HomeMy Public PortalAbout20240124 - Agenda Packet - Board of Directors (BOD) - 24-03
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Wednesday, January 24, 2024
Special meeting starts at 5:30 PM
Regular meeting starts at 7:00 PM*
A G E N D A
Midpeninsula Regional Open Space District Board meetings are held in person at the District’s
Administrative Office, and by teleconference pursuant to Government Code Section 54953.
Members of the public can attend and participate in the meeting using the following methods:
1. In-person at the Midpen Administrative Office – 5050 El Camino Real, Los Altos, CA 94022.
2. Viewing the meeting in real-time at https://openspace.zoom.us/j/88939178781 or listening to the
meeting by dialing (669) 900-6833 or (346) 248-7799 (Meeting ID 889 3917 8781).
Members of the public may submit written comments to be provided to the Board, or register to make oral
comments, as follows:
• Written comments may be submitted via the public comment form at: https://www.openspace.org/public-
comment.
• Requests to provide oral comment must be submitted prior to the time public comment on the agenda
item is closed. Requests to provide oral comments may be made by:
o Submitting a request through the public comment form at: https://www.openspace.org/public-
comment for those attending via Zoom.
o Submitting a request via the paper-based public comment form at the meeting for those attending
in-person.
• Any comments received after the deadline will be provided to the Board after the meeting.
5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ROLL CALL
1. Acceptance of the Financial and Operational Sustainability Model Refresh Report (R-
24-08)
Staff Contact: Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services,
Office of the General Manager
General Manager’s Recommendation: Accept the final report of the Financial and
Operational Sustainability Model Refresh.
Meeting 24-03
Rev. 1/3/20
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ANNOUNCE OUT OF THE JANUARY 11, 2024 CLOSED SESSION
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
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board
members, the General Manager, and members of the public may request that an item be removed
from the Consent Calendar during consideration of the Consent Calendar.
1. Approve the December 5, 2023 and December 13, 2023 meeting minutes
2. Claims Report
3. Appointment of the Board of Directors Standing Committee Members and
Representatives to Various Bodies, Including the Governing Board of the
Midpeninsula Regional Open Space District Financing Authority, for Calendar
Year 2024 (R-24-09)
Staff Contact: Margaret MacNiven, Board President
Board President’s Recommendation: Approve the Board President’s appointments to the
Board Standing Committees and other bodies, including the Governing Board of the
Midpeninsula Regional Open Space District Financing Authority, and the compensable
status for attendance at these meetings.
4. Award of Contract with Parametrix to provide Transportation Planning Services
for the Purisima Multimodal Access Study at Purisima Creek Redwoods Open
Space Preserve
(R-24-10)
Staff Contact: Tyler Smith, Planner II, Planning Department
General Manager’s Recommendations:
1. Authorize the General Manager to enter into a contract with Parametrix of Berkeley,
CA to provide transportation planning services to develop an implementation plan for
viable high priority strategies from the Purisima Multimodal Access Study for a base
amount not to exceed $93,496.
2. Authorize a 10% contingency of $9,350 to be awarded if necessary, to cover
unforeseen additional tasks to complete the scope, for a total contract amount not-to-
exceed $102,846.
3. Authorize a separate contract allowance of $39,013 if the Board approves the
implementation of a shuttle program for additional partner coordination meetings,
civil engineering roadway recommendations for shuttle improvements, and shuttle
Rev. 1/3/20
operator selection support, if deemed necessary, bringing the not-to-exceed contract
amount to $141,859.
5. Award of Contract to Bellecci & Associates for Engineering and Design Services for
the Service Road and Path Improvement Project at Rancho San Antonio Open
Space Preserve (R-24-11)
Staff Contacts: Mattea Ottoboni, Planner II, Planning Department, and Ivana Yeung,
Capital Project Manager III, Engineering and Construction Department
General Manager’s Recommendations:
1. Authorize the General Manager to execute a contract with Bellecci & Associates to
complete the design, engineering, permitting, and construction oversight for the
Service Road and Path Improvement Project for a base contract amount not-to-
exceed $176,102.
2. Authorize an allowance of $46,089 for specific additional services that may be
required for the project, for a total project budget of $222,191.
3. Authorize a 10% contingency of $22,219 to be reserved for unanticipated issues,
bringing the total not-to-exceed contract amount to $244,410.
6. Capital Equipment Purchase for Newly Approved Staff (R-24-12)
Staff Contact: Brandon Stewart, Land and Facilities Manager, Land and Facilities
Department
General Manager’s Recommendations:
1. Authorize the General Manager to execute a contract with the California Department
of General Services and associated contract dealers, or a local dealer for expedient
delivery provided the pricing is competitive, to purchase two patrol vehicles, four
maintenance vehicles and two administrative vehicles, for a total cost not-to-exceed
$602,000.
2. Authorize the General Manager to execute a purchase contract with the California
Department of General Services and associated contract dealers for one green mower
and transport trailer, and one excavator with masticator attachment, for a total cost
not-to-exceed $550,000.
7. Award of Contract to EMID Design Group for Procurement and Installation of 24
Workstations (R-24-13)
Staff Contact: Stefan Jaskulak, Chief Financial Officer/Director of Administrative
Services, Office of the General Manager
General Manager’s Recommendations:
1. Award a contract to EMID Design Group of Fresno, CA for a not-to-exceed base
amount of $110,939 to furnish and install 24 staff workstations to occupy the East
Wing of the 1st Floor of the Administrative Office located at 5050 El Camino Real.
2. Authorize a 10% contingency amount of $11,094 to be reserved for unanticipated
issues, additional furnishings and/or replacement items, for a total contract
not exceed amount of $122,033.
BOARD BUSINESS
Public comment on agenda items at the time each item is considered by the Board of Directors.
Rev. 1/3/20
8. Addition of a Legacy Road as a new Trail Segment at Russian Ridge Open Space
Preserve, including Use Designation and Proposed Trail Name, and Consideration
for Highlighting the Presence of American Badgers in the Skyline Area (R-24-14)
Staff Contact: Mattea Ottoboni, Planner II, Planning Department
General Manager’s Recommendations:
1. Approve the addition of a 0.5-mile legacy road to a vista point as part of the trail
network at Russian Ridge Open Space Preserve and designate the trail as multi-use
with the proposed trail name of “Fog Drift Vista” Trail, as supported by the Planning
and Natural Resources Committee.
2. Consider the Planning and Natural Resources Committee’s recommendation to
highlight the presence and importance of American badgers (badgers) in the Skyline
Area for greater public awareness, and if supported, provide direction on the
proposed options as detailed in this report.
9. Bear Creek Redwoods North Parking Area Existing Conditions, Site Opportunity
and Constraints Analysis, and Conceptual Design Alternatives (R-24-15)
Staff Contact: Mattea Ottoboni, Planner II, Planning Department
General Manager’s Recommendation: Accept conceptual design alternative No. 2 for a
new vehicle and horse trailer parking area at Bear Creek Redwoods Open Space
Preserve, which is the Planning and Natural Resources Committee’s preferred option, to
proceed into environmental review and design development.
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 information; request staff to report to the Board on a matter at a
future meeting; or direct staff to place a matter on a future agenda. Items in this category are for
discussion and direction to staff only. No final policy action will be taken by the Board.
A. Committee Reports
B. Staff Reports
C. Director Reports
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of
order.
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 5050 El Camino Real, Los Altos, California
94022.
CERTIFICATION OF POSTING OF AGENDA
I, Maria Soria, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the special and regular meetings of the MROSD Board of Directors was posted
and available for review on January 18, 2024, at the Administrative Offices of MROSD, 5050 El Camino
Rev. 1/3/20
Real, Los Altos, California, 94022. The agenda and any additional written materials are also available on
the District’s website at http://www.openspace.org.
Maria Soria, MMC, CPMC
District Clerk
R-24-08
Meeting 24-03
January 24, 2024
SPECIAL MEETING AGENDA ITEM 1
AGENDA ITEM
Acceptance of the Financial and Operational Sustainability Model Refresh Report
GENERAL MANAGER’S RECOMMENDATION
Accept the final report of the Financial and Operational Sustainability Model Refresh.
SUMMARY
Subsequent to voter passage of Measure AA in 2014, the Midpeninsula Regional Open Space
District (District) embarked on a Financial and Operational Sustainability Model (FOSM) study
in 2015 to evaluate existing District workflow processes, staff capacity, and organizational
structure to support Measure AA-funded projects while continuing to carry out daily District
business in a financially prudent and sustainable manner. The 2015 FOSM provided detailed
staffing growth plans for the first five years, with broader projections out to 2045. Given the
expansion of programmatic needs not envisioned in 2015, and a desire to refer to a new, detailed
short-term growth plan, the Board requested a refresh of the FOSM study in late 2021, which
was then added to the Fiscal Year 2022-23 work plan. The contract for the FOSM Refresh was
awarded to Baker Tilly (formerly Management Partner) in spring 2023, the same team that
conducted the original FOSM in 2015.
This final report from Baker Tilly contains the findings from interviews held with staff and the
Board, including focus group meetings, about existing work processes, gaps, challenges, and
high-level considerations to best position the agency for the next ten plus years. Consistent with
prior early reviews by the Board, the final report includes 49 recommendations that enable the
District to continue executing on its current workload as well as position the organization for
sustainable growth during the next decade. The final report incorporates the latest feedback
received from the Board and District management that was submitted during early reviews of the
recommendations. The report from Baker Tilly is attached as a redline version (Attachment 1) as
well as a clean version (Attachment 2)
DISCUSSION
Introduction
On June 3, 2014, voters approved Measure AA (MAA) authorizing the District to issue a $300
Million General Obligation (GO) Bond over a 30-year timeframe to help fund the
implementation of capital projects from the top Board-approved 25 Vision Plan projects.
Subsequent to the passing of the bond measure, the District engaged a consulting firm to develop
the FOSM and shape the organizational structure, staffing growth, and business systems for best
positioning the District in meeting Measure AA commitments.
R-24-08 Page 2
Since 2015, project and program delivery has grown significantly, focused on the following:
• Implementing Measure AA projects, including opening new preserve areas and trails to
the public;
• Addressing expanding operational needs, such as vegetation management and
maintenance and patrol of newly opened public areas and facilities;
• Growing the Interpretive and Education Program to expand environmental education
opportunities for the public.
• Putting into place numerous new business systems for improved data management,
tracking, and reporting (including for Measure AA), and to better support staffing growth
(i.e., scalable).
New Emerging Demands
Recently, the District acquired Cloverdale Ranch in Pescadero as a wholly new additional
preserve on the coastside, expanding total District land acreage by 10%. Most of the land growth
in the last five years has occurred on the San Mateo County coast, a geographic area that was
annexed into the District’s jurisdiction in 2004, and the majority of future land growth is
expected to continue on the coastside.
A number of other new emerging issues not previously or fully anticipated in the 2015 FOSM
that are also impacting District resources are attributed to a changing climate. In the last five
years, the District has shifted and expanded its resources to address a heightened fire risk that is
exacerbated by extended periods of drought, is securing new water sources for domestic and
agricultural uses to provide redundancy when water levels are low and establishing safe wildlife
corridors to allow animals to move across the landscape in response to changing temperatures.
Broadly stated, the scope of the 2023 FOSM Refresh is to build on the 2015 FOSM report;
review and reassess the District’s projected operational growth to meet current and emerging
needs and provide an updated report and revised projections to guide future organizational
growth in a fiscally responsible manner.
Consultant
After a competitive Request for Proposals (RFP) process, the contract for the FOSM Refresh was
awarded to Baker Tilly, with Andy Belknap and Nancy Hetrick as project leads, supported by an
extensive project team. Both Andy and Nancy were the managers of the 2015 FOSM, providing
continuity for this second phase of work. Their prior work allowed them to proceed swiftly,
given their strong prior knowledge of the District. The scope for the FOSM Refresh is
Attachment 3.
Organizational Review Process
The review process was kicked off with a tour of the Administrative Office, Skyline Field
Office, La Honda Creek Open Space Preserve, and the new South Cowell and Johnston Ranch
properties. The consultants interviewed 23 people, including the Board, executive management,
controller, department managers and several senior professionals. Additionally, eight focus
groups were conducted on a variety of topics, including maintenance, capital projects, facilities
and property management, rangers and visitor services, project delivery, natural resources, and
administration. In all, more than half of the staff was either interviewed in small groups or
R-24-08 Page 3
participated in larger focus groups. An extensive list of background documents was requested
and provided by staff.
Major Themes
Several major themes emerged from the interviews, focus group meetings, review of
documentation, and peer group learning:
• The pro-active, ‘can-do’ Organizational Culture occasionally results in undertaking
efforts that may deviate from the primary mission. The organizational strive for
excellence may be slowing down processes. There is also a tendency to adhere strictly to
the FOSM, which has limited overall flexibility.
• Current staffing is insufficient to meet existing and future needs, recognizing the size
(acreage, facilities, etc.,) and continuous land growth of the District. This is particularly
evident in the Land & Facilities Department, especially within the property management
and facilities management programs, the Ranger workforce, and the Planning and
Engineering and Construction Departments.
• To expand Project Delivery and the workflow of capital projects, including Measure AA
projects, additional staff are needed to move projects along at the rate expected, in part to
manage permitting demands, increased project complexity, and increased community
engagement.
• Greater support and centralization of internal administrative tasks is needed (i.e.,
accounts payable and receivables processing, contracting, etc.,) to avoid drawing time
away from departments who need to stay focused on programmatic and project delivery
work. Reliance on technology has increased and is likely to further expand.
• Financial Takeaways are positive with the District’s strong financial position and grant
funding exceeding expectations.
Recommendations
The final report identifies 49 actionable recommendations, which are summarized below (a
detailed and complete list of recommendations are found in Attachment A – page 68-71 of the
Baker Tilly report):
• Short-term and long-term staffing growth recommendations for the next decade.
• The Staffing Model proposes a short-term ‘catch-up’ increase of 28 full time equivalent
(FTE) positions, divided over the following service lines: Visitor & Field Services (17),
Planning & Project Delivery (5), and Administrative Services (6).
• The total increase (including the short-term ‘catch-up’ plus any Coastal Management
Plan positions) in staffing is projected at 93.25 FTEs over the next ten years.
• The only organizational adjustment recommendation is the creation of a Central Services
Department, consisting of Fleet Management, Facilities Management, Property
Management, and Contract Support within the Visitor & Field Services service line. The
creation of this new department will enable the Land & Facilities Department Manager to
reduce their span of control to a manageable level. Concurrently, the Land & Facilities
Department would be renamed.
• Planning & Project Delivery needs an increase in staffing capacity in Planning (addition
of two [2] Planner IIIs) and Engineering and Construction (addition of one [1] Capital
Project Manager II and one [1] Senior Capital Project Manager) to account for the time
demands of project delivery, as well as a Project Management Coordinator as a resource
for improving project coordination and workflow, securing project management tools and
software, and providing project management training.
R-24-08 Page 4
• Field Operations is recommended to create two Resource Management & Wildfire
Resiliency crews (3 FTEs in the Foothills Field Office and 3 FTEs in the Skyline Field
Office), and establish a full-service Coastal Field Office.
• Visitor Services is recommended to add an additional Volunteer Program Lead to enable
the department to manage more volunteer projects. Also recommended is the additional
of two (2) Rangers and (1) Lead Ranger to address current gaps in staffing capacity due
to sustained increased visitation levels and the addition of coastal properties.
• Natural Resources should be engaged at the start of project planning and scoping to
identify and address potential natural resource issues early on in order to avoid delays,
added scope, and other issues later in the project schedule. Furthermore, a new position is
recommended to be the centralized point of contact for resource agency permits to
maintain strong relationships with the resource regulatory agencies, ensure consistency of
permit submissions and conditions of approval, and timely resolve resource agency
permit issues.
• General Recommendations focus on maintaining a clear and defined focus on the
District’s mission, continued investment in technology, and exploration of the District’s
self-governing authority.
• To support continued capacity growth and reduce administrative burdens on departments,
additional resources are proposed for Human Resources, Information Systems and
Technology (IST), Procurement and Budget
The results and recommendations from the FOSM Refresh have been reviewed and validated by
the Controller, who confirmed the financial sustainability of the recommendations, including the
personnel growth recommendations.
Per the Board’s request, a cross-walk from the Baker Tilly report to the original Scope of Work
(Attachment 3) is provided as Attachment 4. The sections and recommendations relating to each
of the items within the Scope of Work are referenced.
Implementation Action Plan
The consultants provided an Implementation Action Plan (IAP) (Attachment 5) to assist staff in
assigning lead personnel to each task and monitor the implementation progress. As part of the
presentation to the Board at the Retreat Meeting in December, the General Manager proposed the
following implementation schedule:
FY 24 – Midyear Implementation (14 FTE)
1. Add HR Management Analyst I/II (Recruiter) (Rec 39)
2. Convert shared Accounting/HR Technician into 1 Accounting and 1 HR Technician (Rec 37 & 40)
3. Add 2 Planner III (Rec 6)
4. Add a Capital Project Manager II (Rec 7)
5. Add a Senior Capital Project Manager (Rec 15)
6. Establish 2 Resource & Wildfire Resiliency crews (6 FTE) (Rec 23)
7. Add 2 Rangers (Rec 31a)
8. Explore the self-regulating authority (Rec 12)
9. Begin the 2025 IPM update (Rec 35)
On January 10, 2023, the Board approved the addition of the above 14 FTE.
R-24-08 Page 5
FY 25 – Implementation (9 FTE)
1. Next round of Coastal Management Plan recruitments (Rec 1)
a. Open Space Technician
b. Administrative Assistant
c. Planner III
d. Pursue creation of Coastal Field Office (already underway)
2. Add an IST Application Program Manager (Rec 46)
3. Add a Budget & Analysis Supervisor (Rec 36)
4. Add an IST Management Analyst I/II (Rec 47)
5. Add a Senior Procurement Technician (Rec 38)
6. Add a Lead Ranger (Rec 31b)
7. Add a Volunteer Program Lead (Rec 33)
8. Invest in improving project management practices (assessment/training) (Rec 2)
9. Adjust internal review authorities (Rec 9)
10. Adjust the administrative contract change order approval authority (Rec 10)
11. Continue pursuing blanket permits (Rec 11)
12. Solidify project scopes early in planning process (Rec 16)
13. Evaluate the impact of new initiatives through District-wide/mission lens (Rec 18)
14. Continue participation in San Mateo County Regional Training & Development consortium (Rec 44)
15. Add salaries to the job descriptions (Rec 45)
16. Ensure GIS Master Plan (under preparation) evaluates the need for additional resources (Rec 49)
FY 26 – Implementation (7 FTE)
1. Add a Property Management Specialist I/II (Rec 24)
2. Establish a new Central Services Department (Rec 25a)
a. Add a CSD Manager (Rec 25b)
b. Add a Fleet Manager (Rec 29)
c. Add a Facilities Maintenance FTE (Rec 27)
d. Add an Administrative Assistant (Rec 20a)
e. Add a Contract Management position (Rec 30)
3. Rename the Land & Facilities Department (Rec 26)
4. Next round of Coastal Management Plan Recruitments (Rec 1c)
a. Resource Management Specialist I/II
5. Explore options for a new Project Management Tool (Rec 3a)
6. Centralize the Resource Agency regulatory permitting function (Rec 13)
7. Develop in-house conceptual design capacity (Rec 14)
8. Incorporate post-construction staff time in scheduling (Rec 17)
9. Provide staff training for new program areas (Rec 19)
10. Evaluate admin tasks that can transfer from project managers to admin (new/existing) staff (Rec 20b)
11. Evaluate the resource loading tool for CIAPs and modify as needed (Rec 21)
12. Conduct project close-out reviews to document project time to inform future resource loading
efforts (Rec 22)
13. Expand career ladders (Rec 42)
14. Expand succession planning efforts (Rec 41)
15. Evaluate IST job descriptions (Rec 48)
16. Identify goals and objectives for the roles of Rangers (Rec 32)
R-24-08 Page 6
FY 27 – Implementation (2 FTE)
1. Purchase/train on a new Project Management Tool (Rec 3b)
2. Next round of Coastal Management Plan recruitments (Rec 1d)
a. Supervising Ranger
b. Resource Management Specialist I/II
3. Establish PAWG formation criteria (Rec 4)
4. Identify levels of public engagement by project type/conditions (Rec 5)
5. Develop a Volunteer Training Program and software system (Rec 34)
6. Establish internship/apprenticeship program pipeline with local academia (Rec 43)
7. Improve project record keeping (Rec 8)
8. Evaluate general AO building management requirements and staff accordingly (Rec 28)
The above list of implementation actions by fiscal year may be adjusted should certain
opportunities for more efficient timing arise. District management will begin working with
departments and programs in early 2024 to develop the step-by-step implementation actions
(“how” and “when” recommendations will be implemented) to ensure that these actions fit the
culture, values, and capacity of the organization for ease of implementation and adoption. The
“how” will also include ongoing communication with staff, trainings, and other change
management strategies and tools for effective implementation.
FISCAL IMPACT
There is no direct fiscal impact at this point, however, as recommendations are proposed for
implementation, staffing levels will increase and therefore the operational expenses will also
increase. The Controller has tested the recommendations in his 30-year cash flow model and
ensured fiscal sustainability.
PRIOR BOARD AND COMMITTEE REVIEW
February 22, 2023: Board approved a contract for the FOSM Refresh to Baker Tilly (R-23-
26, meeting minutes)
October 11, 2023: Board received a preliminary report on the FOSM Refresh and provided
feedback (R-23-116, meeting minutes).
November 14, 2023: Board received the draft report from the consultant (R-23-139, meeting
minutes)
December 5, 2023: Board received and discussed proposed phasing of implementation (R-
23-140)
January 10, 2024: Board approved 14 FTE as part of the FY24 staffing catch-up (R-24-05)
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-24-08 Page 7
CEQA COMPLIANCE
No compliance is required as this action is not a project under the California Environmental
Quality Act.
NEXT STEPS
The General Manager will proceed with a phased implementation of the FOSM
recommendations as described in this report.
Attachments:
1.Final Report from Baker Tilly (red-line)
2.Final Report from Baker Tilly (clean)
3.Scope of Work
4.Scope of Work cross-walk to report
5.Implementation Action Plan
Responsible Department Head / Prepared by:
Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services, Office of the
General Manager
REPORT
January 2024
Midpeninsula Regional Open Space District
Financial and Operational Sustainability Model
(FOSM) Refresh
ATTACHMENT 1
ATTACHMENT 1
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OHIO 45206 • 513 861 5400 • BAKERTILLY.COM
UPDATE 202X
Ms. Ana Ruiz
General Manager
Midpeninsula Regional Open Space District
5050 El Camino Real Los Altos, CA 94022
Dear Ms. Ruiz:
Baker Tilly is pleased to provide this draft final report of the Financial and Operational
Sustainability Model (FOSM) Refresh study. This draft report is the culmination of work
completed over the past nine ten months and reflects extensive learning, research and analysis,
application of best practices, and importantly, collaboration with the District to ensure the
recommendations contained herein support the District’s mission and vision for the future.
We appreciate your collaboration and the collaboration of other individuals in the District
throughout this engagement. Each person’s candor, energy, and ideas for improvement were
helpful as we carried out this important work. We look forward to receiving your feedback and
are prepared to finalize the report following the Board presentation and feedback scheduled for
November 14, 2023.
Once the report has been finalizedadopted, we will prepare provide a draft implementation
action plan that will serve as an important tool for establishing clear timelines and setting
priorities within the organization. The recommendations in this report will take time to
implement, but with careful planning and the engagement of your team, we are confident that
the results will benefit the organization in the long term.
Sincerely,
Andy Belknap
Managing Director
ATTACHMENT 1
ATTACHMENT 1
Financial and Operational Sustainability Model (FOSM) Refresh
Table of Contents Baker Tilly
i
Table of Contents
Executive Summary .................................................................................................................................. 1
Purpose of the update and status of FOSM implementation ..................................................... 1
Major recommendations ................................................................................................................. 2
Structure of the report ..................................................................................................................... 5
Methodology and Engagement Themes ............................................................................................... 6
Engagement Themes ........................................................................................................................ 6
Peer Learning .................................................................................................................................... 8
Major Shifts Impacting the Organization ............................................................................................ 9
Financial Analysis and Staffing Trends ............................................................................................. 14
Ensuring a Sustainable Organization ................................................................................................. 20
Leadership and Organization Culture ........................................................................................ 20
Planning and Project Delivery ...................................................................................................... 21
Visitor and Field Services .............................................................................................................. 34
Land and Facilities ......................................................................................................................... 34
Visitor Services ............................................................................................................................... 39
Natural Resources .......................................................................................................................... 43
Internal/Administrative Support ................................................................................................. 45
Organization Structure and Staffing Model .................................................................................. 5352
Staffing Model and Projections ................................................................................................ 5352
Implementation and Next Steps ....................................................................................................... 5655
Attachment A – List of Recommendations ..................................................................................... 5958
ATTACHMENT 1
Financial and Operational Sustainability Model (FOSM) Refresh
Table of Contents Baker Tilly
ii
Tables
Table 1. Recommended Near-term Staffing Additions................................................................. 3
Table 2. Acres of Owned Land ........................................................................................................... 8
Table 3. Peer Agency Project Management Practices .................................................................. 23
Table 4. Peer Agency Permitting Oversight .................................................................................. 28
Figures
Figure 1. Annual Program Volunteer Hours 2020 to 2022 ............................................................ 42
ATTACHMENT 1
Financial and Operational Sustainability Model (FOSM) Refresh
Executive Summary Baker Tilly
1
Executive Summary
Purpose of the update and status of FOSM implementation
The Midpeninsula Regional Open Space District (hereafter referred to as
“Midpen” or “District”) initiated its original Financial and Operational
Sustainability Model (FOSM) study in 2015 with the implementation of
recommendations beginning in 2016 and 2017. Implementation of those
original recommendations has continued as the District has developed
ever since. In general terms, the first FOSM emphasized the need for the
District to develop the organizational specialization and unit expertise
that are the hallmarks of larger public agencies. As a result, the District
has developed specialized support functions such as Information Systems
and Technology (IST) and Human Resources and organized operational
functions into units with the expertise and focus to deliver key services.
This is an ongoing evolution as the district continues to grow. The
recommendations of this FOSM update are intended to build upon the
District’s progress and establish an ever-more capable organization
through increased specialization to take advantage of economies of scale
and the expertise demanded of larger and more complex organizations.
Since some members of the management consultants consultant team that
worked on the first FOSM also had the opportunity to work on this
second organizational assessment, they had the rare opportunity to
revisit an organization at another stage in its maturation process. What
they observed was, from an organizational development perspective,
impressive. In less than a decade, the District has evolved from the
equivalent of a custom shop where virtually everything was done as a
“one of” exercise, to a reasonably developed medium- sized organization
with a good degree of specialized functionality, solid systems, and higher
productivity.
While the people within the organization are still faced with high
workloads and service demands, they are much better equipped to
handle the work than was previously the case. The organization has
made a lot of progress in a short period of time. It may not be easy to see
from the inside, but it is apparent to those of us who worked with the
District in 2015. That The organization in 2015 did not have the capacity
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or internal support systems needed to meet the workload demands of
2023.
This FOSM update, like the first one, is designed to provide a roadmap
for the continued organizational growth and maturity of the District.
Simply put, the District will need to do in the future what it has done
over the last eight years. It will need to invest in support systems and
people and further specialize as an organization working in a highly
technical and always-changing field. To do so, we have identified the
need for additional positions both in the near term and over the next ten
years. Overall, we expect the District will grow by close to 100 full-time
equivalent positions over the next ten years.
Major recommendations
This report contains 49 recommendations. These recommendations build
on the work of the original FOSM, address additional operational and
staffing challenges, and enable the continued success of the organization.
In addition, this FOSM update provides a refreshed staffing model that
projects further staffing needs and evaluates the District’s financial
capacity to cover them.
The District will need to add positions in the near term (over the next two
years) to address existing and emerging needs. Many of these positions
are in the Visitor and Field Services business line, but there are also some
are needed in Planning and Project Delivery and Administrative Services.
Climate change and other forces that are discussed in the Major Shifts
Impacting the Organization section of this report are having some
significant impacts on the demands of staff that need to be addressed.
These factors were not anticipated in the first FOSM and signal the
importance of adaptability and some flexibility in the timing and ways in
which the organization grows.
The long-term staffing projections built into the staffing model contained
in this report serve as a guide that anticipates future growth and enables
intentional and financially feasible staffing increases over time. It is
important to note that the projections for anticipated staffing are based on
current plans and known drivers. As observed over the past five years,
external drivers and unanticipated changes – like a global pandemic – can
emerge, and the District will need to respond accordingly. With such
external changes comes both opportunity and challenges. This FOSM
Update Refresh builds on the progress achieved since the implementation
of the original work, acknowledges the need for internal flexibility, and
will help position the organization to tackle both opportunities and
challenges that may lie on the horizon. As with any long-term plan, there
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is value in a periodic review and potential update to address unforeseen
changes that may warrant a shift in either timing or action items.
In addition to the long-term staffing forecast that is fundamental to this
FOSM updateRefresh, Baker Tilly evaluated the current capacity,
systems, and structure to determine if near-term adjustments are needed
to meet current demands. As discussed throughout this report, there are a
number of key areas that, if addressed, will further strengthen the
organization’s ability to deliver projects, programs and services that
advance the mission of the Midpen. These include:
• Addressing the climate impacts on land stewardship
• Increasing capacity and further streamlining the project delivery
process
• Centralizing operational functions for improved organizational
alignment
• Ensuring internal support capacity keeps pace with operational
growth
• Maintaining focus on mission-specific programs, projects, and
other activities to prevent over-extension of limited resources.
As indicated above, there are a number of near-term staffing
recommendations presented in this report. These new positions reflect the
rapid pace of growth and the external drivers experienced by the
organization over the past decade and are further discussed in the body
of the report. By adding these recommended positions, the District will
establish a new foundation that better reflects current reality and creates a
more sustainable organization.
The near-term position recommendations are shown in the table below.
The timing and order of priority for adding these positions will require
the input and engagement of district management.
Table 1. Recommended Near-term Staffing Additions
Service Line Department/Program Position Recommendation FTE change
Visitor and Field
Services
Visitor Services – Volunteer
Program
Volunteer Program Lead 1
Visitor Services – Ranger Program Lead Ranger 1
Visitor Services – Ranger Program Rangers 2
Land Stewardship – Conservation
and Grazing Program
Property Management Specialist I 1
Land Stewardship – Resource and
Wildfire Resilience
Open Space Technician/Lead Open
Space Technician/ Equipment
Mechanic Operator*
6
Central Services (NEW) Central Services Department Manager 1
Central Services (NEW) Contracts Specialist 1
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Central Services (NEW) Facilities Maintenance Specialist 1
Central Services (NEW) Administrative Assistant 1
Central Services (NEW) Fleet Manager 1
Natural Resources Permit Specialist 1
VISITOR AND FIELD SERVICES TOTAL 17
Administrative
Services
Finance/Budget Budget and Analysis Supervisor 1
Finance/Budget Accounting Technician (currently split
with HR)
.5
Information Systems and
Technology
Management Analyst I/II 1
Information Systems and
Technology
Applications Program Administrator 1
Procurement Senior Procurement Technician 1
Human Resources Human Resources Technician
(currently split with Accounting)
.5
Human Resources Human Resources Analyst I/II 1
ADMINISTRATIVE SERVICES TOTAL 6
Planning and
Project Delivery
Planning Planner III 2
Planning/Engineering and
Construction**
Administrative Assistant 1
Engineering and Construction Sr. Capital Project Manager 1
Engineering and Construction Capital Project Manager II 1
PLANNING AND PROJECT DELIVERY TOTAL 5
TOTAL STAFFING INCREASES 28
*Specific staffing changes should reflect future planning needs.
**One Administrative Assistant position is currently split between these two departments. The staffing adjustment reflects the
need for additional capacity, especially in planning, to handle tasks currently completed by project managers and department
management.
The immediate and long-term staffing recommendations are probably the
most significant and major recommendations contained in this report. In
this regard the development of a new Central Services Department will
be responsible for many of the new staffing additions, especially in the
near term. The recommendation to create a new department reflects the
continued growth of Midpen by creating appropriate organizational sub-
components that support the overall mission of the organization as it
matures. This structure is consistent with those in similarly-sized peer
organizations and establishes a department that will better meet the
future needs of the organization.
The District’s finances are robust. We have included a detailed discussion
of the fiscal condition of the District in the report. The position
recommendations for the near- and long-term are financially supported
by the fiscal outlook of the district and have been reviewed by the District
Controller and Chief Financial Officer. The District has an excellent 30
year fiscal planning tool and while its cash reserves will be drawn down
over the planning period they will remain well above recommended
levels for local governments.
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A potentially significant policy recommendation included in the report,
which will require more study, is the extent to which project entitlement
conditioning from San Mateo and Santa Clara County is always necessary
and appropriate for District projects. As an independent special district,
Midpen is a co-equal branch of local government and is arguably entitled
to do more under its own auspices than it has historically done.
Structure of the report
This report starts with a methodology section that includes an overview
of the themes we observed through our engagement activities and what
we learned from peer organization evaluations.
It then provides an analysis of the major environmental factors impacting
the District and financial and staffing trends that will be important to the
District. This provides an important foundation for the organizational
analysis that is the heart of the report.
The organizational analysis is organized around components of District
operations, leadership and the organizational culture, planning and
project delivery, the various operational units and support functions.
Next, we provide a staffing model and staffing projections, followed by a
section on future opportunities and next steps.
The full set of recommendations contained in this report are provided in
Attachment A.
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Methodology and Engagement Themes
This refresh to the 2015 FOSM report is the result of a series of activities,
including engagement with Midpen staff and review of current plans, to
develop an understanding of the current operating environment, changes
that have occurred since the FOSM, and the future direction of the
organization. The recommendations contained in this report are the result
of the activities listed below.
• Reviewed documents and data provided by Midpen to
understand workload shifts, departmental priorities, and service
drivers.
• Experienced a curated site visit to District offices and preserves to
understand the diverse operating environments of Midpen.
• Conducted 30 interviews that included members of the Board of
Directors and staff from each of the district departments and
major services areas.
• Held eight focus groups with employees representing all service
areas of the organization.
• Reviewed Measure AA Project Portfolios and major service plans.
• Reviewed the controller’s Funding Model and associated financial
reports, including annual budget and action plans, the 30-year
cash flow projection model, and Annual Comprehensive Financial
Reports (ACFRs) from prior year.
• Conducted interviews with peer organizations similar to Midpen
to learn about specific practices, especially as relates to project
delivery.
Engagement Themes
Staff engagement activities revealed a number of overarching themes as
summarized below. These themes informed the analysis and
recommendations contained in this report.
Overall, major organizational changes resulting from the original
Financial and Operations Sustainability Model (FOSM) are seen as
positive. Specific improvements that were summarized include:
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• Separation of a single Operations Department into two
departments reporting to a shared Assistant General Manager
(Land and Facilities and Visitor Services).
• Formation of a capital projects/construction team in Land and
Facilities to deliver field projects.
• Improvements to the project delivery process, including
establishing a department to bring engineering and construction
management expertise in-house to deliver projects.
• Investments in internal support departments, including
information systems and technology, to support organizational
and employee effectiveness.
• Creation of a grants team to increase funding capacity by
leveraging Measure AA funding.
In addition, a number of major themes emerged that, if addressed, will
further Midpen’s success. These include:
• Acknowledge and address the major environmental shifts that have
accelerated organizational growth and result in increased staffing
demands in the field and, by extension, the rest of the organization.
(These are further identified in the report section titled, “Major Shifts
Impacting the Organization”).
• Stay focused on the core of the mission of the organization to continue
to deliver on the promise of the Vision Plan and Measure AA.
• Expand the field team dedicated to addressing wildfire resilience and
prevention that increases overall capacity for land management and
serves to mitigate the impacts of climate change.
• Be intentional about the implementation of the coastal services plan to
ensure appropriate staffing and support over time.
• Address project delivery delays resulting from permitting delays and
other internal constraints.
• Streamline and increase support for operating departments regarding
administrative activities, including budget development and
monitoring, and purchasing and contract management requirements.
• Ensure internal support departments keep pace with the growth of
the organization and provide the tools and support needed for
continued success.
• Reduce the time senior leadership spends on operational activities by
increasing the decision-making authority of department managers.
• Ensure the capacity and availability of tools necessary for increases in
community and tribal engagement activities.
• Anticipate and plan for retirements by supporting professional
growth, enhancing career ladders, and facilitating knowledge
transfer.
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Peer Learning
Baker Tilly interviewed six peer agencies to obtain insight into
organization structure, processes, and practices of similar organizations.
Table 2 shows each of the peer agencies and their approximate size in
acres. The set of peer agencies used for this review are the same as those
utilized for the original FOSM.
Table 2. Acres of Owned Land
Agency
Midpeninsula
Regional Open
Space District
Boulder
County
Parks and
Open
Space
East Bay
Regional
Park
District
Jefferson
County
Open Space
and Parks
Marin
County
Parks
Santa Clara
County
Parks and
Recreation
Department
Approximate
Acres
72,200 100,000 125,000 56,000 17,500 52,000
Source: As posted on each agency’s website.
Each of these peers focus on managing and preserving parks and open
spaces. They collaborate with various agencies for land acquisition and
preservation and prioritize public access, environmental conservation,
and community engagement. However, due to their size and diverse
landscapes, each organization tailors its approach to meet the specific
needs and demands of its unique geographic area.
The results of the peer learning have been incorporated into the sections
of this report addressing the topics covered in this research, which
include:
• Permitting practices
• Project management oversight
• Property management
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Major Shifts Impacting the Organization
It is important to appreciate that the environment that Midpen operates
within has evolved and changed in profound ways in the years since the
first FOSM was prepared. First and perhaps most fundamentally, climate
change has become a daily fact of our existence which is shaping the
lands managed by Midpen in many new ways. Drought and associated
wildfires are more pervasive. The weather is generally more variable and
extreme. All of this changes the landscape in ways that are hard to
predict, and which make management significantly more challenging.
We observed several areas in which climate changes have forced
organizational changes on Midpen and where organizational adjustments
will be needed going into the future. These include:
• Wildfire Risk. The need to engineer for greater wildfire resiliency
and prevention as part of preserve development and operation.
This will require specialized staffing in everything from planning
and engineering to operations.
• Maintenance Demand. Greater maintenance demands as storms
become more damaging and more frequent leading to the need to
rebuild trails and other amenities. This will lead to higher
maintenance staffing and utilization than Midpen has experienced
in its history to date.
• Integrated Pest Management. Invasive pest management has
been recognized as a crucial natural resource protection tool for
limiting the impact of invasive weed and animals. Since the
initiation of a formal IPM program in 2014 through the IPM
Guidance Manual the District has made progress primarily
through contracts and volunteer work, while resources for staff to
work on IPM work has been pulled away to basic maintenance
tasks. With greater climate variation the introduction of new pest
challenges is to be expected and increased challenges maintaining
progress on reducing pest species. Having in-house crews to
perform on going IPM and restoration will ensure that
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investments made in large scale vegetation management projects
result in longer term habitat improvement.
• Drought and Extreme Precipitation. Both will likely be present in
Midpen’s future although models show drought may be slightly
more of a challenge. Beyond changing the landscape, it will bring
challenges to designing and managing preserves from managing
wildfire risk to visitor traffic.
Another factor which profoundly impacted Midpen was the COVID-19
pandemic of 2020-2022. This changed virtually every aspect of human
interaction from work to socializing and recreation. Many of the impacts
will not dissipate quickly, if at all. Visits to Midpen preserves accelerated
as they were safe places to recreate. Visitation has returned to near
normal levels but continues to increase over time as new areas are opened
and as the population has discovered the joys of the open space. Midpen
will have to adapt to annual increases in visitation for the foreseeable
future.
Another factor impacting the organizational environment facing Midpen
is the greater diversity of land holdings it must manage. In the earlier
years of its existence, the District concentrated on developing preserves
that mainly consisted of open space preserves in mountainous or hilly
areas above urbanized areas.
More recent master planning efforts have directed District land
acquisition efforts into other types of holdings such as agricultural lands
and coastal areas. These types of land holdings are fundamentally
different and require more active management than the types of
preserves that have formed the historical backbone of the Midpen
holdings. For example, agriculture lands, mainly used for animal grazing
must be managed and leased to grazing operators that inject new
complexities into both agricultural operations and any new public access.
Operating in the coastal areas introduces new complexities derived from
greater regulatory oversight from the California Coastal Commission and
heightened environmental scrutiny and land use restrictions, that can
impact public access and other uses.
All else being equal more staff time and policy complexity is going to be
involved in the management and operation of these types of lands, which
will have staffing and operational impacts on the District.
Finally, another environmental factor which has impacted the District is
the need for greater transparency and engagement with the community
when planning projects and programs. Midpen is not just another land
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buyer. It must make every transaction a success for itself, the seller, and
the community.
Since the last FOSM the growth of social media and the addition of online
access to public meetings has drastically lowered the old barriers to
participation and increased the desire of the public to participate in the
discussion of local issues that impact their lives. The District has
recognized this and has expanded its public affairs footprint, but it will
have to continue doing so knowing that today you can never “over-
communicate.” While public affairs produces notices to the public,
planning staff provides the project information to public affairs and leads
the public engagement in terms of planning and facilitating meetings.
Since 2018, the Board has recommended the creation of a Public Access
Group for more complex projects. This increased public engagement has
the greatest impact on planners as they spend more time presenting
information and responding to inquiries from the public. As projects
become more complex and if there is increased local neighbor resistance
to projects supported by the general public, more of the planners’ time
needs to be allocated to public engagement.
These interrelated factors, climate change, the pandemic and its reset on
visitation levels, a greater diversity in land holdings, and the increased
demand for public input will all push Midpen to do more in every aspect
of its operations. This will inevitably require more organizational
resources and more staff than in the past. While we are often thought to
think that technology increases the productivity of staff and thus reduces
the need for staff, … the reverse is also true. In some respects, as
technology allows us to do more, as in the case of communications
around local planning for new projects, or coastal planning requirements,
stakeholders and the public rightfully demand that the work get done
and Midpen will have to be prepared to field the resources to do so.
Since Midpen needs to preserve its credibility to remain a trusted partner
it has no choice but to make every transaction a “win-win” transaction.
This is quite unlike the typical real estate transactions where both the
seller and buyer will probably never engage with each other or the
general community again.
Midpen’s 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. On the Coast, Midpen has an expanded mission to acquire and
preserve agricultural land of regional significance, preserve rural
character and encourage viable agricultural uses of land resources.
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The purpose of the Coastal Management Plan (CMP) is to identify
recommended actions to be undertaken by the Midpeninsula Regional
Open Space District’s (District) General Manager’s Office, phased over
five years beginning in FY 2023, to build on-going and sustainable
organizational capacity to support expanding programs and
responsibilities required to care for coastal preserves. The CMP was
approved in April 2022 and the recommendations were incorporated into
the FY 2023 and FY 2024 approved budgets. The CMP implements district
policy laid out in the Coastal Services Plan that documents high level
policy guidance for coastside protection.
The CMP includes land acquisition that increased the coastal acreage by
33% with the acquisition of Cloverdale Ranch, resulting in an immediate
increase in open space and agricultural land responsibilities, resource
management, patrol, and new opportunities to develop public access.
Active areas including 10 to-15 miles of additional trails and two new
parking lots will increase traffic in the coastal areas.
As a result, the CMP recommends the following actions:
• Create a separate Visitor Services Coastal Field Unit
• Develop a new Coastal Office
• Provide staff housing on Cloverdale Ranch
• Update the FOSM
• Increase staffing in four departments by 12.0 FTE over the five
fiscal years
The expansion of coastal preserves presents several challenges for
Midpen resource management programs have increased due to the
addition of acreage that expands the geographic scope of District wide
resource programs and the management of natural resources due to the
unique habitats and special status species found on the coast including
several endangered species.
Visitor Services responsibilities will drastically increase with the addition
of trail miles and parking lots increasing access to the areas.
Planning, permitting, and approval processes in coastal lands are
complicated by San Mateo County’s strict zoning ordinances and the
need for Coastal Development permits when projects fall within the
state’s coastal development zone.
The District is fast approaching the acreage threshold to warrant a full-
service coastal field office and maintenance shop.
Agricultural land management projects and responsibilities will increase
substantially with the pending purchase and current management of the
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Johnston Ranch Uplands property and the recently completed purchase
of Cloverdale Ranch. Together, these two properties have added three
separate grazing units totaling approximately 3,100 acres, expanding the
conservation grazing program by approximately 25%.
The Land and Facilities Manager has been actively engaged in supporting
the complex and important work of agricultural land management,
grazing and associated leases. Recently, the organization added a
conservation and grazing manager position to help address this increased
need.
The CMP identifies the need for additional rangers, maintenance
personnel, and natural resources staff to address growing patrol and site
security needs, facility and vegetation management, agricultural program
management, and natural resource management of coastal lands. An
important part of this work will be to build a solid working partnership
with the agricultural community that exists within the coastal area and
the aforementioned coastal field office for the District will represent an
important part of building such a partnership. The assumptions and
resulting projections built into the CMP for future staffing are reasonable
and have been incorporated into the long-term staffing model. They meet
the expanded scope of the coastal mission. Specific recommendations for
near-term increases are presented in the related sections of this report.
Recommendation 1. Implement the recommendations of
the Coastal Management Plan to support the growth of
the coastal areas. Positions projected for future budgets
are built into the long-term staffing model.
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Financial Analysis and Staffing Trends
Midpen was formed in 1972 and since this pre-dated the approval of
Proposition 13 in 1978, the District was able to levy a property tax on
property within the District. With the approval of Proposition 13, the
District’s property tax rate was made a part of the permanent 1%
property tax levy within the District boundaries in San Mateo and Santa
Clara Counties. Today District property taxes make up approximately
0.07% of the total property tax collected in San Mateo County and 0.06%
of the total property tax collected in Santa Clara County.
District revenues are heavily concentrated in property tax, as such
revenues make up approximately 90% of total general-purpose revenues
(not including Measure AA tax proceeds). This is far more property tax
dependent than is typical for a city, county or special district. Cities and
counties typically receive from 14 to 22 percent of their revenues from
property taxes. Enterprise special districts (such as water or sewer
districts) typically receive only about 2 percent of such revenues. Non-
enterprise districts such as Midpen (and other districts providing such
services as library and fire) receive on average 65 percent of their
revenues from property taxes. Even among non-enterprise special
districts Midpen is highly dependent on property tax revenues.
Fortunately, property tax revenues are among the most stable of tax
proceed types.
The growth of property tax revenues in California is a function of
property turnover and property appreciation. In terms of property value
appreciation both San Mateo and Santa Clara have been extremely strong
areas for a long period of time. There has only been one economic
recession impacting property valuations in the area since 1991. The
combination of the District’s reliance on property tax revenues and this
high growth rate has made for generally robust revenue growth for the
District.
The District Controller maintains a fiscal forecast in which he uses a
relatively conservative assumption of 4% annual growth in property tax
revenues. The latest revenue and expenditure projections, which include
assumptions covering the staffing increases called for in this report, both
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in the near term and over the next several years, are shown in the figure
below.
While the “operating margin” does narrow over time, the District is not
facing significant fiscal hazards in the future based on the best projections
currently available. It should be noted that because of the District’s
dependence on property related revenues any significant erosion in Bay
Area real estate values would have a substantial negative impact on the
District’s financial operations. This negative impact would be much
greater than for a typical local government which is less reliant on
property tax revenues than is the District.
While recent history has not shown this to be a problem for the District, it
is probably a reason for the District to maintain prudent reserve cash
balances, which it has a history of doing. The Government Financial
Officer Association (GFOA) recommends that local governments
maintain a reserve at least equal to 18% of annual operating expenditures.
Midpen holds far more than this minimum, currently nearly twice the
annual operating expenditures in reserve. Projections indicate that this
amount will go down over the next 30 years, but it will remain well above
the GFOA minimum. The projected cash reserve level is shown in the
figure below.
25.00
75.00
125.00
175.00
225.00
275.00
Forecast MROSD Operational Revenues and
Expendidures - Next 30 Years ($ millions)
OPERATING REVENUES OPERATING EXPENSES
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The other major revenue source for the District is the Measure AA
general obligation tax bond measure designed to fund approximately
$300 million in open space investments over a 30 year period. The bond
measure was approved by 2/3 of the voters in 2014. To date the District
has issued approximately $95 million in bonds and plans to issue another
$25 million tranche in the current fiscal year. Spending on Measure AA
projects currently totals over $88 million.
Since the District is roughly 8.5 years into the 30-year timeframe for the
$300 million (in 2014 dollars) spend plan for Measure AA it is on schedule
or somewhat ahead of schedule in terms of getting the enumerated
projects completed.
The figure below shows anticipated Measure AA spending over the time
horizon for the Plan.
Bonds will be retired for many years after this Plan is completed in about
2044 but the tax rate will be continuously declining as bonds are paid off.
Measure AA is, however, a hugely ambitious program and its completion
will need to remain the top priority for the District for the work to be
0%
50%
100%
150%
200%
250%
Forecast MROSD Cash Reserves as
Percentage of Operating Expenditures
0
50
100
150
200
250
300
350
400
FIS
C
A
L
Y
E
A
R
:
22
-
2
3
23
-
2
4
24
-
2
5
25
-
2
6
26
-
2
7
27
-
2
8
28
-
2
9
29
-
3
0
30
-
3
1
31
-
3
2
32
-
3
3
33
-
3
4
34
-
3
5
35
-
3
6
36
-
3
7
37
-
3
8
38
-
3
9
39
-
4
0
40
-
4
1
41
-
4
2
Forecast Measure AA Cumulative Spending
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completed as planned. Many of the recommendations in this report are
aimed at supporting the Measure AA program given its centrality and
importance to the District and voters within the District.
Staffing Trends
The figure below shows total District staffing growth over the last twelve
years.
Staffing grew the most right after the last FOSM when a number of
staffing gaps were identified. Overall staffing during this time period
grew at the rate of approximately 5.5% per year. The District added
approximately 7.5 FTE every year during this period and grew from
approximately 109 to 191 FTE.
This is a high rate of personnel growth for a public agency. And the
District has been challenged to build the systems and infrastructure
necessary to serve this level of FTE, a challenge exacerbated by its
regional footprint and decentralized operations.
Staffing has increased much faster than the number of protected acres,
which has grown at about 1.7% annually, or about 1,100 acres per year,
but this has been quite variable, as one would expect given the nature of
land transactions. In any event most of the staffing additions were to
make up for existing gaps in District resourcing identified in the initial
FOSM effort.
In the original FOSM it was determined that the District lacked many
administrative and management infrastructure positions that were
necessary for organizational sustainability. During the update process
this observation is still true but to a lesser extent. Looking forward, while
there continues to be some need to grow the administrative and support
functions, most growth will occur in visitor services, preserve
development and maintenance areas.
0
50
100
150
200
250
50,000
55,000
60,000
65,000
70,000
75,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Growth of Staff and Protected Land
All protected land acreage Total Staff
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18
Baker Tilly has completed staffing projections for the District for
approximately ten years based on past trends and our best estimates of
what will be needed to service new growth based on the relationships
observed between existing staffing and several metrics that the District
tracks including:
•Public trail mileage
•Visitation
•Open acreage
Visitation statistics were only available for 2020-2022, and from 2010
which did not allow for good trend analysis against staffing. We were
able to correlate staffing levels against the increase in both acreage open
to the public and trail milage. We found that staffing levels have
generally moved in a positive direction relative to the metrics tracked.
The District has typically been able to add staff faster than open acreage is
added and faster than trail milage is opened. This shows that it is
addressing some of the understaffing issues that have hampered
performance in the past.
Specifically, between 2012 and 2022 the number of operational staff per
1,000 acres of protected land grew from approximately 1.0 to 1.57, while
the number of total staff for the same metric grew from 1.82 to 2.78, both
good and needed increases in capacity. The original FOSM found
significant under investment in administrative systems which is one
reason for growth in positions assigned in these areas. As is detailed in
the staffing projections presented later in this report, going forward most
growth in staffing will be in field operations. Meanwhile the miles of
trails maintained per staff member declined from 2.09 to 1.38 showing
that there is now more staff for each mile of maintained trail.
These trends all indicate that the critical staffing issues that have
impacted Midpen have abated to some extent since the first FOSM effort.
0.50
2.50
4.50
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Staffing Trend Metrics
Operations staff per 1000 acres protected
Total staff per 1000 acres protected
miles of trail per staff member
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While it would be desirable to be able to project staffing needs over a
longer period of time say 20 to 30 years, our level of confidence in the
reliability of such estimates is quite low, given the likelihood of changes
in how work is accomplished and technology. Therefore we kept the
recommendations to a ten year horizon.
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Ensuring a Sustainable Organization
Leadership and Organization Culture
The mission of the Midpeninsula Regional Open Space District is rooted
in acquiring and safeguarding a regional greenbelt of open space land for
perpetuity, with a focus on preserving and restoring the natural
environment. This mission encompasses opportunities for ecologically
sensitive public enjoyment and education. And now, along the coast, the
mission extends to the acquisition and preservation of agriculturally
significant land, aiming to protect the rural character of the area while
promoting sustainable agricultural uses of land resources.
There is a pressing need to consistently uphold the mission at all levels of
the organization. The proactive "can do" culture of the district, while
commendable, may lead to an occasional embrace of new projects that
divert attention from the primary mission focus. Conversely, there has
been a tendency to adhere strictly to the FOSM from an administrative
standpoint, potentially limiting flexibility and innovation. Competing
desires to do more while holding true to the specific roadmap laid out in
the FOSM has led to internal pressures and constraints this Refresh seeks
to address.
The capable professional staff, committed board, and an organizational
culture that is driven by the mission described above are the keys to the
organization’s success. This success was rewarded by the passage of
Measure AA by voters in San Mateo and Santa Clara counties and has
been sustained through intentional investment. Sustaining long-term
success demands continued clarity of vision and goals set by the Board,
empowered management to implement board direction, and an
organization that has the capacity, systems, and culture to effectively
deliver long-term results.
Annual planning by the Board that aligns to the organization’s vision and
delivers projects funded by Measure AA is essential to setting priorities
and objectives for the organization for the year. A majority of Midpen’s
goals are multi-year and affirming them annually helps to maintain focus.
Ensuring a board retreat that is engaging, incorporates staff input
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regarding capacity, and results in consensus and buy-in is essential. A
challenge for any governing body is to maintain focus and minimize mid-
year changes in direction. Midpen has adopted a number of long-term
plans, many of which are referenced in this report, that help in this
regard. Even so, the inclination of board members to engage in
operational dimensions of the organization can delay action and
influence a culture of perfectionism and fear of mistake that slows things
down.
Midpen is fortunate to attract and benefit from a highly professional and
qualified staff. As the organization grows a greater reliance on
management and increased decision-making authority to advance the
annual work program will be necessary. Through our interviews, we
repeatedly heard about time delays stemming from extensive review of
documents by senior leadership. Sensitive reports and Board items may
benefit from such consideration, however, not all documents are equal
when considering additional review and revision. Thorough review by
multiple parties can sometimes result in conflicting edits, unnecessary
time delays, and a perception by staff that their work is inadequate. This
has been an element of Midpen culture for a long time and it reflects a
desire for excellence.
To sustain progress as the organization grows additional authority and
ownership by department managers will be needed. Increased
departmental authority will also free up the General Manager and her
executive team to focus on the big picture and represent the district as a
regional player. While not required at this juncture, the District may find
value in reimagining the management classifications and structure over
time. The increasing scope and scale of departments may warrant the use
of director titles for positions currently classified as managers. This may
have the added benefit of signaling the experience and expertise of
department heads to further empower them to lead their operations.
Like the organization’s culture, the structure of Midpen must continue to
evolve. Significant changes were implemented subsequent to the passage
of Measure AA on the recommendations of the FOSM. The FOSM created
an internal administrative infrastructure designed to support the growing
organization. It also expanded key operational areas with the creation of
new departments. This FOSM refresh builds on the growth and success of
the district by contemplating new iterations in how work gets done.
Planning and Project Delivery
Many changes have occurred in project planning and delivery since the
original FOSM in 2015. Recommendation #3 of the FOSM called for a
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“more refined, comprehensive project delivery approach” which has been
created. Prior to the FOSM, management and oversight of projects
occurred in the planning department using a “cradle-to-grave” approach.
Implementation of the FOSM resulted in the creation of an engineering
and construction department that brought additional expertise in-house.
In addition, a field projects team was created to support the delivery of
projects. With the need for effective project management handoffs across
departments, process flow charts were created and have helped to clarify
roles and indicate which group is in a primary or secondary role at each
step. There are two project delivery flow charts: one for projects that
involve public access with property acquisition and one for land and
facilities construction projects. A Project Initiation & Handoff checklist
template captures the initial project planning details, essential documents
and key project participants who need to be kept informed as the project
progresses.
In addition, Midpen utilizes a shared project management tool called
Project Central to monitor Vision Plan and Measure AA priority active
projects. Project Central serves as a repository for projects and is viewed
as a collaboration tool where all project team participants can see the
project scope, budget, and schedule. The status of projects is updated
every two weeks by the project lead for review in monthly meetings with
executive staff (the General Manager and Assistant General Managers).
The benefit of Project Central is that it provides an overview of all active
projects in one place and helps project managers share and manage files,
and report status. A design feature of Project Central is that it links
projects to funding. Each project is numbered based on the funding
sources which can change over the length of the project. The numbering
of a project may also change if the scope is modified based on public
input or a change in Board direction. Such changes can lead to some
confusion in identifying and monitoring projects. Maintaining Project
Central takes time and can be viewed as an extra task for staff who also
provide updates during project coordination meetings, weekly
department meetings, 1-1 meetings with supervisors, bi-weekly reports,
and requests for information from other staff.
In particular, for Engineering and Construction Project Central does not
adequately assist project managers in tracking the budget, schedule, and
scope as would a typical project construction management tool. The
addition of such a tool would improve project delivery.
In staff interviews some concerns were expressed regarding whether
handoffs occur at the right time and whether communication from one
project lead to the next project lead is adequate. Initial project scoping
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and project team planning is most successful when all disciplines are
brought together early and clear roles are defined. Although there has
been increased input from each department and monthly review, the
team members are specialists in their area of expertise and there is not a
single project manager assigned to oversee the entire project.
The Baker Tilly team reviewed other models of project management
practices. As detailed in the table below, three of the selected peer
agencies employ a dedicated project management team (East Bay
Regional Parks, Boulder County Parks and Open Space and Jefferson
County Open Space and Parks), and two incorporate project management
into existing departments (Marin County Parks and Santa Clara County
Parks and Recreation Department). Each agency ensures that projects are
overseen by qualified individuals with the expertise needed to navigate
specific project requirements. Additionally, the tools used for project
management vary. Boulder County Parks and Open Space uses Microsoft
Projects, while the others vary in their approaches to project
management, with some having management software in place.
Table 3. Peer Agency Project Management Practices
Project Management Teams
Boulder County
Parks and Open
Space
Dedicated project management team for each project that includes several
specialists including a subject matter expert and a wildlife expert. The team
is led by a project management professional or an engineer. The project
management team resides in planning. They use Microsoft Projects as a
tool.
East Bay Regional
Park District
There is a project management unit and a restoration projects unit within
the Acquisition, Stewardship and Development Division. The project
management unit provides schematic plans and project management
services for the execution of capital projects while the restoration projects
unit delivers major restoration projects that improve ecosystem functions
while integrating compatible public access.
Jefferson County
Open Space and
Parks
There is a projects team made up of professional project managers (holding
PMP certifications). There are construction-related project managers and
three additional project managers that are responsible for the project
management and delivery of anything else taken on by the organization.
Marin County Parks Project management varies depending on the project type. Project teams
are inter-agency made up of staff from regional parks, open spaces,
administration, planning, public works and legal.
Santa Clara County
Parks and Recreation
Department
There are project managers within the planning/development and
stewardship teams to deliver projects.
Source: As reported by each agency.
In the interest of furthering the success of the project delivery process at
Midpen, the Baker Tilly team evaluated the option of creating a project
management office or team to provide oversight such as is found in some
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peer jurisdictions and in other municipalities with significant capital
projects. While we believe there is a need and support for continuous
improvement and training as it relates to project delivery, we concluded
that this structure was not a match for Midpen based on the types and
complexity of projects and the culture of the organization. It would be a
departure from the process that has been in use by project delivery team
members since the formation of the engineering and construction
department.
In many ways the current process is achieving intended outcomes; it is
our assessment that building on the existing approach with a
commitment to continuous improvement and training will further
strengthen the process without the need for an added layer of
management. Streamlining the process and the tools that are utilized for
sharing information and generating updates may be achieved through a
holistic evaluation of current practices.
Given the variety and complexity of active projects the district must
continue its commitment to clearly defined roles, information sharing,
cross-departmental engagement, and continuous improvement to
leverage the benefits of the expertise of different departments. This can be
achieved by investing in external resources to provide guidance and
resources to ensure continuous improvement, coordination, effective
project management skills, and timely project delivery. Currently there is
a wide variance in the staff’s ability to manage projects. Determining
current gaps in District standards and procedures and then documenting
what is required will improve workflow and ensure greater
accountability. This project management support function could be
housed with the Assistant General Manager’s office where coordination
of projects is housed.
Recommendation 2. Invest in continuous improvement,
coordination, and training opportunities to achieve
project management best practices.
Recommendation 3. Evaluate options and acquire a
project management tool to support Engineering and
Construction in the workflow and delivery of projects.
Evaluate the functionality of options to determine
suitability for the range of District projects.
Pipeline bottlenecks
Most significantly, the length of time to deliver projects has increased. The
typical project is no longer simply the addition of a small parking lot.
Projects are now more complicated with regulatory permitting, seasonal
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work windows, historic structure rehabilitation, and preservation. By the
nature of these projects, the time to compete them is longer. There is also
additional follow-up required. At the first FOSM, projects took three years
to complete (idea in year one, permitting in year two, construction in year
three). Projects now take five to ten years to complete, typically seven years
on average. In discussions with staff, Baker Tilly heard that the increased
length of time to complete projects is due to several factors, including:
•Increased public engagement
•Staffing levels
•Review delays
•Regulatory and permitting requirements
•Modifications to project scope
•Additional new initiatives
•Decentralization of administrative duties
Increased public engagement
The public engagement process has lengthened the project delivery
timeline but is necessary to allow for a more transparent process on
complex projects. Since the Red Barn public meeting in 2018 when
members of the La Honda community were upset at the consideration of a
public access project near their community at the Red Barn, the Board
directed staff to develop a new engagement approach with the public for
complex and controversial projects. The Public Access Working Group
implemented at La Honda Creek was very successful at getting community
buy-in but was staff and time intensive. The initial public engagement can
occur during the acquisition phase. Planning has also had a significant role
in public engagement. Staff estimates that public engagement during the
early programming stages of a project could require up to 50% of the
planner’s time. Not all projects require an individual public access working
group, but early on the scoping of a project, there should be a
determination made if there will be heightened public interest in a project
so appropriate time for outreach can be allocated.
Recommendation 4. Establish criteria to determine
when a project requires a public access working group
and develop schedules as well as protocols for projects
that require less public engagement.
Recommendation 5. Identify at the earliest possible
opportunity the level of community engagement
required by the type of project and allocate adequate
staff hours and include timing in the schedule.
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Staffing
The lack of staff due to vacancies, turnovers, and shortages in key areas
such as Planner IIIs and Capital Project Manager (CPM) IIs has slowed
delivery of projects. In Planning, there have been nine years of staff
vacancies (about one vacancy per year) which has impacted on the
existing staff's workload. Each senior planner and CPM acts as a project
manager, supervises two to four staff members, and reviews the work of
the planners.
In Planning, senior planners acting as both project managers and
supervisors of other planners limit their ability to provide training to
planning staff. In peer organizations, such as the East Bay Regional Park
District, Santa Clara County Parks, and San Mateo County Parks, this
position is classified as a principal level staff and converting the senior
planners to this classification would put them on par with other agencies
and the traditional planning hierarchy of positions. However, there are
currently no other principal level classifications at Midpen. The
evaluation of career ladders throughout the organization will be
appropriate as the organization grows. (see recommendations in the
human resources section of this report).
Both Planner IIs and Planner IIIs report to a senior planner. Planner IIIs
are instrumental to project outcomes and are assigned to many projects.
Requirements imposed by the California Environmental Quality Act
(CEQA) have placed additional demands on planners, such as required
historic review of District facilities now older than 50 years, and tribal
engagement. There is an immediate need for more Planner IIIs to fill the
project manager role.
The Engineering and Construction department has also experienced
periods of insufficient capacity to receive projects resulting in projects
being deferred due to lack of staff. The addition of staff in the near term
will address current demands and keep projects on track. In addition, a
review of long-term staffing needs is essential to avoid future delays in
project delivery. Staff turnover results in institutional knowledge lost on
long-term projects.
To attract talent and retain existing staff it is important to provide growth
opportunities. We recommend that in addition to the positions needed in
the near term, the district conduct an evaluation of options to maintain a
career ladder for both planners and capital project managers (see
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recommendation regarding career ladders in the Human Resources
section of this report).
Recommendation 6. Recruit for two additional Planner
III positions in Planning
Recommendation 7. Increase overall project delivery
capacity by adding another Capital Project Manager II
position.
Recommendation 8. Ensure that project record-keeping
is current to provide legacy of long-term projects.
Review delays
Timely legal review of board reports, contracts, agreements, and CEQA
documents is critical to moving a project along. There is a lack of
autonomy for the Planning and Engineering and Construction
departments to make decisions and too many decisions require the
General Manager and/or Board review and approval which adds to the
length of the project. There have been delays in receiving the General
Manager’s input and decisions on key project milestones and deliverables
that could have been reviewed or decided at a lower level. These delays
impact project timelines. The Board report review process is lengthy; it
takes 6 weeks to reach a Board meeting date if action is required on a
project.
Signing authority remains low ($50,000) for the scale of contracts
administered and requires Board approval which can also extend the
project timeline. In addition, any contract change orders (CCO) must be
reviewed by the General Manager’s office/Board. This results in a delay
of 6 weeks or more.
Recommendation 9. Evaluate the level of authority
required for review of board reports, contracts,
agreements, and CEQA documents to ascertain if lower-
level review is appropriate and will reduce review time.
Recommendation 10. Modify limits to contract change
order authority to expedite necessary modifications.
Regulatory and permitting requirements
Many planned projects require extensive regulatory agency and
permitting coordination which have long lead times and can be
challenging to obtain. Each project team manages the permit process for
their project. There is no central point of contact between the district and
regulatory agencies and counties. It can take as long as 8-months to
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obtain necessary approvals. Peer agency coordination is challenging for
on-schedule delivery of projects. County line staff can create barriers to
the progress of projects and some agencies treat District staff as
developers rather than as representatives of an agency committed to
preservation and protection of the natural environment. Engineering &
Construction must sometimes “negotiate” with a regulatory agency to
resolve an issue or condition. It does not make sense for departments
other than Natural Resources to negotiate with regulatory agencies.
Through our peer learning process, we gained valuable insights into the
diverse approaches employed by different agencies in managing permits
for parks and open spaces. Table 4 details the permitting practices for
each of the peer agencies. The East Bay Regional Park District utilizes a
comprehensive permitting process, integrating legal reviews, blanket
permits, and meticulous review of land use project permits. Conversely,
agencies like Santa Clara County Parks and Recreation Department,
Marin County Parks, Boulder County Parks and Open Space, and
Jefferson County Open Space utilize permit committees and designated
staff roles for permit approval. This variation demonstrates that there is
no one-size-fits-all approach to effectively managing public spaces.
One notable trend that emerged was the strategic use of specialized roles,
such as Administration Coordinators and Senior Park Rangers,
underscoring the value of having dedicated experts overseeing the
permitting process. Additionally, the incorporation of blanket permits, as
seen in the East Bay Regional Park District, Jefferson County Open Space
and Marin County Parks, provides a streamlined solution for specific
scenarios.
Table 4. Peer Agency Permitting Oversight
Midpen
Boulder
County Parks
and Open
Space
East Bay
Regional Park
District
Jefferson
County Open
Space and
Parks
Marin
County Parks
Santa Clara
County Parks
and Recreation
Department
Staff
Responsible
for Securing
Permits
Planning,
Engineering
and
Construction,
and Natural
Resources
Planning
Department
Stewardship
Division
Administration
Coordinator in
the Visitor
Services and
Natural
Resource
Department1
N/A N/A
Source: As reported by each agency.
1Permits that require special use are reviewed by the Visitor Relations Coordinator.
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Under its enabling legislation the District is empowered to:
“…plan, adopt, lay out, plant, develop, and otherwise improve, extend,
control, operate, and maintain a system of public parks, playgrounds,
golf courses, beaches, trails, natural areas, ecological and open space
preserves, parkways, scenic drives, boulevards, and other facilities for
public recreation, for the use and enjoyment of all the inhabitants of the
district, and it may select, designate, and acquire land, or rights in land,
within or without the district, to be used and appropriated for such
purposes. It may cause such trails, parkways, scenic drives, and
boulevards to be opened, altered, widened, extended, graded or regraded,
paved or repaved, planted or replanted, repaired, and otherwise
improved, may conduct programs and classes in outdoor science
education and conservation education, and may do all other things
necessary or convenient to carry out the purposes of this article.”
All the tools of municipal local government (city and county) are
delegated to the District in order to accomplish this work. The one
exception as it relates to the District is that Midpen does not have the
right to use eminent domain to acquire property within the San Mateo
County Coastal Annexation Area pursuant to the terms of a resolution
adopted on June 6, 2003.
Supporting this broad authority is the fact that Midpen is governed by a
locally elected Board which is pursuant to the enabling legislation
carefully drawn from wards which are designed such that all areas of the
regional district have representation. In establishing regional park, park
and open space districts in the early 1970s the California State legislature
thought very seriously about how to balance local control while
providing the authority to preserve open spaces in California and they
developed a new kind of local government to take on this challenge. In
some cases, these agencies evolved as sub-jurisdictions of counties and in
some cases, they evolved as separate local governments. In the case of
Midpen it was the latter.
In interesting wrinkle in terms of how Midpen operates is that it
nominally develops projects independently using its own staff and
resources, but then seeks permits for these projects both from relevant
regulatory agencies (such as State Fish and Wildlife) which are typically
charged with enforcing State and Federal environmental laws, and from
the underlying general purpose local government, usually the County of
San Mateo or Santa Clara, which enforce zoning and land-use
regulations, commonly known as entitlements. The general-purpose
governments often treat Midpen projects as discretionary, entitlement
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type, projects and add conditions that Midpen must comply with, very
much like Midpen was any other private property owner.
While this may be appropriate, particularly when a general-purpose
government is acting in a true regulatory role, such as a flood control
district, it may not be appropriate in all cases, particularly when it is
acting more in the vein of a routine entitlement permit authority, Midpen
is not a private property owner. It is a co-equal local government, with
co-equal powers albeit in a narrow range, similar to a water or sewer
district.
Given that we have observed that other open space districts have evolved
more flexible permitting arrangements with underlying general-purpose
governments, Baker Tilly suggests a dialogue be started with the two
counties about more flexible permitting arrangements concerning District
projects. It may be that Midpen projects do not need to be routinely
submitted to the county governments for entitlement permitting outside
of what is required for truly regulatory purposes.
Recommendation 11. Continue to pursue blanket permits
where possible.
Recommendation 12. Seek a legal opinion and Board
direction regarding self-regulating authority for project
entitlements.
Recommendation 13. Centralize the regulatory
permitting function. Utilize the in-house knowledge and
expertise of natural resources to streamline the
procurement and management of regulatory permits.
Project scope modifications
Due to the length of time involved on projects, there are changes to the
scope which in turn cause additional delays. Project timelines are
sometimes so long that the project history is lost. Scope modification
occurs due to 1) public input, 2) permitting from outside regulatory
agencies, and 3) the limited window of time when work can be done in
environmentally sensitive areas.
Because projects now take longer to complete, design changes occur over
the life of the project when consultants may no longer be engaged on the
project. This further results in time delays in re-engaging consultants to
modify the design. In-house design teams could respond to these changes
more quickly and keep a project on track. Use of a Senior Capital Project
Manager to lead in-house design would expand promotional
opportunities and reduce time and cost of using consultants for design
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work, particularly in instances where scope changes and there is a need
for alternative changes quickly. We believe that bringing design work in-
house will eliminate the delays but would require an additional Senior
Capital Project Manager in Engineering and Construction to absorb the
work now performed. The use of an eligible consultant pool that
Engineering and Construction can tap until the in-house resource is
established and for added capacity as needed in the future will further
address this gap.
Projects in the past were typically “construct and walk away”. The
responsibilities have grown to include more involvement past
construction through operation and past occupancy. One example is
tenant improvements within the central office. Projects with CEQA
mitigation measures require ongoing monitoring, upkeep, and success
criteria (typically plant survival). The staff resources needed over 5 to 10
years or more to monitor and maintain mitigation projects should be
factored into project design and implementation.
Recommendation 14. Develop an in-house design team
to address design changes, build institutional
knowledge, and provide career growth opportunities
more quickly. Create an eligible consultant pool to engage
as needed until the new team can be established.
Recommendation 15. Add a Senior Capital Project
Manager to provide support for an in-house design team.
Recommendation 16. Solidify the project scope early in
the planning process by including all departments in
earliest discussions and verify at regular check-ins.
Recommendation 17. Incorporate scheduling of staff
time beyond completion of construction.
Additional new initiatives
Since adoption of the FOSM, several new initiatives require staff attention
and time including expansion of coastal land, wildland fire resiliency,
ADA accessibility requirements, and active transportation planning and
coordination. Staff have also been involved in diversity, equity, and
inclusion (DEI) initiatives and there is heightened interest in and
awareness of the need for tribal cultural conservation and relations.
Currently, each department is defining its own role/responsibilities with
Tribal Relations and how they work with Native /American/indigenous
communities. The review and coordination of historic resources has also
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grown as many structures have aged beyond 50 years old which is the
CEQA threshold for historic significance determination.
Recommendation 18. Evaluate the impacts of new
initiatives through a district-wide lens to carefully
decide what new initiatives to take on and provide
necessary resources to assist with efforts.
Recommendation 19. Provide staff training to increase
knowledge for new initiative areas (i.e., wildfire
resiliency, ADA accessibility requirements, active
transportation planning, diversity, equity and inclusion,
tribal relations, and historic resource requirements).
Utilize in-house expertise when feasible.
Decentralization of administrative tasks
The district has decentralized certain activities (such as
contracts/purchasing; budget; resource loading) which has impacted
departments that lack the skills or resources to effectively perform these
tasks and pulls them away from their other duties and expertise. In
Planning, Natural Resources, and Engineering and Construction staff
spend too much time on administrative tasks, such as quarterly budget
updates, procurement, invoicing, etc., which takes away from
supervisory duties and project management assignments.
Planning and Engineering and Construction share one administrative
staff position which is not adequate for the needs of those departments.
Some administrative tasks that need attention are the organization and
clean-up of all Board approved Use and Management Plans (PUMP) for
each of the 26 preserves and management of electronic records. In
addition, the expansion of community engagement activities associated
with major planning projects requires careful planning and organization
that can be supported by an administrative position.
Recommendation 20. Evaluate administrative duties for
the planning, natural resources, and engineering and
construction departments to identify tasks that can be
reassigned from project managers; hire additional
support to meet the need.
Resource loading project challenges
Staff are overwhelmed by the number of large complex projects
happening simultaneously and the assessment of staff capacity to
current/projected workloads is unrealistic using the resource loading
assessment. Resource loading is a 3-year look ahead that is not an
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accurate assessment of staff capacity to current and projected workloads.
Departments find they are constantly under resourced because it is not
possible to estimate so far ahead and then there often is a need to pivot.
Some departments have transitioned from a “construct and walk away”
responsibility to being involved in the project through operations past
occupancy. One example of this is tenant improvements required within
the central office. There is a need for a project close-out review and audit
projects after completion to understand what could have gone better,
lessons learned, and gain a better understanding of resources required.
Recommendation 21. Evaluate the resource loading tool
for Capital Improvement and Action Plan (CIAP)
projects and modify as needed to capture all staff work.
In addition to projects, include scheduling of staff time
beyond completion of construction as needed.
Recommendation 22. Conduct project close-out reviews
to document time spent on each phase to present more
accurate representation of length of time required by
project type and establish a database of information to
inform future resource loading.
Role of Natural Resources in Project Delivery
The Natural Resources department has a key role in fulfilling the
district’s mission to protect and restore the natural environment. The
Natural Resources (NR) department resides with Visitor and Field
Services given the long-term focus of NR work (including on-going
monitoring of land management requirements); however, the role and
contribution of Natural Resources begins at acquisition and is notable to
the planning and delivery of District projects.
Over the years, the types of projects have changed based on the need to
provide more public access. On some projects, Natural Resources is the
lead due to the nature of the project. On other projects Natural Resources’
role is advisory to the lead department. In some cases, the input of
Natural Resources has occurred late in the process and caused delays,
many times as a result of regulations that are imposed on Midpen by
other regulatory agencies. When this happens, there is little ability to
change the scope to avoid expensive mitigation and regulatory
requirements, which can be as onerous for the agency. It is essential for
Natural Resources to provide early input on projects and participate in
scoping meetings. Because of their role in procuring regulatory permits,
Natural Resources has been viewed as a regulator rather than a partner
for CIAP projects.
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As discussed above, Natural Resources performs an essential role in the
permitting and on-going monitoring of district projects. Natural
Resources staff are highly skilled and view projects through a scientific
lens. They have working relationships with the regulatory agencies that
approve permit applications to advance district projects and have a deep
understanding of the sensitivities and requirements for land preservation
and restoration. As a result of steady turnover at state and federal
regulatory agencies, Natural Resources is often the most knowledgeable
and best source for determining mitigation measures and advancing the
permitting process. It is for this reason that recommendation 13, to
establish a position to procure and manage regulatory permits, is best
housed within Natural Resources.
Natural Resources works closely with the Land and Facilities Department
who have skills in managing the land and have the staff and equipment
to carry out the necessary work of restoration projects. Additionally, as
discussed below, land maintenance has and will continue to grow with
the implementation of the wildland fire resiliency program and
vegetation management (including rangeland conservation efforts) each
of which requires careful consultation and partnership with natural
resources.
Visitor and Field Services
Visitor and Field Services is a service line led by an Assistant General
Manager and comprised of three departments: Land and Facilities, Visitor
Services, and Natural Resources. Each of these departments delivers
critical field support and operations that ensure stewardship,
maintenance, safety and access to district preserves across the district.
Land and Facilities
The Land and Facilities department maintains the trail system and
associated infrastructure, manages leases and properties, delivers field
projects, maintains facilities, works with natural resources to manage
invasive species, and manages vehicles and equipment for maintenance
staff districtwide. The size and scale of the operation continues to increase
as the acreage and trail miles of Midpen expand. In addition, the
sensitivity and complexity associated with the diverse portfolio of
holdings across the two counties has stretched the department. The
coastal management plan, wildland fire resiliency plan, and integrated
pest management plan each provide a roadmap for increasing service
levels and addressing district needs. Implementation of these plans will
take time and require the investment of additional resources. The staffing
assumptions for each have been incorporated into the long-range staffing
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plan discussed later in this report; however, there are specific needs that
should be addressed in the near term.
Resource Management and Wildland Fire Resiliency Programs
As was noted above, one new environmental factor impacting the
District’s land holdings is the increased danger of wildfire, largely
brought on by climate change, previous forest rangeland management
practices, and the manifestation of periodic drought periods. Increased
wildland fire prevention, preparation and response are recognized as part
of Midpen's ongoing land stewardship. To address this need, the district
established a Wildland Fire Resiliency Program in 2021 that will reduce
wildland fire severity and risk in the region by managing vegetation in
the preserves with a focus on ecological health and wildland fire
resilience.
The program will allow Midpen to proactively increase ecologically
sensitive vegetation management up to approximately six-fold over ten
years. The program is made up of:
•Vegetation management plan: focused on ecosystem resiliency
and facilitation of fire response and evacuation
•Scientific monitoring plan: to inform continual adaptation of the
program
•Pre-fire plans with resource advisor maps: to assist fire agencies in
their response
•Prescribed fire plan: to reintroduce prescribed fire to Midpen’s
land management toolbox. This element was recently approved
by the Board and has been certified under the California
Environmental Quality Act
Integrated pest management (IPM) strategies are essential to the success
of this program and as such the team works in partnership with the
natural resources department. In addition to work under the wildland
fire resiliency program, the growth of IPM and plan updates are further
discussed in the Natural Resources section of this report. While the
Natural Resources department is effective in monitoring, strategizing,
and planning IPM work, they do not have staffing for maintaining work
performed under large contracts. Field work labor to conduct natural
resource maintenance work is more effectively managed within the Land
and Facilities department.
Eventually this program is going to require that the District maintain
literally hundreds of miles of fuel breaks, fire roads and evacuation
routes; work with dozens of local fire agencies and CalFire to annually
prioritize resources and projects; and develop prioritized flammable
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invasive plants for removal plans through the Integrated Pest
Management Program. So far, this work has relied heavily on grants
(over $2.5 million since 2017), but it will need to develop ongoing revenue
sources.
In recent budgets, the Board recognized the importance of this program
and authorized four positions. These include two Field Resource
Specialist positions and two Lead Open Space Technician positions. These
positions provide the structure for two crews to address resource
management, wildfire prevention and resiliency, through sensitive
vegetation management. As was the case prior to the formation of the
capital projects team, assigning existing maintenance staff to the
resources management team reduces the number of full-time equivalent
(FTE) employees who are actively managing the existing trail networks
and attending to maintenance work orders. This results in deferred
maintenance and a maintenance backlog that continues to grow despite
recent increases in maintenance staffing levels. To prevent the
reassignment of existing staff and the potential impacts on routine
maintenance, Midpen should add the staff required to form two resource
management and wildland fire resiliency crews.
Recommendation 23. Establish two crews assigned to the
Resource Management and Wildfire Resiliency Program.
Conservation Grazing Program
Conservation grazing is one of many land management tools Midpen
uses to achieve conservation goals. The conservation grazing program
began in 2007, and now encompasses approximately 10,000 acres leased
to small-scale ranchers across San Mateo County. The partnerships are a
critical tool helping Midpen manage large-scale coastal grasslands and
the rich biodiversity they support.
Just as with the pressures of climate change and the impacts on land
management described above, the increasing size and scale of
agricultural holdings and the District’s commitment the policies
established in the Coastal Service Plan, demand additional time and
resources.
The department manager currently invests considerable time in the care
and support of agricultural and grazing tenants. Recently, the district
added a position to support this work. The new Conservation Grazing
Manager (Resource Management III) adds capacity to the property
management team in land and facilities. The position will work closely
with the Natural Resources department and serve as a single point of
contact for conservation grazing and agricultural operations to improve
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customer service and expand support to agriculture tenants and partners
on the coast. In addition to property management activities, the resource
management expertise of the position will provide a high level of lease
oversight to assist tenants with incorporating resource protection
measures as part of their grazing practices.
The addition of the conservation grazing manager increases capacity and
expertise related to rangeland leases and should have a positive effect on
the time spent by the department manager; however, given the multi-
faceted set of goals associated with conservation grazing program and the
heavy workload of the other property management staff, an additional
property management specialist to support the administrative activities
associated with this work is warranted.
Recommendation 24. Add one property management
specialist I.
Growth of Land and Facilities Scope and Scale
Baker Tilly conducted thirty interviews and eight focus groups. One
theme consistently emerged. The scope and diversity of the operations
managed within the land and facilities department has increased
significantly. As the organization continues to grow there is value in
centralizing certain support functions to optimize efficiency and
streamline service delivery. The primary purpose of the land and facilities
department is to manage and ensure stewardship of Midpen lands. A
number of programs currently housed in the department deliver ancillary
services. The creation of a new department that brings together programs
and services with a shared purpose of supporting field operations will
ease the span of control and workload of the land and facilities manager
while creating a department that can focus on the shared goal of internal
support for field operations. Baker Tilly recommends the formation of a
Central Service Department, led by a department manager reporting to
the Assistant General Manager for Visitor and Field Services, to include
the following programs and services:
• Facilities Maintenance
• Property Management
• Fleet Services
• Contract Management Services
A more focused Land Management Department will be better positioned
to ensure the maintenance and stewardship needs of the district as it
continues to expand and address the environmental impacts of climate
change, balance and mitigate the requirements of rangeland
management, and support visitor access.
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Recommendation 25. Establish a new Central Service
Department, led by a department manager, with support
from an administrative assistant, to oversee facilities
maintenance, property management, fleet services, and
contract management services.
Recommendation 26. Rename the current Land and
Facilities Department as the Land Stewardship
Department.
Currently, the facilities maintenance team is comprised of a supervisor
and one facilities maintenance specialist. The team maintains the field
offices at foothills and skyline, residential houses and outposts owned by
Midpen, and the Administrative Offices in Los Altos. The team utilizes
contractors for added capacity. Since the opening of the Administrative
Offices in Spring 2022, the facilities team reports spending significant
time addressing routine maintenance needs there. The Administrative
Office provides office space for district employees as well as tenants. As a
result of these increased demands for maintenance works, facilities staff
must rely more on contract support and have less time to address the
maintenance needs of field offices and other facilities. In addition, the
distance between facilities and limited access to district vehicles makes
facilities maintenance challenged.
Recommendation 27. Increase the staffing capacity for
facilities maintenance to align with increases in work
order requests managed for district facilities. Over time,
consider implementing a regional staffing model that
reduces time spent traveling between locations and
increases time spent executing work orders.
As discussed above, the property management function at Midpen is
currently stretched thin. However, the addition of a property
management specialist for the conservation grazing program will
increase the capacity of the residential and commercial property
management team to manage the broad array of district lease types (e.g.,
residential, office space, concessionaires, easements, staff housing). The
property management team works closely with the facilities maintenance
team for the resolution of tenant maintenance issues and as well as
facility improvements as needed.
The Administrative Office building currently houses tenants on the first
floor. While this is likely to change over time as the district staffing
increases, the building management requirements for this location extend
beyond maintenance and lease management. Midpen must staff a front
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reception desk, accept deliveries for all tenants, distribute mail, and assist
with general set up (i.e., internet). These additional tasks fall to
administrative and IST staff and take time away from other work. The
district should assess the time and staffing required to manage tasks
associated with general building management and assign dedicated staff
accordingly. Pulling staff from other programs or service areas is
disruptive to those operations and may be better suited to a general
building management role.
Recommendation 28. Evaluate the time required for
general AO building management requirements (i.e.,
reception, mail and deliveries, internet set up) and staff
accordingly.
The vehicles and heavy equipment that is owned and operated by
Midpen employees currently lacks a dedicated fleet manager. Currently a
management analyst in the Land and Facilities department has
responsibility for fleet maintenance contracts, which is only one piece of
the scope of work typically managed by a fleet manager. From acquisition
to fuel usage and sustainability measures, to maintenance programs and
use policy and compliance, an effective fleet manager will develop
systems and evaluate practices to optimize fleet uses for the organization.
As the district grows it should no longer rely on a decentralized fleet
services model. It is inefficient and may be costing the district.
Recommendation 29. Hire a fleet manager that can
manage the use and maintenance program for vehicles
and heavy equipment.
Finally, the central services department should include a contract
management function that can support visitor and field services with
contract management support and serve as a liaison between the field
and the procurement team within Administrative Services.
Recommendation 30. Create a new contract management
function within the new central services department to
support field contracts and serve as a liaison with
procurement staff.
Visitor Services
The Visitor Services department was created as a major recommendation
of the FOSM in order to increase focus on user experiences in the
preserves. Its main programs are the ranger patrol and enforcement
functions and the volunteer and interpretive and educational programs.
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The challenges that Visitor Services are facing can best be summarized as
follows:
1. A variety of exogenous service demands come from interest
groups such as trail users, youth groups and others interested in
using District facilities often in new and innovative ways. This has
greatly increased are a result of the end of the Covid shutdown as
local residents are increasingly interested in outdoor experiences.
2. Managing unanticipated visitor activity generated by Public
Affairs.
3. Creating growth opportunities for staff who are often in relatively
“flat” organizational structures.
4. A difficult labor market and the unique set of skills and
requirements of ranger positions creates staffing challenges
stemming from the attraction and retention of ranger staff.
5. Balancing the role of rangers between public safety (law
enforcement) and educators to work directly with customers and
participants.
Several of the challenges listed above have a direct effect on ranger
staffing. A sustained increase in visitor rates is a positive outcome of the
pandemic occurring as community members sought safe ways to recreate
and developed a heightened awareness of the resources available
throughout the district. Finally, coastal assets requiring patrol and the
challenges associated with filling positions and retaining staff have also
impacted the pressure on ranger staff.
The department has been implementing various strategies to mitigate
these staffing challenges. This includes offering housing options to attract
employees who may not be able to afford the local cost of living;
establishing an unassigned pool of rangers to increase the flexibility of
scheduling; and a new labor agreement that increased compensation.
These strategies are helpful; however, the baseline ranger teams remain
understaffed for the scale of operations performed.
Recommendation 31. Increase Ranger staffing by three
(one lead and two rangers) to address current gaps.
Assign staff based on workload and coverage demands.
An issue for Midpen (and for many open space and parks districts) is
finding the right balance for the posture of ranger positions vis-a-vis their
role as public safety / law enforcement and provision of visitor services
information and education. It is a balancing act and often can vary by
location and even by the time of day or period within a week (busy or not
busy within a preserve). Without the right balance and associated staffing
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this challenge can put strain on staff, lead to retention issues, and lead to
credibility issues in the community.
One way that similar organizations have addressed this balancing act is
to initiate a dialogue within the organization to explore and understand
the ranger role. Baker Tilly would recommend that Midpen invest in a
process to do this. Once this differentiation has been completed, the
district can establish response and scheduling standards as a way to
determine the placement and number of staff.
Recommendation 32. Identify and develop goals and
objectives for the roles the Rangers perform related to
public safety versus visitor services support reflecting on
regional variations. Develop guidelines to help Rangers
understand their role and thrive in it.
Another source of the mounting Visitor Services workload are more
requests for various types of outdoor education projects related to school
groups and youth groups, including Scout troops. Many of these groups
are seeking to contribute some type of project improvement to Midpen
property as a visitor amenity. While appreciated, such projects can be
more complicated than they may appear, and coordination is needed to
make such well-intentioned activities successful. It would be beneficial if
Midpen created a position that would be the point of contact for all
groups who are looking to complete projects, and be the staff person who
works with each group through completion of the project.
Volunteers
The nature of Midpen’s work (outdoor work in scenic areas enjoyable to
many individuals) and the demographics of its service area (a relatively
high number of retired or semi-retired individuals with high
discretionary income) makes for an ideal environment for volunteer
contributions. And Midpen has a high demand for services in this area.
Volunteers provide a tremendous resource for building awareness and
champions of Midpen’s mission and conservation goals. These are often
loyal stewards of the district and bring great value.
The District invested in a Volunteer and Docent Study in 2016 and
adopted it in 2018. The study outlines plans for program expansion and
contains a number of recommendations that should be implemented.
A best practice for managing and developing volunteer programs and for
valuing them within the organization is to measure and quantify the
contribution that they make to the organization to the community. Baker
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Tilly was advised that such information is tracked and reported annually
from a volunteer management system.
Based on data that was provided, it appears that volunteer activity is
increasing. Over a two-year period from 2020 to 2022, the number of
volunteer hours more than doubled as shown in Figure 1. However, the
baseline for the data that was provided is 2020 and likely reflects a dip in
volunteer activity due to COVID-19 requirements. The volunteer
program manager reports that volunteer activity has returned to pre-
pandemic levels.
Figure 1. Annual Program Volunteer Hours 2020 to 2022
In addition to volunteer activity, the number of guided activities
continues to grow by approximately 20% a year. In the outdoor education
docent program, the number of students, field trips, and docent hours
have all grown by more than 100% from 2022 through 2023.
Investment in staff will benefit the program’s impact and is consistent
with future growth plans and Board direction. Currently, the program
relies on one volunteer coordinator position and has proposed the
addition of a volunteer program lead.
Recommendation 33. Add a volunteer program lead to
address increases in volunteer activity and plans for
expansion.
This position will increase capacity to assist with trail
construction and maintenance volunteer projects. Additional
staffing increases are also anticipated in the staffing model as
visitor services expands to the Coastside.
0 5000 10000 15000 20000
2020
2021
2022
Hours
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Volunteer opportunities and information on the district website is highly
interactive and very good. For increased visibility it could be elevated to a
more prominent and easy-to-find location. The volunteer page includes
information on a variety of volunteer program opportunities. These
include:
• Advanced Resource Management Steward
• Community Group Steward
• Community Outreach Volunteer
• Docent Naturalist
• Land Steward
• Nature Center Docent
• Office Volunteer
• Outdoor Education Docent
• Special Project Volunteer
• Volunteer Trail Patrol
Each option can be selected to learn more about the program and sign up
to volunteer. The website identifies upcoming opportunities and has a
Frequently Asked Questions section with links that include additional
information on the programs that are available. The website also has links
to partners and information for how groups can participate. To better
attract volunteers, the opportunity page should be front and center on the
homepage with links to the volunteer pages.
Training and the use of volunteer management tools is essential to the
success of the volunteer program as it grows. The district will need to
ensure the staff support needed to deliver necessary training to
volunteers. In addition, it was noted that the District has a volunteer
management software program, but it is a commercial product “off the
shelf” program that does not work well for staff or for the volunteers.
Recommendation 34. Develop a Volunteer Training
Program and a software system to support it. This can use
elements of a commercial software product but should be
tailored to meet district needs and to help with tracking
and valuing volunteer contributions (discussed below).
Natural Resources
Integrated Pest Management (IPM) Program
The IPM is an integral part of the District’s natural resource management
program. The Wildland Fire Resiliency Program has added additional
vegetation management workload. The IPM Program deals with pest
management as a primary objective including vegetative and fauna pest
species (both a growing issue with climate change). In addition, the
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program deals with pest control in District facilities. Implementation of
this program is a partnership between natural resources, which has
responsibility for the plan and is the scientific advisor for
implementation, and the land management department whose staff
complete the ongoing and specialized maintenance requirements of the
program. This work, both IPM and wildland fire resilience, is integrated
into the resource management and wildland fire resiliency crews
discussed in the land and facilities section of this report.
The original IPM Plan was approved in 2014 and the last update was
completed in 2019. The Final EIR completed with the update noted that
the next update to the IPM is due in 2025. Open space and parks districts
recognize that IPM work is necessary to protect the value of their open
spaces and protect them from fire and burdensome maintenance costs.
The IPM workload is increasing. From 2015 to 2019 work hours have
increased by 20% (17% by staff, 32% by volunteers, 51% by contractors).
Baker Tilly was not able to access work hour information since 2019, but
interviews indicated that work demand has continued to increase. As
discussed above the addition of two crews to support the resource
management and wildland fire resiliency program will help address the
increases in workload. In addition, a primary tool used to implement the
IPM program is through contracted cattle and other livestock grazing
where the District contracts with ranchers to conduct livestock grazing.
Currently approximately 10,000 acres are managed in this way, which is
fairly low intensity and consistent with historical usage in much of the
District territory. The addition of the conservation grazing manager, like
the resource management and wildland fire resilience crews, will be
important in the success of the IPM program.
Since a program update is due in 2025 work should begin now on that
effort.
Recommendation 35. Staff should sStart work now on
the budget and work plan necessary for the 2025 IPM
update.
The District cooperates regionally with other conservation agencies and
organizations, and because the IPM expertise the District has developed
is widely respected (2018 IPM Achievement Award from the California
Environmental Protection Agency Department of Pesticide Regulation), it
is often asked to consult with others. It has even been asked to take on
mitigation projects on behalf of others both in terms of implementation
and long-term monitoring. As a result, there may be some attraction – as
well as some financial benefit – to the idea of establishing a consulting
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program for other conservation agencies, organizations and property
owners to provide IPM services or developing a training program that
can be provided to regional agencies. Midpen prides itself on being a
leader and this opportunity reflects the organization’s expertise and
reputation in this area. However, it is our assessment that taking on these
additional programmatic areas should be viewed as a future opportunity.
In the near-term the organization runs the risk of expanding scope and
shifting focus from the delivery of existing priorities.
As mentioned previously in this report, Midpen has the opportunity to
emphasize the in-house expertise and reputation of the natural resources
team for self-regulating authority over district lands. While the decision
to move in that direction requires careful consideration, legal review, and
Board direction, it is prudent to maintain a focus on district stewardship
as the option is evaluated.
Internal/Administrative Support
Finance, Budget and Analysis
Finance and Budget existed as separate units within the Administrative
Services service line until they were merged as part of the FY 2023-24
budget to provide a more streamlined operation. The new department
has a finance supervisor to lead the finance team (formerly the finance
manager) and the new budget and finance manager, who had previously
only supervised the budget staff directly.
With the restructuring the department lost some capacity in budget
analysis work and therefore has contracted with a former employee who
is knowledgeable about the District’s budget systems and process to
provide additional capacity. In addition to supporting the budget and
analysis team, the new manager is focused on merging the two
operations into a cohesive department.
Staffing levels, supplemented by contracted support as noted above, have
been appropriate for the current operation. However, this review
identified a need to increase support provided to some departments by
streamlining activities and providing greater assistance with budget- and
finance-related duties as needed. Not all departments have dedicated
administrative staff to support the requests of the budget and finance
operations and the requirements often demand time pulled from other
operational duties. It can be inefficient when staff who do not routinely
perform budget or finance-related tasks, are needed to step in.
Recommendation 36. Add a budget and analysis
supervisor position to lead the budget and analysis team
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to increase capacity to support departments, reduce the
span of control of the department manager, and further
streamline the budget process.
Recommendation 37. Convert the half-time accounting
technician, currently shared with human resources, to a
full-time position to better support the accounting needs
of departments and build capacity to support the grants
program.
With the merger of the two offices occurring within the past few months,
the staffing and service levels of the office should be reevaluated on an
ongoing basis to determine if there are adequate levels of management
analysts to provide the necessary support for the departments. The
continued use of contract services to supplement staffing capacity and
support special projects can have a benefit in the short term without
adding additional permanent staff. The long-term staffing models allow
for additional staff to be added in future years if there is a need to further
expand support to the departments.
Grants Management
The grants program has been very successful in bringing in external
grants. At the time of interviews, the program was managing twenty
active grants. The grant program is highly dependent on building
relationships with key partners and looking to broaden partnerships with
other agencies. This effort requires significant outreach to capitalize on
opportunities. The more internal work of grants management involves
review of reimbursement requests.
The Grants Program is supported by the Grants Program Manager, a
Management Analyst II, and a Senior Grants Procurement Technician
that was recently converted from a half-time position to full time.
Procurement and Contracts
Procurement is led by a Procurement Program Manager, a Senior
Procurement Technician, and an Administrative Assistant who supports
procurement half-time along with other Administrative Office duties
which include staffing the front reception desk. In interviews, we heard
that departments were pulled away from their primary focus to address
procurement and contract issues in which individuals were less skilled.
The addition of a second Senior Procurement Technician would increase
much-needed support for the departments. The recommended contract
management function in the new Central Services Department will bring
a user perspective and further support to the administration of contracts
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in the field. Over time, the district may wish to evaluate the benefits of
moving the procurement program to Central Services.
Recommendation 38. Add a Senior Procurement
Technician to expand departmental support provided by
the Procurement Program.
Human Resources (HR)
HR is adequately staffed for the current size of the district. However, the
current challenges facing all employers in recruiting and retaining
employees are projected to continue. According to Forbes magazine,
public sector jobs, especially in state and local governments, are still
below their levels from before the pandemic. This means filling positions
will continue to be difficult and expanding the district workforce from the
FOSM refresh, will require additional HR capacity, either contractual or
permanent, to keep up with the increased workload and to ensure the
district is continuing to hire and retain quality employees. In addition,
investment in automated workforce planning tools that track staffing
trends, support recruitment efforts, and manage staff professional
development needs will greatly enhance the efficiency and effectiveness
of human resources to support departments and employee with staffing
needs. Such an investment also supports the department’s desire to
operate in a paperless manner and align with the environmental
stewardship goals of the district.
The Human Resources department is led by a Human Resources
Manager and supported by six full-time and one half-time (shared with
finance) positions to deliver the full range of HR programs. Midpen is a
growing organization, and with that comes increasing pressure on HR to
support employees and managers, including with recruitments, training
and professional development, labor relations and other support services.
The long-term staffing model accounts for this growth over time;
however, in the near-term, for the department to support the delivery of
the staffing recommendations contained in this report, we recommend
increasing capacity now.
Recommendation 39. Add an HR analyst to support the
increase in the recruitment of positions resulting from
the FOSM refresh and assist with expanding succession
planning activities.
Recommendation 40. Convert the half-time HR
technician, currently shared with finance, to a full-time
position to assist with the increasing recruitment
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support, training, and other HR needs of departments
and employees.
A critical area that requires attention is the expansion of succession
planning activities across the organization. HR staff have initiated the
process by pinpointing key personnel eligible for retirement within the
next five years and have identified several areas of concern. Midpen also
participates in the countywide training consortium which offers extensive
training opportunities for district employees, and the talent exchange
program which offers unique professional growth opportunities to
develop identified skills through experiential placements in San Mateo
and Santa Clara counties. In addition to these activities, the organization
would benefit by offering targeted development opportunities to
potential successors of positions that are likely to become vacant due to
retirements. HR can support departments with succession planning
efforts by helping to create individualized career plans, developing
mentorship programs and tailored training initiatives, and supporting
other career development opportunities that nurture talent within the
organization.
Recommendation 41. Expand succession planning efforts
to include helping departments and employees with
creating individualized career plans, developing
mentorship programs and tailored training initiatives,
and supporting other career development opportunities.
A review of the current classification and pay structure indicates that
Midpen utilizes a number of classification series that include flexibly
staffed positions, such as Planner I/II, Data Analyst I/II and others, that
lead to more senior level positions such as a Planner III, Capital Projects
Manager III, and Resources Management Specialist III which is followed
by the supervisory or lead role of a senior. This type of classification
structure has many benefits and is common among local government
agencies. It demonstrates progression in experience, duties, and
responsibilities and offers clear career ladders for many professionals. In
addition, the use of flexibly staffed positions (i.e., I/II) at the entry level of
a professional series allows for promotions without the need to go
through additional personnel processes and can work as an incentive for
employees to stay within the organization. It also provides an
opportunity to hire more qualified candidates at a higher level, when
they are available. When establishing new classifications, the district
should consider whether flexibly staffing those classifications would
benefit the retention of employees and increase career ladder
opportunities while minimizing single classification positions.
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As the district grows and workload and staffing levels continue to
expand, human resources should evaluate the option of creating a
principal level position as an extension of the professional career ladders
that are currently in place. As discussed in the project delivery section of
this report, the senior level classification serves a critical role in the
management of complex programs and projects in addition to
supervising lower-level staff. The addition of a principal level position
would expand supervisory capacity and reflect the high-level work
needed by larger departments. Adding a principal level position to these
classification series offers promotional opportunities that are consistent
with peers, will encourage retention of the district’s valued employees,
and, in some cases, better reflect the level of work being performed.
Recommendation 42. Expand career ladders to provide
staff growth and advancement opportunities that
encourage attraction and retention of qualified
employees and reflect the workload demands of the
district. This includes at both the top and bottom ends of
series classifications where levels may be missing or
needed (i.e., planning, capital projects managers, natural
resources, open space technicians) and the use of flexibly
staffed classifications that enable promotions for qualified
staff without need for additional personnel processes.
Additionally, establishing a talent pipeline or internship program with
local technical schools and apprenticeship programs will help in
cultivating a pool of skilled workers who are knowledgeable about the
opportunities for future employment at Midpen. Finally, instituting clear
career ladders where they do not currently exist, including the use of
flexibly staffed positions (i.e., open space technician I/II), will ensure that
employees see a clear path for advancement within the organization.
Recommendation 43. Utilize internships or
apprenticeship programs with local schools and colleges
to develop a pool of skilled workers.
Training and employee development is an essential part of any
succession plan. As noted above, the district participates in the San Mateo
County Regional Training and Development Consortium. The
consortium provides training on Business Writing, a Public Sector Lead
Worker academy, Preventing Sexual Harassment for Supervisors and
Managers (online), Effective Public Speaking, Introduction to
Supervision, Customer Service, Time Management, Career Development
and much more. By continuing to take advantage of the Consortium and
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supporting employee participation, the district can provide on-going
skills training and career development.
Recommendation 44. Continue to participate in the San
Mateo County Regional Training and Development
Consortium for training and career development.
Additionally, it was noted the district’s job descriptions do not list the
current salary for the position. Listing the salary with the job description
will make it easier for current and prospective employees to determine
the pay for a position they might qualify for and are interested in
pursuing. Presently the district has salaries in a separate location which
requires prospective and current employees to search in two different
places. And while the district lists annual salaries when recruiting for a
position, having them on the job description will make it easier for
prospective candidates – including internal prospects - to find the salary.
These candidates, if interested, can then sign up on the CalOpps website
to be notified when the position becomes available. This is a small but
simple way to improve transparency regarding opportunities.
Recommendation 45. Add salary to job descriptions that
are posted online.
It is important to recognize HR as a strategic partner and resource for all
departments within the district. As organizations grow, HR services
become more important and attracting and retaining experienced HR
staff becomes more challenging. Like all public service agencies, Midpen
is a people-driven organization. Incorporating the perspective of HR
when contemplating organizational change or strategy contributes to
long-term continued success.
Information Technology Services
The District has prioritized implementing an IT governance structure to
promote effective planning, priority setting and accountability of district
technology resources with business priorities. Growth in the technology
arena has attempted to keep pace with the operational growth of the
organization but IST is not always able to keep up with operational
demands. The hybrid work environment, the large increase in mobile
device use by field staff, and need to maintain and support the over
twenty enterprise systems implemented over the past seven years are just
a few examples impacting IST’s workload.
Recommendation 46. Add an Applications Programs
Manager to support the applications and database needs
related to application enterprise systems.
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The addition of the Senior Technologist for FY 2023-24 to implement
cybersecurity projects and other complex technical projects will help with
ensuring the technology infrastructure is reliable and secure and assist to
reduce the backlog of existing projects. IST staff have identified a need to
complete a full cybersecurity assessment to identify all cybersecurity risks
facing the agency and due to lack of capacity the project continues to slip.
IST has no administrative support and is currently the responsibility of
the IST Manager. Purchasing and contract management are time-
consuming. In addition, IST is responsible for supporting building sublets
by arranging ISP services. A management analyst position would
immediately help the IST Manager to offload administrative tasks and
could also provide additional project management support needed in the
division.
Recommendation 47. Add a Management Analyst
position; work with the IST Manager to define roles and
responsibilities to support the IST division.
The IST project list is extensive and covers three program areas (IT
Program, Application (Enterprise) Program, GIS Program) to support
organization-wide projects. GIS governance, resources and additional
position requests should be included in the GIS Master Plan, currently
under development. As the district continues to grow, impact on the
demand for IST is a concern; with the expansion of support in the field
offices and growth of technology tools (doubling the number of
technology devices to support) IT programs will need the capacity to
support all the different business operational needs, no matter the
location of staff.
In addition, as the demand for IST resources has grown, the type of
systems and technology has also changed. The complexity of the work
performed today does not always match current skill sets or job
specifications.
Recommendation 48. Evaluate IST job descriptions to
determine if the specified skills match the current job
requirements for the recruitment and hiring of qualified
staff.
Recommendation 49. Ensure the GIS Master Plan
includes evaluation of additional resources needed to
support the operational demands.
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Public Affairs
The Public Affairs department is comprised of six staff and a manager,
including four public affairs specialists, a government affairs specialist,
and an administrative assistant.
This unit performs a number of key roles in supporting District projects
and operations including facilitating and managing public engagement,
providing ongoing public information and developing and managing the
Districts legislative program. The team is appropriately well staffed and
delivers quality communication to the public utilizing a variety of
channels. The team serves in a support capacity to the planning
department for community engagement activities associated with major
projects.
The department manager reports to the General Manager. This reporting
relationship offers some future opportunity in the realm of external
affairs and the potential for further building partnerships with key
stakeholders to advance the mission of Midpen. While no change is
currently recommended, over time the potential for establishing a
broader role for the public affairs team may be envisioned. The work of
the government affairs specialist, the grants manager and the public
affairs manager offer some opportunity for synergy and heightened
coordination, especially as the District contemplates the value of greater
autonomy and the related need for strong relationships regionally.
Public dialogue around District projects was frequently cited in
interviews as a reason that project cycle times have increased, but it was
also noted that public expectations around the need for inclusion and
communications have increased necessitating a greater investment in
these discussions. Nevertheless the District should consider how it can
manage the public input process to emphasize the need for both a
thorough vetting of projects with an expectation of timeliness and closure
by explaining that time does cost money.
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Organization Structure and Staffing Model Baker Tilly
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Organization Structure and Staffing Model
Staffing Model and Projections
In projecting needed staff increases for Midpen, Baker Tilly took a two-
step approach to the task. We first assessed what positions are needed to
address the workload demands of the current organization. It turned out
that due primarily to the environmental factors impacting the
organization, discussed above, such as climate change and related
impacts to the protected open spaces, the pandemic-related shifts in
outdoor visitation, and the greater diversity in land holdings the District
has an immediate need for additional staff which is somewhat higher
than anticipated.
We have reviewed these needs on a position-by-position basis in an
earlier section of this report, but our estimate is that Midpen will need to
add approximately 28 new positions by the end of FY 2024-25 to address
existing needs. Following this adjustment, we project the District will
need to grow at approximately 3% annually in terms of full-time FTE
between FY2026 and FY2034.
The figure below shows historical FTE growth at Midpen and what is
projected over the next ten years.
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Staff Growth Since 2012 and Projected Staff
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It is anticipated the Midpen will have roughly tripled in size between
FY2012 and FY2034. While this is not particularly fast growth for a Silicon
Valley “start-up” it is very fast growth for a local government!
The figure below shows anticipated growth in the major Midpen
organizational units over the FY2024-2034 period.
Most growth will occur in Visitor and Field Services, where we anticipate
the addition of approximately 71 FTE. The area with the next highest
growth will be in Administrative Services, which will add 12.75 FTE,
followed by Planning and Project Delivery, which is expected to add 9.0
FTE. We have not included staffing additions in the Office of General
Manager and General Counsel as a part of the near-term staffing
adjustments; however, overtime shifts or adjustments in these areas may
be warranted and can be addressed through projected increases for
internal support activities. Overall, we expect the District to add 92.75
FTE between FY2024 and FY2034.
The model is designed to increase staff based on assumptions built into
the staffing model, and it is designed to be flexible and should be
implemented over time based on the District’s actual workloads.
Historically, Midpen has averaged a 1.8% increase in acreage annually
which would result in adding approximately 1,300 acres per year. In this
model this level of increase translates into an increase of 6 FTE in Visitor
and Field Services staffing annually. However, staffing should be added
based on the timing and workload demands associated with increases. If
there is no acreage added in a given fiscal year, the model would be
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Projected Staff Changes by Organizational Units
Office of the General Manager and General Counsel
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Administrative Services
Visitor and Field Services
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adjusted to account for no change. If there are 3,600 acres added in
another fiscal year, the result would be that the District should plan on an
additional 12 FTE to account for the increase in workload. These positions
would be deployed in the areas that expand acreage and based on the
needs of the departments.
The Planning and Project Delivery staffing increase is based on adding
one FTE for every $2 million of increased capital dollars budgeted for the
fiscal year. As capital budgets increase, so does the role of the planning,
engineering and construction, and natural resources roles of the
organization.
Administrative Services staffing increases include a .75 FTE annual
increase to handle the increased workload of supporting the Midpen
operations. This assumption is based on the fact that there are economies
of scale in administrative services so staffing should not need to increase
on a one-to-one basis as other functions grow, but this factor can be
adjusted based on experience by Midpen. The increase in FTE would be
utilized in the administrative functions of the operation based on current
needs and workloads. This gives the organization flexibility to address
needs on an annual basis.
Based on the assumptions used for the staffing model, the total staffing is
projected to increase by 92.75 FTE over the next ten years. This number
will increase or decrease based on the actual acreage and budget changes
but is a good indicator of growth necessary to keep up with Midpen’s
continual growth and expansion, using actual historical trend
information.
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Implementation and Next Steps
The Board and District staff are committed, engaged, and enthusiastic
about the work and mission of the organization which has contributed to
the success it has enjoyed. The District has experienced significant
periods of growth and change over the years, most notably with the
implementation of the FOSM recommendations, and can continue to
thrive while implementing the changes outlined in this report. The next
chapter is a further evolution of the progress achieved over the past
decade.
To assist the lift of original FOSM implementation the consulting firm
Management Partners (merged with Baker Tilly in October 2022)
provided a framework for change management that warrants revisiting.
Change is hard and it takes time. It also requires careful planning,
patience, and the support of leadership.
There are five components to successful change management:
• Planning
• Defined governance
• Committed leadership
• Informed stakeholders, and
• Aligned workforce
Planning
The recommendations contained in this report are the starting point.
Planning for implementation requires consideration of resources, defined
milestones and outcomes, prioritization, and ownership. To be effective
and achieve support and buy-in, the full team should be engaged and
systems should be put in place to track and monitor timely progress.
Baker Tilly will provide an implementation framework that will aid the
district in the implementation of the recommendations we have provided.
Defined Governance
The importance of clearly defined roles and responsibilities to successful
change management cannot be overstated. This was a key
recommendation of the original FOSM and continued focus is needed.
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Defined governance ensures that the distinct and significant roles of both
the policy-makers (Board) and executive leadership (General Manager
and Assistant General Managers) are accepted and honored. The Board,
leadership team, and staff each own different parts of the governance
continuum. The Board provides policy level review and decision-making.
This should include revising existing policies and procedures regarding
Board relationships with staff. Staff are charged with implementing the
vision and administering the District work plan through Board-
established work plan priorities and direction.
When adequate role definition, policies, and systems are in place, trust
and accountability within and outside the organization result.
Committing to the distinct roles will enable policy makers to focus on
policy and strategic direction instead of operations and administration.
Committed Leadership
District leadership must ensure staff has the tools, training, and resources
to complete the work and achieve the defined outcomes associated with
these changes.
As work becomes more complex, effective communication and efficient
meeting management will be critical to success. Likewise, delegating
problem solving and decision making to employees that are aligned at all
levels of the organization improves workflow processing and keeps
projects moving by avoiding the need to vet each decision through the
executive team.
Informed Stakeholders
Creating and communicating a vision for how recommendations will be
implemented, accompanied by a sense of urgency, enables staff to
connect incremental tasks to a broader purpose. Frequent and regular
communication (i.e., employee newsletter, shared calendars, joint
administration and field staff events) help staff understand what is being
asked of them and set a context for future directives, planning and
associated action plans.
Clear and frequent communication from management about how
organizational changes will affect the workforce is seen as inconsistent
and underdeveloped by many employees. Having District operations
based in different buildings and different areas can make communication
challenging without an intentional, organized effort.
Aligned Workforce
Workforce considerations and staffing alignment are critical components
of an agency’s success. The original FOSM resulted in notable changes in
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this area. The FOSM refresh and the recommendations contained in this
report continue to ensure appropriate alignment as the organization
continues to grow. Future refinement should be anticipated.
Next Steps
Following review and feedback on this draft report, Baker Tilly will
prepare and deliver a final report that includes an implementation action
plan and recommended organization charts (Districtwide and for each
service line). These tools will serve to support the planning,
communication, and engagement required for successful implementation.
Conclusion
Capitalizing on the opportunities that lie ahead for Midpen requires
intentional investment, flexibility within the staffing model, and a
sustained focus on continuous improvement. In addition, a commitment
to clear priorities, open and regular communication, and direction as well
as patience and persistence is required by leaders in the organization.
Change is hard. However, the ambiguity that is inherent in the midst of
change can be diminished through disciplined practices that include
planning (timing, training, tools, problem solving), defined governance,
committed leadership, aligning the workforce, and regular
communication with stakeholders.
District employees reported that the mission of the agency keeps them
inspired and engaged in preservation, restoration, and expanding public
access opportunities. Most agencies spend decades investing in resources
to establish and build employee commitment to their mission. Although
significant, the recommendations contained in this report can serve to
refresh the commitment to the mission to fuel the work ahead. As the
Midpeninsula Regional Open Space District continues its evolution and
marches toward the future, it is creating as its legacy an indelible impact
on the region for generations to come.
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Attachment A – List of Recommendations
Recommendation 1. Implement the recommendations of the Coastal Management Plan to
support the growth of the coastal areas.
Recommendation 2. Invest in continuous improvement, coordination, and training
opportunities to achieve project management best practices.
Recommendation 3. Evaluate options and acquire a project management tool to support
Engineering and Construction in the workflow and delivery of projects.
Recommendation 4. Establish criteria to determine when a project requires a public access
working group and develop schedules as well as protocols for projects that require less public
engagement.
Recommendation 5. Identify at the earliest possible opportunity the level of community
engagement required by the type of project and allocate adequate staff hours and include
timing in the schedule.
Recommendation 6. Recruit for two additional Planner III positions in Planning
Recommendation 7. Increase overall project delivery capacity by adding another Capital
Project Manager II position.
Recommendation 8. Ensure that project record-keeping is current to provide legacy of long-
term projects.
Recommendation 9. Evaluate the level of authority required for review of board reports,
contracts, agreements, and CEQA documents to ascertain if lower-level review is appropriate
and will reduce review time.
Recommendation 10. Modify limits to contract change order authority to expedite necessary
modifications.
Recommendation 11. Continue to pursue blanket permits where possible.
Recommendation 12. Seek a legal opinion and Board direction regarding self-regulating
authority for project entitlements.
Recommendation 13. Centralize the regulatory permitting function. Utilize the in-house
knowledge and expertise of natural resources to streamline the procurement and management
of regulatory permits.
Recommendation 14. Develop an in-house design team to address design changes, build
institutional knowledge, and provide career growth opportunities more quickly.
Recommendation 15. Add a Senior Capital Project Manager to provide support for an in-
house design team.
Recommendation 16. Solidify the project scope early in the planning process by including all
departments in earliest discussions and verify at regular check-ins.
Recommendation 17. Incorporate scheduling of staff time beyond completion of construction.
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Recommendation 18. Evaluate the impacts of new initiatives through a district-wide lens to
carefully decide what new initiatives to take on and provide necessary resources to assist with
efforts.
Recommendation 19. Provide staff training to increase knowledge for new initiative areas
(i.e., wildfire resiliency, ADA accessibility requirements, active transportation planning,
diversity, equity and inclusion, tribal relations, and historic resource requirements).
Recommendation 20. Evaluate administrative duties for the planning, natural resources, and
engineering and construction departments to identify tasks that can be reassigned from project
managers; hire additional support to meet the need.
Recommendation 21. Evaluate the resource loading tool for Capital Improvement and Action
Plan (CIAP) projects and modify as needed to capture all staff work.
Recommendation 22. Conduct project close-out reviews to document time spent on each
phase to present more accurate representation of length of time required by project type and
establish a database of information to inform future resource loading.
Recommendation 23. Establish two crews assigned to the Resource Management and Wildfire
Resiliency Program.
Recommendation 24. Add one property management specialist I.
Recommendation 25. Establish a new Central Service Department, led by a department
manager, with support from an administrative assistant, to oversee facilities maintenance,
property management, fleet services, and contract management services.
Recommendation 26. Rename the current Land and Facilities Department as the Land
Stewardship Department.
Recommendation 27. Increase the staffing capacity for facilities maintenance to align with
increases in work order requests managed for district facilities.
Recommendation 28. Evaluate the time required for general AO building management
requirements (i.e., reception, mail and deliveries, internet set up) and staff accordingly.
Recommendation 29. Hire a fleet manager that can manage the use and maintenance program
for vehicles and heavy equipment.
Recommendation 30. Create a new contract management function within the new central
services department to support field contracts and serve as a liaison with procurement staff.
Recommendation 31. Increase Ranger staffing by three (one lead and two rangers) to address
current gaps.
Recommendation 32. Identify and develop goals and objectives for the roles the Rangers
perform related to public safety versus visitor services support reflecting on regional variations.
Recommendation 33. Add a volunteer program lead to address increases in volunteer activity
and plans for expansion.
Recommendation 34. Develop a Volunteer Training Program and a software system to
support it.
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Recommendation 35. Staff should start work now on the budget and work plan necessary for
the 2025 IPM update.
Recommendation 36. Add a budget and analysis supervisor position to lead the budget and
analysis team to increase capacity to support departments, reduce the span of control of the
department manager, and further streamline the budget process.
Recommendation 37. Convert the half-time accounting technician, currently shared with
human resources, to a full-time position to better support the accounting needs of departments
and build capacity to support the grants program.
Recommendation 38. Add a Senior Procurement Technician to expand departmental support
provided by the Procurement Program.
Recommendation 39. Add an HR analyst to support the increase in the recruitment of
positions resulting from the FOSM refresh and assist with expanding succession planning
activities.
Recommendation 40. Convert the half-time HR technician, currently shared with finance, to a
full-time position to assist with the increasing recruitment support, training, and other HR
needs of departments and employees.
Recommendation 41. Expand succession planning efforts to include helping departments and
employees with creating individualized career plans, developing mentorship programs and
tailored training initiatives, and supporting other career development opportunities.
Recommendation 42. Expand career ladders to provide staff growth and advancement
opportunities that encourage attraction and retention of qualified employees and reflect the
workload demands of the district.
Recommendation 43. Utilize internships or apprenticeship programs with local schools and
colleges to develop a pool of skilled workers.
Recommendation 44. Continue to participate in the San Mateo County Regional Training and
Development Consortium for training and career development.
Recommendation 45. Add salary to job descriptions that are posted online.
Recommendation 46. Add an Applications Programs Manager to support the applications
and database needs related to application enterprise systems.
Recommendation 47. Add a Management Analyst position; work with the IST Manager to
define roles and responsibilities to support the IST division.
Recommendation 48. Evaluate IST job descriptions to determine if the specified skills match
the current job requirements for the recruitment and hiring of qualified staff.
Recommendation 49. Ensure the GIS Master Plan includes evaluation of additional resources
needed to support the operational demands.
ATTACHMENT 1
REPORT
January 2024
Midpeninsula Regional Open Space District
Financial and Operational Sustainability Model
(FOSM) Refresh
ATTACHMENT 2
ATTACHMENT 2
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OHIO 45206 • 513 861 5400 • BAKERTILLY.COM
December 22, 2023
Ms. Ana Ruiz
General Manager
Midpeninsula Regional Open Space District
5050 El Camino Real Los Altos, CA 94022
Dear Ms. Ruiz:
Baker Tilly is pleased to provide this final report of the Financial and Operational Sustainability
Model (FOSM) Refresh study. This report is the culmination of work completed over the past
ten months and reflects extensive learning, research and analysis, application of best practices,
and importantly, collaboration with the District to ensure the recommendations contained
herein support the District’s mission and vision for the future.
We appreciate your collaboration and the collaboration of other individuals in the District
throughout this engagement. Each person’s candor, energy, and ideas for improvement were
helpful as we carried out this important work.
Once the report has been adopted, we will provide a draft implementation action plan that will
serve as an important tool for establishing clear timelines and setting priorities within the
organization. The recommendations in this report will take time to implement, but with careful
planning and the engagement of your team, we are confident that the results will benefit the
organization in the long term.
Sincerely,
Andy Belknap
Managing Director
ATTACHMENT 2
ATTACHMENT 2
Financial and Operational Sustainability Model (FOSM) Refresh
Table of Contents Baker Tilly
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Table of Contents
Executive Summary .................................................................................................................................. 1
Purpose of the update and status of FOSM implementation ..................................................... 1
Major recommendations ................................................................................................................. 2
Structure of the report ..................................................................................................................... 5
Methodology and Engagement Themes ............................................................................................... 6
Engagement Themes ........................................................................................................................ 6
Peer Learning .................................................................................................................................... 8
Major Shifts Impacting the Organization ............................................................................................ 9
Financial Analysis and Staffing Trends ............................................................................................. 14
Ensuring a Sustainable Organization ................................................................................................. 20
Leadership and Organization Culture ........................................................................................ 20
Planning and Project Delivery ...................................................................................................... 21
Visitor and Field Services .............................................................................................................. 34
Land and Facilities ......................................................................................................................... 34
Visitor Services ............................................................................................................................... 39
Natural Resources .......................................................................................................................... 43
Internal/Administrative Support ................................................................................................. 45
Organization Structure and Staffing Model ...................................................................................... 53
Staffing Model and Projections .................................................................................................... 53
Implementation and Next Steps ........................................................................................................... 56
Attachment A – List of Recommendations ......................................................................................... 59
ATTACHMENT 2
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Table of Contents Baker Tilly
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Tables
Table 1. Recommended Near-term Staffing Additions................................................................. 3
Table 2. Acres of Owned Land ........................................................................................................... 8
Table 3. Peer Agency Project Management Practices .................................................................. 23
Table 4. Peer Agency Permitting Oversight .................................................................................. 28
Figures
Figure 1. Annual Program Volunteer Hours 2020 to 2022 ............................................................ 42
ATTACHMENT 2
Financial and Operational Sustainability Model (FOSM) Refresh
Executive Summary Baker Tilly
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Executive Summary
Purpose of the update and status of FOSM implementation
The Midpeninsula Regional Open Space District (hereafter referred to as
“Midpen” or “District”) initiated its original Financial and Operational
Sustainability Model (FOSM) study in 2015 with the implementation of
recommendations beginning in 2016 and 2017. Implementation of those
original recommendations has continued as the District has developed
ever since. In general terms, the first FOSM emphasized the need for the
District to develop the organizational specialization and unit expertise
that are the hallmarks of larger public agencies. As a result, the District
has developed specialized support functions such as Information Systems
and Technology (IST) and Human Resources and organized operational
functions into units with the expertise and focus to deliver key services.
This is an ongoing evolution as the district continues to grow. The
recommendations of this FOSM update are intended to build upon the
District’s progress and establish an ever-more capable organization
through increased specialization to take advantage of economies of scale
and the expertise demanded of larger and more complex organizations.
Since some members of the consultant team that worked on the first
FOSM also had the opportunity to work on this second organizational
assessment, they had the rare opportunity to revisit an organization at
another stage in its maturation process. What they observed was
impressive. In less than a decade, the District has evolved from the
equivalent of a custom shop where virtually everything was done as a
“one of” exercise, to a reasonably developed medium-sized organization
with a good degree of specialized functionality, solid systems, and higher
productivity.
While the people within the organization are still faced with high
workloads and service demands, they are much better equipped to
handle the work than was previously the case. The organization has
made a lot of progress in a short period of time. It may not be easy to see
from the inside, but it is apparent to those of us who worked with the
District in 2015. The organization in 2015 did not have the capacity or
internal support systems needed to meet the workload demands of 2023.
ATTACHMENT 2
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Executive Summary Baker Tilly
2
This FOSM update, like the first one, is designed to provide a roadmap
for the continued organizational growth and maturity of the District.
Simply put, the District will need to do in the future what it has done
over the last eight years. It will need to invest in support systems and
people and further specialize as an organization working in a highly
technical and always-changing field. To do so, we have identified the
need for additional positions both in the near term and over the next ten
years. Overall, we expect the District will grow by close to 100 full-time
equivalent positions over the next ten years.
Major recommendations
This report contains 49 recommendations. These recommendations build
on the work of the original FOSM, address additional operational and
staffing challenges, and enable the continued success of the organization.
In addition, this FOSM update provides a refreshed staffing model that
projects further staffing needs and evaluates the District’s financial
capacity to cover them.
The District will need to add positions in the near term (over the next two
years) to address existing and emerging needs. Many of these positions
are in the Visitor and Field Services business line, but there are also some
needed in Planning and Project Delivery and Administrative Services.
Climate change and other forces that are discussed in the Major Shifts
Impacting the Organization section of this report are having some
significant impacts on the demands of staff that need to be addressed.
These factors were not anticipated in the first FOSM and signal the
importance of adaptability and some flexibility in the timing and ways in
which the organization grows.
The long-term staffing projections built into the staffing model serve as a
guide that anticipates future growth and enables intentional and
financially feasible staffing increases over time. It is important to note that
the projections for anticipated staffing are based on current plans and
known drivers. As observed over the past five years, external drivers and
unanticipated changes – like a global pandemic – can emerge, and the
District will need to respond accordingly. With such external changes
comes both opportunity and challenges. This FOSM Refresh builds on the
progress achieved since the implementation of the original work,
acknowledges the need for internal flexibility, and will help position the
organization to tackle both opportunities and challenges that may lie on
the horizon. As with any long-term plan, there is value in a periodic
review and potential update to address unforeseen changes that may
warrant a shift in either timing or action items.
ATTACHMENT 2
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Executive Summary Baker Tilly
3
In addition to the long-term staffing forecast that is fundamental to this
FOSM Refresh, Baker Tilly evaluated the current capacity, systems, and
structure to determine if near-term adjustments are needed to meet
current demands. As discussed throughout this report, there are a
number of key areas that, if addressed, will further strengthen the
organization’s ability to deliver projects, programs and services that
advance the mission of the Midpen. These include:
•Addressing the climate impacts on land stewardship
•Increasing capacity and further streamlining the project delivery
process
•Centralizing operational functions for improved organizational
alignment
•Ensuring internal support capacity keeps pace with operational
growth
•Maintaining focus on mission-specific programs, projects, and
other activities to prevent over-extension of limited resources.
As indicated above, there are a number of near-term staffing
recommendations presented in this report. These new positions reflect the
rapid pace of growth and the external drivers experienced by the
organization over the past decade and are further discussed in the body
of the report. By adding these recommended positions, the District will
establish a new foundation that better reflects current reality and creates a
more sustainable organization.
The near-term position recommendations are shown in the table below.
The timing and order of priority for adding these positions will require
the input and engagement of district management.
Table 1. Recommended Near-term Staffing Additions
Service Line Department/Program Position Recommendation FTE change
Visitor and Field
Services
Visitor Services – Volunteer
Program
Volunteer Program Lead 1
Visitor Services – Ranger Program Lead Ranger 1
Visitor Services – Ranger Program Rangers 2
Land Stewardship – Conservation
and Grazing Program
Property Management Specialist I 1
Land Stewardship – Resource and
Wildfire Resilience
Open Space Technician/Lead Open
Space Technician/ Equipment
Mechanic Operator*
6
Central Services (NEW) Central Services Department Manager 1
Central Services (NEW) Contracts Specialist 1
Central Services (NEW) Facilities Maintenance Specialist 1
Central Services (NEW) Administrative Assistant 1
Central Services (NEW) Fleet Manager 1
ATTACHMENT 2
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Executive Summary Baker Tilly
4
Natural Resources Permit Specialist 1
VISITOR AND FIELD SERVICES TOTAL 17
Administrative
Services
Finance/Budget Budget and Analysis Supervisor 1
Finance/Budget Accounting Technician (currently split
with HR)
.5
Information Systems and
Technology
Management Analyst I/II 1
Information Systems and
Technology
Applications Program Administrator 1
Procurement Senior Procurement Technician 1
Human Resources Human Resources Technician
(currently split with Accounting)
.5
Human Resources Human Resources Analyst I/II 1
ADMINISTRATIVE SERVICES TOTAL 6
Planning and
Project Delivery
Planning Planner III 2
Planning/Engineering and
Construction**
Administrative Assistant 1
Engineering and Construction Sr. Capital Project Manager 1
Engineering and Construction Capital Project Manager II 1
PLANNING AND PROJECT DELIVERY TOTAL 5
TOTAL STAFFING INCREASES 28
*Specific staffing changes should reflect future planning needs.
**One Administrative Assistant position is currently split between these two departments. The staffing adjustment reflects the
need for additional capacity, especially in planning, to handle tasks currently completed by project managers and department
management.
The immediate and long-term staffing recommendations are probably the
most significant and major recommendations contained in this report. In
this regard the development of a new Central Services Department will
be responsible for many of the new staffing additions, especially in the
near term. The recommendation to create a new department reflects the
continued growth of Midpen by creating appropriate organizational sub-
components that support the overall mission of the organization as it
matures. This structure is consistent with those in similarly-sized peer
organizations and establishes a department that will better meet the
future needs of the organization.
The District’s finances are robust. We have included a detailed discussion
of the fiscal condition of the District in the report. The position
recommendations for the near- and long-term are financially supported
by the fiscal outlook of the district and have been reviewed by the District
Controller and Chief Financial Officer. The District has an excellent 30
year fiscal planning tool and while its cash reserves will be drawn down
over the planning period they will remain well above recommended
levels for local governments.
A potentially significant policy recommendation included in the report,
which will require more study, is the extent to which project entitlement
conditioning from San Mateo and Santa Clara County is always necessary
and appropriate for District projects. As an independent special district,
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Executive Summary Baker Tilly
5
Midpen is a co-equal branch of local government and is arguably entitled
to do more under its own auspices than it has historically done.
Structure of the report
This report starts with a methodology section that includes an overview
of the themes we observed through our engagement activities and what
we learned from peer organization evaluations.
It then provides an analysis of the major environmental factors impacting
the District and financial and staffing trends that will be important to the
District. This provides an important foundation for the organizational
analysis that is the heart of the report.
The organizational analysis is organized around components of District
operations, leadership and the organizational culture, planning and
project delivery, the various operational units and support functions.
Next, we provide a staffing model and staffing projections, followed by a
section on future opportunities and next steps.
The full set of recommendations contained in this report are provided in
Attachment A.
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Methodology and Engagement Themes Baker Tilly
6
Methodology and Engagement Themes
This refresh to the 2015 FOSM report is the result of a series of activities,
including engagement with Midpen staff and review of current plans, to
develop an understanding of the current operating environment, changes
that have occurred since the FOSM, and the future direction of the
organization. The recommendations contained in this report are the result
of the activities listed below.
• Reviewed documents and data provided by Midpen to
understand workload shifts, departmental priorities, and service
drivers.
• Experienced a curated site visit to District offices and preserves to
understand the diverse operating environments of Midpen.
• Conducted 30 interviews that included members of the Board of
Directors and staff from each of the district departments and
major services areas.
• Held eight focus groups with employees representing all service
areas of the organization.
• Reviewed Measure AA Project Portfolios and major service plans.
• Reviewed the controller’s Funding Model and associated financial
reports, including annual budget and action plans, the 30-year
cash flow projection model, and Annual Comprehensive Financial
Reports (ACFRs) from prior year.
• Conducted interviews with peer organizations similar to Midpen
to learn about specific practices, especially as relates to project
delivery.
Engagement Themes
Staff engagement activities revealed a number of overarching themes as
summarized below. These themes informed the analysis and
recommendations contained in this report.
Overall, major organizational changes resulting from the original
Financial and Operations Sustainability Model (FOSM) are seen as
positive. Specific improvements that were summarized include:
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• Separation of a single Operations Department into two
departments reporting to a shared Assistant General Manager
(Land and Facilities and Visitor Services).
• Formation of a capital projects/construction team in Land and
Facilities to deliver field projects.
• Improvements to the project delivery process, including
establishing a department to bring engineering and construction
management expertise in-house to deliver projects.
• Investments in internal support departments, including
information systems and technology, to support organizational
and employee effectiveness.
• Creation of a grants team to increase funding capacity by
leveraging Measure AA funding.
In addition, a number of major themes emerged that, if addressed, will
further Midpen’s success. These include:
• Acknowledge and address the major environmental shifts that have
accelerated organizational growth and result in increased staffing
demands in the field and, by extension, the rest of the organization.
(These are further identified in the report section titled, “Major Shifts
Impacting the Organization”).
• Stay focused on the core of the mission of the organization to continue
to deliver on the promise of the Vision Plan and Measure AA.
• Expand the field team dedicated to addressing wildfire resilience and
prevention that increases overall capacity for land management and
serves to mitigate the impacts of climate change.
• Be intentional about the implementation of the coastal services plan to
ensure appropriate staffing and support over time.
• Address project delivery delays resulting from permitting delays and
other internal constraints.
• Streamline and increase support for operating departments regarding
administrative activities, including budget development and
monitoring, and purchasing and contract management requirements.
• Ensure internal support departments keep pace with the growth of
the organization and provide the tools and support needed for
continued success.
• Reduce the time senior leadership spends on operational activities by
increasing the decision-making authority of department managers.
• Ensure the capacity and availability of tools necessary for increases in
community and tribal engagement activities.
• Anticipate and plan for retirements by supporting professional
growth, enhancing career ladders, and facilitating knowledge
transfer.
ATTACHMENT 2
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Peer Learning
Baker Tilly interviewed six peer agencies to obtain insight into
organization structure, processes, and practices of similar organizations.
Table 2 shows each of the peer agencies and their approximate size in
acres. The set of peer agencies used for this review are the same as those
utilized for the original FOSM.
Table 2. Acres of Owned Land
Agency
Midpeninsula
Regional Open
Space District
Boulder
County
Parks and
Open
Space
East Bay
Regional
Park
District
Jefferson
County
Open Space
and Parks
Marin
County
Parks
Santa Clara
County
Parks and
Recreation
Department
Approximate
Acres
72,200 100,000 125,000 56,000 17,500 52,000
Source: As posted on each agency’s website.
Each of these peers focus on managing and preserving parks and open
spaces. They collaborate with various agencies for land acquisition and
preservation and prioritize public access, environmental conservation,
and community engagement. However, due to their size and diverse
landscapes, each organization tailors its approach to meet the specific
needs and demands of its unique geographic area.
The results of the peer learning have been incorporated into the sections
of this report addressing the topics covered in this research, which
include:
• Permitting practices
• Project management oversight
• Property management
ATTACHMENT 2
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Major Shifts Impacting the Organization Baker Tilly
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Major Shifts Impacting the Organization
It is important to appreciate that the environment that Midpen operates
within has evolved and changed in profound ways in the years since the
first FOSM was prepared. First and perhaps most fundamentally, climate
change has become a daily fact of our existence which is shaping the
lands managed by Midpen in many new ways. Drought and associated
wildfires are more pervasive. The weather is generally more variable and
extreme. All of this changes the landscape in ways that are hard to
predict, and which make management significantly more challenging.
We observed several areas in which climate changes have forced
organizational changes on Midpen and where organizational adjustments
will be needed going into the future. These include:
•Wildfire Risk. The need to engineer for greater wildfire resiliency
and prevention as part of preserve development and operation.
This will require specialized staffing in everything from planning
and engineering to operations.
•Maintenance Demand. Greater maintenance demands as storms
become more damaging and more frequent leading to the need to
rebuild trails and other amenities. This will lead to higher
maintenance staffing and utilization than Midpen has experienced
in its history to date.
•Integrated Pest Management. Invasive pest management has
been recognized as a crucial natural resource protection tool for
limiting the impact of invasive weed and animals. Since the
initiation of a formal IPM program in 2014 through the IPM
Guidance Manual the District has made progress primarily
through contracts and volunteer work, while resources for staff to
work on IPM work has been pulled away to basic maintenance
tasks. With greater climate variation the introduction of new pest
challenges is to be expected and increased challenges maintaining
progress on reducing pest species. Having in-house crews to
perform on going IPM and restoration will ensure that
ATTACHMENT 2
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investments made in large scale vegetation management projects
result in longer term habitat improvement.
• Drought and Extreme Precipitation. Both will likely be present in
Midpen’s future although models show drought may be slightly
more of a challenge. Beyond changing the landscape, it will bring
challenges to designing and managing preserves from managing
wildfire risk to visitor traffic.
Another factor which profoundly impacted Midpen was the COVID-19
pandemic of 2020-2022. This changed virtually every aspect of human
interaction from work to socializing and recreation. Many of the impacts
will not dissipate quickly, if at all. Visits to Midpen preserves accelerated
as they were safe places to recreate. Visitation has returned to near
normal levels but continues to increase over time as new areas are opened
and as the population has discovered the joys of the open space. Midpen
will have to adapt to annual increases in visitation for the foreseeable
future.
Another factor impacting the organizational environment facing Midpen
is the greater diversity of land holdings it must manage. In the earlier
years of its existence, the District concentrated on developing preserves
that mainly consisted of open space preserves in mountainous or hilly
areas above urbanized areas.
More recent master planning efforts have directed District land
acquisition efforts into other types of holdings such as agricultural lands
and coastal areas. These types of land holdings are fundamentally
different and require more active management than the types of
preserves that have formed the historical backbone of the Midpen
holdings. For example, agriculture lands, mainly used for animal grazing
must be managed and leased to grazing operators that inject new
complexities into both agricultural operations and any new public access.
Operating in the coastal areas introduces new complexities derived from
greater regulatory oversight from the California Coastal Commission and
heightened environmental scrutiny and land use restrictions, that can
impact public access and other uses.
All else being equal more staff time and policy complexity is going to be
involved in the management and operation of these types of lands, which
will have staffing and operational impacts on the District.
Finally, another environmental factor which has impacted the District is
the need for greater transparency and engagement with the community
when planning projects and programs. Midpen is not just another land
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buyer. It must make every transaction a success for itself, the seller, and
the community.
Since the last FOSM the growth of social media and the addition of online
access to public meetings has drastically lowered the old barriers to
participation and increased the desire of the public to participate in the
discussion of local issues that impact their lives. The District has
recognized this and has expanded its public affairs footprint, but it will
have to continue doing so knowing that today you can never “over-
communicate.” While public affairs produces notices to the public,
planning staff provides the project information to public affairs and leads
the public engagement in terms of planning and facilitating meetings.
Since 2018, the Board has recommended the creation of a Public Access
Group for more complex projects. This increased public engagement has
the greatest impact on planners as they spend more time presenting
information and responding to inquiries from the public. As projects
become more complex and if there is increased local neighbor resistance
to projects supported by the general public, more of the planners’ time
needs to be allocated to public engagement.
These interrelated factors, climate change, the pandemic and its reset on
visitation levels, a greater diversity in land holdings, and the increased
demand for public input will all push Midpen to do more in every aspect
of its operations. This will inevitably require more organizational
resources and more staff than in the past. While we are often thought to
think that technology increases the productivity of staff and thus reduces
the need for staff, … the reverse is also true. In some respects, as
technology allows us to do more, as in the case of communications
around local planning for new projects, or coastal planning requirements,
stakeholders and the public rightfully demand that the work get done
and Midpen will have to be prepared to field the resources to do so.
Since Midpen needs to preserve its credibility to remain a trusted partner
it has no choice but to make every transaction a “win-win” transaction.
This is quite unlike the typical real estate transactions where both the
seller and buyer will probably never engage with each other or the
general community again.
Midpen’s 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. On the Coast, Midpen has an expanded mission to acquire and
preserve agricultural land of regional significance, preserve rural
character and encourage viable agricultural uses of land resources.
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The purpose of the Coastal Management Plan (CMP) is to identify
recommended actions to be undertaken by the Midpeninsula Regional
Open Space District’s (District) General Manager’s Office, phased over
five years beginning in FY 2023, to build on-going and sustainable
organizational capacity to support expanding programs and
responsibilities required to care for coastal preserves. The CMP was
approved in April 2022 and the recommendations were incorporated into
the FY 2023 and FY 2024 approved budgets. The CMP implements district
policy laid out in the Coastal Services Plan that documents high level
policy guidance for coastside protection.
The CMP includes land acquisition that increased the coastal acreage by
33% with the acquisition of Cloverdale Ranch, resulting in an immediate
increase in open space and agricultural land responsibilities, resource
management, patrol, and new opportunities to develop public access.
Active areas including 10 to-15 miles of additional trails and two new
parking lots will increase traffic in the coastal areas.
As a result, the CMP recommends the following actions:
•Create a separate Visitor Services Coastal Field Unit
•Develop a new Coastal Office
•Provide staff housing on Cloverdale Ranch
•Update the FOSM
•Increase staffing in four departments by 12.0 FTE over the five
fiscal years
The expansion of coastal preserves presents several challenges for
Midpen resource management programs have increased due to the
addition of acreage that expands the geographic scope of District wide
resource programs and the management of natural resources due to the
unique habitats and special status species found on the coast including
several endangered species.
Visitor Services responsibilities will drastically increase with the addition
of trail miles and parking lots increasing access to the areas.
Planning, permitting, and approval processes in coastal lands are
complicated by San Mateo County’s strict zoning ordinances and the
need for Coastal Development permits when projects fall within the
state’s coastal development zone.
The District is fast approaching the acreage threshold to warrant a full-
service coastal field office and maintenance shop.
Agricultural land management projects and responsibilities will increase
substantially with the pending purchase and current management of the
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Johnston Ranch Uplands property and the recently completed purchase
of Cloverdale Ranch. Together, these two properties have added three
separate grazing units totaling approximately 3,100 acres, expanding the
conservation grazing program by approximately 25%.
The Land and Facilities Manager has been actively engaged in supporting
the complex and important work of agricultural land management,
grazing and associated leases. Recently, the organization added a
conservation and grazing manager position to help address this increased
need.
The CMP identifies the need for additional rangers, maintenance
personnel, and natural resources staff to address growing patrol and site
security needs, facility and vegetation management, agricultural program
management, and natural resource management of coastal lands. An
important part of this work will be to build a solid working partnership
with the agricultural community that exists within the coastal area and
the aforementioned coastal field office for the District will represent an
important part of building such a partnership. The assumptions and
resulting projections built into the CMP for future staffing are reasonable
and have been incorporated into the long-term staffing model. They meet
the expanded scope of the coastal mission. Specific recommendations for
near-term increases are presented in the related sections of this report.
Recommendation 1. Implement the recommendations of
the Coastal Management Plan to support the growth of
the coastal areas. Positions projected for future budgets
are built into the long-term staffing model.
ATTACHMENT 2
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14
Financial Analysis and Staffing Trends
Midpen was formed in 1972 and since this pre-dated the approval of
Proposition 13 in 1978, the District was able to levy a property tax on
property within the District. With the approval of Proposition 13, the
District’s property tax rate was made a part of the permanent 1%
property tax levy within the District boundaries in San Mateo and Santa
Clara Counties. Today District property taxes make up approximately
0.07% of the total property tax collected in San Mateo County and 0.06%
of the total property tax collected in Santa Clara County.
District revenues are heavily concentrated in property tax, as such
revenues make up approximately 90% of total general-purpose revenues
(not including Measure AA tax proceeds). This is far more property tax
dependent than is typical for a city, county or special district. Cities and
counties typically receive from 14 to 22 percent of their revenues from
property taxes. Enterprise special districts (such as water or sewer
districts) typically receive only about 2 percent of such revenues. Non-
enterprise districts such as Midpen (and other districts providing such
services as library and fire) receive on average 65 percent of their
revenues from property taxes. Even among non-enterprise special
districts Midpen is highly dependent on property tax revenues.
Fortunately, property tax revenues are among the most stable of tax
proceed types.
The growth of property tax revenues in California is a function of
property turnover and property appreciation. In terms of property value
appreciation both San Mateo and Santa Clara have been extremely strong
areas for a long period of time. There has only been one economic
recession impacting property valuations in the area since 1991. The
combination of the District’s reliance on property tax revenues and this
high growth rate has made for generally robust revenue growth for the
District.
The District Controller maintains a fiscal forecast in which he uses a
relatively conservative assumption of 4% annual growth in property tax
revenues. The latest revenue and expenditure projections, which include
assumptions covering the staffing increases called for in this report, both
ATTACHMENT 2
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15
in the near term and over the next several years, are shown in the figure
below.
While the “operating margin” does narrow over time, the District is not
facing significant fiscal hazards in the future based on the best projections
currently available. It should be noted that because of the District’s
dependence on property related revenues any significant erosion in Bay
Area real estate values would have a substantial negative impact on the
District’s financial operations. This negative impact would be much
greater than for a typical local government which is less reliant on
property tax revenues than is the District.
While recent history has not shown this to be a problem for the District, it
is probably a reason for the District to maintain prudent reserve cash
balances, which it has a history of doing. The Government Financial
Officer Association (GFOA) recommends that local governments
maintain a reserve at least equal to 18% of annual operating expenditures.
Midpen holds far more than this minimum, currently nearly twice the
annual operating expenditures in reserve. Projections indicate that this
amount will go down over the next 30 years, but it will remain well above
the GFOA minimum. The projected cash reserve level is shown in the
figure below.
25.00
75.00
125.00
175.00
225.00
275.00
Forecast MROSD Operational Revenues and
Expendidures - Next 30 Years ($ millions)
OPERATING REVENUES OPERATING EXPENSES
ATTACHMENT 2
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The other major revenue source for the District is the Measure AA
general obligation tax bond measure designed to fund approximately
$300 million in open space investments over a 30 year period. The bond
measure was approved by 2/3 of the voters in 2014. To date the District
has issued approximately $95 million in bonds and plans to issue another
$25 million tranche in the current fiscal year. Spending on Measure AA
projects currently totals over $88 million.
Since the District is roughly 8.5 years into the 30-year timeframe for the
$300 million (in 2014 dollars) spend plan for Measure AA it is on schedule
or somewhat ahead of schedule in terms of getting the enumerated
projects completed.
The figure below shows anticipated Measure AA spending over the time
horizon for the Plan.
Bonds will be retired for many years after this Plan is completed in about
2044 but the tax rate will be continuously declining as bonds are paid off.
Measure AA is, however, a hugely ambitious program and its completion
will need to remain the top priority for the District for the work to be
0%
50%
100%
150%
200%
250%
Forecast MROSD Cash Reserves as
Percentage of Operating Expenditures
0
50
100
150
200
250
300
350
400
FIS
C
A
L
Y
E
A
R
:
22
-
2
3
23
-
2
4
24
-
2
5
25
-
2
6
26
-
2
7
27
-
2
8
28
-
2
9
29
-
3
0
30
-
3
1
31
-
3
2
32
-
3
3
33
-
3
4
34
-
3
5
35
-
3
6
36
-
3
7
37
-
3
8
38
-
3
9
39
-
4
0
40
-
4
1
41
-
4
2
Forecast Measure AA Cumulative Spending
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completed as planned. Many of the recommendations in this report are
aimed at supporting the Measure AA program given its centrality and
importance to the District and voters within the District.
Staffing Trends
The figure below shows total District staffing growth over the last twelve
years.
Staffing grew the most right after the last FOSM when a number of
staffing gaps were identified. Overall staffing during this time period
grew at the rate of approximately 5.5% per year. The District added
approximately 7.5 FTE every year during this period and grew from
approximately 109 to 191 FTE.
This is a high rate of personnel growth for a public agency. And the
District has been challenged to build the systems and infrastructure
necessary to serve this level of FTE, a challenge exacerbated by its
regional footprint and decentralized operations.
Staffing has increased much faster than the number of protected acres,
which has grown at about 1.7% annually, or about 1,100 acres per year,
but this has been quite variable, as one would expect given the nature of
land transactions. In any event most of the staffing additions were to
make up for existing gaps in District resourcing identified in the initial
FOSM effort.
In the original FOSM it was determined that the District lacked many
administrative and management infrastructure positions that were
necessary for organizational sustainability. During the update process
this observation is still true but to a lesser extent. Looking forward, while
there continues to be some need to grow the administrative and support
functions, most growth will occur in visitor services, preserve
development and maintenance areas.
0
50
100
150
200
250
50,000
55,000
60,000
65,000
70,000
75,000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Growth of Staff and Protected Land
All protected land acreage Total Staff
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Baker Tilly has completed staffing projections for the District for
approximately ten years based on past trends and our best estimates of
what will be needed to service new growth based on the relationships
observed between existing staffing and several metrics that the District
tracks including:
• Public trail mileage
• Visitation
• Open acreage
Visitation statistics were only available for 2020-2022, and from 2010
which did not allow for good trend analysis against staffing. We were
able to correlate staffing levels against the increase in both acreage open
to the public and trail milage. We found that staffing levels have
generally moved in a positive direction relative to the metrics tracked.
The District has typically been able to add staff faster than open acreage is
added and faster than trail milage is opened. This shows that it is
addressing some of the understaffing issues that have hampered
performance in the past.
Specifically, between 2012 and 2022 the number of operational staff per
1,000 acres of protected land grew from approximately 1.0 to 1.57, while
the number of total staff for the same metric grew from 1.82 to 2.78, both
good and needed increases in capacity. The original FOSM found
significant under investment in administrative systems which is one
reason for growth in positions assigned in these areas. As is detailed in
the staffing projections presented later in this report, going forward most
growth in staffing will be in field operations. Meanwhile the miles of
trails maintained per staff member declined from 2.09 to 1.38 showing
that there is now more staff for each mile of maintained trail.
These trends all indicate that the critical staffing issues that have
impacted Midpen have abated to some extent since the first FOSM effort.
0.50
2.50
4.50
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Staffing Trend Metrics
Operations staff per 1000 acres protected
Total staff per 1000 acres protected
miles of trail per staff member
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While it would be desirable to be able to project staffing needs over a
longer period of time say 20 to 30 years, our level of confidence in the
reliability of such estimates is quite low, given the likelihood of changes
in how work is accomplished and technology. Therefore we kept the
recommendations to a ten year horizon.
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Ensuring a Sustainable Organization
Leadership and Organization Culture
The mission of the Midpeninsula Regional Open Space District is rooted
in acquiring and safeguarding a regional greenbelt of open space land for
perpetuity, with a focus on preserving and restoring the natural
environment. This mission encompasses opportunities for ecologically
sensitive public enjoyment and education. And now, along the coast, the
mission extends to the acquisition and preservation of agriculturally
significant land, aiming to protect the rural character of the area while
promoting sustainable agricultural uses of land resources.
There is a pressing need to consistently uphold the mission at all levels of
the organization. The proactive "can do" culture of the district, while
commendable, may lead to an occasional embrace of new projects that
divert attention from the primary mission focus. Conversely, there has
been a tendency to adhere strictly to the FOSM from an administrative
standpoint, potentially limiting flexibility and innovation. Competing
desires to do more while holding true to the specific roadmap laid out in
the FOSM has led to internal pressures and constraints this Refresh seeks
to address.
The capable professional staff, committed board, and an organizational
culture that is driven by the mission described above are the keys to the
organization’s success. This success was rewarded by the passage of
Measure AA by voters in San Mateo and Santa Clara counties and has
been sustained through intentional investment. Sustaining long-term
success demands continued clarity of vision and goals set by the Board,
empowered management to implement board direction, and an
organization that has the capacity, systems, and culture to effectively
deliver long-term results.
Annual planning by the Board that aligns to the organization’s vision and
delivers projects funded by Measure AA is essential to setting priorities
and objectives for the organization for the year. A majority of Midpen’s
goals are multi-year and affirming them annually helps to maintain focus.
Ensuring a board retreat that is engaging, incorporates staff input
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regarding capacity, and results in consensus and buy-in is essential. A
challenge for any governing body is to maintain focus and minimize mid-
year changes in direction. Midpen has adopted a number of long-term
plans, many of which are referenced in this report, that help in this
regard. Even so, the inclination of board members to engage in
operational dimensions of the organization can delay action and
influence a culture of perfectionism and fear of mistake that slows things
down.
Midpen is fortunate to attract and benefit from a highly professional and
qualified staff. As the organization grows a greater reliance on
management and increased decision-making authority to advance the
annual work program will be necessary. Through our interviews, we
repeatedly heard about time delays stemming from extensive review of
documents by senior leadership. Sensitive reports and Board items may
benefit from such consideration, however, not all documents are equal
when considering additional review and revision. Thorough review by
multiple parties can sometimes result in conflicting edits, unnecessary
time delays, and a perception by staff that their work is inadequate. This
has been an element of Midpen culture for a long time and it reflects a
desire for excellence.
To sustain progress as the organization grows additional authority and
ownership by department managers will be needed. Increased
departmental authority will also free up the General Manager and her
executive team to focus on the big picture and represent the district as a
regional player. While not required at this juncture, the District may find
value in reimagining the management classifications and structure over
time. The increasing scope and scale of departments may warrant the use
of director titles for positions currently classified as managers. This may
have the added benefit of signaling the experience and expertise of
department heads to further empower them to lead their operations.
Like the organization’s culture, the structure of Midpen must continue to
evolve. Significant changes were implemented subsequent to the passage
of Measure AA on the recommendations of the FOSM. The FOSM created
an internal administrative infrastructure designed to support the growing
organization. It also expanded key operational areas with the creation of
new departments. This FOSM refresh builds on the growth and success of
the district by contemplating new iterations in how work gets done.
Planning and Project Delivery
Many changes have occurred in project planning and delivery since the
original FOSM in 2015. Recommendation #3 of the FOSM called for a
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“more refined, comprehensive project delivery approach” which has been
created. Prior to the FOSM, management and oversight of projects
occurred in the planning department using a “cradle-to-grave” approach.
Implementation of the FOSM resulted in the creation of an engineering
and construction department that brought additional expertise in-house.
In addition, a field projects team was created to support the delivery of
projects. With the need for effective project management handoffs across
departments, process flow charts were created and have helped to clarify
roles and indicate which group is in a primary or secondary role at each
step. There are two project delivery flow charts: one for projects that
involve public access with property acquisition and one for land and
facilities construction projects. A Project Initiation & Handoff checklist
template captures the initial project planning details, essential documents
and key project participants who need to be kept informed as the project
progresses.
In addition, Midpen utilizes a shared project management tool called
Project Central to monitor Vision Plan and Measure AA priority active
projects. Project Central serves as a repository for projects and is viewed
as a collaboration tool where all project team participants can see the
project scope, budget, and schedule. The status of projects is updated
every two weeks by the project lead for review in monthly meetings with
executive staff (the General Manager and Assistant General Managers).
The benefit of Project Central is that it provides an overview of all active
projects in one place and helps project managers share and manage files,
and report status. A design feature of Project Central is that it links
projects to funding. Each project is numbered based on the funding
sources which can change over the length of the project. The numbering
of a project may also change if the scope is modified based on public
input or a change in Board direction. Such changes can lead to some
confusion in identifying and monitoring projects. Maintaining Project
Central takes time and can be viewed as an extra task for staff who also
provide updates during project coordination meetings, weekly
department meetings, 1-1 meetings with supervisors, bi-weekly reports,
and requests for information from other staff.
In particular, for Engineering and Construction Project Central does not
adequately assist project managers in tracking the budget, schedule, and
scope as would a typical project construction management tool. The
addition of such a tool would improve project delivery.
In staff interviews some concerns were expressed regarding whether
handoffs occur at the right time and whether communication from one
project lead to the next project lead is adequate. Initial project scoping
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and project team planning is most successful when all disciplines are
brought together early and clear roles are defined. Although there has
been increased input from each department and monthly review, the
team members are specialists in their area of expertise and there is not a
single project manager assigned to oversee the entire project.
The Baker Tilly team reviewed other models of project management
practices. As detailed in the table below, three of the selected peer
agencies employ a dedicated project management team (East Bay
Regional Parks, Boulder County Parks and Open Space and Jefferson
County Open Space and Parks), and two incorporate project management
into existing departments (Marin County Parks and Santa Clara County
Parks and Recreation Department). Each agency ensures that projects are
overseen by qualified individuals with the expertise needed to navigate
specific project requirements. Additionally, the tools used for project
management vary. Boulder County Parks and Open Space uses Microsoft
Projects, while the others vary in their approaches to project
management, with some having management software in place.
Table 3. Peer Agency Project Management Practices
Project Management Teams
Boulder County
Parks and Open
Space
Dedicated project management team for each project that includes several
specialists including a subject matter expert and a wildlife expert. The team
is led by a project management professional or an engineer. The project
management team resides in planning. They use Microsoft Projects as a
tool.
East Bay Regional
Park District
There is a project management unit and a restoration projects unit within
the Acquisition, Stewardship and Development Division. The project
management unit provides schematic plans and project management
services for the execution of capital projects while the restoration projects
unit delivers major restoration projects that improve ecosystem functions
while integrating compatible public access.
Jefferson County
Open Space and
Parks
There is a projects team made up of professional project managers (holding
PMP certifications). There are construction-related project managers and
three additional project managers that are responsible for the project
management and delivery of anything else taken on by the organization.
Marin County Parks Project management varies depending on the project type. Project teams
are inter-agency made up of staff from regional parks, open spaces,
administration, planning, public works and legal.
Santa Clara County
Parks and Recreation
Department
There are project managers within the planning/development and
stewardship teams to deliver projects.
Source: As reported by each agency.
In the interest of furthering the success of the project delivery process at
Midpen, the Baker Tilly team evaluated the option of creating a project
management office or team to provide oversight such as is found in some
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peer jurisdictions and in other municipalities with significant capital
projects. While we believe there is a need and support for continuous
improvement and training as it relates to project delivery, we concluded
that this structure was not a match for Midpen based on the types and
complexity of projects and the culture of the organization. It would be a
departure from the process that has been in use by project delivery team
members since the formation of the engineering and construction
department.
In many ways the current process is achieving intended outcomes; it is
our assessment that building on the existing approach with a
commitment to continuous improvement and training will further
strengthen the process without the need for an added layer of
management. Streamlining the process and the tools that are utilized for
sharing information and generating updates may be achieved through a
holistic evaluation of current practices.
Given the variety and complexity of active projects the district must
continue its commitment to clearly defined roles, information sharing,
cross-departmental engagement, and continuous improvement to
leverage the benefits of the expertise of different departments. This can be
achieved by investing in external resources to provide guidance and
resources to ensure continuous improvement, coordination, effective
project management skills, and timely project delivery. Currently there is
a wide variance in the staff’s ability to manage projects. Determining
current gaps in District standards and procedures and then documenting
what is required will improve workflow and ensure greater
accountability. This project management support function could be
housed with the Assistant General Manager’s office where coordination
of projects is housed.
Recommendation 2. Invest in continuous improvement,
coordination, and training opportunities to achieve
project management best practices.
Recommendation 3. Evaluate options and acquire a
project management tool to support Engineering and
Construction in the workflow and delivery of projects.
Evaluate the functionality of options to determine
suitability for the range of District projects.
Pipeline bottlenecks
Most significantly, the length of time to deliver projects has increased. The
typical project is no longer simply the addition of a small parking lot.
Projects are now more complicated with regulatory permitting, seasonal
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work windows, historic structure rehabilitation, and preservation. By the
nature of these projects, the time to compete them is longer. There is also
additional follow-up required. At the first FOSM, projects took three years
to complete (idea in year one, permitting in year two, construction in year
three). Projects now take five to ten years to complete, typically seven years
on average. In discussions with staff, Baker Tilly heard that the increased
length of time to complete projects is due to several factors, including:
• Increased public engagement
• Staffing levels
• Review delays
• Regulatory and permitting requirements
• Modifications to project scope
• Additional new initiatives
• Decentralization of administrative duties
Increased public engagement
The public engagement process has lengthened the project delivery
timeline but is necessary to allow for a more transparent process on
complex projects. Since the Red Barn public meeting in 2018 when
members of the La Honda community were upset at the consideration of a
public access project near their community at the Red Barn, the Board
directed staff to develop a new engagement approach with the public for
complex and controversial projects. The Public Access Working Group
implemented at La Honda Creek was very successful at getting community
buy-in but was staff and time intensive. The initial public engagement can
occur during the acquisition phase. Planning has also had a significant role
in public engagement. Staff estimates that public engagement during the
early programming stages of a project could require up to 50% of the
planner’s time. Not all projects require an individual public access working
group, but early on the scoping of a project, there should be a
determination made if there will be heightened public interest in a project
so appropriate time for outreach can be allocated.
Recommendation 4. Establish criteria to determine
when a project requires a public access working group
and develop schedules as well as protocols for projects
that require less public engagement.
Recommendation 5. Identify at the earliest possible
opportunity the level of community engagement
required by the type of project and allocate adequate
staff hours and include timing in the schedule.
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Staffing
The lack of staff due to vacancies, turnovers, and shortages in key areas
such as Planner IIIs and Capital Project Manager (CPM) IIs has slowed
delivery of projects. In Planning, there have been nine years of staff
vacancies (about one vacancy per year) which has impacted on the
existing staff's workload. Each senior planner and CPM acts as a project
manager, supervises two to four staff members, and reviews the work of
the planners.
In Planning, senior planners acting as both project managers and
supervisors of other planners limit their ability to provide training to
planning staff. In peer organizations, such as the East Bay Regional Park
District, Santa Clara County Parks, and San Mateo County Parks, this
position is classified as a principal level staff and converting the senior
planners to this classification would put them on par with other agencies
and the traditional planning hierarchy of positions. However, there are
currently no other principal level classifications at Midpen. The
evaluation of career ladders throughout the organization will be
appropriate as the organization grows. (see recommendations in the
human resources section of this report).
Both Planner IIs and Planner IIIs report to a senior planner. Planner IIIs
are instrumental to project outcomes and are assigned to many projects.
Requirements imposed by the California Environmental Quality Act
(CEQA) have placed additional demands on planners, such as required
historic review of District facilities now older than 50 years, and tribal
engagement. There is an immediate need for more Planner IIIs to fill the
project manager role.
The Engineering and Construction department has also experienced
periods of insufficient capacity to receive projects resulting in projects
being deferred due to lack of staff. The addition of staff in the near term
will address current demands and keep projects on track. In addition, a
review of long-term staffing needs is essential to avoid future delays in
project delivery. Staff turnover results in institutional knowledge lost on
long-term projects.
To attract talent and retain existing staff it is important to provide growth
opportunities. We recommend that in addition to the positions needed in
the near term, the district conduct an evaluation of options to maintain a
career ladder for both planners and capital project managers (see
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recommendation regarding career ladders in the Human Resources
section of this report).
Recommendation 6. Recruit for two additional Planner
III positions in Planning
Recommendation 7. Increase overall project delivery
capacity by adding another Capital Project Manager II
position.
Recommendation 8. Ensure that project record-keeping
is current to provide legacy of long-term projects.
Review delays
Timely legal review of board reports, contracts, agreements, and CEQA
documents is critical to moving a project along. There is a lack of
autonomy for the Planning and Engineering and Construction
departments to make decisions and too many decisions require the
General Manager and/or Board review and approval which adds to the
length of the project. There have been delays in receiving the General
Manager’s input and decisions on key project milestones and deliverables
that could have been reviewed or decided at a lower level. These delays
impact project timelines. The Board report review process is lengthy; it
takes 6 weeks to reach a Board meeting date if action is required on a
project.
Signing authority remains low ($50,000) for the scale of contracts
administered and requires Board approval which can also extend the
project timeline. In addition, any contract change orders (CCO) must be
reviewed by the General Manager’s office/Board. This results in a delay
of 6 weeks or more.
Recommendation 9. Evaluate the level of authority
required for review of board reports, contracts,
agreements, and CEQA documents to ascertain if lower-
level review is appropriate and will reduce review time.
Recommendation 10. Modify limits to contract change
order authority to expedite necessary modifications.
Regulatory and permitting requirements
Many planned projects require extensive regulatory agency and
permitting coordination which have long lead times and can be
challenging to obtain. Each project team manages the permit process for
their project. There is no central point of contact between the district and
regulatory agencies and counties. It can take as long as 8-months to
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obtain necessary approvals. Peer agency coordination is challenging for
on-schedule delivery of projects. County line staff can create barriers to
the progress of projects and some agencies treat District staff as
developers rather than as representatives of an agency committed to
preservation and protection of the natural environment. Engineering &
Construction must sometimes “negotiate” with a regulatory agency to
resolve an issue or condition. It does not make sense for departments
other than Natural Resources to negotiate with regulatory agencies.
Through our peer learning process, we gained valuable insights into the
diverse approaches employed by different agencies in managing permits
for parks and open spaces. Table 4 details the permitting practices for
each of the peer agencies. The East Bay Regional Park District utilizes a
comprehensive permitting process, integrating legal reviews, blanket
permits, and meticulous review of land use project permits. Conversely,
agencies like Santa Clara County Parks and Recreation Department,
Marin County Parks, Boulder County Parks and Open Space, and
Jefferson County Open Space utilize permit committees and designated
staff roles for permit approval. This variation demonstrates that there is
no one-size-fits-all approach to effectively managing public spaces.
One notable trend that emerged was the strategic use of specialized roles,
such as Administration Coordinators and Senior Park Rangers,
underscoring the value of having dedicated experts overseeing the
permitting process. Additionally, the incorporation of blanket permits, as
seen in the East Bay Regional Park District, Jefferson County Open Space
and Marin County Parks, provides a streamlined solution for specific
scenarios.
Table 4. Peer Agency Permitting Oversight
Midpen
Boulder
County Parks
and Open
Space
East Bay
Regional Park
District
Jefferson
County Open
Space and
Parks
Marin
County Parks
Santa Clara
County Parks
and Recreation
Department
Staff
Responsible
for Securing
Permits
Planning,
Engineering
and
Construction,
and Natural
Resources
Planning
Department
Stewardship
Division
Administration
Coordinator in
the Visitor
Services and
Natural
Resource
Department1
N/A N/A
Source: As reported by each agency.
1Permits that require special use are reviewed by the Visitor Relations Coordinator.
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Under its enabling legislation the District is empowered to:
“…plan, adopt, lay out, plant, develop, and otherwise improve, extend,
control, operate, and maintain a system of public parks, playgrounds,
golf courses, beaches, trails, natural areas, ecological and open space
preserves, parkways, scenic drives, boulevards, and other facilities for
public recreation, for the use and enjoyment of all the inhabitants of the
district, and it may select, designate, and acquire land, or rights in land,
within or without the district, to be used and appropriated for such
purposes. It may cause such trails, parkways, scenic drives, and
boulevards to be opened, altered, widened, extended, graded or regraded,
paved or repaved, planted or replanted, repaired, and otherwise
improved, may conduct programs and classes in outdoor science
education and conservation education, and may do all other things
necessary or convenient to carry out the purposes of this article.”
All the tools of municipal local government (city and county) are
delegated to the District in order to accomplish this work. The one
exception as it relates to the District is that Midpen does not have the
right to use eminent domain to acquire property within the San Mateo
County Coastal Annexation Area pursuant to the terms of a resolution
adopted on June 6, 2003.
Supporting this broad authority is the fact that Midpen is governed by a
locally elected Board which is pursuant to the enabling legislation
carefully drawn from wards which are designed such that all areas of the
regional district have representation. In establishing regional park, park
and open space districts in the early 1970s the California State legislature
thought very seriously about how to balance local control while
providing the authority to preserve open spaces in California and they
developed a new kind of local government to take on this challenge. In
some cases, these agencies evolved as sub-jurisdictions of counties and in
some cases, they evolved as separate local governments. In the case of
Midpen it was the latter.
In interesting wrinkle in terms of how Midpen operates is that it
nominally develops projects independently using its own staff and
resources, but then seeks permits for these projects both from relevant
regulatory agencies (such as State Fish and Wildlife) which are typically
charged with enforcing State and Federal environmental laws, and from
the underlying general purpose local government, usually the County of
San Mateo or Santa Clara, which enforce zoning and land-use
regulations, commonly known as entitlements. The general-purpose
governments often treat Midpen projects as discretionary, entitlement
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type, projects and add conditions that Midpen must comply with, very
much like Midpen was any other private property owner.
While this may be appropriate, particularly when a general-purpose
government is acting in a true regulatory role, such as a flood control
district, it may not be appropriate in all cases, particularly when it is
acting more in the vein of a routine entitlement permit authority, Midpen
is not a private property owner. It is a co-equal local government, with
co-equal powers albeit in a narrow range, similar to a water or sewer
district.
Given that we have observed that other open space districts have evolved
more flexible permitting arrangements with underlying general-purpose
governments, Baker Tilly suggests a dialogue be started with the two
counties about more flexible permitting arrangements concerning District
projects. It may be that Midpen projects do not need to be routinely
submitted to the county governments for entitlement permitting outside
of what is required for truly regulatory purposes.
Recommendation 11. Continue to pursue blanket permits
where possible.
Recommendation 12. Seek a legal opinion and Board
direction regarding self-regulating authority for project
entitlements.
Recommendation 13. Centralize the regulatory
permitting function. Utilize the in-house knowledge and
expertise of natural resources to streamline the
procurement and management of regulatory permits.
Project scope modifications
Due to the length of time involved on projects, there are changes to the
scope which in turn cause additional delays. Project timelines are
sometimes so long that the project history is lost. Scope modification
occurs due to 1) public input, 2) permitting from outside regulatory
agencies, and 3) the limited window of time when work can be done in
environmentally sensitive areas.
Because projects now take longer to complete, design changes occur over
the life of the project when consultants may no longer be engaged on the
project. This further results in time delays in re-engaging consultants to
modify the design. In-house design teams could respond to these changes
more quickly and keep a project on track. Use of a Senior Capital Project
Manager to lead in-house design would expand promotional
opportunities and reduce time and cost of using consultants for design
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work, particularly in instances where scope changes and there is a need
for alternative changes quickly. We believe that bringing design work in-
house will eliminate the delays but would require an additional Senior
Capital Project Manager in Engineering and Construction to absorb the
work now performed. The use of an eligible consultant pool that
Engineering and Construction can tap until the in-house resource is
established and for added capacity as needed in the future will further
address this gap.
Projects in the past were typically “construct and walk away”. The
responsibilities have grown to include more involvement past
construction through operation and past occupancy. One example is
tenant improvements within the central office. Projects with CEQA
mitigation measures require ongoing monitoring, upkeep, and success
criteria (typically plant survival). The staff resources needed over 5 to 10
years or more to monitor and maintain mitigation projects should be
factored into project design and implementation.
Recommendation 14. Develop an in-house design team
to address design changes, build institutional
knowledge, and provide career growth opportunities
more quickly. Create an eligible consultant pool to engage
as needed until the new team can be established.
Recommendation 15. Add a Senior Capital Project
Manager to provide support for an in-house design team.
Recommendation 16. Solidify the project scope early in
the planning process by including all departments in
earliest discussions and verify at regular check-ins.
Recommendation 17. Incorporate scheduling of staff
time beyond completion of construction.
Additional new initiatives
Since adoption of the FOSM, several new initiatives require staff attention
and time including expansion of coastal land, wildland fire resiliency,
ADA accessibility requirements, and active transportation planning and
coordination. Staff have also been involved in diversity, equity, and
inclusion (DEI) initiatives and there is heightened interest in and
awareness of the need for tribal cultural conservation and relations.
Currently, each department is defining its own role/responsibilities with
Tribal Relations and how they work with Native /American/indigenous
communities. The review and coordination of historic resources has also
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grown as many structures have aged beyond 50 years old which is the
CEQA threshold for historic significance determination.
Recommendation 18. Evaluate the impacts of new
initiatives through a district-wide lens to carefully
decide what new initiatives to take on and provide
necessary resources to assist with efforts.
Recommendation 19. Provide staff training to increase
knowledge for new initiative areas (i.e., wildfire
resiliency, ADA accessibility requirements, active
transportation planning, diversity, equity and inclusion,
tribal relations, and historic resource requirements).
Utilize in-house expertise when feasible.
Decentralization of administrative tasks
The district has decentralized certain activities (such as
contracts/purchasing; budget; resource loading) which has impacted
departments that lack the skills or resources to effectively perform these
tasks and pulls them away from their other duties and expertise. In
Planning, Natural Resources, and Engineering and Construction staff
spend too much time on administrative tasks, such as quarterly budget
updates, procurement, invoicing, etc., which takes away from
supervisory duties and project management assignments.
Planning and Engineering and Construction share one administrative
staff position which is not adequate for the needs of those departments.
Some administrative tasks that need attention are the organization and
clean-up of all Board approved Use and Management Plans (PUMP) for
each of the 26 preserves and management of electronic records. In
addition, the expansion of community engagement activities associated
with major planning projects requires careful planning and organization
that can be supported by an administrative position.
Recommendation 20. Evaluate administrative duties for
the planning, natural resources, and engineering and
construction departments to identify tasks that can be
reassigned from project managers; hire additional
support to meet the need.
Resource loading project challenges
Staff are overwhelmed by the number of large complex projects
happening simultaneously and the assessment of staff capacity to
current/projected workloads is unrealistic using the resource loading
assessment. Resource loading is a 3-year look ahead that is not an
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accurate assessment of staff capacity to current and projected workloads.
Departments find they are constantly under resourced because it is not
possible to estimate so far ahead and then there often is a need to pivot.
Some departments have transitioned from a “construct and walk away”
responsibility to being involved in the project through operations past
occupancy. One example of this is tenant improvements required within
the central office. There is a need for a project close-out review and audit
projects after completion to understand what could have gone better,
lessons learned, and gain a better understanding of resources required.
Recommendation 21. Evaluate the resource loading tool
for Capital Improvement and Action Plan (CIAP)
projects and modify as needed to capture all staff work.
In addition to projects, include scheduling of staff time
beyond completion of construction as needed.
Recommendation 22. Conduct project close-out reviews
to document time spent on each phase to present more
accurate representation of length of time required by
project type and establish a database of information to
inform future resource loading.
Role of Natural Resources in Project Delivery
The Natural Resources department has a key role in fulfilling the
district’s mission to protect and restore the natural environment. The
Natural Resources (NR) department resides with Visitor and Field
Services given the long-term focus of NR work (including on-going
monitoring of land management requirements); however, the role and
contribution of Natural Resources begins at acquisition and is notable to
the planning and delivery of District projects.
Over the years, the types of projects have changed based on the need to
provide more public access. On some projects, Natural Resources is the
lead due to the nature of the project. On other projects Natural Resources’
role is advisory to the lead department. In some cases, the input of
Natural Resources has occurred late in the process and caused delays,
many times as a result of regulations that are imposed on Midpen by
other regulatory agencies. When this happens, there is little ability to
change the scope to avoid expensive mitigation and regulatory
requirements, which can be as onerous for the agency. It is essential for
Natural Resources to provide early input on projects and participate in
scoping meetings. Because of their role in procuring regulatory permits,
Natural Resources has been viewed as a regulator rather than a partner
for CIAP projects.
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As discussed above, Natural Resources performs an essential role in the
permitting and on-going monitoring of district projects. Natural
Resources staff are highly skilled and view projects through a scientific
lens. They have working relationships with the regulatory agencies that
approve permit applications to advance district projects and have a deep
understanding of the sensitivities and requirements for land preservation
and restoration. As a result of steady turnover at state and federal
regulatory agencies, Natural Resources is often the most knowledgeable
and best source for determining mitigation measures and advancing the
permitting process. It is for this reason that recommendation 13, to
establish a position to procure and manage regulatory permits, is best
housed within Natural Resources.
Natural Resources works closely with the Land and Facilities Department
who have skills in managing the land and have the staff and equipment
to carry out the necessary work of restoration projects. Additionally, as
discussed below, land maintenance has and will continue to grow with
the implementation of the wildland fire resiliency program and
vegetation management (including rangeland conservation efforts) each
of which requires careful consultation and partnership with natural
resources.
Visitor and Field Services
Visitor and Field Services is a service line led by an Assistant General
Manager and comprised of three departments: Land and Facilities, Visitor
Services, and Natural Resources. Each of these departments delivers
critical field support and operations that ensure stewardship,
maintenance, safety and access to district preserves across the district.
Land and Facilities
The Land and Facilities department maintains the trail system and
associated infrastructure, manages leases and properties, delivers field
projects, maintains facilities, works with natural resources to manage
invasive species, and manages vehicles and equipment for maintenance
staff districtwide. The size and scale of the operation continues to increase
as the acreage and trail miles of Midpen expand. In addition, the
sensitivity and complexity associated with the diverse portfolio of
holdings across the two counties has stretched the department. The
coastal management plan, wildland fire resiliency plan, and integrated
pest management plan each provide a roadmap for increasing service
levels and addressing district needs. Implementation of these plans will
take time and require the investment of additional resources. The staffing
assumptions for each have been incorporated into the long-range staffing
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plan discussed later in this report; however, there are specific needs that
should be addressed in the near term.
Resource Management and Wildland Fire Resiliency Programs
As was noted above, one new environmental factor impacting the
District’s land holdings is the increased danger of wildfire, largely
brought on by climate change, previous forest rangeland management
practices, and the manifestation of periodic drought periods. Increased
wildland fire prevention, preparation and response are recognized as part
of Midpen's ongoing land stewardship. To address this need, the district
established a Wildland Fire Resiliency Program in 2021 that will reduce
wildland fire severity and risk in the region by managing vegetation in
the preserves with a focus on ecological health and wildland fire
resilience.
The program will allow Midpen to proactively increase ecologically
sensitive vegetation management up to approximately six-fold over ten
years. The program is made up of:
•Vegetation management plan: focused on ecosystem resiliency
and facilitation of fire response and evacuation
•Scientific monitoring plan: to inform continual adaptation of the
program
•Pre-fire plans with resource advisor maps: to assist fire agencies in
their response
•Prescribed fire plan: to reintroduce prescribed fire to Midpen’s
land management toolbox. This element was recently approved
by the Board and has been certified under the California
Environmental Quality Act
Integrated pest management (IPM) strategies are essential to the success
of this program and as such the team works in partnership with the
natural resources department. In addition to work under the wildland
fire resiliency program, the growth of IPM and plan updates are further
discussed in the Natural Resources section of this report. While the
Natural Resources department is effective in monitoring, strategizing,
and planning IPM work, they do not have staffing for maintaining work
performed under large contracts. Field work labor to conduct natural
resource maintenance work is more effectively managed within the Land
and Facilities department.
Eventually this program is going to require that the District maintain
literally hundreds of miles of fuel breaks, fire roads and evacuation
routes; work with dozens of local fire agencies and CalFire to annually
prioritize resources and projects; and develop prioritized flammable
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invasive plants for removal plans through the Integrated Pest
Management Program. So far, this work has relied heavily on grants
(over $2.5 million since 2017), but it will need to develop ongoing revenue
sources.
In recent budgets, the Board recognized the importance of this program
and authorized four positions. These include two Field Resource
Specialist positions and two Lead Open Space Technician positions. These
positions provide the structure for two crews to address resource
management, wildfire prevention and resiliency, through sensitive
vegetation management. As was the case prior to the formation of the
capital projects team, assigning existing maintenance staff to the
resources management team reduces the number of full-time equivalent
(FTE) employees who are actively managing the existing trail networks
and attending to maintenance work orders. This results in deferred
maintenance and a maintenance backlog that continues to grow despite
recent increases in maintenance staffing levels. To prevent the
reassignment of existing staff and the potential impacts on routine
maintenance, Midpen should add the staff required to form two resource
management and wildland fire resiliency crews.
Recommendation 23. Establish two crews assigned to the
Resource Management and Wildfire Resiliency Program.
Conservation Grazing Program
Conservation grazing is one of many land management tools Midpen
uses to achieve conservation goals. The conservation grazing program
began in 2007, and now encompasses approximately 10,000 acres leased
to small-scale ranchers across San Mateo County. The partnerships are a
critical tool helping Midpen manage large-scale coastal grasslands and
the rich biodiversity they support.
Just as with the pressures of climate change and the impacts on land
management described above, the increasing size and scale of
agricultural holdings and the District’s commitment the policies
established in the Coastal Service Plan, demand additional time and
resources. The department manager currently invests considerable time
in the care and support of agricultural and grazing tenants. Recently, the
district added a position to support this work. The new Conservation
Grazing Manager (Resource Management III) adds capacity to the
property management team in land and facilities. The position will work
closely with the Natural Resources department and serve as a single point
of contact for conservation grazing and agricultural operations to
improve customer service and expand support to agriculture tenants and
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partners on the coast. In addition to property management activities, the
resource management expertise of the position will provide a high level
of lease oversight to assist tenants with incorporating resource protection
measures as part of their grazing practices.
The addition of the conservation grazing manager increases capacity and
expertise related to rangeland leases and should have a positive effect on
the time spent by the department manager; however, given the multi-
faceted set of goals associated with conservation grazing program and the
heavy workload of the other property management staff, an additional
property management specialist to support the administrative activities
associated with this work is warranted.
Recommendation 24. Add one property management
specialist I.
Growth of Land and Facilities Scope and Scale
Baker Tilly conducted thirty interviews and eight focus groups. One
theme consistently emerged. The scope and diversity of the operations
managed within the land and facilities department has increased
significantly. As the organization continues to grow there is value in
centralizing certain support functions to optimize efficiency and
streamline service delivery. The primary purpose of the land and facilities
department is to manage and ensure stewardship of Midpen lands. A
number of programs currently housed in the department deliver ancillary
services. The creation of a new department that brings together programs
and services with a shared purpose of supporting field operations will
ease the span of control and workload of the land and facilities manager
while creating a department that can focus on the shared goal of internal
support for field operations. Baker Tilly recommends the formation of a
Central Service Department, led by a department manager reporting to
the Assistant General Manager for Visitor and Field Services, to include
the following programs and services:
• Facilities Maintenance
• Property Management
• Fleet Services
• Contract Management Services
A more focused Land Management Department will be better positioned
to ensure the maintenance and stewardship needs of the district as it
continues to expand and address the environmental impacts of climate
change, balance and mitigate the requirements of rangeland
management, and support visitor access.
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Recommendation 25. Establish a new Central Service
Department, led by a department manager, with support
from an administrative assistant, to oversee facilities
maintenance, property management, fleet services, and
contract management services.
Recommendation 26. Rename the current Land and
Facilities Department as the Land Stewardship
Department.
Currently, the facilities maintenance team is comprised of a supervisor
and one facilities maintenance specialist. The team maintains the field
offices at foothills and skyline, residential houses and outposts owned by
Midpen, and the Administrative Offices in Los Altos. The team utilizes
contractors for added capacity. Since the opening of the Administrative
Offices in Spring 2022, the facilities team reports spending significant
time addressing routine maintenance needs there. The Administrative
Office provides office space for district employees as well as tenants. As a
result of these increased demands for maintenance works, facilities staff
must rely more on contract support and have less time to address the
maintenance needs of field offices and other facilities. In addition, the
distance between facilities and limited access to district vehicles makes
facilities maintenance challenged.
Recommendation 27. Increase the staffing capacity for
facilities maintenance to align with increases in work
order requests managed for district facilities. Over time,
consider implementing a regional staffing model that
reduces time spent traveling between locations and
increases time spent executing work orders.
As discussed above, the property management function at Midpen is
currently stretched thin. However, the addition of a property
management specialist for the conservation grazing program will
increase the capacity of the residential and commercial property
management team to manage the broad array of district lease types (e.g.,
residential, office space, concessionaires, easements, staff housing). The
property management team works closely with the facilities maintenance
team for the resolution of tenant maintenance issues and as well as
facility improvements as needed.
The Administrative Office building currently houses tenants on the first
floor. While this is likely to change over time as the district staffing
increases, the building management requirements for this location extend
beyond maintenance and lease management. Midpen must staff a front
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reception desk, accept deliveries for all tenants, distribute mail, and assist
with general set up (i.e., internet). These additional tasks fall to
administrative and IST staff and take time away from other work. The
district should assess the time and staffing required to manage tasks
associated with general building management and assign dedicated staff
accordingly. Pulling staff from other programs or service areas is
disruptive to those operations and may be better suited to a general
building management role.
Recommendation 28. Evaluate the time required for
general AO building management requirements (i.e.,
reception, mail and deliveries, internet set up) and staff
accordingly.
The vehicles and heavy equipment that is owned and operated by
Midpen employees currently lacks a dedicated fleet manager. Currently a
management analyst in the Land and Facilities department has
responsibility for fleet maintenance contracts, which is only one piece of
the scope of work typically managed by a fleet manager. From acquisition
to fuel usage and sustainability measures, to maintenance programs and
use policy and compliance, an effective fleet manager will develop
systems and evaluate practices to optimize fleet uses for the organization.
As the district grows it should no longer rely on a decentralized fleet
services model. It is inefficient and may be costing the district.
Recommendation 29. Hire a fleet manager that can
manage the use and maintenance program for vehicles
and heavy equipment.
Finally, the central services department should include a contract
management function that can support visitor and field services with
contract management support and serve as a liaison between the field
and the procurement team within Administrative Services.
Recommendation 30. Create a new contract management
function within the new central services department to
support field contracts and serve as a liaison with
procurement staff.
Visitor Services
The Visitor Services department was created as a major recommendation
of the FOSM in order to increase focus on user experiences in the
preserves. Its main programs are the ranger patrol and enforcement
functions and the volunteer and interpretive and educational programs.
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The challenges that Visitor Services are facing can best be summarized as
follows:
1. A variety of exogenous service demands come from interest
groups such as trail users, youth groups and others interested in
using District facilities often in new and innovative ways. This has
greatly increased are a result of the end of the Covid shutdown as
local residents are increasingly interested in outdoor experiences.
2. Managing unanticipated visitor activity generated by Public
Affairs.
3. Creating growth opportunities for staff who are often in relatively
“flat” organizational structures.
4. A difficult labor market and the unique set of skills and
requirements of ranger positions creates staffing challenges
stemming from the attraction and retention of ranger staff.
5. Balancing the role of rangers between public safety (law
enforcement) and educators to work directly with customers and
participants.
Several of the challenges listed above have a direct effect on ranger
staffing. A sustained increase in visitor rates is a positive outcome of the
pandemic occurring as community members sought safe ways to recreate
and developed a heightened awareness of the resources available
throughout the district. Finally, coastal assets requiring patrol and the
challenges associated with filling positions and retaining staff have also
impacted the pressure on ranger staff.
The department has been implementing various strategies to mitigate
these staffing challenges. This includes offering housing options to attract
employees who may not be able to afford the local cost of living;
establishing an unassigned pool of rangers to increase the flexibility of
scheduling; and a new labor agreement that increased compensation.
These strategies are helpful; however, the baseline ranger teams remain
understaffed for the scale of operations performed.
Recommendation 31. Increase Ranger staffing by three
(one lead and two rangers) to address current gaps.
Assign staff based on workload and coverage demands.
An issue for Midpen (and for many open space and parks districts) is
finding the right balance for the posture of ranger positions vis-a-vis their
role as public safety / law enforcement and provision of visitor services
information and education. It is a balancing act and often can vary by
location and even by the time of day or period within a week (busy or not
busy within a preserve). Without the right balance and associated staffing
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this challenge can put strain on staff, lead to retention issues, and lead to
credibility issues in the community.
One way that similar organizations have addressed this balancing act is
to initiate a dialogue within the organization to explore and understand
the ranger role. Baker Tilly would recommend that Midpen invest in a
process to do this. Once this differentiation has been completed, the
district can establish response and scheduling standards as a way to
determine the placement and number of staff.
Recommendation 32. Identify and develop goals and
objectives for the roles the Rangers perform related to
public safety versus visitor services support reflecting on
regional variations. Develop guidelines to help Rangers
understand their role and thrive in it.
Another source of the mounting Visitor Services workload are more
requests for various types of outdoor education projects related to school
groups and youth groups, including Scout troops. Many of these groups
are seeking to contribute some type of project improvement to Midpen
property as a visitor amenity. While appreciated, such projects can be
more complicated than they may appear, and coordination is needed to
make such well-intentioned activities successful. It would be beneficial if
Midpen created a position that would be the point of contact for all
groups who are looking to complete projects, and be the staff person who
works with each group through completion of the project.
Volunteers
The nature of Midpen’s work (outdoor work in scenic areas enjoyable to
many individuals) and the demographics of its service area (a relatively
high number of retired or semi-retired individuals with high
discretionary income) makes for an ideal environment for volunteer
contributions. And Midpen has a high demand for services in this area.
Volunteers provide a tremendous resource for building awareness and
champions of Midpen’s mission and conservation goals. These are often
loyal stewards of the district and bring great value.
The District invested in a Volunteer and Docent Study in 2016 and
adopted it in 2018. The study outlines plans for program expansion and
contains a number of recommendations that should be implemented.
A best practice for managing and developing volunteer programs and for
valuing them within the organization is to measure and quantify the
contribution that they make to the organization to the community. Baker
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Tilly was advised that such information is tracked and reported annually
from a volunteer management system.
Based on data that was provided, it appears that volunteer activity is
increasing. Over a two-year period from 2020 to 2022, the number of
volunteer hours more than doubled as shown in Figure 1. However, the
baseline for the data that was provided is 2020 and likely reflects a dip in
volunteer activity due to COVID-19 requirements. The volunteer
program manager reports that volunteer activity has returned to pre-
pandemic levels.
Figure 1. Annual Program Volunteer Hours 2020 to 2022
In addition to volunteer activity, the number of guided activities
continues to grow by approximately 20% a year. In the outdoor education
docent program, the number of students, field trips, and docent hours
have all grown by more than 100% from 2022 through 2023.
Investment in staff will benefit the program’s impact and is consistent
with future growth plans and Board direction. Currently, the program
relies on one volunteer coordinator position and has proposed the
addition of a volunteer program lead.
Recommendation 33. Add a volunteer program lead to
address increases in volunteer activity and plans for
expansion.
This position will increase capacity to assist with trail
construction and maintenance volunteer projects. Additional
staffing increases are also anticipated in the staffing model as
visitor services expands to the Coastside.
0 5000 10000 15000 20000
2020
2021
2022
Hours
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Volunteer opportunities and information on the district website is highly
interactive and very good. For increased visibility it could be elevated to a
more prominent and easy-to-find location. The volunteer page includes
information on a variety of volunteer program opportunities. These
include:
• Advanced Resource Management Steward
• Community Group Steward
• Community Outreach Volunteer
• Docent Naturalist
• Land Steward
• Nature Center Docent
• Office Volunteer
• Outdoor Education Docent
• Special Project Volunteer
• Volunteer Trail Patrol
Each option can be selected to learn more about the program and sign up
to volunteer. The website identifies upcoming opportunities and has a
Frequently Asked Questions section with links that include additional
information on the programs that are available. The website also has links
to partners and information for how groups can participate. To better
attract volunteers, the opportunity page should be front and center on the
homepage with links to the volunteer pages.
Training and the use of volunteer management tools is essential to the
success of the volunteer program as it grows. The district will need to
ensure the staff support needed to deliver necessary training to
volunteers. In addition, it was noted that the District has a volunteer
management software program, but it is a commercial product “off the
shelf” program that does not work well for staff or for the volunteers.
Recommendation 34. Develop a Volunteer Training
Program and a software system to support it. This can use
elements of a commercial software product but should be
tailored to meet district needs and to help with tracking
and valuing volunteer contributions (discussed below).
Natural Resources
Integrated Pest Management (IPM) Program
The IPM is an integral part of the District’s natural resource management
program. The Wildland Fire Resiliency Program has added additional
vegetation management workload. The IPM Program deals with pest
management as a primary objective including vegetative and fauna pest
species (both a growing issue with climate change). In addition, the
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program deals with pest control in District facilities. Implementation of
this program is a partnership between natural resources, which has
responsibility for the plan and is the scientific advisor for
implementation, and the land management department whose staff
complete the ongoing and specialized maintenance requirements of the
program. This work, both IPM and wildland fire resilience, is integrated
into the resource management and wildland fire resiliency crews
discussed in the land and facilities section of this report.
The original IPM Plan was approved in 2014 and the last update was
completed in 2019. The Final EIR completed with the update noted that
the next update to the IPM is due in 2025. Open space and parks districts
recognize that IPM work is necessary to protect the value of their open
spaces and protect them from fire and burdensome maintenance costs.
The IPM workload is increasing. From 2015 to 2019 work hours have
increased by 20% (17% by staff, 32% by volunteers, 51% by contractors).
Baker Tilly was not able to access work hour information since 2019, but
interviews indicated that work demand has continued to increase. As
discussed above the addition of two crews to support the resource
management and wildland fire resiliency program will help address the
increases in workload. In addition, a primary tool used to implement the
IPM program is through contracted cattle and other livestock grazing
where the District contracts with ranchers to conduct livestock grazing.
Currently approximately 10,000 acres are managed in this way, which is
fairly low intensity and consistent with historical usage in much of the
District territory. The addition of the conservation grazing manager, like
the resource management and wildland fire resilience crews, will be
important in the success of the IPM program.
Since a program update is due in 2025 work should begin now on that
effort.
Recommendation 35. Start work now on the budget and
work plan necessary for the 2025 IPM update.
The District cooperates regionally with other conservation agencies and
organizations, and because the IPM expertise the District has developed
is widely respected (2018 IPM Achievement Award from the California
Environmental Protection Agency Department of Pesticide Regulation), it
is often asked to consult with others. It has even been asked to take on
mitigation projects on behalf of others both in terms of implementation
and long-term monitoring. As a result, there may be some attraction – as
well as some financial benefit – to the idea of establishing a consulting
program for other conservation agencies, organizations and property
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owners to provide IPM services or developing a training program that
can be provided to regional agencies. Midpen prides itself on being a
leader and this opportunity reflects the organization’s expertise and
reputation in this area. However, it is our assessment that taking on these
additional programmatic areas should be viewed as a future opportunity.
In the near-term the organization runs the risk of expanding scope and
shifting focus from the delivery of existing priorities.
As mentioned previously in this report, Midpen has the opportunity to
emphasize the in-house expertise and reputation of the natural resources
team for self-regulating authority over district lands. While the decision
to move in that direction requires careful consideration, legal review, and
Board direction, it is prudent to maintain a focus on district stewardship
as the option is evaluated.
Internal/Administrative Support
Finance, Budget and Analysis
Finance and Budget existed as separate units within the Administrative
Services service line until they were merged as part of the FY 2023-24
budget to provide a more streamlined operation. The new department
has a finance supervisor to lead the finance team (formerly the finance
manager) and the new budget and finance manager, who had previously
only supervised the budget staff directly.
With the restructuring the department lost some capacity in budget
analysis work and therefore has contracted with a former employee who
is knowledgeable about the District’s budget systems and process to
provide additional capacity. In addition to supporting the budget and
analysis team, the new manager is focused on merging the two
operations into a cohesive department.
Staffing levels, supplemented by contracted support as noted above, have
been appropriate for the current operation. However, this review
identified a need to increase support provided to some departments by
streamlining activities and providing greater assistance with budget- and
finance-related duties as needed. Not all departments have dedicated
administrative staff to support the requests of the budget and finance
operations and the requirements often demand time pulled from other
operational duties. It can be inefficient when staff who do not routinely
perform budget or finance-related tasks, are needed to step in.
Recommendation 36. Add a budget and analysis
supervisor position to lead the budget and analysis team
to increase capacity to support departments, reduce the
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span of control of the department manager, and further
streamline the budget process.
Recommendation 37. Convert the half-time accounting
technician, currently shared with human resources, to a
full-time position to better support the accounting needs
of departments and build capacity to support the grants
program.
With the merger of the two offices occurring within the past few months,
the staffing and service levels of the office should be reevaluated on an
ongoing basis to determine if there are adequate levels of management
analysts to provide the necessary support for the departments. The
continued use of contract services to supplement staffing capacity and
support special projects can have a benefit in the short term without
adding additional permanent staff. The long-term staffing models allow
for additional staff to be added in future years if there is a need to further
expand support to the departments.
Grants Management
The grants program has been very successful in bringing in external
grants. At the time of interviews, the program was managing twenty
active grants. The grant program is highly dependent on building
relationships with key partners and looking to broaden partnerships with
other agencies. This effort requires significant outreach to capitalize on
opportunities. The more internal work of grants management involves
review of reimbursement requests.
The Grants Program is supported by the Grants Program Manager, a
Management Analyst II, and a Senior Grants Procurement Technician
that was recently converted from a half-time position to full time.
Procurement and Contracts
Procurement is led by a Procurement Program Manager, a Senior
Procurement Technician, and an Administrative Assistant who supports
procurement half-time along with other Administrative Office duties
which include staffing the front reception desk. In interviews, we heard
that departments were pulled away from their primary focus to address
procurement and contract issues in which individuals were less skilled.
The addition of a second Senior Procurement Technician would increase
much-needed support for the departments. The recommended contract
management function in the new Central Services Department will bring
a user perspective and further support to the administration of contracts
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in the field. Over time, the district may wish to evaluate the benefits of
moving the procurement program to Central Services.
Recommendation 38. Add a Senior Procurement
Technician to expand departmental support provided by
the Procurement Program.
Human Resources (HR)
HR is adequately staffed for the current size of the district. However, the
current challenges facing all employers in recruiting and retaining
employees are projected to continue. According to Forbes magazine,
public sector jobs, especially in state and local governments, are still
below their levels from before the pandemic. This means filling positions
will continue to be difficult and expanding the district workforce from the
FOSM refresh, will require additional HR capacity, either contractual or
permanent, to keep up with the increased workload and to ensure the
district is continuing to hire and retain quality employees. In addition,
investment in automated workforce planning tools that track staffing
trends, support recruitment efforts, and manage staff professional
development needs will greatly enhance the efficiency and effectiveness
of human resources to support departments and employee with staffing
needs. Such an investment also supports the department’s desire to
operate in a paperless manner and align with the environmental
stewardship goals of the district.
The Human Resources department is led by a Human Resources
Manager and supported by six full-time and one half-time (shared with
finance) positions to deliver the full range of HR programs. Midpen is a
growing organization, and with that comes increasing pressure on HR to
support employees and managers, including with recruitments, training
and professional development, labor relations and other support services.
The long-term staffing model accounts for this growth over time;
however, in the near-term, for the department to support the delivery of
the staffing recommendations contained in this report, we recommend
increasing capacity now.
Recommendation 39. Add an HR analyst to support the
increase in the recruitment of positions resulting from
the FOSM refresh and assist with expanding succession
planning activities.
Recommendation 40. Convert the half-time HR
technician, currently shared with finance, to a full-time
position to assist with the increasing recruitment
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support, training, and other HR needs of departments
and employees.
A critical area that requires attention is the expansion of succession
planning activities across the organization. HR staff have initiated the
process by pinpointing key personnel eligible for retirement within the
next five years and have identified several areas of concern. Midpen also
participates in the countywide training consortium which offers extensive
training opportunities for district employees, and the talent exchange
program which offers unique professional growth opportunities to
develop identified skills through experiential placements in San Mateo
and Santa Clara counties. In addition to these activities, the organization
would benefit by offering targeted development opportunities to
potential successors of positions that are likely to become vacant due to
retirements. HR can support departments with succession planning
efforts by helping to create individualized career plans, developing
mentorship programs and tailored training initiatives, and supporting
other career development opportunities that nurture talent within the
organization.
Recommendation 41. Expand succession planning efforts
to include helping departments and employees with
creating individualized career plans, developing
mentorship programs and tailored training initiatives,
and supporting other career development opportunities.
A review of the current classification and pay structure indicates that
Midpen utilizes a number of classification series that include flexibly
staffed positions, such as Planner I/II, Data Analyst I/II and others, that
lead to more senior level positions such as a Planner III, Capital Projects
Manager III, and Resources Management Specialist III which is followed
by the supervisory or lead role of a senior. This type of classification
structure has many benefits and is common among local government
agencies. It demonstrates progression in experience, duties, and
responsibilities and offers clear career ladders for many professionals. In
addition, the use of flexibly staffed positions (i.e., I/II) at the entry level of
a professional series allows for promotions without the need to go
through additional personnel processes and can work as an incentive for
employees to stay within the organization. It also provides an
opportunity to hire more qualified candidates at a higher level, when
they are available. When establishing new classifications, the district
should consider whether flexibly staffing those classifications would
benefit the retention of employees and increase career ladder
opportunities while minimizing single classification positions.
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As the district grows and workload and staffing levels continue to
expand, human resources should evaluate the option of creating a
principal level position as an extension of the professional career ladders
that are currently in place. As discussed in the project delivery section of
this report, the senior level classification serves a critical role in the
management of complex programs and projects in addition to
supervising lower-level staff. The addition of a principal level position
would expand supervisory capacity and reflect the high-level work
needed by larger departments. Adding a principal level position to these
classification series offers promotional opportunities that are consistent
with peers, will encourage retention of the district’s valued employees,
and, in some cases, better reflect the level of work being performed.
Recommendation 42. Expand career ladders to provide
staff growth and advancement opportunities that
encourage attraction and retention of qualified
employees and reflect the workload demands of the
district. This includes at both the top and bottom ends of
series classifications where levels may be missing or
needed (i.e., planning, capital projects managers, natural
resources, open space technicians) and the use of flexibly
staffed classifications that enable promotions for qualified
staff without need for additional personnel processes.
Additionally, establishing a talent pipeline or internship program with
local technical schools and apprenticeship programs will help in
cultivating a pool of skilled workers who are knowledgeable about the
opportunities for future employment at Midpen. Finally, instituting clear
career ladders where they do not currently exist, including the use of
flexibly staffed positions (i.e., open space technician I/II), will ensure that
employees see a clear path for advancement within the organization.
Recommendation 43. Utilize internships or
apprenticeship programs with local schools and colleges
to develop a pool of skilled workers.
Training and employee development is an essential part of any
succession plan. As noted above, the district participates in the San Mateo
County Regional Training and Development Consortium. The
consortium provides training on Business Writing, a Public Sector Lead
Worker academy, Preventing Sexual Harassment for Supervisors and
Managers (online), Effective Public Speaking, Introduction to
Supervision, Customer Service, Time Management, Career Development
and much more. By continuing to take advantage of the Consortium and
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supporting employee participation, the district can provide on-going
skills training and career development.
Recommendation 44. Continue to participate in the San
Mateo County Regional Training and Development
Consortium for training and career development.
Additionally, it was noted the district’s job descriptions do not list the
current salary for the position. Listing the salary with the job description
will make it easier for current and prospective employees to determine
the pay for a position they might qualify for and are interested in
pursuing. Presently the district has salaries in a separate location which
requires prospective and current employees to search in two different
places. And while the district lists annual salaries when recruiting for a
position, having them on the job description will make it easier for
prospective candidates – including internal prospects - to find the salary.
These candidates, if interested, can then sign up on the CalOpps website
to be notified when the position becomes available. This is a small but
simple way to improve transparency regarding opportunities.
Recommendation 45. Add salary to job descriptions that
are posted online.
It is important to recognize HR as a strategic partner and resource for all
departments within the district. As organizations grow, HR services
become more important and attracting and retaining experienced HR
staff becomes more challenging. Like all public service agencies, Midpen
is a people-driven organization. Incorporating the perspective of HR
when contemplating organizational change or strategy contributes to
long-term continued success.
Information Technology Services
The District has prioritized implementing an IT governance structure to
promote effective planning, priority setting and accountability of district
technology resources with business priorities. Growth in the technology
arena has attempted to keep pace with the operational growth of the
organization but IST is not always able to keep up with operational
demands. The hybrid work environment, the large increase in mobile
device use by field staff, and need to maintain and support the over
twenty enterprise systems implemented over the past seven years are just
a few examples impacting IST’s workload.
Recommendation 46. Add an Applications Programs
Manager to support the applications and database needs
related to application enterprise systems.
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The addition of the Senior Technologist for FY 2023-24 to implement
cybersecurity projects and other complex technical projects will help with
ensuring the technology infrastructure is reliable and secure and assist to
reduce the backlog of existing projects. IST staff have identified a need to
complete a full cybersecurity assessment to identify all cybersecurity risks
facing the agency and due to lack of capacity the project continues to slip.
IST has no administrative support and is currently the responsibility of
the IST Manager. Purchasing and contract management are time-
consuming. In addition, IST is responsible for supporting building sublets
by arranging ISP services. A management analyst position would
immediately help the IST Manager to offload administrative tasks and
could also provide additional project management support needed in the
division.
Recommendation 47. Add a Management Analyst
position; work with the IST Manager to define roles and
responsibilities to support the IST division.
The IST project list is extensive and covers three program areas (IT
Program, Application (Enterprise) Program, GIS Program) to support
organization-wide projects. GIS governance, resources and additional
position requests should be included in the GIS Master Plan, currently
under development. As the district continues to grow, impact on the
demand for IST is a concern; with the expansion of support in the field
offices and growth of technology tools (doubling the number of
technology devices to support) IT programs will need the capacity to
support all the different business operational needs, no matter the
location of staff.
In addition, as the demand for IST resources has grown, the type of
systems and technology has also changed. The complexity of the work
performed today does not always match current skill sets or job
specifications.
Recommendation 48. Evaluate IST job descriptions to
determine if the specified skills match the current job
requirements for the recruitment and hiring of qualified
staff.
Recommendation 49. Ensure the GIS Master Plan
includes evaluation of additional resources needed to
support the operational demands.
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Public Affairs
The Public Affairs department is comprised of six staff and a manager,
including four public affairs specialists, a government affairs specialist,
and an administrative assistant.
This unit performs a number of key roles in supporting District projects
and operations including facilitating and managing public engagement,
providing ongoing public information and developing and managing the
Districts legislative program. The team is appropriately staffed and
delivers quality communication to the public utilizing a variety of
channels. The team serves in a support capacity to the planning
department for community engagement activities associated with major
projects.
The department manager reports to the General Manager. This reporting
relationship offers some future opportunity in the realm of external
affairs and the potential for further building partnerships with key
stakeholders to advance the mission of Midpen. While no change is
currently recommended, over time the potential for establishing a
broader role for the public affairs team may be envisioned. The work of
the government affairs specialist, the grants manager and the public
affairs manager offer some opportunity for synergy and heightened
coordination, especially as the District contemplates the value of greater
autonomy and the related need for strong relationships regionally.
Public dialogue around District projects was frequently cited in
interviews as a reason that project cycle times have increased, but it was
also noted that public expectations around the need for inclusion and
communications have increased necessitating a greater investment in
these discussions. Nevertheless the District should consider how it can
manage the public input process to emphasize the need for both a
thorough vetting of projects with an expectation of timeliness and closure
by explaining that time does cost money.
a
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Organization Structure and Staffing Model
Staffing Model and Projections
In projecting needed staff increases for Midpen, Baker Tilly took a two-
step approach to the task. We first assessed what positions are needed to
address the workload demands of the current organization. It turned out
that due primarily to the environmental factors impacting the
organization, discussed above, such as climate change and related
impacts to the protected open spaces, the pandemic-related shifts in
outdoor visitation, and the greater diversity in land holdings the District
has an immediate need for additional staff which is somewhat higher
than anticipated.
We have reviewed these needs on a position-by-position basis in an
earlier section of this report, but our estimate is that Midpen will need to
add approximately 28 new positions by the end of FY 2024-25 to address
existing needs. Following this adjustment, we project the District will
need to grow at approximately 3% annually in terms of full-time FTE
between FY2026 and FY2034.
The figure below shows historical FTE growth at Midpen and what is
projected over the next ten years.
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Staff Growth Since 2012 and Projected Staff
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It is anticipated the Midpen will have roughly tripled in size between
FY2012 and FY2034. While this is not particularly fast growth for a Silicon
Valley “start-up” it is very fast growth for a local government!
The figure below shows anticipated growth in the major Midpen
organizational units over the FY2024-2034 period.
Most growth will occur in Visitor and Field Services, where we anticipate
the addition of approximately 71 FTE. The area with the next highest
growth will be in Administrative Services, which will add 12.75 FTE,
followed by Planning and Project Delivery, which is expected to add 9.0
FTE. We have not included staffing additions in the Office of General
Manager and General Counsel as a part of the near-term staffing
adjustments; however, overtime shifts or adjustments in these areas may
be warranted and can be addressed through projected increases for
internal support activities. Overall, we expect the District to add 92.75
FTE between FY2024 and FY2034.
The model is designed to increase staff based on assumptions built into
the staffing model, and it is designed to be flexible and should be
implemented over time based on the District’s actual workloads.
Historically, Midpen has averaged a 1.8% increase in acreage annually
which would result in adding approximately 1,300 acres per year. In this
model this level of increase translates into an increase of 6 FTE in Visitor
and Field Services staffing annually. However, staffing should be added
based on the timing and workload demands associated with increases. If
there is no acreage added in a given fiscal year, the model would be
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Projected Staff Changes by Organizational Units
Office of the General Manager and General Counsel
Planning and Project Delivery
Administrative Services
Visitor and Field Services
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adjusted to account for no change. If there are 3,600 acres added in
another fiscal year, the result would be that the District should plan on an
additional 12 FTE to account for the increase in workload. These positions
would be deployed in the areas that expand acreage and based on the
needs of the departments.
The Planning and Project Delivery staffing increase is based on adding
one FTE for every $2 million of increased capital dollars budgeted for the
fiscal year. As capital budgets increase, so does the role of the planning,
engineering and construction, and natural resources roles of the
organization.
Administrative Services staffing increases include a .75 FTE annual
increase to handle the increased workload of supporting the Midpen
operations. This assumption is based on the fact that there are economies
of scale in administrative services so staffing should not need to increase
on a one-to-one basis as other functions grow, but this factor can be
adjusted based on experience by Midpen. The increase in FTE would be
utilized in the administrative functions of the operation based on current
needs and workloads. This gives the organization flexibility to address
needs on an annual basis.
Based on the assumptions used for the staffing model, the total staffing is
projected to increase by 92.75 FTE over the next ten years. This number
will increase or decrease based on the actual acreage and budget changes
but is a good indicator of growth necessary to keep up with Midpen’s
continual growth and expansion, using actual historical trend
information.
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Implementation and Next Steps Baker Tilly
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Implementation and Next Steps
The Board and District staff are committed, engaged, and enthusiastic
about the work and mission of the organization which has contributed to
the success it has enjoyed. The District has experienced significant
periods of growth and change over the years, most notably with the
implementation of the FOSM recommendations, and can continue to
thrive while implementing the changes outlined in this report. The next
chapter is a further evolution of the progress achieved over the past
decade.
To assist the lift of original FOSM implementation the consulting firm
Management Partners (merged with Baker Tilly in October 2022)
provided a framework for change management that warrants revisiting.
Change is hard and it takes time. It also requires careful planning,
patience, and the support of leadership.
There are five components to successful change management:
•Planning
•Defined governance
•Committed leadership
•Informed stakeholders, and
•Aligned workforce
Planning
The recommendations contained in this report are the starting point.
Planning for implementation requires consideration of resources, defined
milestones and outcomes, prioritization, and ownership. To be effective
and achieve support and buy-in, the full team should be engaged and
systems should be put in place to track and monitor timely progress.
Baker Tilly will provide an implementation framework that will aid the
district in the implementation of the recommendations we have provided.
Defined Governance
The importance of clearly defined roles and responsibilities to successful
change management cannot be overstated. This was a key
recommendation of the original FOSM and continued focus is needed.
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Defined governance ensures that the distinct and significant roles of both
the policy-makers (Board) and executive leadership (General Manager
and Assistant General Managers) are accepted and honored. The Board,
leadership team, and staff each own different parts of the governance
continuum. The Board provides policy level review and decision-making.
This should include revising existing policies and procedures regarding
Board relationships with staff. Staff are charged with implementing the
vision and administering the District work plan through Board-
established work plan priorities and direction.
When adequate role definition, policies, and systems are in place, trust
and accountability within and outside the organization result.
Committing to the distinct roles will enable policy makers to focus on
policy and strategic direction instead of operations and administration.
Committed Leadership
District leadership must ensure staff has the tools, training, and resources
to complete the work and achieve the defined outcomes associated with
these changes.
As work becomes more complex, effective communication and efficient
meeting management will be critical to success. Likewise, delegating
problem solving and decision making to employees that are aligned at all
levels of the organization improves workflow processing and keeps
projects moving by avoiding the need to vet each decision through the
executive team.
Informed Stakeholders
Creating and communicating a vision for how recommendations will be
implemented, accompanied by a sense of urgency, enables staff to
connect incremental tasks to a broader purpose. Frequent and regular
communication (i.e., employee newsletter, shared calendars, joint
administration and field staff events) help staff understand what is being
asked of them and set a context for future directives, planning and
associated action plans.
Clear and frequent communication from management about how
organizational changes will affect the workforce is seen as inconsistent
and underdeveloped by many employees. Having District operations
based in different buildings and different areas can make communication
challenging without an intentional, organized effort.
Aligned Workforce
Workforce considerations and staffing alignment are critical components
of an agency’s success. The original FOSM resulted in notable changes in
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this area. The FOSM refresh and the recommendations contained in this
report continue to ensure appropriate alignment as the organization
continues to grow. Future refinement should be anticipated.
Conclusion
Capitalizing on the opportunities that lie ahead for Midpen requires
intentional investment, flexibility within the staffing model, and a
sustained focus on continuous improvement. In addition, a commitment
to clear priorities, open and regular communication, and direction as well
as patience and persistence is required by leaders in the organization.
Change is hard. However, the ambiguity that is inherent in the midst of
change can be diminished through disciplined practices that include
planning (timing, training, tools, problem solving), defined governance,
committed leadership, aligning the workforce, and regular
communication with stakeholders.
District employees reported that the mission of the agency keeps them
inspired and engaged in preservation, restoration, and expanding public
access opportunities. Most agencies spend decades investing in resources
to establish and build employee commitment to their mission. Although
significant, the recommendations contained in this report can serve to
refresh the commitment to the mission to fuel the work ahead. As the
Midpeninsula Regional Open Space District continues its evolution and
marches toward the future, it is creating as its legacy an indelible impact
on the region for generations to come.
ATTACHMENT 2
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Attachment A – List of Recommendations Baker Tilly
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Attachment A – List of Recommendations
Recommendation 1. Implement the recommendations of the Coastal Management Plan to
support the growth of the coastal areas.
Recommendation 2. Invest in continuous improvement, coordination, and training
opportunities to achieve project management best practices.
Recommendation 3. Evaluate options and acquire a project management tool to support
Engineering and Construction in the workflow and delivery of projects.
Recommendation 4. Establish criteria to determine when a project requires a public access
working group and develop schedules as well as protocols for projects that require less public
engagement.
Recommendation 5. Identify at the earliest possible opportunity the level of community
engagement required by the type of project and allocate adequate staff hours and include
timing in the schedule.
Recommendation 6. Recruit for two additional Planner III positions in Planning
Recommendation 7. Increase overall project delivery capacity by adding another Capital
Project Manager II position.
Recommendation 8. Ensure that project record-keeping is current to provide legacy of long-
term projects.
Recommendation 9. Evaluate the level of authority required for review of board reports,
contracts, agreements, and CEQA documents to ascertain if lower-level review is appropriate
and will reduce review time.
Recommendation 10. Modify limits to contract change order authority to expedite necessary
modifications.
Recommendation 11. Continue to pursue blanket permits where possible.
Recommendation 12. Seek a legal opinion and Board direction regarding self-regulating
authority for project entitlements.
Recommendation 13. Centralize the regulatory permitting function. Utilize the in-house
knowledge and expertise of natural resources to streamline the procurement and management
of regulatory permits.
Recommendation 14. Develop an in-house design team to address design changes, build
institutional knowledge, and provide career growth opportunities more quickly.
Recommendation 15. Add a Senior Capital Project Manager to provide support for an in-
house design team.
Recommendation 16. Solidify the project scope early in the planning process by including all
departments in earliest discussions and verify at regular check-ins.
Recommendation 17. Incorporate scheduling of staff time beyond completion of construction.
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Recommendation 18. Evaluate the impacts of new initiatives through a district-wide lens to
carefully decide what new initiatives to take on and provide necessary resources to assist with
efforts.
Recommendation 19. Provide staff training to increase knowledge for new initiative areas
(i.e., wildfire resiliency, ADA accessibility requirements, active transportation planning,
diversity, equity and inclusion, tribal relations, and historic resource requirements).
Recommendation 20. Evaluate administrative duties for the planning, natural resources, and
engineering and construction departments to identify tasks that can be reassigned from project
managers; hire additional support to meet the need.
Recommendation 21. Evaluate the resource loading tool for Capital Improvement and Action
Plan (CIAP) projects and modify as needed to capture all staff work.
Recommendation 22. Conduct project close-out reviews to document time spent on each
phase to present more accurate representation of length of time required by project type and
establish a database of information to inform future resource loading.
Recommendation 23. Establish two crews assigned to the Resource Management and Wildfire
Resiliency Program.
Recommendation 24. Add one property management specialist I.
Recommendation 25. Establish a new Central Service Department, led by a department
manager, with support from an administrative assistant, to oversee facilities maintenance,
property management, fleet services, and contract management services.
Recommendation 26. Rename the current Land and Facilities Department as the Land
Stewardship Department.
Recommendation 27. Increase the staffing capacity for facilities maintenance to align with
increases in work order requests managed for district facilities.
Recommendation 28. Evaluate the time required for general AO building management
requirements (i.e., reception, mail and deliveries, internet set up) and staff accordingly.
Recommendation 29. Hire a fleet manager that can manage the use and maintenance program
for vehicles and heavy equipment.
Recommendation 30. Create a new contract management function within the new central
services department to support field contracts and serve as a liaison with procurement staff.
Recommendation 31. Increase Ranger staffing by three (one lead and two rangers) to address
current gaps.
Recommendation 32. Identify and develop goals and objectives for the roles the Rangers
perform related to public safety versus visitor services support reflecting on regional variations.
Recommendation 33. Add a volunteer program lead to address increases in volunteer activity
and plans for expansion.
Recommendation 34. Develop a Volunteer Training Program and a software system to
support it.
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Recommendation 35. Staff should start work now on the budget and work plan necessary for
the 2025 IPM update.
Recommendation 36. Add a budget and analysis supervisor position to lead the budget and
analysis team to increase capacity to support departments, reduce the span of control of the
department manager, and further streamline the budget process.
Recommendation 37. Convert the half-time accounting technician, currently shared with
human resources, to a full-time position to better support the accounting needs of departments
and build capacity to support the grants program.
Recommendation 38. Add a Senior Procurement Technician to expand departmental support
provided by the Procurement Program.
Recommendation 39. Add an HR analyst to support the increase in the recruitment of
positions resulting from the FOSM refresh and assist with expanding succession planning
activities.
Recommendation 40. Convert the half-time HR technician, currently shared with finance, to a
full-time position to assist with the increasing recruitment support, training, and other HR
needs of departments and employees.
Recommendation 41. Expand succession planning efforts to include helping departments and
employees with creating individualized career plans, developing mentorship programs and
tailored training initiatives, and supporting other career development opportunities.
Recommendation 42. Expand career ladders to provide staff growth and advancement
opportunities that encourage attraction and retention of qualified employees and reflect the
workload demands of the district.
Recommendation 43. Utilize internships or apprenticeship programs with local schools and
colleges to develop a pool of skilled workers.
Recommendation 44. Continue to participate in the San Mateo County Regional Training and
Development Consortium for training and career development.
Recommendation 45. Add salary to job descriptions that are posted online.
Recommendation 46. Add an Applications Programs Manager to support the applications
and database needs related to application enterprise systems.
Recommendation 47. Add a Management Analyst position; work with the IST Manager to
define roles and responsibilities to support the IST division.
Recommendation 48. Evaluate IST job descriptions to determine if the specified skills match
the current job requirements for the recruitment and hiring of qualified staff.
Recommendation 49. Ensure the GIS Master Plan includes evaluation of additional resources
needed to support the operational demands.
ATTACHMENT 2
Page 1
FOSM Refresh Scope of Work
The scope of work below would be further refined and confirmed as part of final negotiations
prior to fully executing the recommended contract. If contract award is approved by the Board,
these final negotiations would occur at the end of February/early March with final contract
execution by end of March to commence work in April.
1) Review the Organizational Structure
The current organizational structure was implement based on recommendations from the
original FOSM report. This structure has been in place for approximately seven years. In
light of past Midpen growth and the additional/expanded tasks and functions Midpen
performs, the organizational structure needs to be revisited and reviewed for its optimal
effectiveness and efficiency and, if applicable, optional improvements proposed.
2) Examine if there are existing positions that can be repurposed
While reviewing the Midpen-wide and business line/departmental structures, examine
existing positions for their effectiveness and alignment, and where applicable, recommend
what positions to consider repurposing/reassigning or realigning.
3) Review if additional positions should report directly to the board
Per the enabling legislation, Midpen has the positions of General Manager, General Counsel,
and Controller report directly to the Board of Directors. Based on peer review of similar
organizations in size, mission, or structure, should any additional positions report directly to
the Board versus the General Manager?
4) Review assumptions and projections of the Coastal Management Plan (CMP)
In light of Midpen’s significant expansion in the San Mateo County Coast over the past 5-7
years, staff developed the five-year CMP to identify near-term operational needs for coastal
properties and the staffing/facility recommendations to meet these emerging needs (see
attachment 4). The CMP includes specific assumptions and projections for staffing levels for
the Natural Resources, Land & Facilities, Visitor Services, and Planning Departments. These
assumptions need to be reviewed and, if needed adjusted, and the projections validated. In
addition, these assumptions and projections should be evaluated to determine if the added
capacity can also address needs in other areas of Midpen’s jurisdiction, or whether additional
staffing is further needed to meet needs in these other geographic areas.
5) Review assumptions and projections of Docent and Volunteer Management Plan
As part of Midpen opening additional preserves to the public, and the increased demand for
docent-led hikes, volunteer efforts for certain projects, etc., Midpen developed a Docent &
Volunteer Management Plan (see attachment 5). The Docent & Volunteer Management Plan
has assumptions and projections for staffing levels and docent and volunteer engagement for
programs managed by the Visitor Services Department. These assumptions need to be
reviewed and, if needed, adjusted, and the projections validated.
6) Review if certain contracts should be insourced
Midpen has outsourced certain tasks and expertise via consultants and contractors. Whereas
some are more related to specialized expertise and knowledge that Midpen does not need on
staff full-time, certain other tasks have grown to encompass multiple, multi-year contracts
ATTACHMENT 3
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that may be able to be handled more efficiently and cost-effectively by in-house crews and
staff. A large part of this work is vegetation related for restoration and fuels management and
includes both initial large-scale work and ongoing annual maintenance of the initial work
sites. An evaluation of the cost of these contracts, including the cost to manage the contracts,
versus in-house crews and staff plus equipment, as well as the timing of the work, is
requested for efficiency and effectiveness, as well as organizational integration.
7)Evaluate MAA progress and timeline to ensure delivery of commitments by 2044
In 2014, voters approved Measure AA, an authorization to issue $300 million of bonds
within 30 years to accomplish the top 25 portfolios of Vision Plan projects. Approximately
$80 million has been expended to date with several Measure AA Portfolios completed. An
evaluation of the rate of progress in implementing the projects and completing the portfolios
is warranted to confirm whether Midpen has sufficient staffing and other resources to
accomplish all the commitments and expend the bond proceeds by 2044. If issues are
identified, provide recommendations that will position Midpen to ensure full accomplishment
per the bond schedule.
8)Evaluate Property Management, Facilities Management, and Fleet Management
Programs
Review the property, facilities, and fleet management programs to determine proper staffing
levels, capacity and organizational structure to manage the increasing demands on these
programs. Include an evaluation for expanded outsourcing versus insourcing and
recommendations to cost effectively and successfully address the increasing demands. Major
elements of property management for evaluation are conservation grazing and other
agricultural leases, non-grazing agricultural leases, residential leases, and easement
monitoring. Facilities management is limited to staff facilities and assisting the property
management program.
9)Evaluate the Integrated (IPM) Pest Management Program and Wildland Fire Resiliency
Program
Review the IPM and the Wildland Fire Resiliency Programs to determine proper staffing
levels, capacity, and organizational structure to manage the increasing demands of both
programs. Include an evaluation for outsourcing versus insourcing and recommendations to
cost effectively and successfully address the increasing demands. Consider that at this time,
Midpen is able to secure significant grant dollars to conduct the work given heightened
public concerns regarding fire risk. In an economic downtown or if other issues rise in
priority, these funding streams may no longer supply Midpen with the same amount of
support funding in the future. (Cal Coastal WFRP assessment review)
10)Effective deployment of organizational resources across Midpen’s geographic spread
Midpen manages and operates from several locations: Administrative Office (AO) in Los
Altos, Foothills Field Office (FFO) in unincorporated Santa Clara County, Skyline Field
Office (SFO) at the border of San Mateo and Santa Clara County, South Area Field Office
(SAO) in Campbell, and Coastal Field Outpost (CAO) near La Honda. FFO, SFO, and SAO
are the most established field offices, with the SAO newly constructed. The CAO operates as
a small outpost with the intent to construct a regular, full-service coastal field office at a
location to be determined in the near future. Are the resources at each field office deployed
ATTACHMENT 3
Page 3
effectively versus the geographic spread and demands on the Land & Facilities and Visitor
Services Departments that exist within the various regions? Considering recent changes that
improves videoconferencing for the field offices, and to a certain degree, from ranger
vehicles, are there operational changes that Midpen can implement to maximize the
deployment for each field office to address future staffing growth in the ranger and
maintenance ranks?
11)Develop composite metrics for NR, L&F and VS staffing levels
The Midpen has three departments that are primarily involved in the ongoing operations and
maintenance of the preserves: Natural Resources, Land & Facilities, and Visitor Services.
Midpen needs metrics to manage staffing level growth commensurate with acquisition of
additional lands and/or opening of additional preserves or trails as well as meeting demands
for resource management, fuels management, and public access management. Rather than
relying on single metrics, such as miles of trails or acres managed, composite metrics need to
be developed for each of the departments that include acres and miles, but also take the
geographic spread, increased fuel management needs, resources management needs,
increases in visitation and more intensive use sites that require more management.
12)Develop staffing growth projections for next 5, 10, and 30 years
The 2015 FOSM report provided for staffing growth recommendations for the first 5 years
(through 2020) and broader projections through 2045. For this update and Refresh of the
FOSM, Midpen is interested in revised and refreshed staffing growth projections for the next
5 and 10 years, as well as broader projections out to 2053 to coincide with the 30-year
financial model the Controller generates.
13)Review Project Delivery Process
One of the recommendations coming from the original FOSM study, to develop a Project
Delivery Process (PPD) in support of Measure AA project implementation, was completed
by Midpen in 2016. The PPD needs to be reviewed based on the current organizational
structure and workflow to evaluate if any adjustments are recommended to optimize its
effectiveness. This includes optimizing how projects move from one department to another
(hand-offs) as projects flow from one phase to another (i.e., early planning and design to
construction), offering the right project management tools, oversight, and training to keep
projects on track, on budget, and meeting deadlines, and ensuring that there is a steady flow
of projects moving into construction year after year to keep internal crews consistently busy.
More specific questions include:
a)Do we need a central Project Management Office (PMO) coordinator?
Would Midpen benefit from a centralized PMO? If so, what would be the duties and the
staffing requirements to ensure enhancement to the process and a value-added
coordination.
b)Pipeline bottlenecks – review the PPD for any bottlenecks or opportunities to improve
the efficiency.
c)Do we have the right balance and scale of Natural Resources projects (capital project
support vs protection and restoration of natural resources)
ATTACHMENT 3
Page 4
Review the organization and workload of the Natural Resources Department. Does the
current structure and allocation of projects work to support NR regulatory permitting
support of Measure AA and other time sensitive capital projects versus restoration and
management of natural resources, particularly as this relates to the delivery of the mission
to protect and restore natural environment and to PPD efficiency and effectiveness.
14)Organizational improvements
With recruitment and retention becoming more complicated in the aftermath of the
pandemic, Midpen’s classification grid appears to have certain limitations that complicate
recruitment and retention.
a)Classification grid – review the grid structure (range and step) and provide suggestions
for improvement based on best-practices.
b)Standardization of classifications – review the classification grid and provide suggestions
for standardization of classifications augmented with business titles to improve flexibility
and expedience when classifying new positions.
c)Retention and recruitment Strategies
Review the recruitment process and propose strategies to enhance the recruitment process
and improve retention.
###
ATTACHMENT 3
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480
Midpeninsula Regional Open Space District
Scope of Work – Recommendation Matrix
Scope of Work Report Section Starting
Page
Related Recommendations
Review the Organization
Structure
Ensuring a Sustainable
Organization
20 Recommendations throughout the report
Examine if there are existing
positions that can be
repurposed
Ensuring a Sustainable
Organization
20 Recommendations throughout the report.
Positions within Land and Facilities are
“repurposed” to build central services. Also
see use of maintenance staff for Wildlife and
Resiliency Team
Review if additional
positions should report
directly to the Board
Not applicable (N/A) N/A No additional direct reports to the Board are
recommended at this time. In the longer run
there may need to be a policy discussion
concerning reporting for an internal auditor,
but at this time this function is well in hand
with the Controller.
Review assumptions and
projections of the Docent
and Volunteer Management
Plan
Ensuring a Sustainable
Organization – Visitor
and Field Services -
Visitor Services
41 See Recommendations 33-34. In addition, full
implementation of the 2016-2018 Volunteer
and Docent Study is recommended over time
Review if certain contracts
should be insourced
Ensuring a Sustainable
Organization –
Planning and Project
Delivery
30 See Recommendations 14-15. A small in-house
design capability is recommended primarily
for preliminary design and to improve scoping.
See also Recommendation 30 on creating a
contract management function
Evaluate Property
Management, Facilities
Management, and Fleet
Management programs
Ensuring a Sustainable
Organization – Visitor
and Field Services -
Land and Facilities
37 See Recommendations 25 – 29. Development
of a central services function will rationalize
and streamline a number of support functions
Effective deployment of
organizational resources
across Midpen’s geographic
spread
Major Shifts Impacting
the Organization
9 See Recommendation 1. Implementation of
the Coastal Management Plan will be a major
focus for the District over the next 5-10 years.
Creating a Coastal Office and associated
staffing will greatly improve geographic and
service balance
Develop composite metrics
for NR, L&F, and VS staffing
levels
Planning and Project
Delivery – Pipeline
Bottlenecks and Visitor
Services, Internal /
Administrative Support
21; 39;
45
See Recommendations 2 -5 and 32, 36. The
District needs to invest in tools to support best
practice project management, and general
analytical capacity across the organization to
facilitate development of appropriate metrics.
Also see Implementation Action Plan
ATTACHMENT 4
Midpeninsula Regional Open Space District Scope of Work Recommendations Matrix Page 2
Develop staffing growth
projections for next 5, 10,
and 30 years
Financial Analysis and
Staffing Trends and
Staffing Model and
Projections
14; 52 The staffing model functions out to 30 years
and can be used to postulate staffing additions
based on the metrics used to make
recommendations to 2034. However,
confidence in the ability of current metrics to
predict staffing needs post 2034 is very low
due to the likelihood of changes to how work
is accomplished and technology
Review Project Delivery
process
Ensuring a Sustainable
Organization –
Planning and Project
Delivery – Staffing /
Review Delays /
Regulatory and
Permitting
Requirements
26 See Recommendations 6 – 22 Project delivery
is a core function of the District and a major
focus of the FOSM update. Perhaps the most
significant recommendation for streamlining
project delivery is to consider revisiting the
entitlement permitting process currently
followed by the District in Santa Clara and San
Mateo Counties. See discussion on pages 27-
30 and Recommendations 11 and 12
Organizational Development
improvements
Ensuring a Sustainable
Organization –
Internal/Administrative
Support – Human
Resources and
Information
Technology
47 See Recommendations 40 – 46. Many of these
recommendations concern succession
planning and career development. Due to
MidPen’s specialized nature it must develop a
majority of staff for advancement internally,
making these improvements a high priority.
ATTACHMENT 4
Midpeninsula Regional Open Space District
Financial and Operational Sustainability Model (FOSM) Refresh
Draft Implementation Action Plan
January 2024
ATTACHMENT 5
Making the Most of the Draft Implementation Action Plan
BakerTilly has developed this draft Implementation Action Plan to assist the Midpeninsula Regional Open Space District (Midpen) with the phasing and scheduling of 49
recommendations in the project report. That report sets forth the analysis leading to each recommendation. The work involved in implementing the recommendations will need
to be integrated into the other work of the departments and divisions tasked with their completion, along with appropriate assignments of responsibility and with identification
of specific planned completion dates. The draft Action Plan begins that process with guidance about a recommended priority assignment. Priority 1 recommendations are those
that we believe are the most important to accomplish without delay or are easy to accomplish. Priority 2 have less importance in the near term or have an added element of
complication to complete or require a significant amount of resources (perhaps internal and external) to assist with completion. Priority 3 are the least urgent to complete, either
because they require action by a third party over which Midpen has no direct control, or due to complexity, or their relative importance to district goals.
We suggest that you use this document to prepare a final Action Plan for Midpen. In doing so, the management team will need to identify specific target dates for completing
implementation activities associated with each recommendation. Additionally, you may want to modify the described activities for implementing an individual recommendation
based on internal knowledge of what will be required for completion or adjust the assignment of responsibility based on pending or future workload or other considerations.
Where a draft task calls for an event to occur “regularly” or with a pre-set frequency (e.g., quarterly, monthly) you’ll want to assure that your implementing procedure or policy
is written to accomplish that objective. Prudent implementation of most recommendations will require “circling back” after the work of implementation has begun to fine-tune
the work or the milestones based on experience. This step is not explicitly called out for each recommendation, however, assessing the progress of implementation (via “circling
back”) should be a part of your normal management system. We would be happy to set up a consultation with you to support the conversion of this draft into the
implementation Action Plan you can use to manage.
To turn this draft into the Action Plan that is used to manage implementation, replace the column titled “Priority” with actual completion dates. Target dates can be specific
(e.g., September 1) or by month or quarter (e.g., 3Q 2023), as appropriate to the individual action.
All of the work to implement the strategies is in addition to the normal work of involved city staff. BakerTilly has staff associates who are experienced in implementing many of
the actions identified in this report. We will welcome the opportunity to assist you in doing so, and in any case, we remain available to consult with you in whatever way we can
be helpful. Please do not hesitate to contact Andy Belknap at (805) 320-1702 or andy.belknap@bakertilly.com or Michelle New at (925) 989-4814 or michelle.new@bakertilly.com if
we can be of assistance.
The discipline of successful project planning is basic to successful execution of the work ahead. We hope that you find the draft Action Plan useful in that regard.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
1
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
1 Implement the recommendations of
the Coastal Management Plan to
support the growth of the coastal
areas.
• Review and prioritize the recommendations of the Coastal Management Plan .
• Identify staffing and budget resources needed for each recommendation.
• Assign lead responsibility for each recommendation to District staff members.
2 Invest in continuous improvement,
coordination, and training
opportunities to achieve project
management best practices.
• Conduct a comprehensive review and evaluation of current project delivery processes and
practices.
• Identify and document training opportunities, ways to streamline processes, and tools that
would enhance information sharing.
• Determine any gaps that exist between staff’s project management abilities and District
standards.
3 Evaluate options and acquire a project
management tool to support
Engineering and Construction in the
workflow and delivery of projects.
• Research potential project management tools.
• Evaluate the functionality of options to determine the optimal solution for the range of District
projects.
• Assess the feasibility of housing the project management tool in the Assistant General
Manager’s office.
4 Establish criteria to determine when a
project requires a public access
working group and develop schedules
as well as protocols for projects that
require less public engagement.
• Document the different levels of public engagement that might be needed for various types of
projects.
• Develop and document criteria to determine the types of projects that require each level of
public engagement (based on size, type, complexity, public interest, etc.).
• Document schedules and specify protocols for each level of public engagement requirement.
5 Identify at the earliest possible
opportunity the level of community
engagement required by the type of
project and allocate adequate staff
hours and include timing in the
schedule.
• Adopt the practice of adding the following steps in each project scoping phase:
o Determine and specify the level of community engagement required.
o Document the resources needed for community outreach.
o Work the engagement efforts into the project schedule.
1Priority 1: Important to accomplish without delay and/or easy to accomplish.
Priority 2: Second tier of importance to accomplish and/or may involve some complexity or time to complete
Priority 3: Least urgent to complete and/or may take longer to set-up or to execute
2To establish clear accountability there should be a single manager assigned responsibility for completing implementation of each recommendation. Where more than one manager is identified in this column, responsibility should be clarified
when the Final Action Plan is prepared.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
2
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
6 Recruit for two additional Planner III
positions in Planning
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the planner III position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions .
7 Increase overall project delivery
capacity by adding another Capital
Project Manager II position.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the capital project manager II
position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions .
8 Ensure that project record-keeping is
current to provide legacy of long-term
projects.
• Review current record-keeping practices.
• Document record-keeping protocols for long-term projects.
• Communicate the purpose and objectives of the record-keeping protocols to staff.
9 Evaluate the level of authority required
for review of board reports, contracts,
agreements, and CEQA documents to
ascertain if lower-level review is
appropriate and will reduce review
time.
• Research best practices for levels of authority.
• Determine which project-related decisions and reviews can be made at a lower level than the
General Manager and Board.
• Revise levels of authority, as applicable, in the interest of reducing overall review times.
10 Modify limits to contract change order
authority to expedite necessary
modifications.
• Research contract change order authority limits in place at peer agencies.
• Modify the limits so that contract change orders can be reviewed and approved at a lower
level in the interest of avoiding any extensions to project timelines.
• Communicate the purpose and objectives of the lower authority limits to staff.
• Clarify change of duties and responsibilities of affected positions.
11 Continue to pursue blanket permits
where possible.
• Engage Santa Clara and San Mateo counties in a dialog regarding permitting arrangements.
• Identify the types of projects that would be eligible for blanket permits.
• Prepare a draft agreement that outlines the scope, criteria, and process of obtaining blanket
permits.
• Negotiate the terms and conditions of the agreement with the county officials.
• Finalize and sign the agreement and establish a communication protocol for future projects.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
3
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
12 Seek a legal opinion and Board
direction regarding self-regulating
authority for project entitlements.
• Contact a reputable lawyer who specializes in land use and environmental law and ask for their
advice on how to obtain self-regulating authority for project entitlements.
• Review the relevant statutes, regulations, and case law that govern the District's jurisdiction
and authority over its projects and identify any potential legal barriers or challenges.
• Prepare a draft proposal that outlines the benefits and rationale of self-regulating authority for
project entitlements, such as faster project delivery, reduced costs, improved environmental
outcomes, and enhanced public trust.
• Present the draft proposal and the legal opinion to the Board of Directors. Solicit feedback and
input from the Board members and address any questions or concerns they may have.
• Seek cooperation and support for more flexible permitting arrangements concerning District
projects from the counties.
13 Centralize the regulatory permitting
function. Utilize the in-house
knowledge and expertise of natural
resources to streamline the
procurement and management of
regulatory permits.
• Hire and onboard the Permit Specialist (see the recommended near -term staffing
recommendations in the executive summary of the report)
• Develop a centralized database and workflow system to track, manage and report on the
status of permits and related activities.
• Implement standardized procedures and guidelines for permit preparation, submission, review
and approval, based on best practices and regulatory requirements.
• Provide training and support to staff and stakeholders on the centralized permitting process
and system, as well as the roles and responsibilities of each party.
14 Develop an in-house design team to
address design changes, build
institutional knowledge, and provide
career growth opportunities more
quickly.
• Add a senior capital project manager to the in-house design team (see Recommendation 15)
• Create an eligible consultant pool to engage as needed, until the new in-house design team is
established.
15 Add a Senior Capital Project Manager
to provide support for an in-house
design team.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the senior capital project manager
position
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions .
16 Solidify the project scope early in the
planning process by including all
• Adopt the practice of specifying all departments that will be involved in a project early in the
planning process.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
4
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
departments in earliest discussions and
verify at regular check-ins.
• Ensure all specified departments are included in the earliest meetings where project planning
and scope are discussed, as well as regular project check-in meetings.
17 Incorporate scheduling of staff time
beyond completion of construction.
• Create an inventory of the types of staff resources that are needed beyond completion of
construction (e.g., ongoing monitoring, mitigation, upkeep, tenant improvements, etc.).
• Adopt a practice of determining the types of staff resources that will be needed beyond
construction completion, during the project planning phase.
18 Evaluate the impacts of new initiatives
through a district-wide lens to carefully
decide what new initiatives to take on
and provide necessary resources to
assist with efforts.
• Review the list of new initiatives that have been presented since the adoption of the FOSM.
• Identify staffing, budget, and other resources that would be needed for each initiative.
• Prioritize the new initiatives, based on feasibility and district-wide impacts.
19 Provide staff training to increase
knowledge for new initiative areas (i.e.,
wildfire resiliency, ADA accessibility
requirements, active transportation
planning, diversity, equity and
inclusion, tribal relations, and historic
resource requirements).
• Identify which trainings for new initiatives could be done by in-house experts.
• Develop training materials for each new initiative.
• Communicate the purpose and objectives of the training to staff.
• Set a schedule to conduct the training sessions.
• For initiatives that cannot be trained in-house, research the availability of third-party trainers.
20 Evaluate administrative duties for the
planning, natural resources, and
engineering and construction
departments to identify tasks that can
be reassigned from project managers;
hire additional support to meet the
need.
• Conduct a workload assessment to identify administrative tasks that are currently performed
by planning, natural resources, and engineering and construction staff (e.g., quarterly budget
updates, procurement, invoicing, electronic records management, planning of community
engagement activities).
• Estimate the time needed to adequately support the identified administrative tasks.
• Determine whether the District should hire additional support staff.
21 Evaluate the resource loading tool for
Capital Improvement and Action Plan
(CIAP) projects and modify as needed
to capture all staff work.
• Review the current resource loading tool and identify its strengths and weaknesses comparing
the tool with other similar tools used by other organizations.
• Solicit feedback from the staff who use the tool or are affected by its results .
• Identify the gaps, issues and opportunities for improvement in the tool.
• Develop a plan to address the identified needs and implement the changes .
• Test and validate the modified tool and ensure its accuracy and reliability.
• Train and communicate with the staff on how to use the modified tool.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
5
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
22 Conduct project close-out reviews to
document time spent on each phase to
present more accurate representation
of length of time required by project
type and establish a database of
information to inform future resource
loading.
• Schedule project close-out review meetings to occur upon the completion of each project.
• Communicate the purpose and objectives of the close-out review meetings to staff.
• Review and document the actual amount of time spent on each phase of the project .
• Create a comprehensive database with historical data of time spent on each project phase by
project type.
23 Establish two crews assigned to the
Resource Management and Wildfire
Resiliency Program.
• Add the staff required to form two resource management and wildlife resiliency crews (i.e.,
two field resource specialists and two lead open space technicians).
• Review and update (as applicable) the job descriptions for the positions.
• Advertise positions.
• Review and interview top candidates.
• Offer positions and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
24 Add one property management
specialist I.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the property management specialist
I position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions .
25 Establish a new Central Service
Department, led by a department
manager, with support from an
administrative assistant, to oversee
facilities maintenance, property
management, fleet services, and
contract management services.
• Engage key stakeholders, including current staff, leadership, and affected departments, to
gather insights and concerns about the proposed new department.
• Obtain budget and approval to hire the new department staff.
• Develop a communication plan to inform employees, stakeholders, and the community about
the proposed new department and its benefits.
• Develop a detailed plan outlining the steps, timeline, and responsible parties for the transition.
• Review and update (as applicable) the job descriptions.
• Advertise positions.
• Review and interview top candidates.
• Offer positions and finalize paperwork.
• Assign the new department manager to report to the Assistant General Manager for Visitor
and Field Services, and the administrative assistant to report to the department manager.
Ensure coordination and
communication with current
managers and staff of the
functions to be moved
throughout the process.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
6
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
• Reassign facilities, property, fleet, and contract management staff to the new department.
• Clarify change of duties and reporting relationships of affected positions.
• Develop strategies to ensure that ongoing projects, services, and commitments are smoothly
transitioned without disruption.
• Schedule regular meetings throughout the first year to review department performance and
discuss issues with the new organization structure.
26 Rename the current Land and Facilities
Department as the Land Stewardship
Department.
• Rename the department.
• Communicate the purpose of renaming the department to District staff.
• Make the clerical change to the department name wherever it is currently posted (e.g., District
documents and website).
27 Increase the staffing capacity for
facilities maintenance to align with
increases in work order requests
managed for district facilities.
• Conduct a workload assessment to quantify the number of work orders that are currently
handled by the facilities maintenance staff and contractors.
• Hire an additional facilities maintenance specialist to support the maintenance needs in field
offices and other facilities, if warranted.
28 Evaluate the time required for general
AO building management requirements
(i.e., reception, mail and deliveries,
internet set up) and staff accordingly.
• Inventory and assess the workload of tasks associated with general AO building management
(e.g., front desk reception, delivery acceptance, mail distribution).
• Create a position to serve a general building management role, if warranted.
29 Hire a fleet manager that can manage
the use and maintenance program for
vehicles and heavy equipment.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the fleet manager position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions .
30 Create a new contract management
function within the new central
services department to support field
contracts and serve as a liaison with
procurement staff.
• Include a contract management function in the new central services department (see
recommendation 26) to support visitor and field services and serve as a liaison between field
and procurement teams.
• Staff the centralized contract management function.
• Clarify change of duties and reporting relationships of affected positions.
31 Increase Ranger staffing by three (one
lead and two rangers) to address
current gaps.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job descriptions for the lead ranger and ranger
positions.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
7
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
• Advertise positions.
• Review and interview top candidates.
• Offer positions and finalize paperwork.
• Assign staff based on workload and coverage demands.
• Clarify change of duties and reporting relationships of affected positions .
32 Identify and develop goals and
objectives for the roles the Rangers
perform related to public safety versus
visitor services support reflecting on
regional variations.
• Research ranger roles, duties, and responsibilities at peer agencies.
• Hold a meeting with appropriate District staff to explore and understand the ranger role.
• Analyze and assess the optimal balance for District rangers between public safety and visitor
service provision.
• Discuss and establish response and scheduling standards , to help inform placement and
number of staff.
33 Add a volunteer program lead to
address increases in volunteer activity
and plans for expansion.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job descriptions for the volunteer program lead
position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
34 Develop a Volunteer Training Program
and a software system to support it.
• Relocate the volunteer opportunities page to a central, easy-to-find location on the District’s
homepage.
• Research the types of software products available and in place at peer agencies that can
support the District’s Volunteer Training Program.
• Determine which software will best meet the needs of the District.
• Purchase and implement software.
• Train appropriate District employees on the use of the new volunteer management tool.
35 Staff should start work now on the
budget and work plan necessary for the
2025 IPM update.
• Assign staff in the natural resources and land management departments to begin updating the
IPM Plan.
• Review IPM workload data to help inform needed budget and staffing resources.
• Review livestock grazing contacts to determine whether they need to be renewed.
36 Add a budget and analysis supervisor
position to lead the budget and
analysis team to increase capacity to
support departments, reduce the span
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the supervisor position.
• Advertise position.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
8
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
of control of the department manager,
and further streamline the budget
process.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
37 Convert the half-time accounting
technician, currently shared with
human resources, to a full-time
position to better support the
accounting needs of departments and
build capacity to support the grants
program.
• Update the accounting technician job description (as applicable).
• Communicate the purpose and objectives to converting this position to full-time.
• Assess the interest and availability of the incumbent to working full-time.
• Fill the full-time position with the incumbent, or through reassignment/attrition.
See recommendation 39.
38 Add a Senior Procurement Technician
to expand departmental support
provided by the Procurement Program.
• Obtain budget and approval to hire.
• Create the job description for the senior procurement technician position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
39 Add an HR analyst to support the
increase in the recruitment of positions
resulting from the FOSM refresh and
assist with expanding succession
planning activities.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the HR analyst position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
40 Convert the half-time HR technician,
currently shared with finance, to a full-
time position to assist with the
increasing recruitment support,
training, and other HR needs of
departments and employees.
• Update the HR technician job description (as applicable).
• Communicate the purpose and objectives to converting this position to full -time.
• Assess the interest and availability of the incumbent to working full-time.
• Fill the full-time position with the incumbent, or through reassignment/attrition.
See recommendation 37.
41 Expand succession planning efforts to
include helping departments and
employees with creating individualized
career plans, developing mentorship
programs and tailored training
• Identify the competencies and technical skills needed for each position.
• Distribute the list of competencies and technical skills to the appropriate employee s.
• Have each supervisor meet with his/her direct reports to: a) review the list of competencies and
technical skills, b) assess the employee’s need for training, c) discuss professional and career
goals, and, c) develop a training and development plan tailored to each individual.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
9
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
initiatives, and supporting other career
development opportunities.
• Set a schedule for supervisors to review the progress on the plans with their direct reports on a
regular basis.
• Establish a mentorship program that matches employees with experienced mentors who can
provide guidance, feedback, and support for career development.
• Create a database of internal and external training opportunities that are relevant to the
competencies and technical skills required for each position.
• Promote the availability of the database and encourage employees to explore and apply for
the training opportunities that suit their needs and interests.
• Provide financial and logistical support for employees who participate in the training
opportunities, such as reimbursement, leave, travel, etc.
42 Expand career ladders to provide staff
growth and advancement
opportunities that encourage
attraction and retention of qualified
employees and reflect the workload
demands of the district.
• Conduct a comprehensive analysis of the current and future workforce needs of the district,
including the skills, competencies and qualifications required for each position.
• Identify the existing career paths and progression opportunities for each job category, and
assess the gaps, barriers and challenges that limit staff mobility and development.
• Design and implement a career ladder framework that defines the levels, roles and
responsibilities of each job category, and establishes clear and transparent criteria and
processes for promotion and advancement.
• Provide adequate resources and support for staff training, mentoring, coaching and feedback,
to help them acquire the necessary skills and competencies for their current and desired
positions.
43 Utilize internships or apprenticeship
programs with local schools and
colleges to develop a pool of skilled
workers.
• Determine the benefits of a partnership with local schools and colleges.
• Research possible internship and apprenticeship opportunities.
• Identify the relevant staff at the local schools and colleges with whom to discuss a potential
partnership.
• Reach out the identified staff members and discuss the creation of an internship/mentoring or
other program.
• Collaborate with local schools and colleges to develop a program and cultivate a pool of skilled
workers.
44 Continue to participate in the San
Mateo County Regional Training and
Development Consortium for training
and career development.
• Continue to promote on-going skills training and career development to staff.
• Continue to support and encourage employee participation in the San Mateo County Regional
Training and Development Consortium.
ATTACHMENT 5
Draft Implementation Action Plan Baker Tilly
10
Rec
No. Recommendation Implementation Steps Priority1
Person
Responsible2 Comments
45 Add salary to job descriptions that are
posted online.
• Modify the job description layout/template to add a space for salary ranges.
• Edit each job description to include salary ranges.
46 Add an Applications Programs Manager
to support the applications and
database needs related to application
enterprise systems.
• Obtain budget and approval to hire.
• Create the the job description for the applications program manager position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
47 Add a Management Analyst position;
work with the IST Manager to define
roles and responsibilities to support the
IST division.
• Obtain budget and approval to hire.
• Review and update (as applicable) the job description for the management analyst position.
• Advertise position.
• Review and interview top candidates.
• Offer position and finalize paperwork.
• Clarify change of duties and reporting relationships of affected positions.
48 Evaluate IST job descriptions to
determine if the specified skills match
the current job requirements for the
recruitment and hiring of qualified
staff.
• In coordination with human resources, review all IST job descriptions.
• Compare the job duties and skill requirements identified in the job descriptions with the
complexity of the work currently being performed.
• Determine whether the job descriptions need to be updated to more closely match actual job
requirements.
• Update accordingly, share with staff and post on the website.
49 Ensure the GIS Master Plan includes
evaluation of additional resources
needed to support the operational
demands.
• Review the GIS Master Plan, which is currently under development.
• Confirm the extent to which the GIS Master Plan includes requests for additional staffing and
other resources to support the District’s growth and increased demand for IST services.
ATTACHMENT 5
December 5, 2023
Board Meeting 23-34
SPECIAL MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Tuesday, December 5, 2023
The Board of Directors conducted this meeting in accordance with
California Government Code section 54953.
DRAFT MINUTES
SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
President Kishimoto called the special meeting of the Midpeninsula Regional Open Space
District to order at 9:30 a.m.
ROLL CALL
Members Present: Jed Cyr, Craig Gleason, Karen Holman, Yoriko Kishimoto, Margaret
MacNiven, and Curt Riffle
Director Holman announced that she is participating in the meeting via teleconference using the
AB 2449 the “just cause” exemption due to illness.
Members Absent: Zoe Kersteen-Tucker
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Controller
Mike Foster, Assistant General Manager Susanna Chan, Assistant General
Manager Brian Malone, Chief Financial Officer/Director of
Administrative Services Stefan Jaskulak, District Clerk/Assistant to the
General Manager Maria Soria, Executive Assistant/Deputy District Clerk
Loana Lumina-Hsu, Budget & Finance Manager Rafaela Oceguera,
Engineering & Construction Manager Jason Lin, Grants Program Manager
Deborah Hirst, Human Resources Manager Candice Basnight, Information
Systems & Technology Manager Casey Hiatt, Land & Facilities Manager
Brandon Stewart, Natural Resources Manager Kirk Lenington, Planning
Manager Jane Mark, Procurement Program Manager Sarah Araya, Public
Affairs Manager Kori Skinner, Real Property Manager Allen Ishibashi,
Chief Ranger/Visitor Services Manager Matt Anderson, and Finance
Supervisor Miranda Shum
President Kishimoto announced this meeting is being held in accordance with Government Code
section 54953. The public has the opportunity to comment on the agenda, and the opportunity to
Meeting 23-34 Page 2
listen to this meeting through the internet or via telephone. This information can be found on the
meeting agenda, which was physically posted at the District’s Administrative Office, and on the
District website.
ADOPTION OF AGENDA
Motion: Director MacNiven moved, and Director Cyr seconded the motion to adopt the agenda.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent.)
President Kishimoto stated that the FYI memo on the Progress Update on Measure AA
Commitments will be heard ahead of Agenda Item #2.
BOARD BUSINESS
1. 2023 Environmental Scan and Fiscal Year 2024-25 Strategic Plan Goals and Objectives
(R-23-140)
General Manager Ana Ruiz provided opening remarks stating that annually in December, staff
engages with the Board of Directors to think strategically and review challenges, opportunities,
and emerging issues for the upcoming fiscal year. The discussion begins with an environmental
scan, collaboratively prepared by staff, that then leads into a review and refinement of the
strategic plan goals and objectives to ensure optimal positioning for the year ahead.
Chief Financial Officer Director of Administrative Services Stefan Jaskulak presented the
Environmental Scan Report and described the purpose and process used to develop the annual
environmental scan. Mr. Jaskulak described the key themes of the environmental scan, which
area: operations and staffing; economy and finances; society, politics and environmental/
regulatory; and technology and innovation. He proceeded to analyze each category providing a
comprehensive review of the strengths, challenges, and the opportunities.
Director Gleason commented that the environmental scan summary states the importance of
creating intentional opportunities for staff to connect with the mission and purpose of their work.
He inquired what measures are already in place to facilitate this connection, and what additional
ideas can be explored to enhance it in the future.
Ms. Ruiz stated that there are efforts such as “joint workdays” where staff from various offices
collaborate on outdoor field projects. Additionally, there have been hiking events for both office
and field staff, fostering a connection with the land and promoting team building. Events like
Staff Recognition Day and Volunteer Recognition Day celebrate the team's efforts. Furthermore,
staff are also invited to engage in community events to connect with both the community and to
raise awareness of the District’s mission. To build on these, existing initiatives can be enhanced
such as through the expansion/continuation of lunch-and-learn events. In addition, to support
wellness and mental health, new mental health benefits can be explored, such as providing
subsidies for out-of-work activities that promote physical and mental well-being.
Director Gleason suggested that staff should explore the District's open spaces, as well as other
open spaces as a user and bring back ideas on how to enhance offerings and learn from other
agency experiences and practices.
Meeting 23-34 Page 3
Land & Facilities Manager Brandon Stewart stated that his staff annually visit new trail
construction projects that occur on sister agency lands. Additionally, as part of the winter storm
preparation, they conduct thorough trail checks where staff adopts a visitor's perspective. The
goal is to experience the trails as users do to foster a deep understanding of how our trail work is
experienced by our preserve visitors.
Director Gleason inquired if biodiversity should be included as a key topic of discussion.
Ms. Ruiz responded that it can be added.
Director Riffle requested an updated on the District's progress in attracting talent, whether it is
improving or facing concerning challenges, as well as how competitive the District is in
attracting new talent as compared to other conservation agencies and non-profits.
Director Riffle emphasized the need for further discussion on how to improve the District’s
political influence, and raised the question of how the District can drive its own future rather
than depend on others. He also acknowledged the importance of partnerships, noting that
partnerships are crucial for success, stating that he sees these as both opportunities and
challenges.
President Kishimoto commented on the need to improve the connection between administrative
office staff (AO) and field staff. She suggested regular quarterly interactions to foster
connections, suggesting in-person brown bag lunches where field staff can also present to AO
staff on topics that relate to field operations.
President Kishimoto suggested updating the Strategic Plan, which was established in 2011, to
reflect District priorities. She noted that the current discussion has highlighted the consideration
for a greater emphasis on public enjoyment and education.
Mr. Jaskulak stated that in 2018, staff revamped the Strategic Plan categories into four. This
restructuring aligns with the four capital programs outlined in the budget book, establishing a
direct connection between the Strategic Plan Goals and Objectives and the Action Plan. This
allows for direct tracking of goals, objectives, and projects, and demonstrates that the projects
are indeed reflecting and furthering the approved goals and objectives.
Controller Mike Foster suggested considering partnerships as not just in terms of what others can
do for the District, but as opportunities to support others through financial contributions to
expand the District’s impact and goals. While time and staff resources may be limited,
leveraging available funds could be a strategic approach.
Director Gleason inquired about the process to expand the Grantmaking Program, expressing
interest in making it more substantial. He mentioned Mr. Foster’s suggestion of assisting smaller
partners and emphasized the potential positive impact of expanding the program.
Ms. Ruiz stated that the Grantmaking Program will be brought to the Board as a Study Session
next year or early the following year, with a focus on potential improvements, enhancements,
changes, including funding contributions, cycles, and outreach.
Public comment opened at 10:19 a.m.
Meeting 23-34 Page 4
District Clerk Maria Soria reported there were no public speakers for this item.
Public comment closed at 10:19 p.m.
Assistant General Manager Brian Malone reviewed the process used to develop the District’s
Strategic Plan. The Strategic Plan goals are structured around broad categories. The Capital
Improvement and Action Plan is structured to be aligned with these categories. The Strategic
Plan goals provide direction on the projects, and projects are directly linked with the Strategic
Plan objectives. Mr. Malone reviewed the draft FY24-25 Strategic Plan Goals and Objectives
and suggested staff changes.
Director Riffle stated that the current structure of the Strategic Plan aligns well with the
District’s mission and appreciates the reorganization efforts made by staff a few years ago, and
while he is open to refinements, he is generally comfortable with the existing structure.
Director Cyr echoed Director Riffle’s sentiments regarding the structure of the Strategic Plan. He
emphasized that making annual edits allows the plan to respond to changes observed over time.
Director Gleason commented that his intention is not to change the language in Goal 1, but
suggested keeping an open mind for creative discussions and exploring whether there might be
missing partners in certain cases.
Director Holman agreed with Director Gleason on the importance of developing new partners
and expressed that the District is seen as an organization that can provide funding support. She
also highlighted the diverse collaborative roles that different organizations can play.
The Board provided edits to the FY24-25 Strategic Plan Goals and Objectives.
Public comment opened at 11:48 a.m.
Ms. Soria reported there were no public speakers for this item.
Public comment closed at 11:48 a.m.
The Board recessed at 11:49 a.m. and reconvened at 12:17 p.m. with all Directors present, except
Director Riffle.
Director Riffle returned to the meeting at 12:18 p.m.
Mr. Malone reviewed the proposed edits to the FY25 Strategic Plan Goals and Objectives.
Public comment opened at 12:33 p.m.
Ms. Soria reported there were no public speakers for this item.
Public comment closed at 12:33 p.m.
Motion: Director Riffle moved, and Director MacNiven seconded the motion to approve the
Fiscal Year 2024-25 (FY25) Strategic Plan Goals and Objectives, as modified below.
Meeting 23-34 Page 5
Goal 1
Objective 3 - Take a leadership role in advocating for environmental protection goals by building
and strengthening relationships with legislators and other elected officials.
Goal 2
Protect the positive environmental and biodiversity values of open space and agricultural lands.
Objective 2 - Protect and restore the natural environment and implement wildlife corridors to
preserve healthy natural systems and biodiversity.
Objective 3 - Lead by example to reduce the impact of climate change; implement the Climate
Action Plan to reduce operational emissions, expand regional landscape resiliency through
partnerships, protect the capacity for long-term carbon storage of open space lands, and pursue
climate change adaptation strategies to protect viable populations of local native species.
Goal 3
Connect people to open space and agriculture lands, and a regional environmental protection
vision.
Objective 2 – Implement diversity, equity, and inclusion (DEI) strategies to build and strengthen
partnerships, increase broad and inclusive public outreach and engagement, engage tribal groups
in the District’s work, and instill DEI values across all levels of the organization.
Objective 3 – Expand opportunities, including multimodal options, to equitably connect people
to their public open space preserves and enhance the visitor experience in balance with the
protection of natural resources.
Objective 4 – Develop strategies to reflect the diverse communities we serve in the District’s
visitors, staff, volunteers, and partners.
Goal 4
Objective 1 – Provide the necessary resources, tools, training, staff facilities, and infrastructure,
including technology upgrades and capacity building.
Objective 2 – Effectively and efficiently deliver Vision Plan projects and priority initiatives by
implementing recommendations in the updated 2023 financial and operational sustainability
model to guide operational growth and areas of focus.
Objective 6 – Ensure the District remains competitive in the labor market and able to recruit,
develop, and retain diverse and talented staff to implement the mission. Pursue opportunities to
enhance professional development training and career ladders to strengthen our organizational
capacity and succession planning efforts.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent.)
INFORMATIONAL MEMORANDA
• Progress Update on Measure AA Commitments
Assistant General Manager Susanna Chan provided an update on the Progress of the Measure
AA (MAA) Commitments. Ms. Chan stated that the District started using MAA funds in 2014
and this year marks the completion of the ninth year of funding. She stated that there are two
Meeting 23-34 Page 6
ways to assess the progress through project delivery and to review the expenditures. The
portfolio completion range is estimated between 40.1% and 46.1%. The net bond spend is
between 29.0% and 29.2% or between 36.81% and 39.40% if grants and interest income are
excluded. Ms. Chan stated that this aligns well with the 9-year span reflected in the analysis
through end of the FY23, through the 30-year MAA timeframe. Ms. Chan indicated that the
District is meeting its commitments. Out of a total 53 projects, 17 projects have been completed,
and 33 are currently in progress, 2 projects have been deferred due to external factors beyond the
District’s control, while one project has been canceled as it was no longer necessary. Ms. Chan
continued to review the related accomplishments since MAA’s inception in 2014.
Director Gleason inquired of the 31.4 miles of trails that were built, how many of those miles
were built by staff.
Ms. Chan stated that she did not have the information readily available but will follow-up with
those details.
President Kishimoto expressed that she would like to see more of the fish passage projects and
the rerouting of the quarry trail in Rancho San Antonio added to the optional projects list.
Ms. Chan commented that the rerouting of the quarry trail was not listed as optional but would
confirm.
2. Informational Discussion of the Following Two Board-Selected Topics
Ms. Ruiz reported that during the Special Board Meeting on November 14, 2023, the Board of
Directors expressed interest in eight topics for potential future discussion. Directors were then
given the opportunity to rank these topics, and based on their preferences, the top two choices
were selected for today's meeting. The first topic centers on options and considerations for
expediting project delivery, and the other topic is a discussion on the highest Financial and
Operational Sustainability Model (FOSM) Refresh priorities for the agency.
Ms. Ruiz proceeded with reviewing the options and considerations for expediting project
delivery.
Director Cyr spoke in support of summarizing reports when they have been reviewed by a
Committee, he finds that the duplication of a lengthy report to be both labor-intensive for staff
and potentially ineffective. He suggested a more efficient approach: providing a detailed report
to the committee and a summarized version to the full board, with the complete report accessible
online for the Directors to review.
Director Riffle concurred with Director Cyr, advocating for streamlining the processes following
committee reviews. Additionally, he agreed with all the considerations to expedite project
delivery.
Director Riffle suggested that in the short-term, the General Manager can proceed with
expanding the contingency amounts, and in the long-term, increasing the General Manager’s
purchasing authority. He also suggested revisiting the latter, if necessary, in the future.
Meeting 23-34 Page 7
Director Riffle suggested in terms of implementation to consider creating a chart to prioritize
actions based on their impact. Identify the initiatives with the highest impact, possibly two or
three, and focus on executing those first.
Director Riffle suggested decentralizing decision-making within the organization, assessing if it
is possible to delegate decision-making to lower levels within the hierarchy. This could reduce
the need for decisions to ascend to higher levels. Furthermore, he stated that this suggestion is
also recommended by the FOSM.
Director Holman expressed her concerns about the consideration for greater reliance on
Committee reviews and recommendations, highlighting the need for clarification. She expressed
concern that the approach is too prescriptive and inquired whether a simple cover sheet is limited
to one page and how that would accommodate a complex matter. Additionally, she asked if the
Committees motions or direction would be included in the report or cover sheet, suggesting that
this consideration needs more thorough development.
Director Holman expressed her concern about the consideration to streamline Board contract
approvals, commenting that it is too prescriptive and that a one or two-page report may not be
suitable for complex projects. She requested further clarification and development to ensure
effective Board oversight. Furthermore, she commented that the consideration to explore the
District’s self-governing authority is vague and needs to be further described. The consideration
to defer public engagement to the design phase (versus feasibility phase) also needs further
clarification as it may depend on the sensitivity of the project.
Director Holman commented she prefers maintaining the current contingency amounts and not
increasing the amount.
Director Gleason suggested utilizing past public input and input from other agencies, especially
in a broader, more generic context. He emphasizes the potential value in tapping into existing
public input, believing that it could offer valuable insights for decision-making process.
Director Gleason suggested revisiting Director Holman's comment about the Beatty parking lot
and the newts as a case study with the goal of determining whether issues like the newts would
have surfaced in the new process of deferring public engagement to the design phase.
Furthermore, he spoke on the greater reliance of Committee reviews and recommendations and
suggested having stricter or tighter language on the motions if the item will be placed as a
consent item for Board approval.
Director MacNiven expressed her concern about moving a project too quickly and emphasized
the importance of public input.
President Kishimoto inquired if Ms. Ruiz attained enough feedback on the considerations to
expedite project delivery.
Ms. Ruiz stated that she received sufficient feedback and that she will move forward with the
considerations, acknowledging Director Holman request for clarification and emphasized the
importance of keeping things simple for effective implementation.
Meeting 23-34 Page 8
President Kishimoto requested that as these considerations are moved forward, to ensure that the
Board is informed in advance so that they are not taken by surprise with changes in the agenda
reports.
Ms. Ruiz requested that if there is anything that does not feel right to the Board, to please inform
her and she will make necessary adjustments.
The Board recessed at 1:58 p.m. and reconvened at 2:07 p.m. with all Directors present.
Mr. Jaskulak provided the staff presentation on the FOSM. He commented that the FOSM
refresh was introduced to the Board on November 14, 2023, and the final report will be presented
in January. Ms. Jaskulak proceeded to provide background information on the original 2015
FOSM implementation. The 2023 FOSM refresh introduces 49 recommendations, with one
major organizational change being the creation of a new department with certain functions
shifted from the Land and Facilities Department (new Central Services Department). Also, the
refresh addresses position catch-up needs and outlines a 10-year growth plan. Mr. Jaskulak
reviewed the proposed recommendations along with the position requests through FY24-27.
Director Riffle inquired why the Central Services Department would not be created until FY26.
Mr. Malone stated that in order to prevent complications, staff will take the next year to outline a
solid departmental structure before adding new positions. In discussions with his team, they
advocate for a thoughtful planning process, noting that rushing could lead to problems.
Director Gleason commented that extending the Volunteer Program was a high priority for the
Board and sought clarification on the placement in the hiring process.
Ms. Ruiz stated that she is aware of Board interest in that particular position and that the hiring
process could occur early in the scheduled fiscal year. She stated that the positions are not
numbered by priority within the fiscal year.
Director Riffle expressed gratitude for the comprehensive review. He emphasized the importance
of considering the time and effort required for implementation in the context of the numerous
tasks ahead in the next fiscal year, and that the Board will need to be mindful that it will be a
significant effort.
Ms. Ruiz stated that the District will carefully evaluate projects and timelines to integrate new
hires effectively. Balancing hiring, onboarding, and training with ongoing initiatives will require
a focused organizational effort. She stated that in the coming years, a "go slow to go fast"
approach will be adopted to ensure a smooth operation.
President Kishimoto expressed her thanks to staff for the extraordinary work plan and recognized
the transformative changes since 2014, she acknowledged the substantial task ahead and
provided words of appreciation for staff’s commitment to making it happen once again.
Public comment opened at 2:41 p.m.
Ms. Soria reported there were no public speakers for this item.
Meeting 23-34 Page 9
Public comment closed at 2:41 p.m.
Ms. Ruiz commented that at the Special Board meeting held on November 14, 2023, the Board
identified six additional topics to discuss (listed in order of next ranking): 1. Further discussion
on steps to leverage self-regulatory authority; 2. Board role in enhancing organizational
effectiveness and efficiencies; 3. Role of Midpen Rangers; 4. Goals and metrics to
guide/measure growth of the volunteer program; 5. Project deliver process – project
handoff/sponsors versus lead; and 6. Creative ideas for streamlining public engagement and
input. Ms. Ruiz raised the question on whether the Board would like to explore these topics
further at a later time.
Director Riffle asked for confirmation if several of the topics have been included as part of the
FOSM recommendations.
Ms. Ruiz confirmed that many topics are included in the FOSM recommendations and thus will
naturally be discussed in the coming years. Additionally, she stated that these topics can be
revisited next year to determine if any remain of interest.
Directors Holman commented that setting standards for parking lot design is not currently on the
list, but it has been discussed at the Board level and inquired if this can be considered.
Ms. Ruiz stated that it has been identified separately and she plans to bring the item to the Board
in the Spring of 2024.
Directors Holman inquired if it is for the Board to look at ideas or consider objectives.
Ms. Chan commented that the Planning Department will bring to the Board parking lot design
guidelines for District parking areas in late March or April concurrently with another parking lot
project for Board consideration and approval. This will allow the Board to examine the design
guidelines and consider how they apply to the project.
Director Holman inquired if staff believes the Board has clearly defined the objectives to bring
the item forward.
Ms. Chan stated that Board comments suggest a preference for design guidelines that align with
the District's mission and practices, prioritizing the natural feel over strict urban design
guidelines.
Director Holman commented that her particular interest in the design guidelines is to have
standards to develop parking lots that keep within the open space characteristics.
Director Holman expressed an interest in discussion topic No. 4 at a future Board meeting.
Mr. Malone stated that he would send out a link to the Volunteer Study for the Board to review.
President Kishimoto also expressed interest in discussion topic No. 4.
Director Riffle commented that of the six topics, five of the topics are already covered by the
FOSM recommendation, but topic No. 2 was not listed and suggests bringing it back for future
Board discussion.
Meeting 23-34 Page 10
Mr. Malone stated that based on earlier Board discussion regarding improvements for
efficiencies, the comments received and the discussion also directly ties to how the Board
conducts its business, such as delegating more to Committees. At least half of the identified
efficiencies relate to the Board role. If there are any other strategies identified, staff can return to
the Board for added discussion.
Director Riffle commented that what it comes down to is staff telling the Board what they can do
to help, but that Mr. Malone stated that those are already defined by the efficiencies that the staff
will carry forward.
Mr. Malone stated that it will not be easy for the Board, so leaning into keeping things simple as
the General Manager mentioned, will enhance effectiveness and efficiency.
No Board motion taken.
ADJOURNMENT
President Kishimoto adjourned the special meeting of the Board of Directors of the
Midpeninsula Regional Open Space District meeting in memory of former Supervisor Don
Horsley at 2:55 p.m.
Maria Soria, MMC
District Clerk
December 13, 2023
Board Meeting 23-35
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Wednesday, December 13, 2023
The Board of Directors conducted this meeting in accordance with
California Government Code section 54953.
DRAFT MINUTES
SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – STUDY SESSION
President Kishimoto called the special meeting of the Midpeninsula Regional Open Space
District to order at 5:02 p.m.
ROLL CALL
Members Present: Jed Cyr, Craig Gleason, Yoriko Kishimoto, Margaret MacNiven, and Curt
Riffle
Members Absent: Karen Holman and Zoe Kersteen-Tucker
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Assistant General Manager Brian
Malone, Chief Financial Officer/Director of Administrative Services
Stefan Jaskulak, District Clerk/Assistant to the General Manager Maria
Soria, Executive Assistant/Deputy District Clerk Shaylynn Nelson, and
Capital Projects Field Manager Bryan Apple, and Special Project
Maintenance Supervisor Cody Fickes
President Kishimoto announced this meeting is being held in accordance with Government Code
section 54953. The public has the opportunity to comment on the agenda, and the opportunity to
listen to this meeting through the internet or via telephone. This information can be found on the
meeting agenda, which was physically posted at the District’s Administrative Office, and on the
District website.
Director Holman attended the meeting at 5:03 p.m.
1. Selection of a Multi-use Through Trail Alignment at Bear Creek Redwoods Open
Space Preserve (R-23-142)
Meeting 23-35 Page 2
Capital Projects Field Manager Bryan Apple presented three multi-use through trail alignment
options for Bear Creek Redwoods Open Space Preserve and explained that staff engaged in trail
scouting, public outreach, and assessments to arrive at the proposed alignment options.
Director Riffle requested Mr. Apple explain the comment regarding mountain bicyclists having a
minimal need to connect the multi-use trail to the planned new North Parking Area.
Mr. Apple explained feedback from prior workshops revealed most cyclists intended to connect
from Lexington Basin on a longer route up to the Summit/Skyline area as opposed to connecting
from the planned North Parking Area.
President Kishimoto inquired if the County would issue permits given the proximity of the San
Andreas Fault.
Mr. Apple stated that the District is currently constructing bridges within the area and already
received building permits through the County of Santa Clara. He explained that once an
alignment option is chosen, the next steps will be to create a proper seismic design for trail
bridges to account for any geological hazards.
Director Riffle inquired if all alignment options include equestrian and hiking access to the North
Parking area.
Mr. Apple stated that the North Parking area would be limited to hikers and equestrians if there
is no trail connection to the parking area for cyclists.
Ms. Ruiz explained that the trail crossing by Bear Creek Stables in alignment two is not a fixed
location and may alter as plans and construction develop.
Mr. Apple noted that the section in Alignment 2 near the backside of the Stable’s dressage area
would need to be steeper than the trail standard due to geological issues.
Ms. Ruiz asked if the trail closest to Bear Creek Stables would pass near existing buildings.
Mr. Apple stated that the trail may be near paddocks and the haybarn depending on the final trail
site location.
Director MacNiven inquired how Alignment 2 provides the greatest on-trail separation of
bicyclists from equestrians if all three alignment options allow bicyclists, equestrians and hikers.
Mr. Apple reported that the existing trails would enable equestrians to make loops without the
potential overlap of cyclists if they chose to do so, but the multiuse trails will indeed be
accessible to bicyclists, hikers and equestrians.
Director Gleason asked if any of the alignment options become cheaper if they are solely
hiking/bicycling trails.
Mr. Apple stated it would not reduce cost or construction requirements.
Meeting 23-35 Page 3
Director Riffle inquired and received confirmation that Alignment 2 brings bicyclists into the
Stables with the greatest proximity being by the paddocks and dressage area. He asked if a
bicyclist wanting to drive to the Preserve and unload their bike would have to use the Alma
parking lot.
Mr. Apple stated that it is true for Alignments 1 and 3, but for Alignment 2, bicyclists could
utilize the North Parking Area.
Director Riffle inquired and received confirmation that public equestrian trailer parking at the
Stable’s driveway would no longer be needed if the North Parking lot was developed.
Mr. Apple highlighted that Alignment 3 has an intersection near the southside of the bridge
where hiking, equestrian and multiuse trails meet for no more than 100 feet. The intersection
grade is approximately 15%.
Director Riffle asked why the potential public opening for Alignments 2 and 3 were the same
when Alignment 2 appears to be more complex.
Mr. Apple stated that both Alignments 2 and 3 have a potential public opening of 2027 due to the
design permitting timeline.
Assistant General Manager Brian Malone stated that Alignments 2 and 3 may have differences in
the cost and timeline due to the uncertainty that occurs with larger projects.
Director Gleason asked if the proposed 2025 opening for Alignment 1 included bike access.
Ms. Ruiz explained that the existing trail network and Summit Road on the western side of the
preserve is missing a connection, which is topographically complicated. The District also needs
to consider how to safely bring people directly onto the Summit/Skyline Boulevard intersection.
Furthermore, portions of the multiuse trail may potentially be phased in for an earlier opening
date.
Director Holman inquired about the additional cost of adding the equestrian bypass in
Alignments 1 and 3.
Mr. Apple responded the bypass would be constructed by staff and is not a significant cost.
Director Cyr commented that once bicycles are introduced to a trail, it may be difficult to keep
bicyclists exclusively on multiuse trails.
Mr. Apple explained the District would address concerns operationally by posting informational
signs and Rangers would educate the public about which trails are multiuse.
Director Riffle left at 6:20 p.m. and returned at 6:22 p.m.
Public comment opened at 6:22 p.m.
Brandy Van Zandt advocated for bike and equestrian separation and expressed concern with the
term “advanced rider” since horses can get spooked regardless of the experience of the rider.
Meeting 23-35 Page 4
Many horses have never seen bicycles and may get spooked. She emphasized that even without
bicycles, there are several wildlife distractions on the trail.
Robert Filkowski commented that he joined Bear Creek Stables back in May and mentioned it is
difficult for people who do not have horses to understand the perspective of an equestrian and the
love they have for their horse. He stated that he knows many equestrians who have had issues
with mountain bicyclists and believes it would be best to keep bicyclists and equestrians
separate.
Helen Midgard, a boarder at Bear Creek Stables, concurred with the previous public comments.
She noted horses are prey animals and have a fear of being snuck up on. She voiced her concern
that the separation will not be sufficient to prevent horses from being spooked if they see a bike
in the near distance. Ms. Midgard commented that many equestrians on the trails are novices and
urged the Board to accept Alignment 2 for the most separation between bicyclists and
equestrians.
Katja Wick, a boarder at Bear Creek Stables, stated it is unsafe to mix horses and bicyclists. She
advocated for Alignment 2 since it provides the most separation. She voiced concern that
Alignment 3 has no connection for bicyclists to the new parking lot, which may lead to bicyclists
parking wherever is convenient to access the multiuse trail. She recommended implementing the
equestrian bypass or postponing opening Bear Creek Preserve to bicyclists.
Public comment closed at 6:32 p.m.
Director Cyr inquired if the initial intent for the preserve was for bicyclists to transit from
Highway 17 up to Summit/Skyline.
Mr. Apple confirmed that was the intent so bicyclists would not have to use Bear Creek Road,
which can be dangerous for bicyclists.
Director Cyr asked if Alignment 2 offered the least contact between bicyclists and equestrians.
Mr. Apple confirmed and noted Alignment 3 strives to keep bicyclists and equestrians separate
but does not achieve the same degree of separation as Alignment 2.
Director Gleason inquired if Alignment 3 had the flexibility to bring the shared segment of trail
closer to a perpendicular crossing.
Mr. Apple noted it is possible, but it would still be skewed given the location of the connection
to the trail.
Special Project Maintenance Supervisor Cody Fickes stated he believes the intersection can be
improved but it would require more earth movement.
Engineering Geologist Consultant Tim Best noted the site is constrained with the Briggs Creek
Trail coming down at a moderate to steep grade. There is a dip in the trail to allow water to
runoff. To the east, there is an active landslide with ground cracking close to the road. It is not
feasible to go straight across from the bridge because it is on a slope.
Meeting 23-35 Page 5
Director Riffle commented that sightlines are a big issue with Alignment 3 and inquired if the
trail intersection has visibility to allow horses and users to see ahead and make adjustments.
Mr. Best explained that the intersection was fairly wide open to allow visibility, but chicanes
would be advisable if there is a trail crossing to slow bicyclists down.
Director Gleason requested clarification for why the equestrian bypass was not included in
Alignment 2.
Mr. Apple stated the Board could request the equestrian bypass to be included in Alignment 2
but it does not serve as a direct separation component as with Alignments 1 and 3.
Ms. Ruiz indicated that if the Board decides to add the equestrian bypass to Alignment 2, field
crew work will be diverted from other projects.
Mr. Malone responded to Ms. Van Zandt’s public comment and stated that the multiuse trail
would be equivalent in terms of safety to other four-to-five-foot-wide trails located at other open
space preserves that allow bicycles, equestrians, and hikers and would enable equestrians to
travel from the Stables to Alma College.
Ms. Ruiz suggested one possibility is to do an adaptive approach and proceed with one alignment
for now if the Board is conflicted on which to choose. An additional alignment could be added if
the chosen option still raises issues after implementation.
Director Riffle confirmed that an adaptive approach would be an additional cost.
Director MacNiven emphasized the importance of a compromise, highlighting the District's
obligation to taxpayers. She expressed skepticism about bicyclists utilizing Bear Creek Preserve
for a 2.2-mile ride if the Board chose Alignment 1 before the through trail to Mt. Umunhum is
established. Additionally, she shared feedback that some equestrians will not use the trail with
bicyclists present and inquired what alternative trails are available for horses.
Mr. Apple explained the core area of concern with Alignment 1 as the area of overlap that would
potentially cut off equestrians from accessing up to Alma College on the west side of the
preserve because of the two bridge crossings currently being constructed.
Director Holman noted her concern with the trail being multiuse since bicyclists will gain speed,
and Rangers are not available everywhere. Director Holman suggested implementing alternative
use days for bicyclists and equestrians. She noted that Alignment 2 separates bicyclists and
equestrians the most but also has the largest environmental impact.
Director Riffle shared he is leaning towards Alignment 3 since it balances safety of constituents
and the impacts it has on the environment and the Stable operations. He noted the Board also
needs to be good stewards of funds and staff time.
Director Gleason explained that while there is no perfect solution, he prefers Alignment 3 with
the equestrian bypass and stressed measures should be taken to keep the crossing safe. He shared
that Alignment 2 caused concern because of bicyclists being near the Stables.
Meeting 23-35 Page 6
Director Riffle clarified he would also like the equestrian bypass incorporated with Alignment 3.
Director Cyr concurred that Alignment 3 is a good compromise.
Director Holman inquired if there are mitigating steps that could be taken if issues develop
among different trail users.
Mr. Malone stated staff would spend time at the locations and make adjustments if there are
issues, such as including chicanes to reduce the speed of bicyclists.
Director Holman expressed that with considerable monitoring, she can support Alignment 3 with
the equestrian bypass.
Director Gleason commented that there are potential ways to reduce impact such as considering
restoring roads if the equestrian bypass is created.
President Kishimoto shared she is also leaning towards Alignment 3 due to natural resource
impacts and cost.
Director Riffle expressed the need to use adaptive management to mitigate trail user conflicts if
they arise.
Motion: Director Gleason moved, and Director Riffle seconded the motion to select Multi-Use
Through Trail Alignment 3 with the equestrian bypass for implementation at Bear Creek
Redwoods Open Space Preserve.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent)
ADJOURNMENT
President Kishimoto adjourned the special meeting of the Board of Directors of the
Midpeninsula Regional Open Space District at 7:10 p.m.
SPECIAL MEETING OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
FINANCING AUTHORITY
President Kishimoto called the special meeting of the Midpeninsula Regional Open Space
District Financing Authority to order at 7:23 p.m.
ROLL CALL
Members Present: Jed Cyr, Yoriko Kishimoto, Curt Riffle
Members Absent: Zoe Kersteen-Tucker and Santa Clara County Supervisor Joe Simitian
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Chief Financial Officer/Director of
Administrative Services Stefan Jaskulak, District Clerk/Assistant to the
General Manager Maria Soria, and Executive Assistant/Deputy District
Meeting 23-35 Page 7
Clerk Shaylynn Nelson, Budget & Finance Manager Rafaela Oceguera
and Controller Mike Foster
FINANCING AUTHORITY BUSINESS
1. Confirm no activity by the Midpeninsula Regional Open Space District Financing
Authority on debt issues for the Fiscal Year Ending June 30, 2023 (R-23-143)
Chief Financial Officer/Director of Administrative Services Stefan Jaskulak presented the
Financing Authority Report and shared the Midpeninsula Regional Open Space District
Financing Authority is in full repayment of all amounts due for the fiscal year ending June 30,
2023.
Public comment opened at 7:28 p.m.
Ms. Nelson reported there were no public speakers for this item.
Public comment closed at 7:28 p.m.
Motion: Director Cyr moved, and Director Riffle seconded the motion to accept the report on
the Financing Authority’s debt issuance.
ROLL CALL VOTE: 3-0-0 (Director Kersteen-Tucker and Supervisor Simitian
absent)
ADJOURNMENT
President Kishimoto adjourned the special meeting of the Midpeninsula Regional Open Space
District Financing Authority at 7:28 p.m.
REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
President Kishimoto called the regular meeting of the Midpeninsula Regional Open Space
District to order at 7:28 p.m.
ROLL CALL
Members Present: Jed Cyr, Craig Gleason, Karen Holman, Yoriko Kishimoto, Margaret
MacNiven, and Curt Riffle
Members Absent: Zoe Kersteen-Tucker
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Chief Financial Officer/Director of
Administrative Services Stefan Jaskulak, District Clerk/Assistant to the
General Manager Maria Soria, Executive Assistant/Deputy District Clerk
Shaylynn Nelson, Grants Program Manager Deborah Hirst, and Senior
Grants & Procurement Technician Samantha Powell
Meeting 23-35 Page 8
President Kishimoto announced this meeting is being held in accordance with Government Code
section 54953. The public has the opportunity to comment on the agenda, and the opportunity to
listen to this meeting through the internet or via telephone. This information can be found on the
meeting agenda, which was physically posted at the District’s Administrative Office, and on the
District website.
ORAL COMMUNICATIONS
Public comment opened at 7:29 p.m.
Ms. Nelson reported there were no public speakers for this item.
Public comment closed at 7:29 p.m.
ADOPTION OF AGENDA
Motion: Director Cyr moved, and Director MacNiven seconded the motion to adopt the agenda.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent)
CONSENT CALENDAR
Director Holman inquired about the cost of the amendment contract for Agenda Item #5 and
noted that the typical contingency amount is 10% and this contract is issuing 15%.
General Counsel Hilary Stevenson explained that the agreement with the San Mateo Resource
Conservation District (RCD) initially began to look at the design aspects of the project. That
phase is completed, and the new phase is to move forward with construction.
Natural Resources Manager Kirk Lenington stated the higher contingency is due to the greater
uncertainty with stream restoration and field fitting work.
Public comment opened at 7:34 p.m.
Ms. Nelson reported there were no public speakers for this item.
Public comment closed at 7:34 p.m.
Motion: Director Cyr moved, and Director Kishimoto seconded the motion to approve the
Consent Calendar.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent)
1. Approve the October 25, 2023, November 1, 2023, and November 8, 2023 meeting
minutes
2. Claims Report
Meeting 23-35 Page 9
3. 2024 Legislative Program (R-23-144)
General Manager’s Recommendation: Adopt the 2024 Legislative Program as
recommended by the Legislative, Funding, and Public Affairs Committee, with any final
changes from the Board of Directors, to set the Calendar Year 2024 legislative priorities
and policies for Midpeninsula Regional Open Space District
4. Fiscal Year 2023 Annual Financial Report (R-23-145)
General Manager’s Recommendations: Review and accept the Fiscal Year 2022-23
(FY23) Annual Financial Report.
5. Contract Amendment for San Gregorio Creek Fish Habitat Enhancement (R-23-
146)
General Manager’s Recommendations:
1. Authorize the General Manager to amend the existing partnership agreement with
the San Mateo Resource Conservation District by $246,273, bringing the total base
not-to-exceed contract amount to $292,011, to oversee the implementation and
monitoring of habitat enhancements in San Gregorio Creek to promote the recovery
of protected fish species.
2. Authorize an additional 15% contingency of $36,941 to cover unforeseen tasks for a
total not-to-exceed contract amount of $333,214.
6. Award of Contract to On Point Land Management, Inc., for Pest Control Advisor
Services (R-23-147)
General Manager’s Recommendations:
1. Award a contract to On Point Land Management, Inc., of San Francisco, California,
for a not-to-exceed base contract amount of $92,500.
2. Authorize an allowance of $49,000 to cover additional pest control services
(including enrichment training for volunteers, preparation of individual IPM Plans),
bringing the total not-to-exceed contract amount to $141,500.
7. Award of Contract for Design and Engineering Services for the Prospect Road
Culvert Replacement Project at Fremont Older Open Space Preserve (R-23-148)
General Manager’s Recommendations:
1. Award a contract to BKF Engineers of Redwood City, California, for design,
engineering, permitting, and construction administration for the Prospect Road
Culvert Replacement Project for a not-to-exceed base contract amount of $81,964.
2. Authorize a 15% contingency of $12,295 to cover unforeseen work, bringing the
total-not-to-exceed contract amount to $94,259.
8. Minor Amendments/Corrections to Board Policy 5.01 – Site Naming, Gift, and
Special Recognition – related to Monetary Gift Acknowledgements (R-23-149)
General Manager’s Recommendations: Approve minor amendments/corrections to Board
Policy 5.01 – Site Naming, Gift, and Special Recognition, as supported by the
Meeting 23-35 Page 10
Legislative, Funding, and Public Affairs Committee to acknowledge all gifts annually in
a standard publication regardless of and without specifying the gift amount.
9. Award of Contract to Community Initiatives (the fiscal sponsor of Latino Outdoors)
to provide Community Engagement Events for Two Years (R-23-150)
General Manager’s Recommendations: Authorize the General Manager to enter into a
contract with Community Initiatives for an amount not-to-exceed $88,000 over a two-
year span to provide engaging outdoor experiences for diverse participants at various
open space preserves and via online virtual presentations.
BOARD BUSINESS
10. Grant Awards for the 2023 Grantmaking Program (R-23-151)
Senior Grants & Procurement Technician Samantha Powell and Grants Program Manager
Deborah Hirst reviewed the purpose and funding priorities of the District’s Grantmaking
Program and the grant application process. Staff described the evaluation criteria used by the
review committee when assessing the grant applications, and summarized the applicants’
organizations, proposed projects and recommended grant awards for each.
Director Cyr expressed his appreciation for the decision to include a pre-proposal stage to reduce
the time and energy to submit project ideas for consideration.
Director MacNiven highlighted how meaningful grants can be to smaller nonprofits.
President Kishimoto inquired if the District needs to wait until the next cycle to award more
grants since there were four other proposals which scored over 90%.
Ms. Hirst explained there is no funding for additional grants during this cycle.
Director Riffle expressed concern that there were no science awards. He inquired if funding
science should be reconsidered.
Mr. Lenington explained that the relatively small grant sizes and the time it takes to foster
academic relationships and build research programs that meet the District’s needs impacted the
number of science submissions.
Director Riffle expressed concern that no grants were awarded to Coastside applicants and
applicants with less sophistication in writing grant proposals. He inquired if that could be
revisited from a criteria standpoint.
Ms. Hirst noted staff shared the concern for geographic representation and explained there is
limited staff capacity to meet the needs of grantees who need additional support.
Director Riffle stated that a good way to build relationships on the coast is through the
Grantmaking Program and suggested additional criteria aimed at geographic equity be discussed
at the future Grantmaking study session. He acknowledged there are not any tier one applicants
and inquired if the effort exceeds the worth for grantees.
Meeting 23-35 Page 11
Ms. Hirst stated the applicants were for higher tier grants and noted the Board could consider
larger grants.
Director Riffle observed the pattern that three of the five grants were for indigenous oriented
grants and inquired if that was intentional.
Ms. Hirst explained that partnerships with indigenous communities is of growing interest within
the conservation community but for this Grantmaking Program, it was a coincidence that the
District received three proposals that scored well.
Director Gleason inquired how staff would have proceeded with awarding grants if funds were
not limited.
Ms. Hirst stated there were four high scoring applicants that would have been selected if there
were unlimited funds.
President Kishimoto commented that a different category may be merited to assist younger
organizations with obtaining the infrastructure and staff to successfully apply for more funds.
Ms. Hirst explained the scoring criteria could be flexible for organizations interested in support
for capacity building from the District. She noted the pre-proposal steps and consultations were
implemented to lower barriers and demystify the process.
President Kishimoto asked if it is possible for younger organizations that cannot check all the
boxes to reach a 90% score.
Ms. Hirst explained it is possible.
Ms. Ruiz stated that the Grantmaking study session will happen next year or the year after since
the grant cycles are every two years. The Board can share ideas for what the session will look
like beforehand.
Public comment opened at 8:12 p.m.
Ms. Nelson reported there were no public speakers for this item.
Public comment closed at 8:12 p.m.
Director Riffle stated he would like to discuss increased funding and staff for the Grantmaking
Program at the future study session, as well as ways to support the science category, receive
information on best practices from other agencies, and consider building relationships with the
Coastside community. He would like to get feedback from applicants on how the program can be
improved. Additionally, he suggested an optional supplemental organizational effectiveness
grant for grant recipients to assist in effective use of grant funds. He would also like to consider
options for the $25,000 grant category, such as whether it should be a one-page application
submission or if it is too small an amount to garner interest.
Meeting 23-35 Page 12
President Kishimoto expressed an interest in building long term relationships with multiyear
grants but noted this is based on taxpayer money and the District could not support an
organization for an extended period of time.
Director Gleason advised that the science advisory panel should be considered in exploring the
future of the science priority. He suggested the possibility of using the grants program to impact
constituents where they live.
Director Holman suggested the Grantmaking discussion topics return to the Legislative, Funding,
and Public Affairs Committee (LFPAC) to see if there are additional topic suggestions. She
stressed the importance of a clear connection between the District’s mission and the
Grantmaking policies and decision-making process.
Motion: Director MacNiven moved, and Director Cyr seconded the motion to approve grant
awards totaling $249,769 for five (5) proposals under the 2023 Grantmaking Program as
recommended by the Legislative, Funding, and Public Affairs Committee.
ROLL CALL VOTE: 6-0-0 (Director Kersteen-Tucker absent)
INFORMATIONAL REPORTS
A. Committee Reports
Director Cyr reported that the Planning and Natural Resources met on December 12, 2023. The
Committee discussed the renaming of Smith Driveway and the addition of Legacy Road as a new
Trail Segment at Russian Ridge Open Space Preserve.
Director Gleason reported that the November 16, 2023 Hawthorns Historic Complex Ad Hoc
Committee discussed grading options, building preservation, public access features and finding
partners for the restoration.
Director Holman requested board members forward ideas for potential restoration partners.
B. Staff Reports
Public Affairs Manager Korrine Skinner shared that the District’s 50th anniversary documentary
is tentatively being aired on NBC Bay Area on December 25, 2023 at 4:00 p.m.
Assistant General Manager Susanna Chan reported the San Mateo County Planning Commission
approved the District’s master permit for the maintenance and restoration program.
C. Director Reports
Directors Cyr, MacNiven and Holman attended the District’s Holiday party.
Director Riffle thanked staff for the Board Retreat.
Meeting 23-35 Page 13
Director Gleason attended the Santa Clara Special District Association along with President
Kishimoto. He attended two District volunteer events, the BioBlitz at Coyote Creek, and the
Brown Bag on Tuesday, December 12.
President Kishimoto reported the final Brown Bag of the year was well attended. She
participated in the Bay Conservation and Development Commission (BCDC) meeting on
December 7 and attended a couple of meetings with supervisors from the Board of Supervisors
to provide updates on the District.
Director Holman thanked President Kishimoto for serving as the Board President.
ADJOURNMENT
President Kishimoto adjourned the regular meeting of the Board of Directors of the
Midpeninsula Regional Open Space District meeting at 8:33 p.m.
Shaylynn Nelson
Deputy District Clerk
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 24-03
MEETING DATE: January 24, 2024 Fiscal Year 22-23 EFT:59.72%
Fiscal Year 23-24 EFT:59.35%
Payment
Number
Payment
Type
Payment Date Notes Vendor Name/Number Blank Invoice Description Blank2 Payment Amount
8064 T - EFT 01/08/2024 11241 - Questa Engineering Corp.Constru Engineer & Biomonitor BCR Phase II 09/16/23-10/31/23 58,669.61
8051 P - Printed 01/08/2024 10137 - Environmental Systems Research Institute, Inc.GIS Software Enterprs Agreemnt Renew 1/24/24-1/23/25 55,000.00
8058 T - EFT 01/08/2024 11470 - Aecom Technical Services Inc Alma Bridge Rd Newt Passage 7/29/23-11/6/23 46,553.25
8053 P - Printed 01/08/2024 10304 - La Honda Pescadero Unified School District Tax Compensatory Fee Jan 2024 42,237.85
8059 T - EFT 01/08/2024 12224 - CSW-Stuber-Stroeh Engineering Group Inc.Hawthorns Area Plan 10/2/23-11/5/2023 17,070.12
8052 P - Printed 01/08/2024 15057 - ICF Incorporated, L.L.C.Fleet Transition Plan Oct-23, Nov-23 10,484.26
8065 T - EFT 01/08/2024 11399 - Santa Clara Valley Water District Cost share Guadalupe River Monitorng 1/28-11/24/23 9,694.43
8055 P - Printed 01/08/2024 10324 - Rich Voss Trucking Inc BCR Rock Delivery 11/28/23, 11/29/23 5,712.00
8061 T - EFT 01/08/2024 10794 - John Northmore Roberts & Associates Bear Creek Stables Improvements Nov 2023 4,042.72
8057 T - EFT 01/08/2024 11434 - 2M ASSOCIATES Basic Policies Coastside Protect Area 10/6-11/30/23 3,800.00
8056 P - Printed 01/08/2024 11603 - San Mateo County Fire Department Fire Services Fee for Jan 2024 3,599.59
8054 P - Printed 01/08/2024 11664 - LSQ Funding Group, L.C.Admin Support Var Distr Depts wk ending 11/19/23, 11/26/23 2,856.00
8060 T - EFT 01/08/2024 10826 - Foster & Foster, Inc. (formerly Bartel Assoc)Actuarial Valuation Consulting -6/30/23 GASBS 75 2,460.00
8063 T - EFT 01/08/2024 11523 - PGA Design, Inc.Hawthorns Area Plan Nov 2023 1,755.00
8062 T - EFT 01/08/2024 10190 - MetroMobile Communications Restore power on vehicle radio, purchase 3 chargers 791.82
Total of Payments:264,726.65
264,726.65
-
A### = Admin Office Vehicle HC = Hendry's Creek P### = Patrol Vehicle SCNT = Stevens Creek Nature Trail
BCR = Bear Creek Redwoods HR = Human Resources PCR = Purisima Creek Redwoods SCS = Stevens Creek Nature Area
BMTB = Bear Meadow Trail Bridge IPM = Invasive Plant Maintenance PIC= Picchetti Ranch SFO = Skyline Field Office
CAO = Coastal Area Office ISM = Invasive Species Manageme PR = Pulgas Ridge SG = Saratoga Gap
CC = Coal Creek LH = La Honda Creek RR = Russian Ridge SJH = Saint Joseph's Hill
CL = Cloverdale LM = Lone Madrone RR/MIN = Mindego Hill SR= Skyline Ridge
DR = Driscoll Ranch LR = Long Ridge RSA = Rancho San Antonio T### = Tractor or Trailer
DHF = Dear Hollow Farm LT = Los Trancos RV = Ravenswood TC = Tunitas Creek
ECdM = El Corte de Madera M### = Maintenance Vehicle SA = Sierra Azul TH = Teague Hill
ES = El Sereno MB = Monte Bello SAO = South Area Office TR = Toto Ranch
FFO = Foothills Field Office MR = Miramontes Ridge SAU = Mount Umunhum TW = Thornewood
Electronic funds transfer (EFT) for accounts payable
disbursements to reduce check printing and mailing, increase
payment security, and ensure quicker receipt by vendors
Abbreviations
page 1 of 8
Date Amount Description
11/15/2023 16,850.08 District wide internet
11/06/2023 12,384.66 Ranger Academy Tuition, R.Curtis
11/20/2023 12,384.66 Ranger Academy Tuition, A.Fraser
11/08/2023 8,550.00 RSA - Repairs to Service Road
11/21/2023 8,081.53 SCCnty Bldg Permit, Ranger House
11/01/2023 7,773.79 SA-Woods Tr Dozer Rental
11/03/2023 6,995.72 BCR Equipment Rental, Trails
11/06/2023 6,600.00 Housing Rent -Ranger Academy
11/16/2023 5,500.00 M31 Annual Service and repairs
11/24/2023 5,150.00 Fire hazard tree removal
11/10/2023 5,000.00 Commercial Truck Driving School
11/01/2023 4,665.44 SM Permit -PR ADA Project
11/06/2023 4,262.62 Districtwide cell service Sep
11/02/2023 4,098.28 AutoCAD Renewal 1 year
11/20/2023 3,340.11 SCC Bldg Permit BCR Phase II
11/29/2023 3,295.42 M207 - Vehicles Repairs
11/21/2023 3,157.98 SCC Bldg Permit BCR Phase II
11/14/2023 3,150.00 Septic Pump 7 vaults
11/20/2023 2,643.08 Rain Gear for Crew
11/15/2023 2,396.19 10 Monitors
11/01/2023 2,321.56 First aid kits for outreach
11/16/2023 2,040.50 P107 Vehicle Horn repair
11/29/2023 1,920.00 Bat monitoring DNA analysis
11/02/2023 1,864.42 Maintenance for M205
11/09/2023 1,787.04 19 laptop dock adaptors
11/30/2023 1,747.36 Water rights fees
11/07/2023 1,728.63 Water service AO meter 2 OCT
11/07/2023 1,718.31 Maintenance for M226
11/24/2023 1,685.00 Tiger Mower repair
11/10/2023 1,588.70 P114 New tires x4
11/15/2023 1,560.02 Service for 2 patrol motorcycles.
11/15/2023 1,526.42 Maintenance for M33
11/03/2023 1,500.00 AO-gardening
11/06/2023 1,424.80 Maintenance for P105
11/13/2023 1,369.26 Shop tools
11/09/2023 1,326.30 LH home siding project material
11/06/2023 1,323.65 Maintenance for M201
11/13/2023 1,303.99 Brakes/Axel/Track Bar M88
11/03/2023 1,262.88 SMC Permit -RR ADA Project
11/16/2023 1,165.63 Annual Service & leak repair M220
11/14/2023 1,145.79 Paper towels and work gloves
11/20/2023 1,063.95 Hotel for CALPELRA Conference
11/17/2023 1,000.00 GMO Mtg -Room Rental Fee
11/20/2023 989.82 Hotel for CALPELRA Conference
11/20/2023 989.82 Hotel for CALPELRA Conference
11/06/2023 920.00 SAO-fire alarm switchover
11/13/2023 917.88 M237 Maint, Replace battery
11/14/2023 869.14 BCS Stables Fire extinguishers
11/30/2023 818.40 Water rights fees
11/06/2023 760.30 Garbage service for AO
11/20/2023 740.55 Replace Glove Box for A99
11/03/2023 704.00 AO-alarm services
11/24/2023 684.19 LH home siding project material
11/06/2023 654.02 2C10 Locks
11/20/2023 652.57 Ranger boots
11/13/2023 619.98 Patrol dirt bike tune-up
11/03/2023 599.48 SFO Garbage Recycle
11/16/2023 573.57 Batteries for handheld radios
11/14/2023 569.89 BCS Stables ADA Toilet
11/20/2023 557.00 Pre-employment physical
11/20/2023 557.00 Pre-employment physical
11/20/2023 541.32 Split rail fence screws
11/24/2023 537.34 LH home siding project material
11/15/2023 526.59 UBCO bike parts
11/30/2023 515.00 CSMFO Membership
11/16/2023 511.24 M31 Annual Service and repairs
11/01/2023 506.89 ECDM & logo stickers - outreach
11/21/2023 500.00 Spnsrshp-Outdoor AfroGlampOut
11/30/2023 500.00 Research Awrds-Student Schlrshp
11/22/2023 480.00 Coffee barista-Pancake breakfast
11/28/2023 473.34 Zoom District Monthly Subscription
11/15/2023 454.75 Lunch for leadership academy
11/14/2023 450.00 Monthly Pantheon charge
11/07/2023 449.25 Quarterly Postage Meter Lease
11/16/2023 428.20 UPS Battery replacement
11/13/2023 421.37 P124 Maint./Replace vacuum hose
11/14/2023 420.00 NC-interactive display repair
11/21/2023 418.91 First aid supplies
11/08/2023 408.94 RSACP - Restroom Fixture Parts
11/06/2023 399.92 Training Materials for HR
11/30/2023 392.66 Safety/Wildland Fire boots
11/07/2023 385.42 Camera Live Stream
11/15/2023 384.12 Plotter ink cartridges
11/13/2023 382.80 Field Equipment Part
11/03/2023 380.85 Ergonomic mouse for staff
11/28/2023 379.50 Legal Subscription - NOV 2023
11/17/2023 369.69 Ladders for FFO
11/03/2023 365.00 BCS Water Delivery 13480
11/03/2023 365.00 BCS Water Delivery 13478
11/03/2023 365.00 BCS Water Delivery 13482
11/03/2023 365.00 BCS Water Delivery 13479
11/03/2023 365.00 BCS Water Delivery 13481
11/03/2023 365.00 BCS Water Delivery 13484
11/03/2023 365.00 BCS Water Delivery 13483
11/03/2023 365.00 BCS Water Delivery 13485
11/14/2023 365.00 BCS Water Delivery 13487
11/14/2023 365.00 BCS Water Delivery 13489
11/14/2023 365.00 BCS Water Delivery 13490
11/14/2023 365.00 BCS Water Delivery 13486
11/14/2023 365.00 BCS Water Delivery 13488
11/16/2023 365.00 BCS Water Delivery 13491
11/16/2023 365.00 BCS Water Delivery 13492
11/30/2023 365.00 BCS Water Delivery 13493
11/30/2023 365.00 BCS Water Delivery 13496
11/30/2023 365.00 BCS Water Delivery 13494
11/30/2023 365.00 BCS Water Delivery 13495
11/30/2023 365.00 BCS Water Delivery 13497
11/02/2023 364.37 Water tank vents
11/24/2023 362.61 EOC phone service
11/01/2023 362.14 Lodging for Training
11/16/2023 350.00 QR generator annual subscription
11/22/2023 327.32 5 keyboard and mouse sets
11/16/2023 326.68 Battery, Wipers and DEF
11/14/2023 325.00 FFO-septic inspection
11/02/2023 318.56 Board Mtg Meal
11/22/2023 314.28 RSA Water Fountain concrete Pad
11/30/2023 310.70 Water rights fees
11/30/2023 309.13 Water rights fees
11/30/2023 306.90 Water rights fees
11/06/2023 306.81 Drill Hardware
11/02/2023 295.88 Maintenance for P112
11/09/2023 292.14 CL-paint, faucet
11/21/2023 286.32 3 Adobe Acrobat sub
11/07/2023 286.07 Sunscreen, Poison ivy treatment
11/16/2023 282.72 RSA Water Fountain Repair Supplies
11/15/2023 275.00 IRWA Membership dues
11/13/2023 271.06 2 Rugged Cameras for Field Use
11/30/2023 270.00 SCCBA Legal Membership
11/02/2023 265.63 Meeting refreshments
11/03/2023 265.00 IRWA Membership dues
11/17/2023 260.00 PCA License renewal
11/02/2023 241.51 Shop Supplies
11/02/2023 240.09 Maintenance for M215
11/01/2023 240.00 CA Rural waster Assoc. Membership
11/06/2023 232.15 HR Training Session Lunch
11/07/2023 225.00 SFO Backup internet
11/10/2023 225.00 Facility rental docent mtg
11/13/2023 223.41 Maint/Battery Warranty P113
11/13/2023 222.25 Maintenance for M218
11/29/2023 219.99 FFO Backup internet
11/30/2023 214.09 Events Ctr ADA Toilet #3701873
11/30/2023 214.09 Events Ctr ADA Toilet #3921087
11/30/2023 214.09 Events Ctr ADA Toilet #3993221
11/30/2023 214.09 Events Ctr ADA Toilet #3621785
11/09/2023 212.53 CL house Interior Paint mat'l
11/30/2023 208.92 Gavels for Board Directors
11/17/2023 206.20 Breakfast - leadership academy
11/09/2023 204.26 Maintenance for M224
11/07/2023 201.66 Maintenance for P94
11/10/2023 200.00 CCM Certificate Renewal
11/17/2023 200.00 Remote admin tool subscription
11/06/2023 199.90 Google translate annual charge
11/01/2023 192.95 Bat Habitat Supplies
11/06/2023 190.67 FFO Coffee-Kitchen Supplies
11/09/2023 190.00 Gift Membership for VRE Raffle
11/03/2023 186.65 Snacks for training
11/16/2023 186.30 CL-Water sys testing Bean Hollow
11/09/2023 185.43 SAO Shop - Wheel Chocks-Jack
11/16/2023 185.00 Int'l Society of Arboriculture dues
11/15/2023 175.00 Public Sector HR Assoc. dues
11/03/2023 174.00 SCCo Permit Fee - Service Panel
11/10/2023 171.89 AO- dishwasher descaler/rinse
11/13/2023 168.34 Aug-Oct Water Thornewood
11/08/2023 166.05 Maintenance Mgmt. School Conf.
11/08/2023 166.04 Maintenance Mgmt. School Conf.
11/20/2023 165.10 Kitchen Supplies
11/02/2023 153.11 Rain Gear
11/20/2023 151.68 Rain Gear
11/09/2023 150.00 HR Train'g -Interviewing
11/22/2023 150.00 Pressure treated wood Disposal
11/03/2023 147.68 Bat Habitat Supplies
11/30/2023 142.53 RSACP water main repair
11/06/2023 139.65 Bat Habitat Supplies
11/27/2023 136.25 Propane tank rental Bean Hollow
11/15/2023 135.82 RSA DHF water line repair
11/06/2023 135.67 Welding Wire Pliers
11/16/2023 135.00 AO-fridge diagnostic
11/29/2023 133.50 Monthly Zapier charge
11/20/2023 131.99 AO water line repair
11/01/2023 130.96 Name Title Plates for Staff
11/24/2023 129.98 Laminating sheets for signboards
11/22/2023 121.78 Propane tank rental Lone Madrone
11/01/2023 121.04 July-Sept Water Hosking Barn
11/09/2023 120.00 Waste Disposal
11/16/2023 119.97 Screen wipes and duster
11/03/2023 117.81 Cleaning agent
11/29/2023 117.08 Reusable decorations for parade
11/24/2023 117.00 M227 Mounts and Tool
11/30/2023 116.62 CL-Bean Hollow house plumbing
11/09/2023 116.39 Paint Materials for Bench
11/09/2023 110.65 Framing for SRE award photo
11/06/2023 109.77 Rain gear
11/29/2023 109.68 Oct Water Hosking Barn
11/24/2023 109.36 Replacmnt batterypower backup
11/01/2023 108.03 Drinks Snacks - Bd Mtg BOC Trip
11/01/2023 106.27 Monthly Shredding Svcs - Oct
11/24/2023 104.41 CL-Fridge part -Bean Hollow House
11/30/2023 102.30 Water rights fees
11/06/2023 101.11 Long Shackle Padlocks
11/03/2023 100.00 Property research svcs Sept 2023
11/30/2023 100.00 Property research svcs Oct 2023
11/15/2023 97.00 Wildland Fire Suppression Course
11/16/2023 97.00 RED Fire Cert. course, M.Chaney
11/08/2023 95.00 CA/NV amphibian conference fee
11/15/2023 95.00 Fire Course, J.Hawk
11/14/2023 94.01 Parts for UTV
11/01/2023 89.20 Water service for SFO
11/29/2023 89.20 Water service for SFO
11/30/2023 87.85 Print stickers for new citations
11/13/2023 87.45 Inner tubes for UBCO bikes
11/10/2023 87.39 Saw blades for shop
11/14/2023 86.64 Shop tools
11/07/2023 84.16 Kitchen Supplies
11/20/2023 83.20 Training Supplies
11/07/2023 83.09 AO-hand tools
11/20/2023 82.53 Pine Sol
11/22/2023 77.98 Kitchen Supplies - coffee
11/17/2023 76.89 Office and Kitchen Supplies
11/03/2023 75.25 Name tag for Lead OST Snider
11/03/2023 75.00 MB Campsite pay phone
11/20/2023 74.33 AO-bike rack/sign post install
11/08/2023 73.50 Notary oath and bond filing
11/20/2023 72.00 Drug testing
11/21/2023 71.05 SCC Bldg Permit BCR Phase II
11/06/2023 68.62 RSA water line repair
11/28/2023 68.45 RSACP-water fountain parts
11/24/2023 68.20 Smog for M76
11/24/2023 68.20 Smog for M238
11/24/2023 68.20 Smog for M202
11/29/2023 68.20 Smog for M226
11/20/2023 67.58 Plastic grill cover
11/03/2023 66.02 Shopify Monthly subscription
11/03/2023 65.00 AO-alarm services
11/02/2023 62.90 Food - interpretation training
11/08/2023 61.81 Frozen Mice - Snake Food
11/16/2023 60.17 Misc Shop Supplies
11/15/2023 60.00 Waste Permit renewal fee.
11/15/2023 60.00 Waste Permit renewal fee.
11/15/2023 60.00 Deputy District Clerk Training
11/17/2023 60.00 SFO Weather Station sub 1 yr
11/20/2023 58.85 Misc Shop Supplies
11/15/2023 58.53 M226 Replacement Fill Cap for Tank
11/21/2023 57.28 Water service for AO meter 1
11/03/2023 55.50 DHF - Fence Materials
11/03/2023 55.04 Food - interpretation training
11/20/2023 55.00 Measuring tape
11/03/2023 54.58 Shop Supply
11/02/2023 54.30 DHF -Garden & Orchard Supplies
11/06/2023 53.01 BlueDEF Diesel Exhaust Fluid
11/17/2023 52.36 SA- "No E-Bike" signs
11/10/2023 51.80 Leadership Retreat
11/02/2023 51.10 AO FFO SFO SAO key copies
11/28/2023 50.07 Graffiti remover, SD Cards
11/22/2023 50.00 New user remote admin tool
11/30/2023 49.50 Annual Wufoo charge
11/16/2023 49.22 Decals for M21
11/29/2023 49.10 Keyboard tray.
11/29/2023 49.05 Biodegradable garland for parade
11/20/2023 45.51 Air compressor repair parts
11/20/2023 45.48 Kitchen Supplies
11/13/2023 45.00 Coffee for LF Leadership Retreat
11/17/2023 43.63 AO water line repair
11/01/2023 41.32 Sunscreen
11/20/2023 40.36 Container for icon stickers.
11/03/2023 40.00 Coffee- interpretive training
11/01/2023 39.82 Socket adapter & small screws
11/09/2023 39.68 Food - interpretation training
11/03/2023 37.32 Leather oil for fire boots
11/22/2023 36.85 Meeting refreshments
11/06/2023 35.25 Vehicle Exhaust Pipe Rain Cap
11/20/2023 34.24 FOOSP - Water Conditioning Service
11/20/2023 33.82 Bags for volunteer projects
11/06/2023 30.44 Ranger name tags - Hand
11/16/2023 30.32 Water system ball valve
11/03/2023 29.50 Breakfast items for meeting
11/09/2023 29.45 Ergo equipment
11/15/2023 29.45 SA- "No E-Bike" signs
11/22/2023 29.45 Water Tank for Snake Terrarium
11/06/2023 28.25 Volunteer snacks
11/10/2023 25.62 Food - interpretation training
11/13/2023 25.35 Drinks - LF Leadership Retreat
11/02/2023 24.42 Drinks for Board Mtgs
11/02/2023 24.33 Repair parts - Hosking Barn
11/07/2023 24.31 MB Campsite water electricity
11/06/2023 24.26 Alpine road drain grate
11/06/2023 24.00 RSACP - Plumbing Part
11/01/2023 23.13 Snacks for DEI Meeting
11/13/2023 22.00 Parking for TBA Policy Summit
11/07/2023 21.86 Bike mounts for the bunkhouse
11/03/2023 21.18 BCS Water sys repair parts
11/29/2023 21.08 Specimen shipping container
11/17/2023 20.47 Volunteer Supplies
11/03/2023 20.00 AO-alarm services
11/10/2023 20.00 Coffee - interpretive training
11/13/2023 20.00 Coffee - interpretive training
11/28/2023 19.93 Reference book on legis advocacy
11/07/2023 18.96 Isopropyl alcohol
11/07/2023 17.95 Volunteer Supplies
11/08/2023 17.89 Material for interpretive prop
11/21/2023 15.59 Helpdesk user account
11/30/2023 14.82 LH Mobile Home siding project paint
11/01/2023 14.61 Notebook for staff 1:1 meetings
11/17/2023 14.51 Kitchen Supplies - napkins
11/01/2023 14.00 SJ Mercury Monthly subscription
11/06/2023 13.98 Volunteer Supplies
11/08/2023 13.01 AO paint
11/06/2023 12.00 Parking Expense
11/27/2023 11.99 BoD cloud file storage
11/06/2023 11.95 Benecia Martinez Bridge Toll
11/06/2023 10.78 Volunteer Supplies
11/20/2023 9.98 Volunteer Snacks
11/02/2023 9.40 Glue for UM Interp Sign
11/16/2023 9.05 Bags for tickets
11/03/2023 7.99 Food - interpretation training
11/10/2023 7.00 GIS request desk subscription
11/13/2023 6.99 Volunteer Supplies
11/06/2023 5.54 Material for interpretive prop
11/09/2023 4.90 SRE award photo
11/14/2023 3.00 Parking for Park Mgmt Class
11/06/2023 1.79 SMCo Permit Fee
11/30/2023 1.75 Parking -Thrive holiday gathering
11/10/2023 1.40 MB Campsite water electricity
11/21/2023 (20.59) Pressure treated wood Disposal credit
11/01/2023 (27.34) Credit for damaged return
11/20/2023 (43.70) Return-Volunteer award base
11/30/2023 (169.99) Refund disconnected service
217,558.19 Wells Fargo Credit Cards November 2023
R-24-09
Meeting 24-03
January 24, 2024
REVISED AGENDA ITEM 3
AGENDA ITEM
Appointment of the Board of Directors Standing Committee Members and Representatives to
Various Bodies, Including the Governing Board of the Midpeninsula Regional Open Space
District Financing Authority, for Calendar Year 2024
BOARD PRESIDENT’S RECOMMENDATIONS
Approve the Board President’s appointments to the Board Standing Committees and other
bodies, including the Governing Board of the Midpeninsula Regional Open Space District
Financing Authority, and the compensable status for attendance at these meetings.
SUMMARY
Every year, the newly elected Board President appoints members to each of the Board’s Standing
Committees, the Governing Board of the Midpeninsula Regional Open Space District (District)
Financing Authority (“Authority”), and to represent the District on outside bodies, with consent
of the full Board.
DISCUSSION
Standing Committees
Board Policy 1.04 on Committees states that the Board President appoints Board members to annual
Standing Committees and to represent the District on outside bodies, with the consent of the Board.
According to Board Policy 1.04, appointments to the standing committees are made at the first
regular meeting following the meeting at which officers of the Board are elected. The five Board
Standing Committees are:
1. Action Plan and Budget Committee (ABC)
2. Legislative, Funding and Public Affairs Committee (LFPAC)
3. Planning and Natural Resources Committee (PNR)
4. Real Property Committee (RPC)
5. Board Appointee Evaluation Committee (BAE)
Following the Board Policy on Committees, the Board Treasurer (Craig Gleason) will be assigned as
one of the three members of ABC. Also, the Board Appointee Evaluation Committee shall include
the Board President (Margaret MacNiven) and Vice-President (Jed Cyr) as two of the three members
of the Committee.
The proposed committee assignments for 2024 are as follows:
R-24-09 Page 2
Action Plan and Budget:
Craig Gleason (Treasurer)
Karen Holman
Curt Riffle
Board Appointee Evaluation:
Margaret MacNiven
Jed Cyr
Curt Riffle
Legislative, Funding, and Public Affairs:
Jed Cyr
Craig Gleason
Zoe Kersteen-Tucker
Planning and Natural Resources:
Craig Gleason
Karen Holman
Zoe Kersteen-Tucker
Real Property:
Karen Holman
Yoriko Kishimoto
Zoe Kersteen-Tucker
Financing Authority
The Governing Board of the Financing Authority consists of five members. In accordance with
the Joint Powers Agreement and its bylaws, the District’s Board President (Margaret MacNiven)
shall automatically be the Chairperson of the Authority, and the Board Treasurer (Craig Gleason)
shall also serve on the Authority Board. Two of the other four members are appointed by the
Board President, to be selected from among the District’s Board of Directors. The fifth member
is the member of the Santa Clara County Board of Supervisors whose district encompasses the
greatest territory of the Midpeninsula Regional Open Space District, and who is appointed to the
Board of the Financing Authority by the Chairman of the Board of Supervisors. Supervisor
Simitian continues to serve on the Authority Board as appointed by the Santa Clara County
Board of Supervisors.
Governing Board of the Financing Authority
o Margaret MacNiven
o Craig Gleason
o Jed Cyr
o Yoriko Kishimoto
Representation at Outside Bodies Appointed by the District
Board members also represent the District on various external bodies. These positions are
compensable. The assignments for external bodies are as follows:
Santa Clara County Special District’s Association – Craig GleasonYoriko Kishimoto,
Alternate: Craig Gleason Yoriko Kishimoto
R-24-09 Page 3
San Mateo County Special District’s Association – Zoe Kersteen-Tucker
Santa Clara Valley Water District Water Commission – Curt RiffleJed Cyr
California Joint Powers Insurance Authority Delegate – Margaret MacNiven
o California Joint Powers Insurance Authority Alternate – Jed Cyr
o California Joint Powers Insurance Authority Alternate – Ana Ruiz
o California Joint Powers Insurance Authority Alternate – Stefan Jaskulak
Representation at Outside Bodies Not Appointed by the District
Board members may also be appointed by external authorities to serve on outside bodies. The
District recognizes the value these connections provide to the Board. These positions are not
compensable by the District. The assignments for these external bodies are as follows:
Bay Conservation and Development Commission – Yoriko Kishimoto
Santa Clara County Local Agency Formation Commission Independent Special District –
Yoriko Kishimoto
San Francisco Bay Restoration Authority Board – Karen Holman
Applicable Board Policies
Board Policy 6.06 (Meeting Compensation, Reimbursement of Authorized Necessary Expenses for
Performance of Official Duties, and Adoption of Ethics Training Requirements Pursuant to
Government Code Section 53232 et seq. (AB1234)) of the Board Policy Manual states that all
Standing Committees are compensable and compensability for attendance of Ad Hoc Committee
meetings is determined on an as-needed basis by the Board. It is recommended that Board members
be compensated for attendance at all Board Committee and Authority meetings, including Ad Hoc
Committees, and at meetings where the Board member is the District’s appointed representative.
In accordance with California Public Resources Code section 5536 and Board Policy 6.06, each
District Board member may receive compensation in an amount not to exceed one hundred and
fifteen dollars and fifty cents ($115.50) per day for each attendance at a Board meeting. On January
10, 2024, the Board approved Resolution 24-01, which authorized compensating Board members for
up to six meetings per month. Accordingly, with seven Board members, the maximum the entire
Board can receive is $58,212 per year. State law also allows the Board to consider increasing the
per-meeting compensation by up to 5% for each calendar year by ordinance. The District’s current
proposed budget for Board meeting compensation is $47,000 for fiscal year 2024 and is anticipated
to be sufficient given the variation in number of meetings per month for each Board Director. If it is
later determined that additional funds are required, a budget adjustment may be requested.
FISCAL IMPACT
No new or incremental fiscal impact associated with this specific action is anticipated. Board
compensation is included in the annual budget.
PRIOR BOARD COMMITTEE REVIEW
This item is annually brought to the full Board for review and approval.
PUBLIC NOTICE
Public Notice was provided pursuant to the requirements of the Brown Act. No further notice is
required.
R-24-09 Page 4
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act (CEQA)
and no environmental review is required.
NEXT STEPS
If approved, staff will prepare a new roster of Board Committee assignments for posting
internally and on the District website.
Responsible Department Manager:
Ana Ruiz, General Manager
Prepared by:
Maria Soria, District Clerk
Contact person:
Margaret MacNiven, Board President
R-24-09
Meeting 24-03
January 24, 2024
AGENDA ITEM 3
AGENDA ITEM
Appointment of the Board of Directors Standing Committee Members and Representatives to
Various Bodies, Including the Governing Board of the Midpeninsula Regional Open Space
District Financing Authority, for Calendar Year 2024
BOARD PRESIDENT’S RECOMMENDATIONS
Approve the Board President’s appointments to the Board Standing Committees and other
bodies, including the Governing Board of the Midpeninsula Regional Open Space District
Financing Authority, and the compensable status for attendance at these meetings.
SUMMARY
Every year, the newly elected Board President appoints members to each of the Board’s Standing
Committees, the Governing Board of the Midpeninsula Regional Open Space District (District)
Financing Authority (“Authority”), and to represent the District on outside bodies, with consent
of the full Board.
DISCUSSION
Standing Committees
Board Policy 1.04 on Committees states that the Board President appoints Board members to annual
Standing Committees and to represent the District on outside bodies, with the consent of the Board.
According to Board Policy 1.04, appointments to the standing committees are made at the first
regular meeting following the meeting at which officers of the Board are elected. The five Board
Standing Committees are:
1. Action Plan and Budget Committee (ABC)
2. Legislative, Funding and Public Affairs Committee (LFPAC)
3. Planning and Natural Resources Committee (PNR)
4. Real Property Committee (RPC)
5. Board Appointee Evaluation Committee (BAE)
Following the Board Policy on Committees, the Board Treasurer (Craig Gleason) will be assigned as
one of the three members of ABC. Also, the Board Appointee Evaluation Committee shall include
the Board President (Margaret MacNiven) and Vice-President (Jed Cyr) as two of the three members
of the Committee.
The proposed committee assignments for 2024 are as follows:
R-24-09 Page 2
Action Plan and Budget:
• Craig Gleason (Treasurer)
• Karen Holman
• Curt Riffle
Board Appointee Evaluation:
• Margaret MacNiven
• Jed Cyr
• Curt Riffle
Legislative, Funding, and Public Affairs:
• Jed Cyr
• Craig Gleason
• Zoe Kersteen-Tucker
Planning and Natural Resources:
• Craig Gleason
• Karen Holman
• Zoe Kersteen-Tucker
Real Property:
• Karen Holman
• Yoriko Kishimoto
• Zoe Kersteen-Tucker
Financing Authority
The Governing Board of the Financing Authority consists of five members. In accordance with
the Joint Powers Agreement and its bylaws, the District’s Board President (Margaret MacNiven)
shall automatically be the Chairperson of the Authority, and the Board Treasurer (Craig Gleason)
shall also serve on the Authority Board. Two of the other four members are appointed by the
Board President, to be selected from among the District’s Board of Directors. The fifth member
is the member of the Santa Clara County Board of Supervisors whose district encompasses the
greatest territory of the Midpeninsula Regional Open Space District, and who is appointed to the
Board of the Financing Authority by the Chairman of the Board of Supervisors. Supervisor
Simitian continues to serve on the Authority Board as appointed by the Santa Clara County
Board of Supervisors.
Governing Board of the Financing Authority
o Margaret MacNiven
o Craig Gleason
o Jed Cyr
o Yoriko Kishimoto
Outside Bodies
Board members also represent the District on various external bodies. The assignments for
external bodies are as follows:
• Santa Clara County Special District’s Association – Yoriko Kishimoto, Alternate: Craig
Gleason
R-24-09 Page 3
• San Mateo County Special District’s Association – Zoe Kersteen-Tucker
• Santa Clara Valley Water District Water Commission – Curt Riffle
• Santa Clara County Local Agency Formation Commission Independent Special District
Representative – Yoriko Kishimoto
• California Joint Powers Insurance Authority Delegate – Margaret MacNiven
o California Joint Powers Insurance Authority Alternate – Jed Cyr
o California Joint Powers Insurance Authority Alternate – Ana Ruiz
o California Joint Powers Insurance Authority Alternate – Stefan Jaskulak
Applicable Board Policies
Board Policy 6.06 (Meeting Compensation, Reimbursement of Authorized Necessary Expenses for
Performance of Official Duties, and Adoption of Ethics Training Requirements Pursuant to
Government Code Section 53232 et seq. (AB1234)) of the Board Policy Manual states that all
Standing Committees are compensable and compensability for attendance of Ad Hoc Committee
meetings is determined on an as-needed basis by the Board. It is recommended that Board members
be compensated for attendance at all Board Committee and Authority meetings, including Ad Hoc
Committees, and at meetings where the Board member is the District’s appointed representative.
In accordance with California Public Resources Code section 5536 and Board Policy 6.06, each
District Board member may receive compensation in an amount not to exceed one hundred and
fifteen dollars and fifty cents ($115.50) per day for each attendance at a Board meeting. On January
10, 2024, the Board approved Resolution 24-01, which authorized compensating Board members for
up to six meetings per month. Accordingly, with seven Board members, the maximum the entire
Board can receive is $58,212 per year. State law also allows the Board to consider increasing the
per-meeting compensation by up to 5% for each calendar year by ordinance. The District’s current
proposed budget for Board meeting compensation is $47,000 for fiscal year 2024 and is anticipated
to be sufficient given the variation in number of meetings per month for each Board Director. If it is
later determined that additional funds are required, a budget adjustment may be requested.
FISCAL IMPACT
No new or incremental fiscal impact associated with this specific action is anticipated. Board
compensation is included in the annual budget.
PRIOR BOARD COMMITTEE REVIEW
This item is annually brought to the full Board for review and approval.
PUBLIC NOTICE
Public Notice was provided pursuant to the requirements of the Brown Act. No further notice is
required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act (CEQA)
and no environmental review is required.
R-24-09 Page 4
NEXT STEPS
If approved, staff will prepare a new roster of Board Committee assignments for posting
internally and on the District website.
Responsible Department Manager:
Ana Ruiz, General Manager
Prepared by:
Maria Soria, District Clerk
Contact person:
Margaret MacNiven, Board President
Rev. 3/15/21
R-24-10
Meeting 24-03
January 24, 2024
AGENDA ITEM 4
AGENDA ITEM
Award of Contract with Parametrix to provide Transportation Planning Services for the Purisima
Multimodal Access Study at Purisima Creek Redwoods Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to enter into a contract with Parametrix of Berkeley, CA to
provide transportation planning services to develop an implementation plan for viable high
priority strategies from the Purisima Multimodal Access Study for a base amount not to
exceed $93,496.
2. Authorize a 10% contingency of $9,350 to be awarded if necessary, to cover unforeseen
additional tasks to complete the scope, for a total contract amount not-to-exceed $102,846.
3. Authorize a separate contract allowance of $39,013 if the Board approves the implementation
of a shuttle program for additional partner coordination meetings, civil engineering roadway
recommendations for shuttle improvements, and shuttle operator selection support, if deemed
necessary, bringing the not-to-exceed contract amount to $141,859.
SUMMARY
The Midpeninsula Regional Open Space District (District) seeks transportation planning services
from a qualified consultant to develop an implementation plan for the Transportation Demand
Management (TDM) strategies recommended in the Purisima Multimodal Access and
Transportation Demand Management Study (Study). The Study examined current access and
parking conditions at Purisima Creek Redwoods Open Space Preserve (Purisima, Preserve) and
recommended a suite of multimodal access strategies, prioritized by tiers, to reduce parking
demand and improve visitor access. District staff are developing a Comprehensive Use and
Management Plan that incorporates the multimodal strategies for the Preserve.
A Request for Proposals (RFP) was issued on October 23, 2023, and two firms submitted
proposals on November 21, 2023. Based on the RFP results, the General Manager recommends
awarding a contract to Parametrix for a base contract amount of $93,496 and authorizing a 10%
contingency in the amount of $9,350 for a contract amount of $102,846. The General Manager
also recommends authorizing a separate contract allowance of $39,013 for additional partner
coordination meetings, civil engineering roadway recommendations for shuttle improvements,
and shuttle operator selection support, if needed, for a total not-to-exceed contract amount of
$141,859. There is insufficient funding in the current budget to cover the cost of the
recommendation. If approved, unspent funds from other project budgets will be reallocated to
cover this work as part of an upcoming quarterly budget adjustment.
R-24-10 Page 2
DISCUSSION
Purisima Creek Redwoods Open Space Preserve (Preserve, Purisima) is located on the western
slopes of the Santa Cruz Mountains overlooking Half Moon Bay. Currently, 2,838 acres of the
5,412-acre Preserve are open to the public and has over twenty miles of trails available for
hiking, bicycling and equestrian use. Purisima is a popular recreational destination among
residents of San Mateo County, neighboring areas, and the broader San Francisco Bay Area
region for hiking, biking, and equestrian riding. There are four trailhead entrances: (1) off the
main North Ridge parking lot; (2) off the popular Purisima Creek Road/Higgins Canyon parking
lot; (3) the Redwood trailhead entrance and (4) Grabtown Gulch trailhead entrance.
In October 2022, the Board approved the Purisima Multimodal Access and Transportation
Demand Study (Study), which examined current access and parking conditions at the Preserve
and identified strategies to reduce parking demand, manage parking resources, improve
multimodal access, enhance the visitor experience, and mitigate negative impacts of overflow
parking and traffic to nearby residents. A toolbox of high priority TDM categories and specific
strategies were identified and customized to promote modal shift, reduce parking demand and
enhance the visitor experience for the Preserve.
The District is in the process of planning for various public access projects at the Preserve
through a Comprehensive Use and Management Plan (Plan) to streamline planning and
environmental review. Several high priority TDMs are directly related to and will be
implemented through the new Purisima-to-the-Sea parking area and the expanded North Ridge
parking area. As part of the Plan, the transportation planning consultant team will develop
program scenarios and implementation requirements for a number of the TDM strategies
recommended by the Purisima Study, to identify the necessary technology, infrastructure
improvements, and management considerations to implement these programs. These TDM
strategies include providing shuttle service, reservation parking, carpool parking, and real-time
parking information. The consultant team’s efforts will identify how the Purisima-to-the-Sea
Trail & Parking Project and the Highway 35 Trail and Parking Project conceptual designs can
incorporate these TDM strategies and determine the type of site modifications that may be
needed to support these measures.
Contract Scope of Work
Base Contract
The scope of work associated with the base contract includes development of shuttle concepts
and ridership estimates and parking reservation, carpool and parking information system
program concepts. The consultant will prepare an implementation plan for viable TDMs, and as
part of this work identify program parameters and requirements, technology requirements,
capital/infrastructure needs, and management considerations associated with these high priority
TDMs. The consultant team will confirm whether the proposed parking design concepts for the
Purisima-to-the-Sea Parking and Highway 35 projects can accommodate these TDM programs.
The shuttle and other TDM programs will be used to develop the project description for CEQA
environmental review for the Purisima Comprehensive Use and Management Plan.
R-24-10 Page 3
Contract Allowance
If a shuttle program is deemed feasible at the Preserve and the Board approves implementation
of the shuttle program, staff would authorize the consultant to complete the tasks included under
the allowance to streamline the implementation of the shuttle program. These tasks include
additional partner coordination meetings, civil engineering roadway recommendations for shuttle
improvements, and shuttle operator selection support, as necessary. Partner coordination
meetings may include meetings with relevant local and state agencies such as the City of Half
Moon Bay, Samtrans, San Mateo County, and Caltrans. The consultant would also provide civil
engineering recommendations to enhance roadway conditions along shuttle route(s), if needed,
as well as support District staff in developing an RFP and participate in the selection process for
a shuttle operator.
Consultant Selection
On October 23, 2023, staff issued a request for proposals (RFP) via Periscope, posted the RFP on
the District’s website, and sent direct emails to a list of qualified firms. A virtual pre-proposal
site tour was held on November 7, 2023, attended by representatives from two firms. The
following two firms submitted proposals by the November 21, 2023 deadline.
Firm Location Proposed Fees
Parametrix Berkeley, CA $93,496*
Mead & Hunt Sacramento, CA $98,560
*Amount reflects a negotiated fee with additional requested scope.
Evaluation criteria were determined prior to the release of the RFP that included the quality of
proposal, implementation approach and expertise. After a thorough review of all proposals,
Parametrix of Berkeley, CA was deemed as the most qualified and best suited for the project at a
fair and reasonable price. The firm is currently working on the Hawthorns Area Plan, and a
subset of this project team previously worked on the Purisima Multimodal Access Study as part
of Parisi Transportation Consulting. Parametrix demonstrated their specialized expertise in
shuttle program development and parking management technologies in the proposal and
interview. The project team has extensive experience working with agencies in San Mateo
County, including Samtrans, and staff recognizes that these relationships will be important for
ensuring the implementation of a successful shuttle program. Examples of other relevant projects
completed by the Parametrix team include: The Branson School Transportation Demand
Management Plan (Ross, CA), Yerba Buena Island Multimodal Access Project (San Francisco,
CA), Joshua Tree National Park Transit Service (Twentynine Palms, CA), and San Ysidro
Mobility Hub Phase 1 (San Diego ,CA).
During contract negotiations, staff and Parametrix identified one additional task as being
important to the scope of work for the base contract (site visits for shuttle field testing) and
increased consultant involvement at in-person meetings, increasing Paramtrix’s base rate of
$86,737 by $6,759, for a total base rate of $93,496. The site visits will be used to test out various
shuttle operation scenarios in the field and identify specific program needs.
FISCAL IMPACT
There is insufficient funding in the current budget to cover the cost of the recommendation. If
approved, unspent funds from other project budgets will be reallocated to cover this work as part
R-24-10 Page 4
of an upcoming quarterly budget adjustment. Funds for future year costs will be recommended in
future fiscal year budgets as a part of the annual Budget and Action Plan process.
PRIOR BOARD AND COMMITTEE REVIEW
November 9, 2022 Board Meeting: Affirmation of the Findings and Recommendations of the
Purisima Multimodal Access and Transportation Demand Management Study Report (R-22-123,
meeting minutes)
January 10, 2024 Board Meeting: Award of Contract with Ascent Environmental to provide
Planning and Environmental Review (CEQA) Services for the Purisima Comprehensive Use and
Management Plan (R-24-07)
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The environmental review for the Purisima Comprehensive Use and Management Plan will
include the Transportation Demand Management strategies that are the subject of this
recommended contract. The Board will have the opportunity to review and consider the draft
Comprehensive Use and Management Plan and environmental review findings at a future Board
meeting.
NEXT STEPS
Pending Board approval, the General Manager will execute a contract with Parametrix and
follow the tentative schedule outlined below.
Phase Schedule
Project Kickoff and Background Information Review Winter/Spring 2024
Submit Key Program Information to Inform CEQA Analysis Spring/Summer 2024
Submit Draft Program Concepts and Report Fall 2024
Submit Final Program Concepts and Report Spring/Summer2025
Responsible Department Head:
Jane Mark, AICP, Planning Manager, Planning Department
Prepared by:
Brittany Wheatman, AICP, Planner II, Planning Department
Contact person:
Tyler Smith, Planner II, Planning Department
R-24-11
Meeting 24-03
January 24, 2024
REVISED AGENDA ITEM 5
AGENDA ITEM
Award of Contract to Bellecci & Associates for Engineering and Design Services for the Service
Road and Path Improvement Project at Rancho San Antonio Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to execute a contract with Bellecci & Associates to complete
the design, engineering, permitting, and construction oversight for the Service Road and Path
Improvement Project for a base contract amount not-to-exceed $176,102.
2. Authorize an allowance of $46,089 for specific additional services that may be required for
the project, for a total project budget of $222,191.
3. Authorize a 10% contingency of $22,219 to be reserved for unanticipated issues, bringing the
total not-to-exceed contract amount to $244,410.
SUMMARY
On September 21, 2023, the Midpeninsula Regional Open Space District (District) issued a
Request for Qualifications and Proposal (RFQP) for design and engineering services in
connection with the Service Road and Path Improvement Project (Project) at Rancho San
Antonio Open Space Preserve. The General Manager recommends awarding an engineering
services contract to Bellecci for a base contract amount of $176,102. In addition, the General
Manager recommends an allowance of $46,089 for specific additional services that may be
required for the project, for a not-to-exceed total contract amount of $222,191. The General
Manager also recommends authorizing a 10% contingency amount of $22,219 for a total not-to-
exceed contract amount of $244,410. The scope under the recommended contract will provide
services for technical studies, design, and regulatory local permitting, and construction oversight
for the project. There are sufficient funds in the adopted Fiscal Year 2023-24 (FY24) project
budget to cover the recommended action and expenditures through the end of the fiscal year.
Funding for future years’ budgets will be requested as part of the annual Budget and Action Plan
process.
DISCUSSION
The Project is located on the eastern side of Rancho San Antonio Open Space Preserve
(Preserve) between the parking area and Deer Hollow Farm. The Project area consists of
R-24-11 Page 2
approximately 0.6 mile of the existing service road and approximately 0.2 mile of the existing
Lower Meadow Trail. The service road between the Preserve parking area and Deer Hollow
Farm experiences a high level of use from pedestrians, cyclists, authorized vehicle traffic to Deer
Hollow Farm, and ranger patrol and maintenance staff access to the Preserve. A vehicular gate
with a keypad along the service road beyond the public parking area restricts public vehicle
access for pedestrian safety. The road pre-dates District ownership of the land. The road
previously served as access to former homesteads and rangeland in the area.
Over the years, minor road repairs and resurfacing activities have been implemented, but this has
not adequately addressed the heavy use of the road and existing subgrade conditions. The
resulting road grade and surface is uneven and frequent potholes require maintenance. Sections
of the roadway have also eroded, resulting in a road width as narrow as 10 feet in some locations.
Retaining walls may be necessary to stabilize the adjacent creek bank and allow for widening of
the service road to a desired 12-foot width.
In addition to improving the service road for emergency access and service vehicles, the District
has a desire to improve trail accessibility along this corridor to meet ADA standards (or the
Architectural Barriers Act (ABA) if ADA is infeasible due to topography and/or resource
concerns) as identified in the ADA Transition Plan Update. Alternatives for accessible pathways
along this corridor have been evaluated using combinations of the existing Lower Meadow Trail
and service road by an ADA consultant (Rancho San Antonio Accessible Trail Pre-Feasibility
Assessment Memorandum, BKF Engineers, May 2023). As part of this contract, the selected
consultant will further evaluate the alternatives and propose the most viable ADA or ABA
pathway along this corridor, including any recommended accessibility improvements.
Scope of the Recommended Contract
The base contract tasks include:
Project Management to coordinate with the District and the environmental consultant;
Review existing studies and documentation, including the Accessible Trail Pre-
Feasibility Study, Deer Hollow Farm Historic Resources Evaluation, Road Geotechnical
Assessment, and previous rare plant and botanical studies;
Perform technical studies, including a biological assessment, botanical survey,
jurisdictional delineation, riparian habitat impact assessment, and mitigation plan;
Prepare a permitting strategy;
Perform geotechnical investigations and report on slope stability, topographic and
geotechnical constraints and develop long-term treatment alternatives;
Topographic survey;
Prepare a Basis of Design with required site improvements and design criteria;
Prepare detailed retaining wall design;
Develop schematic alternatives, design plans, technical documents for regulatory
permitting;
Prepare County and regulatory permit applications;
R-24-11 Page 3
Provide construction administration and oversight as necessary during the support during
Request for Bids. construction phase to ensure technical consistency with project plans.
There are a few additional tasks that may be deemed necessary for the project. These additional
tasks are reserved under the recommended allowance. These tasks would only be pursued if
required:
Assistance with environmental permitting negotiations;
Preparation and submittal of a 404 Permit;
Preparation of materials and attendance at public outreach meetings;
Utility location;
Design of a solider pile wall taller than four (4) feet.
The District is separately soliciting proposals for an environmental consultant to provide
environmental services, including, but not limited to the California Environmental Quality Act
(CEQA) documentation and cultural resource surveys.
Consultant Selection
On September 21, 2023, the District released the RFQP on Periscope. Staff conducted a
mandatory pre-proposal site tour of the Lower Meadow Trail and Service Road at Rancho San
Antonio on October 3, 2023 with three consulting firms in attendance. Two proposals were
received on October 25, 2023. Bellecci was identified as the most qualified, with their proposal
at a fair and reasonable price, and therefore best suited for the project based on their response to
the RFQP.
Consultant Location Proposed Fee
BKF Redwood City, CA $274,786
Bellecci Concord, CA $222,191
FISCAL IMPACT
There is sufficient funding in the adopted budget to cover the cost of the recommendation. Funds
for future year costs will be recommended in future fiscal year budgets as a part of the annual
Budget and Action Plan process.
The recommended action in not funded by Measure AA.
PRIOR BOARD AND COMMITTEE REVIEW
August 9, 2017 - presentation about accessibility at the District and consideration of a
contract award for MIG to prepare the ADA Plan Update (R-17-99, Meeting Minutes).
February 28, 2018 - overview of ADA Title II requirements and the planning process to
complete the ADA Plan Update (R-18-20, Meeting Minutes).
August 22, 2018 - presentation on the draft ADA Plan Update (R-18-96, Meeting Minutes).
May 15, 2019: The Board of Directors (Board) approved the District-wide Americans with
Disabilities Act Self-Evaluation and Transition Plan Update (R-19-28, Meeting Minutes)
R-24-11 Page 4
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The award of a contract for design and engineering services is not a project subject under the
California Environmental Quality Act (CEQA). Potential environmental effects of the proposed
project will be evaluated pursuant to CEQA prior to an award of contract for construction of the
project.
NEXT STEPS
Upon Board authorization, the General Manager will execute a contract with Bellecci to initiate
engineering and design work.
Attachments
1. Area Map
2. Site Plan
Responsible Department Head:
Jane Mark, Planning Department Manager
Jason Lin, Engineering and Construction Department Manager
Prepared by:
Mattea Ottoboni, Planner II, Planning Department
Ivana Yeung, Capital Project Manager III, Engineering and Construction Department
Contact person:
Mattea Ottoboni, Planner II, Planning Department
Ivana Yeung, Capital Project Manager III, Engineering and Construction Department
Foothill Blvd
Foothill Expressway
Foothill Expressway
Foothill ExpresswayInterstate Highway 280
Foothill Expressway
Arastradero Rd
Alpine Rd
Page Mill Rd
Page Mill Rd
Los Tr ancos
Mont e B ello
Rancho San Antonio
Foothil ls
Midpe ni ns ula R egio nal
Op en S pace Di s tr ict
(MR O SD)
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Data Source(s): Sources: Esri, Airbus DS, USG
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A, NASA, CGIAR, N
Robinson, NCEAS, NLS, O
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Project Area
TRAIL SEGMENT 3 - ALT 2 ON LOWER MEADOW TRAIL
LEGEND
TRAIL S[GlilENT 1 -DEER HOLLOW
TO MORA TRAIL CROSSING
TRAIL SEGMENT 2 -MORA TRAIL
CROSSING TO SERVICE ROAD CROSSING
AT PERMITTEDPARKING LDT
TRAIL SEGMENT 3 -SERVICE ROAD
CROSSING AT PERMITTED PARKING LOT
TO TRAIL END AT PEDESTRIAN CROSSING
DEER HOU.OW FARM
ROAD ANO TRAIL LOCATION 1
E 2' OFFSET FROM EXISTING ROADW
DING AT SLOPE MAY BE REQUIRED
EXISTING FENCE
CT-2 TRAIL EDGE 2.5' OFFSET FROM EXISTING
LOWER MEADOW TRAIL
EXISTING FENCE
A PRX. 3" OFFSET FROM
EDGE OF ROADWAY
ROADWAY EDGE.
ROSSWALK IMPROVEME
ACCESS ACROS
OM Bl NED ROAD AND TRAIL LDCA 110N 4
I
I
I
J I
I I I
I I
I I
I
CROSSWALK IMPROVEMENTS TO PROVID PC-2
ACCESS ACROSS lHE ROADWAY.
~;' COMBINED ROAD ANO TRAIL LOCATION CT-3
h"'-ri I] IRF PARKING I OT ~• POTENTIAL CONFLICTS BETWEEN
PEDESTRIANS AND VEHICLES CONSIDERED
WITH PROPOSED TRAIL ALIGNMENT.
PEDESTRIAN CROSSWALK LDCA TION 4 PC-4
CROSSWALK IMPROVEMENTS TO PROVIDE
ACCESS ACROSS THE ROADWAY.
ROADWAY PINCHPOINT LOCATION 3 PP-2
ROADWAY WIDTH APPROX. 10'-9" IN
SOME LOCATIONS.
APPRX. 3' OFFSET FROM
EDGE or ROADWA y MORA TRAIL
\ FOOlHILLS FIELD OFFICE DRIVEWAY
\ RANCHO SAN ANTONIO SERVICE ROAD
BKF ENGINEERS
255 SHORELINE DRIVE
SUITE 200
REDWOOD CITY, CA 94065----
LOWER MEADOW TRAIL
BE REDUCED TO LESS THAN 10'-6",
LESS THAN 16' FROM EDGE or FENCE PP-2
PC-i CROSSWALK IMPROVEMENTS TO PROVIDE TO EXISTING UTILITY POLE.
ACCESS ACROSS THE ROADWAY. FOOTHILLS FIELD OFFICE
RANCHO SAN ANTONIO ACCESSIBLE TRAIL -ALTERNATIVE 2 SERVICE ROAD PATH ALIGNMENT
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT CUPERTINO, CA
GRAPHIC SCALE ------100 0 100 200
05/03/2023
EXHIBIT2
Attachment 2 - Site Plan
R-24-11
Meeting 24-03
January 24, 2024
AGENDA ITEM 5
AGENDA ITEM
Award of Contract to Bellecci & Associates for Engineering and Design Services for the Service
Road and Path Improvement Project at Rancho San Antonio Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to execute a contract with Bellecci & Associates to complete
the design, engineering, permitting, and construction oversight for the Service Road and Path
Improvement Project for a base contract amount not-to-exceed $176,102.
2. Authorize an allowance of $46,089 for specific additional services that may be required for
the project, for a total project budget of $222,191.
3. Authorize a 10% contingency of $22,219 to be reserved for unanticipated issues, bringing the
total not-to-exceed contract amount to $244,410.
SUMMARY
On September 21, 2023, the Midpeninsula Regional Open Space District (District) issued a
Request for Qualifications and Proposal (RFQP) for design and engineering services in
connection with the Service Road and Path Improvement Project (Project) at Rancho San
Antonio Open Space Preserve. The General Manager recommends awarding an engineering
services contract to Bellecci for a base contract amount of $176,102. In addition, the General
Manager recommends an allowance of $46,089 for specific additional services that may be
required for the project, for a not-to-exceed total contract amount of $222,191. The General
Manager also recommends authorizing a 10% contingency amount of $22,219 for a total not-to-
exceed contract amount of $244,410. The scope under the recommended contract will provide
services for technical studies, design, local permitting, and construction oversight for the project.
There are sufficient funds in the adopted Fiscal Year 2023-24 (FY24) project budget to cover the
recommended action and expenditures through the end of the fiscal year. Funding for future
years’ budgets will be requested as part of the annual Budget and Action Plan process.
DISCUSSION
The Project is located on the eastern side of Rancho San Antonio Open Space Preserve
(Preserve) between the parking area and Deer Hollow Farm. The Project area consists of
approximately 0.6 mile of the existing service road and approximately 0.2 mile of the existing
R-24-11 Page 2
Lower Meadow Trail. The service road between the Preserve parking area and Deer Hollow
Farm experiences a high level of use from pedestrians, cyclists, authorized vehicle traffic to Deer
Hollow Farm, and ranger patrol and maintenance staff access to the Preserve. A vehicular gate
with a keypad along the service road beyond the public parking area restricts public vehicle
access for pedestrian safety. The road pre-dates District ownership of the land. The road
previously served as access to former homesteads and rangeland in the area.
Over the years, minor road repairs and resurfacing activities have been implemented, but this has
not adequately addressed the heavy use of the road and existing subgrade conditions. The
resulting road grade and surface is uneven and frequent potholes require maintenance. Sections
of the roadway have also eroded, resulting in a road width as narrow as 10 feet in some locations.
Retaining walls may be necessary to stabilize the adjacent creek bank and allow for widening of
the service road to a desired 12-foot width.
In addition to improving the service road for emergency access and service vehicles, the District
has a desire to improve trail accessibility along this corridor to meet ADA standards (or the
Architectural Barriers Act (ABA) if ADA is infeasible due to topography and/or resource
concerns) as identified in the ADA Transition Plan Update. Alternatives for accessible pathways
along this corridor have been evaluated using combinations of the existing Lower Meadow Trail
and service road by an ADA consultant (Rancho San Antonio Accessible Trail Pre-Feasibility
Assessment Memorandum, BKF Engineers, May 2023). As part of this contract, the selected
consultant will further evaluate the alternatives and propose the most viable ADA or ABA
pathway along this corridor, including any recommended accessibility improvements.
Scope of the Recommended Contract
The base contract tasks include:
• Project Management to coordinate with the District and the environmental consultant;
• Review existing studies and documentation, including the Accessible Trail Pre-
Feasibility Study, Deer Hollow Farm Historic Resources Evaluation, Road Geotechnical
Assessment, and previous rare plant and botanical studies;
• Perform technical studies, including a biological assessment, botanical survey,
jurisdictional delineation, riparian habitat impact assessment, and mitigation plan;
• Prepare a permitting strategy;
• Perform geotechnical investigations and report on slope stability, topographic and
geotechnical constraints and develop long-term treatment alternatives;
• Topographic survey;
• Prepare a Basis of Design with required site improvements and design criteria;
• Prepare detailed retaining wall design;
• Develop schematic alternatives, design plans, technical documents for regulatory
permitting;
• Prepare County and regulatory permit applications;
• Provide construction administration and oversight as necessary during the construction
phase to ensure technical consistency with project plans.
R-24-11 Page 3
There are a few additional tasks that may be deemed necessary for the project. These additional
tasks are reserved under the recommended allowance. These tasks would only be pursued if
required:
• Assistance with environmental permitting negotiations;
• Preparation and submittal of a 404 Permit;
• Preparation of materials and attendance at public outreach meetings;
• Utility location;
• Design of a solider pile wall taller than four (4) feet.
The District is separately soliciting proposals for an environmental consultant to provide
environmental services, including, but not limited to the California Environmental Quality Act
(CEQA) documentation and cultural resource surveys.
Consultant Selection
On September 21, 2023, the District released the RFQP on Periscope. Staff conducted a
mandatory pre-proposal site tour of the Lower Meadow Trail and Service Road at Rancho San
Antonio on October 3, 2023 with three consulting firms in attendance. Two proposals were
received on October 25, 2023. Bellecci was identified as the most qualified, with their proposal
at a fair and reasonable price, and therefore best suited for the project based on their response to
the RFQP.
Consultant Location Proposed Fee
BKF Redwood City, CA $274,786
Bellecci Concord, CA $222,191
FISCAL IMPACT
There is sufficient funding in the adopted budget to cover the cost of the recommendation. Funds
for future year costs will be recommended in future fiscal year budgets as a part of the annual
Budget and Action Plan process.
The recommended action in not funded by Measure AA.
PRIOR BOARD AND COMMITTEE REVIEW
• August 9, 2017 - presentation about accessibility at the District and consideration of a
contract award for MIG to prepare the ADA Plan Update (R-17-99, Meeting Minutes).
• February 28, 2018 - overview of ADA Title II requirements and the planning process to
complete the ADA Plan Update (R-18-20, Meeting Minutes).
• August 22, 2018 - presentation on the draft ADA Plan Update (R-18-96, Meeting Minutes).
• May 15, 2019: The Board of Directors (Board) approved the District-wide Americans with
Disabilities Act Self-Evaluation and Transition Plan Update (R-19-28, Meeting Minutes)
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-24-11 Page 4
CEQA COMPLIANCE
The award of a contract for design and engineering services is not a project subject under the
California Environmental Quality Act (CEQA). Potential environmental effects of the proposed
project will be evaluated pursuant to CEQA prior to an award of contract for construction of the
project.
NEXT STEPS
Upon Board authorization, the General Manager will execute a contract with Bellecci to initiate
engineering and design work.
Attachments
1. Area Map
2. Site Plan
Responsible Department Head:
Jane Mark, Planning Department Manager
Jason Lin, Engineering and Construction Department Manager
Prepared by:
Mattea Ottoboni, Planner II, Planning Department
Ivana Yeung, Capital Project Manager III, Engineering and Construction Department
Contact person:
Mattea Ottoboni, Planner II, Planning Department
Ivana Yeung, Capital Project Manager III, Engineering and Construction Department
Foothill Blvd
Foothill Expressway
Foothill Expressway
Foothill ExpresswayInterstate Highway 280
Foothill Expressway
Arastradero Rd
Alpine Rd
Page Mill Rd
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(MR O SD)
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Project Area
TRAIL SEGMENT 3 - ALT 2 ON LOWER MEADOW TRAIL
LEGEND
TRAIL S[GlilENT 1 -DEER HOLLOW
TO MORA TRAIL CROSSING
TRAIL SEGMENT 2 -MORA TRAIL
CROSSING TO SERVICE ROAD CROSSING
AT PERMITTEDPARKING LDT
TRAIL SEGMENT 3 -SERVICE ROAD
CROSSING AT PERMITTED PARKING LOT
TO TRAIL END AT PEDESTRIAN CROSSING
DEER HOU.OW FARM
ROAD ANO TRAIL LOCATION 1
E 2' OFFSET FROM EXISTING ROADW
DING AT SLOPE MAY BE REQUIRED
EXISTING FENCE
CT-2 TRAIL EDGE 2.5' OFFSET FROM EXISTING
LOWER MEADOW TRAIL
EXISTING FENCE
A PRX. 3" OFFSET FROM
EDGE OF ROADWAY
ROADWAY EDGE.
ROSSWALK IMPROVEME
ACCESS ACROS
OM Bl NED ROAD AND TRAIL LDCA 110N 4
I
I
I
J I
I I I
I I
I I
I
CROSSWALK IMPROVEMENTS TO PROVID PC-2
ACCESS ACROSS lHE ROADWAY.
~;' COMBINED ROAD ANO TRAIL LOCATION CT-3
h"'-ri I] IRF PARKING I OT ~• POTENTIAL CONFLICTS BETWEEN
PEDESTRIANS AND VEHICLES CONSIDERED
WITH PROPOSED TRAIL ALIGNMENT.
PEDESTRIAN CROSSWALK LDCA TION 4 PC-4
CROSSWALK IMPROVEMENTS TO PROVIDE
ACCESS ACROSS THE ROADWAY.
ROADWAY PINCHPOINT LOCATION 3 PP-2
ROADWAY WIDTH APPROX. 10'-9" IN
SOME LOCATIONS.
APPRX. 3' OFFSET FROM
EDGE or ROADWA y MORA TRAIL
\ FOOlHILLS FIELD OFFICE DRIVEWAY
\ RANCHO SAN ANTONIO SERVICE ROAD
BKF ENGINEERS
255 SHORELINE DRIVE
SUITE 200
REDWOOD CITY, CA 94065----
LOWER MEADOW TRAIL
BE REDUCED TO LESS THAN 10'-6",
LESS THAN 16' FROM EDGE or FENCE PP-2
PC-i CROSSWALK IMPROVEMENTS TO PROVIDE TO EXISTING UTILITY POLE.
ACCESS ACROSS THE ROADWAY. FOOTHILLS FIELD OFFICE
RANCHO SAN ANTONIO ACCESSIBLE TRAIL -ALTERNATIVE 2 SERVICE ROAD PATH ALIGNMENT
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT CUPERTINO, CA
GRAPHIC SCALE ------100 0 100 200
05/03/2023
EXHIBIT2
Attachment 2 - Site Plan
Rev. 3/15/21
R-24-12
Meeting 24-03
January 24, 2024
AGENDA ITEM 6
AGENDA ITEM
Capital Equipment Purchase for Newly Approved Staff
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to execute a contract with the California Department of
General Services and associated contract dealers, or a local dealer for expedient delivery
provided the pricing is competitive, to purchase two patrol vehicles, four maintenance
vehicles and two administrative vehicles, for a total cost not-to-exceed $602,000.
2. Authorize the General Manager to execute a purchase contract with the California
Department of General Services and associated contract dealers for one green mower and
transport trailer, and one excavator with masticator attachment, for a total cost not-to-exceed
$550,000.
SUMMARY
Following the recent approval of new positions by the Board of Directors (Board), as
recommended and supported by the Financial and Operational Sustainability Model (FOSM),
additional vehicles and equipment are needed to transport and equip newly hired staff. Given the
lead time required to secure vehicles and equipment, and a currently open purchasing window
for the F150 Lightning (electric) truck model, the General Manager is expediting this request for
new vehicles and equipment and issuing it prior to the regular annual capital equipment request.
Vehicles and machinery are preferably purchased through an existing contract with the
California Department of General Services (DGS), providing significant cost savings. However,
there may be opportunities to purchase vehicles quicker via local dealers, provided the pricing is
competitive. Eight new vehicles and two pieces of equipment (one remote control mower and
one excavator with masticator attachment) are proposed for purchase for a total authorization
request of $1,152,000.
DISCUSSION
Annually, the District purchases vehicles, machinery, and equipment to support project and
service delivery work performed by administrative, maintenance, and patrol staff. Vehicles and
machinery are purchased through an existing contract via cooperative purchasing, known as
“piggybacking”, with DGS and associated contract dealers. As set forth in Board Policy 3.03,
Public Contract Bidding, Vendor, and Professional Consultant Selection, and Purchasing
Policy, cooperative purchasing on pricing obtained by another public agency through the
competitive bidding process provides the opportunity to realize significant cost savings.
R-24-12 Page 2
To prepare for the recent (January 10, 2023) Board approval of 14 new full-time positions,
additional vehicles and equipment are necessary to transport and equip the newly hired staff.
Because the process for ordering vehicles has become very fluid and fast paced, manufacturers
are constantly updating order sheets and opening order windows that are defined by available
production slots and not by defined times. These windows are sporadic and the ability to act
quickly is crucial. A current window to order F150 Lightning electric trucks is currently open
and will close at the end of January.
Additionally, as part of an existing agreement with the State Coastal Conservancy (SCC)
regarding a $1.08 million dollar Wildfire Resilience – Capacity and Prescribed Fire Grant
(Grant), the District will provide a match for equipment purchases in the amount of $365,000.
The match commitment plus a remaining balance of $70,000 will be used to purchase the
equipment to support fuel reduction implementation as outlined in the grant.
Vehicles
The General Manager proposes purchasing eight additional vehicles. Two 4X4 SUVs would be
purchased to support the expansion of the administrative fleet and the addition of new staff,
particularly in the Planning and Engineering & Construction departments. Two long-range F150
Lightning trucks would provide transportation to the four new Open Space Technician positions
and two long-range electric vehicles (EVs) or equivalent gas ½ ton trucks will be provided to the
two new Ranger positions. A F550 truck will be outfitted to support the new Equipment
Mechanic Operator position at the Skyline Field Office and a F350 truck will be outfitted to
support a new lead Open Space Technician at the Foothills Field Office.
Equipment
The General Manager also recommends purchasing two new pieces of equipment as additions to
the list of heavy equipment to further support the expansion of the Wildland Fire Resiliency
Program (WFRP). These two equipment purchases consist of: one (1) remote controlled mower
and one (1) excavator with masticator attachment and support the SCC Grant. The multi-year
SCC Grant is expanding efficiencies and productivity for ramping up and completing wildland
fuel resiliency project work throughout the District. The addition of two new pieces of
specialized fuel/vegetation management equipment is critical in ensuring that vegetation projects
stay on schedule, including grant-funded activities. Additionally, staff have found a broader
utility for the remote-controlled mowers purchased last year. During construction of the Alpine
Bypass Trail, the Robomax climbing mower was used to remove vegetation along the new trail
route. Using this equipment dramatically reduced hand labor and mini-excavator equipment time
that had historically been used to perform these activities. Staff also found that while working on
the Crazy Pete’s worksite, an excavator with a dedicated masticator attachment would have
greatly improved productivity and efficiency.
Climbing mowers with remote control access and short frame designs like the one proposed for
purchase are necessary for steep terrain that is inaccessible and unsafe for traditional riding
mowers. These pieces of equipment are extremely difficult to locate from rental companies.
Rentals are often not available or less than ideal, resulting in reduced productivity, a lower
quality work product, and/or loss of time.
R-24-12 Page 3
Cost Breakdown
The following tables break down the estimated costs for the new vehicles and equipment.
Vehicle Type Additional or
Replacement Cost Quantity Total
4x4 SUV (Jeep Wrangler or
equivalent - Administrative) Additional $51,000 2 $102,000
F150 Lightning Long-Range
(Maintenance) Additional $71,000 2 $142,000
½ Ton EV or Gas equivalent
(Patrol) Additional $71,000 2 $142,000
F550 Super Duty Truck Additional $140,000 1 $140,000
F350 Heavy Duty Truck Additional $76,000 1 $76,000
Vehicle Subtotal $602,000
Equipment Type Additional or
Replacement Cost Quantity Total
Remote Controlled Mower or
similar with Trailer Additional $170,000 1 $170,000
Excavator with Masticator
Attachment Additional $380,000 1 $380,000
Equipment Subtotal $550,000
$
Grand Total $1,152,000
FISCAL IMPACT
There is currently $930,000 allocated for vehicles and $430,000 allocated for equipment.
However, with ongoing supply chain issues, manufacturing, delivery and purchasing delays are
anticipated with one or more of the vehicles/equipment. If necessary, staff will prepare a budget
adjustment during a quarterly review to shift funds between the accounts.
The recommended action is not funded by Measure AA.
PRIOR BOARD AND COMMITTEE REVIEW
• August 9, 2023: The Board reviewed and approved FY24 Capital Equipment Purchases.
(R-23-79, meeting minutes)
• January 10, 2024: The Board reviewed and approved 14 new positions per the
recommendations of the Financial and Operational Sustainability Model (FOSM)
refresh. (R-24-05)
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-24-12 Page 4
CEQA COMPLIANCE
This recommended action is not a project under the California Environmental Quality Act
(CEQA).
NEXT STEPS
If approved by the Board, staff will prepare purchase orders for the vehicles and equipment
utilizing a cooperative procurement contract. While this approval provides the opportunity to get
delivery within FY24 (by end of June), it is possible that delivery will extend into the following
fiscal year as has been the case with some past purchases.
Responsible Department Head:
Brandon Stewart, Land & Facilities Manager
Prepared by:
Brandon Stewart, Land & Facilities Manager
R-24-13
Meeting 24-03
January 24, 2024
AGENDA ITEM 7
AGENDA ITEM
Award of Contract to EMID Design Group for Procurement and Installation of 24 Workstations
GENERAL MANAGER’S RECOMMENDATIONS
1. Award a contract to EMID Design Group of Fresno, CA for a not-to-exceed base amount
of $110,939 to furnish and install 24 staff workstations to occupy the East Wing of the 1st Floor of
the Administrative Office located at 5050 El Camino Real.
2. Authorize a 10% contingency amount of $11,094 to be reserved for unanticipated issues, additional
furnishings and/or replacement items, for a total contract not-to-exceed amount of $122,033.
SUMMARY
The Midpeninsula Regional Open Space District (District) is in the process of procuring furniture to
occupy a new staff area located on the east wing of the 1st floor of the Administrative Office. This staff
area will include both cubicles and private office workstations. EMID Design Group (EMID Design),
the contractor that previously installed the staff furniture on the 2nd floor, has provided a proposal to
furnish and install furniture for the 1st floor workspace to match the existing furniture on the 2nd floor
as closely as possible. The General Manager recommends awarding a contract to EMID Design Group
of Fresno, CA for a not-to-exceed base amount of $110,939 and a 10% contingency of $11,094, to
furnish 24 workspaces, with installation concluding in February/March 2024. There are sufficient
funds in the adopted Fiscal Year 2023-24 (FY24) to cover the costs of the recommendation.
DISCUSSION
The District substantially completed the renovation of a new Administrative Office facility located at
5050 El Camino Real in Los Altos, CA in May 2022 and shortly afterwards began occupying the 2nd
floor space. To furnish the 2nd floor space, the District issued a Request for Bids for Staff Furniture
Procurement and Installation Services in 2021. With the new hybrid work model arising out of the
pandemic, the District was able to successfully accommodate its employees using less office floor
space than originally contemplated and designed for the first few years of office occupation. As such,
when the District awarded the Contract for the Staff Furniture Procurement and Installation in 2021,
the 1st floor furniture bid alternative was not included in the original contract scope.
In July 2023, the District awarded a construction contract to convert the existing 7,600 square foot east
wing 1st floor office space into two separate office suites – a 5,400 square foot District office space and
a 2,200 square foot tenant leasing space to optimize use of the new office. This configuration allows a
portion of the first floor to be reserved for District use to accommodate growth in staff and operations
while leasing out the remainder of the space as a means to further recoup costs and generate additional
R-24-13 Page 2
revenue to support the District’s work. The 5,400 square foot District office space allows for the
addition of 24 workstations, 2 manager offices, and a medium sized conference room.
Two years after moving into the new office, with the addition of new staff positions and the anticipated
additional growth arising from the recent 2023/24 Financial and Operational Sustainability Model
(FOSM) Refresh, the District is now in need of the available floor space located on the 1st floor of the
building. This move coincides well with the recent completion of the 1st floor east wing
reconfiguration.
On November 13, 2023, District staff issued a Request for Bids for a contractor to supply and install 6
pods of 4 cubicles for a total of 24 workstations (see Attachment 1). EMID Design Group was the only
contractor who submitted a bid. The bid is of a reasonable cost, with an approximate 15% price
increase, which is in-line with inflation compared to bids two years ago. The vendor will provide a
design closely matching the furniture on the 2nd floor, with the only significant difference being lower
walls on the window side to allow for more light into the cubicles and higher walls on the hallway side
to maintain a level of privacy and noise buffering (see Attachment 2). The bid also includes delivery,
installation and connection to electrical sources.
FISCAL IMPACT
The overall project remains within the May 2019 Board-approved project budget for planning, design,
and construction of $27.4 million (R-19-64). Funding sources for the Project include using Committed
for Infrastructure reserve funds, any future additions to the reserve, rent income generated in the new
AO, parity bond proceeds, and interest earned from the parity bonds. Sale of the former 330 Distel
Circle administrative office is also providing partial reimbursement (R-20-117).
The FY24 adopted budget to complete close out the New Administrative Office (AO) Facility project
#31202 is $200,000. There are sufficient funds in the project budget to cover the recommended
expenditures.
New Administrative Office
(AO) Facility
#31202
Prior Year
Actuals
FY24
Adopted
FY25
Projected
FY26
Projected
Estimated
Future
Years
TOTAL
Acquisition: $31,742,406 $0 $0 $0 $0 $31,742,406
Planning/Design/Construction: $25,981,879 $50,000 $0 $0 $0 $26,031,879
Move-in and Closeout: $496,502 $150,000 $0 $0 $0 $646,502
Total Budget (Fund 40): $58,220,787 $200,000 $0 $0 $0 $58,420,787
Acquisition and associated
purchase costs
Spent-to-Date
(as of 1/12/24):
($31,742,406) $0 $0 $0 $0 ($31,742,406)
Spent-to-Date
(as of 1/12/24): ($26,478,381) ($8,105) $0 $0 $0 ($26,486,486)
Encumbrances: $0 ($39,819) $0 $0 $0 ($39,819)
EMID Design Group
Contract: $0 ($110,939) $0 $0 $0 ($110,939)
10% Contingency: $0 ($11,094) $0 $0 $0 ($11,094)
Budget Remaining
(Proposed): $0 $30,043 $0 $0 $0 $30,043
R-24-13 Page 3
The recommended action is not funded by Measure AA.
PRIOR BOARD AND COMMITTEE REVIEW
This Project previously came before the full Board of Directors at the following public meetings:
• October 24, 2018: Board review and approval of the Project Design Goals and Program
Elements. (R-18-123, meeting minutes)
• January 9, 2019: FYI Memorandum summarizing the AO Facility Ad Hoc Committee meeting
summary. (FYI Memo)
• January 23, 2019: Board review and feedback on the project design. (R-19-06, meeting
minutes)
• July 22, 2020: Board review and feedback on the project design. (R-20-76, meeting minutes)
• January 20, 2021: Board authorization for the General Manager to enter into a contract with
BHM Construction, Inc., to begin construction. (R-21-09, meeting minutes)
• October 13, 2021: Board authorization for the General Manager to enter into a contract with
EMID Design Group for District Staff Furniture Procurement Installation and Procurement. (R-
21-136, meeting minutes)
• December 14, 2022: The Board authorized the General Manager to amend a contract with Noll
+ Tam Architects to provide lease space design services for the Administrative Office Project
(R-22-143 Board Report and Minutes).
• July 26, 2023: Board authorization for the General Manager to enter into a contract with
United Builders Corporation to begin construction. (R-23-89, meeting minutes)
PUBLIC NOTICE
Public notice of this Agenda Item was provided as required by the Brown Act.
CEQA COMPLIANCE
The District has determined that the proposed installation of new workstations in the east wing of the
1st floor of the Administrative Office is categorically exempt under CEQA guidelines Section 15301,
Existing Facilities.
NEXT STEPS
If approved, the General Manager will enter into a contract with EMID Design. Final contract
execution is subject to the contractor meeting all District requirements, including required insurance
and bonding.
Attachments:
1. Furniture Plan
2. Workstations
Responsible Department Head/Prepared by/Contact person:
Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services
:DATE
:PROJECT
:ADDRESS
:SHEET TITLE
:SCALE
:DRAWN BY
:REVISIONS
:PAGE
This drawing is proprietary of EMID Design Group.
All designs represented in this drawing are for the
sole use by client(s) listed on this drawing. Use by
other person, business, or organization without the
express written consent of EMID Design Group is
forbidden.
4603 N. BRAWLEY, SUITE 101
FRESNO, CA 93722
559 276 7300
EMID-DESIGNGROUP.COM
EMID Design Group
#EMIDDESIGNGROUP
ID 1.0
12/21/2023
M. LOPEZ
1/4" = 1'-0"
1ST FLOOR FURNITURE PLAN
LOS ALTOS, CA 94022
5050 EL CAMINO REAL
MIDPEN REGIONAL OPEN SPACE
06/29/2023
DN
F.E.C.
F.E.C.
F.E.C.
BOARD
ROOM
STORAGE
107
GREEN
ROOM
109
AV/IDF
CLOSET
108
LARGE
CONF
126
WELLNESS
105
CUSTODIAL
104
WOMENS
(STAFF)
103
CIRCULATION
120
OPEN
OFFICE
124
E&C
OFFICE
129
FOCUS
131
PLANNING
OFFICE
134
FOCUS
133
WORK
ROOM
128
HUDDLE/
LAYOUT
SPACE
125
FOCUS
132
COFFEE
127
OUTDOOR
DECK
160
OPEN
OFFICE
121
OPEN
OFFICE
122
OPEN
OFFICE
123
STAIR 4
136
NATURAL
RESOURCES
OFFICE
130
REAL
PROPERTY
OFFICE
135
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OPTION #1OPEN OFFICE 123 & 124
H A L L W A Y S I D E
6 7 H P A N E L S
W I N D O W S I D E
5 3 H P A N E L S
MIDPENINSULA REGIONAL OPEN SPACE
G L A S S O N L Y
O N W I N G S
6 7 H P A N E L S
A L O N G T H E
S P I N E
M A D E G L A S S
P A N E L W I D E R
T O A L L O W
S U N L I G H T
R-24-14
Meeting 24-03
January 24, 2024
AGENDA ITEM 8
AGENDA ITEM
Addition of a Legacy Road as a new Trail Segment at Russian Ridge Open Space Preserve,
including Use Designation and Proposed Trail Name, and Consideration for Highlighting the
Presence of American Badgers in the Skyline Area
GENERAL MANAGER’S RECOMMENDATIONS
1. Approve the addition of a 0.5-mile legacy road to a vista point as part of the trail network at
Russian Ridge Open Space Preserve and designate the trail as multi-use with the proposed
trail name of “Fog Drift Vista” Trail, as supported by the Planning and Natural Resources
Committee.
2. Consider the Planning and Natural Resources Committee’s recommendation to highlight the
presence and importance of American badgers (badgers) in the Skyline Area for greater
public awareness, and if supported, provide direction on the proposed options as detailed in
this report.
SUMMARY
The General Manager recommends incorporating a legacy road into the formal trail network at
Russian Ridge Open Space Preserve, designating the trail as multi-use, consistent with the
connecting trails, and naming the trail segment the “Fog Drift Vista” Trail. This legacy road is
the former Smith Driveway that once accessed a private inholding with a residence and barn
(which are no longer present). The proposed trail use designation is consistent with Board Policy
4.07, Trail Use Policies. The proposed trail name is consistent with the naming criteria specified
in Board Policy 5.01, Site Naming, Gift, and Special Recognition. Pending Board approval, the
trail addition, designation, and name would be implemented through new trail signs and maps
and the mileage added to the trail data counts. On December 12, 2023, the Planning and Natural
Resources (PNR) Committee received a presentation on the recommendations and unanimously
(3-0) voted to forward the recommendation to the full Board of Directors (Board) for approval.
PNR also made a separate motion recommending the exploration of options of highlighting the
presence and importance of badgers in the Skyline Area.
DISCUSSION
Please refer to the PNR Committee Report (Attachment 1).
FISCAL IMPACT
None
R-24-14 Page 2
PRIOR BOARD AND COMMITTEE REVIEW
On December 12, 2023, the PNR Committee received a presentation on the recommendations for
adding a 0.5-mile legacy road to the Russian Ridge trail network as a multi-use trail with the
proposed name “Fog Drift Vista” trail. The committee voted unanimously (3-0) to forward the
recommendations to the full Board for approval. During discussion, the PNR also expressed
interest in the alternative name “Badger’s Byway”. The alternative name led to a discussion
about the presence of badgers in the Skyline Area and ways that the species could be highlighted
and honored. The committee determined that the 0.5-mile proposed trail was not the most
appropriate location for the name “Badger’s Byway”, as the vista at the top was the predominant
feature. However, the PNR passed a second motion recommending that the Board consider
having staff explore ways to highlight the presence and importance of badgers in the Skyline
Area. A summary of the PNR committee discussion is provided below in Table 1.
One written public comment was received prior to the PNR meeting expressing concern with
allowing mountain bikes in any open spaces due to their impacts on the land. The comment
included an attached literature review conducted by Michael J. Vandeman, PhD. The comment
did not express specific concerns about the addition of the trail to the Russian Ridge Trail
network or the name “Fog Drift Vista”.
Table 1 – Summary of PNR Committee Feedback (December 12, 2023)
Theme/Topic PNR Feedback/Comments
Name of new trail • The committee asked if the phenomenon of fog drift is
visible from the hilltop in question – staff confirmed
that it is often present in the area.
• The vista would be a destination and the highlight of the
trail and is therefore appropriate to have in the name.
Rock outcroppings • The committee asked about the protection and status of
rock outcroppings during the demolition of the Smith
House. Staff confirmed that the rock outcroppings had
been protected and were in good condition.
Presence of badgers • The committee recommended staff keep Badger’s
Byway as a potential name for future trails with
preference of a longer future trail through areas
characteristically used by badgers.
• Desire expressed to honor and bring more attention to
the badger, either as part of a future trail naming in the
Skyline area, as part of new interpretive signage, in
renaming an existing trail, or other means.
As it relates to increasing the awareness of badgers in the Skyline area, Pathways for Wildlife
and the San Francisco Bay Bird Observatory prepared the American Badger and Burrowing Owl
Habitat Suitability Assessment Report for the District in 2022. Based on information from the
assessment report and natural resources staff expertise, staff determined the following factors of
importance:
• Members of the public are often unaware that badgers are present in the Bay Area and
District preserves. Highlighting their presence and ways that people can help protect
them is important for public education and species protection.
R-24-14 Page 3
• American badgers are concentrated in the Skyline area in six District Preserves,
including Russian Ridge, La Honda, and Windy Hill.
• There are multiple identified corridors for travel and known badger locations within
Russian Ridge.
In response to PNR’s request, the following list includes potential options with preliminary
estimated cost and timelines for efforts aimed at increasing public awareness of badgers.
Selection of any of the following actions would create a new, separate project that would be
programmed into a future fiscal year workplan.
Table 2 – Options for Highlighting Badgers
Action Estimated Cost Estimated
Timeline Considerations
1. Renaming 1 a section
of the Bay Area
Ridge Trail (currently
called “Ridge Trail”)
within Russian Ridge
or a future new trail
in La Honda,
Hawthorns, or
Cloverdale Ranch to
“Badger’s Byway”
$800 - $1,200 to
replace/install
trail directional
signs plus
moderate staff
time
9-12 months
for existing
trail, ~5
years for new
trail
The Ridge Trail corridor in Russian
Ridge is a significant path of travel
for badgers. Signs affecting Ridge
Trail would need coordination with
the Bay Area Ridge Trail
organization. Other areas listed
(for new trails) contain known
badger habitat.
2. Interpretive panel at a
key location
$5,000 - $8,000
for interpretive
panel plus
significant staff
time
12+ months Public education and awareness of
badgers within their habitats is
important for species protection.
Limited staff capacity within the
Interpretation and Education
Program.
3. ESRI Story Map on
webpage with info
about badgers plus
social media push and
flier with QR
component in
preserve signboards
where badgers are
present
Moderate staff
time
6-8 months Additional online information
could increase interest in badgers.
A story map could be updated
periodically. A virtual platform
enables the sharing of photo and
video content, especially important
for a cryptic species that is rare to
see.
4. Public-focused Lunch
and Learn
Presentation by
Natural Resources
plus excerpts of
recording in social
media and webpage
Minimal staff
time
3-6 months Staff gave a presentation about the
badger and burrowing owl study in
2022 and could do so again.
Presentation could be recorded and
posted on the webpage for public
viewing with excerpts posted
throughout the year in social media
1 The Bay Area Ridge Trail designation and medallions would remain on trail signs.
R-24-14 Page 4
Actions related to this trail previously came before the full Board of Directors at the following
public meetings:
• February 23, 2022: Board approved the disposition of the Smith House. (R-22-23, meeting
minutes).
• August 24, 2022: Board approved the award of contract to KM 106 Construction to
complete the demolition of the Smith house (R-22-100, meeting minutes).
• December 12, 2023: Planning and Natural Resources Committee forwarded a
recommendation to the Board to name the legacy road “Fog Drift Vista” Trail, incorporate it
into the formal trail network of Russian Ridge, and designate it as multi-use (R-23-141).
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The selection of a trail name is not a Project as defined by the California Environmental Quality
Act (CEQA). The designation and use of the existing driveway as a publicly accessible trail is
categorically exempt in accordance with CEQA Guidelines Section 15301, Existing Facilities.
The former driveway is an existing facility and the proposed use as a multi-use trail would result
in a less intensive use than that of a vehicle driveway. Installation of trail signs is exempt from
CEQA in accordance with CEQA Guidelines Section 15304, Minor Alterations to Land.
NEXT STEPS
If Recommendation #1 is approved by the Board, the new trail will be added to the official trail
network within Russian Ridge with updated online mapping and trail signs. Based on Board
direction for Recommendation #2, the General Manager will determine the appropriate timing
and programming of subsequent work to highlight badgers in the Skyline area.
Attachments
1. Planning and Natural Resources Staff Report
Responsible Department Head:
Jane Mark, AICP, Planning Department
Prepared by / Contact person / Graphics prepared by:
Mattea Ottoboni, Planner II, Planning Department
Rev. 3/15/21
PLANNING AND NATURAL RESOURCES COMMITTEE
R-23-141
December 12, 2023
AGENDA ITEM 2
AGENDA ITEM
Addition of a Legacy Road as a new Trail Segment at Russian Ridge Open Space Preserve,
including Use Designation and Proposed Trail Name
GENERAL MANAGER’S RECOMMENDATIONS
Forward a recommendation to the full Board of Directors for their review and consideration to
add a 0.5-mile legacy road to a vista point as part of the trail network at Russian Ridge Open
Space Preserve, and designate the trail as multi-use, with the proposed trail name of “Fog Drift
Vista” Trail.
SUMMARY
The General Manager recommends the Planning and Natural Resources Committee (PNR))
forward a recommendation to the full Board of Directors (Board) to incorporate a legacy road
into the formal trail network at Russian Ridge Open Space Preserve, designate the trail as multi-
use, consistent with the connecting trails, and name the trail segment the “Fog Drift Vista” Trail.
This legacy road is known as the former Smith Driveway that was formally used to access a
private inholding with a residence and barn (which are no longer present). The proposed trail use
designation is consistent with Board Policy 4.07, Trail Use Policies. The proposed trail name is
consistent with the naming criteria specified in Board Policy 5.01, Site Naming, Gift, and Special
Recognition. Pending Board approval, the trail addition, designation, and name would be
implemented through new trail signs and maps and the mileage added to the trail data counts.
DISCUSSION
In November 1989, the Midpeninsula Regional Open Space District (District) purchased the
former Smith Property as a ridge-top addition to Russian Ridge Open Space Preserve, which
included the Smith House. In February 2022, the Board approved the removal of the Smith
House due to the dilapidated condition of the structure (R-22-23). The Smith House was
subsequently demolished in November 2022. The former house site is accessed by a road
(former driveway), which connects with the Bay Area Ridge Trail (Ridge Trail) approximately
0.25 mile south of Rapley Ranch Road.
The former driveway has a gravel surface and is approximately 12 feet wide, 0.5 mile long, and
leads to a relatively flat clearing on the hilltop where the Smith House was formerly located,
shown in Attachment 1. The driveway provides a readymade out-and-back trail with a vista
located at the hilltop. The hilltop offers 360-degree views of Russian Ridge and other skyline
ATTACHMENT 1
R-23-141 Page 2
open space areas to the south and west, Mt. Melville to the north, and the Peninsula and San
Francisco Bay to the east. Photos of the views from the hilltop are included in Attachment 2.
The former Smith Driveway has been shown as “Private – No Access” on maps and signs given
its prior use as a residential driveway. Since demolition of the Smith House, the public has been
informally using the driveway, as reported by staff from the Skyline Field Office (SFO). The
signage and online mapping showing the driveway as “Private” have been removed by staff since
the hilltop site is no longer occupied and there are no structures that could pose a safety risk or
attract vandalism. Due to the connection with the Ridge Trail and appeal of a short route to a
scenic vista, staff finds that restricting public use and enforcing the restriction would be difficult.
As discussed in the February 2022 Board Report for the disposition of the Smith House (R-22-
23), incorporating the driveway into the trail system will open and formalize access to a scenic
hilltop from the Ridge Trail as a destination for hikers, bikers, and equestrians. The
recommended trail name and two alternative trail names are presented for PNR’s review and
consideration. Section 1.1 of the District’s Trail Use Policies states that the District will endeavor
to, “Provide multiple use on individual trails where such use is consistent with the balance of
these policies.” In accordance with the Trail Use Policies, staff recommends a multiuse trail
designation consistent with the multiuse allowed on the connecting Ridge Trail alignment.
Per Board Policy 5.01 for Site Naming, Gift, and Special Recognition (Attachment 3), Preserve
trails shall ordinarily be named after: a) geographical, botanical, or zoological identification, or
b)historical persons, uses, or events associated with the site. “Fog Drift Vista” is proposed due
to its two-fold alignment with Board Policy 5.01. The name describes the unique phenomenon of
coastal fog drifting over the hills from the ocean to the skyline area, visible from high points in
topography. The “Vista” component of the name describes the destination of the hilltop that is
accessible via the trail. Because of the short length of the trail and general public appreciation for
scenic viewpoints, it is expected that trail users of the Ridge Trail would use the new trail to
reach the hilltop and enjoy the view or stop for lunch or a rest. No new trail connections from the
hilltop are proposed at this time. However, a connection to Mt. Melville or a mid-trail connection
to the Ridge Trail could be considered in the future through a subsequent planning effort.
In alignment with the District’s trail naming process, two alternative names are presented for the
Committee consideration. The first alternative “Badger’s Byway” is inspired by the presence of
badgers (Taxidea taxus), which are a California Species of Special Concern, in Russian Ridge
Open Space Preserve. The second alternative “Mt. Melville Vista” describes a predominant
landmark of the preserve (Mt. Melville) that is visible from the hilltop.
FISCAL IMPACT
The recommended action has no immediate fiscal impact.
PRIOR BOARD AND COMMITTEE REVIEW
Actions related to this trail previously came before the full Board of Directors at the following
public meetings:
February 23, 2022: Board approved the disposition of the Smith House. (R-22-23,
meeting minutes).
ATTACHMENT 1
R-23-141 Page 3
August 24, 2022: Board approved the award of contract to KM 106 Construction to
complete the demolition of the Smith house (R-22-100, meeting minutes).
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The designation of the existing driveway as a publicly accessible trail is Categorically Exempt in
accordance with CEQA Guidelines Section 15301, Existing Facilities. The former driveway is an
existing facility and the proposed use as a multi-use trail would result in a less intensive use than
that of a vehicle driveway. The selection of a trail name is not a Project as defined by the
California Environmental Quality Act (CEQA).
NEXT STEPS
Following Committee consideration, the General Manager will forward the recommended trail
name to the full Board of Directors for consideration and approval.
Attachments
1.Trail Map
2.Views from Hilltop
3.Policy 5.01 Site Naming, Gift, and Special Recognition Policy
Responsible Department Head:
Jane Mark, AICP, Planning Department
Prepared by:
Mattea Curtis, Planner II, Planning Department
Contact person:
Mattea Curtis, Planner II, Planning Department
Graphics prepared by:
Mattea Curtis, Planner II, Planning Department
ATTACHMENT 1
Midpeninsula Regional
Open Space District
(MROSD)
9/27/2023
0 0.10.05
miI
While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
Smith Driveway Renaming
Landmark
Peak
Building
Demolished
Trail (classes)
Proposed Trail
Trail
Abandoned / Unmaintained Road
Bay Area Ridge
Preserve Boundary (fill)
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ATTACHMENT 1
ATTACHMENT 1
Attachment 2 – Views from Hilltop
1
North View
ATTACHMENT 1
Attachment 2 – Views from Hilltop
2
East View
ATTACHMENT 1
Attachment 2 – Views from Hilltop
3
South View
ATTACHMENT 1
Attachment 2 – Views from Hilltop
4
West View
ATTACHMENT 1
Board Policy 5.01 Page 1 of 5
Midpeninsula Regional Open Space District
Board Policy Manual
Site Naming, Gift, and Special
Recognition Policy 5.01
Chapter 5 – Historical/Cultural
Effective Date: 8/25/93 Revised Date: 5 /24/23
Prior Versions: 8/25/93, 9/14/94, 6/24/98, 9/12/01, 10/8/08, 1/13/10, 10/27/10, 11/13/13,
12/12/18
I. SITE NAMING
All District site names and signs should be kept as simple and functional as possible. When a
property is acquired, either as an addition to an existing preserve or for the establishment of
a new preserve, a name will be recommended in the Preliminary Use and Management Plan.
In most cases, "open space preserve" is appropriate as part of the name; however, there
may be circumstances when another designation may be used. In some cases, a temporary
name may be retained until the next Comprehensive Use and Management Plan review.
A.Open Space Preserves
The name given to each open space preserve should be general enough to remain suitable if
the site is enlarged, but specific enough to give its location some significance. Properties
added to an open space preserve may not always be contiguous with that preserve.
1.Preserves shall be named after:
preserve;
a) Geographical features of broad, general significance to the
b)Historical persons, cultural names, uses, or events broadly
associated with the locale.
2.Preserves shall not be named after any individuals other than
historical persons as noted above.
B. Preserve Areas, Trails, Site Improvements, Historic Sites and Unnamed Natural
Features
This designation refers to specific locations, land formations, trails, natural and physical
features, staging areas and other site improvements, and areas of significance within
open space preserves. Recognition of significant land gifts, including "bargain" purchases,
will be negotiated at the time of the gift or bargain purchase.
1.Preserve areas, trails, site improvements including benches and
bridges, historic sites and previously unnamed natural features shall ordinarily be named
ATTACHMENT 3
ATTACHMENT 1
Board Policy 5.01 Page 2 of 5
after:
a) Geographical, botanical or zoological identification;
b) Historical persons, uses, or events associated with the site, or
persons and organizations listed in Section III: “Special Recognition”.
2. Preserve areas, trails, site improvements, historic sites and unnamed natural
features may in rare instances be named after a living individual who has made an
outstanding contribution to the District, subject to approval by the Board of Directors.
II. GIFT RECOGNITION
The purpose of the gift recognition policy is to provide an opportunity for the District to
recognize and commend individuals or groups that have made significant contributions of
cash, equipment, materials, goods or professional services toward the enhancement of the
District, its programs, and its facilities.
A. Unsolicited Cash Gifts:
Up to $1,999.99 Thank you by email or letter
$2,000 to $4,999.99 *Thank you by email or letter with offer of District gift item
(note cards, etc.)
$5,000 to $9,999.99 *Thank you by email or letter with offer of framed
photograph of favorite District preserve
$10,000 or more* Thank you by email or letter with offer of Resolution and
framed photograph of District preserve and mention in a
District publication
*These items will be provided only if desired by the donor
All gifts will be recognized annually on the District website.
III. SPECIAL RECOGNITION
The Legislative, Funding and Public Affairs Committee (LFPAC) shall be the committee
designated to discuss all requests that meet the criteria of the policy for special recognition
made by members of the Board of Directors, and after deliberation shall forward a
recommendation to the full Board for a vote.
The General Manager or his/her designee will review constituent bench dedication requests to
determine eligibility based on the policy guidelines outlined below in Section III D.
ATTACHMENT 3
ATTACHMENT 1
Board Policy 5.01 Page 3 of 5
Constituent bench requests may be brought to LFPAC if there exists ambiguity regarding
whether the request meets the requirements below.
The District places benches in its preserves for three distinct purposes:
A. District Rest Benches
These benches provide constituents with a place to rest. District staff places these
benches without involving a District committee or the full Board. Regular benches must be
either a backed or a backless standard bench as described in Section V below.
B.Constituent Bench Dedications
These are benches which have been requested by constituents in order to honor or memorialize
a member of the public and are funded by the requestors who must pay $5,000 for a 10-year
term. Requests must be in reference to a significant supporter or a volunteer, as defined in
Section III D below. The General Manager or his/her designee reviews requests to determine if
they meet the eligibility definitions. Requests that are administratively declined because they
do not meet the eligibility definitions may be appealed to the General Manager for a second
review. Eligible requests will be administratively implemented.
a)Constituent bench dedications shall only be selected from and placed in
locations that have been pre-determined by the District and/or approved by the Planning and
Natural Resources Committee and/or by the full Board of Directors.
b)If a request for a constituent bench meets the eligibility requirements,
the requestor(s) shall pay for the cost of constructing, installing and maintaining a bench and
plaque by contributing $5,000 to cover the 10-year dedication term of the bench.
c)Bench plaques will be 2 x 6 inches in size.
d)Benches must be one of the two District standard bench designs.
e)Constituent bench dedications will have a term limit of 10 years. After
10 years, the original donor will have the option to contribute an additional $5,000 donation for
each additional 10-year term. Should the original donor decline to renew an existing bench, the
bench will be offered to the public for re-dedication.
C.District Bench Dedications
These are benches which are installed by the District in response to requests by members
of the Board of Directors to honor "Founders," "Significant Supporters", and “Volunteers”.
a)LFPAC can initiate a bench request and refer a decision to the full
Board or individual Board members can initiate a bench request which will be referred to
LFPAC for discussion before it is referred to the full Board for a final decision. Honorees must
be "Founders", "Significant Supporters", and “Volunteers” (per policy Section III D below).
b)For these benches there are no design specification limits or limits
on their location. The District will pay for the lifetime cost of the bench.
D.Founders, Significant Supporters, and Volunteers
"Founders", "Significant Supporters", and “Volunteers” are eligible for special
ATTACHMENT 3
ATTACHMENT 1
Board Policy 5.01 Page 4 of 5
recognition, including memorials.
"Founders" shall be defined as an individual or group of individuals who participated in
the formation of the District, or were significant supporters of the formation of the
District.
"Significant Supporters" shall be defined as individuals or group of individuals who have shown
conspicuous or noteworthy support for the District through extraordinary contributions of time
and effort to the advancement of the goals, philosophy and mission of the District.
“Volunteers” shall be defined as individuals or groups of individuals who donated a minimum
of 250 volunteer hours and 5 years of service to the District by working for the District’s docent
or volunteer program.
IV. RECOGNITION OF HISTORIC SITES
A.A recognition monument, normally in plaque form, may be considered by the
Board if it is in relation to a specific existing building or other remaining structure of
significant historic value. In such cases, the plaque will be affixed or in close proximity to the
structure itself. If there is no structure, then recognition may he considered for inclusion on
District informational materials or trail signage. Such a site, in the absence of a building or
structure, will ordinarily not be physically marked except as determined by the Board on a
case-by-case basis as part of the Use and Management planning process for the
corresponding open space preserve.
Any Board-approved memorial names shall be included in site brochures, maps, or
other informational materials.
V.STANDARD BENCH DESIGN SPECIFICATION
A. District Rest Benches and Constituent Bench Dedications, described in III (A) and
(B)above, are limited to either of the two following standard bench designs:
Backed bench:
Dumor - Bench 88, recycled plastic slates (color: CEDAR), steel leg supports
(color: BLACK, IMBEDDED)
6’ or 8’ lengths
Backless bench:
Dumor - Bench 103, recycled plastic slates (color: CEDAR), steel leg supports
(color: BLACK, IMBEDDED)
103-60PL 6' long, 3 supports
103-80PL 8' long, 3 supports
B.The General Manager or LFPAC can at any point bring designs to the Board
that differ from the District’s standard bench designs.
ATTACHMENT 3
ATTACHMENT 1
Board Policy 5.01 Page 5 of 5
VI.PARTNER RECOGNITION SIGNBOARD
Partner recognition signboards provide an opportunity for the District to recognize and
acknowledge significant partners who have made conspicuous or noteworthy contributions of
cash, land, and/or time that were instrumental to the conservation, restoration, management,
and/or public opening of a preserve. Partners may include agencies, organizations, or
individuals. Partner Recognition Signboards may also be used to satisfy recognition
requirements specified in grant, purchase, or other funding agreements.
Excluding recognitions previously approved by the Board (e.g. recognitions required in Board-
approved agreements and resolutions), LFPAC shall review and forward for Board approval the
list of partner(s) to recognize on the Partner Recognition Signboard. Following Board approval,
the General Manager or his/her designee will follow the guidelines and specifications listed
below.
a.Guidelines and Specifications:
a) Partner Recognition Signboards shall be standalone signboards that
follow the same design specifications as the District’s standard
trailhead signboards to maintain District branding and visual
cohesiveness.
b)Partner Recognition Signboards shall normally be placed directly
adjacent to existing preserve signboards to consolidate trailhead
information and signboard placement.
c) Recognition content shall include logos and/or names.
d)The District will review recognition content with each partner for
accuracy and completeness.
e)The General Manager or his/her designee will approve the final
recognition content.
f) Exceptions to these guidelines and specifications will be forwarded
to LFPAC for review and to the full Board for consideration of
approval.
ATTACHMENT 3
ATTACHMENT 1
Rev. 3/15/21
R-24-15
Meeting 24-03
January 24, 2024
AGENDA ITEM 9
AGENDA ITEM
Bear Creek Redwoods North Parking Area Existing Conditions, Site Opportunity and
Constraints Analysis, and Conceptual Design Alternatives
GENERAL MANAGER’S RECOMMENDATION
Accept conceptual design alternative No. 2 for a new vehicle and horse trailer parking area at
Bear Creek Redwoods Open Space Preserve, which is the Planning and Natural Resources
Committee’s preferred option, to proceed into environmental review and design development.
SUMMARY
Midpeninsula Regional Open Space District (District) staff have conducted technical studies and
developed preliminary design alternatives for the Bear Creek Redwoods North Parking Area
project (project), consistent with the Bear Creek Redwoods Preserve Plan (Preserve Plan). The
planned new parking area will be located on an approximately 2.5-acre site on the south side of
Bear Creek Road, northeast of the Bear Creek Stables driveway and approximately 0.5 miles
from Highway 17 (see Attachment 1 for a map of the project area). The North Parking Area is
envisioned to provide approximately 50 vehicle parking spaces, eight (8) horse trailer parking
spaces, a restroom, and signage. On September 19, 2023, the Planning and Natural Resources
Committee (PNR) received a presentation on the Existing Conditions, Site Opportunity and
Constraints Analysis, and Conceptual Design Alternatives for the proposed Bear Creek
Redwoods North Parking Area. The PNR recommended presenting both options along with a
comprehensive comparison to the full Board, with an emphasis on the reasons the Committee
preferred Alternative No. 2. If approved by the Board of Directors (Board), construction of the
project can commence as early as Fiscal Year 2025-26 (FY26).
BACKGROUND
In January 2017, the Board approved the Bear Creek Redwoods Preserve Plan and certified the
associated Environmental Impact Report (EIR). The Preserve Plan provides a long-term use and
management plan for Bear Creek Redwoods Open Space Preserve (BCR, Preserve), including
new improved visitor access facilities to be implemented in three phases over 20 years. As part
of the planned improvements, the Preserve Plan identifies multiple parking areas, including the
subject project site (North Parking Area1). The other parking areas are the Alma Parking Area,
which opened to the public in 2019, and expansion of the existing Bear Creek Stables Parking
1 The North Parking Area is a temporary name for reference in the Preserve Plan. Future naming of the parking area
will undergo review by Board Committee for approval.
R-24-15 Page 2
Area. While the Preserve Plan recommends parking for expanded public programming at the
Bear Creek Stables, the Board decided in 2019 to maintain as status quo the level of public
programming at the stables. As a result, the Bear Creek Stables repair plans, which are
undergoing permitting, do include minor improvements to the stables parking area but with no
substantial increase in vehicle spaces.
The North Parking Area project aims to achieve multiple Public Use and Facilities goals and
objectives of the Preserve Plan, including the following:
1. Public Use and Facilities Goal PU1: Allow general public access and enhance low-
intensity recreational opportunities in the Preserve.
Public Use and Facilities Objective PU-1.5: Expand and improve Preserve parking
capacity.
Action Description 1.5c: North Parking Area - Construct new paved parking lot and
visitor entrance driveway between BC01 and BC02, with a capacity for 40 to 50 vehicles
and approximately 8 horse trailers. Install vault toilet, equestrian staging area, and bicycle
rack(s).
Public Use and Facilities Objective PU-1.6: Provide trail-related amenities.
2. Public Use and Facilities Goal PU2: Provide low-impact, high-value, site-sensitive
interpretation and environmental education activities.
Public Use and Facilities Objective PU-2.1: Ensure any new visitor access features are
sited and designed to protect landscape visual character.
3. Public Use and Facilities Goal PU5: Actively involve the public in the use and
management of the Preserve.
Public Use and Facilities Objective PU-5.2: Encourage and engage the public and
neighbors in future Plan amendments that affect the use and management of the Preserve.
As part of the EIR, cultural assessments, noise studies, construction analysis (cut/fill
calculations), air quality calculations for construction equipment, and rare plant studies were
completed early on for the North Parking Area. These studies have informed the development of
conceptual design alternatives presented in detail below and in the attachments.
DISCUSSION
Project Prioritization
The intent of the project is to support public access to the Preserve and accommodate an increase
in visitation with the upcoming opening of the BCR Phase II Trails, which are slated to open to
public use in summer/fall 2024. As stated in the Preserve Plan, the project was intended to be
constructed during Phase III of implementation. However, due to several factors (including
heavy use of the Alma Parking Area and upcoming public opening of the Phase II Trails), the
R-24-15 Page 3
Board determined as part of approval of the FY23 Budget and Action Plan that the North Parking
Area should be expedited and completed as part of Phase II public improvements.
Existing Conditions
The 2.5-acre project site is located on the south side of Bear Creek Road, approximately 600 feet
northeast of the Bear Creek Stables gate. The area was likely logged during the mid-1800s and is
now an open meadow consisting largely of non-native grasses. The project site is currently open
to equestrians by permit access only. There are no formal trails within the proposed parking area
footprint, but trails and patrol roads are immediately adjacent. The location of the parking area
was identified during preparation of the Preserve Plan because it is a relatively flat area
accessible from Bear Creek Road, adjacent to the planned trail network, avoids impacts to
sensitive plant communities, and requires minimal removal of trees. Existing conditions for
resource areas are described further in Attachment 2 – Existing Conditions and Opportunities
and Constraints Report.
Technical Studies
Traffic Study
Hexagon Traffic Consultants (Hexagon) completed a traffic study in 2016 during preparation of
the Preserve Plan, which analyzed sight distances, design speeds, and potential traffic operation
impacts related to the proposed North Parking Area. Because Bear Creek Road has varied grades
and many curves, sight distance is limited along the stretch of road that runs adjacent to the
North Parking Area site. A suitable driveway location was identified west of Camel Hill
Vineyard, a private property located across from the project site. Proposed right-of-way
improvements include the removal of one to two trees, preserve and traffic signage, and tree-
trimming to maintain sight lines. The 2016 traffic study is included as part of Attachment 2 –
Existing Conditions and Opportunities and Constraints Report.
Hexagon was retained in March 2023 to perform a supplemental traffic study to confirm the
Preserve Plan 2016 sight distances, design speeds, and level of service, and resulting traffic study
recommendations and provide any updates due to changes in conditions over the seven years
since the initial study. The COVID-19 pandemic resulted in higher than predicted levels of
preserve visitation that may have changed baseline traffic patterns. However, the 2016 study
included conservative estimates of roadway levels of service, and the ultimate result of the 2016
traffic study is not expected to change. Unfortunately, the severe winter storms of 2023 led to
major culvert failures along Bear Creek Road, causing the closure of both the road and the
Preserve throughout the late winter, spring, and summer of 2023. As a result, Hexagon had to
delay their collection of traffic data until Summer 2024, when peak road and Preserve use levels
return to normal operational levels. When the traffic report is complete, the findings will further
inform the design process.
Topographic Study
McKay & Somps (MSCE) was retained in February 2023 to prepare a topographic survey for the
project site. The survey documented all pertinent existing information to support the design
process. MSCE performed a record search for the parcel, located existing underground utilities,
and collected site elevation data to accurately represent the topography in 1-foot contours. MSCE
produced a preliminary base map containing all pertinent survey data, existing conditions,
R-24-15 Page 4
property boundaries, and easements, included as part of Attachment 2 – Existing Conditions and
Opportunities and Constraints Report.
Geotechnical Investigation
A detailed geotechnical study was conducted in the Fall of 2023. The geotechnical engineer
completed site investigations and soil sampling analysis to provide precise site location
recommendations for a vault toilet, pavement sections, retaining walls, slope stability, and
stormwater treatment facilities. Future investigations are anticipated to include geologic trench
studies, given the site’s proximity to the San Andreas Fault and mapped landslides.
Recommendations from the study are included as part of Attachment 2 – Existing Conditions and
Opportunities and Constraints Report.
Botanical Resources Survey
Vollmar Natural Lands Consulting conducted a botanical resources survey in 2021, which
determined that no special-status plant species are located on the project site. A supplemental
botanical survey of the project area was completed in the Fall of 2023 by AECOM. Additional
surveys will not be required as botanical survey results are valid for a period of 5 years.
Biological Resources Survey
California Natural Diversity Database (CNDDB) maps, and Midpen special status species GIS
data show historical documentation of several special status species in the Bear Creek Redwoods
Area. These include San Francisco dusky-footed woodrat, Townsend’s big-eared bat, pallid bat,
mountain lion, western pond turtle, California red-legged frog, foothill yellow-legged frog
(presumed extirpated), California giant salamander, Santa Cruz black salamander and the
Zayante band-winged grasshopper (presumed extirpated). All needed biological surveys of the
project area will be undertaken in FY24 to determine if special status species, or potentially
suitable habitat, is present. Surveys will also be conducted as needed for other protected species
such as nesting birds and roosting bats. Survey methods and minimization of potential impacts
will adhere to the Plan EIR. There are no mapped aquatic resources on site.
Cultural Resource Analysis
Basin Research Associates completed a cultural resources analysis in 2021 to support future
development in the Phase II area of the Preserve, which includes the project site. No known
cultural resources have been recorded within the project area. A supplemental cultural resources
survey of the site will be conducted in FY24 or FY25 once the conceptual design is solidified.
Opportunities and Constraints
Opportunities and Constraints for the project have been developed by analyzing the results of the
technical studies and identifying site conditions considered for development of the North Parking
Area conceptual alternatives. Key opportunities and constraints are summarized below, and
additional information is discussed in Attachment 2.
Natural Resources
The location of the planned parking area consists primarily of valley and foothill non-native
grasslands and is mostly free of trees. However, there are oak trees present on the edges of the
project area, and a small area (fewer than five individuals) of redstem springbeauty (a
R-24-15 Page 5
representative locally rare plant) that should be avoided in final design. The parking area would
encompass approximately two-acres of the non-native grassland habitat, and two oak trees would
be removed to enhance line of sight for the proposed driveway location.
Cultural Resources
No known cultural resources have been recorded within the project area.
Public Access
The existing Alma College parking area currently provides the only public parking for the
Preserve, which often fills early in the day during peak visitation. Adding approximately 50
additional parking spaces would assist in addressing visitation demand. The North Parking Area
horse trailer parking spaces would also expand public equestrian access to the Preserve since
there is no equestrian trailer parking at the Alma parking area and only two equestrian trailer
parking spaces at the Stables are available by permit.
Local and Regional Connectivity
The North Parking Area would provide additional access to current and future regional trails,
including numerous District public projects that are planned or underway, such as the Phase II
Trails, Phase III Trails, the Northeast Trailhead, and the Highway 17 Crossings and Trail
Connections Project.
Aesthetics
The project site is located in an open meadow area, and all or a portion of the parking area would
be visible from Bear Creek Road. One or more of the conceptual design alternatives focus on
minimizing visibility from Bear Creek Road by using existing stands of trees to screen the
parking area.
Operations and Maintenance
The North Parking Area would provide additional visitor parking and site amenities that would
need to be patrolled and maintained by District staff.
Public Engagement
District staff held virtual stakeholder group meetings and an in-person public workshop in Spring
2023 for the Multi-Use Trail and North Parking Area projects. The public engagement process is
further detailed in Attachment 2.
General public feedback received on the North Parking Area Project during public engagement
efforts and the September 19, 2023 PNR meeting includes the following:
Theme/Topic General Feedback/Comments
Traffic • Traffic impacts concerns to Highway 17 due to the proposed
access improvements.
• Concerns about higher speeds and more cars on Bear Creek
Road.
R-24-15 Page 6
Location • Concerns about visual impacts to the meadow.
• Some members of the public asked if the parking area could be
located off Bear Creek Road in a flat clearing adjacent to Gate
BC01 (see Figure 1), with access from the existing gate or
from the proposed new driveway location.
• A member of the public asked if the parking area could be
located immediately east of the Alma Cultural Landscape in an
open area known as the “ball field” (currently used by the
District for equipment storage), with access from Highway 17
(through Gate BC12) via Alma College Road (see Figure 1).
Parking and Visitor
Capacity
• Concerns that increasing parking capacity will lead to
increased crowding at the preserve.
Amenities • Equestrian users prefer pull-through trailer parking as opposed
to reverse parking.
• Tandem parking spaces for horse trailers can be more useful
than side-by-side as horses are often tied to the sides of trailers.
• Support for interpretive elements that highlight the estate
period and cultural significance of the area.
• Desire for signage denoting the parking area for equestrians as
restricted to equestrian trailer parking.
General • Concerns about the potential loss of natural habitat.
Fire Risk • Concern that additional people and vehicles in the preserve
could mean greater fire risk.
Security and Safety • Concerns about privacy and safety for neighbors living close to
the preserve because of increased public access.
While the flat area adjacent to Gate BC01 serves as intermittent parking for District use, it is not
large enough to accommodate the North Parking Area, which is specified in the Preserve Plan to
include 50 vehicle parking spaces and 8 trailer parking spaces. Additionally, engineering staff
have determined that the line of sight on Bear Creek Road from BC01 does not meet safety
criteria necessary for public access. Furthermore, accessing the area adjacent to Gate BC01 from
Bear Creek Road at the proposed new driveway location would require paving and widening (to
a width of 22 feet) approximately 0.25 miles of an existing service road through steep wooded
terrain. This would require extensive grading, potentially retaining walls, the removal of many
trees, and increased cost. An exhibit showing these constraints is included in Attachment 3 –
BC01 Constraints.
Locating the planned parking area at the “ball field” east of Alma Cultural Landscape was
deemed infeasible due to limited and unsafe access for vehicles from Alma College Road onto
Highway 17.
Conceptual Design Alternatives
The conceptual design alternatives were informed by the Preserve Plan, existing conditions,
technical studies, opportunities and constraints, and public input. The design alternatives strive to
accommodate future visitation levels from hikers, equestrians, and bicyclists while minimizing
neighbor and environmental resource impacts. Each option will meet requirements under the
Americans with Disabilities Act (ADA). In this phase of the conceptual design process, details
R-24-15 Page 7
such as the parking surface material and striping are not yet discussed until the District prepares
detailed plans during the design development phase. The detailed design will be informed by the
District’s parking area design guidelines currently under development, which will guide the
aesthetic character, use of materials, and overall look and feel of the parking area to promote a
“sense of place” that is consistent with the natural open space setting and the special qualities of
the Preserve. The parking area, in all configurations shown, is expected to have over 5,000
square feet of impervious area and thus be required to implement Low Impact Development
(LID) measures in compliance with the Municipal Regional Stormwater Permit. Therefore,
although not shown, each design has considered and will need to include on-site LID measures
such as bio-swales, detention basins, or pervious pavements.
Furthermore, each design option uses the same driveway location on Bear Creek Road, as
determined by the Traffic Engineer. The final driveway location may be refined during the
encroachment permit process with Santa Clara County Department of Roads and Airports.
Roadway signage may be required as part of the encroachment permit review process to alert
drivers of the new preserve entrance. The conceptual design alternatives are included in
Attachment 2 - Existing Conditions and Opportunities and Constraints Report and shown in
Attachment 4 – Conceptual Design. The two alternatives are compared in Attachment 5 –
Alternatives Comparison.
Alternative No. 1
This design alternative most closely resembles the Preserve Plan concept by accommodating all
parking in one area. Alternative No. 1 provides approximately 50 passenger vehicle spaces and 8
equestrian spaces. This alternative is located on an existing sloping hill, with terraced parking
aisles. The passenger vehicle spaces are in the upper aisle of parking, and the equestrian spaces
are in a separate lower aisle of parking. To accommodate the topography, staff anticipate up to
1,000-linear feet of retaining walls, approximately 6-feet tall. The specifications for Alternative 1
are summarized in Table 1. The location of ADA facilities and the final alignment of an ADA
path of travel will be developed in conjunction with the Bear Creek Multi-Use Trail design
development. In the meantime, staff propose that ADA facilities, the trailhead, and connection to
the trail network occur to the east of the parking area.
This alternative is visible from Bear Creek Road with little existing vegetative screening.
This design alternative can accommodate Transportation Demand Management (TDM) strategies
such as flexible parking, priority parking, and shuttle space either the upper or lower parking
aisles, if pursued as a future TDM strategy for the Preserve.
Table 1 – Alternative 1 Summary
Parking Spaces 50 Cars / 8 Horse Trailers
Trees Removed 8
Grading 950 cubic yards (cy)
Retaining Walls 1,000 linear feet (lf)
Impervious Area 46,000 square feet (sf)
Estimated Cost $3.56 million
R-24-15 Page 8
Alternative No. 2 – PNR and General Manager Preferred Option
This design alternative proposes to move the parking area to a flatter area, closer to the tree line,
with more visual barriers and greater separation from Bear Creek Road. The design provides
approximately 49 passenger vehicle spaces and 6 equestrian trailer spaces. This alternative
creates 2 smaller passenger vehicle parking areas, connected by a looped, one-way road. The
equestrian areas are along the main looped road, separated from passenger vehicles. A main
benefit of this design is that the need for retaining walls is significantly reduced to 55-linear feet
due to siting the parking area on flatter topography. The specifications for Alternative 2 are
summarized in Table 2. This design also places the parking area in closer proximity to the
existing trail network. The location of ADA facilities and the final alignment of an ADA path of
travel will be developed in conjunction with the Bear Creek Multi-Use Trail design development.
In the meantime, staff propose that ADA facilities, the trailhead, and connection to the trail
network occur in a central location to the parking facilities.
This alternative minimizes views of the parking area from Bear Creek Road. It is sited behind
existing tree screening adjacent to the paved public road, minimizing the visibility to drivers and
leaving the meadow between the paved road and the parking area mostly intact.
This design alternative can accommodate TDM strategies such as flexible and priority spaces in
either parking areas. If a future shuttle service is contemplated for the preserve, a potential
shuttle stop could be added at a later date.
Table 2 – Alternative 2 Summary
Parking Spaces 49 Cars / 6 Horse Trailers
Trees Removed 14
Grading 600 cy
Retaining Walls 55 lf
Impervious Area 41,000 sf
Estimated Cost $1.85 million
FISCAL IMPACT
The recommended action has no immediate fiscal impact. The FY24 adopted budget includes
$105,000 for the Bear Creek Redwoods North Parking Area project VP21-005 to complete
technical studies through the end of June 2024. If approved by the Board, construction of the
project can commence as early as Fiscal Year 2025-26 (FY26). Funding for construction will be
recommended in future fiscal year budgets during the annual Budget and Action Plan process.
This project is not eligible for Measure AA funding given that the allocation for the preserve
portfolio is fully spent or encumbered.
PRIOR BOARD AND COMMITTEE REVIEW
The Planning and Natural Resources Committee received a presentation on the Existing
Conditions, Site Opportunity and Constraints Analysis and Conceptual Design Alternatives for
the North Parking Area project on September 19, 2023. PNR recommended presenting both
R-24-15 Page 9
options along with a comprehensive comparison to the full Board, with an emphasis on the
reasons the Committee preferred Alternative No. 2.
TABLE 3 – Summary of PNR Committee Feedback (September 19, 2023)
THEME/TOPIC PNR FEEDBACK/COMMENTS
Incorporation of public
feedback
• Conceptual design Alternative No. 2 incorporates
public comments requesting visual shielding and
leaving the meadow intact.
Proposed Alternatives • Support for conceptual design Alternative No. 2
because of its efficient use of space and the natural
conditions, also best addresses public comments.
Visual Impacts • Conceptual design Alternative No. 2 has fewer visual
impacts.
Alternative Sites • BC01 would not be an appropriate place for a parking
area.
Equestrian Parking • Six equestrian parking spots instead of 8 (associated
with Alternative 2) would be adequate based on public
input.
Additional agenda items related to the Bear Creek Redwoods North Parking Area project
reviewed by the Board and Committees include:
• September 28, 2016: The Board held a Public Hearing to Receive Comments on the
Preserve Plan Draft EIR. (R-16-117, Meeting Minutes)
• January 25, 2017: The Board took the following actions regarding the Preserve Plan:
Adoption of a Resolution Certifying the Final EIR, Making Certain Findings of Fact,
Approving a Statement of Overriding Considerations and a Mitigation Monitoring and
Reporting Plan, and Approving the Bear Creek Redwoods Preserve Plan, including the
Bear Creek Stables Site Plan and the Alma College Cultural Landscape Rehabilitation
Plan. (R-17-15, Meeting Minutes)
• May 22, 2019: The Board approved an Award of Contract with Questa Engineering to
complete the first phase of technical work (Assessment, Schematic Design, Technical
Studies for Regulatory Permitting, and Biological/Cultural Services) for the Phase II
Trails at Bear Creek Redwoods Open Space Preserve. (R-19-14, Meeting Minutes)
• April 6, 2020: The Board approved a contract amendment with Questa Engineering to
complete the 2nd phase of technical work (Construction Documents, Permitting,
Construction Administration, and As-Builts) for the Phase II Trails. (R-20-19, Meeting
Minutes)
• March 22, 2023: The Board approved an award of contract for construction of the Bear
Creek Redwoods Phase II Trails to Gordon N. Ball Inc. (R-23-31, Meeting Minutes)
R-24-15 Page 10
• September 19, 2023: The Planning and Natural Resources Committee received a
presentation on the North Parking Area and recommended forwarding both options to the
full Board with preference for Alternative 2. (R-23-141, Meeting Minutes)
PUBLIC NOTICE
Public notice for the January 24, 2024 Board meeting was provided as required by the Brown
Act. A notice was distributed to owners and tenants of all properties located within 500 feet of
the project site and posted on the District’s website. In addition, electronic public notices were
sent to interested parties of the Preserve as well as general horseback access, bike access,
regional trails, and hiking interested parties.
CEQA COMPLIANCE
An EIR was prepared for the Bear Creek Redwoods Preserve Plan to evaluate the potential
environmental effects of implementing the Preserve Plan, including the proposed North Parking
Area. Since the project was previously analyzed in the EIR, it is anticipated that the project
would be covered and would follow applicable mitigation measures identified in the Mitigation
Monitoring and Reporting Plan (MMRP). If it is determined after the conceptual design phase
that specific project details were not previously analyzed that necessitate the need for minor
additions or changes to the EIR, any additional CEQA review would occur prior to project
implementation.
NEXT STEPS
Staff will begin detailed design of the Project following Board recommendation of the
conceptual design alternative. As a separate project, District staff are currently preparing parking
area design guidelines, anticipated for Board consideration in March/April 2024. The design of
the North Parking Area Project will adhere to applicable parking design guidelines, as approved
by the Board. The overall project schedule is summarized below:
Future Project Phases Tentative Schedule
Design Development and CEQA Confirmation FY2024
Plans Specifications & Estimates (PS&E), Secure Permits FY2025
Bidding and Construction FY2026
Parking Area opens to the public FY2027
Attachments
1. Location map
2. Existing Conditions / Opportunities and Constraints Analysis Report
3. BC01 Constraints
4. Conceptual Design Alternatives
5. Alternatives Comparison
Responsible Department Head:
Jason Lin, PE, Engineering and Construction Department Manager
Jane Mark, AICP, Planning Department Manager
R-24-15 Page 11
Prepared by:
Alex Harker, Capital Project Manager II, Engineering and Construction Department
Jared Hart, AICP, Senior Planner, Planning Department
Mattea Ottoboni, Planner II, Planning Department
Contact person:
Mattea Ottoboni, Planner II, Planning Department
Graphics prepared by:
Scott Reeves, Senior Capital Project Manager
Alex Harker, Capital Project Manager II
William Dornbach, Planning Intern
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Bear Creek Redwoods North Parking Area Project
1
EXISTING CONDITIONS & OPPORTUNITIES AND CONSTRAINTS
Table of Contents
1.0 Project Background and Goals .......................................................................................................... 3
1.1 Project Summary ........................................................................................................................... 3
1.2 Bear Creek Redwoods Preserve Plan ............................................................................................ 3
1.3 Project Goals ................................................................................................................................. 4
1.4 Program Elements ......................................................................................................................... 5
1.5 Other Projects in Bear Creek Redwoods ....................................................................................... 5
2.0 Existing Conditions ............................................................................................................................ 6
2.1 Natural Resources ......................................................................................................................... 7
2.2 Public Access ................................................................................................................................. 7
2.3 Local and Regional Connectivity ................................................................................................... 7
2.4 Cultural Resources ........................................................................................................................ 7
2.5 Aesthetics ...................................................................................................................................... 8
2.6 Operations and Maintenance ....................................................................................................... 8
2.7 Geologic Setting ............................................................................................................................ 8
3.0 Technical Studies ............................................................................................................................... 8
3.1 Traffic Study .................................................................................................................................. 8
3.2 Topographic Survey ...................................................................................................................... 9
3.3 Geotechnical Investigation ........................................................................................................... 9
4.0 Opportunities and Constraints ........................................................................................................ 10
4.1 District Mission ........................................................................................................................... 10
4.2 Natural Resources ...................................................................................................................... 10
4.3 Public Access ............................................................................................................................... 11
4.4 Local and Regional Connectivity ................................................................................................. 11
4.5 Aesthetics .................................................................................................................................... 11
4.6 Operations and Maintenance ..................................................................................................... 12
5.0 Public and Stakeholder Engagement .............................................................................................. 12
5.1 Stakeholder Group Meetings ...................................................................................................... 12
5.2 Public Workshop ......................................................................................................................... 12
5.3 Public Comments ........................................................................................................................ 12
5.4 Prior Board and Committee Meetings ........................................................................................ 13
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
2
6.0 Figures ............................................................................................................................................. 13
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
3
1.0 Project Background and Goals
1.1 Project Summary
The Midpeninsula Regional Open Space District (District) has conducted technical studies and developed
conceptual design alternatives for the Bear Creek Redwoods North Parking Area (project), consistent
with the Bear Creek Redwoods Preserve Plan (Preserve Plan). The North Parking Area is expected to
provide approximately 50 vehicle parking spaces, eight horse trailer parking spaces, a restroom, and
interpretive signage. Construction of the project, pending approval from the Board of Directors (Board),
may potentially begin as early as fiscal year (FY) 2026. The new parking area is planned to be located on
an approximately 2.5‐acre site within Bear Creek Redwoods Open Space Preserve (Preserve) on the
south side of Bear Creek Road, northeast of the Bear Creek Stables driveway and approximately 0.5
miles from Highway 17.
1.2 Bear Creek Redwoods Preserve Plan
In January 2017, the Board approved the Preserve Plan and certified the associated Environmental
Impact Report (EIR). The Preserve Plan provides a long‐term use and management plan for the Preserve,
including new improved visitor access facilities to be implemented in three phases over 20‐years. As part
of the planned improvements, the Preserve Plan identified three parking areas, including the subject
project site (North Parking Area). The other two parking areas were the Alma Parking Area, which
opened to the public in 2019, and expansion of the existing Bear Creek Stables Parking Area. While the
Preserve Plan recommends additional parking for expanded public programming at the Bear Creek
Stables as part of Phase II implementation, the Board decided in 2019 to maintain the current level of
public programs at the stables, therefore no longer necessitating an expansion of parking for the stables
site.
As part of the EIR, cultural assessments, noise studies, construction analysis (cut/fill calculations), air
quality calculations for construction equipment, and rare plant studies were completed for the North
Parking Area.
The visitor access improvements identified in the Preserve Plan are broken into three phases, which are
summarized as follows:
Phase 1 (Years 1‐3)
Construct Alma Parking Area and at‐grade pedestrian crossing of Bear Creek Road with a new
0.5‐mile connector trail to the existing trail network in the western preserve (Completed).
Open the western preserve to hiking and equestrian use and implement trail improvements
(Completed).
Improvements at Bear Creek Stables (In Progress).
Cleanup and renovation at the Alma College Site (Completed).
Phase 2 (Years 4‐10) – Current Phase
Trail improvements in northeastern preserve area, including stream crossings and trail reroute
(In Progress).
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
4
Create northern segment of a new multi‐use trail to connect Lexington County Park and Summit
Area (In Progress).
Improvements to Bear Creek Stables (Repair Project In Permitting).
Complete structural stabilization at Alma Cultural Landscape (Completed).
Phase 3 (Years 11‐20) – Future Phase
Complete Summit Road trail connection.
Construct North Parking Area (Initiated design).
Construct trailer storage area between Alma College and Highway 17.
Construct vehicle bridges and two pedestrian bridges.
As stated in the Preserve Plan, the project was intended to be constructed during Phase III of
implementation. However, due to several factors, the Board determined as part of approval of the FY23
Budget and Action Plan that the North Parking Area should be expedited and completed as part of Phase
II public improvements. These factors included the popularity of the Preserve since its opening in 2019
and associated demand for parking at the Alma Parking Area, which is regularly at capacity during
weekends. In addition, the Phase II Trails are planned to be open to public access in the Spring of 2024,
likely expanding the visitation levels for the Preserve. To support existing and future visitation levels,
the Board reprioritized the North Parking Area from Phase III to Phase II of the Preserve Plan.
The project will achieve the following goals and objectives from the Preserve Plan:
1.Public Use and Facilities Goal PU1: Allow general public access and enhance low‐intensity
recreational opportunities in the Preserve.
Public Use and Facilities Objective PU‐1.5: Expand and improve Preserve parking capacity.
Action Description 1.5c: North Parking Area ‐ Construct new paved parking lot and visitor entrance
driveway between BC01 and BC02, with a capacity for 40 to 50 vehicles and approximately 8 horse
trailers. Install vault toilet, equestrian staging area, and bicycle rack(s).
Public Use and Facilities Objective PU‐1.6: Provide trail‐related amenities.
2.Public Use and Facilities Goal PU2: Provide low‐impact, high‐value, site‐sensitive interpretation and
environmental education activities.
Public Use and Facilities Objective PU‐2.1: Ensure any new visitor access features are sited and
designed to protect landscape visual character.
3.Public Use and Facilities Goal PU5: Actively involve the public in the use and management of the
Preserve.
Public Use and Facilities Objective PU‐5.2: Encourage and engage the public and neighbors in future
Plan amendments that affect the use and management of the Preserve.
1.3 Project Goals
The intent of the project is to alleviate parking congestion at the existing Alma Parking Area and
accommodate visitation levels for the Preserve.
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
5
Goal 1: Improve public access and visitor experience using ecologically sensitive design, construction
practices, and long‐term maintenance and management.
Strategies:
Provide approximately 50 vehicle parking spaces and up to eight horse trailer parking spaces.
Consider transportation demand management (TDM) strategies in the parking lot design.
Use technical studies regarding traffic and topography during design of the parking lot
to minimize its impact on the existing landscape and ensure the highest level of traffic
safety is maintained during design.
Coordinate with neighboring property owners.
Goal 2: Support implementation of the Preserve Plan in coordination with other project efforts.
Strategies:
Collaborate with the Phase II Multi‐Use Trails and Stables project teams to engage with
the community and ensure the design meets public needs.
Design parking area amenities to serve diverse needs of various trail users.
Consider implications of parking area location and design on other projects and facilities
within the Preserve.
1.4 Program Elements
The project seeks to accommodate visitation levels for Preserve by providing a new parking area and
trailhead leading to the Phase II trail network. The trailhead would have amenities typical to District
preserves, including a vault restroom, interpretive elements, trailhead sign boards, boot brush, bike
racks, and an equestrian mounting block. The parking area would accommodate approximately 50
vehicles and 8 horse trailers and will be designed to allow for implementation of future Transportation
Demand Management (TDM) strategies (such as carpool parking, parking counters, etc.), if these are
pursued at a later time.
1.5 Other Projects at Bear Creek Redwoods
The North Parking Area is occurring in parallel with several other projects at the Preserve to improve
public access and implement the Preserve Plan. All of these projects will occur within the Phase II area of
the Preserve and have similar stakeholder groups as the North Parking Area. The following projects are
being considered in tandem:
The Phase II Trail Improvement project began construction in Summer 2023 to improve existing
trails, correct drainage failures and restore segments of creek channel in the northeast area of
the preserve. Once complete, trails in this area will be open to public access – estimate in Spring
2024.
The Phase II Multi‐Use Trail (Multi‐Use Trail) project will provide a route for hikers, bikers, and
equestrians to traverse through the Preserve. It is currently in the planning stages.
The Northeast Trailhead project will be located at the northeast corner of the Preserve,
adjacent to the Bear Creek Road Highway 17 overpass. The goal of this project is to provide a
trail connection to Lexington Reservoir County Park. The project is currently in permitting.
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
6
The Bear Creek Stables Repair project involves ongoing facilities improvements at the Stables
such as the installation of a new water line, removal of dilapidated structures, and the
improvement of existing structures. The project is currently in permit review.
2.0 Existing Conditions
The 2.5‐acres project site is located on the south side of Bear Creek Road, approximately 600 feet
northeast of the Bear Creek Stables gate. The site was acquired when the District and the Peninsula
Open Space Trust (POST) purchased the approximately 1,000‐acres Arlie Land & Cattle parcel in 1999 (R‐
01‐71). The area was likely logged during the mid‐1800s and is now an open meadow consisting of non‐
native grasses. The project site is currently open to equestrians by permit access only. There are no
formal trails within the project area, but trails and patrol roads are immediately adjacent. A disc line
around much of the perimeter serves as a fuel break and service road for maintenance and patrol
vehicles.
There are limited relatively flat locations within the Preserve that can accommodate a parking area of
this size. The proposed location was identified in the Preserve Plan because it is a relatively flat area
accessible from Bear Creek Road, adjacent to the planned trail network, avoids impacts to sensitive
plant communities, and requires minimal removal of trees. The project location is shown in Figure 1.
Existing conditions photos are included in Attachment 1
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
7
Figure 1 – Project Location Map
2.1 Natural Resources
The project area is located in a gently sloping, open meadow adjacent to Bear Creek Road. The most
recent botanical resources survey of the project site was conducted in 2021 by Vollmar Natural Lands
Consulting. The location of the planned parking area consists of valley and foothill grasslands. Among
the grasses are slender wild oat, ripgut brome, hare barley and soft chess brome. No sensitive
communities or locally rare plants were observed within the grasslands on the project site. Sensitive
plant communities located on the edge of the project site include redwood forest and woodland and
valley oak woodland and forest. See Attachment 2 (Appendix A‐17) for a botanical resources map.
Valley and foothill grasslands support a variety of species, including deer mice, California ground
squirrel, Botta’s pocket gopher, black‐tailed deer, coyote, bobcat, western fence lizard, California
alligator lizard, and gopher snake. Bird species that use this habitat include western meadowlark,
horned lark, American pipit, mourning dove, lesser goldfinch, barn swallow, red‐tailed hawk, and red‐
shouldered hawk (H.T. Harvey & Associates 2006). According to CNDDB records, habitat onsite is not
suitable for any special‐status species. A full biological survey and supplemental botanical survey of the
project area will be undertaken in FY24.
2.2 Public Access
The Phase I area (Alma Cultural Landscape and Western Zone of the Preserve) is currently open to hikers
and equestrians. There are currently 6.1 miles of trails accessible to the public and 1.5 miles of trails
accessible by permit. The existing Alma Parking Area has 52 parking spaces. There is an easy access trail
that is 0.7 mile long located at Alma Cultural Landscape. Bikes are not allowed on any trails within the
Preserve until the multi‐use trail is implemented.
During peak periods (weekends, especially during spring and summer months), the Alma Parking Area
often is at capacity and visitors have difficulty finding parking. Visitors have expressed concerns with this
situation.
The Phase II area (northeastern zone) is currently only accessible to equestrians by permit. There are
two horse trailer parking spaces that are open to the public located at Bear Creek Stables.
2.3 Local and Regional Connectivity
Trails within the Preserve are not currently connected to other local or regional trails; however, the
Northeast Trailhead project will provide a connection to Lexington Reservoir County Park. Additionally, a
trail connection to the Skyline‐Summit Road area is planned in Phase III of the Preserve Plan.
2.4 Cultural Resources
Since 1970, more than 20 archaeological resource studies have been conducted over nearly 75% of the
Preserve area, including a cultural resources study prepared in 2016 for the Bear Creek Redwoods
Preserve Plan Environmental Impact Report (EIR). Most recently, in 2021 Basin Research Associates
completed a cultural resources analysis to support the development for the Phase II area of the
Preserve, which includes the project site. No known cultural resources have been recorded within the
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
8
project area. A supplemental cultural resources survey of the site will be conducted in FY24 once the
conceptual design is solidified.
2.5 Aesthetics
The project site is located in a gently sloping open meadow that is visible from Bear Creek Road. The
setting is rural and forested, consisting mainly of oak and redwood trees visible on the surrounding
hillsides. Bear Creek Road is sparsely populated with single family residences. The meadow has views of
the surrounding hills of the Lexington Basin, though the reservoir itself is not visible from the project
site.
The project site is located approximately 0.6 mile from the Bear Creek Road exit off Highway 17.
Highway 17 is an Eligible State Scenic Highway, but the project site is not visible from the Highway
corridor. Bear Creek Road is listed as a “Local Road Needing Scenic Protection” under the Santa Clara
County General Plan Regional Parks and Scenic Highways. The County of Santa Clara describes roads
with this classification as “scenic roads which are not appropriate for recreational driving because they
have no proposed public facilities, are of poor road quality, or are in remote areas with high fire
hazards.” Examples of roads appropriate for recreational driving include Highway 35 and Highway 9.
Bear Creek Road does not have the same recreational qualities for pleasure driving but does have
aesthetic features worthy of protections. The project would allow for recreational access to the Preserve
and would minimize impacts to scenic resources where possible.
2.6 Operations and Maintenance
Land & Facilities staff maintain existing facilities and trails within the Preserve, which is also regularly
patrolled by Rangers. The North Parking Area would be maintained and patrolled by the District. Bear
Creek Road is a two‐lane road immediately adjacent to the project site, owned and operated by Santa
Clara County Department of Roads and Airports.
In the winter of 2023, Bear Creek Road experienced extensive storm damage resulting in a culvert failure
south of the proposed parking area. The Preserve has been closed to the public since March of 2023 as a
result. Repair work was completed in the late summer of 2023.
2.7 Geologic Setting
The project site lies in the tectonically active Coast Ranges geomorphic province, along the boundary of
the North American and Pacific Tectonic Plates. This boundary creates an extensive fault system, known
as the San Andreas Fault Zone, which bisects the Preserve. The area has been mapped as being
underlain by Quaternary landslide deposits. Expansive clay soils are present at the site, which can be
subject to extreme shrinkage and swelling due to ambient moisture fluctuations.
3.0 Technical Studies
3.1 Traffic Study
Hexagon Traffic Consultants (Hexagon) completed a traffic study in 2016 during preparation of the
Preserve Plan, which analyzed sight distances, design speeds, and potential traffic operation impacts
related to the North Parking Area, included as Attachment 3. Because Bear Creek Road has many grades
and curves, sight distance is limited along the stretch of road that runs adjacent to the North Parking
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
9
Area. A suitable driveway location was identified west of Camel Hill Vineyard, a private property across
from the Project site. Proposed right‐of‐way improvements associated with the proposed new parking
area include the removal of one to two trees, Preserve and traffic signage, and tree‐trimming to
maintain sight lines.
Hexagon was retained in March 2023 to perform a supplemental traffic study to confirm the
recommendations of the 2016 report. The report will re‐visit sight distances, design speeds, and level of
service. Bear Creek Road suffered culvert failures in Spring 2023, closing both the road and the Preserve.
Therefore, data collection was put on hold until Summer 2023 when the road and Preserve once again
experience peak (summer) operational levels. When the report is complete, the findings will further
inform the design process.
3.2 Topographic Survey
McKay & Somps (MSCE) was retained in February 2023 to prepare a topographic survey for the project
site. The survey documented all pertinent existing information to support the conceptual design
process. MSCE performed a record search for the parcel, located existing underground utilities, and
collected site elevation data to accurately represent the topography in one‐foot contours. MSCE
produced a preliminary base map containing all pertinent survey data, existing conditions, property
boundaries, and easements. The topographic survey is included as Attachment 4.
3.3 Geotechnical Investigation
A detailed geotechnical study was conducted in the Fall of 2023. The geotechnical engineer completed
site investigations and soil sampling analysis to provide recommendations for a vault toilet, pavement
sections, retaining walls, slope stability, and stormwater treatment facilities. Future investigations are
anticipated to include geologic trench studies, given the site proximity to the San Andreas Fault and
mapped landslides. The Geotechnical Study is included as Attachment 5.
3.4 Botanical Resources Survey
Vollmar Natural Lands Consulting conducted a botanical resources survey in 2021, which determined
that there are no special‐status plant species located on the project site. There are oak trees, which
constitute a sensitive plant community. There is a small area (fewer than five individuals) of redstem
springbeauty (a representative locally rare plant) that will be avoided in final design. A biological survey
and supplemental botanical survey of the project area will be undertaken in FY24. Approximately 2‐
acres of non‐native grassland habitat would be replaced by the parking area. Two oak trees are
anticipated to be removed to enhance line of sight from the proposed driveway location.
3.5 Biological Resources Survey
California Natural Diversity Database (CNDDB) maps of Bear Creek Redwoods included in the Preserve
Plan did not determine the presence of suitable habitat at the project site for any special‐status wildlife
species. There are also no mapped aquatic resources on site. A biological survey of the project area will
be undertaken in FY24.
3.6 Cultural Resource Analysis
Basin Research Associates completed a cultural resources analysis in 2021 to support future
development in the Phase II area of the Preserve, which includes the project site. No known cultural
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
10
resources have been recorded within the project area. A supplemental cultural resources survey of the
site will be conducted in FY24 once the conceptual design is solidified.
4.0 Opportunities and Constraints
This section describes opportunities and constraints for the Project site that were considered during the
development of conceptual design alternatives. Opportunities and constraints are categorized by topic
area (such as Natural Resources, Historic Resources or Public Access) and some attributes may be listed
as both an opportunity and a constraint based on their relationship to the Project goals. The
opportunities and constraints consider all applicable District, local, and regional policies and regulations.
4.1 District Mission and Preserve Plan Policies
Attribute Opportunity (O)
&/or Constraint (C)
Discussion
Preserve Plan O
The planned parking area is consistent with the following Preserve
Plan goals and objectives: Goal PU1; Obj PU‐1.5 and 1.6; Goal PU2;
Obj PU‐2.1; Goal PU5; and Obj PU‐5.2 as described in Section 1.2.
4.2 Natural Resources
Attribute Opportunity (O)
&/or Constraint (C)
Discussion
Biological
Resources C
One to two oak trees may need to be removed adjacent to Bear
Creek Road in order to maintain the required driveway sight
distances.
Biological
Resources O The project site is in an area that is mostly free of trees, therefore
extensive tree cutting and clearing would not be required.
Biological
Resources O
The project site is already fairly disturbed due to disc lines around the
perimeter used for fire suppression and service road for maintenance
and patrol vehicles.
Hydrology C
Storm water runoff from a new impervious surface could cause
hydrological issues; However, runoff would be infiltrated through site
design measures (e.g., pervious concrete) and/or directed to
stormwater treatment facilities such as detention basins.
4.3 Historical and Cultural Resources
Attribute Opportunity (O)
&/or Constraint (C)
Discussion
Cultural
Resources C*
BCR is known to have multiple culturally sensitive resources;
however, there are no known sensitive resources within the project
area.
Historic
Resources C* BCR is known to have historic resources within the preserve, though
no known resources exist within the project area.
*Potential constraint depending on additional future survey results.
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
11
4.4 Public Access
Attribute Opportunity (O)
&/or Constraint (C)
Discussion
Parking/Public
Access O
The existing Alma Parking Area is often full during times of peak use.
Adding approximately 50 parking spaces would better accommodate
visitation levels and improve accessibility for the Preserve.
Public Access O Restroom amenities would support users of future regional
connecting trails.
Equestrian
Trailer
Parking
O
Equestrian trailer parking is currently available to Bear Creek Stable
boarders. Additionally, there are two trailer spaces available at the
stables for the general public. The North Parking Area trailer parking
spaces would expand public equestrian access.
User Conflict C If the Multi‐Use Trail does not connect to the North Parking Area,
bike usage will not be supported at this location.
Proximity to
Adjacent
Properties
C One residence and one business are located on parcels adjacent to
the project site.
Proximity to
Adjacent
Properties
C It is possible that visitors would attempt to park on Bear Creek Road
or in front of adjacent driveways if the parking area became full.
4.5 Local and Regional Connectivity
Attribute Opportunity (O)
&/or Constraint (C)
Discussion
Trail
Amenities O
The North Parking Area would provide additional access to current
and future regional trails, such as the Phase II Trails, the Northeast
Trailhead, and the Highway 17 Trail Crossing and Trail Connections
Project.
4.6 Aesthetics
Attribute Opportunities
& Constraints
Discussion
Views from
Bear Creek
Road
C
The project site is located in an open meadow area, and all or a
portion of the parking area would be visible from Bear Creek Road.
One or more of the conceptual design alternatives focus on
minimizing visibility from Bear Creek Road by using existing stands of
trees to screen the parking area.
Views from
Neighboring
Residences
C The parking area may be visible to some neighboring properties that
can currently see the meadow.
Views from
Parking Area O The parking area would have views of the Lexington Basin hills.
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
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4.7 Operations and Maintenance
Attribute Opportunities
& Constraints
Discussion
Enforcement C The North Parking Area increases the amount of area to be patrolled.
Maintenance C The North Parking Area increases the amount of area and assets to
be maintained.
5.0 Public and Stakeholder Engagement
5.1 Stakeholder Group Meetings
District staff held two focused stakeholder meetings for primary user groups (hikers, equestrians and
bicyclists) in Spring 2023 for the Multi‐Use Trail and North Parking Area projects. The project
stakeholder sessions were combined to allow interested parties to contextualize interrelated projects.
Members of the public who subscribe to the interested parties list for biking activities were invited to a
meeting on March 21, 2023. Boarders from the Stables and members of the public subscribed to the
interested parties list for equestrian activities were invited to a meeting on March 23, 2023. Staff
presented the background, details on the project components, and how they are connected. After the
presentation, attendees were assigned to breakout rooms with staff members to provide feedback and
ask questions. The breakout groups were provided with a list of questions to help guide the discussions.
5.2 Public Workshop
District staff held one in‐person public workshop for the Multi‐Use Trail and North Parking Area projects
at the Los Gatos Adult Recreation Center on April 6, 2023. Staff presented the background, details on
the project components, and how they are connected. The public was then invited to visit stations for
the North Parking Area and Multi‐Use Trail that included poster boards and other information about the
projects. District staff was available at each station to receive input and answer questions. Comments
were recorded on flip charts, by sticky notes placed on poster boards, and by recording verbal
comments on note pads.
5.3 Public Comments
District staff collected the following feedback during public and stakeholder meetings held in the Spring
of 2023.
Theme/Topic General Feedback/Comments
Traffic and Safety Concerns were expressed about traffic impacts to Highway 17
due to the proposed access improvements.
Location (see discussion
below table)
Concerns were expressed about visual impacts to the
meadow.
Some members of the public asked if the parking area could
be located off Bear Creek Road in a flat clearing adjacent to
Gate BC01 (see Figure 1), with access from the existing gate or
from Bear Creek Road at the driveway location currently
planned for the project, which would then connect to the area
near Gate BC01 via an existing unpaved service road.
ATTACHMENT 2
Bear Creek Redwoods North Parking Area Project
13
A member of the public asked if the parking area could be
located immediately east of the Alma Cultural Landscape in an
open area known as the “ball field” (currently used for
equipment storage), with access from Highway 17 (through
gate BC12) via Alma College Road (see Figure 1).
Parking and Visitor Capacity Concerns were expressed that increasing parking capacity will
lead to increased crowding at the preserve.
Amenities Equestrian users would prefer pull‐through trailer parking as
opposed to reverse parking.
Support for interpretive elements that highlight the estate
period and cultural significance of the area.
Natural Resources Concerns were expressed about loss of natural habitat.
While the flat area adjacent to Gate BC01 serves as intermittent parking for District use, it is not large
enough to accommodate the North Parking Area as planned. Additionally, engineering staff have
determined that the line of sight on Bear Creek Road from BC01 does not meet safety criteria necessary
for a public access point. Furthermore, accessing the area adjacent to Gate BC01 from Bear Creek Road
at the driveway location currently planned for the project would require paving and widening (to a
width of 22 feet) approximately 0.25 mile of an existing service road through steep wooded terrain.
Locating the planned parking area at the “ball field” east of Alma Cultural Landscape was deemed
infeasible due to limited and unsafe access for vehicles from Alma College Road onto Highway 17.
5.4 Prior Board and Committee Meetings
To date, the North Parking Area project has not yet been brought before the District’s Planning and
Natural Resources Committee or Board of Directors as a standalone project. However, the project was
presented to Board committees and Board of Directors during the Preserve Plan process. Additionally,
as part of the Board’s approval of the FY23 Budget and Action Plan, the North Parking Area timeline was
accelerated.
6.0 Figures
Figure 1: Project Location Map
7.0 Attachments
Attachment 1: Existing Conditions Photos
Attachment 2: Vollmar 2021 Botanical Survey
Attachment 3: Hexagon 2016 Traffic Study
Attachment 4: MSCE Topographic Survey
Attachment 5: Geotechnical Study
ATTACHMENT 2
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ATTACHMENT 2
Northeast facing view of project site.
ATTACHMENT 2
South facing view of project site parallel to Bear Creek Road.
ATTACHMENT 2
East facing view of project site from edge of Bear Creek Road including exisƟng disc.
ATTACHMENT 2
South facing view of parking area.
ATTACHMENT 2
"UUBDINFOU7PMMNBS#PUBOJDBM4VSWFZ
ATTACHMENT 2
ATTACHMENT 2
"UUBDINFOU)FYBHPO5SBGGJD4UVEZ
ATTACHMENT 2
Memorandum
Date: September 2, 2016
To: Lisa Bankosh, Midpeninsula Regional Open Space District
From: Gary Black
Subject: Bear Creek Redwoods Traffic Study
Hexagon Transportation Consultants, Inc. has completed a traffic study of the Bear Creek Redwoods Open
Space Preserve, which is located along Bear Creek Road in the Santa Cruz Mountains (see Figure1). The
study includes an analysis of potential driveway and crosswalk locations. Driveway(s) and a crosswalk are to
be installed on Bear Creek Road to serve a potential parking lot and allow public access into the preserve.
The Preserve currently does not allow public access, so the addition of parking and access will increase
visitation to the Preserve. As Bear Creek Road is hilly and winding with limited sight distance in many
locations, potential driveway locations must be carefully studied. Figure 2 shows the existing gates into the
Preserve and the two potential driveway locations studied in this memo.
This study also identifies any potential traffic operation impacts related to the addition of parking and access
to the Preserve.
The study evaluates the traffic impacts of the project on the operation of two unsignalized intersections and
two roadway segments in the vicinity of the project site during the weekday AM and PM peak periods of traffic
as well as the Saturday peak hour. Santa Clara County does not have any standards to define impacts or
mitigation for unsignalized intersections or roadway segments. Therefore, the operations analysis does not
draw any conclusions relative to impacts under the California Environmental Quality Act (CEQA). The study
intersections and roadway segments are identified below.
Study Intersections
1. SR 17 Southbound Ramps and Bear Creek Road (All-way stop)
2. SR 17 Northbound Ramps and Bear Creek Road (Two-way stop)
Study Road Segments
1. Bear Creek Road west of Camel Hill Vineyard Driveway
2. Bear Creek Road west of Alma College Road
Traffic conditions at the study intersections were analyzed for the weekday AM and PM peak hours as well as
for the Saturday peak hour. The AM peak hour of adjacent street traffic is generally between 7:00 and 9:00
AM, and the PM peak hour of adjacent street traffic is typically between 4:00 and 6:00 PM. It is during these
periods on an average weekday that the most congested traffic conditions occur. The Saturday peak hour
was analyzed since it is generally the day that the Preserve would generate the greatest amount of traffic.
Traffic conditions were evaluated for the following scenarios:
Scenario 1: Existing Conditions. Existing traffic volumes were obtained from 2015 manual turning-
movement counts. The new intersection count data and roadway tube counts are included
in Appendix A.
Scenario 2: Existing Plus Project Conditions. Existing plus project peak hour traffic volumes were
estimated by adding to existing traffic volumes the additional traffic generated by the
project. Existing plus project conditions were evaluated relative to existing conditions in
order to determine the effects the project would have on existing traffic conditions.
ATTACHMENT 2
ATTACHMENT 2
Figure 2
Potential Driveway Locations (Zoomed)
Dwy 1Dwy 1
Dwy 2Dwy 2
BC02BC02
BC04BC04
BC01BC01Bear C
r
e
e
k
R
d
Mell
o
t
s
R
d
Chase Rd
Alma Colleg
e
Rd
Bear Creek Redwoods Sight Distance Study
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |4
Scenario 3: Future Plus Project Conditions. Future plus project traffic volumes were estimated by
applying a general growth factor (for 15 years) to the existing peak-hour volumes and
adding the project trips.
Both of the study intersections are unsignalized.Neither Santa Clara County nor Caltrans havestandards to
evaluate the intersection level of service for unsignalized intersections.Therefore, this analysis includes an
operational analysis of vehicle queuing and delaybased on principles and methodologies from the 2010
Highway Capacity Manual.
Existing Bear Creek Road Traffic
Bear Creek Road is a two-lane county road through the Santa Cruz Mountains. It carries a relatively modest
amount of commute traffic during the weekdays to and from mountain residences, and it carries recreational
traffic on weekends. Bear Creek Road is winding and steep in places. Passing is not allowed in the project
vicinity. There were no speed limit signs observed in the project vicinity, so the sight distance analysis is
based on observed speeds.
Hexagon conducted traffic and speed counts on Bear Creek Road near the two best locations for potential
driveways for 24 hours on February 26, 2015, a typical weekday and on June 20, 2015, a Saturday. The total
volume on the weekday was about 3,590 vehicles west of Camel Hill Vineyards driveway (Driveway 1 on
Figure 2) and about 3,410 west of Alma College Road (Driveway 2 on Figure 2). The highest volume occurred
during the typical AM commute hour (7 AM to 8 AM) when there were 326 vehicles counted in the peak
direction (eastbound) west of Camel Hill Vineyards. The PM peak hour at the same location (5 PM to 6PM)
saw 240 vehicles in the peak direction (westbound).
The total volume on June 20, 2015 (Saturday) was about 3,190 vehicles west of Camel Hill Vineyards
driveway (Driveway 1 on Figure 2) and about 3,070 west of Alma College Road (Driveway 2 on Figure 2).The
total volumes on Saturday are about 10% lower compared to the traffic on a typical weekday. The highest
volume on Saturday occurred during the late afternoon between 5:00 PM and 6:00 PM when there were 147
vehicles counted towards the Santa Cruz direction (westbound) west of Camel Hill Vineyards.
According to the 2010 Highway Capacity Manual (HCM), the capacity of a two-lane highway is a maximum of
3,200 vehicles per hour. That figure must be adjusted for terrain. The HCM suggests that the capacity should
be reduced by one-third in mountainous areas. Thus, the capacity of Bear Creek Rd is about 2,100 vehicles
per hour, or 1,050 vehicles per hour per lane. As the existing AM peak hour volume for the peak direction is
326 and the existing Saturday peak hour volume for the peak direction is 147, it can be concluded that Bear
Creek Rd is currently operating well below its maximum capacity.
Hexagon also measured speed along with traffic volume. The 85th percentile speeds and suggested design
speeds are summarized in the following table. Hexagon has been made aware of comments from people
familiar with Bear Creek Road that speeds are higher during commute hours, especially in the morning when
people are trying to get to work. The speed data (included in the Appendix) support this observation. Speeds
were higher in the morning commute period for traffic going toward Highway 17, which is downhill near Alma
College Road (Gate 4). On a 24-hour basis the 85th percentile speed at this location was 36 miles per hour
(mph). However, between 6-7 AM the 85th percentile speed was 39 mph, and between 7-8 AM the 85th
percentile speed was 38 mph. Nevertheless, for all of these cases the proper design speed is 40 mph based
on the standards specified in the Manual on Uniform Traffic Control Devices (MUTCD), which is what was
used for the sight distance calculations.
Table 1
Measured Speeds and Suggested Design Speeds at Potential Driveway Locations
85th percentile
speed
Design
speed
85th percentile
speed
Design
speed
1 38 mph 40 mph 29 mph 30 mph
2 28 mph 30 mph 36 mph 40 mph
Location
Toward Santa Cruz Toward SR17
Weekday
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |5
Existing Intersection Level of Service
The study also analyzed the traffic impacts of the project onthe two unsignalized intersections atthe Bear
Creek Road/SR 17 interchange during the weekday AM and PM peak periods of traffic and during the
Saturday peak hour. Existing weekday AM (7:00-9:00 AM) and PM (4:00-6:00 PM) peak hour traffic volumes
and Saturday peak hour traffic volumes (1:00-2:00PM) were obtained from new manual turning-movement
counts (see Figure 3).
The results of the intersection level of service analysis show that the intersection of the SR 17 southbound
ramps and Bear Creek Road is operating at acceptable levels of service.The intersection of the SR 17
northbound ramps and Bear Creek Road is operating at level of service B during the weekday PM peak hour
andthe Saturday peak hour. However, during the weekday AM peak hour,the calculation shows that traffic is
experiencing long delays.Field observations show that the poor level of service is caused by the ramp meter
atthe SR 17 northbound on-ramp. Traffic backs up from the on-ramp, onto Bear Creek Road, through the
adjacent off-ramp intersection, and up the hill. Traffic also backs up on Old Santa Cruz Highway. Although a
stop sign does not exist for traffic on Bear Creek Road, drivers are stopping at Old Santa Cruz Highway and
letting other vehicles on to the ramp in an alternating fashion, as if a stop sign were present.
Table 2
Existing Intersection Level of Service
Avg.
Study Peak Count Delay
Number Intersection Hour Date (sec.) LOS
1 SR 17 Southbound Ramps & Bear Creek Road AM 06/23/15 9.7 A
(All-way Stop)PM 06/23/15 10.5 B
Saturday 06/20/15 9.0 A
2 SR 17 Northbound Ramps & Bear Creek Road AM 06/23/15 53.3 F
(Unsignalized)PM 06/23/15 11.6 B
Saturday 06/20/15 13.7 B
ATTACHMENT 2
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |7
Trip Generation
The method for calculating the number of trips generated by the proposed project involved using daily
visitation counts from similar Preserves: the Fremont Older Preserve, and the Windy Hill Preserve.
A conservative trip generation estimate would come from the Fremont Older Preserve. This Preserve, located
close to the Town of Cupertino, gets both regular neighbor use as well as weekend/day trip destination use.
Fremont Older is open to hiking, biking, and equestrian use throughout the Preserve, as well as dogs. Trail
counts were conducted in 2007 and 2010 for two consecutive weeks in Fremont Older Preserve. The counts
show an average daily visitation of 522. Since the Bear Creek Redwoods Open Space Preserve will have no
dog access and only limited biking, it will likely get less use.
Another less conservative (but maybe more accurate) comparator is the Windy Hill Preserve, which is close
toWoodside and Portola valley, has only one through trail open to bikes, and is open to hiking and equestrian
use. It is also open to dogs and gets a lot of regular dog walkers. The study shows that Windy Hill has an
average of 341 visitors per day.
The Bear Creek Redwoods Open Space Preserve would not permit dogs and would include only one trail
open to bicycles. Comparing the size and uses of the Bear Creek Redwoods Preserve with the two Preserves
discussed above, a conservative estimate would be an average of 500 daily visitors on weekends. This
calculates to 1,000 daily person trips, one trip in and one trip out for each visitor. Trips generated on
weekdays were assumed to be 40 percent of the weekend trip generation. This percentage is based on a
comparison and average between weekday and weekend trip generation for various park land uses in the
Institute of Transportation Engineers (ITE) Trip Generation Manual. The park land use categories include City
Park, County Park, Regional Park, Beach Park, and National Monument. After applying a reasonable
assumption of 1.5 people per car, the Preserve is expected to generate an average of 267 and 667 daily
vehicle trips on weekdays and weekends, respectively. The peak hour trips generally would be 15% of the
average daily traffic, which would result in 40 trips during each of the weekday AM and PM peak hours and
100 trips during the Saturday peak hour.It is further assumed that there will be roughly a 60%/40% in/out split
in the morning and the reverse in the afternoon on weekdays. On weekends, the in/out split is expected to be
nearly equal with 48% in and 52% out.
Special Events
The Preserve is being proposed as a potential special-event venue making use of the existing Alma College
buildings. Weddings or other special events would accommodate up to 250 guests. Also, at the Bear Creek
Stables site, which is within the Preserve, it is anticipated that there would be one or two large events per
year on weekends with up to 250 people. To provide the most conservative analysis, a worst-case scenario
was studied with large events hosted (total up to 500 guests) at both sites on the same weekend.It is
extremely unlikely that simultaneous events would occur, but the results are presented for informational
purposes. It is assumed that the large events would have an average vehicle occupancy of two persons per
car. Thus, the large events would generate up to 500 daily trips. Adding in the regular park users brings the
total to 1,167 added daily vehicle trips.
It is assumed that the guests for a wedding or other special event hosted at the Alma College site would
arrive within one hour.The regular Preserve visitors (hikers) and the Bear Creek Stable users would arrive or
leave spread throughout the day with 10% during any particular hour. It is expected that there would be 342
peak hour trips during weekend peak hour with 294 inbound trips and 48 outbound trips (see Table 3).
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |8
Table 3
Anticipated Project Trip Generation
Trip Generation Estimates for Bear Creek Redwoods Open Space Preserve
Daily Daily
Land Use Trips In /c/Out /c/Total In /c/Out /c/Total Trips In /f/Out /f/Total
Bear Creek Redwoods Preserve /a/267 23 17 40 18 22 40 667 48 52 100
Weekend with Special Events /d/
Bear Creek Redwoods Preserve 1,167 294 48 342
Notes :
/a/ Rate based on trips generated by three similar Preserves; Rate of one and half persons per vehicle was assumed
to convert visitors to vehicle trips. Weekday trips were assumed to be 40% of weekend trips.
/b/ AM and PM peak hour trips were assumed to each to be 15% of the daily volumes.
/c/ Percentage based on ITE Trip Generation Rate for Regional Park (Land Use Type: 417)
/d/ Weekend trips with special events were assumed including average daily regular visitors to the Preserve,
trips generated by the special events with 250 guests at the Bear Creek Stables site and wedding events with 250 guests
at the Alma College buildings. Rate of two persons per vehicle was assumed for the special events guests.
/e/ Weekend peak hour trips were assumed to include 10% of the average daily regular visitors, 10% of the Bear Creek
Stable users, and 100% of the wedding guests.
/f/ Percentage based on ITE Trip Generation Rate for Regional Park for Saturday Peak hour were used for regular visitors and
Bear Creek Stable users. It is assumed that the 250 guests for wedding will arrive within the peak hour.
AM Peak Hour PM Peak Hour /b/Peak Hour /e/
SaturdaysWeekdays
Roadway Traffic Analysis
The peak hour for the Preserve trip generation on weekdays would be in the late afternoon, after work. At the
hour of 5-6 PM the weekday volume on Bear Creek Road is 197 vehicles westbound and 67 vehicles
eastbound. Based on the above trip generation estimates, the Preserve is expected to add 18 westbound
vehicles and 22 eastbound vehicles during the early afternoon time period. Considering that the total capacity
of a lane is 1,050 as described previously, Bear Creek Road would still be operating well below its capacity
after the completion of the project.
The weekend peak hour for the Preserve would be in the late afternoon. At the hour of 5:00 - 6:00 PM the
volume on Bear Creek Road is 114 vehicles eastbound and 147 vehicles westbound. Under the worst-case
scenario with two special events at the same time, the traffic generated by the Preserve would add 294
westbound vehicles and 48 eastbound vehicles during the peak hour. The total traffic on Bear Creek Road
could reach 162 vehicles eastbound and 441 vehicles westbound. The peak direction volume would be less
than 50% of the total capacity of the road. Therefore, Bear Creek Road would still be operating well below its
capacity even under the worst-case scenario with the project
Existing Plus Project Intersection Level of Service Analysis
The trip distribution pattern for the project was developed based on existing travel patterns on the surrounding
roadway system and the locations of complementary land uses. The peak hour vehicle trips generated by the
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |9
project were assigned to the roadway network in accordance with the trip distribution pattern. Figure 4 shows
the project trip assignment at the study intersections. The project trips were added to existing traffic volumes
to obtain existing plus project traffic volumes (see Figure 5).
The results of the intersection level of service analysis under existing plus project conditions show that the
intersection of the SR 17 southbound ramps and Bear Creek Road would operate at an acceptable level of
service during the weekday AM and PM peak hours and the Saturday peak hour (see Table 4).
During the weekday PM peak hour and Saturday peak hour, the intersection of the SR 17 northbound
ramps/Bear Creek Road would operate at level of service B under existing plus project conditions. During the
weekday AM peak hour the intersection operates at LOS F. Theproject could increase the delay for traffic at
theon ramp.The delay increase would be minor and probably not noticeable to motorists. Since the delay is
caused by the ramp meter at the northbound SR17 on-ramp, there are no feasible improvements that could
be done. The meter already allows two vehicles per green. Any increase in metering rate would flood SR17
with vehicles, which would defeat the purpose of the ramp meter. There is ample queuing space on Old Santa
Cruz Highway and Bear Creek Road for vehicles waiting to get on the freeway so the queuing does not
disrupt intersection operations or create unsafe conditions.
Table 4
Existing Plus Project Intersection Level of Service
Avg. Avg.
Study Peak Delay Delay
Number Intersection Hour (sec.) LOS (sec.) LOS
1 SR 17 Southbound Ramps & Bear Creek Road AM 9.7 A 10.0 B
(All-way Stop)PM 10.5 B 11.0 B
Saturday 9.0 A 14.5 B
2 SR 17 Northbound Ramps & Bear Creek Road AM 53.3 F 61.8 F
(Unsignalized)PM 11.6 B 11.8 B
Saturday 13.7 B 14.9 B
Existing Existing + Project
ATTACHMENT 2
ATTACHMENT 2
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
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Future Plus Project Intersection Level of Service Analysis
It is expected that buildout of the project will take 15 years. Future plus project traffic volumes were estimated
by applying a general growth factor of 1% per year for 15 years to the existing peak-hour volumes and adding
the project trips (see Figure 6).The results show that both study intersections would operate at acceptable
levels of service during the weekday PM peak hour and the weekend peak hour. During weekday PM peak
hour and Saturday peak hour, the intersection of the SR 17 northbound ramps/Bear Creek Road would
operate at level of service B under future plus project conditions. During the weekday AM peak hour, the
intersection already operates at LOS F, and queues would increase with the assumed future growth, without
the project. The project could increase the delay for the on-ramp.The delay increase due to the project would
be minor and probably not noticeable to motorists.
Since the delay is caused by the ramp meter at the northbound SR17 on-ramp, there are no feasible
improvements that could be done. The meter already allows two vehicles per green. Any increase in metering
rate would flood SR17 with vehicles, which would defeat the purpose of the ramp meter. There is ample
queuing space on Old Santa Cruz Highway and Bear Creek Road for vehicles waiting to get on the freeway
so the queuing does not disrupt intersection operations or create unsafe conditions.
Table 4
Future Plus Project Intersection Level of Service
Avg.
Study Peak Delay
Number Intersection Hour (sec.) LOS
1 SR 17 Southbound Ramps & Bear Creek Road AM 10.8 B
(All-way Stop) PM 12.4 B
Saturday 16.2 B
2 SR 17 Northbound Ramps & Bear Creek Road AM 166.6 F
(Unsignalized) PM 12.5 B
Saturday 16.7 C
Future Plus Project
ATTACHMENT 2
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |14
Driveway Sight Distance Analysis
The most important factor in adequate and safe driveway operations is the sight distance. In California, the
Caltrans Highway Design Manual is the primary reference used to determine sight distance requirements.
Since Bear Creek Road has many grades and curves, sight distance is limited in several locations.
Two potential driveway locations were identified that would provide adequate sight distance for a new
driveway. The first is located in between gates BC01 and BC02 just west of the Camel Hill Vineyard entrance.
The second location, about 800 feet west of gate BC04, was also considered for a driveway and crosswalk
because the Open Space District owns land on both sides of the road.
At the first driveway location near Camel Hill Vineyard, sight distance could be over 450 feet for all potential
turning movements (e.g. left turn in, left turn out, right turn out) if existing vegetation were removed. The tree
located by the first utility pole west of the Camel Hill Vineyard entrance would need to be removed. The next
tree to the west might also require removal depending on the view after other vegetation is removed (See
Figures 7 and 8).
At the existing gate BC04, sight distance to the west is inadequate, so a new driveway location is necessary.
A potential driveway location was found west of Alma College Rd that could achieve sight distance of about
400 feet to the east (or north) and a sight distance of more than 400 feet to the west (or south) with the
removal of trees and vegetation (See Figures 9 and 10).
Theactual and required stopping sight distances for the potential driveways are shown in Table 5. The
required sight distances are based on the Caltrans Highway Design Manual, table 201.1. Section 201.3
specifies a 20% increase in stopping sight distance on a sustained downgrade of over 3%. According to this
table, driveways at the potential locations would provide adequate sight distance.
The Open Space District owns land on both sides of the road near gate BC04 but only owns land on one side
of the road near Camel Hill Vineyard. Therefore, a crosswalk would only be appropriate at the potential
driveway location studied near gate BC04. At this location, sight distance is adequate with the trees removed
as specified above, and there are flat landing areas on both sides of the road that could be used for the
crossing.
Table 5
Sight Distance Analysis
Location
WB
design
speed
WB road
grade
WB required
sight
distance
WB actual
sight
distance
EB
Design
speed
EB road
grade
EB required
sight
distance
EB actual
sight
distance
west of
Camel Hill
Vineyard
40 mph insignificant 300 ft > 450 ft 30 mph insignificant 200 ft > 450 ft
west of
Alma College Rd 30 mph insignificant 200 ft 400 ft 40 mph 4% 360 ft > 400 ft
Because some people coming to the site would be unfamiliar with its location, adequate signage should be
provided in advance of the driveway. Signage should be based on the 2014 California Manual of Uniform
Traffic Control Devices (CAMUTCD). Though no signage is specifically required by the CAMUTCD at this
location, Hexagon recommends a G72 (CA) style sign at least 200 feet from the driveway in each direction,
with “Bear Creek Redwoods Open Space Preserve” or similar text.The sign placements must not obscure
sight lines from the driveway.
The Open Space District should consider additional signage to improve the visibility of any crosswalk installed
on Bear Creek Road. The signage could include “crosswalk ahead” signs and could also include pedestrian
activated rectangular rapid flashing beacons (RRFB). Beacons would probably need to be hard-wired to a
power source because solar power could be limited by the tree cover.
ATTACHMENT 2
Bear Creek Redwoods Traffic Study September 2, 2016
P a g e |15
Sample G72 (CA) guide sign
(actual sign text will be different)
Other Existing Gates
Some other gates were observed on Bear Creek Road. Gates BC07 and BC08 next to the Presentation
Center do not provide adequate sight distance for a driveway. Gate BC17 at the intersection of Bear Creek
Road and Summit Road provides adequate sight distance and could be used as-is (see Figure 11).
The Open Space District plans to develop a multi-use trail on the west side of Bear Creek Road with a trail
head at the intersection with Summit Road. Parking for the trail head would be on the east side of Bear Creek
Road so there would need to be a way for trail users to cross the road. Hexagon considered the possibility of
a pedestrian crosswalk across Bear Creek Road at the intersection with Summit Road. However, this location
has poor sight distance so a crosswalk would be problematic. In order to create a safe crossing, it would be
necessary to add stop signs on Bear Creek Road. The addition of stop signs would take some engineering
design because of the poor sight distance. It would also take Caltrans approval because the intersection is
under Caltrans jurisdiction (State Highway 35).
Conclusions
The proposed Bear Creek Redwoods Open Space Preserve will not create traffic impacts to Bear Creek
Road. Bear Creek Road is operating well below its capacity and would continue to do so with the modest
project traffic added during regular weekday/weekends as well as under the worst-case scenario. The two
proposed driveway locations can provide adequate sight distance as long as the proposed tree and
vegetation removals are carried out. A crosswalk would be feasible near gate BC04 adjacent to the potential
driveway location.
The intersection of the SR17 southbound ramps and Bear Creek road will operate well during weekdays with
the modest project traffic added and during weekends with the heaviest traffic if there were to be two large
events at the Preserve on the same day. The intersection level of service calculation shows that northbound
traffic at the intersection of the SR17 Northbound ramps and Bear Creek Road faces long delays due to the
ramp meter at the freeway on-ramp. The project would add some traffic to the on-ramp, but probably wouldn’t
result in a noticeable change in delay. There are no feasible improvements to reduce the delay and queuing.
There is ample room for the queuing, and it doesn’t cause other operational problems or safety issues.
ATTACHMENT 2
Approximate Line of Sight
Figure 7
Driveway 1 Sight Distance
Dwy 1Dwy 1Bear
C
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e
e
k
R
d
Bear Creek Redwoods Traffic Study
<450
’
<450
’
Remove Tree
Remove Tree if it blocks
the sight line from the
final driveway location
ATTACHMENT 2
Figure 8
Views from Driveway 1 Location (approximate)
Looking
West
Looking
East
Bear Creek Redwoods Traffic Study
Approximate
Driveway
Location
ATTACHMENT 2
Approximate Line of Sight
Figure 9
Driveway 2 Sight Distance
Dwy 2Dwy 2
BC04BC04Bear Creek Rd
Bea
r
C
r
e
e
k
R
d
Alm
a
C
o
l
l
e
g
e
R
d
40
0
’
<40
0
’
Bear Creek Redwoods Traffic Study
Remove 2 Trees
ATTACHMENT 2
Figure 10
Views from Driveway 2 Location (approximate)
Looking
South
Looking
North
Bear Creek Redwoods Traffic Study
Approximate
Driveway
Location
Flat Area
Remove
Trees
ATTACHMENT 2
Approximate Line of Sight
Figure 11
Sight Distance for BC17 and BC08
BC08BC08
BC17BC17
Bea
r
C
r
e
e
k
R
d
Be
a
r
C
r
e
e
k
R
d
Su
m
m
i
t
R
d
Bear Creek Redwoods Traffic Study
Limited Sight
Distance. Sight line
obstructed by hill.
Adequate Sight
Distance
ATTACHMENT 2
"UUBDINFOU.4$&5PQPHSBQIJD4VSWFZ
ATTACHMENT 2
ATTACHMENT 2
GEOTECHNICAL INVESTIGATION
For
PROPOSED BEAR CREEK REDWOODS NORTH PARKING AREA
Midpeninsula Regional Open Space District
Bear Creek Road
Los Gatos, California
APN: 544-320-01
Prepared for
SCOTT REEVES
Prepared by
HARO, KASUNICH AND ASSOCIATES, INC.
Geotechnical & Coastal Engineers
Project No. LG12342
October 2023
ATTACHMENT 2
HARO, KASUNICH AND ASSOCIATES, INC.
CONSULTING GEOTECHNICAL & COASTAL ENGINEERS
116 EAST LAKE AVENUE WATSONVILLE, CALIFORNIA 95076 (831) 722-4175 FAX (831) 722-3202
Project No. LG12342
31 October 2023
SCOTT REEVES
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, California 94002
Subject: Geotechnical Investigation
Reference: Proposed Bear Creek Redwoods North Parking Area
Bear Creek Road
Los Gatos, California
APN: 544-320-01
Dear Scott Reeves:
In accordance with your authorization, Haro Kasunich and Associates, Inc. (HKA) has
performed a Geotechnical Investigation for the proposed parking lot development at the
referenced site. The proposed project involves the construction of terraced paved parking
for up to 50 passenger vehicles and 8 equestrian vehicles, control of surface and
subsurface drainage, and retaining walls for the terraced parking areas.
The results of our investigation indicate the proposed parking lot improvements at the
referenced site are feasible from a geotechnical perspective, provided the geotechnical
criteria and recommendations presented in this report are closely followed in the
development of project plans and specifications.
If you have any questions concerning the data, conclusions, or recommendations
presented in this report, please call our office.
Respectfully Submitted,
Thayara Almeida John E. Kasunich
Staff Engineer P.E., G.E. 455
HARO, KASUNICH & ASSOCIATES, INC.
TA/JK/jk
Copies: 1 via email: Scott Reeves (sreeves@openspace.org)
ATTACHMENT 2
Project No. LG12342 31 October 2023
TABLE OF CONTENTS
GEOTECHNICAL INVESTIGATION ............................................................................... 1
Introduction ..................................................................................................................... 1
Purpose and Scope ......................................................................................................... 1
Site Location and Conditions ........................................................................................... 2
Project Description .......................................................................................................... 2
Field Exploration ............................................................................................................. 3
Laboratory Testing .......................................................................................................... 3
Subsurface Conditions .................................................................................................... 4
Groundwater ................................................................................................................... 5
Site Geology .................................................................................................................... 5
Seismicity ........................................................................................................................ 5
Geotechnical Related Seismicity ..................................................................................... 6
Geologic Hazards ............................................................................................................ 7
Building Codes ................................................................................................................ 8
DISCUSSION, CONCLUSIONS, AND RECOMMENDATIONS ..................................... 9
Pavement - Structural Section Design Considerations .................................................. 11
Pavement Design .......................................................................................................... 11
Site Grading .................................................................................................................. 13
Concrete Slabs on Grade ……………………………………………………………………..14
Retaining Walls ............................................................................................................. 15
Utility Trenches ............................................................................................................. 17
Site Drainage ................................................................................................................ 18
Erosion Control ............................................................................................................. 18
Plan Review, Construction Observation, and Testing ................................................... 18
LIMITATIONS AND UNIFORMITY OF CONDITIONS .................................................. 19
APPENDIX
Site Vicinity Map ………………………………………………………………….........Figure 1
Regional Geologic Map …………………………………………………………......... Figure 2
Boring Site Plan ………………………………………………………………….......... Figure 3
Cross Section AA’ ………………………………………………………………………Figure 4
Cross Section BB’ ………………………………………………………………………Figure 4
Cross Section CC’ ………………………………………………………………………Figure 5
Key to Logs ………………………………………………………………………......... Figure 6
Logs of Test Borings ……………………………………………………..............Figure 7-10
Laboratory Test Results ......…………………………………………………… Figures 11 - 16
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GEOTECHNICAL INVESTIGATION
Introduction
This report presents the results of our Geotechnical Investigation for the proposed parking
lot development at Bear Creek Road (APN: 544-320-01) in Los Gatos, California.
Purpose and Scope
The purpose of our investigation was to explore and evaluate the surface and subsurface
conditions at the project site and develop geotechnical design criteria and
recommendations for a terraced parking lot, pavement design, control of surface and
subsurface drainage and retaining walls. The specific scope of our services was as follows:
1.Preliminary site reconnaissance, review of information in our files pertinent to the
site and vicinity, and review of online information at the Santa Clara County GIS
Website regarding the site and region. Review files provided by the client.
2.Coordinate field exploration, mark exploratory boring locations and coordinate
buried public utility locations with Underground Service Alert (USA) as required by
law prior to drilling, and schedule the drilling company.
3.Field Investigation consisting of exploration of subsurface conditions at the site
with four (4) borings drilled with a tractor-mounted, solid-stem auger drilling
equipment to depths of 21.5 feet. Soil samples obtained were sealed and returned
to the laboratory for testing.
4. Laboratory testing of soil samples to determine pertinent engineering properties.
Moisture content and dry density testing of selected samples were performed to
evaluate the consistency of the in-situ soils. Grain size analysis was performed to
aid in soil classification. A Saturated Direct shear test was performed to evaluate
soil strength parameters and assist in foundation design. An Atterberg Limit
(Plasticity Index) test was performed to evaluate the expansion potential of the in-
situ clay soils. An R-Value test was performed on a bulk sample collected within
the upper 1 to 3 feet below ground surface to aid in pavement design.
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5.Engineering evaluation of the field and laboratory data to develop geotechnical
design criteria and recommendations for site grading, retaining wall lateral
pressures, site drainage and pavement design.
6.Preparation of this report with graphics presenting our findings, conclusions and
recommendations.
Site Location and Conditions
The project site is located approximately 0.6 miles up Bear Creek Road from the Highway
17 exit. The site has a gentle surface gradient descending from north to south off Bear
Creek Road. Gradients steepen beyond the western boundary of the project area,
descending into a natural creek drainage (Figure 1). The site is presently a closed open
space area with tall grasses, bushes and trees with a vehicle maintenance road on the
perimeter of the proposed parking lot.
Project Description
HKA understands the proposed project scope consists of constructing a paved terraced
parking lot for up to 50 passenger vehicles and 8 equestrian vehicles, and retaining walls
for the terraced parking areas. The parking area will be roughly 2-acres in size and will
extend towards the south about 300 feet from Bear Creek Road. Surface and sub-surface
drainage will be controlled.
As the project is in the initial planning phase, some of the recommendations in this report
are general in nature. Haro Kasunich and Associates (HKA) should be given the
opportunity for a geotechnical review of the final project plans prior to submittal. The review
will allow us the opportunity to determine if our geotechnical criteria and recommendations
were properly interpreted and implemented; and determine if this report is adequate for the
final project design.
Field Exploration
Subsurface conditions were investigated on 10 August 2023. The approximate locations of
the test borings are indicated on the Boring Site Plan (Figure 3 in Appendix A). The borings
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were advanced using 6-inch diameter continuous solid flight-auger equipment mounted on
a tractor.
Representative soil samples were obtained from the exploratory borings at selected depths,
or at major strata changes. These samples were recovered using the 3.0 inch outside
diameter (O.D.) Modified California Sampler (MC) or the 2.0-inch O.D. Standard
Penetration Test Sampler (SPT).
The penetration resistance blow counts noted on the boring logs were obtained as the
sampler was dynamically driven into the in-situ soil. The process was performed by
dropping a 140-pound hammer from a 30-inch free fall distance, driving the sampler 6 to 18
inches, and recording the number of blows for each 6-inch penetration interval. The blows
recorded on the boring logs represent the accumulated number of blows that were required
to drive the sampler the last 12 inches.
The soils encountered in the borings were continuously logged in the field and described in
accordance with the Unified Soil Classification System (ASTM D2487). The Key to Logs,
(Figure 7) and Boring Logs (Figures 8-11), are included in the Appendix of this report.
The Boring Logs denote subsurface conditions at the locations and time observed, and it is
not warranted that they are representative of subsurface conditions at other locations or
times. Subsurface conditions at other locations may differ from those encountered at the
explored locations. Stratification lines shown on the logs represent the approximate
boundaries between soil types. The actual transitions may be gradual.
Laboratory Testing
Soil samples obtained from the borings at selected depths were taken to our laboratory for
further examination and laboratory testing. The laboratory testing program was directed
toward determining pertinent engineering properties of soil underlying the project site.
In-situ moisture percentages and dry unit weights were recorded for select samples. The
strength parameters of the underlying earth materials were determined from field
penetration resistance of the in-situ soil and saturated direct shear test. Grain size analysis
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tests were performed to aid in soil classification. An Atterberg Limit (Plasticity Index) test
was performed to evaluate the expansion potential of the in-situ clay soils. An R-Value test
was performed on a bulk sample collected within the upper 1 to 3 feet below ground
surface to aid in pavement design.
The results of the laboratory testing can be found in Appendix A (Figures 12-17), and they
also appear on the Logs of Test Boring opposite the sample tested.
Subsurface Conditions
Based on the results of our subsurface investigation and laboratory testing overall, the
native earth materials on the site consist of loose to medium dense sandy clay/clayey
sand/silty sand in the upper 5 feet, underlain by silty clay/sandy clay/fat clay to the depths
explored of 21.5 feet below ground surface (bgs).
The soil in Boring B-1 consisted of medium dense sandy clay with root traces to a depth of
5.0 feet bgs, over stiff sandy clay soils to a depth of 10.0 feet bgs, underlain by very stiff
sandy fat clay to the depth explored of 21.5 feet bgs.
The soil in Boring B-2 consisted of loose to medium dense clayey sand with root traces to a
depth of 5.0 feet bgs, over medium dense silty clay soils to a depth of 10.0 feet bgs,
underlain by very stiff sandy fat clay to the depth explored of 21.5 feet bgs.
The soil in Boring B-3 consisted of loose to medium dense silty sand with root traces to a
depth of 5.0 feet bgs, over loose silty clayey sand soils to a depth of 6.5 feet bgs, underlain
by very stiff silty clay to the depth explored of 21.5 feet bgs.
The soil in Boring B-4 consisted of firm to stiff sandy clay with root traces to a depth of 6.0
feet bgs, over very stiff clay/fat clay soils to the depth explored of 21.5 feet bgs.
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Groundwater
Groundwater was not encountered in any of our borings. It should be noted that
groundwater levels may fluctuate due to seasonal wet weather considerations, variations in
rainfall, or other factors not evident during our investigation. Subsurface conditions and
water levels at other locations may differ from conditions at the locations where sampling
was conducted. The passage of time may also result in changes to the conditions observed
or inferred from our investigation.
Site Geology
A review of the Geologic Map of the Los Gatos Quadrangle, Santa Clara & Santa Cruz
Counties, California (Dibblee, 2005) indicates the site is mapped as underlain by Qls:
Landslide Rubble (Holocene/Pleistocene) – rubble derived from rocks upslope, bounded by
fs: Franciscan Assemblage (Jurassic and Cretaceous) – gray claystone and siltstone, and
Tsl: San Lorenzo Formation (Miocene/Oligocene) – clay shale or claystone with thin layers
of fine-grained sandstone. The native soils encountered below 5 feet deep, within our
borings at the site were typical of the mapped Franciscan Assemblage and San Lorenzo
Formation. A regional geologic map is included in Appendix A (see Figure 2).
Seismicity
The site is located in the seismically active Santa Cruz Mountains area and situated in a
complex setting relative to geological hazards. The site is mapped within a 1/8th mile buffer
from a County fault rupture hazard zone, a County landslide hazard zone, a State seismic
hazard zone and a State earthquake zone. The State earthquake zone is only mapped in
the far west end of the site close to Briggs Creek. The fault alignment is the San Andreas
Fault in this area. Therefore, the risk of ground rupture occurring across the site is high. To
address these mapped hazards a licensed geologist will need to perform a site study, likely
including backhoe trenching and exploratory borings. A fault study was not warranted for
this scope of work. The owner of the project would need to retain the services of a Certified
Engineering Geologist (C.E.G.) to conduct a fault investigation for this project. We can
provide recommendations for local geologists if needed. Below is a general discussion
about the regional faults and is not a substitution for a site-specific fault investigation.
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The known active faults nearest to the site are the San Andreas Fault Zone, located within
the 1/8-mile buffer zone of the project, the Butano Fault Zone, which passes approximately
2.4 miles to the southwest, the Zayante-Vergeles Fault Zone, which passes approximately
5.6 miles to the southwest, the Berrocal Fault Zone, which passes approximately 2 miles to
the northeast.
This site, as all sites in Santa Cruz Mountains, could be affected by an earthquake with an
epicenter on any one of the active or potentially active faults of the area. At present, it is not
possible to predict when or where movement will occur on these or any other faults.
However, based on historic records and the general seismicity of this region, it is probable
that this site will be shaken by at least one moderate to major earthquake and by numerous
minor earthquakes during the next 50 years. Should a moderate to major earthquake occur
with an epicenter location close to the property, ground shaking at the site would be severe.
Seismic hazards could include liquefaction related ground effects such as ground
settlement, sand boils, lateral spreading, and ground rupture, in addition to strong ground
shaking.
Geotechnical Related Seismicity
The improvements should be designed in conformance with the most current California Building
Code (2022 CBC), effective 1 January 2023. For seismic design, the soil properties at the site
are classified as Site Class “D” based on definitions presented in Section 1613.2.2 in the 2022
CBC which refers to Chapter 20 of ASCE 7-16. The longitude and latitude were determined
using a satellite image generated by Google Earth. These coordinates were taken from the
approximate middle of the area of the proposed improvements:
Latitude = 37.186087°, Longitude = -122.000338°
The coordinates listed above were used as inputs in the OSHPD seismic design maps
created by California Office of Statewide Health Planning and Development (OSHPD) to
determine the ground motion associated with the maximum considered earthquake (MCE)
SM and the reduced ground motion for design SD. The results are as follows:
Site Class D
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SS= 2.422 g
S1= 1.015 g
SMS= 2.422 g
SM1= 1.726 g
refer to section 11.4.8 ASCE7-16 for site specific ground motions and exceptions 1
SDS= 1.615 g
SD1= 1.150 g
refer to section 11.4.8 ASCE7-16 for site specific ground motions and exceptions1
A maximum considered earthquake geometric mean (MCEG) peak ground acceleration
(PGA) was estimated using Figure 22-9 of the ASCE Standard 7-16. The mapped PGA was
1.035 g, and the site coefficient FPGA for Site Class D is 1.1. The MCEG peak ground
acceleration adjusted for Site Class effects is PGAM = FPGA * PGA
PGAM = 1.1 * 1.035 g = 1.139 g
Geologic Hazards
Liquefaction Potential and Lateral Spreading
During an earthquake, seismic waves travel through the earth and vibrate the ground. In
cohesionless, granular material having low relative density (loose to medium dense sands
for example), this vibration can disturb the particle framework leading to increased
compaction of the material and reduction of pore space between the framework grains. If
the sediment is saturated, water occupying the pore spaces resists this compaction and
exerts pore pressure that reduces the contact stress between the sediment grains. With
continued shaking, transfer of intergranular stress to pore water can generate pore
pressures great enough to cause the sediment to lose its strength and change from a solid
1 “See requirements for site-specific ground motions in Section 11.4.8 of ASCE 7. [OSHPD 1R, 2 & 5] The values of FV shall only be
used for calculation of TS, determination of Seismic Design Category, linear interpolation for intermediate values of S1, and when taking
the exceptions under Items 1 and 2 of Section 11.4.8 for the calculation of SD1.” 2022 CBC, TABLE 1613.2.3(2)
“Where the simplified design procedure of ASCE 7, Section 12.14 is used, the value of Fa shall be determined in accordance with ASCE
7, Section 12.14.8.1, and the values of FV, SMS and SM1 need not be determined.” 2022 CBC 1613.2.3
2 EXCEPTION: A ground motion hazard analysis is not required where the value of the parameter SM1 determined by Eq. (11.4-2) is
increased by 50% for all applications of SM1 in this Standard. The resulting value of the parameter SD1 determined by Eq. (11.4-4) shall be
used for all applications of SD1 in this Standard.” ASCE7-16, Supplement 3, 11.4.8, Item 1. Note: The values of SM1 and SD1 above have
not been increased. Item 2 does not apply to Site Class D, D (default).
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state to a liquefied state. This mechanical transformation termed liquefaction can cause
various kinds of ground failure at or near the ground surface. The liquefaction process
typically occurs at depths less than 50 feet below the ground surface. Liquefaction can
occur at deeper intervals, given the right conditions, however ground manifestations have
been found to be relatively minor.
Lateral spreading is horizontal/lateral ground movement of relatively flat-lying soil deposits
towards a free face such as a stream or river channel or an embankment. Lateral spreading
can also occur on sloping ground. Typically, lateral spreading is associated with
liquefaction of one or more subsurface layers near the bottom of the exposed slope. As
failure tends to propagate as block failures, it is difficult to analyze and estimate where the
first tension crack will form.
The site is mapped as having LOW liquefaction potential on the Santa Cruz GIS
application. Based on the results of our subsurface exploration for the site, no groundwater
was encountered in any of our exploratory borings, we estimate there is a low potential for
liquefaction or lateral spreading to occur at the project site.
Dynamic Compaction
Dynamic compaction is seismically induced settlement of soil above the groundwater
elevation by vibration such as from earthquakes. Dynamic compaction typically occurs in
near-surface loose granular soils. Dynamic compaction can occur with or without structural
loads on the soil. Based on the presence of near-surface clayey layers and the lack of
ground water, we estimate minor potential dynamic compaction (less than ¼ inches)
provided foundation preparation recommendations are followed.
Slope Instability
The project site has a gentle surface gradient descending from north to south off Bear
Creek Road. Gradients steepen beyond the western boundary of the project area,
descending into a natural creek drainage. Slope stability analysis was beyond the scope of
work of this project.
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Immediate Settlement
Based upon Standard Penetration Testing at the site and our recommended allowable
bearing capacities, total and differential immediate construction settlements for the project
are anticipated to be on the order of 1 inch for both. This is in addition to potential dynamic
compaction as a result of a nearby major earthquake discussed above.
Building Codes
Project design and construction should conform to the following current building codes:
-2022 California Building Code (CBC); and
-2022 Green Building Standards Code (CAL Green)
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DISCUSSION, CONCLUSIONS, AND RECOMMENDATIONS
The results of our investigation indicate that the proposed development is feasible from a
geotechnical standpoint provided the criteria and recommendations presented in this report
are closely followed during design and construction of the project.
Geotechnical considerations at the referenced site include providing firm uniform support
for the improvements, proper control of surface runoff and the potential for strong seismic
shaking.
The site gently slopes southeast, and the native earth materials encountered consist of
consist of layers of loose to medium dense sandy clay/clayey sand/silty sand on the upper
5 feet, underlain by layers of silty clay/sandy clay/fat clay to the depths explored of 21.5
feet (bgs). To provide uniform support for the new parking lot and improvements, we
recommend removing and recompacting on-site loose topsoil encountered on the top 3.0
feet.
For pavement design, the calculations should use the California R-Value of the subgrade
soils of a minimum 10. We considered applicable a Traffic Indices (TI) for this project, TI =
6 for auto traffic and TI = 7.5 for truck traffic.
The project site will experience strong seismic shaking in the design life. We recommend
the structure be designed and constructed in conformance with the most current California
Building Code (2022 CBC) seismic design standards.
Site drainage is important to the long-term performance of the project. Plans should include
provisions for positive gradients away from wall foundations so surface runoff is not
permitted to pond on the pavement and adjacent to wall foundations. Bare slopes should
be well vegetated to be protected from stormwater runoff erosion. Surface runoff should be
directed away from wall foundations at a minimum gradient of 5 percent for a minimum
horizontal distance of 10 feet. Concentrated runoff should be diverted from improvements
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and slopes by lined ground swales or solid pipes to suitable discharge locations.
The following recommendations should be used as guidelines for preparing project plans
and specifications:
Pavement - Structural Section Design Considerations
The pavement design for the proposed parking lot relies heavily upon the soil subgrade
supporting the pavement structural section. The findings from the field investigation indicate
the upper 3 feet bgs of subgrade soils are relatively loose. Thus, the supporting layer of
subsoil needs to be improved to create a uniform well compacted subgrade layer upon
which to place the structural section, as well as to allow construction operations to proceed.
To provide adequate support of the pavements the upper 36 inches of subgrade should be
removed and replaced as an engineered fill. The structural section design is based upon
the results of the R-value test.
Pavement Design
One R-Value test was performed on near surface soil spoils taken from our boring B-1. R-
Value test results at this site indicate an R-Value of 10 (sandy clay). Variation of soil may
occur during mass grading. Based on the test results, the following design considerations
are valid for the pavement design:
•Large semi-trucks will be able to use the paved area, including equestrian vehicles,
firetrucks and garbage trucks.
•A 20-year design life per highway design manual is acceptable.
HKA made additional design considerations as follows:
In calculating this pavement section, we have assumed Traffic Indices (TI) that are
generally assigned when considering certain types of traffic patterns.
Traffic volume and equivalent axle loads that exceed the assumed TI could be destructive
to the pavement, resulting in an accelerated rate of deterioration and the need for
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increased maintenance. If more precise TI are required, they should be calculated by a
Traffic Engineer, based on the anticipated axle loads and vehicle volume, and submitted to
us for further recommendations.
Table 3. Recommended Pavement Sections
Anticipated
Traffic Use
Assigned
R-Value
Assumed
Traffic
Index
Minimum Pavement Section (in)
AC
Class II
Aggregate
Baserock
Aggregate
Subbase
Auto Traffic 10 6.0 3.0
2.5
6.0
14.0 --
Auto and Truck
Traffic 10 7.5 4.2 6.0 --
To have the selected pavement sections perform to their greatest efficiency, it is especially
important that the following items be considered:
a.Remove the upper 30 inches, scarify and moisture condition, or dry
back as needed, the bottom of the subexcavation a minimum 6-inches
and compact to a minimum relative compaction of 90 percent, at a
moisture content which is about 2 to 4 percent above laboratory
optimum value. Place engineered fill in 8-inch compacted layers back
up to subgrade elevation. The upper 8 inches of subgrade should be
compacted to a minimum 95 percent relative compaction.
b.Provide sufficient gradient to prevent ponding of water.
c.Use only quality materials of the type and thickness (minimum)
specified. Aggregate base rock (R=78 minimum) must meet
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CALTRANS Standard Specifications for Class 2 Untreated Aggregate
Base (Section 26). Aggregate subbase (R=50 minimum), if required,
must meet CALTRANS Standard Specifications for Class 2 Untreated
Aggregate Subbase, (Section 25).
d.Compact the baserock and subbase materials uniformly to a minimum
relative compaction of 95 percent.
e.Place the asphaltic concrete only during periods of fair weather when
the free air temperature is within prescribed limits.
f.Maintenance should be undertaken on a routine basis.
g.HKA should test the aggregate baserock layer prior to paving
Site Grading
1.The geotechnical engineer should be notified at least four (4) working days prior
to any site clearing or grading operation so that the work in the field can be
coordinated with the grading contractor and arrangements for testing and
observation services can be made. The recommendations of this report presume the
geotechnical engineer or representative will perform the required testing and
observation services during grading and construction. It is the owner's responsibility
to make the necessary arrangements for these required services.
2.Where referenced in this report, Percent Relative Compaction and Optimum
Moisture Content shall be based on ASTM Test Designation D1557-10.
3.Areas to be graded should be cleared of any remaining obstructions including loose
and saturated soil, trees not designated to remain, grass, shrubs or other unsuitable
material. Existing depressions or voids created during site clearing should be
backfilled with engineered fill.
4.Cleared areas should then be stripped of organic-laden topsoil. The stripping depth
is estimated to be 2 to 4 inches. Actual depth of stripping should be determined in
the field by the geotechnical engineer. Strippings should be wasted off-site or
stockpiled for use in landscape areas if desired.
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5.After the site has been cleared and stripped, the exposed subgrade is to be sub
excavated 30 inches. The bottom of excavation and areas to receive engineered fill
should be scarified to a depth of 6 inches, moisture conditioned (or allowed to dry as
necessary) to 2 to 4 percent above optimum moisture and compacted to a minimum
of 90 percent relative compaction.
6.After stabilization of the bottom of the subexcavation, engineered fill should be
placed in thin lifts not exceeding 8 inches in loose thickness; moisture conditioned to
slightly above optimum moisture and compacted to a minimum of 90 percent relative
compaction. The upper 8 inches of pavement section subgrades should be
compacted to at least 95 percent relative compaction at slightly above optimum
moisture. The aggregate base below pavements should likewise be compacted to a
minimum of 95 percent relative compaction at slightly above optimum moisture.
7.If grading is performed during or shortly after the rainy season, the grading
contractor may encounter compaction difficulty (i.e., pumping action and/or the
bringing of free water to the surface). If compaction cannot be achieved after
adjusting the soil moisture content, it may be necessary to stabilize the subgrade
soil with angular crushed rock. The bridging material should be a coarse granular
mixture of rock having a maximum size of about 8 inches. It is anticipated that
quarry-run or crusher-run materials will be satisfactory. The material should be well
graded between the largest and smallest particle size, with no more than 12 percent
passing the # 200 sieve.
8.Fat clayey soils were encountered at depths of approximately 10 feet bgs. As long
as these soils are not reused, on-site soils are suitable for use as engineered fill.
Engineered fill at the project site should:
a.Be free of wood, organic debris, and other deleterious materials.
b.Not contain rocks or clods greater than 2.5 inches in any dimension.
c.Not contain more than 25 percent of fines passing the #200 sieve.
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d.Have a Sand Equivalent greater than 18.
e.Have a Plasticity Index less than 15.
f.Have an R-Value of not less than 10.
g.Be approved by HKA. Contractor should submit samples of import material or
utility trench backfill to the geotechnical engineer for compliance testing a
minimum of 4 days before it is delivered to the site.
9.Following grading, exposed soil should be planted as soon as possible with
erosion-resistant vegetation.
10.After the earthwork operations have been completed and the geotechnical engineer
has finished observation of the work, no further earthwork operations shall be
performed without the direct observation and approval of the geotechnical engineer.
Concrete Slabs-on-Grade
11.Concrete slabs should be constructed on properly water conditioned and compacted
soil subgrades. Slab subgrades should be prepared and compacted as
recommended in the section above entitled “Site Grading.” Prior to placement of
concrete the subgrade should be proof rolled and thoroughly pre-moistened.
12. We recommend that consideration be given to a minimum slab thickness of 5 inches
and steel reinforcement necessary to address temperature and shrinkage
considerations. It is recommended that rebar in lieu of wire mesh be used for slab
reinforcement. The steel reinforcement should be held firmly in the vertical center of
the slab during placement and finishing of the concrete with pre-cast concrete
dobies.
Retaining Walls
13.For design of fully drained retaining walls up to 10 feet high, the following wall
design criteria may be used:
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a.Active earth pressure for walls allowed to yield (up to ½ percent of wall
height) is that exerted by an equivalent fluid weight of 45 pcf for a level
backslope and 60 pcf for a 2:1 backslope.
b.To account for seismic loading, depending on the critical nature of the
structure, a horizontal line load surcharge equal to 20H2 pounds per linear
foot of wall may be assumed to act at 0.6H above the base of the wall (where
H is the height of the wall in feet).
c.In addition, the walls must be designed for any adjacent live or dead loads
which will exert a force on the wall (structures or traffic).
14.Retaining wall footings should have their bottoms scarified and moisture adjusted to
near optimum moisture content and compacted to a minimum 90 percent relative
compaction. Site retaining wall foundations should be designed for an allowable
bearing capacity of 2,500 psf plus one-third increase for wind and seismic loads
provided they are embedded into and founded on on-site soil.
15.The bottoms of new footings should not be located below an imaginary plane
projected downwards at a 2:1 (H:V) slope gradient below the bottoms of existing or
new footings.
16.The above lateral pressures are provided assuming the walls are fully drained to
prevent development of hydrostatic pressure behind the walls.
a.Drainage materials behind walls should consist of Class 2 permeable
material and can be used without a filter fabric, complying with Section 68-
2.02F (2) of Caltrans Standard Specifications, latest edition, or an approved
equivalent.
b.The drainage material should be at least 12 inches thick and extend from the
base of the wall to within 12 inches of the top of the backfill.
c. The top 12 inches of backfill behind the wall should be relatively impermeable
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native soil compacted in place to prevent stormwater from entering wall back
drains. A layer of filter fabric (Mirafi 140N or equivalent) should separate the
subdrain material.
d.A 4-inch diameter perforated pipe should be placed (holes down) about 2
inches above the bottom of the wall and be tied to a suitable drain outlet. The
outlet should discharge away from structures and slopes in a controlled
manner.
17.Lateral loads on spread footings may be designed for a passive resistance acting
along the face of the footings. Where footings are poured neat against firm native
soil, an equivalent fluid pressure of 250 pcf acting along the face of the footings is
considered applicable. The top 12 inches of soil should be neglected when
computing passive resistance.
Utility Trenches
18.Utility trenches must be properly shored and braced during construction or laid back
at an appropriate angle to prevent sloughing and caving at sidewalls. The project
plans and specifications should direct the attention of the contractor to all Cal/OSHA
and local safety requirements and codes dealing with excavations and trenches.
19.Utility trenches should not extend below an imaginary line sloping down and away at
a 1½:1 (H: V) slope from the bottom outside edge of all foundations. The structural
design professional should coordinate this requirement with the utility layout plans
for the project.
20.Trenches should be backfilled with granular-type material and uniformly compacted
by mechanical means to the relative compaction required by Santa Clara County,
but not less than 95 percent relative compaction under paved areas and 90 percent
relative compaction elsewhere. The relative compaction is based on the maximum
dry density obtained from a laboratory compaction curve run in accordance with
ASTM Test Procedure D1557-10.
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21.We strongly recommend placing a 3-foot-long concrete plug in each trench where
the trench passes under exterior foundations. Care should be taken not to damage
utility lines.
22.Trenches should be capped with a minimum of 12 inches of relatively impermeable
soil.
Site Drainage
23.A drainage plan to handle surface runoff will be an important part of the
development for this site. Site drainage should be adequately controlled both during
and after construction. It will be vital that surface drainage is collected and controlled
to an appropriate discharge location.
24. Runoff should be conveyed via buried solid pipe to suitable discharge points away
from all foundations and improvements.
25.Surface discharge piping (e.g., downspout pipes or catch basin pipes) and
subsurface discharge piping (e.g., retaining wall back drains/curtain drainpipes)
must be kept separate and independent from each other.
26.Drainage plans should include provisions for positive gradients away from the
adjacent slopes and wall foundations so that surface runoff is not permitted to pond
on pavements or adjacent to wall foundations. Surface runoff should be directed
away from the improvements at minimum gradients of 2 to 5 percent for a minimum
horizontal distance of 10 feet. Concentrated runoff should be conveyed via buried
solid pipe to suitable discharge locations.
27. We recommend raised curbs be considered along the boundaries of adjacent slopes
to direct water to appropriate storm drain inlets.
28.Irrigation activities at the site should be done in a controlled and reasonable manner.
ATTACHMENT 2
Project No. LG12342 31 October 2023
19
Planter areas should not be sited adjacent to walls; otherwise, measures should be
implemented to contain irrigation water and prevent it from seeping into walls and
under foundations.
29.The migration of water or spread of extensive root systems below foundations,
slabs, or pavements may cause undesirable differential movements and subsequent
damage to these structures. Landscaping should be planned accordingly.
30. Drainage patterns approved at the time of finished grading should be maintained
throughout the life of proposed structures.
Erosion Control
31.All bare soil and cut and fill slopes should be seeded and mulched immediately after
grading with barley, rye, grass, and crimson clover or otherwise provided with
erosion control measures.
32.Erosion control measures must be maintained during construction. Refer to
construction time frame constraints and requirements in the Santa Clara County
Erosion Control Ordinances.
Plan Review, Construction Observation, and Testing
33.Haro, Kasunich and Associates must be provided with an opportunity to review
project plans prior to construction to evaluate if our recommendations have been
properly interpreted and implemented. We should also provide earthwork
observation and testing services during construction. This allows us to confirm
anticipated soil conditions and evaluate conformance with our recommendations
and project plans. If we do not review the plans or provide observation and testing
services, we assume no responsibility for misinterpretation of our recommendations.
LIMITATIONS AND UNIFORMITY OF CONDITIONS
1.The recommendations of this report are based upon the assumption the soil
ATTACHMENT 2
Project No. LG12342 31 October 2023
20
conditions do not deviate from those disclosed in the borings. If any variations or
undesirable conditions are encountered during construction, or if the proposed
construction will differ from that planned at the time, our firm should be notified so
supplemental recommendations can be given.
2.This report is issued with the understanding it is the responsibility of the owner, or
their representative, to ensure the information and recommendations contained
herein are called to the attention of the Architects and Engineers for the project and
incorporated into the plans, and the necessary steps are taken to ensure that the
Contractors and Subcontractors carry out such recommendations in the field. The
conclusions and recommendations contained herein are professional opinions
derived in accordance with current standards of professional practice. No other
warranty expressed or implied is made.
3.The findings of this report are valid as of the present date. However, changes in the
conditions of a property can occur with the passage of time, whether they be due to
natural processes or to the works of man, on this or adjacent properties. In addition,
changes in applicable or appropriate standards occur whether they result from
legislation or the broadening of knowledge. Accordingly, the findings of this report
may be invalidated, wholly or partially, by changes outside our control. Therefore,
this report should not be relied upon after a period of three years without being
reviewed by a geotechnical engineer.
ATTACHMENT 2
Project No. LG12342
31 October 2023
APPENDIX
Site Vicinity Map (Figure 1)
Regional Geologic Map (Figure 2)
Boring Site Plan (Figure 3)
Cross Section AA’ (Figure 4)
Cross Section BB’ (Figure 4)
Cross Section CC’ (Figure 5)
Key to Logs (Figure 6)
Logs of Test Borings (Figure 7-10)
Laboratory Test Results (Figures 11-16)
ATTACHMENT 2
FIGURE NO. 1
SITE VICINITY MAP
SITE LOCATION
FROM:
BLACK CREEK TOPO MAP IN SANTA CLARA COUNTY, CALIFORNIA
HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:TA
NTS
ATTACHMENT 2
FIGURE NO. 2
KEY:
REGIONAL GEOLOGIC MAP
SITE LOCATION
FROM:HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:TA
NTS
Qls: LANDSLIDE RUBBLE (HOLOCENE/PLEISTOCENE)
fs: FRANCISCAN ASSEMBLAGE (JURASSIC AND CRETACEOUS)
Tvq: VAQUEROS FORMATION (MIOCENE)
Tsl: SAN LORENZO FORMATION (MIOCENE/OLIGOCENE)
GEOLOGIC MAP OF THE LOS GATOS QUADRANGLE, SANTA CLARA & SANTA CRUZ
COUNTIES, CALIFORNIA
COMPILED BY
THOMAS W. DIBBLEE, JR.
DIBBLEE GEOLOGICAL FOUNDATION
2005
fs
Tvq
Tsl
Qls
ATTACHMENT 2
BEAR
C
R
E
E
K
R
D
B-1
B-2
B-4
B-3
R-1
FIGURE NO. 3
SCALE:
DRAWN BY:
BORING SITE PLAN
TA
1" = 20'
= R-VALEU SAMPLE LOCATION (FROM BORING SPOILS)
R-X
HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:
NOTES:
1. TOPOGRAPHIC MAP PROVIDED BY MIDPENINSULA OPEN SPACE DISTRICT, NOT DATED.
00 20'40'
SCALE: 1" = 20'
KEY:= SOIL BORING LOCATION
B-X
ATTACHMENT 2
CLAY/FAT CLAY
SANDY CLAY/CLAYEY SAND
SANDY CLAY/CLAYEY SAN
D
CLAY/FAT CLAY
FIGURE NO. 4
CROSS SECTION AA'
TA
1" = 40'
HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:
NOTES:
1. CROSS SECTION FROM TOPOGRAPHIC MAP PROVIDED BY MIDPENISULA REGIONAL SPACE DISTRICT, NOT DATED.
00 30'60'
SCALE: 1" = 40'
ATTACHMENT 2
FIGURE NO. 5
CROSS SECTION CC'
TA
1" = 30'
HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:
NOTES:
1. CROSS SECTION FROM TOPOGRAPHIC MAP PROVIDED BY MIDPENISULA REGIONAL SPACE DISTRICT, NOT DATED.
00 30'60'
SCALE: 1" = 30'
ATTACHMENT 2
FIGURE NO. 6
KEY TO LOGS
TA
NTS
HARO, KASUNICH & ASSOCIATES, INC.
GEOTECHNICAL AND COASTAL ENGINEERS
116 E. LAKE AVENUE, WATSONVILLE, CA 95076
(831) 722-4175
SCALE:
DATE:
DRAWN BY:
REVISED:
JOB NO.
SHEET NO.
SEPT. 2023
LG12342
LOS GATOS, CALIFORNIA
APN: 544-32-001
BEAR CREEK REDWOODS NORTH PARKING AREA
SCALE:
DRAWN BY:
PRIMARY DIVISIONS SECONDARY DIVISIONS
GW
GP
GM
GC
SW
SP
SM
SC
ML
CL
OL
MH
CH
OH
Pt
GROUP
SYMBOL
GRAVEL
SAND
SILTS AND CLAYS
SILTS AND CLAYS
HIGHLY ORGANIC SOILS
CLEAN
GRAVELS
(LESS THAN
5% FINES)
GRAVEL
WITH
FINES
CLEAN
SANDS
(LESS THAN
5% FINES)
SANDS
WITH
FINES
MORE THAN HALF
OF COARSE
FRACTION IS
LARGER THAN
NO. 4 SIEVE
MORE THAN HALF
OF COARSE
FRACTION IS
SMALLER THAN
NO. 4 SIEVE
WELL GRADED GRAVELS, GRAVEL-SAND MIXTURES, LITTLE OR NO FINES.
POORLY GRADED GRAVELS OR GRAVEL-SAND MIXTURES, LITTLE OR NO
SILTY GRAVELS, GRAVEL-SAND-SILT MIXTURES, NON-PLASTIC FINES
CLAYEY GRAVELS, GRAVEL-SAND-CLAY MIXTURES, PLASTIC FINES.
WELL GRADED SANDS, GRAVELLY SANDS, LITTLE OR NO FINES.
POORLY GRADED SANDS OR GRAVELLY SANDS, LITTLE OR NO FINES.
SILTY SANDS, SAND-SILT MIXTYRES, NON-PLASTIC FINES.
CLAYEY SANDS, SAND-CLAY MIXTYRES, PLASTIC FINES.
INORGANIC SILTS AND VERY FINE SANDS, ROCK FLOUR, SILTY OR CLAYEY
INORGANIC CLAYS OF LOW TO MEDIUM PLASTICITY, GRAVELLY CLAYS,
FINE SANDS OR CLAYEY SILTS WITH SLIGHT PLASTICITY.
SANDY CLAYS, SILTY CLAYS, LEAN CLAYS.
ORGANIC SILTS AND ORGANIC SILTY CLAYS OF LOW PLASTICITY.
INORGANIC SILTS, MICACEOUS OR DIATOMACEOUS FINE SANDY OR
SILTY SOILS, ELASTIC SILTS.
INORGANIC CLAYS OF HIGH PLASTICITY, FAT CLAYS.
ORGANIC CLAYS OF MEDIUM TO HIGH PLASTICITY, ORGANIC SILTS.
PEAT AND OTHER HIGHLY ORGANIC SOILS.
FINES.
LIQUID LIMIT LESS THAN 50%
LIQUID LIMIT GREATER THAN 50%
M
O
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E
T
H
A
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H
A
L
F
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F
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2
0
0
S
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A
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NO
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2
0
0
S
I
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V
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S
I
Z
E
GRAIN SIZESU.S. STANDARD SERIES SIEVE CLEAR SQUARE SIEVE OPENINGS
200 40 10 4 3/4"2"12"
SAND GRAVELSILTS AND CLAYS
FINE MEDIUM COARSE FINE COARSE
COBBLES BOULDERS
RELATIVE DENSITY CONSISTENCY SAMPLING METHOD WATER
SANDS AND
GRAVELS
BLOWS
PER
FOOT*
SILTS
AND
CLAYS
STRENGTH
(TSF)**
BLOWS
PER
FOOT*
STANDARD
PENETRATION TEST
MODIFIED CALIFORNIA
PITCHER BARREL
SHELBY TUBE
BULK
VERY LOOSE
LOOSE
MEDIUM DENSE
DENSE
VERY DENSE
0 - 4
4 - 10
10 - 30
30 - 50
OVER 50
VERY SOFT
SOFT
FIRM
STIFF
VERY STIFF
HARD
0 - 1/4
1/4 - 1/2
1/2 - 1
1 - 2
2 - 4
OVER 4
0 - 2
2 - 4
4 - 8
8 - 16
16 - 32
OVER 32
B
S
P
MC
T
FINAL
INITIAL
WATER LEVEL
DESIGNATION
*Number of blows of 140 lb hammer falling 30 inches to drive a 2" O.D. (1 3/8" I.D.) split spoon sampler (ASTM D-1586).
**Unconfined compressive strength in tons/ft2 as determined by laboratory testing or approximated by the Standard Penetration Test (ASTM D-1586),
pocket penetrometer, torvane, or visual observation.
ATTACHMENT 2
CL-CHDark brown, Sandy CLAY (fine to medium grains),
dry, stiff, trace roots
CL-CHDark brown, CLAY with SAND, dry, medium dense
CLOlive yellow with grey mottling traces, Sandy
CLAY, dry, stiff
CLSame
Drilling got stiffer
CHBrown, Sandy FAT CLAY, damp, very stiff
CHSame material, but grey color
CHSame
Boring terminated at 21.5 feet.
No groundwater.
1-1-2 (MC)17 86 11
1-2 (T)12 20
1-3-1 (MC)20 103 18
Gravel: 1%, Sand: 25%,
Fines: 74%
Phi: 26 degrees, C = 422 psf
1-4 (T)14
1-5 (T)19
1-6 (T)25
1-7 (T)22
HARO, KASUNICH AND ASSOCIATES, INC.
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Bear Creek Road
Mid Peninsula Open Space PROJECT NO. SC12342
sr
BORING NO. B-1LOGGED BY TA DATE DRILLED 8-10-2023 BORING DIAMETER 6"
SOIL DESCRIPTION
Un
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b
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.
Mo
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u
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%
d
r
y
w
t
.
RESULTS
FIGURE NO.
Sy
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Qu
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.
f
.
Pe
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.
MISC.
LAB
BY:
0
5
10
15
20
25
30
35
7
ATTACHMENT 2
ATTACHMENT 2
SCDark brown, transition to yellow brown, Clayey
SAND, fine to medium grained, dry, loose, trace
roots
SCSame, but medium dense
CL-MLYellow brown with white mottling, fine to medium
grained, Silty CLAY, dry, medium dense
CL-MLSame
CHGrey with mottling, Sandy FAT CLAY, damp, very
stiff
CHGrey, Sandy FAT CLAY, damp, very stiff
CLGrey, Sandy CLAY with medium to fine grained
layers of gray SAND, damp, very stiff
Boring terminated at 21.5 feet.
No groundwater.
2-1-1 (MC)13 94 9
2 (T)16
2-3-1 (MC)23
2-4 (T)23 11 Gravel: 4%, Sand: 40%,
Fines: 56%
2-5 (T)26 21 LL: 58, PL: 17, PI:42
2-6-2 (MC)45
2-7 (T)29
HARO, KASUNICH AND ASSOCIATES, INC.
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3
Bear Creek Road
Mid Peninsula Open Space PROJECT NO. SC12342
sr
BORING NO. B-2LOGGED BY TA DATE DRILLED 8-10-2023 BORING DIAMETER 6"
SOIL DESCRIPTION
Un
i
f
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S
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Cl
a
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f
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-
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b
s
.
Mo
i
s
t
u
r
e
%
d
r
y
w
t
.
RESULTS
FIGURE NO.
Sy
m
b
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Qu
-
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.
s
.
f
.
Pe
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p.c
.
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.
MISC.
LAB
BY:
0
5
10
15
20
25
30
35
8
SMBrown, fine grained, Silty SAND, dry, loose
SMYellow brown with mottling and trace roots, fine
grained Silty SAND, dry, medium dense
SC-SMSame color, silty Clayey SAND, dry, loose
CLYellow brown with grey mottling, Silty CLAY, dry,
very stiff
CLOlive yellow
CLSame
CLSame
Boring terminated at 21.5 feet.
No groundwater.
3-1-1 (MC)16 103 6
3-2 (T)18
3-3-1 (MC)14
3-4 (T)20
3-5 (T)18
3-6 (T)30
3-7 (T)27
HARO, KASUNICH AND ASSOCIATES, INC.
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Bear Creek Road
Mid Peninsula Open Space PROJECT NO. SC12342
sr
BORING NO. B-3LOGGED BY TA DATE DRILLED 8-10-2023 BORING DIAMETER 6"
SOIL DESCRIPTION
Un
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%
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.
RESULTS
FIGURE NO.
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MISC.
LAB
BY:
0
5
10
15
20
25
30
35
9
ATTACHMENT 2
8" dark brown, loose topsoil
CLGrey with yellow mottling and trace roots, Sandy
CLAY, damp, firm
CLSame material, no roots, stiff
CLGrey with yellow mottling, Sandy CLAY, damp, stiff
CL-CHSame, but last 6" transition to yellow (mottle),
CLAY, damp, very stiff, trace roots
CL-CHGrey CLAY with yellow (mottled) fine to medium
grained Silty layers, damp, very stiff
CL-CHGrey, FAT CLAY, damp, stiff
CL-CHVery stiff
Boring terminated at 21.5 feet.
No groundwater.
4-1-1 (MC)15
4-2 (T)13
4-3-1 (MC)26 97 19
4-4 (T)20 22 Gravel: 0%, Sand: 10%,
Fines: 90%
4-5 (T)19
4-6 (T)12
4-7 (T)27
HARO, KASUNICH AND ASSOCIATES, INC.
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Bear Creek Road
Mid Peninsula Open Space PROJECT NO. SC12342
sr
BORING NO. B-4LOGGED BY TA DATE DRILLED 8-10-2023 BORING DIAMETER 6"
SOIL DESCRIPTION
Un
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.
RESULTS
FIGURE NO.
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0
5
10
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20
25
30
35
10
ATTACHMENT 2
60
30
10
0.8%
25.0%CL-CH
74.2%
Cumulative Sum 100.0%
D60 HKA Project No:12342
D30 Sample No:
D10 Date:
Cu -
Cc -
GRAIN SIZE ANALYSIS1-2
116 East Lake Avenue, Watsonville, California
Figure No. 11(831) 722-4175 ~ Fax (831) 722-3202
Mid Peninsula Open Space
August 28, 2023
Gravel Content:
Sand Content:
Fines Content
Sample Description:Mottled Dk Brown/Rust Brown CLAY w/ sand
Group Symbol:
1 1/2"1"3/4"3/8"4 8 16 30 50 100 200
Pe
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10
20
30
40
50
60
70
80
90
100
0.0010.010.1110100
Pe
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Grain Size in Millimeters
Haro Kasunich and Associates
Coastal and Geotechnical Engineers
Test Report Prepared By HKA LAB
8/30/2023
ATTACHMENT 2
60
30
10
3.6%
39.6%CL-ML
56.8%
Cumulative Sum 100.0%
D60 HKA Project No:12342
D30 Sample No:
D10 Date:
Cu -
Cc -
GRAIN SIZE ANALYSIS2-4
116 East Lake Avenue, Watsonville, California
Figure No. 12(831) 722-4175 ~ Fax (831) 722-3202
Mid Peninsula Open Space
August 28, 2023
Gravel Content:
Sand Content:
Fines Content
Sample Description:Yellow Brown Sandy SILTY-CLAY
Group Symbol:
1 1/2"1"3/4"3/8"4 8 16 30 50 100 200
Pe
r
c
e
n
t
C
o
a
r
s
e
r
B
y
W
e
i
g
h
t
0
10
20
30
40
50
60
70
80
90
100
0.0010.010.1110100
Pe
r
c
e
n
t
F
i
n
e
r
B
y
W
e
i
g
h
t
Grain Size in Millimeters
Haro Kasunich and Associates
Coastal and Geotechnical Engineers
Test Report Prepared By HKA LAB
8/30/2023
ATTACHMENT 2
60
30
10
0.0%
10.1%CL-CH
89.9%
Cumulative Sum 100.0%
D60 HKA Project No:12342
D30 Sample No:
D10 Date:
Cu -
Cc -
Gravel Content:
Sand Content:
Fines Content
Sample Description:Mottled Orange Brown/Gray CLAY
Group Symbol:
GRAIN SIZE ANALYSIS4-4
116 East Lake Avenue, Watsonville, California
Figure No. 13(831) 722-4175 ~ Fax (831) 722-3202
Mid Peninsula Open Space
August 28, 2023
1 1/2"1"3/4"3/8"4 8 16 30 50 100 200
Pe
r
c
e
n
t
C
o
a
r
s
e
r
B
y
W
e
i
g
h
t
0
10
20
30
40
50
60
70
80
90
100
0.0010.010.1110100
Pe
r
c
e
n
t
F
i
n
e
r
B
y
W
e
i
g
h
t
Grain Size in Millimeters
Haro Kasunich and Associates
Coastal and Geotechnical Engineers
Test Report Prepared By HKA LAB
8/30/2023
ATTACHMENT 2
ATTACHMENT 2
Project Name:
Project #:
Sample #:
Description:
Tested By:
Date Tested:
1 2 3 4 Intercept Slope
1000 2000 4000 -422.03 0.4838
29.4 43.9 75.7 -*Manually Enter from Trendline Equation
918.2 1371.0 2363.3 -C (PSF)PHI
422 26
Figure No. 14
Max Shear Stress
Normal Pressure (PSF)
Shear Stress (PSF)
Saturated Direct Shear
Test Number
Equation of Trendline
Mid Peninsula Open Space
12342
1-3-1
Mottled Tan/Orange Brown/Brown Sandy CLAY
MA
8/25/2023
y = 0.4838x + 422.03
0.0
500.0
1000.0
1500.0
2000.0
2500.0
3000.0
3500.0
4000.0
4500.0
5000.0
0 500 1000 1500 2000 2500 3000 3500 4000 4500
Sh
e
a
r
S
t
r
e
s
s
(
P
S
F
)
Normal Pressure (PSF)
Saturated Direct Shear Results
Haro Kasunich and Associates
Geotechnical and Coastal Engineers
Liquid Limit:58.02 File N◦
Plastic Limit:16.86 Sample N◦
Plasticity Index:41.2 Date:
By:
Determination 1 2 3 4 17 22 26 33
Tare N◦P4 P12 CR SA U2 \
Gross Wet WT.19.84 19.89 12.55 12.87 12.29 12.59
GrossDry WT.18.97 19.00 10.58 10.80 10.45 10.66
Tare WT.13.73 13.80 7.28 7.26 7.26 7.25
NET DRY WT.5.24 5.20 0.00 0.00 3.30 3.54 3.19 3.41
WT. OF Water 0.87 0.89 0.00 0.00 1.97 2.07 1.84 1.93
% Moisture 16.60 17.12 - -59.70 58.47 57.68 56.60
Sample #2-5
Ht. of Sample Bag
Tare 440
Gross Wet Wt 1100.4
Gross Dry Wt.980.3
Tare Wt.414.6
Net Dry Wt.565.7
Wt. Of Water 120.1
% Moisture 21.2%
Dry Density -
Group
Symbol CH
LIQUID LIMIT
PLASTIC LIMIT
Mottled Lt Brown/Orange
Brown/Gray Sandy (CH) Fat
CLAY
MA
SOIL DESCRIPTION
Job Name:42
NUMBER OF BLOWS
12342
2-5
8/28/2023
Mid Peninsula Open Space
15
20
25
30
35
40
45
50
55
60
65
70
5 10 20 40
%M
o
i
s
t
u
r
e
Number of Blows
0
10
20
30
40
50
60
0 10 20 30 40 50 60 70 80 90 100
Pla
s
t
i
c
i
t
y
I
n
d
e
x
Liquid Limit
CL-ML
A-Line
MH or OH
ML or OL
25 50
Figure No. 15
ATTACHMENT 2
Boring:Reduced By:RU
Sample:B-1 Checked By:PJ
Depth:Date:8/30/2023
A B C D E
110 70 40
528 340 163
6635 4273 2048
2.52 2.50 2.77
0 0 0
130 135 146
3.80 3.80 3.92
13 11 6
13 11 6
21.8 24.7 27.5
125.8 125.9 118.3
103.3 101.0 92.8
10
0
Soil Description:
Remarks:
Project Name:Mid Peninsula Open Space (Bear Creek Rd.)
Dark Yellowish Brown Sandy CLAY R-Value
Expansion
Pressure
R-Value
CTM 301
CTL Job No.:
Client:
Project Number:
032-518
Haro, Kasunich & Associates
12342
Specimen Designation
Corrected R-Value
Moisture Content (%)
Wet Density (pcf)
Dry Density (pcf)
Exudation Load (lbf)
Height After Compaction (in)
Stabilometer @ 2000
Turns Displacement
R-value
Exudation Pressure (psi)
Expansion Pressure (psf)
Compactor Foot Pressure (psi)
0
100
200
300
400
500
600
700
800
900
1000
0
10
20
30
40
50
60
70
80
90
100
0 100 200 300 400 500 600 700 800
Exudation Pressure vs R-Value
Exudation Pressure vs. Expansion
Pressure
Figure No. 16
ATTACHMENT 2
VP21-005 NORTH PARKING AREA
BEAR CREEK REDWOODS OPEN SPACE PRESERVE
January 24, 2024 Not to scale
R oad
C reek
B ear
FEASABILITY ANALYSIS AT GATE BC01
Gate BC01
Tight turning radiusrequires expansion into vegetated area
Exisng gravel lot
Road length: ~1700 lfTrees removed: ~25Impervious area: 46,500 sf
Opon 01
Stables Parking
Opon 02 Slo
p
e
Bear
C
r
e
e
k
R
o
a
d
Bear Cre
e
k
R
o
a
d
20
ATTACHMENT 3
ATTACHMENT 4
ATTACHMENT 4
Atachment 5: Parking Area Design Alterna�ves Comparison
Value vs. Cost* Minimizing Impact to
Site Integra�on of TDMs Alignment with Project
Goals & Policies
Alignment with Public
Comments **
Op�on 1 Provides moderate
value for the overall
cost by adding 50
standard vehicle parking
spaces and providing
designated equestrian
spaces. Higher costs
rela�ve to Op�on 2 due
to retaining walls.
Project would require
approximately 950 cubic
yards of grading, 46,000
square feet of
impervious area, and
removal of
approximately eight
trees. Impacts to visual
resources, visible from
roadway.
Minor modifica�ons of
parking area would be
required to incorporate
priority parking, such as
restriping and/or
addi�on of signage.
Some equestrian
parking spaces could be
redesignated for buses
(if shutles are pursued
in the future).
Implements public use
and facili�es goals,
objec�ves, and ac�ons
iden�fied in the
Preserve Plan.
Moderate impacts to
visual resources,
including the
construc�on of
retaining walls
(Resource Management
Goal Scenic Aesthe�c).
Supports public interest
in providing pull
through equestrian
parking. Parking area
would result in visual
degrada�on to the
exis�ng meadow.
Op�on 2
Provides high value for
the overall cost by
providing 49 parking
spaces and designated
equestrian spaces with
fewer retaining walls
and grading necessary
rela�ve to Op�on 1.
Project would require
approximately 600 cubic
yards of grading, 41,000
square feet of
impervious surface, and
removal of
approximately 14 trees.
Results in minimal
impacts to visual
resources by using
natural topography and
vegeta�ve screening to
shield parking area.
Two satellite lots would
allow for separa�on of
visitors by TDM
measures, such as
carpooling or pre-
booked parking. Some
equestrian parking
spaces could be
redesignated for buses
(if shutles are pursued
in the future).
Implements public use
and facili�es goals,
objec�ves, and ac�ons
iden�fied in the
Preserve Plan. Low
visual impacts, beter
aligns with Resource
Management Goal for
Scenic Aesthe�c.
Supports public interest
in providing pull
through equestrian
parking, shielding the
parking area from public
view along Bear Creek
Road, and preserving
aesthe�c value of the
exis�ng meadow.
*Analyzes the value of each op�on based on preliminary cost es�mates and es�mated increase in total standard vehicle parking spaces.
**Public comments were received during stakeholder and community mee�ngs held in spring of 2023.
Strongest alignment with criteria
Stronger alignment with criteria
Medium alignment with criteria
Weaker alignment with criteria
Weakest alignment with criteria
Documents in this packet
include:
• Board Questions and Staff Responses
• Written Comments from Members of the
Public to the Board of Directors
• Oral Communication Handouts from
Members of the Public to the Board of
Directors
1
January 24, 2024 – Board Questions
Meeting 24-03
Director MacNiven Questions:
Agenda Item # 6: Capital Equipment Purchase for Newly Approved Staff (R-24-12)
Question:
1. It looks like only half of these vehicles are electric. Are we OK with that?
With the current options of suitable alternative electric vehicles for competitive state
purchase, we are in a good position. The Advanced Clean Fleet Regulation, which took
effect on January 1, 2024 requires all new truck purchases for public fleets be comprised
of 50% Zero Emission Vehicles (ZEVs). There are exemptions for safety personnel,
which includes police and fire, and for vehicles replacements where there is no suitable
alternative. With these exemptions in mind, we are actually more aggressive than we are
mandated because, in our case, there is no current suitable alternative to replace the F550
and F350 with a ZEV, and we are utilizing ZEVs for two patrol vehicles although we are
exempt.
2. Are the electric trucks we bought recently working out?
We have had the standard range, 240 mile, F150 Lightning in full-time patrol for the last
three months. We have operated the vehicle through multiple ranger routes in the FFO
region over this time frame and have found a few challenges with vehicle clearance over
certain water bars installed in our road network and patrol range. This model is not
suitable for the longest patrol route in the FFO region, which has prompted us to request
the extended-range version of the F150 Lightning in this round of capital purchases. The
extended-range version has a longer range up to 320 miles.
3. Is there an electric option for the SUV’s?
Chevy has a Zero Emissions Vehicle version of the Trailblazer and the Equinox SUVs
that were just released for competitive purchase at the beginning of January. These
vehicles may replace our preferred administrative vehicle, Jeep Wrangler, in the future
but for now the off-road capability of the Jeep, the five-star safety rating, and staff’s
comfortability and confidence in this vehicle for off-road use will be a high bar to reach
at this time. Additionally, this model is offered in a Plug-in Hybrid Electric Vehicle
version, which is currently available and under staff review. Further review of these two
latest Zero Emissions Vehicle offerings will be needed before further purchase is
considered.
From: Public Comment Form
To: Clerk. web
Subject: 1/24 - Board of Directors: To be provided to the board of directors. (no limit)- Please Open the Trails-Cristin
Reichmuth -
Date: Monday, January 22, 2024 8:20:17 PM
EXTERNAL
Meeting Date 1/24 - Board of Directors
Is this a comment about a specific No
board item?*
Subject * Please Open the Trails
Please check one: In Favor
Where did you hear about this • E-mail notification from Midpen
meeting? (check all that apply)
Name
City of Residence
Email
Comment Type
Cristin Reichmuth
Campbell
To be provided to the board of directors. (no limit)
Comments to be provided to the board of directors
Dear Distinguished Board of Directors,
This letter is out of a desperation for Midpeninsula Regional Open Space District to open the trails
for the horses.
Currently, horses are being exercised on the driveways because trails are closed and the arenas are
too wet to ride on. We were told the trails would be complete by fall 2023, and it seems that all of
the trails are far from being complete. However, what we are hoping for, right now, is just the lower
level trail above the creek.
Please help.
Cristin
Please provide your phone number so
we can identify you if you use the call -
in number. ;.
From: Public Comment Form
To: Clerk. web
Subject: 1/24 - Board of Directors: To be provided to the board of directors. (no limit) -9 -Cristin Reichmuth -
Date: Monday, January 22, 2024 8:11:03 PM
EXTERNAL
Meeting Date 1 /24 - Board of Directors
Is this a comment about a specific Yes
board item? w
Agenda Item Number or Subject w 9
Please check one: ° Neutral
Where did you hear about this • E-mail notification from Midpen
meeting? (check all that apply)
Name ` Cristin Reichmuth
City of Residence
Email w
Comment Type
Campbell
To be provided to the board of directors. (no limit)
Comments to be provided to the board of directors
Greetings Distinguished Board Members,
As a longtime boarder of Bear Creek Stables, I am in favor of Option 1. Option 1 keeps the parking in
sight of Bear Creek Road - giving Fire, Law Enforcement, Rangers and other emergency personnel
the ability to monitor the area and removes less trees. For this, I am in favor of.
Option 2 doesn't show any striped, designated horse trailer parking, just an equestrian gathering
area - where do they park when the weather is bad? They'll just sink in the mud - there is no in -
and -out pull through parking spaces for trailers - which makes it look not well planned out. I am
not in favor of this.
Thank you for your consideration.
Cristin
Please provide your phone number so
we can identify you if you use the call -
in number.
From: Public Comment Form
To: Clerk. web
Subject: 1/24 - Board of Directors: To be provided to the board of directors. (no limit) -Agenda Item 9 -Ed Dee -
Date: Tuesday, January 23, 2024 9:31:15 PM
EXTERNAL
Meeting Date 1/24 - Board of Directors
Is this a comment about a specific Yes
board item? w
Agenda Item Number or Subject w Agenda Item 9
Please check one: ° In Favor
Where did you hear about this • E-mail notification from Midpen
meeting? (check all that apply)
Name Ed Dee
Organization (if applicable) SVMTB
City of Residence % Los Gatos
Email u
Comment Type To be provided to the board of directors. (no limit)
Comments to be provided to the board of directors *
On behalf of The Silicon Valley Mountain Bikers (SVMTB), regarding tonight's proposed conceptual
design alternatives for the North Parking lot within Bear Creek Redwoods Open Space Preserve;
We are in favor of fewer parking lots and more trailheads closer to people's homes reducing the
need to drive, we also prefer to see budget and resources being spent on trail building over parking
lot construction.
We are pleased to see the District and Staff have evaluated the possibility to use the existing lot
(Shown in Attachment 3, p.96). Sadly this does not appear to fit with other requirements in the
BCROSP Plan. Of the two remaining Alternatives being presented tonight, SVMTB agrees with the
recommendation that Alternative 2 be chosen due to less environmental destruction, lower cost, and
preserves the aesthetic value of the existing beautiful meadow.
Thank you again to District and Staff for their hard and determined work to investigate and identify
parking lot alternatives that provide for the greatest enjoyment and safety users. We do prefer any
alternative(s) that provide(s) for the safest and earliest opening of the preserve to public access and
enjoyment.
Please provide your phone number so
we can identify you if you use the call -
in number. *
From:Public Comment Form
To:Clerk; web
Subject:1/24 - Board of Directors: To be provided to the board of directors. (no limit)-9 Bear Creek proposed parking
options -Helen Midgard -
Date:Wednesday, January 24, 2024 3:50:49 PM
EXTERNAL
Meeting Date *1/24 - Board of Directors
Is this a comment about a specific
board item? *
Yes
Agenda Item Number or Subject *9 Bear Creek proposed parking options
Please check one: *Neutral
Where did you hear about this
meeting? (check all that apply) *
E-mail notification from Midpen
Name *Helen Midgard
City of Residence *Mountain View
Email *
Comment Type *To be provided to the board of directors. (no limit)
Comments to be provided to the board of directors *
I am Helen Midgard and I have been a border at Bear Creek stables for over 26 years.
I have ridden the trails in Bear Creek redwoods that surround the stables hundreds of times, and
know the area well. I would like to thank MidPen for improving the access road to Bear Creek stables
from Bear Creek Rd. At this time of the year when we have a lot of rain, it has been wonderful to be
able to drive into the sable safely.
I would like to give my support to option #1 in regard to the new public parking lot. Not only does
this option only require removing eight trees, it is also nearer to Bear Creek Rd. for emergency
access. Option number two is further from Bear Creek Rd. and will require removing 14 trees.
Which ever alternative is chosen, I would like the following comment to be considered. It will be very
important to have good signage, showing the horse trailer parking area. And designate this as horse
trailer parking only. To allow buses to park there instead of horse trailers, would add hundreds and
hundreds people to the trails. Knowing these trails, I think this would be far too many people for this
area. If all the slots were filled with cars and buses, it would feel like a day in Disneyland, people
lining up to see the attractions. I am sure that’s not what you want to see.
Also, if I was a horse owner from out of the area and had taken the time to hitch up my trailer, load
my horses and drive to take a ride in the Bear Creek redwoods and on arrival find that all horse
trailer parking area was taken up with buses, I would feel angry, disappointed, and totally misled,
believing that the trails were accessible to not only hikers, but also horseback riders.
I hope that the board will consider my comments when they make their decision
Thank you, Helen.
Please provide your phone number so
we can identify you if you use the call-
in number. *
(
From: Public Comment Form
To: Clerk. web
Subject: 1/24 - Board of Directors: To be provided to the board of directors. (no limit) -9 - Bear Creek Proposed Parking
Options -Pamela Warren -
Date: Monday, January 22, 2024 1:36:15 PM
EXTERNAL
Meeting Date 1/24 - Board of Directors
Is this a comment about a specific Yes
board item? *
Agenda Item Number or Subject *
Please check one: *
Where did you hear about this
meeting? (check all that apply)
Name Pamela Warren
Organization (if applicable) Pamela Warren
City of Residence ` Los Gatos
Email *
Comment Type To be provided to the board of directors. (no limit)
Comments to be provided to the board of directors *
My name is Pamela Warren and I have been a boarder at Bear Creek Stables for 8 years. I have
attended numerous workshops, BOD meetings and site visits regarding this subject in the past.
I do want to thank all the Board Members as well as representatives from Friends of Bear Creek
Stables, Silicon Valley Bicycle Coallation, MidPen progrect and property managers as well as my
fellow horsemen who have organized and held walking site visists of these areas proposed - and
spent countless hours studying this project.
I have do have concerns about both proposals citing that the horse trailer parking could be used for
bus parking. If that were the case - 8 city buses whose capacity is about 65 persons x 8 would add
an extra 520 persons to the 50 cars x 4 person potential - if the large Google/Apple tour buses
were used that doubles the bus numbers.
This would certainly overburden this area and the trail system.
Please consider adding parking signage to designate Horse Trailer Parking Only - Violators will be
Cited and Towed.
That is fair to all concerned and crucial for the success of this venture.
I feel that the Option 1 keeps the parking in sight of Bear Creek Road - giving Fire, Law Enforcement,
Rangers and other emergency personnel the ability to monitor the area . I think it removes less
trees.
Option 2 does't show any striped, designated horse trailer parking, just an equestrian gathering area
- where do they park when the weather is bad? They'll just sink in the mud - there is no in -and -out
pull through parking spaces for trailers - which makes it look not well planned out.
Please consider this when making a your selections.
This project was scheduled for 2027 - by pulling it up to 2024 you are spending cheaper dollars as
9 - Bear Creek Proposed Parking Options
Neutral
. E-mail notification from Midpen
constructicon labor and material escalation as well as inflation isn't factured in - current costs are
cheaper than future - so if there is a dollar delta - it would be a wash.
Thank you for your consideration.
Pamela Warren
Please provide your phone number so
we can identify you if you use the call-
in number. *
Oral Communication Handout 1
Submitted by Caitlin Morais
Page 1
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Oral Communication Handout 2
Submitted by Caitlin Morais
Page 1
WHAT ARE THE CONSEQUENCES OF THE STATUS QUO?
What are the ramifications for Mid pen if a member of the public is severely injured while
taking a lesson and names the agency as a co-defendant in a lawsuit?
INSURANCE
•How many other additional insured
are on the same coverage?
•Is th e current coverage enough?
Can Midpen demonstrate that they have
done everything reasonable and in
accordance with the concessionaire
contract to safeguard the safety of the
STABLE OPERATIONS
•Has the contract requirement for
"adequately trained personnel on
hand during hours of operation as
required to perform foreseeable needs
for maintaining an orderly operation,
protecting visitors, on the Facility
•What is the liability to Midpen if the
horse concessionaire does not have
the required commercial equine
insurance?
•How has the impact of multiple
lawsuits against the horse
concessionaire affected its ability to
obtain the required insurance?
•How does San Francisco claiming
primacy over additional insureds for
claims in their contract with the
concessionaire affect the current
coverage for Midpen?
LEGAL ACTION
•Why has San Francisco
filed a cross-complaint
against the same horse
concessionaire that
Midpen is using after they
refused to indemnify San
Francisco?n-----
•What happens if the
horse concessionaire
refuses to indemnify
Midpen in the event of a
lawsuit?Safety checks and balances
•What is the effect of not having a
confidential process for citizens to alert
Midpen to safety issues?
public?
and providing emergency response in
the event of accident or fire, including
first-aid assistance on the Facility"
been met?
•Is the arena being dragged regularly
and after each storm to create a safe
place for lessons and horses?
Public le ssons
•Are any lessons being held outside of
the safety of the arenas?
•Are horses always on the lunge line
or under the direct physical control of
the trainers for beginners and small
children?
•Are trainers leaving any small
children alone with horses while they
attend to other students?
•Are any riders trotting or cantering
their horses on the stable grounds
outside of the arena?
Contractual obligations
•How much of the contract is in compliance?
•Does the current level of oversight expose Midpen to unnecessary
liability?
•Are concessionaire cures to contract compliance notices visually
confirmed with a site visit to Bear Creek Stables by Midpen Staff?
PPage 2
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