The URL can be used to link to this page

Home My Public Portal About20100908 - Agenda Packet - Board of Directors (BOD) - 10-22 Midpeninsula Regional Open Space District Meeting 10-22 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT 330 Distel Circle Los Altos,California Wednesday, September 8, 2010 BOARD WORKSHOP OF THE MIDPENINSULA REGIONAL OPEN SPACF,Dis,I-Ric,r BEGINS AT 5:00 P.M. REGULAR MEETING OF THE MIDPENINSULA REGIONAI,OPEN SPACE D1S'I-RR:,1,BEGINS Xr 7:00 P.M. CLOSED SESSION OF THE MIDPENINSULA REGIONAL OPEN SPACE Dim,Riui,BEGINS AT 7:30 P.M. AGENDA SPECIAL MEETING 5:00* SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE NIIDPENINSULA REGIONAL OPEN SPACE DISTRICT PUBLIC BOARD WORKSHOP ROLL CALL 1. Consideration and Support of the District's Strategic Planning Methodology—S. Sommer REGULAR MEETING 7:00* REGULAR MEETING OF THE BOARD OF DIRECTORS oFuff MIDPENINSULA REGIONAL OPEN SPACE DISTRICT- PUBLIC SESSION ROLL CALL ORAL COMMUNICATIONS -PUBLIC ADOPTION OF AGENDA 7:10* CONSENT CALENDAR 1. Approve Minutes of the Regular and Special Board Meetings of Any-(!stj-L20 10 *2. Approve Revised Claims Report *3. Approve Written Communications—V. Tul r 7;20* BOARD BUSINESS 4. Authk riz= DoMition of()nc Siut plus I) sit�t 'chic lc tu_tltl tc`cit, C'i t° I ul ;rit t f tt {)ct7t_tlrtt7t nt—D. Topley 5. Approval c>f Grant Applications t��r the U.S. Environmental Protection AL,erfcN Brownfields C'lctmup C;rant Pro rim and the California Dcp rtment ot'Toxic Substances Control Brownfield Cleanup Revolvin<g Loan Fund Program fir lmplcfnenting the Remediation Phase for the..Cooley Larulrnr Protect at Ravenswood ()pen Space. Preserve—T. Hugg INFORMATIONAL REPORTS—Reports on compensable meetings attended. Brief reports or announcements concerning activities of District Directors and staff;opportunity to refer public or Board questions to staff for factual information;request staff to report back to the Board on a 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 TO CLOSED SESSION 7:30* SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT- CLOSED SESSION 1. Conference with Real Property Negotiator-California Government Code §54956.8 Real Property -20000 Skyline Boulevard, Woodside,California, San Mateo County APN 080-330-080 Agency Negotiator- Mike Williams, Real Property Manager Negotiating Party-Barbara Bergman Under Negotiation-Price and terms of real property transaction REPOR,r ON RETURN FROM CLOSED SESSION(The Board shall publicly state any reportable action taken in Closed Session pursuant to Government Code Section 54957.1) ADJOURNMENT Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order, roADDRESS THE R24RD: The Chair will invite public comment on agenda items at the time each item is considered by the Board of Directors. }ou 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 Alfanager,and members of'the public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar, incompliance with the Americans with Disabilities Act,ifyou 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. Written materials relating to an item on this Agenda that are considered to be a public record and arc distributed to Board members less than 72 hours prior to the meeting,will be available for public inspection at the District's Administrative Office located at 330 Distel Circle,Los Altos,California 94022. CERTIFICATION OF Pos,rING OF AGENDA 1,Michelle Radcliffe,District Clerk for the Midpeninsula Regional Open Space District(MROSD),declare that the foregoing agenda for the Special Meeting of the MROSD Board of Directors was posted and available for review on September 2,2010,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 ftttp opustip,?c�:gxg. Signed this 2""day of September,at Los Altos,California. District Clerk September 2,2010 Claims No. 10-18 Meeting 10-22 Date 9/8/10 Revised Midpeninsula Regional Open Space District # Amount Name Description 13496 $12,681.30 Liebert Cassidy Whitmore Legal Services-Personnel 13497 $4,701.93 Patsons Media Group Printing Services-Trail Brochures 13498 $3,332.57 Cresco Equipment Rental Equipment Rental-Excavator For Road Repairs At Loma Prieta Ranch 13499 $2,600.00 Normal Data Consulting Services-Citation Database 13500 $2,174,63 Sol's Mobile Service Vehicle Repairs&Service 13501 $1,750.00 Wendell, Kerr&Associates Appraisal Services-Powell Property 13502 $1,730.18 Design, Community&Environment Assistance Assembling Resource Management Policies 13503 $1,229.72 West Coast Aggregates Gabion Rock For Road Repairs At Loma Prieta Ranch 13504 5 $1,017.40 Pape' Material Handling Parts&Tires For Bobcat 13505 $778.73 Metro Mobile Communications Radio Repairs&Charger Parts 13506 $645.67 Craftsmen Printing Printing Services-Envelopes With District Logo 13507 $451.85 Golden State Portables Restrooms&Sinks For Volunteer Recognition Event 13508 $419.93 CMK Automotive Vehicle Maintenance&Repairs 13509 $315.00 Oliver Bock Reimbursement-Slender False Brome Treatment 13510 $313.23 Cascade Fire Equipment Company Fire Pumper Supplies 13511 $260.00 Cupertino Medical Group Employee Medical Services 13512 $237.08 ADT Security Services Alarm Service-SFO 13513 $233.75 Brim Tractor Company Parts To Repair Mower 13514 $214.23 Life Assist First Aid Supplies 13515 $202.42 Gibbons, Stephen Reimbursement-Uniform Expense 13516 $176.00 Reed&Graham Drain Pipe For Thornewood Trail Project 13517 $156.70 United Site Services Sanitation Services-Restroom Rental For Thornewood 13518 $119.00 Coastal Sierra Internet Service-SFO 13519 $100.00 City Of Palo Alto-Revenue Collections Parking Citation Appeals 13520 $88,67 G&K Services Shop Towel Service-SFO&FFO 13521 $81.94 Summit Uniforms Uniform Expenses 13522 $78.00 Pacific Telemanagement Services Pay Phone-Black Mountain 13523 $68.10 Recognition Specialties Name Badges For Docents 13524 $50.00 Acterra Gift Certificate For Volunteer Recognition Event Raffle 13525 $45.69 Foster Brothers Locks For Trail Counter Boxes 13526 $39.09 Pringle Tractor Company Tractor Supplies-Wiper Blades 13527 $32.75 Cupertino Bike Shop Brake Pads For Patrol Bike 13528 $30.59 Madco Welding Supplies 13529 $30.02 California Water Service Company Water Service-Windy Hill 13530 $16.72 Turf&Industrial Equipment Company Sprayer Parts 13531 $5.54 Lampson Tractor Blower Part 13532 R $14,742.65 Metro Mobile Communications Ten Vehicle Repeaters& Installation 13533 R $10,000.00 '1 Old Republic Title Company Deposit-Land Acquisition 13534 R $10,000.00 *2 North American Title Company Deposit-Land Acquisition 13535 R $2,671.20 The Bank of New York Note Paying Agent Fees- 1999 Revenue Bonds 13536 R $2,060.25 "3 Santa Clara County Clerk Recorder Notice Of Determination Fee For Mt.Umunhum Remediation Project I 13537 R $1,869.93 Office Depot Office Supplies/Printer Cartridge/Calculator/Mechanical Pencils/Folders/Stamp Pads/Copy Paper/Binders/Floor Mats/Staplers/Sheet Protectors/Break Room Supplies 13538 R $1,050,40 Gardenland Power Equipment Field Supplies/Hedger Repair/Chain Saw Parts/Power Pruner Head/Oil Change, Filter&Repairs For Fire Pumper 13539 R $631.95 Costco Break Room Supplies-FFO&SFO 13540 R $625.00 Los Gatos United Methodist Church Facilities Use Fee For Mt. Umunhum Meeting 13541 R $585,23 San Jose Water Company Water Service-Rental Residence&RSA County Park Page i of 2 Claims No. 10-18 Meeting 10-22 Date 9/8/10 Revised Midpeninsula Regional Open Space District # Amount Name Description 13542 R $524.90 Petty Cash Vehicle Mileage, Parking&Carwash/Field Supplies!Volunteer Recognition Events Supplies/Staff Recognition Event Supplies 13543 R $522.74 Orchard Supply Hardware Field Supplies/Tools For RSACP/Pest Control Supplies/ Ratchet Tie Down/Sign Numbers&Trespass Signs For Lobitos Ridge Property 13544 R $199.93 Carlson, Kerry Reimbursement-Uniform Expenses 13545 R $173.22 Allied Waste Services Garbage Service-Rental Residences 13546 R $165.47 Recology South Bay Garbage Service-AO 13547 R $120.00 Craig Plumbing Company Plumbing Repairs-Rental Residence 13548 R $105.46 Waste Management Garbage Service-Removal Of Garbage From Dump Site In Front Of District Gate 13549 R $99.51 California Water Service Company Water Service-Rental Residences 13550 R $55.00 Protection One Alarm Service-AO 13551 R $38.18 Casaretto, Mark Reimbursement-Uniform Expense Total $82,649.45 *1 Urgent check issued 8/30/10 *2 Urgent check issued 8/27/10 *3 Urgent check issued 8/31110 i I i Page 2 of 2 III 1 Claims No. 10-18 Meeting 10-22 Date 9/8/10 Midpeninsula Regional Open Space District # Amount Name Description 13496 $12,681.30 Liebert Cassidy Whitmore Legal Services-Personnel 13497 $4,701.93 Patsons Media Group Printing Services-Trail Brochures 13498 $3,332.57 Cresco Equipment Rental Equipment Rental-Excavator For Road Repairs At Loma Prieta Ranch 13499 $2,600.00 Normal Data Consulting Services-Citation Database 13500 $2,174.63 Sol's Mobile Service Vehicle Repairs&Service 13501 $1,750.00 Wendell,Kerr&Associates Appraisal Services-Powell Property 13502 $1,730.18 Design, Community&Environment Assistance Assembling Resource Management Policies 13503 $1,229.72 West Coast Aggregates Gabion Rock For Road Repairs At Loma Prieta Ranch 13504 $1,017.40 Pape' Material Handling Parts&Tires For Bobcat 13505 $778.73 Metro Mobile Communications Radio Repairs&Charger Parts 13506 $645.67 Craftsmen Printing Printing Services-Envelopes With District Logo 13507 $451.85 Golden State Portables Restrooms&Sinks For Volunteer Recognition Event 13508 $419.93 CMK Automotive Vehicle Maintenance&Repairs 13509 $315.00 Oliver Bock Reimbursement-Slender False Brome Treatment 13510 $313.23 Cascade Fire Equipment Company Fire Pumper Supplies 13511 $260.00 Cupertino Medical Group Employee Medical Services 13512 $237.08 ADT Security Services Alarm Service-SFO 13513 $233.75 Brim Tractor Company Parts To Repair Mower 13514 $214.23 Life Assist First Aid Supplies 13515 $202.42 Gibbons,Stephen Reimbursement-Uniform Expense 13516 $176.00 Reed&Graham Drain Pipe For Thornewood Trail Project 13517 $156.70 United Site Services Sanitation Services-Restroom Rental For Thornewood 13518 $119.00 Coastal Sierra Internet Service-SFO 13519 $100.00 City Of Palo Alto-Revenue Collections Parking Citation Appeals 13520 G&K Services 88.67 Shop Towel Service-SFO&FFO $ p 13521 $81.94 Summit Uniforms Uniform Expenses 13522 $78.00 Pacific Telemanagement Services Pay Phone-Black Mountain 13523 $68.10 Recognition Specialties Name Badges For Docents 13524 $50,00 Acterra Gift Certificate For Volunteer Recognition Event Raffle 13525 $45.69 Foster Brothers Locks For Trail Counter Boxes 13526 $39.09 Pringle Tractor Company Tractor Supplies-Wiper Blades 13527 $32.75 Cupertino Bike Shop Brake Pads For Patrol Bike 13528 $30.59 Madco Welding Supplies 13529 $30.02 California Water Service Company Water Service-Windy Hill 13530 $16.72 Turf&Industrial Equipment Company Sprayer Parts 13531 $5.54 Lampson Tractor Blower Part Total $36,408.43 Page 1 of 1 i Midpeninsula Regional • ' Open Space District To: Board of Directors From: Stephen E. Abbors Date: September 8, 2010 Re: Written Communications To: Viviana Tul [mailto:vtul(a`',stanford.edu] Dear Ms. Tul: Thank you for your recent email regarding the reservation process for the August 13 "Meteors and More"docent-led activity at Monte Bello Open Space Preserve. The District-managed reservation system for docent-led activities works well in most instances but an activity like"Meteors and More" generates a very high degree of interest and as a result the reservation slots fill quickly which leads to the establishment of a significant waitlist. With this type of activity District staff has found that participants generally do not cancel so staff and docents, out of courtesy, wanted to inform the people on the waitlist that they were unlikely to be able to participate in the activity. The hope was that fewer people would be left waiting and that's why you received a message about the waitlist status. However, some participants canceled and staff contacted people on the list by phone because experience has shown us that this method yields the best results when our staff needs to get a hold of participants quickly. Please be assured that we welcome your suggestions and that we will consider integrating them as we modify operational elements of the outdoor activity program in a continuing effort to improve its effectiveness. Sincerely, Mary Davey n r President, Board of Directors I i i -----Original Message----- From: vtul@stanford.edu [mailt.o:vtu',-@st-anford.edi-,] Sent: Thursday, August 12, 2010 9:13 PM To: BOARD; Clerk; Vicky Gou; General Information Subject: 08/12/2010 - vtul@stanford.edu - Contact Board First Name: Viviana Last Name: Tul Email Address: vtul@stanford.edu Comments: To Jennifer Williams, Someone called me today from your office. The assumption was that you had called about an opening for tomorrow night's Meteor Shower Hike at Monte Sereno but since I wasn't able to answer my phone, I missed a chance for that opening since I wasn't available to answer the call and you were also out of office when I called after 4 :30 p.m. Just wanted to add that your procedures to contact people about openings needs MAJOR improvement. I wasn't expecting calls about an opening because I got this NOT FAVORABLE. . . HIGHLY UNLIKELY TO PARTICIPATE EMAIL ! I was busy at work when I got the phone call. . . why didn't you people just send quick emaisl about an opening like this highly unlikely unfavorable email you also sent ? I would have answered immediately. Very Disappointed in Midpeninsula Open Space. . . Viviana Tul MSG From MPOSD. . . Hello Waitlisted Interested Parties for August 13 "Meteors and More" Night Hike: This is a courtesy note to let you that you, and your companions if applicable, are unfortunately highly unlikely to be able to participate on the August 13 activity. There are 50 people on the waitlist for "Meteors and More". This email is not being sent to the first 15 contacts on the list as they, if any one, would be among those who might be moved to the active list if reserved people withdraw from the activity. People not on the approved reservation list will not be allowed to walk in/show up for the scheduled activity - thank you for respecting the District's guidelines. There are likely to be other nighttime/meteor shower emphasized activities hosted by other public agencies (city, county, state and national parks) and may local astronomy groups. We hope you are able to find another activity to participate in. Thank you! Renee Fitzsimons Docent Programs Coordinator Jennifer Williams Assistant Programs Coordinator <mailto:jwillianis@openspace.org>jwilliams@openspace.org Midpeninsula Regional Open Space District 330 Distel Circle, Los Altos, CA 94022 P: (650) 691-1200 - F: (650) 691-0485 <http: //www.openspace.oral>www.openspace.org twitter: <http: //www.twitter.com/mrosd>@mrosd 1 r Midpeninsula Regional ' Open Space District M Y R-10-98 Meeting 10-22 September 8, 2010 SPECIAL MEETING ITEM 1 AGENDA ITEM Consideration and approval of the District's Strategic Planning Methodology. STRATEGIC PLAN AD HOC COMMITTEE RECOMMENDATION Accept informational presentation and approve the Strategic Plan Ad Hoc Committee's recommendation regarding the methodology for the completion of the District's Strategic Plan. SUMMARY The Midpeninsula Regional Open Space District (District) was formed by forward-thinking community leaders responding strategically to the rapid growth and development happening around them. This spirit of strategic thinking will be renewed as the District's leadership, with the support of staff and a consultant, adopts and implements a new strategic planning process. As the District grows and matures, more projects and ideas come forward than District resources can support. By developing organizational and programmatic strategies, District leadership can guide effective and coordinated actions that best carry out the District's mission and ultimately lead to a more focused, unified and sustainable organization. The real-time strategic planning method recommended by the Strategic Plan Ad Hoc Committee will give the District leadership the tools they need to not only create strategy, but also respond quickly and strategically to opportunities and challenges as they arise. By using this real-time method, District leadership will quickly produce useful strategy building blocks. An identity statement will be articulated to clearly define who the District is, what its strengths are, and what work it aims to accomplish. A list of criteria, called a strategy screen, will be created to help the Board and management make consistent, strategic decisions based on what the District's highest priorities. Ultimately, these tools will be used to create a strategic plan in which the biggest questions facing the District today are answered with strategies to be carried out through the District's programs and action plan. The ongoing use of this process and associated tools will help the District build the capacity to think and act strategically, ultimately resulting in coordinated efforts that most effectively carry out the mission set forth by strategic-thinking leaders and voters nearly 40 years ago. R-10-98 Page 2 DISCUSSION Strategy is defined as a coordinated set of actions aimed at creating and sustaining an organization's unique differentiating strengths in carrying out its mission. Traditional strategic planning approaches produce a formal document that endures for a set length of time, usually three years, and covers an extensive list of specific, unprioritized and often distant goals. A more dynamic and focused approach is needed for organizations to create effective strategy the rapid-response real world of today, where needs often exceed capacity. To assist in defining the most appropriate method for the District's strategy effort, staff sought out the expertise of La Piana Consulting, who had previously conducted a four-year foundation- funded strategy formation research project and is known for their dynamic approach. The results of their research led them to develop what they call the"real-time strategic planning method" that engages participants, addresses the biggest questions facing an organization, and creates an atmosphere where ongoing strategic thinking and action can flourish. Organizations using this dynamic approach report that it is more successful than the traditional approach, which often results in a document that sits on a shelf gathering dust. Since the District wishes to use a flexible and effective process, their real-time strategic planning model was chosen. In La Piana's model, strategy is built upon an organization's identity,business model, environmental awareness, and unique differentiating strengths. Using the real-time approach, an organization identifies its critical issues, and determines how best to address them in the context of its mission. The organization constantly monitors the environment and effectiveness of their current strategies, changing them when they are no longer the best way to advance the mission. Staff has adapted La Piana's approach to the District's specific situation. The Strategic Plan Project Description and Process (see Attachment 1)paints a picture of the strategy process describing the rationale and methodology in greater detail, and covering: • Issues facing the District that have led to the current strategy efforts; • Desired results of the process; • Underlying assumptions; • Strategies for strategic planning(essentially the real-time method); • Activities to accomplish the strategies; and • Work products. Attachments 2 and 3 further illustrate important concepts contained within the proposed strategies discussed in Attachment 1 —first, the on-going nature of strategy cycle and how each step builds on the previous one, and second, bridging the gap between the mission and action plan by emphasizing programs. Staff presented these materials to the Strategic Plan Ad Hoc Committee on July 28, 2010. At that time, the Committee supported the methodology and is now forwarding it to the full Board for consideration. FISCAL IMPACT j The recommended methodology utilizes the strategic planning firm La Piana Consulting in a limited facilitation and coaching role, to assist staff in completing the project. These services are not expected to exceed $10,000, and have been approved by the General Manager as permitted R-10-98 Page 3 by the Board's purchasing policies. The Administration Department FY2010-11 budget includes $3,000 for the strategic plan. The unbudgeted portion of the consultant expense will be funded by reallocating funds within the Administration Department. PUBLIC NOTICE Notice was provided pursuant to the Brown Act. No additional notice is required. CEQA COMPLIANCE No compliance is required as the recommended action is not a project under CEQA. NEXT STEPS If the Board supports the methodology, staff will schedule a Board strategy kick-off workshop, targeted for October 2010. The following elements will be discussed in the initial strategy kick- off workshop and are necessary to the development of successful organizational strategies: i • A Shared Understanding of the Organization's Identity and Business Model: Being clear about who we are, what we do, how we do it, and how we finance it • Internal and External Trend Awareness: Knowing what the trends are, where we are, how we got there, and where we want to go next Awareness of Unique Differentiating Strengths: The ability to produce social value using a unique asset, outstanding execution, or both. Attachment(s) 1. Strategic Plan Project Description and Process 2. Strategic Planning Framework 3. Strategic Planning Cycle Prepared by: Leigh Ann Maze, Communications Specialist Sandy Sommer, Senior Real Property Planner Contact person: Sandy Sommer, Senior Real Property Planner Graphics prepared by: Casey Cleve, GIS Coordinator Sandy Sommer, Senior Real Property Planner i ATTACHMENT I September 8, 2010 Issues The District has long-standing strategies which conserve operating funds in order to maintain our ability to buy conservation land. About '/ of District tax revenues are set aside for debt service and annual operating expenses are capped to about 50% of annual tax revenue. Our Resource Management Program has grown substantially in the last few years. The District needs to balance and integrate programs to successfully accomplish its mission. The District has an overabundance of opportunities and challenges, many more than we have the capacity to take advantage of, or address. The Action Plan typically includes numerous important projects, with long lists of ongoing activities. However many of these projects have been developed in response to unanticipated challenges without the benefit of a current, unified strategic perspective. Since it is difficult to see clearly how each Action Plan project or ongoing activity contributes to successfully implementing the District's mission, it is also difficult to see how project deferral affects success. Desired Results' outputs, outcomes,°and impact ) • What we do and how we spend funds is aligned with our Mission for greater public impact and accountability. • We have improved decision making ability, and can make difficult choices having considered all the implications. We remain true to our identity as we make decisions, or we consciously change our identity in the face of a challenge. • Staff and the Board can focus on priorities so that things that are started are successfully accomplished. We have a clearer understanding of what not to do now. Efficiency is increased. • Programs and projects have sufficient and appropriate resources. • We all share an understanding of why something is important. Collaboration and inclusion is fostered, with all participants moving toward the same end. • We can identify opportunities and obstacles when they arise. Managers can make timely and appropriate mid-course corrections in response to external challenges. • Optimal strategies are selected, and strategies are adapted real-time as things change. Strategies are widely tested and debated, implementation pathways are mapped out, and implications are anticipated. • The District Board and management employ useful and efficient oversight and management tools. • Strategic planning and management becomes a mindset and a toolbox of techniques for running the organization, not something more to do but a better way of doing what has always had to be done. I i ATTACHMENT 1 Assumptions • Organizations that are focused are more successful. • Making strategies explicit for people inside and outside of the organization will improve understanding of District purposes and processes, as well as accountability and inclusivity. • The District has limited staff capacity and financial resources to do everything we want to do. Making choices is necessary. Directing resources toward priorities will lead to successfully accomplishing our Mission. • Measuring and evaluating progress toward desired results will produce informed management decision making. Strategies 1. Utilize a real-time strategic planning and management approach and develop an organizational strategy system. Formally create ongoing strategic program with staff capacity, administrative support, program management and ongoing operational commitment to sufficient staff, manager, and Board participation. Build and enable ongoing participative strategic thinking and acting in a cycle of phased steps that allow greater capacity to be developed with each iteration. This concept is illustrated in Attachment 2. 2. Emphasize strategic management as the instrument around which other organizational controls, including action planning and budgeting, can be integrated. Increase emphasis on Programs as a way of bridging the gap between the Mission and the Action Plan. This concept is illustrated in Attachment 3. 3. Reduce the strategic agenda to the critical few "must address now" issues confronting the g g g organization. Develop strategies addressing these priority issues for near term implementation. Prepare a Strategic Plan consolidating strategies and outlining resources needed to accomplish them. Direct resources towards strategic priorities. 4. Periodically review changing circumstances. Recognize and coordinate emerging strategic issues. Annually evaluate and measure performance toward accomplishing our Mission. Update and adapt strategies to improve performance. P p � p 5. Create opportunities for on-going collaboration and discussion of strategies at the Board, management, and staff levels. Enable critical conversations between people so they can explore essential success criteria, evaluate tradeoffs, test ideas, understand one another, and work together to pick the best strategies. Ensure that strategies are embraced throughout the organization by involving a wide range of participants in their formation. Activities to Accom fish Strateg es,(Sco e,of Work) • Form working groups—staff and manager groups with representatives from all of the District's Departments. • Form Ad Hoc Committee of the District Board of Directors. • Obtain agreement with Board and Managers on approach to strategic planning • Develop values, identity statement and decision screening criteria 2 i ATTACHMENT 1 • Set up tools and procedures. Facilitate discussions and train staff in strategic thinking. Review and document existing organizational strategies. Perform an environmental scan, and assess organizational challenges and issues. • Review and document existing program strategies. Evaluate program effectiveness and critical program gaps working together with program leaders. Review and document existing operational strategies. Assess organizational challenges and issues. • Choose most critical (must address) priority strategy issues. Work through strategy development process for chosen priority issues Document results in a Strategic Plan Establish administrative framework for strategic planning including capacity to oversee and manage organizational strategy system. • Modify Action Plan as needed to create consistency with strategic planning approach. Stop, evaluate, and adapt strategies Products • An Identity Statement: The kick-off session will provide greater shared understanding and clarity for the District around its identity. The key elements of an identity statement can be captured by combining the following components: We advance our mission of...... . . . . and seek to (impact) By serving (constituencies) In ... (geographic area) Through ... (programs/strategies) We are uniquely positioned to do this work due to our.... (advantage in the community or field)We are sustainable by ... (funding sources) • A Strategy Screen: A list of criteria that will assist with consistent decision-making and priority setting based on what is most important to the District. The Big Questions: Agreement on the biggest questions facing the District today. A Strategy Roadmap: The Strategy Road Map pulls together all the material developed so far and provides a concise summary of the process through which participants developed a compelling sense of the District's identity. The second part of the Strategy Road Map provides a summary of the process through which participants formed a strategy to address the selected current Big Questions. • A Strategic Plan: A document that describes the entire process, details the selected strategies and outlines how the District will incorporate strategic thinking and tools into its g � g g decision-making processes. • An Action Plan Linkage: The process will result in an annual action plan that reflects a realistic and coordinated effort that best advances the District's mission while best using staff time and resources. 3 STRATEGIC PLANNING CYCLE 'Maio—oplp Re view j • . t4 I DISTRICT IDENTITY STATEMENT J What we value Stakeholders ONGOING How we do it How we finance it PLAN MANAGEMENT Context and Trends AND EVALUATION AffectingOrganization Feedback Loop Performance Measurement Morph STRATEGIC p DECISION IMPLEMENTATION CRITERIA Action Plan PLANNING Strategy Screen CYCLE f 1 NO Ve1nber II PREPARE STRATEGIC PLAN r IDENTIFY "BIG QUESTIONS" Opportunities Challenges DEVELOP ft TEST Strategic Issues POTENTIAL Imperatives for Change STRATEGIES w Use Decision Criteria Decide what NOT to do 0 O c� Attachment 2 9/8/2010 �6 i STRATEGIC PLANNING FRAMEWORK The strategic planning process an C MI Ncreates a bridge between theMission and Action PlanIdentityxsiness Model r � 1 1 1 ORGANIZATIONAL STRATEGY 1 '• 1 1 Q v 1 1 a o 1 1 1 :D w ) PROGRAMMATIC STRATEGY 1 -0 1 =PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM 1 c~ O 1 Community Resource Land Purchase Field Programs Management Operations 1 1 1 W ! z V Q Key Key Key (Key Key nKeProject Project Project Project Project 1111 Z J an Key Key Key Key Key Key a C Project Project Project Project Project Project Z y 2 2 2 2 2 2 O'X F- N �1V`� Key Key Key Key Key Key � Project Project Project Project Project Project 3 3 3 3 3 3 Attachment 3 9/8/2010 Midpeninsula Regional Open Space District R-10-91 Meeting 10-22 September 8, 2010 AGENDA ITEM 4 AGENDA ITEM Donation of One Surplus District Vehicle to the Stevens Creek Volunteer Fire Department. GENERAL MANAGER'S RECOMMENDATION Authorize the General Manager to donate one surplus vehicle to the Stevens Creek Volunteer Fire Department; and Determine that the donation of the vehicle to the Stevens Creek Volunteer Fire Department will further the purposes of the District. SUMMARY The Stevens Creek Volunteer Fire Department(SCVFD) has requested that the District donate one patrol-type vehicle to assist in them in responding to incidents in wildland areas. The District has one vehicle intended to be declared surplus property that would meet the Volunteer Fire Department's needs. The SCVFD provides mutual aid fire and emergency medical response to incidents that occur on District lands in the Monte Bello Ridge and Stevens Canyon areas. The approximate value of the vehicle is $2,500. DISCUSSION The SCVFD has requested the District's assistance in obtaining one patrol-type vehicle to assist in their response to incidents in wildland areas. The District has one 2001 Dodge truck, which is scheduled to be declared surplus property, and would meet the SCVFD's needs. The District maintains a close working relationship with the SCVFD, which provides mutual aid fire and emergency medical response to incidents that occur on District land, especially in the Monte Bello Ridge and Stevens Canyon areas. The vehicle proposed for donation to the SCVFD was originally used as a District patrol vehicle and subsequently converted into a maintenance service vehicle. Because of standards set by the District regarding vehicle age and mileage, it is no longer eligible for District service, but would be appropriate for use by the SCVFD. The SCVFD has determined that it can perform the necessary maintenance and repairs on the vehicle to ensure compliance with its own vehicle standards, thus providing additional capacity for fire and emergency response. R-10-91 Page 2 The District has a statutory responsibility for fire suppression on its land and enters into cooperative agreements with other agencies and entities to provide fire mutual aid suppression services. The SCVFD provides such services to the District and will use this donated vehicle to continue to provide these services on District lands. Given the close working relationship between the District and the SCVFD, the donation of this truck is appropriate and would further the purposes of the District. The estimated value of this vehicle is $2,500. FISCAL IMPACT The direct fiscal impact to the District is approximately $2,500, which the District would otherwise receive if the vehicle were to be sold at an auto auction. The value of the additional fire protection of District resources cannot be accurately estimated; however suppression of just one wildland fire as a result of this donation could easily offset these costs to the District. PUBLIC NOTICE Public notice was provided in compliance with the Brown Act. No additional notice is required. CEQA COMPLIANCE No compliance is required as this action is not a project under California Environmental Quality Act. NEXTSTEP If approved, the District will execute transfer of ownership documents to the Stevens Creek Volunteer Fire Department. Prepared by: David Topley, Support Services Supervisor Contact person: David Sanguinetti, Operations Manager I Midpeninsula Regional Open Space District R-10-103 Meeting 10-22 September 8, 2010 AGENDA ITEM 5 AGENDA ITEM Approval of Grant Applications for the U.S. Environmental Protection Agency (US EPA) Brownfields Cleanup Grant Program and the California Department of Toxic Substances Control (DTSC) Brownfield Cleanup Revolving Loan Fund Program for Implementing the Remediation Phase for the Cooley Landing Project at Ravenswood Open Space Preserve. GENERAL MANAGER'S RECOMMENDATION Approve grant applications for the US EPA Brownfields Cleanup Grant Program and the DTSC Brownfield Cleanup Revolving Loan Fund(RLF) Program for implementing the remediation phase for the Cooley Landing Project. SUMMARY On July 14, 2010, the Board received an oral presentation on the Cooley Landing Vision Plan prepared by the City of East Palo Alto (City) (see Report 10-85) and the Board gave its support for using the Vision Plan as the project description for the environmental review process. The Vision Plan will be implemented by the City in phases. Phase I includes site remediation with the goal of providing public access to the site. To fund the remediation work, the City is pursuing, for its parcel, two $200,000 grants (the maximum allowable per parcel), one from the US EPA Brownfields Cleanup Grant Program and one from the DTSC Brownfield Cleanup RLF Program. The City has requested the District's participation in pursuing the same grants for each of the District's two parcels that make up Cooley Landing to help offset the remediation costs for the project. Applicants for both grants must own the property at time of submission to be eligible for funding. The grand total being requested by the City is $400,000 for the City's parcel and the grand total being requested by the District is $800,000 for the District's two parcels. The combined total is $1.2 million. The preliminary cost estimate for remediation is $1.2 million. The City intends to prepare the applications for all of the parcels including the two owned by the District. If approved by the Board, remediation work is anticipated to start in the summer of 2011. R-10-103 Page 2 DISCUSSION US EPA Brownfields Cleanup Grant Program The US EPA Brownfields Cleanup Grant Program grants funds to empower states, public agencies, communities, tribes, and other non-profit groups to prevent, inventory, assess, cleanup, and re-use brownfield sites. Applicants must demonstrate the environmental needs of the community, a vision for the re-use and redevelopment of the brownfield site, the capability to achieve that vision, reasonable and eligible tasks, partnerships and leveraged resources necessary to complete the project, and economic, environmental, health, and social benefits associated with the re-use and redevelopment of the site. During the fiscal year 2011 program, the US EPA anticipates awarding 147 cleanup grants totaling$29.5 million. Grants may be awarded up to $200,000 per site for cleanup, and a separate application must be submitted for each. No entity may apply for funding cleanup activities at more than three sites. The performance period for a Cleanup Grant is up to three years. There is a 20% matching fund requirement. The District is eligible for both its parcels for a maximum grant amount of $400,000 and the required matching funds would be$40,000 per grant or$80,000. Through email correspondence with the City and the US EPA grant administrator, it was determined that the District's match requirement for each parcel has already been met, one by District staff time and the other by a $40,000 Nature Restoration Grant that was acquired by the City. The US EPA confirmed that the Nature Restoration Grant, though obtained by the City, is eligible as one of the District's matches. The Request for Proposals was released on August 20, 2010, and the deadline is on October 15, 2010. The US EPA anticipates notification to successful applicants by spring of 2011. DTSC Brownfield Cleanup Revolving Loan Fund Program DTSC is the fund administrator for a US EPA grant of$3 million received on August 10, 2006, to capitalize the DTSC Brownfield Cleanup Revolving Loan Fund Program. Grant funds are used to facilitate the reuse and/or redevelopment of brownfield sites. Loans and subgrants may be used for cleanup of two types of brownfield sites: • Cleanup of hazardous substances release sites • Cleanup of petroleum sites As an eligible government entity, the District would qualify for a subgrant. Applicants must complete an assessment and investigation of the site and submit a proposed Remedial Action Plan. The maximum subgrant amount per parcel is $200,000, and there is no matching fund requirement. Grant Award If awarded, both types of grants would fund the following specific actions at Cooley Landing if approved by the Board after appropriate environmental review: • Preparation of construction plans based on the Remedial Action Plan • Permitting 1 R-10-103 Page 3 Bidding Construction FISCAL IMPACT The total cost for the remediation work is currently estimated at $1.2 million, the total grant amount being requested by the City and the District combined. Should the cost exceed $1.2 million, the City will access its park-in-lieu fees and other grant sources to make up the shortfall. Should the project ultimately receive approval and move forward, it will be managed by the City of East Palo Alto on both City and District property. District staff will provide an appropriate I level oversight for work occurring on District property to protect District interests. PUBLIC NOTICE Public notice of this Agenda Item was provided per the Brown Act. No additional notice is required. CEQA COMPLIANCE Project Description The project consists of a grant application submittal to the US EPA Brownfields Cleanup Grant Program and the DTSC Brownfield Cleanup Revolving Loan Fund Program to help fund implementation of the remediation phase of Cooley Landing at the end of Bay Road in Ravenswood Open Space Preserve. This is not a project under CEQA and no CEQA documentation is required to apply for either grant. Application for this grant funding is not a commitment to undertake a project. NEXT STEPS If the grant funding is secured, District staff would prepare an amendment to the Partnership Agreement with the City to include the proposed Project. The amendment and associated CEQA documentation would then be brought to the full Board for approval in the spring of 2011. If approved by the Board, Project implementation would be expected to begin in the summer of 2011. In the event the grant is not awarded, alternative funding sources will be pursued by the City to enable the City to determine whether to proceed with implementation of all or components of the proposed Project subject to Board approval as to components impacting District land. Prepared by: Tina Hugg, Open Space Planner II Contact person: Tina Hugg, Open Space Planner 1I I I i Midpeninsula Regional open Space District � • To: Board of Director s From: Stephen E. Abbors Date: September 8, 2010 Re: Late FYI iRI�AM Trail °°^�" Press Release August 31, 2010 Contacts: Ridge Trail:Joel Gartland(415)561-2595 MROSD:Jennifer Williams(650)691-1200 Bay Area Ridge Trail Council's fifth annual Ridge Trail Cruz is September 11 LOS ALTOS,CA [August 31,20101 The Bay Area Ridge Trail Council's fifth annual Ridge Trail Cruz is planned for Saturday,September 11 in the Santa Cruz Mountains.This event is a fun opportunity for the public, families and outdoor enthusiasts to enjoy trails and stunning views while raising money and support to complete the vision of a public trail encircling the ridgetops around the San Francisco Bay.The event features hikes,horseback rides and mountain bike rides for all ages, experience and endurance levels. NEW this year: shorter hikes and the family hike will visit the Daniels Nature Center. Attendance is limited and advance registration is required.The registration fee allows for a fully supported day including guides, maps, light breakfast,gourmet buffet lunch,rest stops,and a shuttle bus for hikers and cyclists. By joining the optional Cruz-a-thon,participants can raise funds through pledges and win prizes including REI gear. For event and registrations details visit www.ridZetrail.org or call(415)561-2595. Over 325 of the total 550 miles of the Bay Area Ridge Trail are complete,many of them traversing Midpeninsula Regional Open Space District preserves.The Ridge Trail Council has partnered with the Midpeninsula Regional Open Space District, Santa Clara County Parks,California State Parks,Responsible Organized Mountain Pedalers and Equestrian Trail Riders Action Committee to put on this year's event. About the Bay Area Ridge Trail Council The Bay Area Ridge Trail Council is a nonprofit organization that plans,acquires builds,maintains,and promotes the Ridge Trail.www.ridp-etrail.org About Midpeninsula Regional Open Space District Created by voters in 1972,the Midpeninsula Regional Open Space District has successfully protected and managed over 58,000 acres of open space.The public enjoys the District's diverse and beautiful preserves 365 days a year.The District is a public agency whose mission is to acquire and preserve a regional greenbelt of open space land in perpetuity,protect and restore the natural environment,and provide opportunities for ecologically sensitive public enjoyment and education. www.openspace.or �„1ia