HomeMy Public PortalAbout19750423 - Agendas Packet - Board of Directors (BOD) - 75-10 r
Meeting 75-10
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MIDPENINSULA REGIONAL PARK DISTRICT
Regular Meeting
Board of Directors
A G E N D A
April 23, 1975 7: 30 P.M.
Midpeninsula Regional Park District
745 Distel Drive
Los Altos, CA
(7: 30) ROLL CALL
APPROVAL OF MINUTES - April 9 , 1975 & April 11, 1975
ADOPTION OF AGENDA
ORAL COMMUNICATIONS
WRITTEN COMMUNICATIONS
OLD BUSINESS REQUIRING ACTION
(7 :45) 1. Interim Permit Standards - H. Grench
NEW BUSINESS REQUIRING ACTION
(7 : 50) 2 . Update of the Action Plan for Implementation of the
Basic Policy of the Midpeninsula Regional Park Dis-
trict - H. Grench
(10 : 30) 3 . Appointment of Budget Subcommittee - K. Duffy
CLAIMS
(10 : 35) EXECUTIVE SESSION - Land Negotiations
ADJOURNMENT
R-75-6
AL (Meeting 75-10,
or' Agenda item No. 1)
•41M
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
April 17 , 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Interim Permit Standards
Introduction: At its April 9, 1975 meeting the Board of Dir-
ectors adopted Ordinance 75-1, Regulations for Use of MRPD- Lands.
As outlined in a memorandum (M-75-62, April 4, 1975) regarding
the Regulatory Ordinance, entry Permit Standards are referred to
in the Ordinance. Since it will be several weeks before the
complete Standards are developed for Board consideration, the
Board agreed that interim policies should be considered.
Discussion: Use and management plans are being developed by
staff at the present time for five sites. Upon initial analysis,
it appears that the North Foothills and Saratoga Gap Open Space
Preserves may well end up being exempt from entry permit require-
ments. The Black Mountain Open Space Preserve is a site, on the
other hand, which seems more likely than these sites to have
permit requirements.
Recommendation: As an interim measure, it is recommended that
the Board of Directors adopt a motion that pursuant to Section
200. 1 of "Regulations for Use of Midpeninsula Regional Park Dis-
trict Lands" and until further or other action is taken by the
Board, that the parcels known as North Foothills Open Space Pre-
serve and Saratoga Gap Open Space Preserve be exempted from any
entry permit requirements; and until further permit standards
are adopted by the Board, that staff be authorized to issue per-
mits on other sites in unusual circumstances.
HG: jg
R-75-5
(Meeting 75-10,
AA.
AE, Agenda item No. 2)
0
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
April 17, 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Update of the Action Plan for Implementation of the
Basic Policy of the Midpeninsula Regional Park District
Introduction: Since March 27 , 1974 , the District has been
operating on the basis of an action program which was adopted
by the Board and was based upon a report from the General
Manager (R-74-6 , March 11, 1974) entitled "Action Plan for
the Implementation of the Basic Policy of the Midpeninsula Reg-
ional Park District. " The Action Plan has been very useful in
structuring activities and priorities, in evaluation of pro-
gress, and in summarizing for people what the District does.
Progress on the Action Plan was most recently evaluated at the
February 2 , 1975 Goals Workshop.
At the Goals Workshop follow-up discussion of February 26 , 1975
the Board directed the General Manager to prepare an updated
proposed Action Plan for Board consideration. The attached
document is the result of staff effort which included a work re-
treat in March.
Discussion: The proposed Action Plan attached hereto is intended
to be both the program for the coming fiscal year and also the
basis for planning for the next five-year period. The Action
Plan is divided into five major programs, each of which is intended
to implement one of the major Basic Policy statements of the
Board. The first four programs are divided into subprograms which
group the various typical tasks, activities and projects in which
the District is, or would be, engaged. The subprograms are as
follows:
I. Land Acquisition Program
A. Negotiations Subprogram
B. Donations Subprogram
C. Land Analysis Subprogram
D. Special Projects Subprogram
R-75-5 Page two
II . Governmental and Private Liaison Program
A. Governmental Liaison Subprogram
B. Annexation Subprogram
C. Private Liaison Subprogram
D. Special Projects Subprogram
III. Open Space Resources Program
A. Open Space Management Subprogram
B. Patrol Subprogram
C. Permit System Subprogram
D. Trails Subprogram
E. Intern and Volunteer Subprogram
F. Special Projects Subprogram
IV. Public Communications Program
A. Publications Subprogram
B. Media Subprogram
C. Public Participation Subprogram
V. General Administrative Program
The main required resources, in terms of staff responsibility
and unusual outside help, are listed with each subprogram. Var-
ious ordinary support items and services are not listed; they
will be considered further as the budget is developed.
The differences between this Action Plan and the previous one
lie chiefly in three areas. A Gifts Subprogram has now been
singled out in the Land Acquisition Program to emphasize the
District's increased involvement in stretching acquisition dollars
through gifts and bargain purchases. No new acquisition staff
member is suggested at this time; however, one option would be
to add a staff member in anticipation of a successful southern
San Mateo County annexation election, and to use that person so
that the effort devoted to the Land Acquisition program, parti-
cularly the Gifts Subprogram, could be increased substantially.
A second change in the Action Plan occurs in the Governmental
and Private Liaison Program, where an Annexation Subprogram has
been added. An attempt has been made to identify the areas where
staff could be involved in preannexation activities. The Board
needs to make a policy decision on how much of the District's
resources, in terms of staff time, printing costs , and other
factors, would be devoted to this Subprogram. If the transition
R-75-5 Page three
to an enlarged District is to take effect at all smoothly, con-
siderable involvement is unavoidable, especially in communications
with citizen committees and officials in south San Mateo County.
However, the resources devoted in connection with the annexa-
tion campaign may be a more controllable factor.
A third area of change occurs in the Open Space Resources Program
where the activity is increasing at a rapid rate due to the plan-
ning and management necessary for District land.
In a continuing attempt to maximize the budget available for land
purchases, no new regular full-time staff positions are requested
in the proposed Action Plan, except where land acquisition, use
and management decisions by the Board demand additional help which
cannot be supplied by part-time, seasonal or intern personnel.
However, the District' s activities in general are continually in-
creasing and are already considerable for a small organization.
More part-time help will be requested at budget time so that programs
can be continued or implemented at a viable level.
Recommendation: It is recommended that the Board review the pro-
posed Action Plan, modify it as appropriate, make the policy de-
cisions in the areas discussed earlier, and adopt an Action Plan.
The adopted Action Plan would then be reproduced in a format which
showed its adoption as Board action. The Action Plan would be
the basis for formulation of the budget for the 1975-76 fiscal
year.
HG:acc
-�1
R-75-5
(Meeting 75-10,
171
Agenda item No. 2)
, , •,
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
April 17, 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Update of the Action Plan for Implementation of the
Basic Policy of the Midpeninsula Regional Park District
Introduction: Since March 27 , 1974 , the District has been
operating on the basis of an action program which was adopted
by the Board and was based upon a report from the General
Manager (R-74-6, March 11, 1974) entitled "Action Plan for
the Implementation of the Basic Policy of the Midpeninsula Reg-
ional Park District. " The Action Plan has been very useful in
structuring activities and priorities, in evaluation of pro-
gress, and in summarizing for people what the District does .
Progress on the Action Plan was most recently evaluated at the
February 2, 1975 Goals Workshop. .
At the Goals Workshop follow-up discussion of February 26 , 1975
the Board directed the General Manager to prepare an updated
proposed Action Plan for Board consideration. The attached
document is the result of staff effort which included a work re-
treat in March.
Discussion: The proposed Action Plan attached hereto is intended
to be both the program for the coming fiscal year and also the
basis for planning for the next five-year period. The Action
Plan is divided into five major programs, each of which is intended
to implement one of the major Basic Policy statements of the
Board. The first four programs are divided into subprograms which
group the various typical tasks, activities and projects in which
the District is, or would be, engaged. The subprograms are as
follows:
I. Land Acquisition Program
A. Negotiations Subprogram
B. Donations Subprogram
C. Land Analysis Subprogram
D. Special Projects Subprogram
R-75-5 Page two
II . Governmental and Private Liaison Program
A. Governmental Liaison Subprogram
B. Annexation Subprogram
C. Private Liaison Subprogram
D. Special Projects Subprogram
III. Open Space Resources Program
A. Open Space Management Subprogram
B. Patrol Subprogram
C. Permit System Subprogram
D. Trails Subprogram
E. Intern and Volunteer,- Subprogram
F. Special Projects Subprogram
IV: Public Communications Program
A. Publications Subprogram
B. Media Subprogram
C. Public Participation Subprogram
V. General Administrative Program
The main required resources, in terms of staff responsibility
and unusual outside help, are listed with each subprogram. Var-
ious ordinary support items and services are not listed; they
will be considered further as the budget is developed.
The differences between this Action Plan and the previous one
lie chiefly in three areas. A Gifts Subprogram has now been
singled out in the Land Acquisition Program to emphasize the
District's increased involvement in stretching acquisition dollars
through gifts and bargain purchases. No new acquisition staff
member is suggested at this time; however, one option would be
to add a staff member in anticipation of a successful southern
San Mateo County annexation election, and to use that person so
that the effort devoted to the Land Acquisition program, parti-
cularly the Gifts Subprogram, could be increased substantially.
A second change in the Action Plan occurs in the Governmental
and Private Liaison Program, where an Annexation Subprogram has
been added. An attempt has been made to identify the areas where
staff could be involved in preannexation activities. The Board
needs to make .a policy decision on how much of the District's
resources, in terms of staff time, printing costs , and other
factors, would be devoted to this Subprogram. If the transition
R-75-5 Page three
to an enlarged District is to take effect at all smoothly, con-
siderable involvement is unavoidable, especially in communications
with citizen committees and officials in south San Mateo County.
However, the resources devoted in connection with the annexa-
tion campaign may be a more controllable factor.
A third area of change occurs in the Open Space Resources Program
where the activity is increasing at a rapid rate due to the plan-
ning and management necessary for District land.
In a continuing attempt to maximize the budget available for land
purchases, no new regular full-time staff positions are requested
in the proposed Action Plan, except where land acquisition, use
and management decisions by the Board demand additional help which
cannot be supplied by part-time, seasonal or intern personnel.
However, the District's activities in general are continually in-
creasing and are already considerable for a small organization.
More part-time help will be requested at budget time so that programs
can be continued or implemented at a viable level.
Recommendation: It is recommended that the Board review the pro-
posed Action Plan, modify it as appropriate, make the policy de-
cisions in the areas discussed earlier, and adopt an Action Plan.
The adopted Action Plan would then be reproduced in a format which
showed its adoption as Board action. The Action Plan would be
the basis for formulation of the budget for the 1975-76 fiscal
year.
HG:acc
'age four
Objective
1. THE DISTRICT WILL PURCHASE OR OTHERWISE ACQUIRE INTEREST IN THE
MAXIMUM FEASIBLE AMOUNT OF STRATEGIC OPEN SPACE WITHIN THE DIS-
TRICT, INCLUDING BAYLANDS AND FOOTHILLS.
Implementation: Land Acquisition Program
A. Negotiations Subprogram
Summary
This subprogram will include the continuation and initi-
ation of contacts with landowners, realtors and other
appropriate people in order to obtain the maximum number
of opportunities to acquire property for the District.
Expected Results
It is expected that several opportunities will occur for
the District to obtain high priority parcels at desirable
prices *(market value or less) , and to obtain parcels of
less than high priority at bargain prices.
Typical Projects
1. Maintain and initiate contacts with landowners,
real estate appraisers and brokers, developers,
architects, engineers, zoning and planning offi-
cials, and financial institutions.
2 . Publicize, through news articles and speeches,
the land acquisition program of the District,
thereby increasing changes that people will con-
tact the District regarding land purchase oppor-
tunities.
3. Send letters of introduction about the District
to appropriate people, and follow-up with either
telephone or personal contact.
4. Explore various alternatives to offer advantages
to landowner as well as to the District regarding
terms of purchase (e.g. , options and tax relief
considerations) .
5. In the extraordinary case, eminent domain pro-
ceedings may be instituted in the event lengthy
negotiations fail to elicit an agreement on terms
of purchase and the parcel involved is key to the
District' s program.
Required Resources
35% of time of Assistant General Manager
ige f ive
B. Donations Subprogram
Summary
This subprogram will include informing landowners and
other appropriate people of the District' s donations
program through personal contact, brochures, speeches,
newspaper articles and advertising in order to obtain
donations of land or other assets to the District. Em-
phasis will be given to the tax savings and varied ar-
rangements which can be made to benefit both the donor
and the District.
Expected Results
It is expected that at least one donation will be made
to the District as a direct result of efforts in this
Subprogram, and that the resultant publicity will gener-
ate more inquiries about donations.
Typical Projects
1. Publish and distribute a donations brochures, which
describes the tax benefits and other advantages of
donating land to the District.
2. Further develop and use an introductory letter which
will introduce landowners to the District's programs
and policies and suggest they consider donation. The
letter will be followed by telephone and personal
contact.
3. Include references about the donations program of the
District in speeches given by Board and staff members.
4. Chart progress of donations program and periodically
review.
5. Encourage formation of a "Friends of the MRPD" founda-
tion and conduct liaison activities.
Required Resources
25% of time of Assistant General Manager
age six
C. Land Analysis Subprogram
Summary
This subprogram is designed to determine the present
status of sites located within the District and serve as
a guide as to which sites are most valuable to the Dis-
trict in terms of planning for acquisition. This Sub-
program comprises the strategy process which will comple-
ment the public Master Plan of the District.
Expected Results
Existing and new information will be compiled which will
aid in negotiations for parcels. A comprehensive map
system will be established to provide the District with
an efficient, readily available source of information
about land within the District's boundaries. It- is ex-
pected that opportunities for bargain purchases will
occur as the result of this Subprogram.
Typical Projects
1. Gather information on real estate market activities.
2. Gather information on local, State and federal regula-
tions (i.e. , zoning, subdivision) and on restrictions
or plans contained in general plan elements and other
planning studies.
3. Gather information on special considerations such as
deed restrictions, utility availability, and financing
and tax considerations.
4. Continue- work on gathering and maintaining a compre-
hensive and efficient map system which contains the
data necessary for effective negotiations.
5. Continue to gain knowledge of land use laws and status
of current legal issues.
Required Resources
10% of time of Assistant General Manager
Real Estate Analyst intern - $3 ,000.
age seven
D. Special Projects Subprogram
Summary
This subprogram will in projects which are undertaken
in order to broaden the Land Acquisition Program and make
it more effective.
Expected Results
Increased contact with staffs of other agencies and with
non-profit acquisition institutions should heighten their
awareness of the District' s acquisition program. Acquisi-
tion-related activities will be accomplished on an efficient,
systematic basis, and the District may be the recipient of
at least one grant as the result of timely application to
the appropriate sources.
Typical Projects
1. Make timely application for grants available to the
District and review information newsletters period-
ically which contain such data.
2. Utilize consultants to investigate and/or negotiate
in special situations.
3. Initiate and maintain contacts with non-profit
charitable institutions (Trust for Public Lands,
Sempervirens Fund, etc. ) to coordinate action
being taken on lands of open space significance.
4 . Develop a chart which gives a step-by-step guide
for completion of acquisition activities, includ-
ing title and escrow procedures, preparation of
agreements, condemnation procedures, etc.
Required Resources
10% of time of Assistant General Manager
Consultants ' fees $1,700 per month
age eight
Objective
2. THE DISTRICT WILL WORK WITH AND EDUCATE PRIVATE AND PUBLIC
AGENCIES TO PRESERVE, MAINTAIN, AND ENHANCE OPEN SPACE.
Implementation: Governmental and Private Liaison Program
A. Governmental Liaison Subprogram
Summary
This subprogram will include meetings, land tours and
other contacts, at least once a year, with key officials
of other governmental agencies. Emphasis shall be placed
on maintaining and improving relations with city officials
and staff members, receiving information about District-
related matters on a timely basis, and acquainting offi-
cials and staffs of other agencies with the programs and
policies of the District.
Expected Results
Officials and staffs of other agencies will become famil-
iar with the objectives and programs of the District, and
the District will become acquainted with the concerns of
other agencies. Mutual problems will be discussed on a
friendly basis and resolved with a minimum expenditure of
time and effort. As personal contacts are established
and continued, future communications and discussions of
mutual problems easier. The actions of other governmental
agencies will be influenced favorably toward the District' s
goals.
Typical Projects
1. Coordinate with Board and staff members for more
personal contact with officials of other agencies
(especially cities within the District) , through
(a) telephone calls, (b) luncheons at District of-
fice, (c) personal visits and (d) land tours.
2. Review agendas, minutes and CEQA documents on a
timely basis.
3. Give officials of other agencies within the Dis-
trict an opportunity to review the District's
Master Plan.
4. Initiate a pilot program with a volunteer group
which will monitor the actions of other agencies
and keep the District advised of any items of
interest to it.
Required Resources
Time of General Manager, staff and Board as available.
age nine
B. Annexation Subprogram
Summary
This subprogram will include those activities which are
projected to occur during the period prior to and imme-
diately following the proposed annexation of south San
Mateo County. Emphasis will be given to the establish-
ment of good relations with that area' s residents and
with the officials of the governmental jurisdictions
affected by the annexation. An effort will be made to
aid in the education of south San Mateo County citizens
about the District.
Expected Results
Governmental officials and citizens in south San Mateo
County will become educated about the programs and
policies of the District so that a favorable response
to annexation can be expected. A program for determin-
ing boundaries and parcel location will be initiated,
and site analysis will begin. An effective communica-
tions and information-gathering program will be estab-
lished to provide a strong basis for future relations
in south San Mateo County.
Typical Projects
1. Land Acquisition Program
(a) Analyze characteristics of south San Mateo
County land for valuation purposes.
(b) Establish contacts with planning, zoning and
assessor' s personnel regarding land and mar-
ket data information in south San Mateo County.
(c) Provide answers to inquiries regarding land
acquisition program of District.
2 . Governmental and Private Liaison Program
(a) Establish contacts with officials of south
San Mateo County governmental agencies, in-
cluding telephone calls, letters, luncheons
and attendance at public meetings.
(b) Appear before public agencies and private
groups in south San Mateo County.
(c) Distribute materials regarding the District
and the proposed annexation to appropriate
persons.
3. Open Space Resources Program
(a) Analyze sites in south San Mateo County being
considered for future acquisition.
age ten
(b) Give talks before appropriate groups regarding
patrol, land use and management policies of the
District.
(c) Review proposed annexation boundary to determine
its relevance to natural units.
(d) Maintain contact with representatives of city
planning staffs and park and recreation per-
sonnel in south San Mateo County.
4 . Public Communications Program
(a) Prepare packet on annexation for distribution
by citizens' committees in south San Mateo County.
(b) Implement communications program with news
media in south San Mateo County.
(c) Develop communications system with citizens'
committees on annexation, including educating
them about the District.
(d) Coordinate public speaking engagements to civic
and other groups in south San Mateo County.
(e) Increase publicity about the District, its
accomplishments to date, goals and objectives,
and various programs (e.g. , donations program) .
(f) Prepare materials for display in schools, li-
braries and public buildings in south San Mateo
County.
5. General Administration Program
(a) Respond to inquiries regarding the District and
its annexation policy, and distribute appropri-
ate materials.
(b) Coordinate with Board and staff regarding dis-
tribution of increased workload (reports, memo-
randa, drafting letters, giving speeches, investi-
gating various inquiries, etc. ) .
Required Resources
10 - 20% of time of General Manager
5 - 15% of time of Assistant General Manager
5 - 15% of time of Land Manager
10 - 15% of time of Administrative Secretary
10 - 20% of time of Public Communications Assistant
age eleven
C. Private Liaison Subprogram
summary
This subprogram will include meetings and other contacts
with officials and members of private agencies and groups.
A large number of groups will be contacted for the pur-
pose of making presentations about the District and its
program. As special MRPD projects occur from time to
time, groups will be contacted to enlist volunteer aid.
Expected Results
The District and private groups will continue to exchange
information on programs and current issues of mutual in-
terest. Personal contacts will be maintained and im-
proved to make future communications easier and to en-
courage the exchange of technical expertise which may
aid both District programs and private groups and foster
good relations. The programs and activities of private
groups will be influenced favorably toward the goals of
the District.
Typical Projects
1. Maintain and improve contacts, with private agencies
and other groups on a regular basis.
2. Implement program of giving slide presentations to
private groups to explain District programs .
3. Introduce Master Plan to private groups and solicit
comments and suggestions.
4. Enlist volunteer aid for different District projects
as needed.
Required Resources
Time of General Manager, staff and Board as available.
age twelve
D. Special Projects Subprogram
Summary
This subprogram will include special projects, education
and advocacy of the values of open space preservation be-
fore special committees of governmental bodies on specific
issues. Contacts with State and federal legislators and
other regional park districts will also be maintained.
Expected Results
Local, State and federal plans for open space preservation
will be influenced through advocacy and education. Rela-
tions with legislators will be maintained and improved in
order to effectively and easily influence lawmakers to
take action favorable toward District programs and goals.
Typical Projects
1. Continue reliance on legislators, private persons and
groups, and District legal counsel, for information
regarding current legislation.
2. Yearly review and careful monitoring of proposed
changes in Urban Service Area boundaries (LAFCO) .
3. Advocacy of State legislation via legislative commit-
tees, State administrators and individual legislators.
4. Advocacy regarding federal legislation via District
Congresspersons and other channels.
5. Contact staffs and officials of other regional park
districts in order to advocate programs of mutual
benefit and to exchange information and technical
expertise.
6. Work on specific local issues as they occur or as
it is appropriate for the District to take action on.
7. Attend seminars and conferences of significance to
the District and which will offer an opportunity to
initiate and maintain contacts with officials of
other public agencies and private groups.
Required Resources
Time of General Manager, staff and Board as available.
.'acre thirteen
3 . THE DISTRICT WILL MAINTAIN A LAND MANAGEMENT POLICY THAT PROVIDES
PROPER CARE OF OPEN SPACE LAND, ALLOWING PUBLIC ACCESS APPROPRI-
ATE TO THE NATURE OF THE LAND AND CONSISTENT WITH NATURAL VALUES
Implementation: Open Space Resources Program
A. Open Space Management Subprogram
Summary
This subprogram will include pre-acquisition and post-acqui-
sition evaluation of District lands, development of interim
and long-range use plans and construction and design stand-
ards. Input will be sought from various sources, including
public agencies, citizens and technical people.
Expected Results
The District will capably manage its lands, cooperating with
volunteers and other agencies when appropriate. Interim
and long-term use plans will provide public access to Dis-
trict lands consistent with their environmental character-
istics,-,.. and dependent on the District' s resources to respon-
sibly manage the lands.
Typical Projects
1. Analyze land the District is considering acquiring in
order to aid the Board in its decision.
2 . Analyze District lands after acquisition to determine
interim use plans for those lands.
3. Develop long-term plans for use of District lands based
on comprehensive studies and input from neighbors,
public agencies and other sources, which are consistent
with the environmental characteristics of the land.
4. Develop construction and design standards for signs,
gates, parking lots, hiking stiles and other structures
related to public use of open space lands.
5. Develop a system to analyze long-range implications of
changes in vegetation dynamics.
Required Resources
15% of time of Land Manager
Planning intern (6 months)
Possible h-time planning position for items 1, 2 and 3
Consultant for item 4 ($1,000-$2 ,000)
Contract services for item 5 ($2 ,500 $5,000)
!age fourteen
B. Patrol Subprogram
Summary
This subprogram will include development of a program to
train rangers in the maintenance, analysis and patrol of
District lands, and the enforcement of District regula-
tions. The program will include educating the public
about the proper use of District lands.
Expected Results
The District's rangers will become knowledgeable in the
maintenance, analysis and patrol of District lands, and
will establish good relations with public users of the
land. District rangers will be capable of administering
first aid, enforcing District regulations as necessary
and fighting fires.
Typical Projects
1. Hire rangers as necessary for the proper maintenance
and patrol of District lands.
2. Develop a training program for rangers.
3. Establish policies for use of District equipment,
emergency situations and public contact.
4. Develop a program for education of users of District
land in cooperation with Public Communications Assist-
ant. This would include development and distribution
of brochures and establishment of policies regarding
warnings and citations.
5. Provide for uniforms, badges, a uniform allowance and
other ranger needs.
Required Resources
15% of time of Land Manager
Budgeted ranger position
Ranger interns (10 weeks in summer - $2 ,000)
(balance of year - $1,000 - $.2 ,000)
Additional full-time rangers will be required if:
(a) Acquisition of major property in southern
portion of the District.
(b) Budgeted position is not sufficient to
adequately patrol existing lands.
(c) Significant additional acquisitions are
made of a type creating considerable
patrol.
'aqe fifteen
C. Permit System Subprogram
Summary
This subprogram will identify the various kinds of
permits available to users of District lands, and
conditions associated with their issuance.
Expected Results
The District will administer a program for issuing
permits which will allow responsible citizens to
enjoy access to District lands without disturbing
the ecological character of such lands.
Typical Projects
1. Develop permit standards.
2. Determine guidelines for issuance of permits.
3. Determine under what conditions, if any, permits
may be issued for use of particular parcels.
4. Establish policies for the issuance of keys.
5. Establish policies and procedures for the collec-
tion of fees when appropriate.
6. Develop educational packet to be distributed to
users of District land upon issuance of permit.
7. Hire personnel as needed to operate permit system.
Required Resources
10% of time of Land Manager
I ige sixteen
D. Trails Subprogram ,
Summary
This subprogram will involve the review of, and sub-
mission of recommendations on, the regional trails
system being developed by the citizens ' Trails Task
Force.
Expected Results
The District will consider adoption of a regional
trails system plan that will guide its future acquisi-
tion and land management decisions.
Typical Projects
1. Analyze conceptual basis for trails plan.
2. Develop plan for making field trips to check on
and visualize the physical trails under consideration.
3. Determine appropriate level of District participation
in implementing the trails plan, including:
(a) cost of trail development,
(b) cost of providing adequate patrol,
(c) cost of trail structures, and
(d) cost of continued maintenance.
4. Continue liaison activities between Board, staff and
Trails Task Force.
Required Resources
10% of time of Land Manager
31 planning person or intern position depending upon the
degree of District involvement.
-,age seventeen
E. Intern and Volunteer Subprogram
Summary
This subprogram will actively involve the community
in ongoing District projects.
Expected Results
The District will receive a citizen perspective for
its projects, and the need for salaried staff will be
minimized while District goals are accomplished through
the initiation and completion of different projects.
The District and the intern or volunteer will be involved
in a learning experience and meaningful community action.
Typical Projects
1. Develop general organizational structure for volun-
teer and intern programs.
2. Develop capability to coordinate District goals
with available volunteers and to seek volunteers
with technical skills.
3. Devise a system of recognition for volunteer
efforts.
4. Develop standards for specific volunteer projects
such as the following:
(a) mapping,
(b) boundary determination,
(c) trail construction,
(d) resource analysis , and
(e) interpretive program.
Required Resources
10% of time of Land manager
Contract Services - $1, 500 2,000
Part-time staff person
age eighteen
F. Special Projects Subprogram
Summary
This subprogram will include initiation and completion
of special projects, such as those listed below, which
will significantly help the Land Management Program of
the District.
Expected Results
The District's Land Management Program will progress
and will maintain a high level of performance as a
variety of special projects are undertaken.
Typical Projects
1. Establish programs with school districts to make
lands available for nature study.
2. Investigate methods of producing revenues from use
of District lands to offset costs of maintenance.
3. Develop standardized format for mapping and determin-
ing boundaries of District lands.
4. Develop pilot project with environmental volunteers-
for an interpretive program for the District, on
the following basis:
(a) operate project for one year,
(b) Evaluate cost/benefit factors, and
(c) Determine which site (s) may be most appropriate
for an interpretive program.
Required Resources
20% of time of Land Manager
Contract with consultant for item 2 $2,500.
Wage nineteen
Objective
THE DISTRICT WILL EDUCATE AND MAKE CLEARLY VISIBLE TO THE PUB-
LIC THE PURPOSES AND ACTIONS OF THE DISTRICT AND ACTIVELY
ENCOURAGE PUBLIC COMMUNICATION AND INVOLVEMENT IN THE ACTIV-
ITIES OF THE DISTRICT
Implementation: Public Communications Program
A. Publications Subprogram
Summary
This subprogram will be directed toward the publication
and distribution of information regarding the District,
including its history, powers and goals, the location and
use of specific open space parcels, special projects and
the need for charitable donations.
Expected Results
Written materials on the policies and programs of the Dis-
trict will be readily available to the general public,
the press, other governmental agencies and private groups,
libraries, schools and landowners.
Typical Projects
1. Reprint Basic Policy and MRPD general information bro-
chures with any changes made in text or acquired parcels.
2 . Print and distribute charitable contributions brochure.
3. Continue to develop materials for an MRPD information
package to be distributed to libraries, city halls,
private organizations and other governmental agencies
and high schools.
4. Develop, print and distribute brochure for children
about the District and open space preservation in co-
operation with volunteers.
5. Develop District site information sheets. Printing of
District land regulations would be included in this
project.
6 . Distribute present District progress report and pre-
pare for next Annual Report.
7 . Continue work on development of Master Plan maps in
cooperation with Land Manager.
Required Resources
35% of time of Public Communications Asst. time position)
Contractual help for brochure preparation $3,000.
Printing costs
•age twenty
Media Subprogram
Summary
This subprogram will continue the present system of reg-
ular communications with the press, expand communications
when appropriate, and develop coverage of District activi-
ties by other media.
Expected Results
Information about District policies, programs and activi-
ties will reach the public through regular contact with
the media. Attention to the' District's donations program
may generate activity in this area.
Typical Projects
1. Continue regular communications with the press with-
in the District, expanding communications as may be
appropriate (e.g. , annexation) .
2. Develop audio-visual presentations and establish a
slide library.
3. Develop and implement communications system with
radio and television stations.
4 . Contact newspapers of national distribution (e.g. ,
National Observer, Christian Science Monitor and
Wall Street Journal) regarding articles about the
District. In some instances, emphasis may be given
to the donations program.
5. Arrange for publicity in local magazines,, park and
recreation publications and other environmental
newsletters (e.g. , California Living, California
Parks and Recreation, Sierra Club Bulletin) .
Required Resources
30% of time of Public Communications Asst. (�-time position)
-,age twenty-one
C. Public Participation Subprogram
Summary
This subprogram will stimulate input from the public
regarding District programs and activities, and will
motivate individuals to volunteer their talents to the
District.
Expected Results
Input and feedback from the public will be generated
so that District programs are responsive to the needs
of people. Interest in the District will be invited
so that people are encouraged to volunteer to help the
District.
Typical Projects
1. Public hearings will be held on the Master Plan,
specific land acquisitions and other important mat-
ters.
2 . Expand public speaking engagements program to reach
civic organizations, schools, public agencies and
private groups.
3. Supervise regular reading, clipping and monitoring
of newspaper articles.
4 . Assist with formation of citizens ' committees as
appropriate.
5 . Develop display materials for use in schools , public
and private buildings, conferences and other areas
receiving high visibility.
6 . Coordinate public education program with volunteer
organizations (e.g. , Environmental Volunteers, Com-
mittee for Green Foothills, P.T.A. ' s, etc. ) .
7 . Conduct open house at the District for civic and
school groups, and other interested persons.
Required Resources
25% of time of Public Communications Asst. time position)
age twenty-two
Objective
5 . THE STAFF OF THE DISTRICT WILL ADMINISTER THE MIDPENINSULA
REGIONAL PARK DISTRICT IN BEHALF OF THE PUBLIC SO AS TO
MAXIMIZE ACCOMPLISHMENT OF THE GOALS OF THE DISTRICT WITHIN
EXISTING FINANCIAL AND OTHER CONSTRAINTS
I
Implementation: General Administrative Program
i
Summary
This program includes those general administrative
activities not directly assignable to other
programs. Most reports, correspondence, meetings,
etc. fall under other categories.
Expected Results
The District will be administered in an efficient and
professional manner in order to effectively implement
the goals of the District.
Typical Projects
1. Update Action Plan.
2. Oversee financial management and accounting.
3. Prepare budget annually.
4. Continue improvement of office management.
5. Coordinate assignments of Controller and Legal
Counsel.
6. Review employee benefits and salary policies and
Y
general personnel r nnel administration.
7. Review expense reimbursement policies.
8. Developinformational package for new Board and
r s
staff members.
Required Resources
It is estimated that about 25% of the time of the Gen-
eral Manager will be spent on General Administration.
Other staff members (existing and recommended) will aid
in other programs for which they are not primarily re-
sponsible. The overall allocation of the time of the
General Manager in coordinating and carrying out pro-
grams might be as follows:
Land Acquisition 25%
Governmental and Private Liaison 20%
Open Space Resources 15%
Public Communications 15%
General Administration 250
s M- •66
(Meeting 75-10,
Agenda item No. 3)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
April 13 , 1975
TO: Board of Directors
FROM: K. Duffy, President
SUBJECT: Appointment of Budget Subcommittee
I plan on appointing B. Green and E. Shelley to serve as a
Budget Subcommittee. As in the past, this Subcommittee will
give policy feedback to the General Manager as he prepares
his proposed annual budget for fiscal year 1975-76. They
will also go into the budget calculations in more detail
than the full Board is expected to do. According to the
General Manager, a desirable schedule would be as follows :
April 23 - Board adoption of updated Action Plan.
April 24 through May 16 - Formulation of proposed
budget by staff and Subcommittee.
May 17 through May 21 - Preparation of General
Manager and Controller' s budget reports.
May 28 - Adoption of budget by Board.
June 2 - Budget due to Santa Clara County.
As a further assignment, the Subcommittee could also develop
proposed expense reimbursement policies for Directors to
clarify, or perhaps change, existing policies.
KD:acc
C-75-9
April 23 , 1975
Meeting 75-9
MIDPENINSULA RwEGIONAL PARK DISTRICT
C L A I M S
Amount Name Description
1014 $1,500.00 Frahm, Edler and Cannis Engineering services
1015 323 .42 Xerox Corporation Duplicating
1016 7 .42 Altoan Press Clippings
1017 24 .00 Aqua-velop Composite positive
1018 40.55 Young & Associates Office supplies
REVISED
C-75-9
April 23 , 1975
Meeting 75-9
MIDPENINSULA REGIONAL PARK DISTRICT
C L A I M S
Amount Name Description
1014 $1,500 .00 Frahm, Edler and Cannis Engineering services
1015 323.42 Xerox Corporation Duplicating
1016 7 .42 Altoan Press Clippings
1017 24 .00 Aqua-velop Composite positive
1018 40.55 Young & Associates Office supplies
1019 10. 49 National Recreation Publication
& Park Association
1020 18.50 Atherton' s Advertising Typography
Typography
1021 13.78 Repro Graphex Reproduction
1022 23 .74 Valley Reproduction Services Reproduction
1023 46 .00 City of Palo Alto Minutes & Agendas
1024 55.05 E. Jaynes Meal conferences $19. 50
Mileage 35. 55
1025 77. 29 C. Harrington Educational Asst. $51.94
Mileage 25. 35
1026 74 . 86 Petty Cash Office supplies $17. 81
Priv.Vehicle Exp. 12- 65
Dist.Vehicle Exp. 9. 90
Meal conferences 34.50