HomeMy Public PortalAbout20201207 - Agenda Packet - Board of Directors (BOD) - 20-28
SPECIAL MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Monday, December 7, 2020
Special Meeting starts at 9:00 AM*
A G E N D A
Consistent with Governor Gavin Newsom's Executive Order N-29-20, the Governor has allowed local
legislative bodies to hold public meetings via teleconference and to make public meetings accessible
telephonically or otherwise electronically to all members of the public seeking to observe and to address the
local legislative body or state body to avoid public gatherings, and has suspended all contrary provisions of the
Brown Act.
THIS MEETING WILL BE VIA TELECONFERENCE ONLY
1. The meeting can be viewed in real-time at: https://openspace.zoom.us/j/81105557733 or listen to the meeting
by dialing (669) 900-6833 or (346) 248-7799 (Webinar ID 81105557733).
2. Members of the public may provide written comments by submitting a public comment form
at: https://www.openspace.org/public-comment
• Comments on matters not on the agenda must be submitted prior to the time the board president calls
for public comments.
• Comments on agenda items must be submitted prior to the time public comment on the agenda item is
closed.
• All comments shall be subject to the same rules as would otherwise govern speaker comments at the
board of directors meeting.
• Electronic comments on agenda may only be submitted via the public comment form. Comments via text
or social media (Facebook, Twitter, etc.) will not be accepted.
Any comments received after the deadline, will be provided to the Board after the meeting.
9:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ROLL CALL
ORAL COMMUNICATIONS
This portion of the agenda is for members of the public to comment on items not on the agenda;
however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items
not on the agenda. Individuals are limited to one comment during this section.
ADOPTION OF AGENDA
Meeting 20-28
Rev. 1/3/20
BOARD BUSINESS
Public comment on agenda items at the time each item is considered by the Board of Directors. Written
public comments will be provided to the Board prior to the meeting and posted on the District’s website
at www.openspace.org. The names of all commenters will be read into the record.
1. Progress Update on the Fiscal Year 2020-21 Capital Improvement and Action Plan (R-20-
114)
Staff Contact: Ana Ruiz, General Manager
General Manager’s Recommendation: Receive a progress update report on the Fiscal Year 2020-21
Capital Improvement and Action Plan. No Board action is required.
2. 2020 Environmental Scan and Fiscal Year 2021-22 Strategic Plan Goals and Objectives (R-
20-112)
Staff Contact: Ana Ruiz, General Manager
General Manager’s Recommendation: Consider the results of the 2020 Environmental Scan and
review, update if needed, and adopt the Fiscal Year 2021-22 (FY22) Strategic Plan Goals and
Objectives to guide the development of the FY22 Budget and Capital Improvement and Action
Plan (CIAP).
3. Potential Focus Areas for Fiscal Year 2021-22 (R-20-113)
Staff Contact: Ana Ruiz, General Manager
General Manager’s Recommendation: Discuss and provide feedback on the potential focus areas
for Fiscal Year 2021-22.
INFORMATIONAL MEMORANDUM
• Development of a True Multi-Year Capital Improvement and Action Plan
• Progress Update on Measure AA Commitments
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
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.
Written materials relating to an item on this agenda that are considered to be a public record and are 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 POSTING OF AGENDA
I, Jennifer Woodworth, 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 December 1, 2020, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California,
94022. The agenda and any additional written materials are also available on the District’s web site at
http://www.openspace.org.
Rev. 1/3/20
Jennifer Woodworth, MMC
District Clerk
R-20-114
Meeting 20-28
December 7, 2020
AGENDA ITEM 1
AGENDA ITEM
Progress Update on the Fiscal Year 2020-21 Capital Improvement and Action Plan
GENERAL MANAGER’S RECOMMENDATIONS
Receive a progress update report on the Fiscal Year 2020-21 Capital Improvement and Action
Plan. No Board action is required.
SUMMARY
Each year, the Board of Directors (Board) holds two retreats as part of the annual budget process.
For the current budget development cycle, these retreats are scheduled on Monday, December 7,
2020 and Tuesday, March 4, 2021. As part of this meeting, Retreat Meeting 1, the Board will
receive a progress update report on the current Fiscal Year 2020-21 (FY21) Capital Improvement
and Action Plan (CIAP), including information on the number of projects that remain on track
and projects that have been disrupted by the pandemic.
DISCUSSION
The CIAP forms the fiscal year work program for the Midpeninsula Regional Open Space
District (District). The CIAP includes the projects and key initiatives that the organization will
pursue and for which staff and financial resources have been dedicated. The CIAP is prepared
annually.
The FY21 CIAP was approved by the Board on June 24, 2020. The CIAP encompasses major
projects and activities with budgets of $50,000 or more. A total of 74 projects comprise the FY21
CIAP (refer to page 46, Section III of the FY21 Budget and Action Plan). Note - the larger
Budget and Action Plan also includes 29 Operating projects and activities that fall below the
CIAP monetary threshold and are therefore not covered in this report.
Over the first five (5) months of FY21, July through November 2020, progress has been made
towards delivering on the CIAP. However, the pandemic and its associated restrictions, and
other unanticipated factors like wildfire response, has affected the delivery of certain projects
and caused delays. Most projects that have experienced some type of delay are still expected to
be largely completed as scoped by June 30, 2021, except with more of the work completed
further out into the year than originally planned. Of the 74 CIAP projects, 53 or 72% are
tracking well with scopes projected to be completed by the end of FY21. Another 11 projects are
tracking moderately well with at least 75% of the scopes projected to be completed by the end of
FY21. Together, these numbers (53 + 11) comprise 86% of the CIAP projects.
R-20-114 Page 2
The remaining 10 projects described below are projected to experience more significant delays
that will require large portions of the work (more than 25%) to be carried over into FY22. These
10 projects are highlighted below to help forecast what may likely need to be programmed into
FY23.
Program
# of
CIAP
Projects
Expect >25% of FY21 Scope to
Carry Over into FY22
# of Projects % of Total
CIAP
Land Acquisition and Preservation 13 3 23%
Natural Resource Protection and Restoration 20 4 20%
Public Access, Education and Outreach 23 3 13%
Assets and Organizational Support 18 0 0%
Total 74 10 14%
Below are the details and descriptions of the most affected CIAP projects:
Land Acquisition and Preservation
1. Upper San Gregorio Land Conservation (VP08-001)
The District originally planned to complete negotiations for alternative access with the
neighboring private property owner in FY21. Site clearing for the necessary survey work
must be completed in summer/fall to avoid the bird nesting season. COVID delayed the
survey work and in-person meetings with the neighboring property owner. The project will
need to be extended into FY22.
2. Cloverdale Ranch Land Opportunity (VP13-001)
This is a multi-year project. A State budget allocation request for $8 million was deferred
indefinitely due to COVID impacts to the State budget. COVID restrictions are also delaying
botanical studies to spring 2022. Community engagement and public outreach efforts were
delayed by four months and an additional delay resulted from the CZU fire, which heavily
impacted the Pescadero community.
3. Lower San Gregorio Creek Watershed Land Conservation (VP39-01)
This project involves working with Peninsula Open Space Trust (POST) to prepare a
conservation easement for San Gregorio Farm that protects agriculture and the San Gregorio
Creek corridor. As part this effort, monitoring of the riparian corridor could be assignable to
the District with the ability to provide future creek habitat and floodplain restoration. The
Natural Resources Conservation Services (NRCS) grant and conservation easement
application POST has been pursuing was delayed one year until the Spring of 2021 due in
part to COVID.
Natural Resource Protection and Restoration
4. Purisima Upland Site Clean-up and Soil Remediation Assessment (MAA003-002)
A rare plant survey slated for spring 2020 was delayed to August/September due to COVID
restrictions. This survey resulted in a late and unanticipated discovery of rare plants on site.
This discovery along with a need for additional well decommissioning information to
properly bid the work has extended the project into FY22 and FY23.
R-20-114 Page 3
5. Lone Madrone Ranch Fence Installation (MAA05-011)
Work is contingent on achieving an agreement with the neighbor for access since a portion of
the fence is proposed to be installed on adjacent private property. Although there has been
substantial progress on arriving at an agreement with the neighbor, a final agreement is still
pending.
6. Mindego Ranch South Pasture (MAA09-006)
Delays due to fires and tenant availability to install the south pasture infrastructure will likely
extend a significant portion of the project into FY22.
7. Bear Creek Redwoods Landfill Characterization and Remediation (MAA21-010)
Delays due to multiple factors: COVID-related workload challenges, COVID-related delay in
filling the Water Specialist vacancy, and redirection of the prior project manager to focus on
the Lehigh Reclamation Plan Amendment.
Public Access, Education and Outreach
8. Bear Creek Stables Site Plan Implementation (MAA21-004)
Originally targeted permitting phase to be completed in Q3 FY20. COVID required the
County to redirect permitting staff to Disaster Service Work and other priorities, postponing
meetings and permit processing. The project is now also experiencing other permitting
delays related to County review of allowable repairs under the current legal non-conforming
status.
9. Hawthorns Public Access Site Plan and CEQA (MAA06-002)
Board briefings and site tours to discuss site opportunities and constraints, and seek
preliminary input on the public and stakeholder engagement approach were delayed due to
shelter-in-place orders.
10. Beatty Parking Area and Trail Connections (MAA22-004)
Originally planned to complete CEQA and finalized schematic design in FY21. Project
placed on hold due to discovery of newt mortality on Alma Bridge Road. Plans for a future
parking lot (either seasonal permit lot or permanent lot) will be informed by the findings of
newt studies that are now underway. In January 2021, the full Board will be considering the
Planning and Natural Resources Committee’s recommendation to defer further work on the
Beatty Parking Area and Trail Connections Project until the newt study is complete.
FISCAL IMPACT
Review of FY21 CIAP progress has no immediate fiscal impact. This information, along with
feedback received from the Board will inform the development of the FY22 Budget and CIAP.
BOARD COMMITTEE REVIEW
This item was brought directly to the full Board given full Board interest and importance.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-20-114 Page 4
CEQA COMPLIANCE
This item is not subject to the California Environmental Quality Act.
NEXT STEPS
On March 4, 2021, the Board will confirm the District-wide priorities for the upcoming fiscal
year. The outcomes of the December 7, 2020 and March 4, 2021 Board retreat meetings will
guide the development of the FY22 Budget and Action Plan.
Responsible Department Head:
Ana Ruiz, General Manager
Prepared by:
Mike Bower, Budget & Analysis Manager
Stefan Jaskulak, Chief Financial Officer
Brian Malone, Assistant General Manager
Susanna Chan, Assistant General Manager
Ana Ruiz, General Manager
Staff Contact:
Ana Ruiz, General Manager
R-20-112
Meeting 20-28
December 7, 2020
AGENDA ITEM 2
AGENDA ITEM
2020 Environmental Scan and Fiscal Year 2021-22 Strategic Plan Goals and Objectives
GENERAL MANAGER’S RECOMMENDATIONS
Consider the results of the 2020 Environmental Scan and review, update if needed, and adopt the
Fiscal Year 2021-22 (FY22) Strategic Plan Goals and Objectives to guide the development of the
FY22 Budget and Capital Improvement and Action Plan (CIAP).
SUMMARY
Each year, the Board of Directors (Board) holds two retreats as part of the annual budget process.
For the budget development cycle ending June 30, 2022 (FY22), these retreats are scheduled on
Monday, December 7, 2020 and Tuesday, March 4, 2021. On December 7, 2020, the Board will
review and discuss:
• The Environmental Scan Report, which is prepared annually to inform any updates to the
Strategic Plan Goals and Objectives (Attachment 1);
• The current Strategic Plan Goals and Objectives, identifying any desired language
revisions, and subsequently adopt the FY22 Strategic Plan Goals and Objectives
(Attachment 2).
This annual Board Retreat Meeting 1 (Strategic Planning) provides the Board with an early
opportunity to set the overall course for the coming year at a broad policy level. It also provides
the framework for Board Retreat Meeting 2 (Priority Setting) scheduled on March 4, 2021. At
this future meeting, the Board will discuss and confirm the priorities for the next fiscal year to
guide the Budget and Action Plan development ahead of the presentations to the Action Plan and
Budget Committee, which begin in late April 2021.
DISCUSSION
The Board adopted a comprehensive Strategic Plan in 2011 (R-11-96) to provide a policy
framework for guiding the Midpeninsula Regional Open Space District (District) in
implementing its mission. Each year, the Board reviews, makes edits as necessary, and adopts
the Strategic Plan Goals and Objectives for the following fiscal year to provide high-level
direction for developing the upcoming Budget and Action Plan.
R-20-112 Page 2
Environmental Scan
Staff will present the results of the 2020 Environmental Scan Report (Attachment 1) and discuss
the strengths, challenges, barriers, and opportunities facing the District as it looks forward to
FY22. The environmental scan includes significant internal and external conditions, data, and
factors that may influence the efficiency and effectiveness of the organization’s operations,
services, and project delivery. The annual environmental scan informs the Board’s subsequent
review and any revisions to or affirmation of the Strategic Plan Goals and Objectives. Below is a
summary of the notable themes and findings from the environmental scan:
• Despite COVID and other disruptions, the District remains focused on delivering Vision Plan
and Measure AA projects, and providing essential services to the public as many more
people seek safe access to outdoor open space and nature experiences. Time spent in nature
has been critical for many in coping with current struggles and has provided a respite from
the necessary social distancing requirements and shelter-in-place orders.
• High levels of preserve visitation present both opportunities and challenges for the District.
These numbers indicate great public appreciation and support for the protection of natural
open spaces, and new visitors who are experiencing their public open space preserves for the
first time. On the other hand, these levels raise questions about the resulting effects on nearby
residents and communities, potential impacts to the preserves, and whether staffing levels are
sufficient to manage increasing numbers.
• The District continues to demonstrate great progress in fulfilling its 25 Measure AA (MAA)
Portfolio commitments. To date, a total of 49 individual Measure AA projects within 20
MAA Portfolios have been completed, resulting in two (2) fully completed Portfolios with
work underway for 18 Portfolios.
• The District currently remains in a stable financial position with the ability to afford
projected expenses and planned projects; however, the pandemic brings heightened
uncertainty around future economic conditions and the rate of projected revenue growth is
showing signs of slowing.
• COVID-related economic impacts have significantly impacted District partners at the local
and state levels with funding sources being diverted away from open space partnership
projects to address public health needs, social services, and economic recovery.
• High unemployment has stabilized or reduced labor costs; however, the cost of construction
materials (e.g. lumber, flooring) continues to rise. Due to a slowdown in commercial
construction projects, the District is experiencing an increase in the number of interested
bidders and total bids received per project.
• Climate change continues to create new and increasing challenges for the District. Most
recently and prominently, increased wildfire activity has led to an intensified need for
practical, affordable and sustainable fuel and fire management actions. The District’s
developing Wildland Fire Resiliency Program will guide the annual prioritization of fuel
management sites and the accompanying Environmental Impact Report will provide the
environmental clearance to expand the amount of work that can be done per year.
Nevertheless, the District will still face numerous challenges: requests to conduct lower
priority work/swap with higher priority areas; ability to achieve annual consensus amongst
different fire agencies on the true highest priority fuel management needs within the District;
securing outside funding and partnerships to leverage District resources and annually
R-20-112 Page 3
complete the desired work; and expanding staff capacity or redirecting staff away from
capital projects to expand fuel management work.
• Continued monitoring of state and national policies, especially after the 2020 elections, is
important for early flagging of potential negative implications to funding, programs, services,
and governance, and expedient action to engage legislators and community leaders.
• Reaching out to and educating newly elected officials and the public of the District’s critical
role in protecting water quality and water supplies, reducing climate change impacts like
catastrophic wildfires, furthering regional conservation goals to sustain our region’s life
support system, and providing outdoor nature experiences for the mental, physical, and
emotional well-being of our community is an essential ongoing and strategic need.
• Infrastructure projects, including Measure AA public access projects, often trigger conditions
of approval that require native revegetation and restoration with multi-year monitoring
efforts to reach performance goals. Although this work is required to complete beneficial
projects for the public, these requirements reduce the District’s resource management
capacity to focus on high-benefit, focused habitat restoration projects.
• Recruiting and retaining employees continues to be a key focus for the organization. While
higher regional unemployment is creating larger recruitment pools, the region is experiencing
an increase in emigration that may reduce the number of qualified people who are actively
seeking employment. Continuing to explore creative strategies to keep staff engaged and
socially/emotionally healthy is key for staff retention and to maintain a resilient and
productive workplace. Given the significant nationwide shift in remote work, one noteworthy
strategy is the expansion in remote work options/days for administrative staff. Other shifts in
work patterns and arrangements that have been implemented “temporarily” due to COVID-19
will be evaluated for possible long-term use with recruitment and retention in mind.
The Board is encouraged to review the detailed information in Attachment 1 prior to the retreat
to prepare for the discussion.
Strategic Plan Goals and Objectives
Last year, the Board made substantial edits to the District’s Strategic Plan Goals and Objectives in
response to prior environmental scan considerations to ensure ongoing successful implementation of the
District’s mission (Attachment 2). After reviewing the 2020 environmental scan report and considering
the potential focus areas for FY22, the General Manager offers the following food for thought as the
Board discusses any potential edits to adopt the Strategic Plan Goals and Objectives for FY22.
• Goal 1, Objective 3 – consider whether adding “and other elected officials” would be
important in expanding the reach and inform local policymaking at the city and county
levels to further the goals of local open space protection in San Mateo and Santa Clara
Counties.
• Goal 1, Objective 4 – consider adding “and working lands” or replacing with “natural and
working lands” for added clarification.
• Goal 2, Objective 2 – consider adding “Focus on high-impact actions to…” if there is a
desire to emphasize resource allocations on high impact, focused resource management
efforts.
• Goal 3, Objective 1 – consider adding language to include the celebration of high public
support for the District’s regional environmental and quality of life benefits gained over
the last 50 years.
R-20-112 Page 4
• Goal 3, Objective 3 – consider whether it is important to highlight equity of access and
supporting green/multi-modal options to access preserves in furthering Board policy on
Diversity, Inclusion and Equity while addressing the effects of high visitation.
• Goal 4, Objective 3 – consider incorporating lessons learned from prior disruptions to
improve upon the District’s state of readiness.
• Goal 5, Objective 5 – consider adding “preparing for” in addition to pursuing and
ensuring, to signal that the District will also prepare to be poised for future funding
opportunities if grant sources are deferred to later years in light of other pressing funding
demands.
FISCAL IMPACT
Acceptance of the Environmental Scan Report and adoption of the FY22 Strategic Plan Goals
and Objectives have no immediate fiscal impact. These actions will inform, together with Board
confirmation of District priorities on March 4, 2021, the development of the FY22 Budget and
CIAP as part of the annual Budget and Action Plan development process.
BOARD COMMITTEE REVIEW
This item was brought directly to the full Board given full Board interest and importance.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
This item is not subject to the California Environmental Quality Act.
NEXT STEPS
On March 4, 2021, the Board will confirm the District-wide priorities for the upcoming fiscal
year. The outcomes of the December 7, 2020 and March 4, 2021 Board retreat meetings will
guide the development of the FY22 Budget and Action Plan.
Attachments:
1. 2020 Environmental Scan Report
2. FY22 Strategic Plan Goals and Objectives
Responsible Department Head:
Ana Ruiz, General Manager
Prepared by:
Mike Bower, Budget & Analysis Manager
Stefan Jaskulak, Chief Financial Officer
Brian Malone, Assistant General Manager
Susanna Chan, Assistant General Manager
Ana Ruiz, General Manager
R-20-112 Page 5
Staff Contact:
Ana Ruiz, General Manager
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 1 of 7
2020 Environmental Scan Report
Introduction
This report summarizes the annual 2020 Environmental Scan responses, as the Midpeninsula
Regional Open Space District (District) looks forward and plans for FY22.
Each year, District managers take time to reflect on external and internal environments by
answering a set of questions. The goal of this exercise is to identify any new trends that the
District should be aware of, respond to in a timely fashion, and ideally get ahead of to avoid
potential challenges and be well poised to make the most of new opportunities.
The Environmental Scan considers current and anticipated changes to the economy, political
environment, local leadership, regulatory requirements, demographics, organization and
workflow, and technology trends. Key findings are presented below to inform Board discussion as
they consider whether revisions to the annual Strategic Plan Goals and Objectives are warranted.
Economy
The economic impacts from the pandemic continue to evolve, resulting in uneven effects across
economic and industrial sectors, with some strengthening and others shrinking dramatically.
Because of the pandemic’s unprecedented nature in modern times, predicting future economic
conditions is more uncertain than ever. With that said, there is a general expectation of slowed
economic growth for multiple years.
Several construction cost indices have shown that building materials, such as lumber, flooring and
carpet, have increased in 2020 and will likely continue to increase while labor costs are remaining
either constant or decreasing. In addition, prior cost fluctuations caused by tariffs seem to have
normalized. Contractor competition has increased due to a decrease in new construction projects.
Recent District experience on projects that go out to bid support this trend. For example, the AO
contractor prequalification process received qualification packages from 17 interested firms. For
other projects, the District is now normally receiving 3 to 8 construction bids, whereas before this
number was closer to 1 to 3. This level of construction bidding interest had not been previously
seen for over 5 years and has resulted in construction bids coming in near or below engineer’s
estimate. Another consequence of the increased bidding interest is increased District time and
effort to more closely manage the bid process to avoid potential bid protests and other issues that
hamper project delivery.
Although the region's job market remains stronger than the nation as whole and unemployment
rates have been dropping from historic highs earlier in the year, regional unemployment remains
higher than pre-COVID times. While the speed and breadth of economic recovery will ultimately
determine the longer-term health of the residential real estate market, at this time, assessed
property values that are the District’s primary source of revenue remain overall stable. However,
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 2 of 7
the rate of growth in value and therefore the rate of growth in District revenue has decreased as
compared to the January projections.
Currently, there is no indication that counties plan to suspend the Teeter Plan or that tax receipts
will be less than planned. The December 2020 tax collections, as compared to past years and
planned amounts, will be an important indicator of the reasonableness of District revenue
projections and Teeter Plan suspension risk. Based on the District Controller’s conservative 30-
Year Cash Flow Model, property tax revenues are projected to slow down to a growth rate of 3.5%
in FY22 and beyond. The total General Fund ad valorem property tax revenue estimate for FY21 is
3.6% above FY20, a notably lower rate of increase than the past seven years, which has ranged
between 5.6% and 10.9%.
Local and state government revenues have been much more heavily impacted by the COVID
economic downturn than the District and these other agencies have experienced more extensive
COVID-related expenses. This is in part due to significant decreases in key sources of local agency
revenue, including sales tax and transit occupancy tax. This economic impact has already
significantly affected potential partnerships and grant funding sources at the county and state
level. For example, an $8 million request for state funding to support the potential Cloverdale
acquisition did not go through due to a redirection of state funds to COVID-relief and fire recovery
needs. Also, an approximately $1.2 million state Forest Health Grant request had to be deferred
due to similar circumstances.
Political Environment and Local Leadership
Federal
Assuming there will be a peaceful transition of power at the presidential level, favorable changes
to protect the environment and address climate change impacts are anticipated. However, there
may be an overall reduction in federal agency budgets and programs due to an increase in the
national debt to pay for significant pandemic stimulus packages that are focused on jobs, business
recovery, public health, and human services.
State
The Governor of California, Gavin Newsom, signed an executive order on October 7 to protect a
third of California’s land and coastal waters in his latest effort to fight climate change. With the
goal of protecting 30% of California land by 2030, he directed state agencies to pursue actions on
state lands and waters that absorb climate-warming carbon from the atmosphere. His directive
aligns well with the District’s mission. Due to funding constraints as a result of the ongoing
pandemic, the scope of available funding at least in the near term is expected to be limited and
focused on wildfire recovery. The extent and duration of state unemployment will likely
determine what state funding proposals are considered and passed.
The November 2020 general election includes all three state senators that represent the District.
The District has had particularly productive relationships with the current state senators, all of
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 3 of 7
whom are terming out. It will be important to build and develop strong relationships with newly
elected senators.
Local
The District’s stature and awareness continues to increase locally among the public, community
organizations, partners, and agencies thanks to many successful high-profile projects and outreach
efforts, including the completed Ravenswood Bay Trail, Bear Creek Redwoods Public Access, the
opening of the Mount Umunhum summit, and positive outcomes from the La Honda Public Access
Working Group. Recent wildfire response efforts have also enhanced positive regard for the
District.
Public attendance at District preserves has surged during the pandemic, leading to increased
societal appreciation for the value of open space and nature, and public awareness and
appreciation of the District. Holding virtual Board meetings has increased public participation in
District activities. With increasing public engagement, ensuring that the District retains adequate
tools, processes, and staffing to effectively manage public input, stakeholder communications, and
public outreach is ever more important.
Ward boundary redistricting will occur after the 2020 census. This is a time-intensive process that
involves Information Systems and Technology, General Manager’s Office, Public Affairs, Legal, and
the Board of Directors. With an overall increase in public participation, this effort may engage
many more residents to participate in the process.
California’s focus on wildland fire prevention, community resilience, forest management, and
utility oversight continue to intensify. This focus is also reflected locally with increased demands
and opportunities to work with neighbors, municipalities, and fire agencies to address fire risk and
increase fuel reduction work. At this time, it is unclear whether these demands will bring new
funding opportunities in the near term given the major economic and health impacts brought on
by the pandemic. Regardless of available funding, these demands are beginning to divert staff
resources away from other traditional open space projects and operations. The increasing number
of “Red Flag” closures is also creating greater District operational impacts to properly manage the
closures and the concentration of visitor use in the preserves that remain open (red flag closures
primarily affect coastal preserves, Windy Hill, and Teague Hill).
Regulatory Requirements
Permitting is one of the primary factors outside District control that continues to affect project
timelines. The pandemic has exacerbated permitting delays as many local, state, and federal
agencies were substantially limited in their ability to process permits due to shelter-in-place
orders. Agency workforce reductions and/or redirections to other more pressing needs (e.g.
supporting Emergency Operation Centers) have and continue to affect permit timelines. These
same agencies are also working to manage a backlog of permit reviews that further impact project
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 4 of 7
timelines, resulting in delayed permit coordination meetings, permitting consultations, permit
reviews, process changes, and permit issuance.
The District regularly faces a multitude of overlapping jurisdictional permitting processes at the
local, county, state, and federal level that increase project costs and extend project delivery
timeframes. Staff continues to make progress towards a programmatic permitting solution for
routine maintenance and small-scale projects at the state level and with San Mateo County.
Furthermore, staff is monitoring legislative bills to identify additional opportunities for permit
streamlining. Unfortunately, the District is now also seeing permitting slowdowns and issues with
Santa Clara County and is exploring whether opportunities exist to restore prior permit
efficiencies.
Demographics
The District’s jurisdiction is trending younger and more diverse. And while average income and
education levels are very high, District constituents reflect an exceptionally wide range of income
and education levels. The negative effects of the pandemic have been experienced
disproportionately by underserved communities.
The region, along with the country, is experiencing a resurgence in the quest for diverse
representation and social equity, and the District has been responsive by creating two staff teams
to further Board policy on diversity, inclusion and equity. One team is specifically focused on
recruitment/retention/staff development and the other on community partnerships/outreach.
Engaging a more diverse and fully representative demographic will forge a stronger long-term
bond with the communities we serve.
The pandemic has increased preserve visitation in all locations. Existing parking facilities are ill
equipped to meet peak demands in popular preserves on Fridays, Saturdays, and Sundays, and
holidays, resulting in overflow roadside parking and the need for additional No Parking zones to
prevent parking in unsafe locations. At the same time, the visitation levels demonstrate a high
level of public support and appreciation for open space and opportunities to increase District
awareness and high regard. Moreover, recognizing that there is a significant distance and
elevation difference between the vast majority of people and most public open spaces, equity is
an important consideration as solutions are explored to address the visitation demands.
Internal Organization and Workflow
The number of field staff positions increased significantly following the 2015 adoption of the
District’s organizational study (FOSM) and the subsequent split of the Operations Department into
the Visitor Services Department and Land and Facilities Services Department. This growth added
17 new positions to meet a variety of growing field needs, including the administrative operation
of two departments, increased patrol demands in the Foothills Area with the opening of new
public access areas, creation of the special projects field crews to complete in-house construction
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 5 of 7
projects, and additional maintenance staff to address the operational needs of expanded acreage
and new facilities. Although field staffing has grown significantly since 2015, maintenance and
patrol demands continue to rise due to high visitation, continually increasing acreage, new trail
mileage, increasing demands for fuels management work, and operational maintenance of newly
constructed public access facilities. In addition, the District retains a growing list of deferred
resource management work that also needs attention.
New infrastructure projects often result in permit requirements that include significant
revegetation and multi-year monitoring (typically 5+ years for watering, weeding, plant
establishment, and plant replacement). Much of this work is contracted out. As more District
projects are completed, ongoing contractor costs and staffing resources to oversee the monitoring
and maintenance of revegetation sites will continue to escalate. Although this work is necessary
to complete public access projects, the work diverts resource management capacity from
completing other more impactful habitat restoration focused projects.
Social distancing requirements brought on by COVID-19 have dramatically shifted traditional work
processes, including the hiring and onboarding of new employees. This has led to new and
adjusted practices and procedures that work well in remote work environment, as well as
additional staff coordination and communications to meet recruitment and onboarding goals. In
addition, the District has limited the number of seasonal positions hired in 2020 to ensure proper
social distancing as new work practices have been developed, implemented, and refined. The
recent rise in unemployment rates has been accompanied by a larger applicant pools for vacant
positions.
In response to the pandemic and shelter-in-place orders, the District has done an exceptional job
transitioning to remote work, complying with new regulations, and adapting work assignments
while continuing to deliver on District objectives and goals. Internally, shifts in work patterns,
communication platforms, and employee protocols have created mixed impacts to District
workloads – in some ways requiring more effort in using these new systems to move projects
forward, and in other ways increasing the convenience and ability to connect remotely.
Unfortunately, external communications with agencies and vendors are not always optimal given
limitations on their end that can slow coordination work. These pandemic related effects
continue to evolve and will likely extend into FY22. While the District’s ability to adapt has been
commendable, the ability to deliver projects is overall reduced from pre-pandemic levels. In the
meantime, we remain vigilant in preserving our collaborative culture that is unique to the District
during ongoing workplace disruptions.
Technology Trends
In the last five years, staff have placed significant effort, time, and attention on the
implementation and training of new technology, software, and processes, including SharePoint,
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 6 of 7
OneDrive and Microsoft Teams. Many of these recently added technologies allowed for an
expedited and successful shift to remote work necessitated by the pandemic in mid-March.
Local agencies, like the District, are expected to increase data access and public engagement
through technology and online tools. Work completed over the last few years has laid a strong
foundation for future technological success, and the work is not yet done. District investments in
technology are continual. Possibilities for new technologies include increased use of mobile
connectivity (e.g., communication, ecological data collection and fire monitoring), enterprise
resource planning/finance software modernization, improved webcasting/videoconferencing, and
telephone/communications systems update. And, as the District expands its cyber connectivity,
the need for more robust cybersecurity also increases especially given the proliferation of
cyberattacks on public agencies. Overall, since the pandemic, cyberattacks have increased over
800% and more than 90% of companies reported such an increase in attacks.
Other Topical Trends
As the District prepares for the next fiscal year, other topics to consider include:
• Formalizing operational changes made in response to the pandemic (e.g., public meeting
video conferencing).
• Remaining responsive to the continual shift in communications channels (e.g. less direct
mail and more social media and online communications) and demographic differences
amongst social media platforms.
• As the District continues to pursue new policies, projects, and initiatives in support of its
mission, non-traditional modes of outreach and engagement are needed to keep the public
well informed and contributing input early to validate and support District processes and
outcomes. Reviewing early concepts and ideas with key community leaders can gauge
anticipated levels of public support and interest, and inform outreach and engagement
efforts.
• The property management program growth and demands have outpaced staff capacity. An
attempt in early 2020 to contract with property management firms for management of
residential structures was unsuccessful due to lack of interest in response to a request for
proposals. New and modified, scalable strategies are needed to meet new needs.
• The District continues to receive high levels of e-bike advocacy requests from members of
the public as well as strong sentiments from all sides supporting and opposing the use. A
careful approach is required to evaluate whether e-bikes use is compatible with the
District’s mission and aligned with core values.
• The District’s response to the August lightning complex fires (including both field staff
suppression and GIS dynamic mapping applications and rapid data-hosting capability)
propelled the District’s stature among regional agencies. Future requests are expected
when regional responses are required.
Attachment 1
MROSD Board Retreat #1 December 7, 2020
FY22 Environmental Scan Report Page 7 of 7
• The District’s 50 year anniversary is fast approaching in 2022. Significant resources will be
necessary to plan, organize, and hold celebratory events and activities that showcase the
District’s work and positive impact. This major “golden” anniversary presents a
tremendous opportunity to further educate and engage the public, and further build
widespread support and appreciation.
###
FY22 Strategic Plan Goals and Objectives
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects
through reporting results and building partner relationships
Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based
approach to regional environmental protection
Objective 3 – Build and strengthen relationships with legislators to advocate environmental protection goals
Objective 4 – Preserve open space lands of local and regional significance
Goal 2 – Protect the positive environmental values of open space lands
Objective 1 – Take a regional leadership role in promoting the benefits of open space
Objective 2 – Protect and restore the natural environment in a manner that expands regional resiliency and
climate change adaptation to preserve healthy natural systems
Objective 3 – Work with fire agencies and surrounding communities to strengthen the prevention of,
preparation for and response to wildland fires for enhanced ecosystem resiliency and public safety
Objective 4 – Support the viability of sustainable agriculture and character of rural communities
Goal 3 – Connect people to open space and a regional environmental protection vision
Objective 1 – Communicate the benefits of a regional environmental protection vision
Objective 2 – Refine and implement a comprehensive public engagement strategy, including the outreach
to diverse communities and enhanced public education programs
Objective 3 – Expand opportunities to connect people to their public open space preserves consistent with
a regional environmental protection vision
Objective 4 – Reflect the diverse communities we serve in the District’s visitors, staff, volunteers, and
partners
Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission
Objective 1 – Provide the necessary resources, tools, training, and infrastructure, including technology
upgrades and capacity building
Objective 2 – Continuously evaluate and improve processes and business model to effectively and
efficiently deliver Vision Plan projects and the District’s ongoing functions
Objective 3 - Build state of readiness for potential disruptions by completing a risk assessment and
creating a business continuity plan
Objective 4 – Continue to engage constituents for bond sales and via the work of the Bond Oversight
Committee – “Promises made, promises kept.”
Objective 5 – Remain financially sustainable by pursuing and ensuring discretionary funding opportunities
and partnerships to augment operating, capital, and bond funding sources, and ensure that large capital
expenses and land acquisitions, including associated public access and land management costs, are
evaluated within the long-term financial model and remain financially sustainable
Objective 6 – Continue to recruit, develop and retain talented staff to implement the District's mission and
strengthen our organizational capacity
Attachment 2
R-20-113
Meeting 20-28
December 7, 2020
AGENDA ITEM 3
AGENDA ITEM
Potential Focus Areas for Fiscal Year 2021-22
GENERAL MANAGER’S RECOMMENDATIONS
Discuss and provide feedback on the potential focus areas for Fiscal Year 2021-22.
SUMMARY
Each year, the Board of Directors (Board) holds two retreats as part of the annual budget process.
For the budget development cycle ending June 30, 2022 (FY22), these retreats are scheduled on
Monday, December 7, 2020 and Tuesday, March 4, 2021. This annual Board Retreat Meeting 1
(Strategic Planning) provides the Board with an early opportunity to set the overall course for the
coming year at a broad policy level. Board feedback on the potential focus areas that will likely
emerge in the coming year will guide the development of the FY22 Budget and Action Plan.
DISCUSSION
Specific operational and capital projects that form the Midpeninsula Regional Open Space
District’s (District) Annual Budget and Action Plan are derived from the following:
• Measure AA Five-Year Project List and Parking Lot List
• Vison Plan Priority Actions
• District Mission/Coastside Mission
• Board-approved annual Strategic Goals and Objectives
• Climate Action Plan
• Board-approved Preserve Plans and Use and Management Plans/Amendments
• Prior Capital Improvement and Action Plans (CIAP) to identify next phases of projects
• Partnership and grant agreements
• Full Board discussions and direction on topics of interest
Based on an early review of upcoming efforts and emerging issues, the following seven potential
focus areas have been identified heading into FY22 as deserving Board discussion and feedback:
1. Preparations for the new Administrative Office (AO)
2. Post-COVID adjustments
3. Wildfire resiliency
4. Management and response to higher preserve visitation
5. Evaluation of potential E-bike use amidst a wide range of public sentiment
R-20-113 Page 2
6. Net-zero impacts and resource management priorities
7. 50th Anniversary planning and activities
A brief description of each follows below.
Preparations for the new Administrative Office (AO)
Significant work remains in FY22 to complete everything involved with the new Administrative
Office located at 5050 El Camino Real, including: interior and exterior construction to prepare
the office for District use; purchase and installation of owner-furnished elements; consideration
of expanded remote work options and subsequent interior office space adjustments; preparation
for and completion of the office move; training on and trouble-shooting the new office systems;
design, manufacturing, and installation of interpretive and educational features; and hosting of a
public open house. Further details are provided below:
• To prepare for the office move and increase records management efficiency and
transparency, District staff continues to make progress on the Records Management
project. The Board approved the District-wide records retention schedule in March 2020,
and staff are reviewing and inventorying documents for electronic filing, and identifying
which are past their retention and can be disposed. In early 2021, staff will bring forward
a contract for Board approval to implement an electronic document management system
(EDMS) and secure document scanning services to digitize documents and create an
electronic records repository. The EDMS and creation of a trusted electronic documents
system will allow the District to reduce the amount of hard copy documents that are
relocated to the 5050 El Camino Real building and increase efficiency and transparency
when accessing historic documents.
• Move management is an important component of the AO Project. Once construction is
underway in spring 2021, a Move Management Team with representatives from the
General Manager’s Office, Engineering and Construction, Administrative Services, and
Land and Facilities Departments will come together to coordinate the spring 2022 move.
Key tasks will include cataloging and evaluating the reuse of existing furniture,
identifying possible sources for second-hand office furniture, entering into a procurement
contract(s) for new furniture as needed, developing the move-in schedule, and identifying
and coordinating needed resources for the move.
• The pandemic has required the District to substantially change its work environment,
with most administrative office staff still working exclusively from home. This
unplanned “experiment” has shown that the District can remain highly productive,
moving projects forward in a remote environment. The approved AO design allows for
flexibility in scaling down the District’s office space use to scale up the available lease
space if the District opts to expand its long-term remote work options and telecommute
policy. District staff will hold internal discussions on long-term business operational
changes and consider possible adjustments to the interior space accordingly. These
changes will be made with the goal in mind of ensuring staff productivity and effective
business operations while maximizing lease revenue to further offset project costs.
• Planning is underway for the interpretation and educational elements of the new public
spaces to tell the stories of the District’s work in preserving open space and working
lands, restoring the natural resources, and creating opportunities for public enjoyment of
nature. During the coming year, staff will be working with a hired consultant and the
Board to finalize the designs and move forward with the manufacturing and installation
R-20-113 Page 3
of these educational elements. As part of the project, the District is also planning a public
open house event that will be integrated into the 50th Anniversary community-wide
celebrations.
Post-COVID adjustments
The pandemic has necessitated many “temporary” changes to District processes and procedures.
Looking forward toward a post-pandemic period, staff is reflecting on what the District has
learned over the last nearly nine months and the changes that the agency may want to refine and
continue into the future to improve communications and workplace efficiencies, enhance
workforce retention strategies, reduce operational greenhouse gas emissions, and facilitate
greater public participation and engagement. Changes under consideration include:
• Hybrid use of video and remote electronic communication tools with in-person oral
communications to facilitate greater participation at public meetings.
• Increased telecommuting to support the District’s Climate Action Plan goals of reducing
employee-based emissions while furthering employee recruitment and retention goals.
• Expanded employee scheduling and reporting flexibilities such as longer-shifts, alternate
hours, and reporting directly to field locations directly from home.
• Continued use and possible expansion of remote communication tools to support person-
to-person, team-to-team communications across all levels and facilitate All Staff
communications.
• Greater emphasis and expansion of social media communications and outreach, including
use of educational and interpretive videos/webinars, expanded content, and more regular
postings.
• Maintaining close communication and coordination with partner agencies to share
information, coordinate on issues and needs of mutual interest, and partner on region-
wide efforts.
Wildfire resiliency
California is intensifying its focus on wildland fire prevention, community resilience, forest
management, and utility oversight given repeated years of catastrophic fires that are expected to
continue as climatic changes create drier conditions and longer fire seasons. Locally, this focus
is reflected in the increasing demands and opportunities to work with neighbors, municipalities
and fire agencies to expand fuel management work and reduce fire risk. While the focus on fire
prevention, preparation, and suppression may bring new funding opportunities, these also require
additional staff time to remain responsive and be poised to leverage new grants and partnerships.
Even with these outside resources, expanding fuel management activities will likely require
allocating additional District funding and either adding staff or redirecting staff from capital
project work. Moreover, in light of the longer fire seasons and heightened sensitivities about fire
weather, the District has and will likely continue to dedicate more time to address an increase in
“Red Flag” days and related preserve closures, as well as the resulting concentration of visitor
use at preserves that remain open.
Management and response to higher preserve visitation
Shelter-in-place restrictions and limitations on group activities and indoor-based businesses and
recreation centers, in response to the pandemic, created a high demand for safe, outdoor open
space and nature experiences. Many people are relying on their regional and local parks and
open spaces to seek a respite from day-to-day stresses and anxieties for their mental, emotional,
and physical well-being. As a result, preserves are experiencing heightened levels of visitation.
R-20-113 Page 4
This increased visitation is highlighting a growing public appreciation for open space and the
essential services the District provides to the greater public. The visitation presents opportunities
to further expand public awareness and support for open space preservation as many people
connect with the land for the very first time, are reconnecting after a long hiatus or have
increased their frequency of visits.
At the same time, these levels of visitation present new challenges with preserve parking areas
not well equipped to meet the demands during peak days and times, resulting in high roadside
overflow parking that impacts roadways and neighboring communities. As the District considers
new multi-modal solutions at Rancho San Antonio and Purisima Creek Redwoods that can be
applied elsewhere at other preserves, it will be important to balance multiple considerations:
public desires for safe nature connections; local resident concerns; protection of natural resource
values; and equity of access. FY22 presents opportunities to think differently about how people
access preserves and how the District can partner with other entities to offer innovative solutions
that do not yet exist for the Peninsula, Coast, and South Bay. Although economic conditions and
ongoing social distancing requirements may slow progress, elements can be formulated and
made ready to implement once the right time arrives.
Evaluation of potential E-bike use amidst a wide range of public sentiment
Over the last several years, public interest in electric bicycles (e-bikes) for transportation and
recreation has grown steadily across the country. This trend is reflected locally by the increased
use on public roadways and allowance by some land management agencies on various trail
networks. Although not currently permitted, rangers have reported a rise in e-bike use in District
preserves. Over the last two years, the District has received numerous public requests to consider
e-bike access. When the topic has been discussed at Board meetings, the District received a wide
range of public comments reflecting sentiments in favor and in opposition to e-bike use.
Significant staff time will be dedicated to the pilot program for e-bike use on paved and
improved trails in Ravenswood Open Space Preserve and Rancho San Antonio County Park and
Open Space Preserve.
Unfortunately, there is limited research on the use of e-bikes in a natural open space setting and
their effects on other visitors, unpaved trail surfaces/trail maintenance, and sensitive natural
resources. Next fiscal year, staff will be challenged with the task of providing information for the
Board to determine whether a pilot program to evaluate e-bike use on unimproved District trails
is compatible with the District’s mission, goals, and core values. This work may necessitate
homegrown research to collect sufficient data to make informed extrapolations and arrive at
useful findings for Board consideration. If a pilot program for e-bikes on unimproved trails is
approved, the District may have the opportunity to partner with e-bike advocates in the
community to develop and implement an e-bike/bike educational campaign for promoting safe e-
bike/bike use and proper trail and natural resource care etiquette in District preserves.
Net-zero impacts and resource management priorities
Over the course of the last year, various members of the Board have raised questions about net-
zero impacts as a goal for capital projects. Net-zero impacts refers to the addition of natural
resource improvements and benefits as part of public access improvements and other capital
projects to compensate for any potential impacts that may result from the construction and
operation of the new facilities. This concept goes beyond mitigation required by permitting
agencies. The concept of net-zero has come up in the context of the proposed Beatty Parking
Area and Trail Connection Project and potential new parking and trail improvements to open the
R-20-113 Page 5
central area of La Honda Creek Open Space Preserve. This concept is best considered in the
broader context of District-wide resource management work and priorities, which the Natural
Resources Department is preparing to present in March 2021 at an upcoming Board study
session. An important tradeoff that the Board will need to weigh as part of these discussions
relates directly to staff capacity and/or funding – in particularly, determining how best to allocate
limited staff capacity and funding between achieving net-zero impacts on a smaller scale and
project by project basis versus working on larger or regional, high impact habitat restoration
projects that focus on sensitive, rare and/or at-risk resources. Staff chooses degraded sites for
access improvements such as parking lots and avoids sensitive natural resources when laying out
trails. Habitat improvements located in close proximity to these improvements will tend to cost
more and deliver less impact in restoring natural resources. Additionally, by their proximity to
public access, restored sites will be at increased risk of degradation.
50th Anniversary Planning and Activities
The District will be celebrating 50 years of outstanding accomplishments, tremendous public
support, instrumental partnerships, and visionary leadership that has culminated in over 64,000
acres of preserved open space lands, protection of rare and sensitive natural resources, support of
local agriculture, and over 240 miles of trails that provide people with essential connections to
nature. Plans are in development to commemorate the District’s 50th Anniversary through a
series of events and activities in calendar year 2022. Preliminary details of the year-long
festivities will be presented to the full Board on December 16 and include a science symposium
and gathering, a documentary video, increased outreach at community events, in preserves and at
an open house for the new administrative office, and other planned activities. The next two
years, including FY22, will require considerable staff and consultant resources to prepare and
finalize implementation plans, and kick off celebration events and activities. The robust plan
will require a significant allocation of staffing resources from across the entire organization. The
Board of Directors are also expected to take on significant roles in the festivities.
For each of the seven items discussed above, staff will provide introductory verbal comments at
the Board Retreat to help initiate a broader Board discussion to arrive at feedback and guidance
for staff to fold into the FY22 Budget and Action Plan.
FISCAL IMPACT
The discussion of the potential focus areas has no immediate fiscal impact. This action will
inform, together with Board confirmation of District priorities on March 4, 2021, the
development of the FY22 Budget and CIAP as part of the annual Budget and Action Plan
development process.
BOARD COMMITTEE REVIEW
This item was brought directly to the full Board given full Board interest and importance.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-20-113 Page 6
CEQA COMPLIANCE
This item is not subject to the California Environmental Quality Act.
NEXT STEPS
On March 4, 2021, the Board will confirm the District-wide priorities for the upcoming fiscal
year. The outcomes of the December 7, 2020 and March 4, 2021 Board retreat meetings will
guide the development of the FY22 Budget and Action Plan.
Responsible Department Head:
Ana Ruiz, General Manager
Prepared by:
Mike Bower, Budget & Analysis Manager
Stefan Jaskulak, Chief Financial Officer
Brian Malone, Assistant General Manager
Susanna Chan, Assistant General Manager
Ana Ruiz, General Manager
Staff Contact:
Ana Ruiz, General Manager
DATE: December 7, 2020
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Mike Bower, Budget & Analysis Manager
SUBJECT: Development of a True Multi-Year Capital Improvement and Action Plan
_____________________________________________________________________________
BACKGROUND
The Capital Improvement and Action Plan (CIAP) is prepared annually under Board direction
and forms a significant portion of the fiscal year work program for the Midpeninsula Regional
Open Space District (District), encompassing all the key projects and initiatives that meet the
minimum $50,000 capital threshold. The CIAP is comprised of projects that begin or continue in
the new fiscal year with cost estimates provided for the new year and subsequent two years for
projects that may carry over multiple years. This has resulted in a true one-year CIAP with three
years of anticipated project expenses.
As the District continues to expand its budget and action planning capabilities and strives to
develop more complete fiscal year budget projections, it behooves the District to move toward a
true multi-year CIAP. A multi-year CIAP will best assist the District in prioritizing projects,
setting timing goals, and anticipating eligible projects for potential grant funding. A multi-year
CIAP will also improve the District’s financial planning and staff growth projections as future
revenues and staffing needs are evaluated against planned funding allocations for capital
projects. With the goal of eventually arriving at a true multi-year CIAP in mind, the General
Manager will begin by expanding the FY22 CIAP by one year to serve as a true two-year CIAP
with a complete project list for FY22 and FY23. The General Manager intends to continue
expanding the CIAP in future years to ultimately arrive at a true three to five year CIAP.
The current Measure AA (MAA) Five-Year Project List as last approved by the Board on March
15, 2018 will guide the development of the FY22 CIAP. As the CIAP is expanded over time, the
MAA portion of the CIAP could replace the MAA Five-Year Project List with the benefit of
being annually updated as part of the budget and action plan development cycle, keeping this list
fresh and up to date.
While a three to five year CIAP is often considered a budgeting best practice for many
governments, unique aspects of the District make this challenging to fully implement up front.
Relative to its overall size, the District is unique in the type, complexity, and large number of
capital projects that are undertaken each year. Most District projects and initiatives are prone to
unexpected scope, schedule and budget adjustments due to many outside factors, including
weather and permitting. In addition, many District projects are opportunistic, relying heavily on
willing sellers, ready partners, and grant revenues. A number of projects are also difficult to
anticipate, including actions that follow a new acquisition, repairs to newly damaged facilities,
and activities to address newly emerging issues. As a result, the process for expanding the CIAP
will take some time to thoughtfully develop and anticipate future needs, evaluate recurring or
deferred activities, consider outstanding commitments, and plan out future project phases.
NEXT STEPS
High-level resource loading calculations will be prepared for the true two-year FY22 CIAP to
confirm that the proposed workload is manageable for FY22 and FY23 based on staff capacity.
The lessons learned in developing the true two-year FY22 CIAP will be used to improve future
processes as the District expands to a three to five year CIAP.
###
DATE: December 7, 2020
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Mike Bower, Budget & Analysis Manager
SUBJECT: Progress Update on Measure AA Commitments
_____________________________________________________________________________
Measure AA Overall Completion Percentage
In June 2014, voters approved Measure AA (MAA), a 30-year, $300 million general obligation
bond to protect natural and working lands; open preserve lands to the public; construct public
access improvements such as new trails and parking/staging areas; and restore and enhance open
space land, forests, streams, watersheds, and coastal ranch areas. Projects are grouped in 25 key
project portfolios organized by geographic area within the Midpeninsula Regional Open Space
District’s (District) boundaries. Proceeds are generated from a series of bond sales over a 20 to
30 year period.
The District began using MAA funds in 2014 and the prior Fiscal Year 2019-20 marks the
completion of the sixth year of funding. The table on the following page estimates an MAA
overall completion percentage range. The overall MAA completion range is determined by
using two different methods for estimating the completion percentage of each MAA portfolio
and then calculating a weighted average of all portfolios using two different weighting methods.
In the following chart:
• The first column estimates the percent completion for each portfolio based on the
estimated projects/tasks completed within each portfolio as shown in the “Measure AA
Bond Annual Accountability Report”. The project completion percentages for each
portfolio are derived from the “Portfolio Progress Indicators” moon-charts described in
the report.
• The second column estimates the percent completion for each portfolio based on the
inception-to-date actual spend through June 30, 2020 (FY20) and the Budget
expenditures for FY21 through FY23 for projects underway as compared to the total
MAA allocated portfolio expenditure shown in the “Measure AA Bond Annual
Accountability Report”.
• The last two columns in the chart are used to weight the completion percentages in the
first two columns to arrive at the matrix of results at the bottom of the chart (green
shaded area). The third column shows an equal weighting by portfolio (i.e. each portfolio
is 1/25th) while the fourth column reflects a weighting by portfolio to the total $300
million expenditure allocation.
Applying the two portfolio completion estimation methods to the two weighting methods
estimates an overall MAA completion and committed percentage of between 31.6% and 37.8%
(as shown in the green shaded are at the bottom of the chart). This compares to currently being
almost 22% (6.5 years) through the 30 year MAA timeframe.
Since MAA’s inception in 2014, MAA related accomplishments include:
• 1,976 acres preserved
• 20.1 miles of additional trail opened to public access
• Closing a critical 0.6-mile gap to establish 80 miles of continuous Bay Trail access
• 3 new parking areas with a total of 126 new parking spaces created
• Expanded the conservation grazing program by 315 additional acres
• Three (3) new preserves/preserve areas opened to the public - Mount Umumhum Summit
of Sierra Azul Open Space Preserve, lower La Honda Creek Open Space Preserve, and
Bear Creek Redwoods Open Space Preserve
MAA Overall Completion Estimate
Equal
Weight
By Allocation
$
Portfolio 1 Miramontes Ridge 5%1%4.0%9.3%
Portfolio 2 Regional 83%59%4.0%1.7%
Portfolio 3 Purisima Creek Redwoods 25%88%4.0%2.5%
Portfolio 4 El Corte de Madera Creek 58%12%4.0%2.8%
Portfolio 5 La Honda Creek 25%43%4.0%3.9%
Portfolio 6 Windy Hill 0%2%4.0%4.2%
Portfolio 7 La Honda Creek 75%84%4.0%4.9%
Portfolio 8 La Honda Creek and Russian Ridge 13%14%4.0%5.1%
Portfolio 9 Russian Ridge 88%12%4.0%1.9%
Portfolio 10 Coal Creek 50%44%4.0%2.7%
Portfolio 11 Rancho San Antonio 33%2%4.0%3.6%
Portfolio 12 Peninsula/South Bay Cities 8%0%4.0%0.3%
Portfolio 13 Cloverdale Ranch 0%0%4.0%5.2%
Portfolio 14 Regional 13%0%4.0%1.3%
Portfolio 15 Regional 13%9%4.0%16.9%
Portfolio 16 Long Ridge 0%0%4.0%1.7%
Portfolio 17 Regional 50%21%4.0%2.6%
Portfolio 18 South Bay Foothills 88%94%4.0%0.5%
Portfolio 19 El Sereno 63%69%4.0%0.8%
Portfolio 20 South Bay Foothills 25%44%4.0%4.7%
Portfolio 21 Bear Creek Redwoods 80%93%4.0%5.8%
Portfolio 22 Sierra Azul 30%63%4.0%2.2%
Portfolio 23 Sierra Azul 100%77%4.0%9.3%
Portfolio 24 Sierra Azul 13%16%4.0%3.4%
Portfolio 25 Sierra Azul 8%5%4.0%2.7%
All Portfolios 100.0%100.0%
Total MAA Estimated Percent Complete
Average of Portfolio Projects Estimated Completion 37.8%34.5%
Total Net* Spend and Committed as % of Allocation 34.1%31.6%
* Net expenditure after reducing for grants
Estimated Total Percent Complete of
Portfolio Commitments
Portfolio Weighting
Based on the
Average of the
Portfolio Projects
Estimated
Inception-to-Date
Through FY23
(Actual & Budget)
Total Net* Spend as
• $19.9 million in total investments on coastside projects
A full description of all MAA accomplishments can be found in the “Measure AA Bond Annual
Accountability Report” accessible via the District’s website (https://www.openspace.org/about-
us/district-reports).
MAA Five-Year Project List Progress
At the Board Retreat on March 15, 2018, the Board approved the MAA Five-Year Project List
for FY19 to FY23, which includes 53 projects that should be started but not necessarily
completed within the five-year timeframe. As of June 30, 2020, 13 items have been completed,
34 items are in progress, and 6 have not yet begun.
The primary activities completed in FY20 include:
• MAA03 - Lot Line Adjustment and Property Transfer - Purisima Upland
• MAA04 - Oljon Trail construction
• MAA17 - Stevens Creek Nature Trail Bridges (2) construction
• MAA17 - Lysons Demolition & Site Restoration
• MAA21 - Pond Improvements
In addition to the activities completed in FY20 (which ends June 30, 2020), “MAA02 - Opening
of the Ravenswood Bay Trail to the public” was completed soon after in August 2020.
Those projects that have not yet begun include:
• MAA01 - Madonna Bridge Replacement
• MAA03 ‐ Purisima Uplands Parking Area, Trails, Invasive Species Removal and
Restoration
• MAA05 - Phase 2 - Paulin Bridge Replacements (2)
• MAA09 - Road & Trail Projects - Charquin Trail
• MAA16 ‐ Trail Connections to Eagle Rock and Devil's Canyon
• MAA17 ‐ Upper Stevens Creek Trail ‐ Complete Trails Master Plan and environmental
review, design and construction plans (in partnership with Santa Clara County Parks)
The stated goal is to start work on the remaining 6 projects by FY23.
The following table lists the status of each MAA Five-Year Project List project by portfolio as of
June 30, 2020. As previously noted, a full description of all MAA accomplishments can be
found in the “Measure AA Bond Annual Accountability Report” accessible via the District’s
website (https://www.openspace.org/about-us/district-reports).
MAA Portfolio No. Project Name Status
MAA01- Miramontes Ridge:
Gateway to the Coast Public Access, Stream Restoration and
Agriculture Enhancement
Madonna Bridge Replacement Not started
Water Infrastructure Development In progress
Pursue Land Conservation Opportunities In progress
Pursue Public Access Partnerships with Other
Public Agencies
In progress
MAA02- Regional: Bayfront Habitat Protection and Public
Access Partnerships
Pursue Land Conservation Opportunities Complete
Cooley Landing - Interpretative Facilities &
Infrastructure
Complete
Ravenswood Bay Trail Complete
MAA03- Purisima Creek Redwoods: Purisima-to-Sea
Trail, Watershed Protection, and Conservation Grazing
Grazing and Water Systems Infrastructure In progress
Site Clean Up and Soil Remediation Post-
Purchase (Giusti - Purisima uplands)
In progress
Pursue Land Conservation Opportunities In progress
Lot Line Adjustment / Property Transfer
(Giusti - Purisima Uplands) and Protection of
Lobitos Creek Watershed
Complete
Purisima Uplands Parking Area, Trails,
Invasive Species Removal and Restoration
Not
started*
MAA04- El Corte de Madera Creek:
Bike Trail and Water Quality Projects
Oljon Trail Complete
MAA05- La Honda Creek:
Upper Area Recreation, Habitat Restoration and
Conservation Grazing Projects
Phase 2 - Paulin Bridge Replacements (2) Not started
Fisheries Restoration In progress
Red Barn Public Access Area In progress
Phase II Trail Design & Implementation - Red
Barn to Main Ranch Road (connects to La
Honda Creek loop)
In progress
Grazing and Water Systems Infrastructure In progress
MAA Portfolio No. Project Name Status
MAA06- Windy Hill:
Trail Improvements, Preservation and Hawthorns Area
Historic Partnership
Hawthorns Property Site Specific Plan
Implementation
In progress
Hawthorns Property Public Access Site Plan In progress
MAA07- La Honda Creek:
Driscoll Ranch Public Access, Endangered Wildlife
Protection and Conservation Grazing
Redwood Restoration and Road Rehabilitation In progress
Phase II Trails Design & Implementation - La
Honda Creek Loop
In progress
MAA08‐ La Honda/Russian Ridge:
Preservation of Upper San Gregorio Creek
Watershed & Ridge Trail Completion
Pursue Land Conservation Opportunities In progress
MAA09- Russian Ridge: Public Recreation, Grazing and
Wildlife Protection Projects
Road & Trail Projects - Charquin Trail Not started
Grazing Infrastructure
Assessment, Scoping, & Implementation
Grazing Lease
Water Systems Infrastructure
In progress
Pond Improvements (1-2 ponds) In
progress**
MAA10- Coal Creek:
Reopen Alpine Road for Trail Use
Alpine Road Trail Improvements In progress
MAA11- Rancho San Antonio:
Interpretive Improvements, Refurbishing, and Transit
Solutions
Interpretive Facility Improvements at Deer
Hollow Farm
In progress
Non-Motorized Mobility,
Transit Connections and Parking Alternatives
In progress
MAA13‐ Cloverdale Ranch: Wildlife Protection, Grazing,
and Trail Connections
Pursue Land Conservation Opportunities In progress
MAA16‐ Long Ridge:
Trail, Conservation and Habitat Restoration Projects
Trail Connections to Eagle Rock and Devil's
Canyon
Not started
MAA17- Regional:
Complete Upper Stevens Creek Trail
Stevens Creek Nature Trail Bridges (2) Complete
Lysons Demolition & Site Restoration; assess
water rights and stream restoration
Complete
Upper Stevens Creek Trail ‐ Complete Trails
Master Plan and environmental review, design
and construction plans (in partnership with
Santa Clara County Parks)
Not started
MAA18, 19, 20, 21, 22, 23, 25:
Multiple
Purchase San Jose Water Company Watershed
Lands
In progress
MAA20- South Bay Foothills: Wildlife Passage and Ridge
Trail Improvements
HWY 17 Bay Area Ridge Trail Crossing In progress
HWY 17 Wildlife Crossing In progress
MAA21- Bear Creek Redwoods:
Public Recreation and Interpretive Projects
Pond Improvements Complete
Bat Relocation / Re-housing Complete
Water Infrastructure Improvements In progress
Alma College Site Rehabilitation In progress
Alma College Parking Lot at Gate BC04 Complete
Webb Creek Bridge Replacement Complete
Bear Creek Redwoods Public Access
(PHASE I)
Complete
Bear Creek Stables Site Plan (PHASE I) In progress
Phase II Trails ‐ Multi Use Links In progress
Phase II Trails Public Loop
Trail connecting to the Stables
In progress
Phase II Trails ‐ Briggs Creek Trail In progress
Phase II Trails ‐ Alma College Loop Trail In progress
MAA22- Sierra Azul: Cathedral Oaks Public Access and
Conservation Projects
Parking Area at Beatty property (Santa Clara
County agreement must be complete by 2023)
In progress
Pursue Land Conservation Opportunities In progress
Hendry's Creek Restoration Complete
MAA24- Sierra Azul:
Rancho de Guadalupe Family Recreation
Pursue Land Conservation Opportunities In progress
*Project initiated after June 30, 2020.
**Project was completed September 30, 2020.
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