design, and phased Completion of plans and implementation of priority road and trail specifications for upgrades and water quality protection remaining high-priority measures. projects is scheduled during FY 2009-10. A. Leaf Trail:complete the trail Yes No 1. Leaf Trail: completed the trail realignment. realignment B. Giant Salamander Trail: coordinate with Yes No 1. Giant Salamander Trail: completed road-to-trail Operations to complete the trail conversion, including installation of bridges; obtained realignment and contract for inspection sign-off from San Mateo County. construction of new bridge C. El Corte de Madera Creek Trail: contract Yes Yes 1. El Corte de Madera Creek Trail: initiated upgrades; for conversion from road-width to completed contractor work; crew attended necessary single-track trail width and install new highline training to complete final bridge installation. bridges MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date El Corte de Madera Creek Watershed Yes Yes Protection Program(continued) D. Water quality monitoring: continue 1. Water quality monitoring: continued fourth year of monitoring to identify and measure sediment transport monitoring. sediment movement through Preserve El Corte de Madera Creek Staging Area and Trail Improvements f the 1. Obtained tentative Board approval of a Use and n specifications for the Partial Yes Completion0 A. Finalize tans a d spp p p staging area and Bay Area Ridge Trail environmental review Management Plan Amendment for the proposed new segment. Secure permits and pursue and Board final adoption parking area and trail improvements. grant funding for construction. of the project is 2. Transportation engineer collected additional traffic scheduled for FY 2009- information and refined the draft traffic report. 10. 3. Obtained CalTrans preliminary approval for no parking zones along Highway 35. 4. Staff confirmed summer peak use days for the Preserve and identified/confirmed an improved Highway 35 pedestrian crossing. 5. Completed eastern Preserve boundary survey to assist trail planning. 6. Certified engineering geologist completed plans and specifications for the proposed trail improvements. 7. Staff continued preparation of the draft environmental review document. 8. Expected project completion date: 3Q FY 2013-14. cs MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date ADVANCE PLANNING AND GIS A. Coordinate with Operations Department Partial Yes Completion of the Dennis 1. Completed Bridle Trail construction; State bond-funded to construct the new Bridle Trail. Martin Creek ford grant freeze has delayed ability to implement remainin- Coordinate with Legal and Real Property crossing and landform work; Completed Shilling Lake Trail bypass of slide and Departments to finalize Schilling Lake restoration is scheduled reopened trail to equestrian access. Expected project Trail remediation plan. for FY 2009-10. completion date: 3Q FY 2009-10. STAFF FACILITIES Skyline Field Office A. Prepare plans for expansion of field Partial Yes See Project 1. Architect completed the programming phase that office. Coordinate with Operations and Accomplishments produced three remodel options and cost estimates for Real Property in preparation of a long- Section. the Skyline Field Office. range strategic plan for the field offices 2. Staff evaluated options and developed a fourth, basic to meet staff, equipment, and storage remodel option that addresses immediate infrastructure needs. improvements and repairs. 3. Board formed the Facility Improvements Ad Hoc Committee to assist with project review. 4. Staff held first meeting with Committee to review four conceptual remodel options and cost estimates. 5. Committee provided feedback and direction,asking staff to (1)evaluate feasibility of constructing a new green building, (2)confirm the Remodel Option 3 cost estimate given current economic downturn, and (3) prepare a District-wide staff facilities plan to understand short-term and long-term staff facility needs. 6. Expected project completion date: 4Q FY 2010-11. i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PLANNING DEPARTMENT Key Reasons for variance if Project in Project not completed in Completed Action FY 2008-09 and/or in Plan FY Major Changes to FY 2008-09 2009-10 Project Plan and/or Project Accomplishments to Date and/or New Project Key Project Name and Description Yes/No Yes/No Scope Completion Date Administration Office Improvements and Build-out A. Prepare plan for office build-out, Partial Yes Completion of the Phase 1. Architect completed the programming phase, producing improvements, and landscaping; II Remodel (includes conceptual remodel options 1, 2, and 3 and cost determine feasibility and cost of adding kitchen remodel and estimates. solar panels. Secure permits and begin server room upgrades) is 2. Staff presented options to the Board, who directed staff project implementation. scheduled for to complete only basic improvements to the AO building FY 2009-10. with the intention of moving AO staff to a new facility that will meet future long-term staff growth. 3. Improvements to the north end were completed and Planning staff was relocated to the new work area. 4. Expected project completion date: 3Q FY 2009-10. Driscoll Ranch House Improvements A. Assist Real Property and Operations to Partial Yes Project is underway. See 1. Reviewed remodel options;fumigated house to address determine necessary improvements to Project Accomplishments pest issues; demolished back porch; improved site upgrade District house for use as an Section. drainage; installed new fence and gate. employee residence. Contract for 2. Revised the project approach to address subsequent site necessary structural and utility improvements. upgrades. i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date PUBLIC INFO&OUTREACH Community Outreach A. Plan and implement activities and Yes No Will be performed 1. Updated District PowerPoint, creating short and long versions for presentations for underserved on an ongoing delivery to community organizations and agencies. communities, children, and new basis. 2. Made presentations to community groups to introduce the user groups. District, and also directed them to openspace.org in multiple languages. 3. Conducted first annual digital photo contest which reached out to B. Continue to emphasize events held Yes No Will be performed area photography groups and outdoor enthusiasts. Contest was near current master plan project on an ongoing the most popular District story in the media. areas. basis. 4. SOD Research Outreach: Hosted information tables at RSA and posted flyers at ECdM and Monte Bello to address public interest and concern regarding the various stages of onsite SOD research C. Improve constituents' knowledge of Yes No Will be performed project. Promoted media stories about District's proactive SOD the District and listen to community on an ongoing research. concerns. basis. 5. Attended bi-annual Environment Fest hosted by The Town of Woodside,Woodside Green,and the Conservation and Environmental Health Committee. Hosted informational table and provided information on slender false brome. Will be performed r h booth at the annual Earth Da celebration event information 6. Hosted out eac D. Pr duce and distribute oY Yes No about the District. on an ongoing at Westwind Barn in Los Altos Hills. basis. 7. Co-hosted Bay Area Ridge Trail Cruz with Bay Area Ridge Trail Council. E. Seek out partnerships, and attend Yes No Will be performed 8. Coordinated ongoing monitoring of geocachers located on District meetings with various groups and on an ongoing lands with liaisons at Geocachers of the Bay Area; scheduled first organizations. basis. cooperative docent-geocaching liaison led geocaching activities for the public. 1 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date Community Outreach (continued) 9. Formalized "Transportation Assistance Program"where Title One Will be performed and other underprivileged schools have the opportunity to be F. Continue to work with Operations Yes No on an ongoing reimbursed for the cost of transportation. and Planning Departments to basis. 10. Promoted positive media stories on the Skyline Ridge tree farm increase public awareness of restoration area,Chestnut Orchard, new District rangers, photo resource management goals and contest, and Mindego thistle eradication. successes. 11. Began working with Cris Wilmers, mountain lion researcher at UCSC. 12. Produced and distributed 47 press releases and placed a variety of G. When possible, involve volunteers Yes No Will be performed positive articles in media outlets. and docents, managers,other on an ongoing 13. Provided information about the District to the media. departments and Board members in basis. 14. Attended several Children in Nature network meetings. outreach opportunities. 15. Fire Management Policy: Helped plan and publicize public hearing, created informational materials. 16. Slender False Brome: Attended Ad-hoc Committee meetings, planned and implemented a community meeting,created a community outreach plan. 17. Facilitated a field trip of USGS and other scientists from around th- country to the GPS site at Rancho San Antonio. 18. Established and strengthened relationship and communication with Bay Nature magazine and increased collaboration. 19. Publicized and attended public meeting on Purisima to the Sea. 2. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date 1 Master Plan Support A. Manage the District's Yes Yes n/a 1. Provided master plan updates in District's quarterly newsletter. communications& public outreach 2. Public Affairs staff has regularly attended&provided support for Ad Hoc during the adoption & Committee meetings and public meetings. implementation of the Sierra 3. Public Affairs staff also regularly provided input on Master Plan Azul/Bear Creek Redwoods Open newsletters/mailers and coordinated with the District's graphic designer, Space Preserves and La Honda OSP printer,and mail house firms. master plans. Website and E-Communications Mgmt A. Continue to use the web site as a 2- Yes Yes Will be performed way communication tool to reach on an ongoing out and communicate with the basis. 1. Expanded use of email blast program. community and support all District departments. 2. Developed and implemented new features and tools to boost site appeal and traffic, improved accessibility. B. Increase use of new e- Yes No Will be performed communications capability(e-mail on an ongoing 3. Added online donation capability&online book sales. newsletter; electronic alerts). basis. 4. Launched new flash photo gallery with photo contest finalists. C. Develop& implement new features Yes Yes Will be performed on an ongoing &tools to boost site appeal, drive 5. Created desktop wallpapers and screensavers. traffic&improve accessibility for basis. new user groups(mapping tools, 6. Made GIS data available online for download. video & podcasts, pages in foreign languages). D. Promote& manage the online store. Yes No Will be performed on an ongoing basis. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date Web site and E-Communications Memt (continued) 7. Designed and launched the new Preserve Finder& added E. Improve current site functionality. Yes No Will be performed openspace.org in multiple languages. on an ongoing basis 8. Updated web store with new products. F. Consider feasibility of creating an Yes No office Intranet. 9. Began research for web video(tools, hosting.) G. Implement better analytical tools to Yes No Will be performed track site traffic& measure on an ongoing 10. Worked with other departments to ensure pages are accurate& performance more comprehensively basis. worked with contractor to update/maintain site. &accurately. H. Continue to work with e-Nature to Yes Yes Will be performed 11. Won an award from American Trails for the Web site. refine &promote the "e-Nature" on an ongoing wildlife guides(customizable to basis. District preserves),thus providing a way for the public to research information on flora &fauna within District preserves. I. Work with other Departments to Yes No Will be performed ensure the website maintenance & on an ongoing revisions reflect current District basis messaging, provide consistency, maintain functionality&aesthetic integrity. J. Work with contractor, as needed,to Yes No Will be performed update &maintain website pages. on an ongoing Lead District web team. basis MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date Visitor Estimate Survey A. Continue to implement program to Yes Yes n/a 1. Second phase of the Visitor Estimate Survey project was estimate the number of visitors to completed in spring 2008 and eight preserves were surveyed at District preserves in rotating seasons selected gate locations for a minimum two-week time period. and preserves surveyed. 2. Third installment of Visitor Estimate Survey Project will occur in winter FY 2009-10 for eight preserves surveyed for second time. New Logo Implementation Several major phases of the implementation of the new logo were A. Work with all District departments Yes Yes n/a completed in FY 2008-09, including: to coordinate a phased 1. District Patch, Ball Cap Patch, District Stationery, District Vehicle implementation of new District logo Decal &Striping. &continue to develop a broad 2. Logo Trademark—The trademark application and associated fees District Style Guide to ensure will be prepared and filed in FY 2009-10. consistent use of District's visual 3. District Style Guide—Further coordinated first draft of the Style identity. Guide. Subsequent review and additional drafts of the Style Guide B. Work with Legal Dept on Yes Yes n/a will occur in FY 2009-10. trademarking the logo. 4. Web Store—Updated web store with new logo items. 5. Web Site—Implemented new logo throughout site and on all electronic tools. i i MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date COMMUNITY PROGRAMS All of the following six goals were successfully attained: Expand Community Programs 1. Safety standards implemented--yield minimum number of incidents or A. Implement new Advanced Resource Yes Yes n/a accidents. Management Squad (ARMS) program pilot by recruiting 5-10 2. Ten ARMS Volunteers recruited and retained. volunteers. 3. High quality resource mgmt work increased. Resource management volunteer work increased by over 400 hours in seven different preserves. B. Work with Operations to identify Yes Yes n/a 4. Unique,previously unaddressed,and priority resource management best supervisory practices. tasks addressed. Work was performed at priority spots. 5. Positive feedback received from volunteers that they enjoyed working independently as individuals and in small groups on designated assignments. 6. Positive feedback received from field staff that they are satisfied with this new program and the first year results. Resource Management A. Increase community awareness of Yes No Will be performed 1. Created new web pages for Sudden Oak Death, habitat and participation in resource on an ongoing connectivity,grazing, prescribed burns,wildland fire management efforts by developing basis management, UNAVCO. interpretive themes to support 2. Resource Management principles and practices included in 2008 Strategic Plan objectives. OAD training. B. Incorporate resource management Yes No Will be performed 3. 3/24/09'Plant Communities'Joint Volunteer Training w/POST. topics into training and enrichment on an ongoing 4. Sr. Res Mgmt Specialist appearance at 2009 Trail Patrol Training. programs. basis. 5. Majority of 2008 Crew Leader Training focused on Res Mgmt projects, goals, etc. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date and/or Completion Date Key Project Name and Description Yes/No Yes/No Variance Volunteer Trail Patrol A. Expand Team Volunteer Trail Patrol Yes No n/a 1. Expanded program to the Foothills Area for the first two Team Patrols. A Days Program. June event at Fremont Older and an October event at St.Joseph's Hill. Awareness of Programs A. Encourage participation and Yes No Will be performed 1. Updated pages in activities,volunteer,docent sections of website. increase awareness of Outdoor on an ongoing 2. Broadcast Outdoor Activities to regional media calendar listings. Activities and other Community basis. 3. Provided activity schedule/OSV newsletter at all outreach events,and Programs. professional networking meetings. Master Plan Interpretive Materials A. After master plans have been No No Master plans were Master plans were not completed or adopted in FY 2008-09.A modified adopted,develop materials to not completed or approach to interpretive planning on a District wide basis has been interpret natural and cultural adopted in FY included as a key project in the FY 2009-10 Action plan and will be resources of La Honda Creek OSP 2008-09; therefore connected to a District-wide Strategic Plan. Interpretive projects at the and Sierra Azul/Bear Creek interpretive Red Barn and Alpine Pond will be integrated in the Strategic Plan as Redwoods OSP. materials for the well. B. Provide information regarding No No plan could not be Preserve's history. Plan &develop developed. interpretive project&display at La Honda Creek Preserve &for self- guided interpretive "nature discovery"trail at Skyline Ridge Preserve. 7 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date LEGISLATIVE,FUNDING,AND ORGANIZATIONAL RELATIONS State Legislation &Regional Funding A. Work with District's legislative Yes Yes 1. Continued to work with the Bay Area Open Space Council's advocate& legislators&their staff Executive Committee on amendments to AB 2954,which set up to sponsor&support the Board- the San Francisco Bay Restoration Authority. approved Legislative Program. 2. Discussed reintroduction of AB 697,the bill that would extend the repayment terms of District debt, with Senator Simitian and B. Update Legislative Program to Assemblymember Hill. Will continue to work with legislators. respond to changing political Yes Yes 3. Attended meetings of the CSDA legislative committee in landscape. Sacramento. C. Seek coordination &support from 4. Asked Senate President Pro Tern Perata to move Assembly Bill other special districts. Yes Yes 2537 (Furutani)forward to the Senate Floor. This critical piece of D. Work with Bay Area Open Space legislation was held in the Senate Appropriations Committee and Council to create a special, Yes No License plate has would have deleted the January 1, 2009 repeal date of the personalized license plate &work been created. volunteerism sunset clause,thereby extending the exemption for to obtain permanent funding for the work performed by a volunteer,or a volunteer coordinator, the San Francisco Bay Area until January 1, 2012. Program of the State Coastal 5. Opposed Assembly Bill 983 by Assembly Member Fiona Ma which Conservancy. would have put unrealistic expectations on local public agencies in their work with contractors and which had the potential to greatly E. At the end of current legislative Yes No Two-year increase costs incurred local public agencies and the public session in Sacramento, prepare for legislative program through design delays and litigation on projects. Board approval of a new State was created at end legislative program. of last legislative session. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date Seek Local Funding 1. The District again active) supported San Mateo Coun 's Parks for A. Support any efforts by the San Yes No There are no plans 8 Y PP tY Mateo County Parks for the Future to put an initiative the Future initiative to increase the local sales tax by 1/8`h cent, initiative to increase the local sales on the ballot. but Measure O,which appeared on the June 3,2008 ballot,was tax by 1/81h cent on the 2008 ballot. defeated because it garnered "only" 60.2 percent of the vote in favor and thus fell short of the two-thirds vote needed to pass. Federal Legislation A. Work with members of Congress Yes Yes and State and local agency leaders 1. At the request of Rep. Mike Honda,the House Armed Services to develop and implement a Committee included language in HR 110-652,which accompanied strategy to carry out the Board- the National Defense Authorization Act for FY 2009, highlighting the slow pace of the assessment and cleanup work at former approved legislative program, Almaden AFS and directing the Department of Defense to report including seeking Federal legislative back to the Committee on ways to accelerate the backlog of assistance in securing funding for cleanup work under the FURS program. the cleanup of the former Almaden Air Force Station at Mt. Umunhum. 2. We worked with Rep. Mike Honda's office to secure congressional delegation support for a letter that Rep. Honda authored urging the Corps of Engineers to accelerate the cleanup of Almaden AFS. 3. On February 25 and 26, 2009 we met with representatives from Senator Boxer's and Senator Feinstein's office and staff from Congresswoman Speier's, Honda's, Lofgren's and Eshoo's office. I MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR PUBLIC AFFAIRS DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Reasons for Key Project Accomplishments to Date Key Project Name and Description Yes/No Yes/No Variance and/or Completion Date Federal Legislation (continued) 4. In addition, we met with the Department of the Army and Army Corps of Engineers, which led to a follow up meeting with Corps' staff in Oakland in April 2009. District Funding Measure A. Continue analysis of the need for a Yes Yes n/a 1. Continued researching trends that will inform analysis of a need future District funding measure to for a future funding measure. Development of a strategy will be submitted to the voters. occur as the District's overall strategy is formulated. 1 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Land Purchase Funding and Negotiation New Land Commitments Purchased or entered into management agreements on 1,455 acres of new open space land valued at A. Convert the budgeted funds in the New Land Yes Yes This is an ongoing over$28,000,000, including: Commitments budget category into open space activity. 1. The 1,047 acre POST(Mindego Ranch)as an lands at desirable prices. addition to Russian Ridge Open Space Preserve. B. Work with POST to purchase the POST(Mindego Yes No 2. The 56.88 acre Beatty Trust property providing Ranch) property as a key addition to the Russian potential staging and regional trail connections as Ridge Open Space Preserve. an addition to Sierra Azul Open Space Preserve. C. Pursue properties providing a connection from No Yes Purisima to Sea 3. The 90.28 acre Hicks Creek Ranch property as an Purisima Creek Redwoods Open Space Preserve Purchases contingent addition to Sierra Azul Open Space Preserve. to the San Mateo Coast. upon completion of negotiations. (Also see 4. The 80 acre Merrill Trust property and entered grant funding below) into a license and management agreement with POST on the 81.5 acre former Moore property as an addition to Sierra Azul Open Space Preserve. 5. An undivided % interest in the 93.69 acre Stanton property as an addition to Sierra Azul Open Spac Preserve. Land Purchase Grant Projects A. Seek new grant funds through existing grant Yes Yes Coastal Conservancy Obtained grants valued at over$9,000,000 programs. Prop.84 grant including: B. Pursue grant applications with California Coastal Yes (but on Yes application for the 1. $7,500,000 grant from the California Coastal Conservancy. hold) Purisima to the Sea Conservancy and $564,000 from Proposition 40 project is on hold due to Per Capita Program for total grant funding in the State Budget crisis. amount of$8,064,000. 2. Received$950,000 purchase grant for half of the purchase price of the Beatty property as addition to Sierra Azul Open Space Preserve from Santa Clara County Parks. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Land Purchase Grant Projects(continued) C. Pursue legislative extension of Habitat Yes No 3. Applied for$500,000 grant application from the Conservation Fund grant project. State Habitat Conservation Fund for the POST D. Pursue grant opportunities with the Santa Clara No No (Blue Brush Canyon & Lobitos Ridge) properties Valley Water District. as part of the Purisima to the Sea Project. E. Implement remaining Proposition 40 Bond Act Yes Yes 4. Obtained administrative extension for Habitat Per Capita Grant funding. Conservation Fund grant for property addition to Purisima Creek Redwoods F. Apply for related competitive grants as they No No Prop, 84 grants not now become available under Proposition 84. available, but will apply when they become available. Gifts, Bargain Sales and Joint Land Purchases As part of Moody Gulch 1. Completed joint land purchase project with Augment land purchase funds: project, negotiations are Santa Clara County(see Beatty property under A. Explore bargain sales and/or gifts. Partial Yes ongoing with three water grants). B. Complete joint land purchase projects. Yes Yes companies&Santa Clara 2. Completed Bargain Sale with a gift value of C. Work closely with POST to pursue purchase of Partial Yes County on final language $100,000 (see Merrill Trust property under New open space that provides potential regional and of the transactional Lands) coastal lands. documents. 3. Received gifts of 9.29 acres of new open space land valued at over$116,000 including: Staff continues to work a. The 8.8 acre Marks property,and a 0.23 D. Work with the City of Saratoga and the County of No Yes with County of Santa acre gift of the Delacorte "Hacienda Park" Santa Clara on land purchase project along the Clara and City of parcels as additions to Sierra Azul Open Highway 9 scenic corridor. Saratoga on protecting Space Preserve (OSP). E. Continue to pursue gifts or purchase of Partial Yes Highway 9 scenic b. The 0.2 acre Sampson property as an delinquent property tax sales of"paper corridor and to provide a addition to Bear Creek Redwoods OSP. subdivision" lots. potential trail connection c. The 0.06 acre Carlson "Redwood Park" between the City and parcel as an addition to Purisima Creek Skyline-Sanborn County Redwoods OSP. Park. 7 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Alternative Land Purchase Methods A. Obtain Board approval of appropriate options, at This is an This is an As part of the Hanson 1. A Memorandum of Understanding was approved market prices or less, to purchase desirable ongoing ongoing Exchange Agreement,a and entered into with US Fish and Wildlife Servicr properties that might be affordable through grant activity. activity. City of Palo Alto lot line for construction and management of salt pond applications in future years. adjustment was restoration features and public recreation B. Explore various alternative terms of purchase to approved and recorded. improvements on District fee and leasehold lands offer advantages and incentives to landowners, This is an This is an Escrow anticipated to at Ravenswood Open Space Preserve. as well as cost savings to the District. ongoing ongoing close in the first quarter activity. activity. of FY 2009-10. Negotiations with the SFPUC for the Bay Trail Connection Between Ravenswood and Don Edwards National Wildlife Refuge a Key Project for FY 2009-10. Property Management Program Rental Structures Completed the following rental structure A. Provide maintenance& improvements to rental Yes Yes This project included improvements: houses to keep bldgs&grounds safe, sanitary& multiple improvements 1. Roof replacements at Hosking barn 4-plex(El attractive to increase net rental income. and maintenance Corte Madera Creek OSP), B. Continue annual inspection of District rental & Yes Yes requirements which former Quam residence(Russian Ridge OSP),Dyer employee residences in conjunction with continue into FY 2009- tower(La Honda Creek OSP) Operations Department. 10. 2. Fireplace safety inspections& necessary repairs C. Administer long-term & recurring maintenance Yes Yes at Residential staff&employee residences. priorities on rental properties. 3. Road repairs and grading at former Smith residence at Russian Ridge OSP. 4. Replaced all windows at Fremont Older Ranger residence. 3 I MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Rental Structures(continued) 5. Termite abatement performed at Fremont Older Ranger residence & Dyer house at La Honda D. Work with Planning&Operations Depts. to This is an Ongoing Creek OSP. assess economic viability of maintaining rental ongoing activity. 6. Plumbing repairs at former Silva/Kenyon structures or make recommendations to the activity. residence at Skyline Ridge OSP,Saratoga Gap Board for their disposition. Cabin, and former Bechtel residence at La Honda Creek OSP. Historic Leases Lessees performed the following improvements: A. As part of the new historic Picchetti Ranch Yes Yes Picchetti Winery 1. Replaced double hung windows at the historic Lease, work with Operations and Planning Implementation Plan- Fremont Older residence. Departments to monitor compliance with Site Creek restoration and and Implementation Plan. drainage improvements 2. Replaced the rear deck, adjusted all windows in B. Oversee lease compliance and renovation Yes Yes were included as a key living room &entry to open &close, insulated requirements at the historic Thornewood estate project for FY 2009-10. above the master bedroom, beneath kitchen, living room, and laundry room. and Fremont Older house. 3. Completed many improvements at Picchetti Winery as documented in new lease including constructing rustic fencing around refuse area. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Grazing,Agricultural,and other Leases A. Work with Operations& Planning Depts. to Partial Ongoing 1. Monitored compliance with current grazing monitor grazing leases and implement interim activity leases in coordination with Operations and grazing leases. Planning. 2. Prepared an interim grazing lease for the POST Mindego Ranch property in advance of the District's purchase of the property. Invasive species management efforts are currently underway prior to reinstituting grazing under a lease arrangement. B. Negotiate a long-term lease arrangement and No No During FY 2009-10, site plan per Bear Creek Redwoods Master Plan. preparing site and implementation plan for Bear Creek Stables in coordination with the Bear Creek Master Plan. C. Negotiate long-term agricultural Leases for This is an No This is an ongoing 3. Entered into a one year license agreement for Chestnut Orchard at Skyline Ridge OSP. ongoing activity. Chestnut Orchard at Skyline Ridge OSP. activity. D. Complete lease amendments. This is an No This is an ongoing 4. Commissioned rental survey of Christmas tree ongoing activity. rental rates in preparation for new lease activity. negotiations. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project Completed in Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Land Protection Program Land Conservation Planning A. Provide comprehensive land conservation This is an This is an ongoing New Land Transition Process included as a key planning and analysis to guide the land purchase ongoing Yes activity. project for FY 2009-10. program, including reviewing and updating activity. purchase priorities. B. Conduct subregional planning studies in the Partial Yes Bay Trail Connection 1. Conducted sub-regional planning studies for areas surrounding Russian Ridge, Mills Creek, between Ravenswood Purisima to the Sea project west of Purisima Purisima Creek Redwoods, Monte Bello,Teague Open Space Preserve& Creek Redwoods, Russian Ridge, Ravenswood and Hill,and Ravenswood Open Space Preserves, Don Edwards National Mills Creek Open Space Preserves working with non-profit and government partners and taking Wildlife Refuge included including portions of the planned Coastal Trail,Bay Area Ridge Trail,Stevens Creek Trail,and as a key project for FY habitat,trails, agricultural and other land use San Francisco Bay Trail. 2009-10. information into account. 2. Completed a Cowell-Purisima Coastal Trail Management Cost Assessment. 6 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ACTION PLAN FY 2008-09 YEAR-END REPORT-KEY PROJECT REPORT FOR REAL PROPERTY DEPARTMENT Key Project in Completed Action in Plan FY FY 2008-09 2009-10 Project Accomplishments to Date and/or New Key Project Name and Description Yes/No Yes/No Reasons for Variance Project Completion Date Property Rights Protection A. Preserve District real property rights, including Partial Ongoing Resolution of Kennedy Trail 1. Obtained and recorded a judgment against fee interest and easement rights and resolve activity Access included as a key Lysons upholding and formalizing the District's property rights disputes. project for FY 2009-10. access easement across Lysons to the former Ongoing activity but Keyani property at Monte Bello Open Space specific key projects can be Preserve. identified—as in resolution of Kennedy Trail Access. Conservation Easement Monitoring Program Oversee the District's conservation easement Partial Ongoing 1. All District conservation easements have been monitoring program, activity documented and identified on the Assessor's A. Enforce easement terms and conditions. Ongoing parcel maps in San Mateo and Santa Clara Partial activity Counties. B. Prepare baseline reports for new conservation Partial Ongoing 2. Annual monitoring of the District's 20 easements, utilizing volunteers as appropriate. activity conservation and open space easements is C. Incorporate any newly purchased ongoing with assistance from a team of Partial Ongoing volunteers. conservation easements into the monitoring activity 3. Completed Agreement with Presentation program. Center at Bear Creek Redwoods including exchange of open space easements. Master Plan Implementation A. Assist Planning and Operations Departments No Ongoing Transitioning responsibility 1. Master Plans are due for adoption in FY 2009- to implement La Honda Creek Open Space activity for planning, management, 10. p g g Preserve Master Plan, and the Sierra Azul and and operation of newly Bear Creek Redwoods Open Space Preserve purchased lands is an Master Plan, as identified in the adopted ongoing activity. implementation matrix. X Midpeninsula Regional Open Space District R-09-81 Meeting 09-18 June 10, 2009 AGENDA ITEM 8 AGENDA ITEM Approval of the Final Draft Good Neighbor Brochure "A Guide for Our Open Space Neighbors" and the Accompanying 1-page Mailer LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE RECOMMENDATION Review and Approve the Final Draft Good Neighbor Brochure "A Guide for Our Open Space Neighbors" and the Accompanying 1-page Mailer DISCUSSION The District's revised Good Neighbor Policy was adopted by the Board at its September 26, 2007 meeting (see Report R-07-96) following the Local Agency Formation Commission's (LAFCo) approval of the District's Coastside Protection Program. Staff has worked with the District's Legislative, Funding and Public Affairs Committee (LFPAC) to implement Provision 13 of the revised Good Neighbor Policy which states that the District shall develop a Good Neighbor Brochure, update it regularly and distribute the brochure to property owners with land adjoining District preserves. LPFAC recommends that the full Board review and approve the draft Good Neighbor Brochure. The brochure has been provided to the Board under separate cover. Copies of the Brochure will be available at the District's administrative office, at its field offices, on its Web site and it will be available at an annual public meeting to review the Good Neighbor Policy. In addition, due to the high expense of printing and mailing the 27-page Good Neighbor Brochure to a mailing list of approximately 2,500 names (property owners with land adjoining District preserves), LFPAC directed staff to create a one-page mailer announcing the availability of the Brochure. This mailer, which has also been provided to the Board under separate cover, includes a"tear-off" sheet with important District-related contact information that can be conveniently used by constituents and neighbors. The mailer does not require Board approval, but it is being submitted to the Directors for their information. R-09-81 Page 2 FISCAL IMPACT Funding for the printing of the Good Neighbor Brochure and the one-page mailer, and distribution of the one-page mailer has been included in the Public Affairs FY2009-1 0 budget. The estimated printing cost for 500 Good Neighbor Brochures is $900. The estimated cost for printing and mailing 2,500 one-page mailer sis $2,300. PUBLIC NOTICE All public noticing requirements of the Brown Act have been met. No additional notice is necessary. CEQA COMPLIANCE The survey is not a project for purposes of the California Environmental Quality Act (Guidelines Section 15378). NEXT STEPS Following the Board's approval, staff will print both the brochure and the one-page mailer and distribute the mailer via the mailing list. Staff will also schedule and hold the annual public meeting to review the Good Neighbor Policy and solicit input on the Good Neighbor Brochure. Prepared by: Kristi Britt, Public Affairs Specialist Rudy Jurgensen, Public Affairs Manager Contact person: Rudy Jurgensen, Public Affairs Manager e , 0,0,�W, 49, Mid peninsula ninsula Regional P g • ' Open Space District To: Board of Directors From: Stephen E. Abbors Date: June 5, 2009 Re: FYI's ` COMPILATION OF PUBLIC COMMENTS RECEIVED ON THE LA HON0A CREEK DRAFT MASTER PLAN (May 1G, 2009—June 2. 20Og) EMAIL RESPONSE uaer Thank you for your interest in the La Honda Creek Open Space Preserve Master Plan project and � for taking the time to send in your comments on the Draft Plan. You input has been collected, is now part of the public comment record for the project, and has been forwarded to the District's Board of Directors for their review and consideration. � � Please feel free to send in any additional comments by May 13 so that we may be able to forward them to the Board of Directors prior to the May 19 first public hearing when the Board will � consider tentative adoption ofthe Draft Master Plan. You are also welcome bo attend this first � hearing to provide oral comments. Details of this meeting are provided below: Tuesday, May 19. 2OOQ 8:30p.m. - 0�00p.m � A|vinS. Hatch Elementary School � Multipurpose Room 4QOW1irannonbasAvenue Half Moon Bay, CAS4O1Q � Sincerely, Ana Ruiz Project Manager ----- Original Message --- Fcocu: "Ruth Wa|dbauer" To: Scut: Sunday, May 31, 7004 l l:]7 AM Subject: LBCDroft Master Plan > In preparing the Master Plan for the Ln Honda Creek OS9, please keep in udod > the Good Neighbor Policy oPMR[)S[J. > P}cusc do not violate your stated purpose and discard the agreements with > neighbors living nn Allen Road and also those living within the upper � > section of La l{nodu Creek ()P8. /\ special pccood is required to access this � > area. The permit will allow o few(up to five?) cars tn enter and park � > inside the gate, and explore this historic ranch. Bicycles and dogs are not � > uUnvved. � > ltwould bca serious violation the Good Neighbor policy ofMROSDho � > overturn the standing agreement made years ago. � � > Please preserve this historic ranch and continue providing only > low-intensity access. > Ruth Waldhauer > 22400 Skyline Boulevard, Box 35 > La Honda CA 94020 > Pacifica, Ca 94044 -----Original Message ----- From: John Radford To: lahondamasterplan(a-)openspace.org Sent: Tuesday, May 19, 2009 11:10 PM Subject: questions on LHC I was at the Hatch meeting but didn't ask several questions I could have. Should I ask these questions here or would you need for me to speak at the final public presentation in June? In case this email is OK, I was wondering: I - what dictates your phasing in of certain aspects of the plan before others? To wit, I am seeing that the trails I would like to use are not to be attempted for another 5 years or more. Why wait? It's already been 10 years or so! 2 - to what extent, if any, can volunteer labor defray some of the expenses of trail building and such? Looking at the audience in HMB, I was struck by the fact that almost all present appeared to be "ruddy" in complexion, outdoorsy as it were. I think surely one could get many thousands of hours of free labor out of that group alone. Some have horses or other equipment they would love to put to work in doing the job. I personally would be willing to build several miles of trail solo, more easily if with other volunteer help. I currently do much trail maintenance (little tread work, though) in Ventana Wilderness with Ventana Wilderness Alliance and much on my own. Since LHC is literally "out my back door", a mere 8 minute walk to the Paulin Redwood cabin, I'd LOVE to work on building a trail or trail(s) for you, especially if you decided to build one of my deer trail routes (see earlier missive). I cannot imagine a more rewarding job. I'd do it free and do a good job and never in a million years hold you liable for anything (sign a waiver, etc.). 3 - further regarding trails, how set are you on your routes? As you know I have a group of routes I've hiked for years and years and which I feel certain much excel your one forest route up from the Redwood Cabin. Admittedly most of the routes I propose would have to be "hiker only" and perhaps have to be in addition to your route, which I imagine would be specified for equestrian and hiking use both. However, at least my "forest alley" trail could be built to even equestrian standards in just a week or two. I could do the job myself. If one used power equipment, such as the route allows, then the job could be done VERY quickly indeed. It's a gentle slope except for one little rise needing to be skirted or cut into a little. So what's the hold-up? Thanks. John Radford 315 Blakewood Way Woodside, CA 94062 650-851-4333 ----- Original Message ----- From: "Hal Segelstad" <kon-tikiL�icoast-redwood.com> To: <IahondamasterplanLti,openspace.or�),,> Sent: Tuesday, May 19, 2009 11:56 AM Subject: LHC Draft Master Plan > I am greatly disappointed in your stewardship of the Driscoll > Ranch.Audrey Rust made a very bizarre transaction paying $22 million for the > property and permitting 50 years of continuing operations and residence.What > a sweet deal for the Driscolls and a very bad deal for the taxpayer!!I have > attempted to explain land stewardship to Rust without success.It consists of > mitigation of invasive species,.erosion preventionfire hazard reduction,and > maximizing biomass generation through reforestation and afforestation,etc. > Raising, cattle is not part of this equation!! Cattle are a major contributor > to global climate disruption by producing CO2,methane,nitric oxide,consuming > biomass that could far more productively be converted into edible protein by > other animals,high water consumption,compaction of soil,etc,etc. > MROSD should focus on long range sustainable stewardship of all of its > lands and serve as an educational exemplar of land management.1 have brought > all this to the attention of your staff on prior occasions and received only > awkward silence.As the steward of the property immediately to the west of > the Driscoll Ranch I have a special interest in this matter.1 acquired a > very overgrazed 325 acre ranch in 1970,cancelled the grazing lease and > proceded with a forestation project that has planted 31,000 redwoods,fir and > other experimental species such as Santa Cruz cypress. I invite you to > become part of the solution rather than part of the global climate > disruption crisis. > Harold Segelstad > 16250 Skyline Blvd > Woodside CA 94062 650 747 0304 ----- Original Message ----- From: "SGERC E-Mail" <sgerc(c_i)sanmateo.org> To: "La Honda Master Plan" <Iahondamasterplan atopens�e.qr),> Sent: Tuesday, May 19, 2009 7:51 AM Subject: LHC Draft Master Plan > To Ana and the Board of Directors, > I plan on attending tonight's meeting in Half Moon Bay and hope to > have the opportunity to speak. In addition I am attaching my > comments in writing so they may be considered along with other public > comment. > Thank you for this opportunity to comment on your Draft Master Plan > for La Honda Creek Preserve. > Sincerely, Neil •Neil Panton - Executive Director • San Gregorio Environmental Resource Center • PO Box 49, San Gregorio, CA 94074 • 650-726-2499 • Email: sgercL&,sanmateo.org • Website: sgerc.org Midpeninstila Regional Open Space District 330 Distel Circle Los Altos CA 94022 May 19"'. 2009 Re: La Honda Creek Open Space Preserve Draft Master Plan To the Board of Directors On behalf of the San Gregorio Environmental Resource Center., I would like to thank you for the opportunity to comment on the La Honda Creek Preserve Draft Master Plan. We appreciate the emphasis this plan has placed on protecting natural resources, and also the difficulty the Board faces in balancing varied public interests for the Preserve. It is our hope that current and future planning will closely follow your mission statements of preserving, protecting and restoring the natural environment, supporting agriculture and allowing public access in an ecologically sensitive way. Though personally eager to begin utilizing trail systems within the Preserve, we feel that the District's 7 primary responsibility should be protecting the natural environment and ensuring the success of the ,grazing lease, We are very pleased with the introduction of two Conservation Management Units within 77 the Preserve. This is wonderful protection for sensitive areas and we support further use of this approach. An example of priorities being reversed is placing a low priority on identifying and protecting wildlife corridors (NR 6.2, phase 1) and a high priority on dog and bicycle use (PA 1.2 & 1.3. phase 1). Another example would be opening roads to public use in 6 to 9 months (PA 3.Ia. high) before reducing road erosion potential (PA 3.1 b. moderate). The Draft Plan also makes no specific mention of buffers areas or setbacks in the opening or building of 26 miles of trails. except to say -where feasible" (Appendix G-1). The need for buffers is mentioned several times in the -Existing Conditions Report" and in numerous interviews and comments from the public. -Where feasible" means that reasonable protections can be abandoned in the interest of opening a trail. We consider the grazing lease an excellent blueprint for future management and use of District land on the coastside and would like to see considerable emphasis placed on its success. This land use follows your mission for preserving the rural character of the area and encouraging agricultural use of land resources. It also helps control invasive plants and fire hazards. We encourage you to carefully introduce public access to in\, areas of ranchinL, or calving while assessing the impacts to the operation. Mistakes by the District are not quickly forgotten in the community and could impact the viability of future grazing or other leases. Once again, thank you for your time and for this excellent start on a management plan for the La Honda Creek Open Space Preserve. Sincerely. Neil Panton Executive Director-- San Gregorio Environmental Resource Center PO Box 49 San Greaorio CA 94074 (650) 726-2499 ' Midpeninsula Regional Memorandum • ' I Open Space District To: MROSD Board of Directors From: Tina Hugg 01�cR..- P11�f Copy: _ Date: June 10,2009 Re: Update on the Skyline Field Office Remodel Project This update is being provided to the Board regarding the current status of the Skyline Field Office remodel project as of June 5, 2009. • Staff continued research into comparable green construction in the Bay Area. • Staff and Tannerhecht conducted a site visit of Portola Valley's new Town Center, including portions of the town hall, community building and library. Some green building features noted included denim insulation, a cistern to capture rain water, operable windows(included electrically operated windows at ceiling level), salvaged wood, sustainably harvested wood, exterior sun shades, low flow toilets, and solar powered faucets charged by light fixtures. Next Steps: • Continue to compile and gather additional information on green construction costs, projected facility expansion, staff growth, priorities, and timelines in preparation for the next Ad Hoc Committee meeting, to be scheduled in July. An update will be provided through an informational memorandum to the Board at the next meeting. . Midpeninsula Regional Open Space District Memorandum TO: MROSD Board of Directors From: Tina Hugg Copy: — Date: June 10, 2009 Re: Update on the Administrative Office Remodel Project This update is being provided to the Board regarding the current status of the Administrative Office remodel project as of June 5, 2009. • The Board awarded the contract for construction services to B BROS Construction at the May 27"' Board Meeting. • A pre-construction meeting is scheduled for Thursday,June I I`". Certificates of insurance have been received and are being reviewed. Staff is awaiting signed copies of the contract and other required docu nentation. • Tannerhecht is preparing the drawings to be issued for construction. • The permit set for the Basic Improvements project has been approved by the City of Los Altos and the permit is ready for pick up. • The Office Remodel Committee (ORC)met with Tannerhecht to finalize finishes and materials in the kitchen,and to review operational aspects of the fire suppression system in the proposed server room. Next Steps: Staff will continue to work on: • Coordinating the construction process. • Determining costs for further mid-to long-term HVAC improvements for the entire AO building. An update will be provided through an informational memorandum to the Board at the next meeting. Midpeninsula Regional • ' Open Space District To: Board of Directors From: Stephen E. Abbors Date: June 10, 2009 Re: Late FYI's Interoffice Memorandum May 18, 2009 To: Stephen E. Abbors, General Manager From: Gordon Baillie, Management Analyst—Operatio��-� Subject: Monthly Field Activity Summary—April, 2009 DISTRICT VIOLATIONS CITES TOTALS OTHER CRIMES CITES TOTALS Bicycles Resisting peace officer I I Closed Area 3 8 False information 0 0 Speed 2 4 Trespass on private property 0 0 Helmet 10 16 Possess/Cultivation marijuana 0 3 Night Riding 0 0 ACCIDENTS/INCIDENTS Dogs Bicycle accident 4 Prohibited area 2 5 Equestrian accident 0 Off-leash 11 19 Hiking/Running accident 2 Vehicles prohibited I I Other first aid 2 Closed area 4 4 Search & Rescue 0 After hours 3 10 Vehicle accident 2 Fishing 0 0 LZ air evacuation 0 Vandalism 0 3 Fire 0 Parking 12 16 ENFORCEMENT Parking after hours 13 15 "Subject" citations 41 Disabled parking 2 4 Parking citations 27 Dumping/Litter 0 1 Written warnings 43 Campfires 0 2 Arrests 0 Weapons Police assistance 3 Actual contact 0 0 Evidence of 0 1 MUTUAL AID Other: Accident I Smoking 4 5 Law Enforcement I Permit required 0 0 Fire (Acres) 0 Collecting plants/rocks 0 2 Fire (Vehicle) 0 Metal detector prohibited 0 1 LZs for offsite 0 Occurrences of Special Interest Date: 4 While on patrol on the Ranch Springs Trail in Long Ridge OSP, District rangers found black irrigation tubing near the spring box. The tubing was not connected to the spring box (water source), but was within 10 feet of it. The rangers followed the tubing for 400 feet to the west and stopped when the tubing continued along a hillside. It was determined not to continue as it became unsafe. The type of tubing they discovered is commonly used to irrigate marijuana plantations. 5 Santa Clara County Fire extinguished a fire off Canon Way in El Sereno OSP. Rangers arrived as two subjects associated with the fire were walking down the road. The subjects admitted association with the fire, and told rangers that they were homeless. WEnforcernent Activity Reports\2009 Monthly Summaries\April 2009-Monthly Enforcement Summary.doc Both subjects proviu-.r identification. One of the subjects came back with a felony arrest warrant. A Santa Clara County Sheriff's Deputy was requested and transported the subject to jail. The other subject was released. 5 A bicycle accident occurred in Lon Ridge OSP on the Ridge Trail. The rider lost Y g g g control of his bicycle and injured his shoulder. A District ranger responded and provided medical care. The patient was transported to the hospital by ambulance. 9 A District Ranger found signs vandalized at CM08 in El Corte de Madera OSP. A pile of debris had also been dumped near the sign. The signs were cleaned, and the debris was picked up. 10 A District ranger cited and released the driver of a vehicle in Bear Creek Redwoods OSP for a"Vehicle Prohibited" violation. The passenger of the vehicle was arrested by a Santa Clara County Sheriffs Deputy for an outstanding marijuana possession violation. 16 A ranger attempted to stop a bicyclist without a helmet at Rancho San Antonio OSP. The subject initially stopped, but refused to show identification, and continued riding toward the County Parking Lot. The subject was repeatedly re-contacted by the ranger, but continued to ride toward the parking lot. A Santa Clara County Sheriffs Deputy was requested and responded. The subject decided to cooperate when contacted by deputy. After producing his identification, the subject was cited for Resisting/Delaying a Peace Officer and released. 16 While on patrol at Purisima Creek OSP, District rangers found a shelter, along with a tent, tarp, sleeping mat, rope, and chair off trail nest to Purisima Creek. The Narcotics Task Force responded to determine if the site was associated with a marijuana garden. 17 When exiting Long Ridge OSP, four individuals were contacted where they admitted to being under the influence of marijuana. The individuals were transported by friends and their pipe and marijuana container were confiscated as contraband. April Vandalism 18 Long Ridge OSP: At Devils Canyon the back side of the signboards had multiple tag marks. 21 Windy Hill OSP: WHO regulation sign was shot up and tagged with "ESSJ." 22 Sierra Azul OSP: At gate SA31 the lock was missing and the gate was left open. 24 Thornewood OSP: At Dennis Martin Creek Trail, graffiti was found on the back of the regulation sign. WEnforcement Activity Reports\2009 Monthly Summaries\April 2009-Monthly Enforcement Summary.doc Midpeninsula Regional • ' Open Space District To: Board of Directors From: Stephen E. Abbors Date: June 10, 2009 Re: Late FYI's BOARD ONLY To: The Board of the Mid-Peninsula Open Space District Mary Davey, Representative Board Member From: Kathleen Kolluri & M. V. Kolluri Jun 3, 2009 Re: Access to Rancho San Antonio Open Space Preserve via Olive Tree Lane, Los Altos Hills We have lived in Los Altos Hills for the past six years. Our home is located on Olive Tree Lane; a private road that begins at Blandor Road and dead-ends at a fence and locked gates accessing the San Antonio Preserve. Our family and other neighbors living on Olive Tree Lane have expressed an interest in having the same access to the San Antonio Preserve as was granted to thirteen of our neighbors in 1994 residing on the same private road. The included documents describe the events of April 27, 1994. The documents are: 1) The minutes of the board meeting of the Mid-Peninsula Open Space District and 2) Easement Deed between the Mid-Peninsula Regional Open Space District and eight of the thirteen residents of Olive Tree Lane who were granted access. The residents who were granted access in 1994 have locked the pedestrian gate for their exclusive access and deny access to the other residents of Olive 'free Lane. In our understanding, all residents of Olive Tree Lane regardless of their City/County affiliation, have implied access to the San Antonio Preserve due to their shared responsibilities regarding the private road. We respect the intentions of the original agreement as stated to restrict public access and eliminate street parking. All Olive Tree Lane residents are within walking distance to the San Antonio Preserve and should have the same privileges of access to the preserve as these thirteen residents have been granted. We sincerely appreciate your consideration of this important neighborhood issue. We would be happy to discuss this with your staff in further detail if necessary. Thank You. Sincerely, Kathleen Kolluri M. V. Kolluri Attachments: 1) The minutes of the board meeting of the Mid-Peninsula Open Space District and 2) Easement Deed between the Mid-Peninsula Regional Open Space District and eight of the thirteen residents of Olive Tree Lane who were granted access. Open Space 1 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT R-94-51 Meeting 94-12 April 27, 1994 'AGENDA rTEM Agreement for Patrol Access Easement on Olive Tree LaneAdiacent to Rancho San Antonio Open Space Preserve 1 � ENE A A Authorize the President of the Board to execute the agreement on the District's behalf. DISCUSSION In October 1991, the District entered into an agreement to acquire the 280-acre Vidovich property as an addition to Rancho San Antonio Open Space Preserve. Escrow on the property closed on January 5, 1993. Soon after the acquisition, adjoining,property owners on Olive Tree Lane contacted the District expressing concerns over the potential for public access into the preserve via Olive Tree Lane. The residents had been troubled by parking and entry into the Vidovich property and related undesirable activities for many years in spite of posted no parking signs and gates and fences to prevent access. Olive Tree Lane is a subdivision on a private road located off Magdalena Avenue on the northeast end of the former Vidovich property. The 13 lot subdivision is located in unincorporated Santa Clara County, although the homes have Los Altos 11ills addresses. On January 30, 1993, District staff met with the Olive Tree Lane residents on-site to begin a dialogue to address the concerns about public access. While'the District wanted to continue the patrol access it had used for a number of years, a right that ran with the Vidovich " property acquisition, the residents wanted assurance and assistance against public access into the preserve via their street. At the January meeting, staff clarified that the District did not want to encourage public access through this area (see report 12 92-28 of February 10, 1993). A February 5, 1993 follow-up letter to the neighbors from the Planner Manager was copied to the Board. At its February 10, 1993 meeting, the Board adopted the preliminary use and management plan for the Vidovich property addition to Rancho San Antonio Open Space Preserve (see report R 92-28). The meeting with the residents was discussed, including the staff s reassurance to the neighbors that public access was not intended and would be discouraged. At the residents' request, the District's research attorney provided an analysis of the District's rights of access over Olive Tree Lane and the street's position relative to public 330 Distel Circle • Los Altos, California 94022-1404 • Phone:415-691-1200 • FAX: 415-691-0485 Board of Directors:Pete Siemens,Robert McKibbin,Teena Henshaw,Ginny Babbitt,Nonette Hanko,Betsy Crowder,Wim de Wit General Manager:L.Craig Britton . r access. This analysis indicated that the District had established patrol/maintenance access rights both through prior use and through the acquisition of the adjacent property. The analysis did not support the resident's assertion that there was no potential right of public access; however, in both the analysis and in subsequent discussions with the residents, it was recognized that public access via Olive Tree Lane is not practical or desirable from either party's standpoint. Over the past year, District staff have cooperated with Olive Tree Lane residents on two projects to resolve the access situation. The District cooperated with the residents in the installation of a new fence and gate to replace the existing deteriorated and damaged fence and gate. The District contributed funds equivalent to a standard District vehicle gate toward the cost. The new gate and fence are the property and maintenance responsibility of the residents. The District will benefit because the old gate was difficult for rangers to open and close. The District has placed signs on the new gate that indicate that this is not a public entry point and gives alternatelocatioris. Also, the District's draft brochure for the Rancho San Antonio Open Space Preserve does not indicate Olive Tree Lane or other neighborhood access points in order to divert the public to the formal preserve entrances. District staff also cooperated with Olive Tree Lane residents in preparing the attached agreement to formally record the District's right of patrol access, and to "avoid enlargement of public use" of Olive Tree Lane by persons accessing the preserve. Residents of Olive Tree Lane have a pedestrian access gate to which they and their guests will have keys. Although there was early discussion of allowing other local residents to "buy-in" to the access by paying a fee, residents on the street have now agreed that this is impractical and inappropriate. The attached agreement was reviewed by District legal counsel. Prepared by: Randy Anderson, Planning Manager Contact person: Same as above EASEMENT DEED THIS AGREEMENT is made and entered into this ),-4 _day of Ar,,i 1 , 1994, by and between the undersigned individuals, hereinafter referred to as "OLIVE TREE OWNERS" and the MIDPENINSULA REGIONAL OPEN SPACE DISTRICT, hereinafter referred to as "DISTRICT." WITNESSETH WHEREAS, DISTRICT is the owner of certain parcels of land including those commonly known as Santa Clara County Assessor's Parcel Numbers 336-33-012 336-34-014 351-08-001 351-08-002 which are collectively identified as "Parcel One" on the map labeled Exhibit "A" as attached hereto and by this reference made a part hereof; and WHEREAS, OLIVE TREE OWNERS are the owners of those certain parcels of land commonly known as Santa Clara County Assessor's Parcel Numbers 336-35-057 336-35-084 336-35-060 336-35-061 336-35-056 336-35-062 336-35-063 336-35-090 336-35-064 336-35-089 336-35-053 336-35-052 336-35-065 which are collectively identified as "Parcel Two" on said Exhibit "A;" and WHEREAS, the Olive Tree Owners assert that the road is their private property and dispute the right of the DISTRICT to use an existing road through the parcel for maintenance, repair and patrol; WHEREAS, by this Agreement, the parties wish to facilitate the patrol by the District but do not intend to create any new burdens relating to the existence, maintenance, or repair of the road; WHEREAS, DISTRICT and OLIVE TREE OWNERS each desire to resolve their differences by setting out the scope of DISTRICT's use in writing; NOW THEREFORE, for valuable consideration, receipt of which is hereby acknowledged, OLIVE TREE OWNERS and DISTRICT mutually agree as follows: 1. Easement. OLIVE TREE OWNERS shall convey to DISTRICT and DISTRICT hereby accepts from OLIVE TREE OWNERS the following interest in Parcel Two: A non-exclusive easement for patrol, maintenance and repair of Parcel One for vehicles of DISTRICT officers, employees, contractors and agents. The easement shall be 20 feet in width and shall follow the approximate alignment of the existing road over Parcel Two commonly called Olive Tree Lane through said Parcel Two as delineated on Exhibit A, hereinafter called the Roadway Easement. 2. Rglocation of Road. DISTRICT understands that OLIVE TREE OWNERS may desire to change the location of the Roadway Easement and agrees to such relocation, provided that the points of entry and exit remain substantially unchanged. Any such relocated Roadway Easement shall be as good or better than the existing Roadway Easement at least 20 feet wide and at least equal in condition. Any and all costs associated with such relocation, including any surveying and recording costs, shall be the responsibility of OLIVE TREE OWNERS. When OLIVE TREE OWNERS have received necessary governmental approvals for any proposed relocation of the Roadway Easement, DISTRICT agrees to effect such relocation by executing any reasonably necessary documents (the Easement Deed), in accordance with Olive Tree Owners' survey, which describe the Roadway Easement in particularity. It is further understood and agreed that the Map ("Exhibit "A") shall be an acceptable representation of the Roadway Easement to be conveyed to DISTRICT until such time as a survey shall be completed and the legal description recorded as a part of the Easement Deed as provided above. The recorded legal description will then merge with and be incorporated into this Easement Deed thus superseding and replacing the Map of the Roadway Easement being conveyed to the DISTRICT. 3. Maintenance and Construction Costs. Neither party shall be required to maintain or upgrade the Roadway Easement for the other party's use or purposes or for the use or purposes of any third party. 4. Gates. Costs of repair and maintenance of gates will remain with the party originally installing the gate, or as mutually agreed in writing. Each party may, at their election and expense, install a lock on the other party's gate. The party installing the lock shall provide the combination or key, as appropriate, to the other parties. 5. Avoidance of Enlargement by Public Use. DISTRICT agrees that the existing road is private property subject to this easement and DISTRICT will post the gate closest to the boundary between DISTRICT lands and those of OLIVE TREE OWNERS, advising that the property is private and that trespassing is prohibited. The DISTRICT will not promote or encourage use of the roadway by the public. The parties will cooperate in keeping entry and exit gates closed and locked. 6. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, and when executed, separately or together, shall constitute a single original instrument, effective in the same manner as if the parties had executed one and the same instrument. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by their duly authorized officers to be effective as of the date of final execution by DISTRICT in accordance with the terms hereof. MIDPENINSULA REGIONAL OPEN OLIVE TREE OWNERS SPACE DISTRICT (provide written name, address, APN and signature) �4 9 ,Z O P � �� 1,--eQ Q- c S A CA `) ul 0 z C1 /-pN : 33(0-35 -053 APPROVED AND ACCEPTED: FA P 0 /Y 1 Pr i ent, Board of Directors E11.4 .A;�Juo U') A P a 3a -3 ' 06� ATTEST: 'J WKCf ��ttiri D'4 'ct Clerk '3-4 V 1 y 0 c.e.s 4t �os H.�( 401�{ I-,- r Date C'4 `"/02 24 901 OLI v E"T2E7E CA aE tcs A�-ras Nrcts�CA 9 q 02Y J�,P-J-r e Lc-e 7'At�r C o �e-,-j C2 MIDPENINSULA REGIONAL OPEN SPACE OLIVE TREE OWNERS DISTRICT (provide written name, address, APN and signature) G4L'�0."d K C,-.-.Q TcL'r ►V O.C,- IE: s n oW L os A t tcs CA `L40 2-1� (All signatures to be acknowledged for purposes of recordation) MIDPENINsuLA REGIONAL OPEN SPACE OLIVE TREE OWMRS DISTRICT (provide written name, address, APN and sin tune) 3 S S n CI ! Gl(v 33 s k4✓?- V Y�-1 i►+ 17 y C. �.a oZ 4 TG o D I i w�. % 4-4r HI'ts (All signatures to be acknowledged for purposes of recordation) MIDPENINSULA REGIONAL OPEN SPACE OLIVE TREE OWNERS DISTRICT (provide written name, address, APN and signature) A X 0�011 .. DANA DEL REAL a 4otary COMM.t 1003651 z "e c9 /Z N Public—California n �U5 ,/�L�OS 1015, �� '741D SANTA CLARA COUNTY / My Comm.Expires SEP 9, 1997 7j 4 3 (All signatures to be acknowledged for purposes of recordation) MIDPENINSULA REGIONAL OPEN SPACE OLIVE TREE OWNERS DISTRICT (provide written name, address, APN and signature) (All signatures to be acknowledged for purposes of recordation) LEGEND - PARCEL 2 PARCEL 1 M.R.O.S.D. LANDS {Former Vidovich property) )> J Y ) t { ' Y - } > •' t- Jt K i 3.36-3 -Q�2 33 35 i36 336 s 5 3 � -.. ices LANE wwww ti a W Y 336 36 E36� 33�;35•p�6�'�335-��-ir357" � v.� k..►� r � �` Y 4 Y•T{t N =-� PARCEL 2 Q APN ADDRESS�6 091 336-35-057 24808 Olive Tree Ln,Los Alto PARCEL 1 z Y 336-35-084 24809 Olive Tree Ln,Los Alto 336-35-060 24837 Olive Tree Ln,Los Alto APN PROPERTY 336 33-012 M.R.O.S.D. -065 336-35-061 24855 Olive Tree Ln,Los Alto 336 35 +r� 336-35-056 24860 Olive Tree Ln,Los Alto 336 34074 M.R.O.S.D. h t� 336-35-062 24863 Olive Tree LA,Los Alto 351-08 001 M.R.O.S.D. 336-35-063 24871 Olive Tree Ln,Los Alto 351-08-002 M.R.O.S.D. 336.35-090 24874 Olive Tree Ln,Los Atlo rf r K # 4 336 35-064 24877 Olive Tree Ln,Los Alto r 336 35-089 24886 Olive Tree Ln,Los Alto T )fi ' 336 35-053 24892 Olive Tree Ln,Los Alto a ' 336 35-052 24898 Olive Tree Ln,Los Alta k f 35-065 24899 Oliva Tree Ln,Los Ahc Y rt Y 336 35 D52 1 >336 3b-05� '4 _., 335 35 r�891 t Y Y � r � .:r ,f EXHIBIT A 'C Scale: 1" = Approximately 140' North April 1994