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APW
*446 1 or Meeting 75-12
MIDPENINSULA REGIONAL PARK DISTRICT
Regular Meeting
Board of Directors
A G E N D A
May 28 , 1975 7 :30 P .M.
Midpeninsula Regional Park District
745 Distel Drive
Los Altos, CA
(7 : 30) ROLL CALL
APPROVAL OF MINUTES - May 14 , 1975
ADOPTION OF AGENDA
ORAL COMMUNICATIONS
WRITTEN COMMUNICATIONS
PUBLIC HEARINGS
(7 :45) 1. Proposed North Foothills Open Space Preserve Addition H.
Grench
Resolution of the Board of Directors of the Midpeninsula
Regional Park District Approving Purchase Agreement,
Authorizing Signatures Thereto on Behalf of the District,
Authorizing Officer to Execute Certificate of Acceptance
of Grant to District, and Authorizing General Manager to
Execute Any and All Other Documents Necessary or Appro-
priate to Closing of the Transaction (North Foothills
Open Space Preserve Addition)
OLD BUSINESS REQUIRING ACTION
(8 : 15) 2 . Visibility of the Midpeninsula Regional Park District to the
Public
(a) League of Women Voters Consensus on Study of Special
Districts in Santa Clara County - Laura Lundy
(b) Two Term Limit - N. Hanko and E. Shelley
(c) Funding of Candidates ' Statements - K. Duffy, H. Grench
and D. Wendin
(d) Procedure for Published Advertisement of Elections to
Fill Board Seats - K. Duffy
(9 :15) 3. Budget for the 1975-1976 Fiscal Year - H. Grench
(9 :45) 4 . Action Plan for the Implementation of the Basic Policy of
the Midpeninsula Regional Park District for the 1975-1976
Fiscal Year H. Grench
(over)
(9 : 55) 5. Basic Policy Statements Subcommittee Report K. Duffy
and D. Wendin
OLD BUSINESS NOT REQUIRING ACTION
(10 : 30) 6. Master Plan of the Midpeninsula Regional Park District
L. Anderson
CLAIMS
(11 : 00) EXECUTIVE SESSION Land Negotiations
ADJOURNMENT
R-75-9
(Meeting 75-12,
Agenda item No. 1)
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
May 22 , 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Proposed North Foothills Open Space Preserve Addition
Introduction: At its June 12 , 1974 meeting the Board of Direc-
tors held a public hearing and considered a report (R-74-15 of
June 5 , 1974) from the General Manager on a Proposed North Foot-
hills Open Space Preserve Acquisition. The Board decided to
purchase the 93 acre parcel, and it is now one of the District's
open space preserves.
The District has recently been offered the opportunity of making
a very attractive bargain purchase of a 70 acre contiguous parcel
of land which would be an addition to the North Foothills Open
Space Preserve. This land is currently held in the Crocker
estate.
Location: The Crocker property is located within the city limits
of Palo Alto approximately three miles south of Interstate 280 ,
on Page Mill Road (see map) . The 70 acre site is bounded on the
west by Palo Alto Foothills Park, on the east by the Duveneck Ranch,
on the south by another privately owned parcel, and on the north
by the recently acquired MRPD North Foothills Open Space Preserve.
Description: The topography of the site is characterized by
moderately steep to very steep slopes. A western fork of the
Adobe Creek crosses the southeast corner of the property. The
largest portion of the site forms the western side of the water-
shed and consists of southeast facing slopes.
The soils of this area consist of sandstone and shales with in-
creasing amounts of organic matter in the lower elevations . All
the soils are shallow and highly erodable. This is apparent by
the erosion occurring along existing road cuts.
Vegetation and wildlife are abundant in this area. The upper
slopes are characterized by a chaparral community which supports
many browsing wildlife species. The lower slopes are represented
by dense woodland communities dominated by oak-madrone on the west
side of the stream.
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R-75-9 Page three
In the higher elevations along the western boundary, the view of
the bay, urban area and lower foothills is excellent. The view
includes the North Foothills Open Space Preserve and the large
Duveneck Ranch. The southeast corner of the property has a limited
but valuable viewshed. The dense vegetation in this area ob-
structs a long distance view but enhances a feeling of seclusion
from the urbanized area.
Present Use: There is no developed use of the site, largely due
to the steep slopes, dense woodland and chaparral. Development
is confined to Page Mill Road, which is the major access and
which bisects the property in. the north-south direction. There
is a private road connecting Page Mill Road to a City of Palo Alto
water storage tank located within Foothills Park. Electric and
telephone utilities are on the site, and other utilities are
available nearby.
Adjacent Use : The Palo Alto Foothills Park has been developed
for low to medium intensity use, but the immediate Park area
adjacent to the Crocker property is steep and remains undeveloped.
The North Foothills Open Space Preserve is best suited to low
intensity use and is undeveloped at this time, except for a
hiking trail on the ridgetop. The Duveneck Ranch is in agricul-
tural use.
Compatibility With Plans: Within the next few months the "final"
District Master Plan will be completed, establishing criteria
for acquisition priority for its open space program. Sites such
as the Crocker property have rated high in priority because they
are of high scenic value, are close to the urbanized area and
can accommodate the public for eventual low intensity recreational
and passive open space amenities.
The property is within the city limits of Palo Alto. It has been
determined that the acquisition of this land for open space pur-
poses would be in conformity with the General Plan of Palo Alto.
Potential Use: The primary use of the Crocker property would be
to increase an effective regional green belt or open space along
the foothills of the Santa Cruz Mountains. These lands will pro-
vide a continuous visual relief for the residents of the nearby
urbanized area.
The property could also withstand low intensity recreational use,
as does the adjacent properties of Foothills Park and the North
Foothills Preserve. Hiking, horseback riding and nature studies
could be considered appropriate uses. It is possible that the
site could be included in a regional trail system. Because of
the nature of the land and the natural resources available, the
preservation of wildlife habitat would be accomplished by acquir-
ing this property.
R-75-9 Page four
Other Factors: There are few limiting factors accompanying the
acquisition of this site. Development consists only of Page
Mill Road and the access road to the Palo Alto water tank.
Patrol; Potential camping and outdoor recreation vehicle use
would be detrimental to the site and would require regular
patrol to deter such use. Since the parcel is adjacent to
the existing MRPD North Foothills Open Space Preserve which
is currently being patrolled, no significant additional patrol
costs are anticipated.
Cleanup of litter on the site may cost up to $2,000 . Con-
struction of fencing to deter further dumping of litter , motor-
cycle riding and camping will cost an additional $2 ,500 .
The plant communities on this site and in the upper watershed
are relatively stable. If both areas are left undeveloped,
vegetative management will not be a problem.
Management: It may be necessary to clean up litter on a yearly
basis. If this is the case, it could best be accomplished by a
volunteer community group such as Boy Scouts.
Terms: Seventy acres of land would be added to the North Foot-
hills Open Space Preserve at a total cost to the District of
$97 ,515. This figure represents approximately 50% of the
property' s total fair market value, and consequently a substan-
tial gift of land has been made to the District as part of this
transaction. Included as part of the $97 ,515 payment is a real
estate agent' s commission. The District encourages real estate
agents to seek out donations on its behalf and is willing to
pay a reasonable brokerage commission on donated land.
Recommendation: It is recommended that the Board of Directors
adopted the attached Resolution of the Board of Directors of the
Midpeninsula Regional Park District Approving Purchase Agreement,
Authorizing Signatures Thereto on Behalf of the District, Author-
izing officer to Execute Certificate of Acceptance of Grant to
District, and Authorizing General Manager to Execute Any and All
Other Documents Necessary or Appropriate to Closing of the Trans-
action (North Foothills Open Space Preserve Addition) .
It is further recommended that the Board exempt the addition to
the North Foothills open Space Preserve from entry permit re-
quirements for the present time, as has been done for the contigu-
ous land.
HG:acc
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL PARK DISTRICT APPROVING
PURCHASE AGREEMENT, AUTHORIZING SIGNATURES
THERETO ON BEHALF OF THE DISTRICT, AUTHORIZING
OFFICER TO EXECUTE CERTIFICATE OF ACCEPTANCE OF
GRANT TO DISTRICT, AND AUTHORIZING GENERAL MANA-
GER TO EXECUTE ANY AND ALL OTHER DOCUMENTS NECES-
SARY OR APPROPRIATE TO CLOSING OF THE TRANSACTION
(NORTH FOOTHILLS OPEN SPACE PRESERVE ADDITION)
The Board of Directors of the Midpeninsula Regional Park
District does resolve as follows:
Section One. That certain purchase agreement dated May
14 , 1975, wherein Marion Phyllis Crocker, Mary Virginia
Scully Hart aka Virginia Scully Hart, Marion Crocker
Scully, Marion Scully Barbee, Arthur M. Scully Jr. and
Wells Fargo Bank, N. A. , Successor Trustee under the Will
of Mary Ives Crocker for the Benefit of Clark William
Crocker agree to grant certain property described therein
to the Midpeninsula Regional Park District is hereby ap-
proved and the President of the Board or other appropriate
officer is authorized to execute the same on behalf of
the District, as well as to execute a certificate of ac-
ceptance of any grant to District pursuant to said agree-
ment.
Section Two. The General Manager of the District is auth-
orized to execute any and all other documents in escrow
necessary or appropriate to the closing of the transaction.
(Meeting 75-12,
Agenda item No. 2a)
h[arch 31 ,
i havo enclosed a copy of the County Consensus on Special
Districts. The fol owing is the testimony that I propose to
giva before your Board on April 9 or whenover you discuss
public comnunications visibility. lease let me know
afta , reading it,if it will in fact be of value to your
Board In reaching their decisions on public coruiunication
measures,
Proposed League testimony to AR?D Bo. rd of Diroctors :
Having concludod our study of special districts,
the League, of ionen Voters of Santa Clara County has
reached consensis on our members loading to th
following ?osition: Oo bolieve that snocial districts
should be visiblo to the public, responsive ann effective.
To achieve this we believe that s? ,cia? districts should
resgond to their electorate by:
11 holdinS o?en mantings witn time a d place wall
ynblicized.
2) meotinS in places readily accessible to the public.
3) publicizing appointmants to be made w ;ll in advance.
4) publicizing filinS and election dates noll in
advance,
5) AscertaininS that all ecords (minutes, bud.Sets,
annual reports, etc. ) are readily accos" ible to
the public.
We would thenefore support efforts made by the KR?D
to accomplish those objectives in PaZards to maintaining
or increasing; the visibility of the district.
I
I hale adhered strictuly to the Coun'y Leauets consensus
CD
for the testimony, but will ,probably be Zole to speak as an
individual in an unofficial ca-.)acity,also.
Sinee e�;T,
w-anty nauZL on ia --stricts
The Lea. ue of Women Voters of Santa Cla-a County believe that
special districts should exist whBre they are the best way to
moat the need for a service; should be visible to the pablic;
should be responsive and off active. 1hare should b6 a periodic
roview by some governmental body (such as LAFCO) to determine
if the need for a special distnict still exists.
Undow GOjectives of position:
To achieve this we believs that special districts should:
1 . heat these coiteria (in order of priopity) :
a, Is only or best way to provide a s,sovice to an area,
b. Produces sufficient revenue to provide the convice.
c. Does not conflict with logical ox?ansion of adjacont
governmental agencies,
d. Considers Oeneval alans of eitL.s and co ant y,
so Has a govarning board that is directly responsive to
the olactorata.
f. Encompasses an area that is easy to sopvice,
Has boundarics that are not in conflict Pith existing
govarn"ent�l agenclos that sugAy similar so ,vicas.
Ia. Has a nandatory review mechanism for evaluation a has
the capabillty to dissolve tho district if it is no longer
nowded.
2. Should respond to the electorate by:
a. Have open meetings with time and place well publicized.
b. Meeting in places readily accessible to tho public,
co Publicizing of appointments to ba made well in advance.
d, Publicizing AIAS and election dates wall in advance,
e. Including rya,. as of candidates on ballot even if unopposed#
f. Ascjrtaining that all rocords (minutes, budgets, annual
reports,v a-too ) are readily acre s:ibfie to -he Public.
3- Interr,I-late with oi5he govabnma-,"ItAl bodies IL"car c_,ff.-.,Dtivo
operation by one of th,; follo,,,}ing r}iatuhcds :
a. Have a coordinala-ins- body that ecul ']. deterraine best method
for intorrelat.ing.
b. Bein U,r, pup on an int,,� _r,.,,,ov�,-OI.In,-,nta1 body
(such as L.i2CO) thcl�t coordinatos functIons, d,3_t;3miines
their responsibilitios and �}heeir
c. �ahcim,, efforts on their mm (throu-h SP-1cial Dl.,,,,,tric
L)
Associa'ion) to coo-
,_)arate aAcoordinata their activiti--s.
M-75-71
(Meeting 75-12 ,
Agenda item 2b)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 6 , 1975
TO: Board of Directors
FROM: E. Shelley, Director
SUBJECT: Proposed Two-Term Limit for Directors : Pro Arguments
At our February 26 , 1975 meeting I was requested to write the
pro arguments for a two-term limitation for directors and also
to suggest the form of the limitation. I recommend that the
Board direct Legal Counsel to seek legislative change providing
for the following limitations on service on the Board of Directors
of the Midpeninsula Regional Park District.
Proposed Form of Limitation on Director Service : No person
shall be eligible to serve as a member of the Board of Directors
of the Midpeninsula Regional Park District for more than two
successive four-year elective terms. Any person appointed or
elected to the Board of Directors to fill a term or unexpired
portion of a term of not more than two years shall, however, be
eligible to serve two successive four-year elective terms upon
the expiration of said term of two years or less.
Arguments in Favor of a Two-Term Limitation on Director Service:
1. Need for Limitations on Board Service.
Long-term elected officials tend to associate increasingly
with other government officials and staff personnel and thus
can lose touch with the citizens they are elected to repre-
sent. Once their policies are formulated and adopted, they
often become defensive about them if changes are suggested.
They become less receptive to new ideas brought up by the
citizens and thus become less responsive to the true needs
and desires of the community. Individuals who have not been
so closely associated with the establishment of policies can
look at them more objectively in light of changing conditions
and requirements.
2 . Incumbent Advantange.
Incumbents in any elective office have inherent advantages
in an election and this is particularly true in the case of
M-75-71 Page two
special districts where the public is typically less well
informed on the issues and candidates. The incumbent has
the advantage of name recognition and a special advantage
in obtaining exposure for his or her ideas through "official"
business of the District. The incumbent generally has an
easier time obtaining campaign contributions.
A special situation obtains for incumbent Directors of the
District. Fellow conservationists who might have a strong
desire to serve on the Board are frequently reluctant to
challenge an incumbent Director who has done a good job as
a conservationist, as such a challenge would imply that the
incumbent had not done an adequate job. This acts as a
special deterrent to some of the best-qualified potential
candidates.
3 . Limitation of Voters ' Choice.
On the surface, the proposed legislative change appears to
increase the limitation of choice of candidates afforded to
the electorate; however, due to the inherent advantage of
the incumbent and its deterring effect on potential opposi-
tion, the proposed change will almost certainly reduce the
de facto limitation of choice by partially removing the in-
cumbent advantage.
4 . Why Two Terms?
In establishing a limitation on service on the Board of
Directors, one must balance two opposing requirements . On
the one hand, the period of service must be sufficiently
short to provide increased opportunities for citizen parti-
cipation and to encourage the influx of new people with new
ideas into the system. on the other hand, the period must
be sufficiently long to permit new Directors to gain the
experience necessary to implement their policies and also
long enough to provide the desirable continuity of policy.
Given the fact that the limit must be in four-year incre-
ments for obvious reasons, a limit of two consecutive four-
year elective terms appears to be optimum. Eight to ten
years is a sufficient period of time for effective Directors
to implement their policies. With the present five-member
Board, such a limitation would provide for the addition of
at least one new Board member approximately every two years
on the average, thus providing a steady influx of new ideas
and new perspectives.
Under the proposed limitation, a Director who had completed
two consecutive four-year terms would not be excluded from
all future service on the Board. After sitting out one
term, during which time one could serve the District in
other capacities, the ex-Director would be eligible to run
M-75-71 Page three
for that office again. If the individual were in fact sig-
nificantly better qualified than his or her successor, he
or she should be capable of winning an election without the
incumbent advantage.
An indication of the strong preference of voters of the District
for the two-term limit was provided by the March 5, 1975 election
in mountain view in which the voters were asked to vote their
preference on four related issues. These included a one-term
limit, a two-term limit, a three-term limit, and no limitation.
The results of that election are tabulated below:
1 Term 2 Terms 3 Terms No Limit
YES 20.4% 71.7% 12 .3% 23. 5%
NO 79.6% 28. 3% 87 .7% 76. 5%
ES :acc
i
All
M-75-72
M -� (Meeting 75 12 ,
Agenda item No. 2b)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 6, 1975
TO: Board of Directors
FROM: N. Hanko, Director
SUBJECT: Proposed Two-Term Limit for Directors: Con Arguments
i
Dear Colleagues:
It is not clear from the proposal (April 2 , 1975 memorandum from
E. Shelley) whether the intention is to recommend simply an adopted
policy of the Board, an amendment to the State law governing re-
gional park districts, or a popular vote on the subject. The argu-
ments will therefore be addressed to the first two approaches since
they have been discussed at the February Goals Workshop.
The Question of Limitation of Terms: Limitation of terms is seldom
imposed on legislative offices at any level of government. This
may be because power is limited when several people are elected
to make the decisions as a body. Limitation of terms is more com-
monly seen in cases of elected executive offices such as President
m' r i constitutional and Governor. Here limitations are established b a const tutio al
Y
provision approved by the voters. In the case of the City of
Mountain View, the voter has chosen to place limitations .
The propriety should be weighed of a Palo Alto Director imposing
such restrictions on residents of Saratoga, or Sunnyvale, who have
shown no interest in limitations and where the incumbent may be
the most popularly supported candidate, the best experienced and
best qualified to carry out the District's responsibilities.
Because of certain actions of that council, term limitation in
Mountain View has been an issue for at least a decade. It has
not been an issue in other cities in the District. This year, for
the first time in a Palo Alto election, one candidate for council
(supported by the minority political interests) has proposed a
two-term limit. A majority of the council candidates are opposed.
a n The electorate has not been asked.b
Because of the high degree in voter interest in that city (Palo
Alto) , a valid and realistic argument can be made that those per-
sons holding office longest are the most responsive to the voters.
M-75-72 Page two
A limitation policy could, in fact, be contrary to the best in-
terests of the public; since roughly half the Board (or council)
would be serving lame-duck terms and immune to public opinion be-
cause of an enforced inability to run for another term.
If a policy only approach is sought by the MRPD proposal, term
limitations would not be legally binding, and the policy itself
would be limited to affect only those persons who chose to follow
it.
Stability Important in Early Years. In its early years, the MRPD
will thrive on stability, and a continued positive support for
open space acquisition and preservation of regional versus local
significance.
Whether or not the District is the recipient of certain donations
of land may well depend on the strength of the open space versus
park development policy. Possible annexations and enlargements
of the District' s boundaries will create additional directorship
uncertainties. The timing of these matters cannot always be con-
trolled. Conceivably, the possibility of forced or persuaded
retirement of a majority of the Board may fall at all the wrong
times.
District Visibility the Real Answer. The real task, as I perceive
it, is for the Board to keep the District and its policies in as
highly visible a state as possible, and each Director ' s opinions
well out in public view so that opponents can come forward and
challenge and replace views which no longer meet the test of time.
NH:acc
A.
R-75-4
Nb (Meeting 75-12 ,
Agenda item No. 2c)
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
April 14, 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Costs of Printing Director Candidates' Statements
Introduction: At the February 26, 1975 Goals Workshop fol-
low-up discussion (see report R-75-1 of February 22, 1975) ,
the Board continued its deliberations on ways to increase
the District' s visibility to the public. One of the ways
being considered would be for the District to assume the
costs of printing Director candidates' Statements of Quali-
fications prior to elections. Directors K. Duffy and D.
Wendin were assigned the formulation of pro and con arguments,
respectively, and the General Manager was directed to pre-
pare a report regarding costs to the District for Board
consideration.
Discussion: Based on the last election, printing costs
averaged $390 for wards where only one statement, with no
translation, was printed. In one ward two candidates' state-
ments, with Spanish translation, were included on a single
page at a cost of $534. This was the ward having the small-
est number of registered voters. There were additional
translation costs of $34. Taking into account the number
of registered voters in each ward, the total printing and
translation costs for two candidates from each of two
wards in 1976 and three wards in 1978 would be about $1300
and $2200, respectively, at today' s prices.
Incidentally, costs billed by the County in the last elec-
tion for preparation, sorting and mailing of election notices
were about $10, 000. These charges were based upon a figure
of 5� per registered voter in each ward, regardless of whether
candidates ' Statements were sent out.
R-75-4 Page two
Conclusion: If the Board should decide to fund the printing
of candidates' Statements, staff should be directed to return
to the Board with a proposed resolution setting that policy.
If the Board wishes the District to fund the translation and
printing costs for Statements in a foreign language, then
it would seem wise to limit such expenditures to a Spanish
translation and printing for each candidate who requests it.
HG:acc
M-75-78
(Meeting 75-12,
Agenda item Nos.
2c and 2d)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 19, 1975
TO: Board of Directors
FROM: K. Duffy, Director
SUBJECT: Pro Arguments on Funding Candidates ' Statements
In proposing that the Midpeninsula Regional Park District adopt
a policy to assume the cost of candiates ' statements, I believe
there are several considerations which recommend this action:
1. Discriminatory effects of charging candidates for state-
ments.
2 . Rights of elector to receive adequate information to make
a judgment.
3. Beneficial effects of competition for elected offices.
4. District visibility.
5. Legalities involved.
Although technically not the same, I feel this fee (charge for
statement) is just as improper as a fee to file for office.
Such charges for candidates ' statements tend to discriminate
against the less affluent who do not have the initial funds;
against the female and young candidates who may not have the
"connections" or experience in fund raising; and against the
non-incumbent. If there is no charge for statements, all candi-
dates will at least have the initial equal opportunity to reach
each and every voter with some basic information. This contact
with every voter would not, therefore, depend on money raised
and spent on brochures, mailings or paid advertising.
I believe it is extremely important that every voter receive
adequate information in order to make a decision. I believe
government, including this District, has a responsibility to
provide the electorate with at least this minimum information.
Adequate information for the voter is perhaps most critical
when concerning small, local offices (such as the District)
where candidates are not likely to generate much attention,
and are in competition at the November election with candidates
M-75-78 Page two
for higher office and for funds, workers and media coverage.
By their nature, we can be assured these ballot statements are
received by each and every registered voter, not just those who
happened to read the right page of the newspaper on the right
day.
The fact that there is no "charge" for running should stimulate
competition and debate, which I believe generates a healthy
democratic atmosphere, even if one of the candidates is not
considered (by whom?) to be a serious contender. Increased
competition, or the possibility of it, will encourage incumbents
to communicate with constituents. Increased competition gives
the voter a choice of representation.
Visibility and openness will rightfully continue to be an im-
portant issue to this District in its responsiveness to the
voters and the taxpayers. Becuase of this, the voters should
have as much information on the District and its candidates
for Directors as possible. This is important in a contested
election, but may be even more so in a non-contested election.
Many voters, myself included, resent and are suspicious of
names on the ballot when there is no information to be found
about the candidate or the governmental agency which he or she
represents. This lack of exposure and information occurs
expecially when there is no contest and in an election which
takes place only once in every four years. I believe it would
be in the best interest of the District to require and assume
(with certain guidelines) the costs for candidates ' statements
even in non-contested elections.
Traditionally, payment of a deposit was required by the Registrar
when each candidate filled a statement. However, this was
recently declared by the court to be unconstitutional. Every
candidate has a right to demand that his or her statement be
printed without the requirements (threat) or a deposit. The
District may later bill the candidates for the costs and try
to collect the debt by legal means. There are several inequities
involved in this procedure: (1) Those knowledgeable of the
technicalities simply don't pay the deposit and/or can involve
the District in time and expense trying to collect the fee later,
and (2) It is much more difficult to collect from the lower,
while there is much greater leverage to collect from the suc-
cessful candidate and new Board member. Because of these in-
equities and basic unfairness, the District' s attorney, Stan
Norton, has recommended that the District not attempt to collect
these fees.
Recommendation: I recommend the Board of Directors direct the
staff to draw up a resolution setting this District' s policy
to assume payment of candidates ' ballot statements. This policy
should include:
----------- -
M-75-78 Page three
1. All candidates ' statements in contested elections.
2 . Candidates in uncontested elections. Such statements to
give basic information on the MRPD and its future director
(as authorized by the General Manager?) .
3. Limited to Spanish translations for those who request it.
Advertising for District Elections: In accordance with many of
the above arguments I would also recommend we direct staff to
draw up a resolution establishing procedure for published
advertisement of MRPD elections. The resolution should set
forth guidelines for such notice such as information to be
included, date of notice and newspapers to be used.
KD:acc
AA. '1-75-68
(Meeting 75-12 ,
Agenda item No. 2c)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
April 29, 1975
TO: Board of Directors
FROM: D. Wendin, Director
SUBJECT: Con Arguments on Funding Candidates ' Statements
1. Some public purpose should be served by the District' s
paying of a portion of a candidate' s cost of running for
office, and the benefits must outweigh the detriments.
2. Partial funding of campaign costs would attract competent
candidates who might otherwise not run.
3. However, partial funding will also attract incompetent or
non-serious candidates who would otherwise not run.
4. The candidacy of incompetent or non-serious candidates
increases the cost of campaigning to the competent candi-
dates, perhaps by more than the amount funded.
5. If one concludes that partial funding is appropriate,
funding of the campaign statements must still be justified.
Should not the candidate be allowed to decide whether or
not he/she wishes a statement? He or she may feel that
a newspaper ad or flyer does a better job at less cost.
What benefit does a write-in candidate get?
6. Candidates' statements are not a cost effective way to tell
the District' s story to the public. They are prepared by
the candidate, not the District, and are usually of little
real substance. A better use of funds would be periodic
newspaper ads or wider distribution of our brochures.
DW:acc
AL, R-75-12
(Meeting 75-12 ,
NO Agenda item No. 3)
Ael== 0M
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
May 23 , 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Budget for the 1975-1976 Fiscal Year
Introduction: The current fiscal year, which will end June 30,
1975, has been a period in which the District has completed
several open space acquisitions. A year ago District land com-
mitments were two sites totalling 423 acres; they now amount to
six sites totalling over 1,700 acres. Programs for the use,
patrol and maintenance of District lands are emerging at the
present time. Three of the major areas of activity for the
coming fiscal year will be continued intense land acquisition
activities, development of proper use and care patterns for
District lands and the annexation effort by citizens of south
San Mateo County.
Budget formulation is part of an overall continuing planning
and evaluation procedure the District uses. The process is shown
below in simplified form.
Goals and Progress
Evaluation
(Goals Workshop)
I -
Update of Action
Plan for Implementation
of the Basic Policy
of the MRPD
Budget
Formulation
R-75-12 Page two
The Goals Workshop of February 2, 1975 led to staff formulation
of an updated Action Plan for the Implementation of the Basic
Policy of the Midpeninsula Regional Park District (R-75-5, dated
April 17 , 1975) which was tentatively adopted by the Board on
April 23 and May 14 pending budget approval. A Budget Subcom-
mittee of Directors B. Green and E. Shelley was appointed on
April 23 to examine the General Manager' s proposed budget in
detail, to discuss budget policy questions and to report to the
Board as appropriate.
General Discussion: The proposed budget which is attached was
formulated by staff as the financial implementation of the
tentatively adopted Action Plan. The budgetary implications
of each of the subprograms (17 altogether) for the five main
programs , which are meant to implement the corresponding Basic
Policy statements, were combined to produce the overall detailed
budget, which the Subcommittee reviewed. That budget was
reduced to the budget proposed for adoption, which is in simpli-
fied line-item format. The program implications will be dis-
cussed later.
Since the budget only represents the District ' s cash revenues,
reserves and expenditures , it is incomplete in describing the
full financial picture. Therefore, a separate report (R-75-11)
from the Controller dated May 22 , 1975 on the Analysis of the
Proposed Preliminary Fiscal Year 1975-1976 Budget should be
considered along with the present report. Production of both
reports was, in fact, a joint effort. Factors such as cash
flow and use of borrowing power are discussed in the Controller' s
report.
Revenues : Based upon an assumed rise of 15% in assessed valua- ,
tion and continuance of the District' s 10� tax rate, projected
revenues would be approximately $2 .1 million. Dollars for the
approved federal Land and Water Conservation Fund grant were
expected to be received this fiscal year but will not be received
until the upcoming one.
The District' s operating expenses have been increasing markedly
due to inflation. Furthermore, now that the District has
acquired considerable land , land management is taking a bigger
bite of the budget. Although it is difficult to develop good
data, it appears that the kinds of lands which the District is
in the market for are increasing in value at a rate greater than
15% . Since land is the predominant budget item, the District' s
land buying power may actually be decreasing. Finally, in spite
of the increase in assessed valuation, the District will be in
a poor cash position for next year for new commitments.
Reserves: Uncommitted cash has been allocated such that about
one-third will be available as reserves for the first half of
fiscal year 1976-1977 , before substantial new revenues are re-
ceived, and two-thirds would be spent during fiscal year 1975-
R-75-12 Page three
1976 . The opportunities and Emergencies cash reserve would not
be allowed to drop below $500 ,000 during the year (it is currently
at $805,000) , and would end up at $700,000.
Expenditures: Since the Budget Subcommittee has gone over the
proposed budget in detail, only particular highlights in the
Expenditures category will be discussed below. I will be pleased
to answer any budget questions from the Board in required detail
during the budget discussion.
Salaries and Benefits: The amount of money allocated to the
General Manager for salary increases for those employees appointed
by him is $8,780. This is based upon annualized average in-
creases of 15% and takes into account salary review dates. It
also includes a $3 ,000 contingency, over and above the 150 ,
for major adjustments if the forthcoming review of salary ranges
uncovers major inequities in salary schedules. The Basic Policy
of the District states that
"The District will employ a highly capable
and professional staff and provide them
with the facilities and resources needed
to run an efficient and responsible organ-
ization. "
I believe that the District now has such a staff. One of the ways
of maintaining this standard is to provide equitable pay scales,
to adjust them as inflation eats away at purchasing power and to
allow for real-dollar merit increases. During the current fiscal
year a 13% figure was the basis for salary adjustments. It was
based, in my mind, upon a projected 8% increase in the cost of
living, and allowed for 5% merit raises above that. In actuality
the cost of living increased by about 11% . If the increase is
that great this coming fiscal year, then a 19% basis would be
needed to provide 3% catch-up, 5% merit, and 11% projected cost-
of-living. Balanced against that is the question of what other
workers are receiving in the Bay Area. Data have been compiled
on changes in mean wages for professional, technical, trade and
clerical employees in the private sector from March 1974 to March
1975. It appears that the average increase has been about 100 .
In the public sector, selected positions comparable to those
of District employees were examined, and the average increase
was about 15% . Many private and public employees are, of course,
on cost of living escalator contracts. Furthermore, in the
public sector it is common to be on a step system, over and
above cost of living, with 5% increments typical.
Weighing all the factors discussed above, it appears to be both
equitable in relationship to the outside world and consistent
with the Basic Policy to allow a basis of 15% for District em-
ployees. If a figure of , say, 10% were used instead, and the $3 , 000
contingency was kept in, $1, 835 would be saved over the year.
R-75-12 Page four
A contingency has been included in Fringe Benefits if re-examina-
tion of District Personnel Policies indicates that permanent
part time employees should receive some benefits . This question
will be studied in the first quarter and any change would be
the result of Board changes in policy.
Services and Supplies : The costs of the annexation election,
including legal descriptions, publication of them and printing
of candidates ' statements are estimated to be $16,500. This
does not include the bill of perhaps $5,000 for counting ballots
which would probably come at the start of fiscal year 1976-1977 .
Acquisition Services includes both the acquisition consultant
services previously budgeted and monies for services from the
proposed "Friends of the MRPD" foundation.
Fixed Assets: The shortage of cash for New Land Commitments
should not imply any lessening of the District' s land acquisition
program, only that more borrowing power will have to be utilized.
As the Controller 's report indicates , the $750 ,000 cash can be
supplemented by at least $2,200 ,000 in borrowing power for a total
of $2, 950,000 committed to new land purchases.
A contingency for two new vehicles has been included in case new
land acquisitions in the southern part of the District demand
them for patrol. No new permanent ranger positions are in the
budget, however, since present staff plus short-term or intern
help will hopefully be adequate during fiscal year 1975-1976.
Analysis : The implications of the budget by program are listed
below. The category entitled Program Support and Administration
is used to include all costs not easily allocated to other
programs. With more effort, many of these costs could, in fact,
have been allocated to other programs, which would have decreased
the percentage in Program Support and Administration and increased
the percentages for other programs. For example, the General
Manager ' s salary has been put into the Administration category
even though most of his time is spent directly on the other
programs.
Program Operating Expenses
Percent of Percent of Total
Program Operating Expense Expenditures
Land Acquisition 34% 6%
Governmental & Private
Liaison 5% 1%
Open Space Resources 24% 40
Public Communication 50 1%
Program Support and
Administration 32% 6%
100% 18%
R-75-12 Page five
Note that 820 of total expenditures are slated for the cost of
land itself. If land acquisition from $2 . 2 million in borrowing
power is included, then the figure would be 900 . If Land Acqui-
sition operating expenses are included, the 82% figure jumps to
88% .
Recommendation: It is recommended that the Board adopt
(1) the attached proposed preliminary budget for the
1975-1976 fiscal year,
(2) a tax rate of 10� per $100 assessed valuation.
When the County supplies more precise assessed valuation figures
early in July, a resolution will be presented for Board approval
of the final budget. Adjustments to the budget, including the
final setting of the tax rate, can be made at that time.
HG:acc
May 22, 1975
MIDPENINSULA REGIONAL PARK DISTRICT
Proposed Preliminary Budget for 1975-76 Fiscal Year
Quarter
1 2 3 4 Annual
I . REVENUES
A. Ad Valorem Taxes $ -0- $880 ,000 $ 30 ,000 $815 ,000 $1,725 ,000
B. Tax Relief Reimbursement 75 ,000 20 ,000 55 ,000 80 ,000 230 ,000
C. Federal Grant 99 ,500 -0- -0- -0- 99 ,500
i
D. Other Agencies ' Grants/Aid 1,500 -0- -0- -0- 1 ,500
E. Interest 25 ,000 10 ,000 10 ,000 15 ,000 60 ,000
F. Rents -0- 1 ,200 1 ,200 1,200 3 ,600
TOTAL REVENUES $201,000 $911 ,200 $ 96 ,200 $911,200 $2 ,119 ,600
II. RESERVES
A. FY 1976-77 Land Acquisition ($175,400) $260 ,400 ($576 ,800) $216 ,800 ($275 ,000)
B. FY 1976-77 Operating Expenses (100 ,000) (55 ,000) -0- 116 ,900 (38 ,100)
C. Opportunities & Emergencies (305,000) -0- -0- 200 ,000 (105,000)
TOTAL RESERVES ($580,400) $205,400 ($576 ,800) $533 ,700 ($418 ,100)
III . EXPENDITURES
I
A. Salaries & Benefits
1. Directors Fees $ 1,500 $ 1 ,500 $ 1,500 $ 1 ,500 $ 6 , 000
2 . Board Appointees 13,300 13, 300 13 ,400 13 ,800 53 ,800
Proposed Preliminary Budget for 1975-76 Fiscal Year Page 2
Quarter
1 2 3 4 Annual
A. Salaries & Benefits (Cont'd)
3 . General Manager Appointees $ 24 ,100 $ 23,900 $ 27 ,400 $ 30 ,300 $105 ,700
4 . Fringe Benefits 6 ,500 5,000 5 ,000 5 ,000 21,500
Subtotal $ 45 ,400 $ 43 ,700 $ 47 ,300 $ 50 ,600 $187 ,000
B. Services & Supplies
1. Election Expense -0- -0- -0- $ 16 ,500 $ 16 ,500
2 . Special Legal Fees $ 3 ,700 $ 3 ,800 $ 3 ,700 3 ,800 15 ,000
3 . Acquisition Services 3 ,000 6 ,000 6 ,000 6 ,000 21,000
4 . Other Professional Services 3 ,000 4 ,500 1,000 4 ,000 12 ,500
5 . Other Outside Services 400 700 200 1 ,200 2 ,500
6 . Interest 10,800 39 ,000 1,600 -0- 51,400
7 . Site Operation & Maintenance 3,500 3 ,500 3 ,500 3 ,500 14 ,000
8 . Field Supplies & Small
Equipment 600 500 600 500 2 ,200
9 . Equipment Rental 100 100 100 100 400
10. Training 1,000 1 ,000 1,000 1,000 4 ,000
11. Maps & Mapping 1 ,100 1,200 1,100 1 ,200 4 ,600
12 . Utilities 300 300 300 300 1,200
13 . District Vehicle Expense 600 500 600 500 2,200
i
f
1
Proposed Preliminary Budget for 1975-76 Fiscal Year Page 3
Quarter
1 2 3 4 Annual
B. Services & Supplies (Cont 'd)
14 . Private Vehicle Expense $ 900 $ 900 $ 900 $ 900 $ 3 ,600
15. Office Rent 11900 1,900 1 ,900 1 ,900 7, 600
16. Printing & Duplicating 4 ,900 4 ,900 4 ,900 4 ,900 19 ,600
17 . Telephone & Postage 11100 1,100 1,100 1,200 4 ,500
18 . Office Supplies &
Small Equipment 900 1,000 900 900 3 ,700
19 . Books & Subscriptions 300 300 300 300 1,200
20. Dues & Memberships 100 100 100 -0- 300
21 . Conference Expense 11000 1 ,000 1,000 1,000 4 ,000
22. Insurance 500 500 500 500 2 ,000
23 . Advertising 400 400 400 400 1,600
24 . Miscellaneous 500 500 500 500 21000
Subtotal $ 40 ,600 $ 73 ,700 $ 32 ,200 $ 51,100 $197 ,600
C. Fixed Assets
1. Previous Land Commitments $680 ,000 $325 ,000 $325 ,000 -0- $1,330 ,000
2 . New Land Commitments -0- 250 ,000 250 ,000 $250 ,000 750 ,000
3 . Site Acquisition Expense 13 ,900 11 ,900 12 ,000 14 , 300 52 ,100
4 . Vehicles -0- -0- 5 ,000 10 ,000 15 ,000
Proposed Preliminary Budget for 1975-76 Fiscal Year Page 4
Quarter
1 2 3 4 Annual
C. Fixed Assets (Cont'd)
5. Field Equipment $ 800 $ 700 $ 800 $ 700 $ 3 ,000
6 . Office Equipment 700 800 700 800 3 ,000
Subtotal $695 ,400 $588 ,400 $593 ,500 $275,800 $2 ,153 ,100
Total Expenditures
Excluding Land $101,400 $130 ,800 $ 98 ,000 $127 ,500 $ 457 ,700
TOTAL EXPENDITURES $781,400 $705,800 $673 ,000 $377 ,500 $2 ,537 ,700
i
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I
R-75-11
J&I
(Meeting 75-12 ,
Agenda item No. 3)
MIDPENINSULA REGIONAL PARK DISTRICT
REPORT
May 22 , 1975
To: Board of Directors
From: J. Melton, Controller
Subject: Analysis of Proposed Preliminary Fiscal Year 1975-76 Budget
The attached Pro-Forma Funds Statement (Table 1) dislays in tabular
form the impact of the proposed preliminary FY 1975-76 budget on
the District ' s cash and borrowing power balances .
Based on April 30 , 1975 balances and projections of may and June
revenues and expenditures, it is expected that the District will
begin the new fiscal year with a cash balance of $1,585 ,000 plus
$2 ,185 ,000 of uncommitted borrowing power. Revenues for the year
are projected at $2 ,120 ,000 , and a $450 ,000 increase in borrowing
power is indicated. Budgeted cash expenditures total $2 ,538 ,000 ,
of which $2,080 ,000 is targeted for payment of open space land pur-
chases . Expenditures for land include $1,330 ,000 previously commit-
ted by Board action and $750,000 for new purchases . An amount equal
to $665,000 of the previously committed sum will reduce outstanding
debt, thus restoring an equal amount of borrowing power. It is
expected that $1 ,535 ,000 of new borrowing power will be committed
to land purchases during the year. In addition the $665 ,000 of
restored borrowing power will be recommitted, bringing the total
borrowing power committed to new purchases to $2 ,200 ,000 . A sum-
mary of projected land expenditures is shown in Table 2 to help
clarify the relationships between cash and borrowing power as
sources of funds and previous commitments and new purchases as
uses of funds. The value of land added to the District 's inventory
under this proposed budget will total $3 ,615,000 including the
Fremont Older O.S.P. on which the Board has already taken action.
At the end of FY 1975-76 the District will have a cash balance of
$1,167 ,000 and uncommitted borrowing power of $1 ,100,000 .
Based on the assumptions used in projecting funds flow, the District
will be in a tight cash position until the fourth quarter of the
coming fiscal year. This is due to the large amount of cash payments
to which the District is already committed. This position is
reflected in the funds available for new land purchases where only
$750,000 in cash is available versus $2 ,200,000 in borrowing power.
To alleviate the cash squeeze in the early part of the year, the
Opportunities and Emergencies Reserve is being reduced to $500 ,000
cash for most of the year, and will be built back up to $700 ,000
from fourth quarter revenue. The District's cash balance will not
R-75-11
Page 2
be allowed to drop below $500,000 without specific Board authori-
zation. While it is difficult to predict the mixture of cash and
borrowing power necessary to carry out the land acquisition program
in FY 1975-76, it is possible that the District will have to con-
vert some of its borrowing power to cash by borrowing from banks
or other financial institutions. This will have to be considered
as specific requirements for cash arise.
Legislation which is currently being considered by the State
Legislature would, if enacted, double the District 's borrowing
Power on January 1, 1976 . Depending upon the District 's acquisi-
tion opportunities at that time and upon the ability to generate
more opportunities with present staff levels, the land acquisition
effort could increase in the latter half of the fiscal year.
JPM/nak
TABLE 1
MIDPENINSULA REGIONAL PARK DISTRICT
Pro-Forma Funds Statement
Fiscal Year 1975-76
(000 Omitted)
July 1, 1975 1975-76 June 30 , 1976
Uncommitted 1975-76 Increase In 1975-76 Expenditures Uncommitted
Borrowing Revenues Borrowing Borrowing Borrowing
Cash Power Cash Power Cash Power Cash Power
1 . Land Acquisition $ 625 $1, 785 $1,700 $350 $1 ,975 $1,535 $350 $ 600
2 . Operating
Expenses 155 -0- 420 -0- 458 -0- 117 -0-
3 . Opportunities &
Emergencies 805 400 —0— 100 105 —0— 700 500
TOTAL $1,585 $2,185 $2 ,120 $450 $2,538 $1,535 $1,167 $1, 100
I
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(r
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TABLE 2 Page four
MIDPENINSULA REGIONAL PARK DISTRICT
Summary of Projected Land Expenditures
Fiscal Year 1975-76
(000 Omitted)
Total Land Value
Borrowing To Be Added to MRPD
Cash Power Inventory in FY 1975-76
Previous Commitments $1,330 ($ 665) (2) $ 665 (3)
New Purchases 750 2 ,200 2 ,950
Net Land Expenditures $2,080 (1) $1,535 $3 ,615
(1) Sources of land purchase cash:
1975-76 Revenue $1 ,700
Reduction in Future Land Acquisition Reserve 275
Reduction in Opportunities & Emergencies Reserve 105
$2 ,080
(2) Payments on outstanding debt for North Foothills and Black Mountain
Open Space Preserves.
(3) Payment on exercise of Fremont Older Open Space Preserve option.
(Meeting 75-12 ,
Agenda item No. 3)
0
MIDPENINSULA REGIONAL PARK DISTRICT
MET40RAPIDTJM
May 22, 1975
TO : Board of Directors
FROM: Budget Subcommittee
SUBJECT: Recommendations Concerning Budget , FY 75-76
Due to the limited time available, the Budget Subcommittee
felt that a full comprehensive report on the proposed budget was
neither feasible nor required. Two meetings were held (May 9 and.
May 21) between staff and the subcommittee during the preparation
�D
of the budget . The draft budget was reviewed at its level of
development on those two dates and subcommittee recommendation was
given.
Since the policies on expense reimbursement for-DiPe(ltoPs
would have little effect on the overall budget , the subcommittee
will defer a report on this subject to a later date .
Two specific areas were selected as requiring subcommittee
recommendations : staff salary increases and tax rate changes for
the coming year.
Staff Salary Increases
Facts: 1) Actual overall cost of living increase
March 1974-75 12%
2) Private sector salary increases March 1974-75*
trade & clerical 11% 10%
professional & technical 9 . 5%
3) Public sector salary increases March 1974-75 15%
4) Average salary increase for MRPD staff
March 1974-75
cost of living 8% 13%
+ merit + 5%
*based on Bay Area Salary Survey
Recommendation: The subcommittee recommends an average staff
salary increase of 10% plus $3 ,000 for adjustments of salary grades
determined by General Manager to be significantly out of line with
(Meeting 75-12 ,
Agenda item No. 3)
go
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 22, 1975
TO: Board of Directors
FROM: Budget Subcommittee
SUBJECT: Recommendations Concerning Budget , FY 75-76
Due to the limited time available, the Budget Subcommittee
felt that a full comprehensive report on the proposed budget was
neither feasible nor required. Two meetings were held (May 9 and
May 21) between staff and the subcommittee during the preparation
of the budget . The draft budget was reviewed at its level of
development on those two dates and subcommittee recommendation was
given.
Since the policies on expense reimbursement for -Directors
would have little effect on the overall budget, the subcommittee
will defer a report on this subject to a later date .
Two specific areas were selected as requiring subcommittee
recommendations : staff salary increases and tax rate changes for
the coming year.
Staff Salary Increases
Facts: 1) Actual overall cost of living increase
March 1974-75 12%
2) Private sector salary increases March 1974-75*
trade & clerical 11% 10%
professional & technical 9 . 5%
3) Public sector salary increases March 1974-75 15%
4) Average salary increase for MRPD staff
March 1974-75
cost of living 8% 13%
+ merit + 5%
*based on Bay Area Salary Survey
Recommendation: The subcommittee recommends an average staff
salary increase of 10% plus $3 , 000 for adjustments of salary grades
determined by General Manager to be significantly out of line with
Page two
those for comparable job classifications in the private sector or
other public agencies . This is felt to be consistent with the
salary increases in the private sector within the District .
Tax Rate for FY 75-76
In consideration of the present economic climate, the
subcommittee investigated the possible impact to the District
of a decrease in our tax rate.
The Santa Clara Tax Assessor has estimated that the county
average real property assessment has increased by approximately
15% in the past year. At this time there is no available informa-
tion on possible differences between the changes within the District
and the county average . In determining whether a change in tax
rate is in order, it is necessary to take into account the rela-
tionship between increased revenue and increased District costs
for continuing the same level of effort .
It is estimated that the inflation in operating expenses,
exclusive of actual additions to staff and equipment , over the past
year was approximately 15% . This affects approximately 20% of the
budget . It is very difficult to estimate the inflation in land
costs over the past year, but it is the educated guess of the
Assistant General Manager that it is in excess of 15% . A better
estimate may be available by the May 28 meeting. More precise
information on the assessed valuation within the District is
expected to be available in early July with sufficient time to be
taken into consideration before the deadline for setting our tax
rate.
As a possible indication of the public ' s attitude toward
maintaining the District ' s tax rate at 10� per $100 assessed valua-
tion, we present the following results of a pilot survey in San
Mateo County, conducted in connection with the move for annexation:
yes no undec .
willing to pay 10�/$100 for MRPD 13 4 3
Recommendation: On the basis of the above estimate, it is the
recommendation of the Budget Subcommittee that there be no change
in our tax rate at this time. Under these conditions , a reduction
from 10� to 9� would result in a significant reduction in the Dis-
trict ' s level of effort in achieving its goals . It is also impor-
tant to consider that a tax rate reduction would proportionally
decrease our borrowing power.
However, if the final estimate on the assessed valuation
within the District indicates an increase significantly in excess
of 15% , or if final estimates of the inflation in land costs to
the District are significantly below 15% , the Board should seriously
consider a reduction in our tax rate to 9� per $100 assessed valua-
tion. This could be considered at our July 9 meeting.
M-15-11
(Meeting 75-12 ,
Agenda item No. 4)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 22 , 1975
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Action Plan for the Implementation of the Basic
Policy of the Midpeninsula Regional Park District
Introduction: At its April 23 , 1975 meeting the Board of
Directors tentatively approved the updated Action Plan con-
tained in a report (R-75-5) from the General Manager dated
April 17 , 1975, pending adoption of the budget for the 1975-
1976 fiscal year. The Annexation Subprogram was excluded
from the tentative adoption on April 23, but was tentatively
approved on May 14 , 1975 after the Annexation Subcommittee
made its report.
Discussion: The proposed Action Plan for fiscal year 1975-
1976 is attached for Board consideration. Comments and
changes made at the meetings of April 23 and May 14 have been
incorporated.
Recommendation: Assuming that budget consideration does not
change the picture, it is recommended that the Board adopt
the attached Action Plan for Implementation of the Basic Policy
of the Midpeninsula Regional Park District for the Fiscal Year
1975-1976 .
HG:acc
i
MIDPENINSULA REGIONAL PARK DISTRICT
ACTION PLAN
FOR IMPLEMENTATION OF THE BASIC POLICY
OF THE
MIDPENINSULA REGIONAL PARK DISTRICT
FOR THE
FISCAL YEAR 1975-1976
Adopted by the Board of Directors
May 28, 1975
Page two
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 ll
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 chances 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
Page three
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
0 0 Page four
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.
Page five
D. Special Projects Subprogram
Summary
This subprogram will include 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. Utilize consultants for relocation.
4. 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.
S. 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
Objective Page six
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 will be made 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.
Page seven
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.
Page eight
(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. ) .
(c) Response and legal assistance (4-5 hours per month) .
Required Resources
10% of time of General Manager
5% of time of Assistant General Manager
5% of time of Land Manager
10% of time of Administrative Secretary
10% of time of Public Communications Assistance
Printing costs - $5, 000
Page nine
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.
Page ten
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.
Page eleven
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 and wildlife dynamics.
Required Resources
15% of time of Land Manager
Planning intern (6 months)
Possible �-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)
Page twelve
B. Patrol Subprogram
Summary
This subprogram will implement proper patrol of District
lands. It will include development of a program to train
rangers in the maintenance , analysis and patrol of District
lands, and the enforcement of District regulations. The
program will include educating the public about the proper
use of District lands.
Expected Results
The lands of the MRPD will be properly patrolled and main-
tained. The District' s rangers will become increasingly
knowledgeable in the maintenance, analysis and patrol of
District lands, and will establish good relations with
public users of the land. District rangers will become
capable of administering first aid, enforcing District
regulations as necessary and fighting fires.
Typical Projects
1. Patrol District lands.
2. Hire rangers as necessary for the proper maintenance
and patrol of District lands.
3. Develop a training program for rangers.
4 . Establish policies for use of District equipment, emer-
gency situations and public contact.
5 . Develop a program for the education of users of District
land in cooperation with Public Communications Assistant.
This would include development and distribution of
it brochures and establishment of policies regarding warn-
ings and citations.
6 . Provide for uniforms, badges, and other ranger needs.
Required Resources
150 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.
0 Page thirteen
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
Page fourteen
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
� planning person or intern position depending upon the
degree of District involvement.
0 0 Page fifteen
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
100 of time of Land manager
Contract Services - $1, 500 - 2, 000
or
Part-time staff person
Page sixteen
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. Develop standardized format for mapping and determining
boundaries of District lands.
2 . Investigate methods of producing revenues from use of
District lands to offset costs of maintenance.
3 . Develop pilot program 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.
4 . Establish programs with school districts to make lands
available for nature study.
Required Resources
200 of time of Land Manager
Contract with consulstant for item 2 - $2 ,500
Page seventeen
Objective
4. 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
30% of time of Public Communications Asst. (� time position)
Contractual help for brochure preparation - $3,000.
Printing costs
Page eighteen
B. 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)
Page nineteen
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
20% of time of Public Communications Asst. (7 time position)
Objective Page twenty
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
Implementation: General Administrative Program
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
general personnel administration.
7 . Review expense reimbursement policies.
8. Develop informational package for new Board and
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 25%
Open Space Resources 15%
Public Communications 10%
General Administration 250
�� e
MIDPENINSULA REGIONAL PARK DISTRICT �
ACTION PLAN
FOR IMPLEMENTATION OF THE BASIC POLICY
OF THE
MIDPENINSULA REGIONAL PARK DISTRICT
i
FOR THE
FISCAL YEAR 1975-1976
Adopted by the Board of Directors
May 28 , 1975
d
Page three
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
Page two
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 chances 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
350 of time of Assistant General Manager
(Meeting 75-12 ,
�nda item No. 6)
WILLIAM SPANGLE & ASSOCIATES City & Regional Planners
3240 ALPINE ROAD • PORTOLA VALLEY, CALIFORNIA 94025 • Phone (415) 854-6001
May 23, 1975
Mr. Herbert Grench, General Manager
Midpeninsula Regional Park District
745 Distel Drive
Los Altos, CA. 94022
Dear Mr. Grench:
We are pleased to transmit herewith a draft copy of sections of the text of the
MASTER PLAN which is being prepared for the District.
Note should be made of the following:
1 . The draft is not yet complete; certain sections are missing, and are
to be submitted in the near future.
2. This is the first time that we have assembled the various parts of
the Plan between covers. It appears to us that some editing needs
to be done to transform the parts into a unified whole.
We hope that you and the Board of Directors can review the text, as completed
to date, and give us your suggestions on how it can be modified to represent the
policies of the District most clearly.
Very truly yours,
Larz T. Anderson
LTA/ii
enc.
DRAFT
MAY 2 2 1975
MIDPENINSULA REGIONAL PARK DISTRICT
MASTER PLAN
i
i
f Directors of the
Board D s
1975 b the Bo 0
Adopted
Y
MidpeninsuTa—Reg-ional Park District
Prepared by William Spangle & Associates, and the Santa Clara County
Planning Department, in cooperation with the Board of
Directors and Staff of the Midpeninsula Regional Park District
DRAFT
TABLE OF CONTENTS MAY 22 1975
1. DESCRIPTION OF THE MIDPENINSULA REGIONAL PARK DISTRICT
2. OBJECTIVES OF THE PLAN
3. SUMMARY
A. LOCATION OF THE LANDS EVALUATED IN THE MASTER PLAN
B. SUMMARY OF FINDINGS OF THE OPEN SPACE EVALUATION
C. SUMMARY OF METHODOLOGY USED IN PREPARING THE MASTER
PLAN
4. BASIC POLICY OF THE MIDPENINSULA REGIONAL PARK DISTRICT
5. ACQUISITION POLICIES OF THE MIDPENINSULA REGIONAL PARK DISTRICT
A. OPEN SPACE FOR THE PROTECTION OF NATURAL VEGETATION
B• OPEN SPACE FOR THE PROTECTION OF WILDLIFE
C. OPEN SPACE FOR OUTDOOR RECREATION
D• OPEN SPACE FOR SCENIC PRESERVATION
E. OPEN SPACE FOR THE PRESERVATION OF UNIQUE SITES
F. OPEN SPACE FOR THE PROTECTION OF AGRICULTURE
G. OPEN SPACE FOR THE PRODUCTION OF MINERALS
H. OPEN SPACE FOR THE PROTECTION OF PUBLIC HEALTH AND SAFETY
I. OPEN SPACE FOR GUIDING URBAN FORM
b: CRITERIA USED FOR EVALUATING LANDS FOR THE OPEN SPACE PROGRAM
Figure 2 RELATIVE VALUE AS OPEN SPACE OF LANDS WITHIN THE MIDPENINSULA
REGIONAL PARK DISTRICT
7. FINDINGS MADE FROM EVALUATION OF OPEN SPACE LANDS
8. INTO
PROCEDURES R FOR PUTTING IN THE DISTRICT'S OPEN SPACE POLICIES
CE U ES U T G
PRACTICE
A. POWERS AND RESPONSIBILITIES OF VARIOUS PUBLIC AND PRIVATE
AGENCIES FOR OPEN SPACE PRESERVATION
B. PRIORITIES FOR OPEN SPACE AQUISITION
i
APPENDICES (TO BE PUBLISHED IN A SEPARATE VOLUME)
1 . CHARTS OF POWERS AND RESPONSIBILITIES OF PUBLIC AND PRIVATE AGENCIES
2. DETAILED DESCRIPTION OF METHODOLOGY USED IN OPEN SPACE ANALYSIS
3. TABULATION SHEETS OF DATA, BASIS FOR SCORING, AND SCORES
4. MAP OF LOCATION OF LAND UNITS EVALUATED IN THE MASTER PLAN
DRAFT
MAY
2 2 1975
1 . DESCRIPTION OF THE MIDPENINSULA REGIONAL PARK DISTRICT
Purpose: The purpose of the Midpeninsula Regional Park District (MRPD) is to acquire
and preserve in open space significant parcels of land in the foothills and baylands of the
northern and western portions of Santa Clara County.
Area Covered: MRPD includes the following communities: Palo Alto, Stanford,
Mountain View, Los Altos, Los Altos Hills, Sunnyvale, Cupertino, Saratoga, Monte
Serena, Los Gatos and the unincorporated areas adjacent to these communities.
Governing Body: MRPD is governed by a Board of Directors of five members, one elected
by each of the five wards (subdistricts) of approximately equal population.
Applicable Law: The District was formed and operates under provisions of the Regional
ParI District Act, Section 5500 et seq. of the California Public Resources Code.
Powers of the District: Acting through its Board of Directors, the District is empowered
to expend its funds to acquire land for open space and recreational purposes and to create
and maintain recreational facilities. However, it has always been the intent of the
backers and Directors of theDistrict that virtually all funds during the first ten years of
its existence would be spent for the acquisition of open space.
The District also has the usual powers of administration and condemnation that munici-
palities have. However, by law, no act of the District may interfere with property owned
by a city or county without the approval of the affected jurisdiction. The District has
no zoning powers.
Finances: The District is financed primarily by a property tax of $. 10 per $100 assessed
valuation. Accordingly, the District receives revenues each year of approximately
$1 .5 million.
In addition, the Board of Directors, by a four-fifths vote, may authorize the District to
borrow money not in excess of the taxes which the District expects to receive during the
next two years. Such indebtedness must be repaid within ten years at interest not to
exceed 6-1 f2%. The District may also issue bonds, but these require a two-thirds vote
at an election.
The District is eligible to receive funds from the State and Federal governments for land
acquisition. Private donations of land and money are encouraged. "Less than fee"
acquisitions, such as easements and "sale and lease-back" agreements, or other alter-
native forms of acquiring rights in open space lands are also encouraged.
1
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DRAFT
2. OBJECTIVES OF THE PLAN MAY 2 2 1975
The first major objective of the Master Plan is to provide the public with information
concerning which lands the Midpeninsula Regional Park District will place priority on
in their program for preserving open space. This information is provided in the form of
policy statements, and a map which illustrates the results of applying the District policies
to specific areas within the District.
The second objective of the Master Plan is to provide the District with a framework within
which a wise and effective land acquisition program can be established and administered.
Such a program is intended to preserve for the public the most desirable parcels of open
space, at the earliest feasible time, at the lowest possible price.
The third objective of the Master Plan is to promote the coordination of the objectives
and program of the District with those of cities and counties. These public jurisdictions
have (or will soon have) "park and recreation elements", "open space elements", and
"conservation elements" in their general plans. It is the objective of the Midpeninsula
Regional Park District to cooperate with local public jurisdictions in the implementation
of these plans, so that the greatest value can be received for each tax dollar that is spent.
I
The fourth objective of the Master Plan is to provide documentation of the District's
program, which is often needed when applications for funds from State and Federal agencies
are filed.
The fifth objective of the Master Plan is to provide the District staff with policy guidance
in the day-to-day operations of the District.
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R A F T
3.A. LOCATION OF THE LANDS EVALUATED IN THE MASTER PLAN MAY 22 1975
All of the lands within the Midpeninsula Regional Park District have been considered for
evaluation as potential open space. The boundaries of the District are shown on Figure 1,
on the following page.
Those lands within the District which now have intensive urban development were con-
sidered to be neither suitable nor,available for future open space, and are therefore
. excluded from further review at this time.
This Master Plan evaluates the open space potential of the remaining lands within the
District, which are generally in one of the following two categories:
A. Those lands inside the "Urban Service Area' boundaries established
by the Santa Clara County Local Agency Formation Commission,
which have not yet been developed for urban purposes, and which
are indicated on local city or county plans as permanent open space.
B. Those lands outside of the "Urban Service Area" boundaries which are
not now used for urban purposes.
3.B. SUMMARY OF FINDINGS OF THE OPEN SPACE EVALUATION
(to be written by Santa Clara County Planning Department upon completion
of Section 9)
3.C. SUMMARY OF METHODOLOGY USED IN PREPARING THE MASTER PLAN
(to be written by William Spangle & Associates)
3
FIGURE 1 - THE MIDPENINSULA REGIONAL PARK DISTRICT DRAFT
MAY 2 2 1975
� ',' ' • • scale 1" = XX miles
PALO
MOUNTAIN VIE
• ; L O S AI_ S i--
. - HIL
SUNNYVALE
LO� TOS �> >
l CUPIR NO
r ,
• . ' '. ' �' SARATOG
1 1
r
GA �
LEGEND
• ----* BOUNDARY OF THE PARK DISTRICT '
BOUNDARIES OF "URBAN SERVICE AREAS � ♦ . '
ESTABLISHED BY THE SANTA CLARA '
COUNTY LOCAL AGENCY FORMATION COMMISSION
LANDS EVALUATED FOR THEIR OPEN-SPACE
•' . POTENTIAL IN THIS MASTER PLAN
�1
y,
DRAFT
MAY 2 2 1975
4. BASIC POLICY OF THE MIDPENINSULA REGIONAL PARK DISTRICT
On Mardi 27, 1974 the District Board of Directors adopted a statement setting
forth the general policies of the District, and some of the specific policies which
provide additional information on how the District will conduct its affairs. This
policy statement is reproduced below.
h
GENERAL 1. The District will purchase or otherwise acquire interest in the maximum feasi-
POLICY ble amount of strategic open space land within the District,including baylands
and foothills.
SPECIFIC District a. The District will function as an open space agency. Its primary pur-
POLI CI ES purpose pose will be to preserve open space;traditional development of park
and recreation areas will remain within the province of the cities and
the County.
Strategic b. The District will use its available resources primarily to acquire open
emphasis space outside the Urban Service Area boundaries of th-,cities rather
than within the cities. However, this policy also all, 'quisition of
open space which is completely surrounded •elopment
The District's priority will be to use its l�, o acquire
interest in parcels having high open 't be de-
veloped if the District fails to ar'
The primary thrust of Dc' .1 5 within
t, its own boundaries , aside
the District oM• 2 ytS that
clearly wol-' 5 LZ
Acquisition c. The �' 40 in
in ee *� 0 ZS�G
_ t as
Developmer• Z ,� ' 11• �S ., accom-
R 1�
4
rights R �• ZS ,..a of the Dis-
`
.ter interest with life
it the land to continue
Easa Z I� Z, , -fit. Open space, conserva-
� ' ��' S4 .-quired. Where agriculture is at
Lease �OZ, ��c'� "S ,� -vase and leaseback arrangements
i he District will actively strive to acquire
Gilts � '4�� �g d�tts and matching grants. Gifts of land with
Grants ¢ G0 ..d encouraged. Other creative open space preser-
Life estatE ZO .dues will be explored and developed.
Condemnat. .,wer of eminent domain will be used only in those instances
..,ere all reasonable attempts at voluntary negotiations fail and the
parcel in question is central to the open space program of the Dis-
trict.Any contemplated condemnation action will include a full public
hearing. As in all condemnation procedures, fair market value as
decided by a jury and based on adequate appraisals will be paid by
the District.
Master plan ! d. As a guide to appropriate land acquisition, the District will develop
a master plan, which will be published. This plan will set forth the
District's acquisition policies and priorities and will be subject to
periodic review and modification by the Board of Directors after
public hearings.The master plan will be submitted to the County and
cities for review and comment in order to assure compatibility with
their General Plans.
DRAFT
MAY 2 2 1975
5. ACQUISITION POLICIES OF THE MIDPENINSULA REGIONAL PARK DISTRICT
The fundamental goal of the Midpeninsula Regional Park District is to preserve open space
land. The Board of Directors of the District believes that open space land can` be most
effectively preserved by recognizing the use to which the open space land is put, and
recognizing the positive contribution that such an open space use makes to society. The
Board defines the term 'open space use" in the following manner.
OPEN SPACE USE: The utilization of lands or water areas which
are essentially unimproved. Open space use may involve the
production of resources from land or water (such as farming or
fishing), or the preservation of some feature (such as the pre-
servation of a wildlife habitat), or the use of land or water for
an activity (such as active recreation), or it may involve the
prevention of development, for the purposes of the protection of
public health and safety (such as restricting building in flood
plains), or.it may be some combination of the above.
In the process of planning for open space use within the District it was found to be
essential to identify the specific open space uses that are of significant importance to
residents of theDistrict, so that these uses could be identified, located, and evaluated,
and a program devised to preserve them. Listed below are the categories of open space
uses included in this Master Plan..
Open Space for the Protection of Natural Vegetation
Open Space for the Protection of Wildlife
Open Space forOutdoor Recreation
Low Intensity Recreation
Intensive Recreation
Wilderness Experience
Trails
Open Space for Guiding Urban Form
Open Space for Scenic Preservation
Scenic Backdrop
View from Scenic Roads and Highways
Open Space for the Preservation of Unique Sites
Historical and Archeological Resources
Geological and Topographical.Resources
e a for the Protection of Agriculture
� Open Space P p 9
Open Space for the Production of Minerals
p
Open Space for the Protection of Public Health and Safety
Air Quality
Water Quality
Geologic Hazards
Fire Risk
Flooding
vDftL vH` An F T
I . OPEN SPACE FOR THE PROTECTION OF NATURAL VEGETATION MAY 2 2 1975
Much of the natural beauty of the r q open spaces in
the District is due to the abundance and in some cases
uniqueness of the natural vegeta-F * tation, from the
low growing pickleweed of the the majestic
redwoods of the Santa Cruz , necessary
habitats for a great va- * station is of
inestimable value in ig runoff
and aiding water 211 as
greatly improv, 5 Sp1Z tation found
in the Dist
.3arral also
n oppor-
provides
tunit- G .
are threat-
ener. a-bnization but
by lc "�p the baylands)
certa- quarry operations
The activities which destroy
-
vegetati,
..gated by the appropriate govern
mental ag --jered plant species should be
protected A Jencies . Provisions must be made for
enforcement _.rations, and for restoration of natural
vegetation u -ssible.
Acquisition Pc _ties
-1. THE DISTRICT WILL ACQUIRE, THROUGH PURCHASE AND DONATION,
LAND OR RIGHTS IN LAND FOR THE PROTECTION OF NATURAL
VEGETATION.
2. THE DISTRICT WILL ACQUIRE AND PRESERVE REPRESENTATIVE
EXAMPLES OF MAJOR VEGETATIVE COMMUNITIES.
II. OPEN SPACE FOR THE PROTECTION OF WILDLIFE
Each species of wildlife has its own intrinsic value and con-
tributes to the quality of life around us. This generation and
future generations must have the opportunity to observe and enjoy
the wild creatures which inhabit the nearby open spaces. The
opportunity to study this wildlife can add greatly to our knowledge
of the effects of human intrusion on the natural environment.
Human settlement of this area and the resulting conflicts with
nature have had harmful effects on the wildlife of the region.
Gone are the grizzlies, cats and condors that once roamed freely
DRAFT
INTERIM NOTES 5 - 22 - 75 MAY 221975
6. CRITERIA USED FOR EVALUATING LANDS FOR THE OPEN SPACE PROGRAM
f
CThis will be a short section in which an explanation is given on
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how we go from the evaluation of each of the 14 categories of open space use
for a given land unit to a "composite rating" of that land unit which is
expressive of the Board's values. This will involve a discussion
of the basic goal of the District, of the Board's careful review of
the District policies concerning each open space use, and of the
powers and responsibilities of other public agencies and of the
private sector)
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FIGURE 2 RELATIVE VALUE AS OPEN SPACE OF LANDS WITHIN THE
MIDPENINSULA REGIONAL PARK DISTRICT
(This is the large 2-color map being prepared by the Santa Clara County
Planning Department; it will show the relative ranking of the open space
value of lands within the District, based on the "composite scores" that
have been computed)
7. FINDINGS MADE FRaf EVALUATION OF OPEN SPACE LANDS
(This will be a brief analysis of what Figure 2 reveals, to be prepared
by the Santa Clara County Planning Department. It is intended to be a
of the findings of the study, designed especially
verbal interpretation �
g
for those who have trouble reading maps)
85,
AY
DRAFT
� 2 2 1975
8.A. POWERS AND RESPONSIBILITIES OF VARIOUS PUBLIC AND PRIVATE
AGENCIES FOR OPEN -SPACE PRESERVATION
Federal Agencies
The Federal agency with the greatest current impact on open space
preservation in the South Bay is the San Francisco Bay National Wildlife
Refuge under the Department of Interior's Fish and Wildlife Service.
This agency has received $6 million in Federal funds to acquire land
for the wildlife refuge. A series of public meetings was held
in August 1974 to help determine the final boundaries of the refuge.
The extent to which the wildlife refuge boundaries include Baylands
within the jurisdiction of the MRPD will be very important in evaluating
ce lands alon
b the MRPD of o en. s a 9
' b'7 `t of acquisitionp P
the des ra „ yY
the Bay.
The potential impact of the National Park Service, U. S. Forest Service,
and Army Corps of Engineers is dependent on the direct involvement of
these agencies in projects within the District. There are no projects
in the District currently under consideration by these agencies.
State Agencies
With few exceptions , state agencies are important to the District pri-
marily as sources of information and technical advice. Exceptions
include agencies with operations involving state-owned lands. The
Division of State Lands of the State Lands Commission has responsibility
for lease, sale or disposal of state-owned lands including tide and
submerged lands. The impact of the Department of Parks and Recreation
were
to be acquired for
would be important if any land in the District
a state park. . The Wildlife Conservation Board administers a program
providing funds for local wildlife conservation projects.
Regional 'Agencies
There are few regional (sub-state, multi-county) agencies with functions,
relating to open space preservation and management within MRPD
boundaries. BCDC has control over development within its area of juris-
diction -- the Bay and 100 feet along the shoreline. ABAG is the com-
prehensive planning agency for the 9-county S. F. Bay Region, but has
little implementing power. It is important to the District primarily
as the agency designated by the Federal Government to review requests for
Federal funds in terms of the effects of proposed programs or projects
on regional plans.
DRAFT
MAY 2 2 1975
County 'Agenci es and "Speci al 'Districts
Major planning and administrative authority rests with special districts
and operating divisions of county. government. It is important, however,
to remember that key decisions regarding all the categories of open space
use are made by' the Board of Supervisors, or by special district boards.
Santa Clara County has broad power over open space preservation and manage-
ment within the unincorporated part of the county. This authority derives
from State legislation which require cities and counties to adopt general .
. plans with required elements including land-use, open space, conservation,
safety and seismic safety. In addition, State law requires that cities and
counties develop and apply open space zoning to implement the open space
elements and that zoning be consistent with the general plan. Thus the
County has powers comparable to the cities' in unincorporated areas, as well
as an important function of coordinating planning efforts within the County.
This latter function is carried out largely through a- committee structure
(PPG, e.g.) and I.AFCO - an .independent county-wide agency governing annexa-
tion, incorporation, and special district formation.
The Santa Clara Valley Water District is particularly important because
of its rights with respect to waterways. A permit from the District is
.required to place any structure or undertake any grading within a design
ated
floodway or,where no fioodway has been officially designated, between the
banks and within 50 feet of the top of the banks. The Black Mountain
Soil Conservation District is potentially important to the District- should
d b
it become involved in a small Watershed Project as authorize by Federal
F legiglation defining Soil Conservation Service responsibilities.
Priyate 'Institutions and Citizen's Organizations
There are a large number of private institutions and citizen's organiza-
tions with interests relevant to many categories of open space use. Some of
the major private organizations provide some funding for open space-related
programs. Private institutions, .such as golf clubs , and camps , are very
.important in the development of an open space system. Stanford University's
decisions on land use are especially critical in the northern part of the
Midpeninsula Regional Park District.
DRAFT
8.B. PRIORITIES FOR OPEN SPACE ACQUISITION MAY 2 2 1975
In the course of preparing information for this Master Plan an analysis was made of the
suitability of each "land unit" for each of the following categories of open space use,
Open Space for the Protection of Natural Vegetation
Open Space for the Protection of Wildlife
Open Space for Outdoor Recreation
Low Intensity Recreation
Intensive Recreation
Wilderness Experience
Open Space for Guiding Urban Form
Open Space for Scenic Preservation
Scenic Backdrop
View from Scenic Roads and Highways
Open Space for the Protection of Agriculture
Open Space for the Production of Minerals
Open Space for the Protection of Public Health and Safety
Water Quality
Geologic Hazards
Flooding
The methodology used in evaluating the suitability of these open space lands is described
in detail in Appendix B to this Plan. The scores of each land unit are reported in Tables
through in Appendix C. (The Appendices are published in a separate volume.)
In addition, a 'composite' evaluation was made of each 'land unit' in
which a weighted average was computed which .provided an over-all evaluation
of the land unit, when judged by criteria which placed greater emphasis
on those open space uses which had been identified by the Board of
Directors in their 'Acquisition Policy' statement as being of greatest
importance to the long-range program of the District. The results of this
composite scoring are shown graphically on Figure 2, and are reported
in Table of Appendix C of this Plan, .
Fromm the policies stated in Sections 4 and 5 of this Plan, and fro® the
data on open space lands that has been analyzed, the Board of Directors
has established sane relative priorities, which will be used as a
general guide for the District.
THE BASIC ACQUISITION POLICY OF THE DISTRICT IS THAT THE DISTRICT WILL GIVE
PRIORITY IN LAND ACQUISITION TO THOSE OPEN SPACE LANDS WHICH HAVE
RECEIVED RELATIVELY HIGH SCORES (AS CALCULATED USING THE PROCEDURES
DESCRIBED IN THIS MASTER PLAN) FOR:
1 . THE COMPOSITE SCORE (AS ILLUSTRATED IN FIGURE 2)
or 2. AN INDIVIDUAL OPEN SPACE USE CATEGORY.
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D 'R A F T
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MAY 2 2 1975
HOWEVER, this policy is to be tempered by the following considerations:
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1. How good a bargain is the land? Would the District get more for its money
in some other location?
2. What is the financial condition of the District? Does it have enough
resources to acquire this property, plus others considered to be even more
important? The financial resources of the District are limited, and it
cannot purchase all of the lands that it would like to.
3. Is the land available only if bought in "fee simple", or are lesser property
rights available? (For example, would the owner be interested in selling
development rights only, or in selling the property, but retaining the right
to occupy it for the remainder of his life? There are many variations to
sales and leases that offer attractive options to both the District and to
property owners.)
4. What are the current interests of the public that reside within the District?
Priorities change from year to year; one year the strongest demand may be
for hiking trails; in another it may be for preserving fields of wildflowers ,
How do current public interests relate to the District's long-
term program?
5. Is the land desirable because it has a wide variety of attractive features, or
does it provide for only a few types of open space use?
I
6. How serious is the threat of loss to the property? The District is more con-
cerned with acquiring lands which are in peril of being urbanized than lands
which will almost certain) remain as open space for ears to come.
Y P P Y
7. How willing is the owner to sell his property, or rights in his property? The
District prefers to deal with land owners who are anxious tohave their rights
in land pass to the District, rather than with owners who are reluctant, or
are strongly opposed.
8. Should the land be preserved as open space by acquisition or regulation by
some other agency, instead of being acquired by the District? Can the
land be preserved as open space by a zoning program of a city or the County,
or by a Williamson Act contract with the County? Does some other agency
intend to buy the land?
9. Is there an opportunity for the District to cooperate in a joint program with
some other public or private agency?
10. What impact would preserving one property as open space have on adjacent
properties? Would it stimulate growth, or would it help to stabilize the
status quo of open space?
DRAFT
MAY 2 2 1975
11. Is the land close to urban areas, and highly visi6le, or is it a remote parcel
that very few people ever see or appreciate?
12. Would the property 6e expensive for the District to maintain? Would its
acquisition expose the District to serious legal lia6ilities?
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D. Special Projects Subprogram
Summary
This subprogram will include 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. Utilize consultants for relocation.
4. 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.
5. 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
Page four
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
100 of time of Assistant General Manager
Real Estate Analyst intern - $3 , 000.
Page seven
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.
Page six
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.
Ex ected 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 will be made 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.
Page nine
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.
Reallired Resources
Time of General Manager, staff and Board as available.
Page eight
(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.
j4. 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. ) .
(c) Response and legal assistance (4-5 hours per month) .
Required Resources
100 of time of General Manager
50 of time of Assistant General Manager
5% of time of Land Manager
100 of time of Administrative Secretary
10% -of time of Public Communications Assistance
Printing costs - $5, 000
Page eleven
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-ranqe implications of
changes in vegetation and wildlife dynamics .
Required Resources
15% of time of Land Manager
Planning intern (6 months)
Possible !2-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)
Page ten
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. R(-,I,a-
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.
TY2-lLc—a 1Projects
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.
J. 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.
Page thirteen
C. Permit System Subprogram
Summary
ry
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 Pr6je-�ts
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
Page twelve
B. Patrol Subprogram
Summary
This subprogram will implement proper patrol of District
lands. It will include development of a program to train
rangers in the maintenance , analysis and patrol of District
lands, and the enforcement of District regulations. The
program will include educating the public about the proper
use of District lands.
Expected_ Results
The lands of the MRPD will be properly patrolled and main-
tained. The District' s rangers will become increasingly
knowledgeable in the maintenance, analysis and patrol of
District lands, and will establish good relations with
public users of the land. District rangers will become
capable of administering first aid, enforcing District
regulations as necessary and fighting fires .
Typical Projects
1. Patrol, District lands.
2. Hire rangers as necessary for the proper maintenance
and patrol of District lands.
3 . Develop a training,,program for rangers.
4 . Establish policies 'for use of District equipment, emer-
gency situations and public contact.
5 . Develop a program for the education of users of District
land in cooperation with Public Communications Assistant.
This would include development and distribution of
brochures and establishment of policies regarding warn-
ings and citations.
6 . Provide for uniforms, badges , and other ranger needs .
Required Resources
150 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 .
Page fifteen
E. Intern and Volunteer Subprogram
E_U_Maa.Kx
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
100 of time of Land Manager.
Contract Services - $1, 500 2 , 000
or
Part-time staff person
Page fourteen
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
planning person or intern position depending upon the
degree of District involvement.
Page seveiiteen'
Objective
4 . 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
300 of time of Public Communications Asst. (-1, time position)
Contractual help for brochure preparation - $3, 000.
Printing costs
Page sixteen
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. Develop standardized format for mapping and determining
boundaries of District lands.
2 . Investigate methods of producing revenues from use of
District lands to offset costs of maintenance.
3 . Develop pilot program 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.
4 . Establish programs with school districts to make lands
available for nature study.
Required Resources
20% of time of Land Manager
Contract with consulstant for item 2 $2 ,500
Page nineteen
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
20% of time of Public Communications Asst. (� time position)
Page eighteen
B. 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
30a of time of Public Communications Asst. (]�-time position)
Objective Page twenty
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
Implementation: General Administrative Program
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
general personnel administration.
7 . Review expense reimbursement policies.
8. Develop informational package for new Board and
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 25%
Open Space Resources 15%
Public Communications 100
General Administration 25%
*%IAA_ M-75-73
or (Meeting 75-12 ,
3WOV 0 effm Agenda item No. 5)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May 7 , 1975
TO: Board of Directors
FROM: K. Duffy and D. Wendin, Directors
SUBJECT: Basic Policy Statements Subcommittee Report
In order to clarify the Basic Policy of the Midpeninsula Regional
Park District, the Subcommittee offers the following alteration
in this statement for your consideration:
Strategic a. The District will use its available
emphasis
resources primarily to acquire open
space outside the Urban Service Area
boundaries of the cities. rather-than
within the eitie9(. l) However; this pel-
iey also allows aeeluisitien of open
spaee whieh is eempletely surrounded
by urban development. However, this
policy would allow acquisition of
strategically important open space on
WSMHO'92) the urbanized area. (2)
Urban open space judged to be of region-
al significance may also be considered t3)
(1) The first sentence retains the District's primary focus as
being "outside the Urban Service Area boundary" since this
delineation clarifies the boundary between the District' s
regional and the cities ' local obligations. "Rather than
within the cities" was felt to be too imprecise since city
boundaries may go beyond Urban Service Areas as well as
beyond urbanized areas.
DRAFT
M-75-73 Page two
(2) This "however" or qualifying statement would allow the Board
to consider land which lies just outside the urbanized areas,
but within the Urban Service boundaries. Another option would
be to leave this policy unspoken since the "primarily" in the
first sentence is already a qualifier.
(3) If retained, this statement allows open space completely
surrounded by urban development to be considered for acquisi-
tion. In concert with this policy the Subcommittee submits
the following definitive statement which should be included
in some form in the Master Plan written material. For clarity
it may be necessary to also define Urban Service Area and
urbanized area.
The District defines Urban Open Space of Regional
Significance to be undeveloped or essentially
undeveloped land or water within an urbanized
area and having unique or unusual characteristics
of sufficient natural value and importance to
transcend its relevance to the immediate locality.
A number of different characteristics might con-
tribute to designating such urban open space as
regionally significant. The open space might
serve as a trail link connecting non-urban regional
open space, or have exceptional scenic or recrea-
tional value to the entire region. Unique flora
and fauna might require the open space to preserve
a diminishing species. Important geological or
archeological features and historially important
trails, ethnic locations, agricultural lands and
the like whose preservation is important to the
entire region are all factors which could make
urban open space regionally significant.
DW-KD:acc
may 5 , 1975
Board of Directors
fOidpeninsula Regional ?'ark
District
745 Dis to 1. Drive
Los Altos , California
Dear Directors :
I am writing in support of a two-term limit for Board Directors ,
I have given considerable thought to the issue, and I believe
it itould strengthen the Board 's responsiveness while at the same
time increasing citizen participation.
I have read Mr. Shelley's statements in favor of a two-term
limit and am in agreement with what he says . iViv feeling i's ,that
long-term incumbency leads to a lack of intprest and involvement
on the part of citizens . More frequent changes in the Board
would bring new ideas and viewpoints to the District, lviore
neopl_P_ would have the onportuni.t,y to serve
A two-term limit on Directors of the District would be a healthy
constructive thing for us to have . T urge the Roard to vote ,yes
on the issue .
Sincerely,
t
Betsy A. Collard
2418 Benjamin nrivP
Mountain View, California
I,
All
a
MIDPENINSULA REGIONAL PARK DISTRICT
I
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Written Communications
DATED:
i
i
Herb:
Ed Shelley asked that this
letter be included in the
next meeting packet as a
written communication.
ACC
C-75-11
May 28, 1975
Meeting 75-12
I
MIDPENINSULA REGIONAL PARK DISTRICT
C L A I M S
# Amount Name Description
1087 $97 ,515.00 Western Title Guaranty Co. Crocker land purchase
1088 190. 00 Western Title Guara ty Co. Litigation guarantees
1089 25.76 University Art Center Office supplies
1090 717.50 George S. Nolte
& Associates Land engineering
1091 345.25 Klingel Court Reporters Depositions
1092 975.89 Curtis Lindsay Inc. Office equipment
1093 62.09 Air Photo Co. , Inc. Photograph
1094 138.11 Dahnken Office supplies
1095 168 .19 J. Olson District Vehicle Exp.
$30.00
Private Vehicle Exp.
$55.65
Office equipment $82 .54
1096 55.33 E. Jaynes Meal conferences $10 .63
Mileage 44.70
1097 27 .75 D. Woods Mileage
1098 68.22 Petty Cash Meal conferences $29 .03
Office supplies 10 .48
Dist.Vehicle Exp. 11.01
Training 12.00
Mileage 5.70
-1099 9 .54 Repro Graphex Office supplies
-75-72
(Meeting 75-12 ,
,� M= Agenda item No. 2b)
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
May b, 1975
TO: Board of Directors
FROM: N. Hanko, Director
SUBJECT: Proposed Two-Term Limit for Directors : , Con Arguments
Dear Colleagues:
It is not clear from the proposal (April 2 , 1975 memorandum from
E. Shelley) whether the intention is to recommend simply an adopted
policy of the Board, an amendment to the State law governing re-
gional park districts, or a popular vote on the subject. The argu-
ments will therefore be addressed to the first two approaches since
they have been discussed at the February Goals Workshop.
The Question of Limitation of Terms : Limitation of terms is seldom
imposed on legislative offices at any level of government. This
may be because power is limited when several people are elected
to make the decisions as a body. Limitation of terms is more com-
monly seen in cases of elected executive offices such as President
and Governor . Here limitations are established by a constitutional
provision approved by the voters. In the case of the City of
Mountain View, the voter has chosen to place limitations.
The propriety should be weighed of a Palo Alto Director imposing
such restrictions on residents of Saratoga, or Sunnyvale, . who have
shown no interest in limitations and where the incumbe
nt may be
the most popularly supported candidate, the best experienced and
best qualified to carry out the District ' s responsibilities.
Because of certain actions of that council , term limitation in
Mountain View has been an issue for at least a decade. It has
not been an issue in other cities in the District. This year, for
the first time in a Palo Alto election, one candidate for council
(supported by the minority political interests) has proposed a
two-term limit. A majority of the council candidates are opposed.
The electorate has not been asked.
Because of the high degree in voter interest in that city (Palo
Alto) , a valid and realistic argument can be made that those per-
sons holding office longest are the most responsive to the voters.
M-75-72 Page two
A limitation policy could, in fact, be contrary to the best in-
terests of the public; since roughly half the Board (or council)
would be serving lame-duck terms and immune to public opinioll be-
cause of an enforced inability to run for another term.
If a policy only approach is sought by the MRPD proposal, term
limitations would not be legally binding, and the policy itself
would be limited to affect only those persons who chose to follow
it.
Stability Important in -Early Years. In its early years, the MRPD
will thrive on stability, and a continued positive support for
open space acquisition and. preservation of regional versus local
significance.
Whether or not the District is the recipient of certain donations
of land may well depend on the strength of the open space versus
park development policy•. Possible annexations and enlargements
of the District's boundaries will create additional directorship
uncertainties. The timing of these matters cannot always be can
trolled. Conceivably, the possibility of forced or persuaded
- retirement of a majority of the Board may fall at all the wrong
times .
District Visibility the Real Answer. The real task, as I perceive
it, is for the Board to keep the District and its policies in as
highly visible a state as possible, and each Director ' s opinions
well out in public view so that opponents can come forward and
challenge and replace views which no longer meet the test of time.
NH.-acc
M-75-89
(Meeting 75-16)
0 emmwx
MIDPENINSULA REGIONAL PARK DISTRICT
MEMORANDUM
June 24 , 1975
TO: Board of Directors
FROM: A. Crosley, Administrative Secretary
SUBJECT: Minutes of May 28 and May 30, 1975
At its June 11, 1975 meeting, the Board of Directors asked
that I review the tapes of the meeting of May 28 and May 30 ,
1975 in order to determine the accuracy of the following state-
ment attributed to N. Hanko:
" (2) voters in one community should not impose
their restriction on Board members ' terms on
another community, where only one candidate
may be qualified and interested in the office; "
Below are the comments on the tape which relate to this par-
ticular statement :
N. Hanko - I don 't want to go over my material, either.
I would like, however, to correct an error on my part
in which I state that the limitations on a state level
or federal level are voter initiated or at least that
the voters have a choice as to whether there will be
limitations or not. This can be true on a state level
but as far as I 've been informed , on a federal level ,
that the ratification by the states through the legis-
lature is adequate for that. I did, however, think that
it was important to note that, in the case of Mountain
View, the voters did have a choice. An'd my major argu-
ment there was that, was it really right for a Board
of Directors to make decisions on who people can vote
for in another city where they don 't represent those
people. Even if a city council was to make a decision,
at least they are voted in by all the people of that
city and could be thought then to be legislators for
that city. But in this case each of us represents a
different constituency. The issue has been one in Moun-
tain View. It hasn 't been an issue in any of the other
cities, and I for one would not wish to decide on limita-
tions for anyone else ' s city.
M-75-89 Page two
K. Duffy I think that somewhere in this discussion we
have to assume that we are elected by the voters and your
arguments about changing our policies really don 't carry
weight with me because if the voters decide they do want
to make that change, I think they should do it. If our
policies at one point become out of date , I think they're
going to - you know - we cannot assume that in twenty
years the policies we initiate are going to be the poli-
cies here. I think that's going to be up to the voters.
If all three of us are still on the Board in 1982, maybe
it' s time for a change.
E. Shelley - I would like to make one more comment on
this idea that the voters of Mountain View or Palo Alto
and vice versa should not set limitations on people
elected from that ward. This is a regional park district,
and I think the policies should be on a regional basis.
One could have made the same argument that the people
on the west side of Mountain View should not have set
limitations for those on the east side , and I think it
is not really a valid argument.
N. Hanko - I 'm not arguing for the voters limiting one
another, either.
B. Green - By 1982 it may well be that each of the cities
in our District may ,have initiated two term limits them-
selves , anyway. There 's a trend in that direction.
(conversation turned to making motions)
I am also attaching, for your reference, a copy of N.
Hanko' s memorandum (M-75-72) dated May 6 , 1975 regarding Con
Arguments on the Proposed Two-Term Limit for Directors.
C`75-11
May 28, 1975
Meeting 75-12
MIDPENINSULA REGIONAL PARK DISTRICT
C L A I M S
n Amount Name Description
1087 $97 ,515.00 Western Title Guaranty Co. Cracker land purchase
1088 190. 00 Western Title Guaranty Co. Litigation guarantees
1089 25.76 University Art Center Office supplies
1090 717.50 George S. Nolte
& Associates Land engineering
1091 345. 25 Klingel Court Reporters Depositions
1092 975 .89 Curtis Lindsay Inc . Office equipment
1093 62.09 Air Photo Co. , Inc. Photograph
1094 138 .11 Dahnken Office supplies
z
1095 168 .19 J. O1son District Vehicle Exp.
$30 .00
Private Vehicle Exp.
$55.65
Office equipment $82.54
1096 55. 33 E. Jaynes Meal conferences $10.63
Mileage 44 .70
1097 27 .75 D. Woods Mileage
1098 68 . 22 Petty Cash Meal conferences $29 .03
• Office supplies 10.48
Dist.Vehicle Exp. 11.01
Training 12.00
Mileage 5.70
-1099 9 .54 Repro Graphex Office supplies