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HomeMy Public PortalAbout19750423 - Agendas Packet - Board of Directors (BOD) - 75-10 r Meeting 75-10 .�, 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