The URL can be used to link to this page

Home My Public Portal About19740424 - Agenda Packet - Board of Directors (BOD) - 74-08 Meeting 74-8 AA Adw w MIDPENINSULA REGIONAL PARK DISTRICT Regular Meeting Board of Directors A G E N D A April 24 , 1974 7 : 30 p.m. Midpeninsula Regional Park District 745 Distel Drive Los Altos, CA (7: 30) ROLL CALL APPROVAL OF MINUTES - March 27 , 1974 and April 10 , 1974 ADOPTION OF AGENDA ORAL COMMUNICATIONS SPECIAL ORDERS OF THE DAY AND PUBLIC HEARINGS (7 : 35) 1. Public Hearing on List of Priority Projects for Expenditure of Funds from State Beach, Park, Recreational and Historical Facilities Bond Act of 1974 - H. Grench OLD BUSINESS REQUIRING ACTION (7 : 50) 2. Land Acquisition Program - H. Grench (8 : 35) 3. Master Plan Work Program - H. Grench (9 : 20) 4. Structure of Secretarial and Public Communications Duties- H. Grench (9 : 30) 5. Stevens Creek Park Chain - D. Wendin OLD BUSINESS NOT REQUIRING ACTION NEW BUSINESS REQUIRING ACTION NEW BUSINESS NOT REQUIRING ACTION RESOLUTIONS AND ORDINANCES (10: 00) 6 . Resolution Adopting List of Priority Projects for Expenditure of Funds from the State Beach, Park, Recreational and Historical Facilities Bond Act of 1974 - H. Grench 7. Resolution Adopting Affirmative Action Program of the Midpeninsula Regional Park District - H. Grench WRITTEN COMMUNICATIONS CLAIMS (10: 15) EXECUTIVE SESSION Land Negotiations (11:00) ADJOURNMENT R-74-12 (Agenda Item Ncfi. 1 & 6, A- Meeting 74-8) AE MIDPENINSULA REGIONAL PARK DISTRICT April 15, 1974 REPORT To: Board of Directors From: Herbert Grench, General Manager Subject: Resolution Adopting List of Priority Projects for Expenditure of Funds from State Beach, Park, Recreational and Historical Facilities Bond Act of 1974 Background: On March 27 , 1974 the Board of Directors considered a report (R-74-9) dated March 25 from the General Manager on Procedures for Grant Applications. The Board directed staff to prepare a list of priority projects for expenditure of funds from the 1974 State Parks Bond Act and a resolution of adoption for Board consideration on April 24. In a related action on April 10 the Board adopted an Interim Master Plan for the MRPD. That Plan includes areas shown as Open Space in the Urban Development/ Open Space Plan of Santa Clara County, plus lands of Kaiser Permanente and vacant urban land outside the Urban Service Areas. Discussion: For purposes of preparing a list of priority projects, the District has been divided into the following four zones outside Urban Service Areas: North Foothills Open Space Preserve Central Foothills Open Space Preserve South Foothills Open Space Preserve Baylands Open Space Preserve The attached map indicates these zones, which constitute the list of priority projects. The non-specificity of these designations is reflective of the broad program of open space preservation of the District; i.e. , it is the generalized goal of the District to preserve all remaining open space. Almost all other agencies involved in -2- acquiring parklands plan for specific park sites within their larger area of interest and would therefore, usually be some- what more specific in naming priority projects. After passage of the Bond Act applications for a specific project(s) will be made. The project description will have to be made in terms of definite parcels at that time. No priority is implied by the order of the above list, and at application time one or more parcels can be selected which fall into the zones. It will be simpler from an administrative and approval standpoint to spend the entire $833, 535 allocation on as few projects as possible, e.g. , one or more of the larger ones. Recommendation: It is recommended that the Board of Directors pass the attached Resolution Adopting List of Priority Projects for Expenditure of Funds from State Beach, Park, Recreational and Historical Facilities Bond Act of 1974 . HG: jg f, ON Nnnn oa r , 'iLl+ rtp4.�•� f:±„ � `,,,,- ! t ' ' 1_�J'r7 - 1 CO 1 .l�l``,��/NVjllr'•`� y /� '� � � i .moo ,.: ,,t!Nu z - ^r . r\\t* r 1 r-F'•' -" Q!� '!.�' �� ,ln9No/ V^ / 'f mil,• r s h\\ f J ,S r 4' 1, 1 i 5 n] Jet\� �tll/� 'al�� ..t• �� a Q•1,,� ... ��+ ;� r� •.�,� ,,,,F !� � .y off„ L•, p"�'1!'�1 Y `r 11�Md"siIr" � . h '7 14 �-. ��l`V�Y s• ..� 43 �/ 4S'��rlr' ��_ ! �,C= � �' '° •t�"�' 1. � --- `\ I`fir ':i;4: r..��,I`'�`h�• fr ci ��;. �'�!'.`. ,��r,_/(,l '�Q �;,�J`. �s. '�••.. ^, ,y, .,.; � •`�. COd+„s ��. `J. .`,: . � • 111 �\�' /t 9� t� �� 1rpYi t) /i i �','`.. yr` I \ p,�, °'.s�! �} ! 'x:._ r / •� a I � ..r��. ` ` _ .``. {t t 14t��_ � - � •� �`. S r a`-r .. � t\"�ilA Al r \ Cr3co cz� ! w ,p'� , .. • ., , i • . �.` .. R I� p uD x a a 'v i r CO' vJ , It l y �� r ...E `` 2 !` �,�° r`+ - P ",�.�' {^•.� � ,! / -«.�°.' ,(yk. 7�- �/ r y . J`/ t � • .1 1 y i i I URBAN SERVICE AREA BOUNDARIES OF EACH OF THE CITIES,, ADOPTED BY THE LOCAL AGENCY FORMATION COMMISSION EXISTING URBAN DEVELOPMENT VACANT LAND WITHIN THE URBAN AREA GONG TERM OPEN SPACE Lands which may be suitable for urbanization but which will not be needed for de- velopment in the near future; lands and water areas which may eventually become permanent open space but which are not classified as such at the present time; and lands and water areas which are needed for agriculture, grazing, watershed protection, water production, protection of wildlife and vegetation, scenic amenity, public safety, protection of air quality, shaping and guiding urban development, among other things. Low to very low density rural residential uses may also be appropriate, LANDS ON THE VALLEY FLOOR (Agricultural, etc. i, LANDS IN THE FOOTHILLS AND MOUNTAINS j SALT PONDS TO BE RETAINED FOR SALT PRODUCTION PERMANENT OPEN SPACE t Lands which are inherently unsuitable for development; lands and water areas which may be needed for countywide parks; and publicly owned lands such as existing parks, utility corridors, water areas, flood channels. Very low density rural residential uses ' may also be appropriate. REGIONAL PARKS - EXISTING OR PROPOSED i -------- TRAILS I SCENIC CORRIDORS: FREEWAYS EXPRESSWAYS HIGHWAYS .�.� ROADS MISCELLANEOUS PUBLICLY OWNED LANDS SAN FRANCISCO BAY: RESERVOIRS — �' STREAMS NOTE- 1. The UD/OS Plan Map is an illustration of the geographic implications of the UD/OS Policies.The Plan is primarily a policies plan.This map should not be considered apart from the Policies Plan. 2. For further explanation of terms and statements of policy forming the basis of these definitions see the policy plan document An Urban Development/Open Space Plan for Santa Clara County, 1973-78. 3. This Plan Map is to be updated annually in accordance with LAFCO criteria for adoption of urban service areas. I I R-74-14 "te (Agenda Item No. 2, emw Meeting 74-8) MIDPENINSULA REGIONAL PARK DISTRICT REPORT April 19, 1974 To: Board of Directors From: H. Grench, General Manager Subject: Land Acquisition Program Background: On March 27 , 1974 , the Board of Directors considered a report (R-74-6) dated March 11 on the Action Plan for Implementation of the Basic Policy of the MRPD. The concurrence of the Board was that the Land Acquisition Program is to have the highest priority for the next two years and at the present time there will not be more than one full- time staff position allocated to this program. The Board appeared to be encouraging the General Manager to give further details on how this Program might be given further impetus during she next year or two (subject to the above staff constraint) . This is the content of the present report. Discussion: The following discussion represents an addendum to the Land Acquisition Program outlined in the Action Plan. Listed below for discussion purposes are three basic categories of properties which correspond to the Land Acquisition Subprograms . (1) Most properties under active negotations for acquisition Negotiations Subprogram. (2) Properties under research and analysis - Land Analysis Subprogram. (3) Properties with special acquisition potential - Special Projects Subprogram All, properties under acquisition consideration will be in various stages' of negotiations at different times as explained in the report (R-74-7) dated March 20 , 1974 , on Land Acquisition Procedures, but for the most part will fall into category 1. Category 1 includes properties currently under negotiation, and those which will be given high priority by the Master Plan. A substantial portion of all staff efforts will be directed toward these properties. Page 2. The personnel devoted to handling this category of properties would be: I . General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III. Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Handle condemnation when necessary IV. Real estate appraisers V. Title Companies VI. In special instances, land planners or land engineering experts VII . Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require the addition of more staff negotiators. It is not economically practical to contract with others to perform this type of negotiation due to the time required for the constant coordination of outside personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties , considering present monies available for land acquisition. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by development. It may be necessary to commence legal action on one or two of these properties in order to facilitate negotiations. The year after next (generally) will be used to pursue acquisition of properties given high priority by the Master Plan or by Board request (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible land donations. Properties in categories 2 and 3, which correspond to Land Acquisition Subprograms B and C, require additional help if they are to be implemented strongly within the next two years. Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a part- time basis with periods of fulltime activity as the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-lime personnel can be utilized, supervision and coordination by the General Manager Page 3. and Assistant General manager is essential. The following is an outline of the duties of a Real Estate Analyst or Planning Aide: I. Works under the direction of the Assistant General Manager A. Primarily functions as a researcher and data compiler, but when necessary, makes decisions as to relevancy of data B. Typically would gather and compile data on specific parcels such as: 1. zoning and subdivision regulations 2. General Plan elements and other related studies 3. Deed or land grant restrictions 4 . Development feasibility studies 5. Regulations pertaining to, and availability of, utilities 6. Financing and tax considerations 7. Assessor' s data 8. State and federal regulations 9. Current land sales and other real estate market activities 10. Land economics - macro and micro 11. Environmental considerations II . Supplements Master Plan study A. Applies data and conclusions of Master Plan to individual properties B. Makes detailed investigation in terms of specific parcels of issues covered in Master Plan Properties in category 3 include land parcels contemplated for ac- quisition in the future, bargain purchases, and gifts of land or other property. This category of properties is particularly suited to, and is most economically handled by, independent consultants and the General Manager. There are generally four types of negotiators which could be utilized under this category. They are: (1) Special firms like the Trust for Public Lands, who are conpensated only when a bargain sale is effected. (2) Special Consultants who have contacts among the affluent sections of the population, and are interested in generating bargain sales or donations for park purposes. This type of negotiator would usually generate his own properties and would require limited supervision or guidance. A description of this Consultant' s duties is attached for reference. (3) A special consultant to deal on one specific parcel due to his particular knowledge, personal connections, or general suitability to handle that particular property. Compensation will often consist only of out-of-pocket expenses when this individual is a devoted supporter of the District. (4) Experienced negotiators paid on an hourly basis, to work on projects selected by the District. Page 4. All of the above specialists are selected because of their individual qualifications or special talents. It is anticipated that their services will be utilized on a project basis for limited periods of time. It is anticipated that major benefits to the District will be generated by the use of Special Consultants at a minor cost. Recommendations:: It is recommended that the General Manager be authorized to employ (1) one or more Special Consusltants at total costs not to exceed $800 per month to work on the Special Projects Subprogram and (2) a part-time Real Estate Analyst or Planning Aide to participate in the Land Resources Subprogram. Note that time is running short to obtain a student for the summer to work in the latter Subprogram. HG:chh Page 5 Description of Special Consultant' s Duties (Specialist in Bargain Purchases and Donations) Functions under the direction of the General Manager A. Initiates contacts with property owners who are potential donors of property, or willing to make bargain sales 1. Affluent individuals 2. Corporations 3. Public spirited individuals B. Does all necessary paper work on property such as: 1. Obtains own maps and property data 2. Estimates value - provides own appraisal data 3. Title investigations C. Periodically provides written status reports to General Manager describing activities 1. At least once per month on all activities 2. Periodic reports would be submitted as the situation dictated D. Is an independent contractor functioning on behalf of the District not as an agent or employee 1. Provides own transportation, phone, office, expenses, and all other costs 2. Compensated on a monthly basis, with a starting retainer of around $800 per month, and ranging to $1, 200 per month if successful - note that expenses would be about half those associated with a fulltime staff positior E. Basically works under limited supervision, thus minimizing involve- ment of the General Manager Page 2. The personnel devoted to handling this category of properties would be: i I. General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys j B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III . Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Handle condemnation when necessary IV. Real estate appraisers V. Title Companies I VI. In special instances, land planners or land engineering experts I VII. Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require the addition of more staff negotiators. It is not economically practical to contract with others to perform this type of negotiation due to the time required for the constant coordination of outside personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties, considering present monies available for land acquisition. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by m It may be necessary to commence legal action on one to ent.deve Y Y P or two of these properties in order to facilitate negotiations. The r acquisition of will be used to pursue_all q year after next (generally) P Plan or b Board request ' ri b the Master 1 q r�o t nhih Y give g priority Y properties (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible Land donations. h correspond to Land Acquisition and 3 which q 2 n Properties in catego ries P Subprograms B and C, require additional help if they are to be strongly within the next two ears. st Y implemented g Y Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a part- time basis with periods of fulltime activity as the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-time personnel can be utilized, supervision and coordination by the General Manager Page 2. The personnel devoted to handling this category of properties would be: I. General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III. Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Handle condemnation when necessary IV. Real estate appraisers V. Title Companies VI . In special instances, land planners or land engineering experts VII. Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require the addition of more staff negotiators. It is not economically practical to contract with others to perform this type of negotiation due to the time required for the constant coordination of outside personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties , considering present monies available for land acquisition. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by development. It may be necessary to commence legal action on one or two of these properties in order to facilitate negotiations. The year after next (generally) will be used to pursue acquisition of properties given high priority by the Master Plan or by Board request (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible land donations. Properties in categories 2 and 3 , which correspond to Land Acquisition Subprograms B and C, .require additional help if they are to be implemented strongly within the next two years. Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a part- time basis with periods of fulltime activity as the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-time personnel can be utilized, supervision and coordination by the General Manager i Page 2. The personnel devoted to handling this category of properties would be: I. General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III . Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Dandle condemnation when necessary IV. Real estate appraisers V. Title Companies ' I' VI . In special instances, land planners or land engineering E' experts h I VII . Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require Z is not economical) the addition of more .staff negotiators. t Y � with others to perform this type of negotiation I practical to contract due to the time required for the constant coordination of outside L personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties, considering present monies available for land acquisition. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by development. It may be necessary to commence legal action on one or two of these properties in order to facilitate negotiations. The year after next (generally) will be used to pursue acquisition of properties given high priority by the Master Plan or by Board request (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible land donations. Properties in categories 2 and 3, which correspond to Land Acquisition Subprograms B and C, require additional help if they are to be implemented strongly within the next two years. Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a part- time basis with periods of fulltime activity as the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-time personnel can be utilized, supervision and coordination by the General Manager Page 2. The personnel devoted to handling this category of properties would be: I. General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III. Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Handle condemnation when necessary IV. Real estate appraisers i V. Title Companies VI. In special instances, land planners or land engineering r experts VII . Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require, the addition of more staff negotiators. It is not economically practical to contract with others to perform this type of negotiation due to the time required for the constant coordination of outside personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties, considering present monies available for land acquisition. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by development. It may be necessary to commence legal action on one or two of these properties in order to facilitate negotiations. The year after next (generally) will be used to pursue acquisition of properties given high priority by the Master Plan or by Board request (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible land donations. Properties in categories 2 and 3 , which correspond to Land Acquisition j Subprograms B and C, require additional help if they are to be imp strongly implemented strop 1 within the next two years . Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a part- time basis with periods of fulltime activity as the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-time personnel can be utilized, supervision and coordination by the General Manager Page 2. The personnel devoted to handling this category of properties would be: I. General Manager and Assistant General Manager A. Conduct actual personal negotiations with owners and/or attorneys B. Coordinate activities of other personnel II. Secretaries - to supply clerical support III . Attorneys - District Counsel and condemnation specialist A. Prepare special agreements B. Give legal advice C. Handle condemnation when necessary t IV. Real estate appraisers V. Title Companies VI. In special instances, land planners or land engineering s experts VII. Real Estate Analyst or Planning Aideif Board approves A. Provides data helpful to negotiations B. Handles some administrative details related to condemnation To increase productivity in this category it would for best results require! the addition of more staff negotiators. It is not economically practical to contract with others to perform this type of negotiation due to the time required for the constant coordination of outside personnel. Provided the support personnel are available and the General Manager and Assistant General Manager are not overburdened with other major duties (such as property management) , current staff can adequately handle this category of properties, considering present monies available for land acquisition.. For the next year or so, major emphasis will be probably directed toward properties located near urban areas and are threatened by development. It may be necessary to commence legal action on one or two of these properties in order to facilitate negotiations. The year after next (generally) will be used to pursue acquisition of properties given high priority by the Master Plan or by Board request (properties which may crop-up and require some immediate action) . Some limited staff time will be available to pursue bargain sales and possible land donations. Properties in categories 2 and 3, which correspond to Land Acquisition Subprograms B and C, require additional help if they are to be implemented strongly within the next two years. Category 2 includes properties requiring research and analysis. It contemplates extensive information gathering which could best be handled by a Real Estate Analyst or Planning Aide working on a pa rt- time time basis with per iods ds of fulltime activityas the job requires. This would be particularly timely since the Master Plan study is about to commence. Research and analysis is a vital part of the District' s Land Acquisition Program, and although part-time personnel can be utilized, supervision and coordination by the General Manager M-7 4-53 (Agenda Item No. 31 A'L low Meeting 74-8) MIDPENINSULA REGIONAL PARK DISTRICT Memorandum April 15, 1974 To: Board of Directors From: Herbert Grench, General Manager Subject: Master Plan Work Program Discussion: As I indicated in my April 3, 1974 , memorandum (M-74-48) to you on the MRPD Master Plan Study, Santa Clara County will be cooperating in a joint planning effort. A proposed Work Program is attached for your consideration. This Program would be used in discussions with Planning Consultant candidates and as part of the contract recom- mended to the Board at the appropriate time. Recommendations: It is recommended (1) that the Board of Directors adopt the attached Work Program, (2) that the General Manager be directed to recommend one or more Planning Consultant candidates, (3) that staff be directed to draft a proposed contract for hiring of the consultant. HG: jg April 9, 1974 WORK PROGRAM FOR DEVELOPMENT OF GENERAL PLAN " FOR MIDPENINSULA REGIONAL PARK DISTRICT *CODE: PDS=Planning Department Staff Con=Consultant CR&A=Consultant Review & Advise PDR&A=Planning Dept. Review & Advise WORK ITEM PDS n Co CR&A PDR&A 1 . Review work program with District Board; develop detailed methodology. X X 2. Prepare base map at 2000' scale as working map for General Plan studies. X 3. Assemble Open Space, Conservation and Parks Plans of jurisdic- tions within District. X 4. Make a composite map of locational aspects of plans in (3) . X X 5. Divide District into Land Units. On District base, map generalized landscape provinces (or other suitable land units for evaluation purposes) for portions of District outside city Urban Service Areas. X X 6. Map intrinsic Open Space values. Using categories of open space in County' s "Urban Development/Open Space Plan," prepare overlay to map in (5) indicating applicable categories of open space in '. each of the mapped landscape provinces, and grading each category as "high," "medium," or "low" value as compared with other areas within the District. List open space categories in order of assumed highest District concern. X X 7. Show in matrix or chart form the extent of the powers and respon- sibilities of various public and private agencies within the County for open space preservation and management. X X 8. Draft recommended policies for District Board adoption as policy portion of General Plan, drawing on past Board-adopted policies and suggesting other policies as needed to clearly identify extent of District ' s concerns and perceived responsibilities. X X 9. Make Progress report to District Board and Public. Present results of study to date and receive comments. Make revisions to work as needed. X 10. Map Extrinsic value factors. Analyze extrinsic factors which impact on open space value judgements from standpoint of District policy expressed in (8) above or other District concerns. Map these factors as an overlay to map in (5) X X Devise evaluation system which combines "intrinsic" and "extrinsic" value judgements in (6) and (10) above. Apply evaluation to land units and tabulate results. X X 12. Map graphic expression of evaluation in (11) above. (Note: this graphic evaluation of combined intrinsic and extrinsic values constitutes a "Preliminary General Plan Map") . X X I'13. Make Progress Report to Di _ q p strict Board and Public. Receive comments. Make revisions to work as needed. X 14. Prepare text of General Plan Report, including: (1) Policy state- ments approved in (8) above; (2) significant findings of study ; (3) Powers and responsibilities chart from (7) above; (4) Explana- tion (or chart) showing relationship of General Plan to District 's comprehensive planning and implementation program; (5) Description of the General Plan map. X X (245) ( 1-3) X 115. Revise "Preliminary General Plan Map" as necessary, based on comments in (13) above. Produce reduced, black & white version of map for publication in Final Report. X X 116. Hold workshop meeting with Distric t Board to make final changes in text and Plan Map; revise as necessary. Publish final report. X X 17. . Make presentation at public hearing(s) for adoption of District 's General Plan. X i RESOLUTION NO. 74-8 RESOLUTION ADOPTING LISP` OF PRIORITY PROJECTS FOR EXPENDITURE OF FUNDS FROM 1974 STATE BOND ACT FOR PARK, RECREATIONAL AND HISTORICAL FACILITIES. The Board of Directors of the Midpeninsula Regional Park District does resolve to approve and adopt the list of priority projects for expenditures of funds from the 1974 State Bond Act for park, recreational and historical facilities, a copy of which is affixed fe hereof.hereto and by re ence made a art r p � 4 f i I i LIST OF PRIORITY PROJECTS FOR EXPENDITURE OF FUNDS FROM 1974 STATE BOND ACT FOR PARK, RECREATIONAL AND HISTORICAL FACILITIES North Foothills Open Space Preserve Central Foothills Open Space Preserve South Foothills Open Space Preserve Baylands Open Space Preserve R-74-13 (Agenda Item No. 4 , Meeting 74-8) MIDPENINSULA REGIONAL PARK DISTRICT April 12 , 1974 REPORT To: Board of Directors From: H. Grench, General Manager Subject: Structure of Secretarial and Public Communications Duties Background: At the meeting of March 27, 1974 , the Board of Directors considered the General Manager' s report (R-74-6) dated March 11, 1974 , on an Action Plan for Implementation of the Basic Policy of the MRPD, It was recommended in that report and discussion that the equivalent of a halftime position be devoted to Public Communications. This could be accomplished by one person working halftime or by one person working fulltime and spending half of the time on these duties. On March 27 President Peters stated the consensus of the Board that "we have authorized a halftime administrative slot for that and invite you to reorganize the whole clerical administrative support staff to accomplish that and your other clerical needs. " The present report represents a discussion of the proposed reorganization. Discussion: The original Job Description for the Administrative Secretary position which was adopted by the Board on May 9 , 1973, included almost all duties not handled by the General Manager at that time. It would have taken an extraordinary person to be strong in all facets of the job, since some personality characteristics and experience implied by certain duties are quite different. Filling the position involves finding the best person available who would be proficient at the most important tasks. The attached is a revised Job Description which differs in a few respects from the May 9 , 1973, version. First, duties now per- formed by the bookkeeper have been deleted. Secondly, office management and coordination of other secretarial help have been emphasized. And third, the duties as District clerk have also been emphasized. Present workloads require extra clerk-typist secretarial help at almost the halftime level to keep up with typing, filing, repro- duction, etc. Extra help at that level will allow the Administrative Secretary to spend about one-fourth time in aiding the General Manager and Assistant General Manager in administrative duties such as Page 2 report research and preparation, personnel tasks, and purchasing. These are the kinds of duties, often handled by an administrative aide or administrative assistant in other organizations, which free the General Manager to work on land acquisition and other key responsibilities. The proposed duties of the person working on the Public Communica- tions Program are also attached. It is anticipated that somewhat less than half time will be required. This individual would attend Board meetings and could be a back-up for the Administrative Secretary in taking minutes from time to time. Although the Governmental and Private Liaison Program has been placed on the backburner by the Board as far as staff effort is concerned, there will be some tasks from time to time associated with that Program which are important to get done and could be done by the person working on Public Communications. RecommendationS : It is recommended that the Board approve: (1) the revised Job Description for the Administrative Secretary position and (2) authorize (or reaffirm prior authorization of) up to half time for a person in the Extra Help category to help carry out the attached list of duties in the Public Communications Program. Note that in procedures developed so far, positions or work requiring less than full time have not had a formal Job Descrip- tion associated with them. HG:chh Attach. M_ _,ENINSULA REGIONAL PARK Dlo2RICT Job Description ADMINISTRATIVE SECRETARY Summary of Duties Performs responsible administrative, secretarial, and receptionist work, assigned or assumed, to free General Manager from administra- tive details . Manages office, coordinates secretarial help, and acts as District clerk. Work Performed Administrative Tasks 1. Manages office and coordinates secretarial help to provide efficient. operations . 2. Forecasts and develops requirements for equipment and supplies. Procures such items upon approval. 3. Reviews incoming mail and directs to appropriate persons. Prepares draft replies for Manager ' s/Director' s/Assistant Manager' s signature. 4 . Selects, analyzes, and abstracts material from files, reports, and publications. Prepares digests of such material as requested. 5. Performs personnel tasks such as processing forms and submitting time records. District Clerk Tasks 1. Takes and transcribes minutes of meetings of Board of Directors. 2 . Prepares agenda and agenda materials for Board of Directors meetings. Secretarial Tasks 1. Types, files, reproduces materials, and edits reports and 'correspondence. 2. maintains office in neat condition. 3. Sees that office equipment is properly maintained. 4. Coordinates other secretarial help in performing above tasks. Receptionist Tasks 1. Acts as receptionist to callers and responds to incoming mail. Answers general inquiries , explaining policies and procedures. 2 . Gathers information from public and private sources. Aids in distribution of District information to appropriate agencies, newspapers, and individuals. Educational, Ex2erience, and Personal Requirements Position would normally require a B.A. degree and at least 3 years of experience in general office work. More importantly, the implied personal qualities must exist - ability to meet, respond to, and work well with persons; adequate self-direction to assume responsibility and to follow jobs through to completion; commitment to the purposes of the District requiring: 1) a desire to inform self in areas of District concern and 2) the responsible handling of confidential matters. Revised April 17, 1974 P1_ -C COMMUNICATIONS PROGRAM Objective No. 4: THIS DISTRICT WILL EDUCATE AND MAKE CLEARLY VISIBLE TO PUBLIC THE PURPOSES AND ACTIONS OF THE DISTRICT AND ACTIVELY ENCOURAGE PUBLIC COMMUNICATION AND INVOLVEMENT IN THE ACTIVITIES OF THE DISTRICT. Typical Duties of Individual Responsible for Program I. Projects through fiscal year 1974/75 A. Coordinate the writing, printing, and distribution of the following materials: 1. MRPD Basic Policy brochure 2 . MRPD information brochure, which will contain general information about the District, a statement of the objectives, and a map of the District 3. Charitable contributions brochure 4. Information package about the District for the general public, landowners, libraries, schools, city halls, other governmental facilities, private organizations, and public appearances by Board and staff members 5. Audio-visual presentation for use by Board and staff members B. Plan and hold an open house for the public. This could be combined with a tour of the first lands acquired. C. Implement the following ongoing activities: 1. Attend Board meetings. 2. Prepare background information on specific activities of the District on a regular basis. 3. Complete present communications system with the press and implement regularly in coordination with the General Manager. 4. Assist the General Manager in the preparation of an annual report. 5. Assist in the establishment of citizens ' committees as needed. 6. Regularly read, clip, and file newspapers serving District area. 7. Maintain regular contact with persons who have show particular interest in the District. This would include persons who worked on the campaign and persons who have contacted the District since its formation. Public Communications P ram Page 2. II. Suggested future projects A. Prepare information sheets regarding specific District lands. Each information sheet would include the history, ecology, present use, and possible future use of the parcel. This activity would be coordinated with the land manager. These sheets would be part of the information package. B. Develop and implement a system of communications with radio and television. C. Prepare a display about the MRPD that could be used in schools, libraries, conferences, and public buildings (e.g. , Palo Alto Medical Clinic, city halls, etc. ) April 12, 1974 R-74-11 (Agenda Item No. 7, A, Meeting 74-8) MIDPENINSULA REGIONAL PARK DISTRICT April 11, 1974 Report To: Board of Directors From: H. Grench, General Manager Subject: Resolution Adopting Affirmative Action Program of the Midpeninsula Regional Park District Background : In a memorandum of May 17, 1973 entitled "Resolution Stating that MRPD is an Equal Opportunity Employer" I mentioned that an Affirmative Action Program would probably be required at some future time. This program would be the extension and implementation of the above June 13, 1973 Resolution (No.73-17) . Following the recommendation in my report (R-74-9) of March 25, 1974, on Procedures for Grant Applications, the Board directed staff to report on Affirmative Action Program requirements on April 10, 1974 . A memorandum (M-74-49) , dated April 4, 1974, on Affirmative Action Program Requirements was considered by the Board on April 10, and the Board directed the General Manager to prepare an Affirmative Action Program and resolution of adoption for consideration on April 24 , 1974 . This is the content of the present report. Discussion: The objective of an Affirmative Action Program is to provide employment opportunity "without regard to race, color, religion, sex, or national origin. " The Program itself must consist of a set of procedures which eliminate overt and subvert discrim- ination, ferret out hidden discriminatory practices, and seek to correct the imbalance caused by past practices. Consideration of the Office of Federal Contract Compliance Affirmative Action Guidelines indicates that they were developed for agencies having considerably larger staffs than does the MRPD. For example, they anticipate a personnel department. Nonetheless, the recommended Affirmative Action Program,, which is Exhibit A of the attached resolution of adoption, does follow the Guidelines . The breadth of the Program is consonant with the anticipated staff level and structure for the MRPD. -2- The District actually appears to be exempt from the requirement of having a Program, since it employs less then 50 persons . However, it is my opinion after discussions with State officials that rather than attempting to show an exemption whenever a federal grant application is made, it is easier to adopt a Program. Furthermore, it is my view that as a public agency the District has an obligation to implement Affirmative Action, regardless of the possible legal exemption. Recommendation: It is recommended that the Board of Directors pass the attached Resolution Adopting Affirmative Action Program of the Midpeninsula Regional Park District. Exhibit A Affirmative Action Program of the Midpeninsula Regional Park District Purpose: The purpose of the Affirmative Action Program is to provide employment opportunity without regard to race, color, religion, sex, or national origin, except where sex is a bona fide occu- pational qualification. A copy of the Resolution stating that the Midpeninsula Regional Park District is an Equal Opportunity Employer, which was adopted on June 13, 1973 by the Board of Directors, is attached. Policies : (1) The General Manager is personally committed to Affirmative Action. He is responsible for the Program, including reporting and monitoring. (2) Decisions on employment shall be based upon furthering the principle of equal employment opportunity. (3) Promotional decisions shall be in accord with principles of equal employment opportunity. (4) All personnel actions such as compensation, benefits, personal time-off, etc. will be administered without regard to race, color, religion, sex, or national origin. Workforce Analysis: Table I shows the analysis of the workforce as of April 11, 1974. The numbers of part-time employees are shown in parentheses. A summary of the table indicates that 60% of the total number of employees , 33% of the full-time employees, and 83% of the part-time employees are female. There are at present no minority employees . page A-2 Table I . WORKFORCE ANALYSIS Male and Female Job Classification Hourly Male Female Black Spanish- American Oriental Rate Surnamed Indian American Clerk - Typist $ 3 . 00 0 (2) Planning Aide 3. 50 0 (1) Accounting Technican 4 .20 0 (1) Administrative Secretary 4 . 28 0 11 (1) Controller 8 .00 (1) 0 Assistant General Manager 9. 15 1 0 General Manager 12. 50 1 0 2 , (l) 1, (5) page A-3 Utilization of Minorities and Women: Table II shows the minority population in the labor area. The labor area is taken to include all planning areas for the 1970 Census which overlap the boundaries of the MRPD. Note that about 12% of the population consists of minority persons. The total unemployment force in the labor area appears to be sufficient to fill vacancies at any position. The minority unemployment force is larger percentagewise but, of course, smaller in absolute numbers than the majority force. There should be sufficient numbers in the total minority force with requisite skills to fill all positions, but the general avail- ability of these persons is not expected to be great except at the lower classifications . Although no minority persons are presently in the organization, there could be opportunity for upward advancement as they were hired. For example, a person hiring in at the Clerk - Typist level could be trained in-house and perhaps through local college programs to become qualified at an Administrative level, namely, the Administrative Secretary position. The expected small number and turn-over of employees in the MRPD will cause this to happen over an extended period of time. Another hinder- ing factor is that, unlike a large organization, the District has positions with quite dissimilar duties and qualifications. Since the profile of women in the workforce is about 25% , the District is doing well in the percentage of employees who are women. There should be sufficient numbers in the total work- force of women who have requisite skills to fill all positions. However, the general availability of these persons is not expected to be great at the highest job classifications . There will be opportunities for promotion within the organization, as explained above, but the same difficulties alluded to above persist for all employees, including women, minority, and majority workers . page A-4 Table II . MINORITY POPULATION Percentaqe Minority Number Minority Planning Area Total Spanish- Black Other Spanish- Black Other Pop. American Surnamed American Los Gatos 47,186 6. 2 0. 3 1. 7 2 ,926 142 802 Saratoga 27 , 840 5. 3 0. 2 1. 9 1,476 56 529 Cupertino 90 , 615 8 .1 0 . 4 3 . 4 7 , 340 362 3 ,081 Sunnyvale 69 , 417 15.7 0 .9 5 .3 10 ,898 625 3 ,679 Mt. View-Los Altos 75, 644 10 . 0 0 . 9 4 . 8 756 681 3 ,631 Palo Alto 68 ,056 6 . 0 2. 5 4 . 7 4 , 083 1 ,701 4 ,199 Los Altos Hills 11, 222 2 .3 0. 5 1. 5 258 56 168 Lexington 2 ,829 8 . 3 0 . 4 1. 9 235 11 54 329,809 27 ,972 3 ,634 16 ,143 Ref: INFO 468 7 .10 0 .9% 4 .1% page A-5 Establishment of Goals and Timetables : Since the organization is small, and little expansion is contem- plated in the foreseeable future, it is difficult to set definite goals and timetables for Affirmative Action. Nonetheless , certain significant, measurable, and attainable goals are hereby set forth: (1) At least one minority person should be hired in the next fuur positions which are filled. This hiring is expected to take place within the next two years. If the next additional full-time employee hired were a minority person, then 25% of the full-time employees would be minority individuals, a factor of two greater than the minority population in the labor area. (2) Within the next two years a woman or minority person should move into an Administrative position in the organization. This could be done either by upward movement of an existing employee or through a new-hire. RESOLUTION N0. 74-9 RESOLUTION ADOPTING AFFIRMATIVE ACTION PROGRAM OF THE MIDPENINSULA REGIONAL PARK DISTRICT. +I ' The Board of Directors of the Midpeninsula Regional Park District does resolve that the "Affirmative Action Program of the Midpeninsula Regional Park District, " a copy of which is affixed hereto and by reference made a part hereof, is hereby adopted as such affirmative action program for the District. i i C-74-8 April 24 , 1974 REVISED � •.MIDPENINSULA REGIONAL PARK DISTRICT C L A I M S n Amount Name Description $ 10 .00 Option Fee Fund Reimbursement 461 58 .80 Pitney Bowes Meter rental j 462 30 .00 Herbert Schindler Install new electric circuit 463 190 . 00 Western Title Litigation Guarantees (2), Guaranty Company 464 14- 10 Ed Jaynes Mileage 465 652. 05 International Business Selectric typewriter Machines Corporation 466 26 .70 Herbert Grench Meal Conference expense 467 3 . 00 Jennie George Mileage expense Date approved: April 24, 1974 4 li C-74-8 April 24 , 1974 MIDPENINSULA REGIONAL PARK DISTRICT C L A I M S # Amount Name Description $ 10 .00 Option Fee Fund Reimbursement i 461 58 .80 Pitney Bowes Meter rental 462 30 .00 Herbert Schindler Install nre electric circuit 463 190 . 00 Western Title Litigation Guarantees (2) Guaranty Company 464 14. 10 Ed Jaynes Mileage