HomeMy Public PortalAbout19860212 - Agenda Packet - Board of Directors (BOD) - 86-04 I
Meeting 86-04
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MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D-1,LOS ALTOS,CALIFORNIA 94022
(415)965-4717
REGULAR MEETING
Wednesday BOARD OF DIRECTORS 375 Distel Circle, D-1
February 12, 1986 Los Altos, California
A G E N D A
(7:30)* ROLL CALL
APPROVAL OF MINUTES (January 15, 1986; January 22, 1986)
WRITTEN COMMUNICATIONS
ORAL COMMUNICATIONS
ADOPTION OF AGENDA
BOARD BUSINESS
(7 :45) 1. Open Space Management Five Year Staffing Master Plan -- D. Hansen
(8:45) 2. Mid-Year Program Evaluation for 1985-1986 and Setting of Priorities for
1986-1987 -- H. Grench
(9 :30) 3. Proposed Changes to Rules of Procedure Concerning District Holidays and Recita-
tion of Pledge of Allegiance -- T. Henshaw
Resolution Amending the District's Rules of Procedure
(9:40) 4. Proposed Support for the "Deep Pocket" Initiative -- H. Grench
Resolution in Support of the "Fair Responsibility Act of 1986"
(9 :45) 5. Request to Convert Public Communications Secretary Position to Full Time and to
Create Receptionist-Typist Position -- H. Grench
(9:50) 6. Deferred Compensation Plan for District Employees -- H. Grench
Resolution Approving a Deferred Compensation Plan, Approving Employee Partici-
pants in the Plan and Appointing an Administrator
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(10:00) INFORMATIONAL REPORTS
CLAIMS
CLOSED SESSION (Land Negotiation and Litigation Matters)
ADJOURNMENT
TO ADDRESS THE BOARD: When an .stem you're coneen.ned with appeah,e on the agenda, the
Cha & w.cU invite you to addne6.6 the Board at that time; on other matteu, you may
add as the Board under Drat Communicationz. (An attennati,ve is to comment to the
Boated by a wtc c tten Communication, which the BooAd appuci,ates. ) Each speaken w.itt
ondinaxity be tc.m,ited to three minutes. When %ecognized, ptea6e begin by stating
your name and addtcuz. we tcequest that you 6itt out the 6onm6 puv.i,ded and pne,sent
it to the Recording Secretary so that youh name and addnelss can be accukuatety
incf sided in the m.inut".
*Times are estimated. Agenda is subject to change of order.
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NOTICE OF COMMITTEE MEETINGS
The Budget Committee will meet at 4:00 P.M. February 18, 1986 at the District office
to review Lnd Management Budget Guidelines.
The Land Acquisition Policy Committee will meet at 7:30 P.M. February 19 to discuss
policies regarding Brown Act Implementation, Acquisition of Land Outside District
and Annexation.
THE PUBLIC IS INVITED TO ATTEND
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Meeting 86-02
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I(II
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MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965.4717
SPECIAL MEETING
BOARD OF DIRECTORS
JANUARY 15, 1986
MINUTES
I. ROLL CALL
President Edward Shelley called the meeting to order at 7:40 P.M.
at the City of Menlo Park Council Chambers, 701 Laurel Street,
Menlo Park, California.
Members Present: Katherine Duffy, Daniel Wendin, Teena Henshaw,
Edward Shelley, Nonette Hanko, and Harry Turner. Richard Bishop
arrived at 8:40 P.M.
Personnel Present: Herbert Grench, Craig Britton, David Hansen,
Mary Hale, Jean Fiddes, Stanley Norton, and Joan Combs.
II. BOARD BUSINESS
A. Consideration of Draft Policies and Alternatives Regarding
Use of the Power of Eminent Domain
1. Presentation by Committee i _
E. Shelley explained the procedural process to be followed
during the meeting, and turned the meeting over to D. Wendin to
give the Eminent Domain Committee report and chair the rest of
the session.
D. Wendin reviewed the suggested policy under discussion, noting
that it was the result of the last meeting of the Eminent Domain j
Committee, working with the results of the questionnaire answered
by Board members. He stated that there had been general con-
sensus on most aspects of the policy, except for three items
noted on the first page of the report.
D. Wendin reviewed item 10 - Definitions, noting that some of
the features of the policy depend on an understanding of the
definitions. He further explained the following definitions:
a. Improvement. D. Wendin said this definition was particu-
larly important because the policy clearly states that
improved property that is not subdividable will not be
subject to eminent domain, except for trails.
e. Institutional or commercial ownership. D. Wendin stated
that another area of concern to the public and the Committee
was to distinguish institutional and commercial ownership
from other kinds of ownership. He said the Committee felt
that it had achieved a workable definition of family
corporations.
Herbert A.Grench,General Manager Board o/Directors:Katherine Duffy,Nonette G.Hanko Teena H n haw,Richard
ark S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
Meeting 86-02 Page two
D. Wendin said there were parts of the policy which
attempt to establish some standard before the Board can
act, and noted definitions f and g address the issue of
areas clearly threatened by development or degradation
of resources.
He noted the policy was organized with a general preamble
stating the District' s overall intentions. He said the
concept of the policy was that eminent domain would be used
only in the District' s planning areas and only when other
attempts at negotiations have failed.
D. Wendin reviewed the proposed policy, noting that it was
divided into a number of sections, with each numbered
paragraph covering a different subject. He noted that
in paragraph 2 concerning unimproved, not subdividable
property, there had been no consensus among the Board
members in response to the questionnaire. He said the
main problem was that developed communities, particularly
in the Skyline area, had not been properly ad-dressed in
the District' s Master Plan. He stated that additional
study by staff would be necessary in order to establish
standards to identify properties that will not be subject
to eminent domain.
He noted that paragraph 3 raises the issue of existing
improvements and other structures, and said that the
Committee recommended language which would carve out
those improvements and establish the standard of requiring
clear threat of development or degradation of natural
resources. He noted discussion of the optional language
in the paragraph was necessary to decide whether or not
that standard applied in any different way to institutionally
or commercially owned land.
D. Wendin stated that in paragraph 4, (Unimproved, sub-
dividable property) , there was generally a clear consensus
by the Board to retain the right of eminent domain, but
only when there is a clear threat of development or
degradation of natural resources. He said the Board must
decide if this exception applies to institutional or
commercial entities.
D. Wendin stated there was a clear consensus of the Board
to retain eminent domain rights for trails, subject to the
constraints itemized in paragraph 5.
D. Wendin stated the Committee recommended retaining the
right of eminent domain to perfect rights in an existing
road for patrol purposes as stated in paragraph 6.
D. Wendin said the question of publicity raised in para-
graph 8 would receive more discussion later in the meeting,
noting that a separate report from staff concerning
publicity had been discussed at the January 8 Board meeting.
He noted it had been established that there is no practical
method for reaching all the property owners in the District' s
planning areas.
D. Wendin stated that more discussion was necessary con-
cerning paragraph 9 (Eminent Domain Exemption Contracts) ,
noting that there had not been a clear consensus by the
Meeting 86-02 Page three
Board on whether or not such contracts should exist, and
if so, work would be needed on the format.
N. Hanko suggested discussing the individual items, deferring
discussion of paragraph 8, Publicity, to the end of the
meeting. D. Wendin stated the public would have an oppor-
tunity to comment on this item after the other items had
been discussed by the Board and public.
N. Hanko said she would be in favor of inserting the
optional language regarding institutional and commercial
entities into paragraphs 3 and 4.
In response to a question from H. Turner concerning the
optional language, D. Wendin said that the Committee used
this as a method of encouraging private open space, and that,
as long as major properties were not threatened by develop-
ment, they would not be subject to eminent domain. He
noted the exception for institutional and commercial
entities was suggested by the Committee because these
entities frequently hold property for development.
T. Henshaw thanked the Committee for its work during the
past year, and said she would not vote for the use of
eminent domain to secure land for trail completion.
Discussion centered around the distinction between industrial
and commercial ownership and family ownership holding land
for open space. D. Wendin stated that the Committee felt
the Board might wish to retain the right of eminent domain
without defining clear threat of development in these
particular situations.
D. Wendin stated that he supported having the policy
address trails and trail connections as a needed safeguard,
but did not support including the optional language in
paragraphs 3 and 4.
K. Duffy said that she supported dropping the optional
language as long as additional wording was included in
definition f relating to partnerships or institutions
involved in land speculation.
2, Public Comment
D. Wendin opened the meeting to public discussion.
J. Fiddes read a letter from Hans Moravitz, President of
Committee for Green Foothills, supporting the District' s
efforts to clarify its eminent domain policies, encouraging
the District to retain the policies necessary to protect
larger parcels from development, and urging the District to
maintain the flexibility necessary to complete trail systems.
Janet Schwind, representing South Skyline Association,
distributed a chart clarifying the Board' s eminent domain
policies, and said the outcome of a year of dialogue on
eminent domain has resulted in an improved relationship
between the District and public. She said the Association
could not endorse the Board' s eminent domain policy be-
cause of the proposed policy relating to trails.
Meeting 86-02 Page four
Ed Vallerga, 950 Purissima Road, Woodside, urged that a
mailing list be created for those indicating interest in
the eminent domain policy so that they could be notified
of any changes to the policy.
Dick Carter, 22400 Skyline Boulevard, La Honda, said the
District should clarify its relationship with other organi-
zations and zonings, such as the Timber Protection Zone,
and suggested a coordination of trail plans with the
California Recreational Trail Committee. He asked what
legal powers the District has in its Sphere of Influence.
Patrick Chambers La Honda questioned item 3 in the pol
icy
Y
and said he felt a subdivision under process should be
exempt from eminent domain. He stated he felt the wording
of item g under Definitions was imprecise and should be
clarified. He said that the use of eminent domain was
unconstitutional and anti-American.
W. J. Sorich, La Honda, said that he felt the proposed
policy was a joke, and individuals had been given nothing
from the policy.
William Obermayer, La Honda, recommended that the issue of
the use of eminent domain be put before the voters,
questioned the measurements relating to degradation of
natural resources, asked what research had been done to
determine how much open space was needed to support the Bay
Area, and questioned the District' s right to buy land
outside its boundary.
David Sutton, Half Moon Bay, thanked the District for its
timeliness in saving open space and for recognizing the
need to maintain all its options.
Dyer Stickney, Los Gatos, stated he feels the District
has abused its rights as a public agency and said he would
like to meet informally with District representatives.
Dick Bullis, La Honda, said he felt the District should
drop the whole matter of new eminent domain policies.
Larry Hassett, La Honda, said he did not think the District
needs the power to condemn land for trails, noting that
major access trails have a major impact on private property
and often change its character. He said that properties
adjoining trails have no buffer zones.
Dick Schwind, Los Gatos, urged that the table submitted by
J. Schwind be included in .the final policy to help clarify
it. He also suggested that in item g under Definitions,
the five cords of wood mentioned be changed to 7% of live
timber and that the diameter of heritage trees be doubled.
Mary Childress, Palo Alto, said it was important that the
District protect and preserve open space in any way suitable.
M. Pratt, Palo Alto, asked what constituted the District' s
definition of development.
M. Steers, Los Altos Hills, said she was strongly opposed
to eminent domain.
Meeting 86-02 Page five
Beez Jones , Cupertino, said that she was opposed to eminent
domain, asked when a decision regarding the use of eminent
domain for trails would be made, advocated a designated
trail planning map, and asked how the trails would be
signed and patrolled to keep the public off private property.
D. Wendin closed public comment on this part of the
policy discussion.
3. Board Discussion and Probable Tentative Adoption of Policies
D. Wendin reviewed comments by the public and stated that
the Committee had been unable to define a standard to be
used for unimproved property that is not subdividable. He
said the Board had agreed that some standard of size for
unimproved property is important.
D. Wendin stated, in response to a question concerning the
District's rights to acquire land in its Sphere of Influence,'
that the District has the authority to acquire land anywhere.
He said subsequent policy discussion will occur concerning
land outside the Sphere of Influence, but it was a clear
consensus of the Board that the policy will apply within
the Sphere of Influence.
H. Grench responded to the question concerning the District's
relationship with the California Recreational Trail Committee,
stating that the State takes the role of coordinator, where
possible, where State lands are involved.
D. Wendin stated questions would be taken from the Board,
and suggested that the document submitted by J. Schwind
be considered to be on the table.
E. Shelley suggested that S. Norton address the questions
from the public concerning the District' s Sphere of
Influence and its possible expansion, and also the public' s
recourse to eminent domain.
S. Norton explained that Spheres of Influence were overseen
by the Local Agency Formation Commission (LAFCO) , and
the procedure for changing the boundaries of a Sphere of
Influence is usually initiated by the local agency
petitioning LAFCO. He reviewed the legal rights of land-
owners in an eminent domain proceeding.
R. Bishop noted that the burden was on the District to prove
necessity for the use of eminent domain in the context of
open space objectives, and that the property owner has the
right to contest that issue of necessity.
K. Duffy said she felt the issue of trails could be the
most delicate and troublesome, but said she did not feel the
District could give up its right of eminent domain concerning
trails.
N. Hanko thanked the members of the public and said their
ideas contributed to the District' s eminent domain policies,
and noted that part of the Master Plan revision will be
recognition of communities of existing development, and
said she expected the District would consider exempting
these properties from acquisition. She stated that an
updated Trails Master Plan would be very helpful.
Meeting 86-02 Page six
R. Bishop said that the Board has always felt that eminent
domain should be used sparingly, and that the policy has
two primary objectives: 1) to protect homeowners and 2) to
encourage private open space. He urged the Board to adopt
a change in the policy stating that the right of eminent
domain for trails would not be allowed on single family
residences on lots of 40 acres or less.
E. Shelley expressed his opposition to R. Bishop' s suggestion,
stating that it might be necessary to acquire a trail ease-
ment across an area with a large number of contiguous
developed 40 acre parcels, and stated he favored the
policy as proposed.
Motion: R. Bishop moved that the Board modify paragraph 5
of the policy to place a 40 acre limit on parcels
subject to eminent domain for trails . T. Henshaw
seconded the motion.
Discussion: E. Shelley stated his understanding of
R. Bishop' s suggestion was a modification of para-
graph 1 and that Section five be further refined
to state that all minimum-sized lots that are
improved and are less than 40 acres be exempt.
D. Wendin clarified that the motion was to modify
paragraph 1 so that the cross reference to
Section 5 only applies to properties over 40 acres.
N. Hanko spoke against the proposed amendment,
stating that a trails plan should be prepared in
order to allay most individuals' fears.
Ayes: T. Henshaw, R. Bishop, and H. Turner.
Noes: N. Hanko, E. Shelley, K. Duffy, and D. Wendin.
The motion failed to pass by a vote of 3 to 4.
Motion: E. Shelley moved the adoption of the optional
language of paragraphs 2, 3 and 4. N. Hanko
seconded the motion.
Discussion: D. Wendin stated that in paragraph 4
there was the issue of whether or not the extra
standard of clearly threatened by development or
degradation of natural resources should apply,
and in paragraph 2, there was an additional question
as to whether or not commercially owned property
would be exempt at all. He stated he felt these
two items should be merged in paragraph 3, since
the carve-outs were addressed, but not the
application of the standard.
T. Henshaw said she thought the optional language
made the policies more confusing.
D. Wendin stated he would prefer to vote on the
paragraphs separately, since he could support
the optional language in paragraph 4, but felt its
addition to paragraphs 2 and 3 could be creating
mischief.
Meeting 86-02 Page seven
E. Shelley withdrew his motion with N. Hanko' s
consent.
Motion: E. Shelley moved that the optional language in
paragraph 2 be adopted. N. Hanko seconded the
motion.
Ayes: R. Bishop, E. Shelley, and N. Hanko.
Noes: T. Henshaw, H. Turner, D. Wendin, and
K. Duffy.
The motion failed to pass on a vote of 3 to 4.
Motion: E. Shelley moved that the same effective language
as is presented as an option in paragraph 4 be
included in paragraph 3, that is, not requiring
finding of a clear threat of development. H.
Turner seconded the motion.
Ayes: N. Hanko, E. Shelley, R. Bishop, and D. Wendin.
Noes: K. Duffy, H. Turner, and T. Henshaw.
The motion passed 4 to 3.
Motion: E. Shelley moved that paragraph 4 be amended to read:
"Eminent domain may be used to acquire all or any
part of an unimproved property which is susceptible
to futher subdivision. " H. Turner seconded the motion.
Discussion: D. Wendin said he opposed the motion,
as he felt it was important that the Board be
clearly on record as supporting private open space.
R. Bishop, N. Hanko, and H. Turner supported D.
Wendin ' s statement.
E. Shelley said he felt the District's right of
eminent domain was not a threat to individual
homeowners and cited the Hosking grant application
situation as an example.
Ayes: E. Shelley.
Noes: R. Bishop, D. Wendin, H. Turner, K. Duffy,
T. Henshaw, and N. Hanko.
The motion failed to pass 1 to 6.
Motion: D. Wendin moved that the optional additional
language be included in paragraph 4. E. Shelley
seconded the motion.
Discussion: H. Turner spoke against the motion,
citing the Djerassi Foundation property as an
example.
Ayes: N. Hanko, E. Shelley, D. Wendin, and R. Bishop.
Noes: K. Duffy, T. Henshaw, and H. Turner.
The motion passed 4 to 3.
D. Wendin said he felt the eminent domain exemption contract
no longer served the purpose for which it was intended,
since the District retained its right of eminent domain
for trails. He noted that the legality of the contract
had also been questioned.
Meeting 86-02 Page eight
Motion: D. Wendin moved the deletion of paragraph 9 from
the policy. R. Bishop seconded the motion. The
motion passed 7 to 0.
H. Turner noted the reference to eminent domain exemption
contracts in the third paragraph of the preamble. D. Wendin
stated the Board's consensus that the reference be eliminated
in the preamble.
Discussion centered on private open space preservation and
the possible elimination of eminent domain proceedings
when open space easements assure open space. N. Hanko
suggested including the concept of private open space in
the Good Neighbor Policy.
D. Wendin stated some follow-up work on the subject was
necessary for the Committee and staff, including the
adequacy of the five cords of wood standard and the
definition of heritage trees.
Discussion centered on the language of definition g
concerning degradation of natural resources. E. Shelley,
R. Bishop, and H. Turner noted that the attempted precision
of the definition may be too restrictive and should be more
general, noting that, at some point, a judgement call is
required. D. Wendin stated the Board' s consensus that its
goal is to give a clear standard that is less specific, but
still a clear statement of what constitutes a threat.
D. Wendin summarized the Board' s instructions to the Eminent
Domain Committee. He stated the Committee was to return with
the third (final) sentence in paragraph 2 deleted from the
document; incorporate into paragraph 3 the language that
appears in paragraph 4 as an optional addition, as well as
incorporate the optional language at the bottom of paragraph 3;
delete paragraph 9 and make the necessary change in the
third paragraph of the preamble; refine definition g; and
receive suggestions to more clearly define "private party"
in definition e. H. Turner was to suggest wording for the
latter item that he felt would be appropriate.
D. Wendin stated he felt a multi-part publicity plan was
needed. He proposed the word "all" be struck from the
end of the second line in paragraph 8 and recommended the
Committee be directed to come up with a statement that
would give specific notice to members of the public who
have asked to be notified, ,to owners of property greater
than some size, to homeowners associations, to cities,
to other organizations having a continuing interest in the
District, and to the Open Space newsletter mailing list,
and via an appropriate press release.
D. Wendin opened the meeting to public comments concerning
publicity.
Charles Touchatt, Portola Heights, thanked the Board for its
efforts, noting that he disagreed with some portions of
the policy.
William Obermayer requested that all property owners
within the Sphere of Influence be notified.
Janet Schwind suggested that copies of the policy be given to
homeowners' associations for distribution to their members.
Meeting 86-02 Page nine
Motion: D. Wendin moved that the word "all" be deleted
from the second line in paragraph 8 and that the
Committee be directed to establish some minimum
publicity plan for the eminent domain policy.
N. Hanko seconded the motion. The motion passed 7 to 0.
Motion: R. Bishop moved that the Board tentatively adopt
the policy, including the amendments, and refer it
to the Committee for revisions before the policy
is returned to the full Board for final adoption.
T. Henshaw seconded the motion.
Discussion: R. Bishop stated the intent of his
motion was for the Board to consider for final
adoption the policy after the Committee had com-
pleted the clarification requested and then have it
return for adoption in ordinance form.
E. Shelley spoke against the motion, recommending
adoption by motion now and later adoption by
ordinance, noting the latter would adequately
serve as a second reading. I
Motion to Amend: D. Wendin moved to amend R. Bishop.' s
motion to drop the word "tentatively!' . E. Shelley
seconded the motion.
Discussion: H. Turner asked Legal Counsel for a
determination of the appropriateness of adopting
the substance of the policy, noting the agenda had
stated "probable tentative adoption". S. Norton
stated that the statement on the agenda did not
preclude adoption of the substance of the policy
at this meeting.
T. Henshaw called the question.
Ayes: K. Duffy, D. Wendin, E. Shelley, H. Turner,
and N. Hanko.
Noes: T. Henshaw and R. Bishop.
The motion to amend passed 5 to 2.
The motion as amended to adopt the policy passed 7 to 0.
D. Wendin said the Board needed to give instructions to
the Committee on the balance of the policies, including
the Brown Act.
T. Henshaw suggested that staff be asked to check past
minutes for previous directions to the Committee. and that
the matter be placed on the January 22 agenda for con-
sideration. D. Wendin stated concurrence of the Board.
III. ADJOURN14ENT
The meeting was adjourned by E. Shelley at 10:48 P.M.
Joan Combs
Secretary
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Meeting 86-03
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NiIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965-4717
REGULAR MEETING
BOARD OF DIRECTORS
JANUARY 22 , 1986
MINUTES
I . ROLL CALL
President Edward Shelley called the meeting to order at 7:35 P.M.
Members Present: Katherine Duffy, Daniel Wendin, Edward Shelley,
Nonette Hanko , and Harry Turner. R. Bishop arrived at 7 :39 P.M.
Member Absent: Teena Henshaw.
Personnel Present: Herbert Grench, Craig Britton, David Hansen,
Jean Fiddes , Mary Hale , Stanley Norton, Del Woods , James Boland,
David Topley, Dennis Danielson, Kerry Carlson, Mary Gundert, and
Doris Smith.
II . APPROVAL OF MINUTES
January 8 , 1986
Motion : D. Wendin moved approval of the minutes of January 8, 1986 .
K. Duffy seconded the motion. The motion passed 4 to 0 .
N. Hanko abstained from voting because she was absent from
the January 8 meeting,
III . SPECIAL ORDERS OF THE DAY
H. Turner stated that Lennie Roberts will be honored on Sunday,
February 2 at the Family Farm in Woodside for her voluntary career
in promoting wise land use decisions and policies.
Motion: H. Turner moved that the Board adopt Resolution 86-1, a
Resolution of the Board of Directors of the Midpeninsula
Regional Open Space District Commending Lennie Roberts for
Her Service to the Midpeninsula in the Preservation of
"Open Space for Room to Breathe". N. Hanko seconded the
motion. The motion passed 6 to 0 .
IV. WRITTEN COMMUNICATIONS
D. Smith stated the Board had received the following written
communications :
a letter, dated December 26 , 1985 , from Norman D. Ploss , 111 Mary
Way, Los Gatos , asking the Board to reconsider the District's policy
of prohibiting use of the trail from the end of Jones Road in Los
Gatos to Lexington Dam;
a letter, dated January 20 , 1986 , from Robert Fisse, President of
the Skyline Historical Society, asking the Board to explore the
possibility of a historical center on the Skyline Ranch site and
suggesting committees meet to discuss the matter.
Herbert A.Grench,Genera/Manager Board of Directors Katherine Duffy,Nonetle G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
Meeting 86-03
Page 2
The Board discussed the problems relating to closure of the trail
to the public at Los Gatos Creek Park. D. Hansen stated the tempo-
rary closure of the trail was contingent upon survey work for the
fence being done by the County. K. Duffy asked for a progress report
from staff in one month on the status of the trail . R. Bishop sug-
gested that the trail be open to the public but signed to the effect
that "the trail is under construction , proceed with caution". The
Board directed staff to respond to Mr. Ploss 's letter. D. Hansen
noted that the fence which was part of the settlement agreement with
the Jesuits narrows parts of the trail,
The Board discussed possible implications of Mr. Fisse 's suggestionson
the District 's Master Plan for Skyline Ridge Open Space Preserve.
Larry Hassett , 22286 Skyline Boulevard' La Honda, stated that the con-
cept of the history center had not been discussed with 2M Associates
during the master planning process , that Society members had discussed
the center with D. Hansen, and that the members felt more input was
needed from the Board.
Motion.: N. Hanko moved that the ideas presented in Mr. Fisse ' s
letter be referred to staff and that staff report to the
Board, at a time agreeable to them, on what ways the
proposals are compatible with the Master Plan. The
motion was not seconded.
The Board concurred that a response be sent from the President to the
Historical Society stating that the request would be considered in
the Use and Management Plan for Skyline_ Ridge Open Space Preserve
which will be presented to the Board in approximately one month.
V. ORLL CCM-MUNICATIONS
William Obermayer, 3200 Long Ridge Road, La Honda, representing the
Portola Park Heights Property Owners ' Association, addressed the
Board concerning 1) the removal of a lock installed by the Association
on the gate at iikoji, 2) the problems with hikers on the paved road,
and 3) information the Association obtained from title reports showing
the property owners ' right to road access .
D. Hansen stated that the gate in question is on District land and
that the District had placed a lock on the gate and had given the
combination to the homeowners. D. Hansen stated he had verbally
agreed to put a main gate lock on the Jikoji gate contingent upon the
Portola Park Heights residents signing a release stating they would
only use the gate in an emergency situation. W. Obermayer said that he
thought all individual owners might not sign such a release.
E. Shelley stated that this subject had been previously addressed at
the time of the last review of the Use and Management Plan for the
Long Ridge Open Space Preserve and the Board 's position had been con-
sistent with staff 's recommendation regarding the signing of the
release. He said staff.
should work with Legal Counsel to draft an
appropriate agreement and strive for a cooperative relationship with
the Homeowners ' Association. He noted that the lock will be installed
when the agreement is signed by the property owners .
Phyllis Cangemi , Director of the Whole Access Project , 517 Lincoln
Avenue , Redwood City, thanked the Board for the efforts to promote
Whole Access facilities and for allowing Burt Wallrich to make his
presentation to the Board during this evening 's meeting. She urged
Meeting 86-03 Page 3
Board members to individually express their support to the California
State Parks and Recreation Department for the District 's Proposition 18
grant application for Phase I of the Master Plan for the Skyline Ridge
Open Space Preserve .
VI . ADOPTION OF AGENDA
H. Turner stated he would like to add to the agenda to discuss the
status of: the District 's Proposition 18 grant proposal for Skyline
Ridge . E. Shelley stated the status of Proposition 18 grant could be
discussed under agenda item eight . E. Shelley stated that the
agenda was adopted by Board consensus .
VII . BOARD BUSINESS
A. Presentation of Total Access Campil!g (Memorandum M-86-08 of
'January 15 , 1986)
D. Hansen introduced Mr. Burt Wallrich, a coordinator of the
Total Access Camping Project in' southern California 's Santa
Monica Mountains . Mr. Wallrich showed slides and answered ques-
tions pertaining to the Project 's activities .
B. Clarification of Assignment to Land Acquisition Policy Committee
(Memorandum M-86-09 of January 16 , 1986)
H. Grench stated that S. Norton was to report to the Committee on
H. Haeussler 's December 11 letter regarding interpretation of the
Brown Act. S. Norton said he could report to the Committee in
about one month on this matter .
N . Hanko suggested that, in the meantime, the Committee could
finish its work on the eminent domain policy and proceed with its
other two charges relative to land acquisition outside District
boundaries and annexation. D. Wendin stated that it would be cru-
cial to formulate a questionnaire so the Committee would have some
idea of the direction the Board desires the Committee to pursue,
particularly with respect to the Brown Act list.
Motion: D. Wendin moved that the Committee be directed to:
1) complete the existing eminent domain document to be
consistent with decisions made at the January 15 Svecial
Meeting; 2) in view of what has been adopted, prepare
draft alternatives for treatment of the Brown Act;
3) create a questionnaire to be brought back to the Board
to see if there is Board consensus on the Brown Act;
4) complete other drafting of policies concerning acqui-
sition of land outside District boundaries but within
the Sphere of Influence and annexation.
N. Hanko seconded the motion with a modification that a question-
naire should be prepared On the last two items stated in the motion.
D. Wendin concurred with the addition to the motion. The motion
passed 6 to 0 .
Janet Schwind, 11825 Skyline Boulevard, Los Gatos , asked for clari-
fication on the terms outside and inside the District as pertaining
to land acquisition and eminent domain policies . R. Bishop stated
that these terms apply to the District 's boundaries and N. Hanko
suggested that the Committee could prepare a list of definitions
which could be included in the prologue which would answer these
types of questions . In response to another question from J.
Schwind, R. Bishop said the Board had adopted the eminent domain
policy and had instructed the Committee to clean up the policy ' s
language based on decisions made at the January 15 Special Meeting
Meeting 86-03 Page 4 .
E. Shelley stated the Board ' s next action would be adoption of the
policy by ordinance .
William Obermaver addressed the Board regarding distribution of
the eminent domain pamphlet and subsequently complained when
leaving the meeting that he had not been given an appropriate
opportunity to addd-ress the Board.
C . In-formation Regarding the Feasibility of Sheriff ' s Patrol Assist-
ance in the Mt . Umunhum Area at the Sierra Azul Open Space Preserve
(Report R-86-11 of January 16 , 1986)
J. Boland reviewed the staff report and discussed the types of
assistance the Sheriff 's Department could provide. He said a com-
bination of alternatives B and C could give good potential for
patrol in the Mt. Umunhum area. D. Hansen stated that specific
recommendations from staff will be presented in the forthcoming
Land Management Staffing Study and in the Use and Management Plan
for the Mt. Umunhum Area which will be presented to the Board in
the next month or two.
The discussion centered on the types of patrol needed in the area.,
the possibility of additional motorcycle patrol, the compati-
bility of Sheriff' s deputies working with Rangers, Ranger
safety, and the type of training Sheriff' s deputies would have.
Warren Hergerton, 23631 Hicks Road, Los Gatos, discussed the
frequency of patrol he felt would be most effective, said he felt
motorcycle patrols were most effective, and offered to help staff
identify problem spots.
E. Shelley stated the Board' s consensus in support of a
combination of alternatives B and C in the staff report and
that staff should return with specific recommendations on
how to proceed as Dart of the Staffing Study and the Use and
Management Plan for Mt. Umunhum.
D. Annual Review of Relative Site Emphasis Plan and Use and
Management Plan Review Schedule (Memorandum M-86-07 of
January 15, 1986)
D. Woods reviewed the staff report and stated that the ideas
presented concerning Conservation Management Units would be
investigated further in terms of the Open Space Management
Planning Policies and brought back to the Board prior to
July 1 or, if possible , due to budget and staffing implications,
before the final 1986-1987 fiscal year budget is adopted.
He said staff would also be asking the Board to consider a
change in policy regarding the scheduling of use and management
reviews.
Motion : N. Hanko moved that the Board approve the Annual
Review of Relative Site Emphasis Plan and the 1986
Use and Management Plan Target Review Schedule as
contained in report R-85-56. H. Turner seconded the
motion. The motion passed 6 to 0.
E. Final Adoption of the Revised Use and Management Plan for
the Sierra Azul Open Space Preserve - Limekiln Canyon and
Kennedy Road Areas (Memorandum M-86-10 of January 16, 1986)
D. Hansen reported that staff had not received to date a
definitive answer from the Santa Clara Valley Water District
regarding the No Trespassing signs at the trailhead leading to
the Priest Rock Area from Lexington Reservoir. He stated
!Aleeting 86-03 Page 5
that staff will continue to follow-up on the signs to assure
that more aopro-priate signing is installed. He said that
staff a received -0
aff had -J . further public comment on the Plan.
4
Discussion centered on whether or not the entire Limekiln
Canyon Area with the exception of the Carter property
should be dedicated while maintaining the right to transfer
density credits , and D. Wendin suggested that the dedication
issue be tabled until after the Board considered item eleven
on the agenda Pertaining to the dedication status of District
lands.
Motion : K. Duffy moved that the Board adopt the Revised Use
and Management Plan for the Sierra Azul Open Space
Preserve - Limekiln Canyon and Kennedy Road Areas
(report R-86-06) and to dedicate the entire Limekiln
Canyon Area with the exception of the non-contiguous
former Carter property as public open space while
maintaining the right to transfer density credits.
R. Bishop seconded the motion. The motion passed 6 to 0.
F. Final Adoption of interim Use and Management Plan for the
Atwood Property Addition to El Sereno Open Space Preserve
(Memorandum M-86-06 of January 14, 1986*)
D. Hansen stated that staff had received no public comment on
the Proposed Plan.
Lorraine Ordal, 16654 Bohlman Road, Los Gatos, asked about
boundary plaques and if there were plans for a trail on the
property. D. Hansen replied that one of the reasons for
acquiring this parcel was internal trail potential, that
there is no adequate public access at this time to the site,
and that boundary plaques would be placed on the property.
Frank A. Nemec, Jr. , 16800 Bohlman Road, Saratoga, stated his
concerns relating to public access to the property and cited
some recent break-in incidents.
Motion: K. Duffy moved that the Board adopt the Interim Use
and Management Plan for the Atwood property addition
to El Sereno Open Space Preserve, including the naming,
as contained in report R-85-57 and that the property
be dedicated as public open space. N. Hanko seconded
the motion.
Discussion: K. Duffy stated she was recommending
dedication since the remainder of the El Sereno Open
Space Preserve was dedicated. D. Wendin stated that
it would be better not to dedicate immediately the
property unless there was aspecific reason. H. Grench
stated that his recommendation would be to declare
an intention to dedicate at this time, and if the dedica-
tion policy is adopted, the dedication could be made
by resolution at the end of the year.
Motion : D. Wendin moved that the motion be tabled until after
item eleven. of the agenda had been discussed. There
was no second to the motion.
The original motion passed 6 to 0.
Meeting 86-03 Page 6
G. Land and Water Conservation Fund Application for Addition to
'Coal Creek Open Space Preserve (Report R-86-09 of January 25, 1986)
D. Hansen stated that $250, 000 or one-half of the estimated cost
of acquisition was being requested for this grant. C. Britton
stated that the 100 acre property is now owned by Peninsula
Open Space Trust and is situated along Alpine Road.
Motion : N. Hanko moved that the Board adopt Resolution 86-2,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Approving the
Application for Land and Water Conservation Funds for
the Coal Creek Open Space Preserve Addition Project.
H. Turner seconded the motion. The motion passed 6 to 0.
H. Land and Water Conservation Fund Applica ion for Skyline Ridge
Open Space Preserve Development Project (Report R-86-10 of
January 15 , 1986)
D. Hansen advised that the funds requested would be $196, 250
or one-half the amount of the total project cost. H. Turner
stated that District representatives should contact the State
Department of Parks and Recreation in support of the District' s
Proposition 18 grant proposal for Skyline Ridge and contact
local legislators to ask then, to support the District' s
application. He suggested that the Board President write a
letter of support and that staff contact legislative staff to
encourage support of the grant application.
Motion : H. Turner moved that the Board adopt Resolution 86-3,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Approving the
Application for Land and Water Conservation Funds for
the Skyline Ridge Open Space Preserve Development Project.
N. Hanko seconded the motion. The motion passed 6 to 0.
It was the consensus of the Board that the President should
sign a letter to be drafted by staff in support of the
District' s Proposition 18 grant application.
I . Final Adoption of Interim Use and Management Plan for the Atwood
Pro2erty Addition to El Sere-no Open Space Preserve Addition
Project continued)
E. Shelley reported that a member of the public had not been
present during the discussion relating to the former Atwood
Property and had requested permission to address the Board.
Dennis W. Bragg, 16830 Boh
lman Road, Saratoga, questioned how
the District intended to use the property and what f:he access
would be in relation to his property. D. Hansen briefly ex-
plained the use and management planning process for new
acquisitions. He stated that the District intends to leave
the land as it is and that the public will not be encouraged to
enter the property across the easement. D. Hansen said that,
at present, such access to the property is not possible.
J. Appointment of Board Committees (Report R-86-01 of December 18, 1985)
E. Shelley said that he proposed that the membership of the
current ad hoc committees remain unchanged and that the Board
discontinue the 'Board Appointee Review Committee as it has served
Meeting 86-03
Page 7
its funct ion and could be reestablished at a later time. He
said .his appointments to the Standing Committees were:
Budget Committee: T. Henshaw, Treasurer; D. Wendin and K. Duffy.
Legislative Committee: R. Bishop, D. Wendin and N. Hanko.
Motion : E. Shelley moved that the Board confirm his committee assign-
ments and discontinuance of the BoardApl3ointee Review
o=4 -4-ea . R. Bishop seconded the motion. The motion passed
6 to
K. Final Adoption of Personnel Policies and Procedures Manual
(Memorandum M-86-11 of January 15, 1986)
H. Grench reported that there was no public response to the manual
since the previous meeting when it was initially presented.
N. Hanko said she would move adoption of the manual, but would
also be proposing an amendment.
Motion: N. Hanko moved that the Board adopt Resolution 86-4,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Adopting
Personnel Policies and Procedures Manual. K. Duffy
seconded the motion.
Motion to Amend: N. Hanko moved that item C of Section 44 on
page 30 be amended to read: " . . .provided there is a
clear and identified work-related reason for such an
agreement. "
Discussion: N. Hanko stated that she felt strongly
about not approving Board policies that affect future
managers and that there was nothing specific about
what the agreements should say. N. Hanko said that she
believes there should be as few restrictions as possible
on District employees regarding employment outside the
District that does not interfere with their District
work and that she did not want the Board to tie the
hands of employees as to the type of work they do as
long as it does not interfere with their work for the
District.
There was no second to the motion to amend.
The motion to adopt the Resolution passed 6 to 0.
L. Dedication Status of District Lands and Proposed Changes in
Procedures (Report R-86-08, dated January 13, 1986)
H. Grench reviewed the staff report noting that State law now
mandates that the dedication of public land must be done by
resolution. He said he was proposing a process whereby
at first and second readings the Board could state its intention
to dedicate a property. He added that in December of each year
a dedication report and resolution would be presented to the Board.
He stated that the first resolution currently before the Board
would confirm previous dedications.
Motion: E. Shelley moved that the Board adopt Resolution 86-5,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Ratifying
Dedication of Certain District Lands to Public Open
Space Purposes with the deletion of the reference to
Resolution Number 86-6 from Section 1 of the Resolution ,and
with the addition of the interests in the Limekiln Canyon
area parcels (excluding the former Carter property) pre-
viously dedicated at the present meeting to Exhibit "A" of
the Resolution. D. Wendin seconded the motion.
Meeting 86-03 Page 8'
Discuss-Lon: C. Britton advised that he had not been
present wnen the Board voted to dedicate the Atwood
property and that he urged the Atwood property not
be dedicated in order to allow for a potential trade
of property rights.
Discussion centered on the Board' s right to change
its previous dedication action for the Atwood property.
E. Shelley stated that the purpose of dedicating the
Atwood property had been to bring the property' s
dedication into line with a policy the Board had not
as yet considered and that dedication had occurred
by motion and not by resolution. H. Grench suggested
that the Board reconsider its former motion in light
of the information provided by C. Britton and with-
hold the property from dedication at this time.
Motion: D. Wendin moved that the Board reconsider its vote on
the dedication of the Atwood property. H. Turner
seconded the motion.
Discussion : E. Shelley asked for a ruling from Legal
Counsel. S. Norton stated he had no difficulty with
the Board' s current action. N. Hanko stated that if
the Board was considering changing its dedication
position, the individuals who had addressed the Board
and who were present when the property was dedicated
should be notified and the item should be placed on
a future agenda. E. Shelley stated that, in his
opinion, it would be appropriate to reconsider the
dedication motion as the Board could always later
vote to dedicate the property.
Robin Marks said he is a prospective buyer for the
property adjacent to the Atwood property and advised
that an easement crosses the Bragg property and pro-
vides access to the Atwood property. He questioned
what affect dedication of the Atwood property would
have upon this easement. S. Norton stated he would
prefer the property be undedicated, noting that once
a property or easement was dedicated it was difficult
to undedicate.
The motion to reconsider the vote on dedication of
the Atwood property passed 6 to 0.
E. Shelley requested that staff advise the members of the
public who had been at the meeting during the Atwood agenda
item of the Board' s action pertaining to dedication of the
Atwood property.
Motion: D. Wendin moved that the Board amend the motion to
read as it was stated in the staff report and indicate
its intention to dedicate the property as public open
space. E. Shelley seconded the motion. The motion
was withdrawn to clarify better the Board' s action.
Motion : D. Wendin moved that the Board rescind the earlier
motion on the adoption of the Interim Use and Manage-
ment Plan for the Atwood property addition to El Sereno
Open Space Preserve including dedication of the property.
H. Turner seconded the motion. The motion passed 6 to 0 .
Meeting 86-03 Page 9
Motion : D. Wendin moved that the Board adopt the Interim Use
and Management Plan for the Atwood property addition
to the El Serena Open Space Preserve, including the
naming, and withhold the Property from dedication.
E. Shellev seconded the motion.
Discussion : Discussion centered on notification of
those individuals who had attended the meeting
earlier in the evening and public notification on use
of the Preserve. R. Bishop stated that anyone with
objections could be heard at a future Board meeting.
E. Shelley stated that the members of the public
who had been in attendance be notified by staff that
the reason for the change in vote was to allow for
possible trade of rights of parts of land to
neighboring land owners. N. Hanko stated that the
District notification policies should be changed to
provide that neighbors are notified of actions at the
first step of an acquisition and not wait until the
planning process has been completed.
The motion passed 6 to 0.
Motion: R. Bishop moved that the Board adopt Resolution 86-6,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Adopting an
Amended Policy for the Dedication of District Lands.
E. Shelley seconded the motion.
Discussion: N. Hanko stated it should be made clear
that when the Board states intention to dedicate
property it is not legally dedicated until the
resolution is adopted in December to dedicate
various properties.
Motion : E. Shelley moved to table the motion to adopt
Resolution 86-6 in order to complete consideration
of Resolution 86-5. D. Wendin seconded the motion.
The motion passed 6 to 0.
The motion to adopt Resolution 86-5 passed 6 to 0.
Motion: R. Bishop moved that the Board remove the motion to
adopt Resolution 86-6 from the table. E. Shelley
seconded the motion. The motion passed 6 to 0.
The motion to adopt Resolution 86-6 passed 6 to 0 .
H. Grench asked if there were any other undedicated properties
that would be prime candidates for dedication. K. Duffy stated
that she believed the Board had been too timid with conferring
dedication status on District lands. H. Grench said that a
prime area to consider dedication is Sierra Azul where there
are many pieces of disconnected land. N. Hanko stated that
she thought dedication should be withheld until after Santa
Clara County completes its open space plan which may include
new regulations that could affect the Mt. Umunhum Area.
Meeting 86-03 Page 10
M. Revision of Authorized Signatories for District Accounts for
District and Safe Deposit Boxes (Memorandum M-86-05, dated
January 9 , 1986)
J. Fiddes stated it was necessary to change authorized signatory
forms because of the change of Board officers.
Motion : H. Turner moved that the Board adopt Resolution 86-7,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Establishing
Financial Instrument Signatories of the District for
Santa Clara County Accounts . D. Wendin seconded the
motion. The motion passed 6 to 0 .
Motion: H. Turner moved that the Board adopt Resolution 86-8,
a .Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Approving
Certificate of Authority of Officers (First Interstate
Bank of California) . D. Wendin seconded the motion.
The motion passed 6 to 0.
Motion : H . Turner -,-,ic-.,ed that the Board adopt Resolution 86-9 , a
Resolution of the Board of Directors of the Midpeninsula
Regional Open Space District Authorizing Signing and
Endorsing Checks and Other Instruments for Savings
Account (First interstate Bank of California - Los Altos) .
D. Wendin seconded the motion . The motion passed 6 to 0 .
Motion ; H . Turner moved that the Board adopt Resolution 86-10 , a
Resolution of the Board of Directors of the Midpeninsula
Regional Open Space District Authorizing Signing and En-
dorsing Checks and Other Instruments for 'Checking Account
(First interstate Bank of California - Los Altos) ,
D. Wendin seconded the motion. The motion passed 6 to 0 .
Motion : H. Turner moved that the Board adopt Resolution 86-11,
a Resolution of the Board of Directors of the Mid-
peninsula eninsula Regional Open Space District Establishing
Signatories for Entering Safe Deposit Boxes (First
Interstate Bank of California - Los Altos) . D. Wendin
seconded the motion. The motion passed 6 to 0.
N. Renewal of Investment Authority (Memorandum M-86-02 of January 7 ,
!986)
Motion: H. Turner moved that the Board adopt Resolution 86-12,
a Resolution of the Board of Directors of the Mid-
peninsula Regional Open Space District Authorizing
Certain Board Employees to Invest Temporarily Idle
Funds in Securities Allowed by Government Code.
N. Hanko seconded the motion. The motion passed 6 to 0.
VIII . INFORMATIONAL REPORTS
H. Grench presented information regarding the 1986 Special Park
District Conference. He stated that funds had been budgeted to
allow attendance by a limited number of Board members.
Motion: E. Shelley moved that up to three Board members be
authorized to attend the 1986 Special Park District
Forum. He stated that funds had been budgeted to
motion passed 6 to 0.
Meeting 86-03 Page 11
D. Hansen reported that the Santa Clara County Historical Heritage
Commission had awarded a grant of $8, 000 to the Stortzes to be
used for roof repairs on the old homestead house at Picchetti.
J. Fiddes stated that staff is moving ahead with office space
design plans for the new office facilities. Discussion centered
on seating and placement of the Directors in the new Ward room.
E. Shelley noted that anyone wishing to give input on the office
space design should contact Office Space Committee members.
IX. CLAIMS
Motion: D. Wendin moved approval of the Revised Claims 86-02.
H. Turner seconded the motion. The motion passed 6 to 0.
X. CLOSED SESSION
S. Norton announced that litigation matters to be discussed in
Closed Session fell under subdivision (a) and (b) (1) and (b) (2)
of Government Code Section 54956 . 9. The Board recessed to Closed
Session at 11: 05 P.M.
XI . ADJOURNMENT
The Board reconvened to adjourn at 12 :10 A. M. , Thursday,
January 23, 1986 .
Doris Smith
Secretary
CLUFS No.
96-02
eeting 86-03
7_DPEN1NSUL:� OPENT SPACE DISTJ�ICT Date*. January 22, 10
L A 1 1.1 S Revised
11%an i o u n
Description
9075 2:D.0;C American �7d Resource Association Subscription
9076 13- Ame r i Gas Tank Rental
9077
AT&T Information Systems Telephone Equipment
9075 Bruce Baker's Skywood Gas & Towing Fuel :For District Vehicles
9073 Bay Muffler
District Vehicle Repair
9080 20.00 California EIR Monitor Subscription
9081 Californ7a eater Ss _-
7--ary Water sm_rvice
9082 122.24 David CamD
Re!-burs em.ent--Repa t rs on Ranger
Residence
9083 44-32 Clark's Auto Parts an,; ,j.c`:ine Shop Parts for District Vehicles
9081,
213-00, Com.mun icat ions Resaarc�n ,CmDany
Radio Service
9085 300.00 Susan Cretekos Patrol Services for January
I.908 0 112.24 Alice Cummincs Private Vehicle Expense
9087 23-93 Discount Office Supply Office Supplies
9088 26.41 El Monte Stationers Office Supplies
9089 33.40 John Escobar Reimbursement--Field Supplies and
9090 455.00 Jean Fiddes Training Expense
Reimbursement--Subscription
9091 21,444.00 First American Title Guaranty Co. Title Report acid Policy
9092 125.00 First American Title Insurance Co. Title Report
9093 500.00 Foss and Associates Personnel Consulting Fee--December
9094
39-16 Foster Brothers Field Supplies
9095 142-51 Home Electrical
Field Supplies
909,0
15-50 Hubbard and Johnson Field Supplies
9097 95-07 The Hub Schneider's Uniform Expense
9098 106-50 Langley Hill Quarry
Water System Repairs
9099 148.47 Light Impressions Photographic Supplies
9100 260.00
Los Gatos Garbage Company Dumpster Rental
9101 422.41 Minton's Lumber and Supply
Field Supplies
9102 61 -58
Norney's of Mountain View, Inc. Office Supplies
9103 393-37 On-Line Business Systems, Inc. Computer Service
9104 67.26 Orchard Supply Hardware Field Supplies
9105 627.27 Pacific Bell
Telephone Service
9106 450-38
Pacific Gas & Electric Company Utilities
9107 10.00 Peninsula Conservation Center Subscription
CLAIMS NO. 86-02
X Meeting: 86-03
Date: January 22, 198
Revised
At0Ui1t mare Description
9108 9i :' Recreat;U-a' Sc., penr c.
I n Un i fern Expense
9109 2` .� City of Sari_ za Agen�a Subscription
9110 `3.3 Shell Oil [-'0f7pany Fuel and Repairs for District
Vehicles
9111 Skyline C-unt,� Later District Water Service
9112 _ Swan Grap'.i I^
Ls, -. Typesetting
9113 17.3; Unocal Fuel for District Vehicles
�/
9114 ;;2.90 Xerox Cor?oration Maintenance Agreement
9115 25.23 Yardhird Equipment, Sa es cquip:ient Repair
5110 1 �✓ �� 727 _�_ z -=-ion C --
.'l Services
9117 317.10 Herbert- ;rerich
Reimbursement--Meal Conference anf
e ce
Conference Registration
9118 4 ,
,571 .52 California hater Service Co-pany Installation of Water ter Service at
Rancho San Antonio
9119 102.08 Petty Cash: Heal Conferences, Office Supplies
and Private Vehicle Expense
*Issued as emergency check on January 10, 1986
\ R-86-l2
MKDPENINSUL& REGIONAL OPEN SPACE DISTRICT
REPORT
February 3, 1986
TO: Board of Directors
FROM: M. FOster, Controller,
DATA PREPARATION: M. MCG0ugh, Accounting Specialist �
SUBJECT: Mid-Year Financial Statements
� Attached are unaudited financial statements for the six months ended December 31 , 1085'
�
Exhibit A contains the District's December 31 balance sheet compared to Our audited
June 30 position. As planned , Our cash balance has declined by $3' 1 million to
$6.2 million. $1 '6 million of this cash balance is restricted by the provisions of
our 1982 and 1985 promissory notes. AS detailed in Exhibit E, the District pur-
chased $5.4 million Of land -- $2.94 million for cash and $2.46 million for notes'
The District's outstanding debt now totals $17.0 million compared to an Official
debt capacity in excess Of $27 million.
Exhibit B shows our first half revenues compared to the same period in 1984. Property
tax revenue is coming in faster than planned and is now expected to 2xC8Sd the annual
budget by $150-160K. The property tax picture by county:
Budgeted P �
- --� �
3dDtd Clara f12% f15%
San Mateo f 6% f10%
� Interest income is running under plan due to heavy land purchases early in the year
and lower interest rate3. The only grant activity of the half was O $12K refund Of
of an over-payment. We did receive a $174K state grant on January 8^
Exhibits C and D review first half operational spending -- against the annual budget
/c\ and the time-phased six month budget /d\ ' The District spent 37% of its total �
annual Operations budget during the first six months. This is less than normal and
� indicates spending will not reach budgeted levels. Typically the District expends
� 40-45% of its annual budget in the first half.
�
First half spending was 34% below the time-phased program budgetS. However, about
two-thirds of this Variance is due to the usual front-loading of the program budgets
(managers budgeted 55% Of funds in the first half) . Based On analysis Of the vari-
ance and brief discussions with program leaders , we expect that operational spending
will be at least ll% /$270K\ below budget for the year. Most Of this relates to the
office move and Hassler demolition. Comments on the major first half variances :
l . Salaries and Benefits /$44K under) : Several positions Op2O during the period;
expect some additional underrUOS in the second half' However, the budget does not
include the approved raises for Board-appointees ($6K).
� 2. Contract Services /$56K under) : The major unspent item, development plans for
� SkvlCreek,— will 8 completed this year.
3. Structures d I ($30K under) : $26K of the funds budgeted for parking �
and barriers at Kennedy Road not likely to be spent this year due to extended public
review.
Mid-Year Financial StatemL..cu Page two
4. Printing and Duplicating /$14K under) : All budgeted projects are underway.
Direct mailing Of eminent domain policies not covered in budget.
5. Rent /$14K under) : Budget assumed move to new offices in October and $9K/mOnth
offiFe—rent, Our new rent will be $O month with three months free' Total VnderrVn
expected for the year is in excess Of $50K.
6, Equipment /$26K under) : $20K is budgeted for office computer equipment; may not
� happen this year due to delay in office move.
�
7. Leasehold Improvements /$154K under) : All associated with office move. Current
OUt| approximately $00K Of the budget will not be needed,
�
� 8~ Insurance ($12K over) : General rise in insurance rateS. We have been very lucky
3V Tar.
9. Site Preparation ($108K under) : Budgeted for the remaining Hassler demolition
costs. No more upending is planned. The underrun resulted from a year-end accrual
^ of a tlOOK+ outstanding bill into last year after the preliminary budget was adopted.
This is a timing difference, not a saving.
As shown on the bottom of Exhibit D, debt service payments Of $1 '7 million were in
accordance with the budget.
/
`
�
�
!
EXHIBIT A
Midpeninsula Regional Open Space District
Balance Sheet
December 31 and June 30, 1985
Dec. 31 , 1985 June 30, 1985
(Unaudited) (Audited)
Cash 4 Equivalents $ 5,200,046 $ 8,313,448
Receivables 2741,614 481 ,678
Prepaid Expenses 28,067 28,067
Land 62,838,214 57,276,706
Equipment 311 ,640 310,795
Structures & Improvements 395,371 378,112
Long Term Investment-Hassler Bonds 165,840 173,400
TOTAL ASSETS $69,213;792 $66,962,206
Accounts Payable $ 15,909 $ 125,182
Accrued Liabilities 41 ,521 75,378
Notes Payable 9,1681,133 7,396,292
Other Notes Payable:
Series A Promissory Notes 920,000 1 ,380,000
1982 Promissory Notes 4,200,000 4,800,000
1985 Promissory Notes 3;600;000 4,OA0 L000
TOTAL LIABILITIES $17,945,563 $17,776,852
TOTAL EQUITY $51 ,268,229 $49,185,354
EXHIBIT B
Midpeninsula Regional Open Space District
Six Month Revenue (Unaudited)
_ Six Months Ended December 31
1985 1984
Property Taxes $2,942,604 $2,546,951
Tax Subventions 81 ,637 26,757
Interest Income 284,086 320,828
Grant Income (12,494) 383,360
Rental Income 87,135 81 ,258
Fines 2,512 741
Other 82166 5,650
TOTAL RECEIPTS $3,393,646 $3,365,545
EXHIBIT C
Midpeninsula Regional Open Space District
First Half Operating Expenses vs. Annual Budget
July - December 1985
Annual 6 Month %
Budget Spending Remainder Sgent
Salaries $ 937,250 $414,415 $ 522,835 44%
Benefits 211 ,600 86,285 125,315 41
$1 ,148,850 $500,700 $ 648,150 44
Election Expense 1 ,500 -0- 1 ,500 0
Other Contract Services 164,200 37,370 126,830 22
Vehicle Expense 70,250 34,659 35,591 49
Site Maintenance Expense 57,650 24,796 321P854 43
Acquisition Expense (Incl .Legal) 98,000 69,649 38,351 61
Structures & Improvements 191 ,300 16,009 175,291 08
Printing & Duplicating 54,200 5,788 481,412 10
Rents & Leases 96,250 21 ,608 74,642 22
Training & Conferences 26,800 9,020 17,780 33
Equipment & Vehicles 45,600 1 ,050 44,550 02
Leasehold Improvements 155,000 1 ,250 153,750 Ol
Insurance 21 ,200 32,939 (11 ,739) (55)
Utilities 24,850 13,633 11 ,217 55
Other Non-Land 60,200 28,310 31 ,890 47
Subtotal $2,215,850 $786,781 $1 ,429,069 35
Site Preparation 210,000 1012623 108,377 48
TOTAL (NON-LAND) $2,425,850 $888,404 $1 ,537,446 37
EXHIBIT D
Midpeninsula Regional Open Space District
First Half Operating Expenses vs. Budget
July - December 1985
Budget Actual Variance
Salaries $ 438,803 $414,415 $ 24,388
Benefits 106,340 86,285 20,055
Election Expense 750 -0- 750
Other Contract Services 93,189 37,370 55,819
Vehicle Expense 41 ,780 34,659 7,121
Site Maintenance Expense 35,427 24,796 10,631
Acquisition Expense (Incl .Legal ) 51,202 59,649 (8,447)
Structures & Improvements 45,705 16,009 29,696
Printing & Duplicating 19,501 5,788 13,713
Rents & Leases 35,400 21 ,608 13,792
Training & Conferences 12,882 9,020 3,862
Equipment & Vehicles 27,500 1 ,050 26,450
Leasehold Improvements 155,000 1 ,250 153,750
Insurance 21 ,200 32,939 (11 ,739)
Utilities 13,502 13,633 (131)
Other 34P611 28,310 6,301
Subtotal $1 ,132,792 $786,781 $346,011
Site Preparation 210,000 101 ,623 108,377
TOTAL (NON-LAND) $1 ,342,792 $888,404 $454,388
DEBT SERVICE
Principal Repayment $1 ,253,773 $1 ,253,773 -0-
Interest 441 ,030 441 ,030 -0-
Total Principal & Interest $1 ,694,803 $1 ,694,803 -0-
I
EXHIBIT E
Midpeninsula Regional Open Space District
Land Purchased and Notes Inssued
July 1 to December 31 , 1985
Seller Preserve Price Cash Notes
Darling La Honda $ 176,300 $ 35,300 $ 141 ,000 (1)
Oden Sierra Azul 172,500 172,500
Hosking Corte Madera 3,691 ,451 1 ,497,451 2,194,000 (2)
Closs Rancho 160,000 32,000 128,000 (3)
POST Coal Creek 193,825 193,825
Daley El Sereno 80,000 80,000
Baldwin-Wallace Sierra Azul 830,000 830,000
Atwood El Sereno 100,000 100,000
$5,404,076 $2,941 ,076 $2,463,000
1985-86 Budget $4,834,000
% Spent 61%
I
(1) 10 years, 7%
(2) 5 years, 8% ($966K) , 10 years, 8% ($750K) , 10 years, 9% ($478K)
(3) 10 years 8%
WRITTEN COMMUNICATION
Meeting 86-04
F 2, 1986
United States Department of the Interior
GEOLOGICAL SURVEY RESPONSE ACTION PROPOSED BY STAFF
_ Board President Acknowledge/Respond
_ Director Acknowledge/Respond
Staff Acknowledge/Respond
_ Draft Response Attached
Board of Directors Staff to be Directed to Prepare Draft
Mid-Peninsula Regional Open Space District — Response for Board Consideration per
Board Directive(s)
Other
Dear Members of the ',Board:
I am a docent for the district, and as such I spend a good deal of my time
conducting hikes along the Stevens Creek Nature Trail (SCENT) at Montebello
preserve. At the onset of this years' rainy season, I began to notice an
abnormal amount of trail damage resulting from the ever-increasing use of
"mountain" bicycles on the more delicate sections of the SCENT trail. On
the weekend of January 18, I counted no less than 15 such bikes ripping through
the muddier parts of that trail. One group of 10 adults using these bicycles
told me boastfully that they had not an hour before been warned by the on-
duty ranger not to use their vehicles on the SCENT trail.
bring his to our attention because the usea a of mountain bikes has
I b this y g
very markedly increased since last year at this time. I am told that Montebello
O.S.P, trails appear in the newsletters of bicycling clubs as a prime off-
road use area. This would seem to be borne out by the amount of off-trail
tracks bearing mountain-tire tread marks that I have seen all over this and
other preserves. As I am also conducting a geologic mapping project in the
Montebello O.S.P. , I wander about in some of the less-frequently travelled
portions of the preserve. I have seen bicycle treads on even some of the
steepest deer and other game trails. Once unvisited and unspoiled tracts of
preserve land are suffering at the whims of these folks who, when chided
for their behavior, complain "we have to go somewhere".
f
i United States Department of the Interior
GEOLOGICAL SURVEY
I would like to propose a solution to this thorny problem. Installation of
trail bars similar to water bars, but of a stouter nature (wooden 4 by 4's) ,
would, if installed at random intervals along the steeper and more
suaceptable stretches of the SCENT trail ( and elsewhere, as needed ) , would
deter even the hardiest off-road cyclists from using these trails.
I don't propose this be applied on the more durable gravelly portions of
the SCENT and other preserve trails: only those stretches obviously now
suffering from overuse by cyclists and those that are normally very muddy
during the rainy season need be barred.
Please consider this to be a semi-official expression of interest, both in
my capacity as an MROSD volunteer and as a geologist-guest upon the districts'
land conducting research. I hope you will give my comments and proposal
some consideration, particularly as the damage has such immediate import.
Yours in service to all open spaces,
Michael T, Garrison
U,S, Geological Survey
Geologic Division
Menlo Park, Ca.
IWL e
1414bi
a WC
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
The agenda material relating to the Open Space Management Five
Year Staffing Master Plan will be mailed under separate cover
or delivered to you.
I
R-86-14
i
(Meeting 86-04
OF February 12 , 1986)
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
REPORT
February 7 , 1986
TO: Board of Directors
FROM: H. Grench, General Manager
RESPONSIBILITY AND PREPARATION : D. Hansen Land •Mana er J. Boland
Manager; ,
Operations Supervisor; D. Woods , Open
Space Planner; J. Fiddes , Manager of
Administrative Services
SUBJECT: Open Space Management Five Year Staffing Master Plan
Recommendation:
I recommend that you review the Five Year Open Space Management Staffing
Master Plan at your February 12 meeting, refer the report and its
budgetary implications to the Budget Committee for detailed review, and
continue consideration of the item to your February 26 meeting.
At the February 26 meeting, staff will be requesting that you:
1) tentatively approve in concept the Five Year Open Space Management
Staffing Plan;
2) approve the immediate staffing actions recommended, specifically
a) the creation and filling of the Supervising Ranger positions and
the Administrative Assistant position, including approval of job
specifications and salary ranges for these positions, and
b) approve the addition of one new Ranger position; and
3) approve in concept the staffing changes proposed for the 1986-1987
fiscal year in order to allow staff to incorporate them into the
proposed budget for the Open Space Management Program.
Introduction: Within the District 's Basic Policies adoptedby the Board in
March 1974 and amended in May 1980 , the third Land Management Policy objec-
tive states that "The District will follow a land management policy that
provides proper care of open space land, allowing public ac ess appropriate
to the nature of the land consistent with ecological values . " At the same
time, Policy 5a states that "Because the District is committed to maximum
acquisition effort, it will keep administrative expenses low by operating
with a limited staff and by utilizing the help of already existing govern-
mental and private agencies and contractual services . "
At this time, these policies have become somewhat contradic cry for the Dis-
trict 's Open Space Management Program, especially with resp et to providing
"proper" care of the District 's land while operating with a "limited staff"
aided by outside contractual, volunteer, or other-governmental assistance.
This is not to say that expenses cannot still be kept relat"vely low, but
the terms "proper" and "limited" are nebulous terms offerin3 a broad range
of individual standards in their interpretation.
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MIDPENINSULA RE(;1ONAL OPEN SPACE DISTRICT a /�
M.R.O.S.D. Boundary
District Open Space Lands acquired ��llGG
prior to 7180
Major city, county, and stab parks
and open space preserves
PTTJf District Open Space Lands acquired
Y//� after 7180
R-86-14 Page Two
Realistically, compatibility of these terms and the Open Space Management
Budget Guidelines have been stretched to their limits , and job speciali-
zation and increased staffing, even with a continuing strong use of outside
help, where practical, are inevitable needs of the program.
To address these problems , Key Projects and Activities in both the 1984-1985
and 1985-1986 Action Plans state :
"Evaluate Open Space Management Planning and field staffing needs
in light of increased acreage and of District land holdings , and
make recommendations , as required, to the Board for implementation
through the regular budget process. " , and
"Implement the plan for staffing changes for Open Space Management
as approved by the Board of Directors . "
The following five year staffing Master Plan is presented for your review and
consideration. You had agreed during the 1985-1986 budget formulation
process that, in light of potential staffing needs , the current Open Space
Management budget was to be considered a "holding" budget and that revisions
would be considered during the 1985-1986 fiscal year to adopt and implement
both a proposed staffing plan and revised Open Space Management Budget
Guidelines . (See reports R-85-32 dated June 20 , 1985 , and R-85-34 dated
June 21 , 1985) .
Background: It has been approximately five years since any significant
staffing changes or plans were made within the Open Space Management Pro-
gram. About that time, the following staffing changes occurred:
1 . The five Patrol and Construction Ranger positions were changed to a
generalist Ranger classification;
2 . The Open Space Planner and Associate Open Space Planner positions were
created by changing the Environmental Management Planner position and
eliminating the Environmental Resource Planner position;
3 . The three Lead Ranger positions were created and filled by existing
Rangers;
4 . The Environmental Analyst/Writer was hired as a half-time position;
5 . The Coordinator of Volunteers was changed from a contract position to
a regular half-time staff position; and
6 . The Operations worker/CETA positions were eliminated, because the CETA
program was phased out by the federal government.
These changes , which were based on recommendations in the Foss and Associates
studies of May and November 1979 and on follow-up studies by the previous
Land Manager , had offered better continuity, an opportunity for personal
growth, and a clear delineation of supervision both in the field and office
staff hierarchies. The changes have worked well in keeping to a limited
budget geared mainly to site protection and maintenance.
However, within the same five year time frame, the following changes have
occured in terms of District lands :
1. Acreage has doubled from 10 ,000 to 20 ,500 acres and seven major new pre-
serves have been created (see the following District 1980 and current
lands map) ;
R-86-14 Page Three
2 . Acreage in the remote corners of the District has quadrupled and is
generally much more visually and physically inaccessible to the public
and to Ranger staff, and it is difficult to manage (i.e. , rugged, steep
terrain,
more dense chapparal or coniferous forests , many off-road
vehicle problems and other illegal activities and up to an hour 's drive
for Rangers from existing Ranger offices) ;
3 . District site facilities (i.e. , gates , signs, parking lots, restrooms ,
miles of roads and trails , camps , residences) to design, install and
maintain have about tripled in number;
4 . Site reports, planning studies, major development or renovation projects ,
CEQA requirements, and grants and special projects have been about doubled
in number; and
5 . Site visitation has doubled and has increased in all areas of the Dis-
trict with an estimated one-quarter million visitor days occurring
over the past year on all sites .
On the other hand, over the past five years :
1. The Open Space Management administrative and planning staff has increased
by half a position when the Environmental Analyst position was converted
to a regular full-time position;
2 . The docent program has remained steady in number at about 60 active
docents , but a significant increase has occurred with other volunteers
who mainly provide manual labor for trail construction and maintenance
and require strong supervision;
3 . The field staff has increased from nine to twelve uniformed Rangers,
which includes the three Lead Rangers and the Operations Supervisor who
have been functioning in an increasing managerial or supervisorial role;
4 . The three temporary part-time Ranger Aide positions have been added and
are involved in supervised construction and maintenance roles , but not
patrol;
5 . only two additional Code 3 District patrol vehicles were purchased;
6. On-site Ranger residences have increased from four to six and facility
caretaker positions have increased from four to eight.
This comparison of increased Land Management responsibilities versus in-
creases in staff is not intended as negative; in fact; redeployment of field
staff , for example, has led to greater efficiency and helped to cope with
increased site usage.
Exhibit "A" shows the existing staffing structure of the Open Space Manage-
ment Program, which currently has 18 full-time positions , one half-time
position and three temporary positions in an extra-hire or seasonal capacity.
(Note : All exhibits referred to in this report have been place alphabetically
at the end of the report. )
R-86-14 Page Four
Data Collection: As part of the background research for this staffing
Master Plan, all current Open Space Management staff members were asked
to complete a questionnaire concerning how each employee viewed his or
her current job duties, as well as the direction the employee felt his
or her job appeared to be taking. This information, along with additional
information from select follow-up interviews, and reviews of functions
of other parks and open space agencies was reviewed by the Land Manager
who then submitted a draft staffing recommendation to me for consider-
ation. An extensive series of discussions involving the Land Manager
and myself, other management staff members, and District Personnel
Consultant Gary Foss were held prior to formulating the final staffing
requests presented to you for consideration in this report.
Most notable general trends contained in the employees' questionnaires
regarding current staff positions were: (1) a need to relieve or
delegate responsibilities and workload for management and supervisorial
positions; (2) a need to create a strong field supervising ranger
position to aid the Operations Supervisor; (3) a need to relieve the
heavy workload in the planning section; (4) a return to or need to
strengthen the patrolling of all sites including the newer, more remote
areas; (5) a need to provide increased supervision of volunteers and
to respond to the push to increase volunteer docent and contract
management programs; and (6) a need to create a framework for future
staffing and individual growth opportunities within both the decentralized
field operations subprogram and the planning program.
Underlying trends over the last two years that may not be quite so
obvious include : (1) the weakening of field staff-office staff working
relationships; (2) a lowering of time spent on long-range management
and planning studies and special projects affecting the health of site-
specific floral, geological, hydrological, and faunal resources; (3) a
rise in paperwork; (4) disproportionate emphasis on building maintenance
and disposition jobs (including aiding the Enterprise Subprogram) ;
(5) the substantial rise in answering to and dealing with thepublic
in workshops, via letters and telephone calls, at Board or staff-level
meetings, or in the field; and (6) interruption of work flow by assign-
ments arising from public appeals to the Board regarding site problems.
Master Plan Staffing Needs and Recommendations: It is clear that new,
increased limits need to be placed on the Open Space Management budget
in order to keep up with the changes that have evolved over the past
five years, as well as inevitable growth during the next five years.
The key items involve maintaining a limited, but not overtaxed staff,
that can handle a steady increase in (1) major site access and develop-
ment projects; (2) the review and monitoring of natural site conditions
and maintenance of built facilities; (3) new, remote, and difficult
lands to patrol ; and (4) public site visitation. If changes do not
occur, proper site stewardship will not be met.
I am proposing some immediate staffing changes to allow the Open Space
Management Program to cope with current needs, as well as additional
significant staffing changes over the next five years. However, there
are two major issues that have policy implications not only in terms
of Basic Policies cited earlier but also in terms of assumptions
dealing specifically with site management that first need to be clarified.
R-86-14 Page Five
These two issues are (1) the level of use of outside contract or
volunteer assistance to manage District lands; and (2) the move from
a centralized "all rangers dealing with all sites" management plan to
a decentralized area and job specific plan which utilizes staff in
specific geographic areas or job tasks.
1) Outside Contract Assistance. The Open Space Management section has
had an on-going program of utilizing contractual or caretaking
assistance in both the Planning and Operations Subprograms.
Volunteer assistance has increased greatly for site protection,
maintenance, and interpretation. However, to say that these kinds
of options can be used as a substitute for regular staff growth
is not being realistic. Site caretakers are not Rangers, but are
merely added eyes and ears to inform and aid the Rangers in curbing
site problems. Site caretakers will continue to be used in the
more remote or little used areas of the District where Ranger patrol
is infrequent. Volunteer assistance and cooperative mutual aid
contracts with other agencies will, hopefully, also increase sub-
stantially over the next few years. However, other park agencies
have their own budget and site limitations and without mutual
benefit cannot extend their staffs to deal with District lands.
In addition, the Trail Information and Volunteer Center cannot be
expected to cover all District volunteer site improvement projects.
TIVC has only a half-time coordinator dealing with encouraging
volunteer trail construction and maintenance assistance for many
agencies (including the District) in a four county area. Though
cooperative agreements for trail projects will continue to be made
with TIVC, all other potential volunteer site development and
maintenance projects for the District will require our own in-house
staff guidance, organization, and supervision.
Finally, District volunteer docents will continue to be the major
group dealing with site interpretation and environmental education.
2) Decentralized Versus Centralized Site Management
Until late 1984, all District sites were patrolled and maintained
by every District Ranger according to an assigned schedule. This
centralized type of coverage was controlled from the main Ranger
office at the Rancho San Antonio Open Space Preserve and was an
excellent way to manage the limited range of District lands. Up
until a few years ago, most of the District's preserves were in a
30 to 45 minute drive from the Ranger yard. Today, it can take
up to one hour to drive to a site from Rancho San Antonio. This
fact becomes obvious by the attached map which includes the
District's latest (and remote) acquisitions.
In January 1985, the field staff was split into three distinct
geographical groups (Foothills , Skyline, and Crew) . This decen-
tralized approach to managing the District' s preserves had Proved
to be both cost effective and prudent both in terms of additional
site coverage and better use of District vehicles. It is obvious
that additional geographical field units will be beneficial to
the District, its lands, and in terms of service provided the public.
Through approval of this staffing plan, you are supporting further
adherence to this decentralized management plan which staff feels is
the most cost beneficial and practical way to deal with the manage-
ment of District lands.
R-86-14 Page Six
A. Summary of Phased Staffing Master Plan Outline
With this background in mind, I am recommending the following
five year Staffing Master Plan. For clarification, please
refer to the staffing exhibits attached.
Immediate: a) Create three Supervising Ranger positions
and offer promotions to current Lead Rangers.
b) Hire a contract or extra-hire Planner-
Engineer to help on planning and capital
improvements work for the next six months.
c) Approve the filling of one new Ranger
position bringing the number of employees
in the Ranger classification to nine. Fill
two vacant Ranger positions at same time.
d) Hire four Ranger Aides until the end of the
1985-1986 fiscal year.
e) Create and fill a Land Management Admini-
strative Assistant position.
By the end of
FY 1986-1987 a) Create the Principal Open Space Planner
position and offer promotion to the current
Open Space Planner.
b) Hire a full time (or possibly part time)
Planner-Engineer position if warranted.
c) Offer promotion to the Associate Open Space
Planner to a revised Open Space Planner
position. Leave the Associate Open Space
Planner position vacant for a year, or as
the work load warrants.
d) Hire a half-time Volunteer Coordinator
position. The Docent Coordinator position
would remain a half-time position.
e) Hire one new Ranger so that staff can better
handle the needs of the east of Highway 17
(Sierra Azul) area.
f) Offer promotion to a Ranger to a Crew Senior
Ranger position.
g) Create an Open Space Technician position
with four open slots and fill with existing
Ranger Aides and/or new personnel. Hire
one seasonal Open Space Technician.
h) Hire a draftsperson (part-time or extra hire)
as the need arises.
By the end of
FY 1988-1989 a) Hire a new Associate Open Space Planner.
b) Offer promotion to two Rangers to a Senior
Ranger position.
c) Hire two new full-time Open Space Technicians
and bring on two new seasonal or part-time
technicians as the need arises.
R-86-14 Page Seven
d) Hire one new Ranger so that staff can
better handle the needs of the North
Skyline area.
e) Hire a Mechanic-Heavy Duty Equipment Operator.
By the end of
FY 1990-1991 a) Hire a full-time draftsperson if the need
exists.
b) Consider creating and filling an Assistant
Architect-Engineer or a Resource Analyst
position depending on the planning program
needs.
c) Hire a half-time field secretary.
d) Change the job titles of the Crew Supervising
Ranger to Yard and Construction Supervisor
(or something similar) and the Crew Senior
Ranger to Senior Crew Person.
e) Hire or promote a Crew Leadperson.
f) Hire or promote two new Senior Rangers
(consider promoting Senior Rangers to the
Lead Ranger classification if it is
necessary for them to have stronger super-
visorial duties over Rangers and Open Space
Technicians) .
g) Hire two new Rangers.
h) Hire one new permanent Open Space Technician
bringing the number of permanent technicians
to six and hire three additional seasonal
Technicians bringing the number of seasonal
Technicians to six.
B. Immediate Staffing Needs and Recommended Actions
1. Planning, Design, and Development Subprogram
A sum of $15, 000 was identified in this subprogram' s 1985-1986
budget report as contingency for the hiring of a person to
provide planning and engineering support on a contract or
temporary hire basis. This person will provide aide to the
planning staff on the implementation of major site improvement
or other planning projects. Chart exhibit "B" attached shows
the current major projects list, timetable, and associated
staffing requirements. I am suggesting that surplus funds
identified in the site preparation account of the current
Open Space Management budget be transferred and utilized for
the extra hire Planner-Engineer position for the remaining
months of this fiscal year to aid staff with overseeing and
completing the planning workload.
The Planner-Engineer would work directly under the supervision
of the Open Space Planner. A determination would be made as
to whether to continue occasional extra-hire or consultant
planning assistance or whether to create and fill a new
Planner-Engineer position.
R-86-14 Page Eight
2. Operations, Maintenance, and Volunteer Subprogram
This subprogram has the most urgent need for some immediate
staffing changes to allow current staff members to cope with
shifting job tasks and growing responsibilities, as well as
to bolster the geographical field delineation made this past
year, dividing the District into three distinct work units.
It is apparent that the Operation Supervisor is no longer
able to focus enough time on supervision of District field
personnel and operations because of having to dedicate a
significant amount of time to the administration of special
projects, public and private liaison, and planning functions.
Out of necessity, the Operations Supervisor has had to
delegate the following responsibilities to the Lead Rangers :
a) coordinating an assigned geographic or operations sub-
section (i.e. , Skyline or Foothills geographic areas,
or the crew/shop assignment) ;
b) assisting the Operations Supervisor with the preparation
and administration of the field operations budget;
c) preparing monthly personnel schedules;
d) assuming a greater role in overseeing contracted services;
and
e) working more closely with planning staff members.
Consequently, the Lead Rangers now spend more of their time
(approximately 35%) working in an administrative capacity
and less of their time in the field providing direct super-
vision of patrol or maintenance functions that were specified
in original Lead Ranger job description and as I originally
intended occur.
In order to alleviate the Operation Supervisor' s workload,
as well as to assist the Land Manager and Open Space Planner
in their increasing administrative duties, I am recommending
the immediate creation of a Land Management Administrative
Assistant position. This would be a position, supervised
by the Land Manager, that would focus most of his/her work
time on the Operations Subprogram. A general listing of
the job duties to be included in this position is attached
as exhibit "C" .
In order to meet the need for strong geographically oriented
field supervision, I am recommending that three new Super-
vising Ranger positions be created. The current Lead Rangers
would be offered promotions to this position.
In addition to the proposed Administrative Assistant and
Supervising Ranger positions being proposed for approval,
I recommend that you give your final approval to the creation
of the contingent Ranger position discussed during the acqui-
sition of the former Hoskin g property. In addition, I am
III
directing that a fourth Ranger Aide be retained for the
remainder of the fiscal year and any vacant aide positions
717--iled as vacancies occur to help free Rangers ' time for
site patrol and to aid with site development and maintenance
projects planned for the remainder of this fiscal year.
Adequate funds are available in the current budget for the
R-86-14 Page Nine
Ranger and Ranger Aide positions. The Ranger job description
will also be updated to reflect better the occasional super-
vision Rangers provide for Ranger Aides and volunteers.
Summary: Recommended Immediate Staffing Actions
I recommend that at the February 26 meeting you:
1. Approve the Land Management Administrative Assistant position
for immediate hiring.
2. Approve the new Supervising Ranger positions.
3. Approve the hiring of one new (9th) Ranger and direct staff to
refine the Ranger job description to include occasional super-
visorial and other tasks appropriate to the classification.
At the same time, I am directing that staff:
1. Fill four Ranger Aides positions on an extra-hire basis for
the remainder of the fiscal year;
2. Complete the hiring of an extra-hire Planner-Engineer position
or consultant to aid with the implementation of major site
development projects for the next six months with funds
transferred from an underspent Open Space Management account;
3. Offer a promotion to the three Lead Rangers to the Supervising
Ranger position and grant an acting pay award for work done
since the beginning of the current fiscal year; and
4 . Complete the hiring process for two currently vacant Ranger
Positions.
The immediate addition of these staff members accurately reflects
projections in the staffing scenario chart presented during 1984-1985
budget approval process (see chart attached as exhibit "D") . This
chart showed a steady staffing increase over a ten year period
based on a 9% growth guideline and a steady 1000-acre-per-year-
District-wide acreage increase.
Of immediate importance, along with hiring of the above staff, is
the need to stress more frequent Patrol coverage of all District
lands, especially those areas east of Highway 17. Strong consideration
is being given to installing a resident Ranger in the Sierra Azul Area.
A revised residency plan will be presented to you in the next six
months with recommended changes. Consideration will also be given
to securing caretaker help in the area. Additionally, staff will be
presenting to you for consideration specific recommendations on
contracting for Santa Clara County Sheriff' s assistance in the forth-
coming Mt. Umunhum Area Use and Management Plan review.
The Baylands and Hassler areas will be emphasized as areas where
strong cooperative support from other agencies for site coverage
will be sought. Preliminary discussions have been carried out with
the San Mateo County Parks and Recreation Department, the State
Department of Fish and Game, and the Federal Fish and Wildlife
Service concerning possible cooperative management agreements.
The installation of a State Fish and Game officer as a caretaker
at the El Corte de Madera Creek Preserve has helped with problems
in that area, as will a forester under contract with the District
to oversee logging in the option parcels adjacent to this particular
Preserve.
R-86-14 Page Ten
C. Proposed Staffing Plan for Fiscal Year 1986-1987
In keeping with the 1984 Open Space Management growth scenario
chart (see exhibit "D") , field and office staffs would continue
to grow in a planned manner. Consideration has been given,
however, not to just adding "bodies" , but to looking at creative
alternatives with an eye to the long range staffing needs. It
is staff' s goal that well qualified, well rounded Rangers
continue to be present on all sites as the primary field staff
members. ,
The Relative Site Emphasis Plan should also continue to be
adhered to in relation to site development and publicity. This
has been difficult to accomplish, however, with all the recent
public involvement in site issues, and increased staff must be
added to cope with increased use, development, and site problems.
Anything less than a staffing growth which meets District needs
in both the field and office operations would jeopardize
responsible stewardship of the District' s resources. As I
have mentioned, outside contracts and management support from
other agencies and the help of volunteers will continue to be
stressed, but these options are far from a panacea.
The proposed staffing recommendations for 1986-1987 would better
realign the Open Space Management Program to the Program' s tasks
and needs outlined earlier. (Refer to exhibit "E" to review the
hierarchy of proposed positions. )
a) Operations, Maintenance, and Volunteer Subprogram (1986-1987)
As a departure from past field positions, I am recommending
that a new Open Space Technician position be created, similar
to the current Ranger Aide position. The Open Space Technician
would concentrate on increased site coverage duties and
visitor services and would perform maintenance and construction
duties. This position could serve as an entry-level field
position that could logically lead qualified incumbents to
vacant Ranger positions. The Open Space Technician would wear
a uniform, carry a radio, but would not have peace officer' s
status or law enforcement powers and responsibilities (except
to give verbal and written warnings) . Technicians could also
be hired on a part-time or extra hire seasonal basis in the
months when public site use or construction needs increase.
I recommend the creation of two half-time positions to handle
distinct docent and volunteer activities. These two positions
would be the Docent Coordinator and the Volunteer Coordinator,
and would be replacements to the current half-time Coordinator
of Volunteer Programs position. Both positions would
continue to be supervised by the Operations Supervisor. In
general, the Volunteer Coordinator would be responsible for
volunteers during trail and site construction, mounted or
foot patrol, maintenance, and related projects , while the
Docent Coordinator would be responsible for docent, inter-
pretive, and visitor service volunteer programs. It is felt
that these two positions will complement each other on a
partial job-sharing basis.
During fiscal year 1986-1987 staff will continue to discuss
R-86-14 Page Eleven
the possibility of shifting the Docent Coordinator position
to the Communications Program. ' Initial staff discussions
on this question have already occurred.
In addition, I recommend the creation of a tenth full time
Ranger position by the end of the 1986-1987 fiscal year to
handle additional duties in the south District area.
Finally, I recommend the creation of a Crew Senior Ranger
position. This job could be a promotional opportunity for
e xiii_t—inq Rangers and would allow full flexibility by having
two small crew groups working in separate areas of the District.
This position, which would be supervised by the Crew Super-
vising Ranger, would also allow the Crew Supervising Ranger
to complete office and yard duties without leaving the Open
Space Technicians unsupervised in the field.
b) Planning, Design, and Development Subprogram (1986-1987)
I envision the addition of two regular, full-time positions
and possibly a half-time or extra-hire draftsperson by the
end of 1986-1987. First, depending on the success of the
contract planner situation, I may recommend hiring a part or
full-time (2robably full-time) Open Space Engineer-Architec:E.
The person filling this position should have several years
experience in contract administration to assist in the
implementation of various site improvements. There is a strong
need for this type of position to aid in the implementation
of field-work contracts and to do minor design projects, such
as the Kennedy Trails parking lot. The position would help
free up the workload of several positions at both the field
and office project level, and it would be supervised by
the Principal Open Space Planner.
The contract planning position recommended for immediate
filling in 1985-1986 would not necessarily lead into this
Engineer-Architect position, although the contract planner
may be qualified to apply.
The Principal Open Space Planner position that I am recommending
would allow for better supervision and management of the
entire planning staff and would lessen the workload on the
Land Manager. This position would also directly supervise
the Environmental Analyst and would help strengthen the
daily work direction of this position. The current Open
Space Planner would be offered a promotion to this Principal
Open Space Planner position.
The current Associate Open Space Planner would be offered a
promotion to a revamped Open Space Planner position. The
responsibilities and salary range for the Open Space Planner
would be on a somewhat lower level than the present position.
Finally, I would see budgeting funds to hire an extra-hire
draftsperson as the need arose in the coming year to assist
the planning staff.
R-86-14 Page Twelve
Summary: Recommended Staffing Actions to be Considered During
Fiscal Year 1986-1987 :
By the end of the fiscal year 1986-1987 period, I foresee the
following staffing actions to have been made:
a) Approval of the Principal Open Space Planner position (Board action)
and offer a promotion to the current Open Space Planner to that
position (administrative action) .
b) Approval of an Engineer-Architect position if warranted (Board
action) and filling of the position (administrative action)
c) Approval of the redefined Open Space Planner position (Board action)
and offering a promotion to the current Associate Open Space
Planner to fill the Position (administrative action) .
d) Approval of the half-time Volunteer Coordinator position (Board
action) and filling of the position (administrative action)
e) Approve the hiring of one new Ranger for the East of 17 (Foothill)
area (Board action) .
f) Approval of the Crew Senior Ranger position (Board action) and
filling of the Position, probably by promotion (administrative
action) .
g) Approval of the Open Space Technician position (Board action) and
filling of the position (administrative action) . Funding to
hire one new seasonal Open Space Technician (Board budget action) .
D. One to Three Year Proposed Staffing Recommendations
From the end of fiscal year 1986-1987 to the end of fiscal year 1988-1989,
field and office staff numbers would continue to grow. In addition,
the Ranger force would commence a further geographic split to cope
for specific patrol needs in the Sierra Azul and El Sereno area of
the District and the north Skyline redwood preserves areas. To
accommodate this split, I foresee the creation of two Senior Ranger
positions who would be assigned to the new geographic areas. These
positions would be filled by either promotion or through an outside
hiring process. The two existing field Supervising Rangers would
continue to oversee both Skyline and Foothills areas, even though
the areas have been split. The Senior Ranger positions would not have
the full range of responsibilities that the current Lead Ranger
positions have, but would aid Supervising Rangers in field and shift
supervision. I foresee hiring additional Ranger and Open Space
Technician positions and creating and filling the Mechanic-Equipment
Operator position which has been studied and discussed in the 1985-1986
budget preparations.
The Associate Open S2ace Planner 2osition would be filled as necessary
in fiscal year 1987-1988.
Summary: Staffing Actions to be Considered by the End of Fiscal Year
1988-1989
a) Approval of the filling of Associate Open Space Planner position
(Board action) and fill the position (administrative action) .
b) Approval of a Senior Ranger position, which is similar to the
original concept of the Lead Ranger position (Board action) , and
filling of the positions by promotion or outside hire (administrative
action) .
R-86-14 Page Thirteen
c) Approval to hire two new full-time Open Space Technicians (Board action)
and to hire two new seasonal Technicians as the need arises . (Board
budget action)
d) Approval of the hiring of one new (North Skyline) Ranger.
(Board action)
e) Creation of the Mechanic-Equipment Operator position (Board action)
and filling of the position by the end of the 1988-1989 fiscal
year. (administrative action)
Exhibit "F" illustrates staffing at this point if all proposed
staffing recommendations are approved.
E. Three to Five Year Staffing Recommendations
For fiscal years 1989-1990 and 1990-1991, steady staff growth would
continue to around the 32 full-time employees noted in the 1984
growth scenario. It should be understood that during this three to
five year period, the staffing Master Plan must be flexible in
terms of designation of specific positions to be added. Much will
depend on initial implementation of the staffing plan and the prevailing
emphasis of the Open Space Management program. However, staff must
continue to be added as long as new lands are acquired and public
usage of the sites increases. I foresee the addition of two new
Rangers, one new permanent Open Space Technician, and three seasonal
Open Space Technicians, with consideration made to promotions from
existing staff. In addition, I envision creation of a half-time
field secretary position' which would be added to assist staff in
the field offices. For the planning staff, depending on the
District' s emphasis at the time, either a Resource Analyst position
might be added to aid the Environmental Analyst with site resource
management planning and research, or, if site development is the
major consideration, an Assistant Architect or Engineer position
could be considered.
At this point, I anticipate that Crew maintenance and construction
tasks will no longer be performed or supervised by members of the
Ranger staff. Therefore, the title Ranger will be eliminated from
the job titles involved, and job specifications for the positions
would be rewritten appropriately.
Summary: Staffing Actions to be Considered by the End of Fiscal Year
1-990-1991
a) Approval of a full-time draftsperson if the need is there. (Board
action)
b) Creation of an Assistant Architect-Engineer or a Resource Analyst
position depending on the needs of the subprogram (Board action)
and filling the position. ( administrative action)
c) Approval of a half-time field secretary. (Board action)
d) Approval of revised Crew Supervising Ranger and Crew Senior Ranger
positions. (Board action)
e) Hire a Senior Leadperson (or promote) for Crew. (Board action)
f) Approval to fill two Senior Ranger positions with consideration
to changing the Senior Ranger job description to provide possibly
stronger supervision of the Rangers and Open Space Technicians.
(Board action)
R-86-14 Page Fourteen
g) Approval to hire two new Rangers with one for the Central Skyline
area and one for the Sierra Azul area. (Board action)
h) Approval to hire one new permanent Open Space Technician to bring
the permanent number to six (Board action) and approval to hire three
additional seasonal Technicians to bring the part time or seasonals
to six . (Board budget action)
If all staffing recommendations were approved, the Open Space Manage-
ment staff at the end of fiscal year 1990-1991, the end of the five
year period, would be as shown in Exhibit "G" .
F. Ranger Safety Issue
On January 22, 1986, staff presented a report to you on the possi-
bility of utilizing Santa Clara County Sheriff' s Department Personnel
to aid District field staff in curtailing illegal activities on
certain District sites (see report R-81-1 dated January 16 , 1986) .
Staff will return with specific recommendations on this proposal
at the time the Mt. Umunhum Use and Management Plan review is pre-
sented to you in March. Concurrently, staff will hire an independent
consultant to complete a study and analysis of the long-term safety
issues and needs as they pertain to the Rangers, sites, and general
public. It is anticipated that this study will take approximately
one year. Part of the study will focus on whether the District
should consider hiring Public Safety Officers and, if so, when,
and on whether the District should contract for outside patrol
services with either or both counties.
A Ranger Field Safety Manual and Field Operations policies will be
completed and presented for your approval this year to help clarify
actions to be taken by the Rangers in dangerous situations.
At this time, I cannot recommend the arming of District Rangers or the
conversion of the Ranger position to a more public safety officer-type
position.
G. Financial Scenario and Budget Guideline Implications
In the final 1984-1985 budget, I presented a long term growth
scenario (attached Exhibit "D") which showed a steady trend in
staffing increases for both field and office positions. I still
believe this chart to be a reasonably accurate staffing growth
estimate except perhaps for the number of seasonal or extra hire
employee positions that should be increased by about one-third over
the number initially shown for the ten year period. This chart
reflected a smooth growth or increase showing salaries and benefits
increasing at about 9% per year, of general acreage growing at 1000
acres per year, and of site improvement funding increasing at about
9% per year.
The reality is, however, that actual growth runs in spurts and
that, in fact, acreage and funds available for site improvements
this year was much greater than the projected level on the growth
scenario chart.
While the 1985-1986 budget shows an increase in staff salaries
compared to 1984-1985 salary figures, this increase was not due
to any increase in staff, but rather to normal salary adjustments
and merit increases. Funds expended for services and supplies have
increased at a low pace compared to salaries or fixed assets/capital
improvements over the last four years.
If there are dramatic increases in site improvement money available
R-86-14 Page Fifteen
or new acreage to maintain, the District must continue to keep to
a steady growth rate with salaries and add new personnel to augment
and even out the staff' s workload. Services and supplies (which
include the costs of site maintenance) should also increase in the
same steady manner and not be kept at or below previous years in
order to offset salary and site improvement costs that may have
dramatically increased over the previous year. Obviously, the new
budget guidelines will need to be adhered to and site improvements
kept in focus with the guidelines as well as with the Relative Site
Emphasis Plan. The current fluctuating growth pattern makes a good
case for establishment of a three to five year projected Capital
Improvement Plan for the Open Space Management Program. This plan
will be presented to the Budget Committee when it meets to consider
the implications of this staffing plan, as well as the Open Space
Management budget guidelines.
Attached as Exhibit "H" are some general figures relating to the
proposed personnel additions and related equipment and support
expenses if the five year staffing master plan were to be implemented
as outlined in this report. It should be emphasized that salary
amounts shown for various positions are estimated, and refinement
of these figures would occur as each position is consideredfor approval.
Final budget considerations over the five year growth period would
show an estimated approximate doubling of the salaries and benefits
and related equipment needs to approximately $1,400, 000 in 1985
dollars. Consideration will be given to acquiring smaller four-wheel-
drive Ranger patrol trucks as an adjunct to increasing patrol staff.
I have not gone into great detail on other required equipment needs
for increased staff in this report, but suggest that this be the
next step by including it in the 1986-1987 budget preparation process.
I have not reviewed the figures in Exhibit "H" in any detail, and
they should be considered first cuts subject to change.
The proposed overall staffing growth plan, including ancillary
equipment, is considerably above that projected in the 9% growth
rate shown in Exhibit "D" . It is projected that the growth would
generally be closer to 14% annually if the staffing master plan
recommendations are adopted. The Budget Committee will be studying
the policy implications of various Open Space Management funding
levels and reporting to the Board.
In terms of staffing actions recommended for immediate approval for
the Ranger, Ranger Aide, and Planner-Engineer positions, funds are
currently available in the 1985-1986 budget. Funds would need to be
transferred within the Open Space Management budget for the two other
immediate staffing requests: creation of the Supervising Ranger
positions and the Administrative Assistant position.
CURRENT OPEN SPACE STAFFING HIERARCHY - February 1986
GENERAL
MANAGER
I
E-�
H
H
LAND
MANAGER
LAND MANAGEMENT
SECRETARY
OPEN SPACE _ - _ _ _ _ _ _ _ _ JENVIRONMENTAL OPERATIONS
PLANNER ANALYST SUPERVISOR
ASSOCIATE
OPEN SPACE
PLANNER
COORDINATOR LEAD RANGER LEAD RANGER LEAD RANGER
DRAFTSPERSON I OF VOLUNTEER [Crew] [Foothill] [Skyline] _
[as needed] PROGRAMS
R R R R R R - - - ;
I DOCENTS
I VOLUNTEERS I t-R A t
- - - - - - - �RI; I � i
d R = Ranger
= Ranger Aide
00
a - — Dashed lines between positions
1RI_I = Ranger Intern indicate interaction and not _.
— supervision.
Position not yet fully approved
R-86-14 EXHIBIT "B"
CURRENT MAJOR PLANNING AND DEVELOPMENT TIMETABLE AND STAFFING REQUIREMENTS
PROJECT TASK SCHEDULE PERSONNEL REQUIREMENTS
(approved or (1986-1987)
anticipated)
Hassler Initial Use & Mgmt Plan Sp Planning Staff (100%)
Initial Development S Planning & Field Staff
Master Plan S,F,W,Sp *Planning Consultant
Purisima Plans & Specifications W *Planning Consultant
Bid Process W,Sp Planning Staff (100%)
Construction Phase Sp,S *Contractors & Field Staff
Administration Sp,S,F Planning Staff (100%)
Skyline Development Grant W Planning Staff (100%)
Plans & Specifications W,Sp *Planning Consultant
Bid Process W Planning Staff (100%)
Construction Phase Sp (87) *Contractors & Field Staff
Administration Sp,S (87) Planning Staff (100%)
Kennedy Road Plans & Specifications Sp *Planning Consultant
Bid Process S Planning Staff (100%)
Construction Phase F *Contractors & Field Staff
Picchetti Plans & Specifications S,F *Planning Consultant
(Historic Bid Process W *Planning Consultant
Grant) Construction Phase Sp,S (87) *Contractors
Administration Sp,S (87) *Lessors
Rancho Plans & Specifications S *Planning Consultant
(Structures) Bid Process F Planning Staff (100%)
Construction Sp (87) *Contractors
Mt Umunhum Master Plan Sp,S,F,W *Planning Consultant
San Mateo Grant Application Sp Planning Staff (100%)
Baylands
Los Gatos Initial Use & Mgmt Plan W,Sp (87) Planning Staff (100%)
Creek
Master Plan Master Plan Update S,F *Planning Consultant
Sp = Spring
S = Summer
F = Fall
W = Winter
EXHIBIT "Co
BASIC JOB ORIENTATIONS FOR PROPOSED POSITIONS
Land Management Administrative Assistant
a) Assists Land Manager, Operations Supervisor, Principal Open Space
Planner, and Supervising Rangers with competitive cost analysis,
purchasing and inventory, and with budget preparation, coordi-
nation, and budget monitoring.
b) Assists in recruitment and selection of new employees.
c) Conducts special studies and surveys and develops special
research reports.
d) Interfaces with Manager of Administrative Services to enhance
personnel-related activities in Land Management.
e) Assists Operations Supervisor with coordination of employee
safety program.
f) Assists Land Manager, Operations Supervisor, and Principal
Open Space Planner in drafting correspondence, reports, and
other written material.
g) Arranges meetings between Land Manager, Operations Supervisor
or Principal Open Space Planner and officials from neighboring
jurisdictions or special interest groups .
h) Assists Supervising Rangers with development and administration
of office systems for the two Ranger field offices.
i) Oversees District radio services.
2) Supervising Ranger
a) Field coordination and stewardship responsibilities of assigned
geographic subarea (Foothills or Skyline areas) .
b) Assists Operations Supervisor with the preparation and admini-
stration of the field operations budget.
c) Preparation of monthly personnel schedules.
d) Aids Operations Supervisor and Administrative Assistant in
hiring Rangers and Technicians.
e) 50% of time spent in administrative duties; at least 50% of time
spent in actual field surveillance supervision or patrol.
f) Aids Open Space Engineer and Administrative Assistant in over-
seeing and completing paperwork on contracted services.
g) Works closely with planning staff and Environmental Analyst
on all site development and resource protection matters.
h) Oversees the operation of field offices.
3) Crew Supervising Ranger
a) Completes and supervises all construction and maintenance tasks
on District sites.
b) Is principal work safety officer for field operations for the
District.
c) Oversees all maintenance and occasional purchase of District
field equipment and vehicles in conjunction with the Operations
Supervisor.
4) Omen Space Technician
a) Performs semi-skilled carpentry and construction tasks using hand
and power tools; assists in installation and repair of fences,
gates, hiking stiles and signs; assists with building and main-
taining roads and trails on District lands; performs cleanup
and routine maintenance on District lands, buildings, and other
facilities; operates mechanical equipment such as chain saws
and similar equipment and drives trucks as required.
b) Repairs and maintains equipment and machinery used in such work
as well as general maintenance of vehicles.
EXHIBIT "C"
Page 2
c) Provides visitor information regarding safe, responsible
use of District lands.
d) Performs fire suppression and first aid duties as needed.
e) Registers campers and collects campground fees, as assigned.
f) Assists supervisor with ID of site maintenance and hazard
removal needs.
g) May perform a variety of duties relating to record keeping,
inventory, information research on District lands and facilities
to aid Rangers, Planners and Environmental Analyst.
h) May assist supervisor with training of volunteers and over-
seeing of volunteer activities.
i) Performs related work as required.
5) Volunteer Coordinator (half-time)
a) Works in conjunction with Docent Coordinator to promote and
coordinate District volunteers.
b) Solicits volunteers to aid in site management and development
projects.
c) Promotes and coordinates "Trailbuster" , Trail Days, and other
types of trail projects in conjunction with the TIVC and other
trails groups.
d) Trains or assists in training of volunteers to complete site
maintenance and construction projects.
e) Develops programs to recognize volunteers and encourage continuing
personal involvement with District.
f) Aids Docent Coordinator when ill or on vacation.
g) Creates and promotes interest in projects such as vegetation
planting, watering, erosion control, informational booth manning,
exotic plant removal, volunteer mounted patrol, etc.
h) Works with Communications Program to promote the volunteer
program and its activities.
6) Principal Open Space Planner
a) Project Manager/Supervisor - site development, renovation projects.
b) Supervises Open Space Planner, Environmental Analyst, Open Space
Engineer.
c) oversees and coordinates long range planning projects.
d) Policy writing and review for site emphasis compatibility.
e) Serves as Assistant Land Manager when required.
f) Plans and organizes site planning and other public meetings.
g) Oversees Use and Management schedule and responsible for
preparation of Use and Management Plans.
h) Oversees site referral reviews.
i) Coordinates planning and development projects with other public
and private organizations and agencies.
7) Crew Senior Ranger
a) Aids Crew Supervising Ranger by supervising the Open Space
Technicians and other Crew Rangers in the field.
b) Completes all small scale construction work with crew including
installing gates, restrooms, signs, fencing, trails, camps,
plant materials.
c) Supervises and does major trail and other facility maintenance.
d) Continues with some patrol Ranger duties when special needs arise.
EXHIBIT "C"
Page 3
8) Open Space Engineer-Architect
a) Has a professional degree and license in Civil Engineering,
landscape architecture, architecture or related and pertinent
fields.
b) Has major experience in implementing design contracts, working
with contractors, and completing a variety of construction jobs.
c) Drafts and inspects as-built, working drawings, and other
technical drawings as required.
d) Has a knowledge and some experience with survey work and
interpretation to aid in determining, locating, and monumenting
site boundaries.
e) Drafts working contracts for site facility implementation and
other contracts.
9) Mechanic-Heavy Equipment Operator
a) Repairs and maintains all small District machinery and tools.
b) Designs, welds, and constructs District hardware such as gates,
truck racks, special fencing, signs, etc.
c) Oversees maintenance of District vehicles.
d) Aids Crew Supervisor on equipment inventory and acquisition
recommendations for budgetary purposes.
e) Operates backhoe, grader, bulldozer, and other heavy District
or rental equipment for site maintenance and development as
required.
10) Senior Ranger
Same tasks as Ranger only is promoted to supervise shifts and act
in field task decision making capacity.
11) Ranger
Duties would not change. Specification to be revised to include
occasional supervision responsibilities.
OPM SPACE MTINAdU4EN'T LONG-TEruM GRor,7M SCLr'1 o (Ii: 19�4 Dollars)
ACTUAL -ESTIMATES
-+ ST DY SMA5
rzi
t-+
FISCAL, r L'itimzc
w YEAR 1981/82 1983/84 1984/85 85/86 86/87 87/88 88/89 89/90 90/91. 91/92
DISTRICT __ _...»._.... _.._....
AC_2AGi � '
ACQUIRED 12,105 17,839 20,000 21,000 22,000 ?.3,000 24,000 25,000 26,000 27,000 26,000 29,000 40,000
Pr==1- 1\10.
2MSERVES 18 23 25 25 27 27 28 28 29 29 30 30 J5
PRCU�TIIID i IELD - _
slArr• LvIrPLOYED 10 10 11 13 15 17
?.0 22 ?.4 r
2 6 ?.8
+2 (seas.) +3 +3 +4 +G +G +G +7 +7 -�• J0 i 3�
8 +..0 (Se�.s.)
P ErT OFF IC
STA,.r EMMPLOYED 6 6 6 7 7 8 8 8 8 8 6 9 10
+1 Scas. +l +1 +1 +1 +2 +2 +2 +21+2 �_
.. C
P r*t� �p �
4 .J�.
��1 L:.il �!1SJ
TOT
S_l F ( CLCJDI�G 16 16 {+2) 17 (+3) 20 (+4) 22 {+5) 25 (+7) 28 (+7) 30(+7) 32 (+9) 34 (+9) 36 (+9) ;9 (-7-i 0) 45+12
SZ*b,So\,.V.S)
1-(soaScnal )
COSTS (193STAFP` $400,000 $500,000 $5G0,000 $610,000 ?G50,000 $720,000 • $770,000 $825,000 $895,000 $940,000 $1 000 OQQ
CASTS (1984 $$) , , $1,100,000 $1,800,000
=A`' ANNUAz' 1$240,000 $155 000 $1G0 000 $180 000 `210 000 ,??5 000 $240SE_TZVICE'S & + , , �•- , ,000 $265,000 $295,000 $325,000 $355,000 $390,000 $ 500,00�
SUPPLIES
SL,"TS (wxFn
nclti:�lin ~
trucks) ", $50,000 $100 000 10$ 0 000
tn...�ca) & SITE $110,000 130,000 $140,000 $150,000 $160,000 $168,000 $176,000 $185,000 $195,000 $5001000
?'j!�,;'ROVLI INTS (22,000) (24,000) (32,000) (32,000) (25,000) (26,000) (26,000) (34,000) (34,OOQ) (28,000) (28,000)
--r
ftL.rl�rLx�V, 7
9U l;O; I S �iG $590,000 $755,000 $820,000 $900,000 `990,000 3110851000 81,160t000 $11250,000 $1,358100 $1,441AOO $1,540,000 $I,G751000 ($2,800,000
Ps'011CUS YEAR
T est. )AL EUDLEi' S'r:0�d v
TG'.R'cAL,^GRG�^Tl'i� T __ $780,006 $815,000 860ALP P ,000 $ 910,000 $ 970 000 $1,025,000 $1,085,000 $1,150,000 1 220 000 130
l��;n�RIi�G `�'0 CURRr1 »� �
0,000
ESTMINTM ACQUISI
`PIG\T CASH FL;,\ID LTG ..:. (ASS�"'iT�G 9 '
VA LE $7,809,000 $3,71r OQ '$3,03 ,00 $2,979;00 $3,128,000 $3 079 000P3,057,000F$3r074 000$3 090 000 `3 016 000 33 OG7 000 O.S. rL��cE- t
t rr , , r r r , 1.-TrN ' 00ti'SH)
EXHIBIT "E" 1 year (By the end of F.Y. 86-87)
GENERAL
MANAGER
w
EH
H
x LAND MANAGEMEN LAND
w MANAGE
SECRETARY
OPEN SPACEADMINISTRATIVE - - - - - - - - - - - - - SUPERVISOR - - - - - - - - -
*** LAND MANAGEMENT ** OPERATIONS i CONTRACT 1 ***
— — — — — — — — — — — — — — ERVISOR — — — — —I LAW ENFORCEMENT 1
$ PLANNER ASSISTANT — — — — — — — — —
r
1
OPEN OPEN ENVIRONMENY9 ~" VOLUNTEER *** DOCENT
SPACE SPACE ANALYST ... --'
ENGINEER PLANNER — COORDINATOR COORDINATOR
(if needed) _ _ _ _
i VOLUNTEERS t DOCENTS 1
i __ * ** **
-� DRAFTS- SKYLINE FOOTHILLS CREW
I
PERSON SUPERVISIN SUPERVISIN SUPERVISING
L[as needed] RANGER RANGER RANGER
CREW SEN-
IOR RANGER
R R R R R�
OSfi
OST OS OST
R } = Ranger Dashed line signifies interaction, not supervision
O5 = Open Space Technician, full time ** New positions from current staffing level proposed for immediate approval.
*** New positions proposed for approval and hire in Fiscal Year 1986-1987.
OST = Open Space Technician, seasonal * Any current Ranger position rotates into Crew when certain skill needed
(generally in winter months) .
EXHIBIT "F" 3 Years (By the end of Fiscal Year 1988-1989)
GENERAL
MANAGER
w
LAND
E' MANAGER
H
as
H
LAND MANAGEMENT
SECRETARY
PRINCIPAL =ADMINISTRA
GEMEN OPERATIONS CONTRACT l
OPEN SPACE - - - - - - - - - - - - - - TIVE - - - - - - - - - - - - - - - SUPERVISOR - - - - - -1 LAW ENFORCEMENTI
PLANNER — s
i
I �
OPEN SPAC OPEN SPACE ENVIRONMENTAL _ VOLUNTEER DOCENT
ENGINEER PLANNER ANALYST COORDINATOR COORDINATOR ,
( robable)
ASSOCIATE
OPEN SPACE SKYLINE FOOTHILLS CREW f VOLUNTEERS ! 1 DOCENTS 1
PLANNER SUPERVISING SUPERVISING SUPERVISING
RANGER RANGER RANGER
I
rDRAFTSPERSONM
`(extra hire)
(North Skyline) (Sierra Azul)
SR ** SR ** MECHANIC ** CREW SEN
� EQUIPMENT JIOR RANGER
ER]R + R R R _, R R �� OPERATOR
OS ** OST ** OST O S ** OST ** OS OS OS
SR = Senior Ranger Dashed line indicates interaction and not supervision.
R = Ranger
OST = Open Space Technician ** New positions since the end of * Any Ranger position rotates into Crew
Fiscal Year 1986-1987. when certain skill needed (generally in
winter months).
EXHIBIT "G" 5 Years (by the end of Fiscal Year 1990-1991)
GENE L
MANAGER
LAND
H
LAND MANAGEMENT MANAGER
SECRETARY
'� CONTRACT LAW
x
_ ENFORCEMENT
RINCIPAL OPEN LAND MANAGEMENT OPERATIONS (or in-house
SPACE PLANNER — — — — — ADMININSTRATIVE — — —i— — — — — — — SUPERVISOR as required
ASSISTANT
I FIELD **
SECRETARY
OPEN SPACE OPEN SPAC JENVIRONMENTA i
ENGINEER PLANNER ANALYST
RESOURCE **
— VOLUNTEER DOCENT
ANALYST '
i ASSISTANT s ** (if needed COORDINATOR COORDINATOR
i ARCHITECT/r (' — '— (Patrol) (Patrol)
ENGINEER i SKYLINE FOOTHILLS YARD & 1-VOLUNTEERS { DOCENTS
` (if needed): SUPERVISING SUPERVISING CONSTRUCTION s -
- ASSOC. RANGER RANGER SUPERVISOR
OPEN
DRAFTS- SPACE
PERSON PLANNER
(North (Central (Central (Sierra
Skyline) Skyline) Foothill) Azul)
�:Sen
iorkRan
** Sr. ** Sr. Mechanic Crew
n er Ran er Ran er E ui . 0 Lead erson
�.
TL
R R R ** erson
OS OS OS OST OST OST OST OST
** New positions since the = full time end of Fiscal Year CD = seasonal — — — — indicates interaction, not overall supervision
1988-1989.
EXHIBIT "H"
ESTIMATED (Subject to further checking)
BUDGET IMPLICATIONS/ACCUMULATED ADDED COSTS (in 1985 dollars)
A) SALARIES & BENEFITS FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR
1985-1986 1986-1987 1988-1987 1990-1991
(Immediate)
Current Budget $663,000
NEW POSITIONS
(or added funding necessary
over previous positions)
1) Supervising Ranger (3) $ 6,000 $ 6,000 $ 7,300 $ 8,800
2) Planner/Engineer $ 15,000 30,000 S 32,000 $ 33,000
3) a, Added Ranger Aide (1) $ (?)
b] Open Space Technician $ 27,000 $ 76,000 $ 120,000
4) Administrative Asst . 10,000 $ 26,000 $ 28,600
$ 31,000
5) Ranger $ $ 24,000 $ 46,000 $ 92,000
6) Principal Open
Space Planner $ 2,000 $ 2,500 $ 3,000
7) Volunteer Coordinator $ 10,000 $ 12,000 $ 13,000
8) Crew Lead Ranger $ 24,000 $ 26,000 $ 29,000
9) Senior Ranger $ 45,000 $ 90,500
10) Associate Open
Space Planner $ 21,500 $ 25,000
11) Mechanic/Equipment
Operator $ 22,000 $ 26,500
12) Field Secretary $ 91000
13) Architect/Surveyor
or Environ. Analyst $ 20,500
14) Senior Crewperson $ 21,500
TOTALS $ 31,000 $ 149,000 $ 318,900 $ 522,300
(Added costs to salaries (4 months) (Annual
and benefits budget) added cost)
B) Services and Supplies and
Fixed Assets
1) Vehicles & Related
Equipment $ 13,500 $ 95,000 $ 88,000 $ 162,000
2) Uniforms, etc. $ 1,000 $ 2,000 $ 2,000 $ 2,000
3) Other Maintenance &
Equipment, Furniture, etc. $ 6,000 $ 91000 $ 3,000 $ 8,000
TOTALS S20,500 $ 106,000 $ 93,000 $ 172,000
Added Budget Totals $ 51,500 $ 255,000 $ 411,900 $ 694,300
R-86-14
ESTIMATED EXHIBIT "11" Revised
BUDGET IMPLICATIONS/ACCUMULATED ADDED COSTS (in 1985 dollars)
A) SALARIES & BENEFITS FISCAL YEAR FISCAL YEAR FISCAL YEAR FISCAL YEAR
1985-1986 1986-1987 1988-1989 1990-1991
(Immediate)
Current Budget $663,000
NEW POSITIONS
(or added funding necessary
over previous positions--in-
1) Supervising Ranger (3) $ 6,000 $ 7,800 $ 8,600 $ 8, 600
(iage
oonttss}above Lead Ranger
2) Planner/Engineer $ 10,000 30,900 $ 35,000, $ 40,000
3) a] Added Ranger Aide (1) $ 2,000
b] Open Space Technician $ 35,000 $ 90,000 $180;000
4) Administrative Asst , $ 10,000 $ 33,800 $ 37,300 . $ 42,000
5) Ranger 9,000 $ 26,600 $ 50,000 $ 100,000
6) Principal Open Space
Planner (Costs above O.S.Planner Less New O.S. $ 2,000 $ 2,200 $ 2,500
Planner Range Costs
7) Volunteer Coordinator $ 13,000 $ 13,700 $ 16,000
8) Crew Lead Ranger $ 31,000 $ 34,100 $ 37,000
9) Senior Ranger $ 58,000 $ 121,000
10) Associate Open
Space Planner $ 28,000 $ 30,900
11) Mechanic/Equipment
Operator $ 30,000 $ 33,000
12) Field Secretary $ ll,,00
13) Architect/Surveyor
or Environ. Analyst $ 26,600
14) Senior Crewperson $ 28,000r`
TOTALS $ -37,000 $ 180,000 $ 387,000 $ 627,300
(Added costs to-salaries (4 months) (Annual
and benefits budget) added cost} )
B) Services and Supplies and
Fixed Assets
1) Vehicles & Related
Equipment $ 13,500 $ 95,000 $ 88,000 $ 162,000
2) Uniforms, etc. $ 1,000 $ 2,000 $ 2,000 $ 2,000
3) Other Maintenance &
Equipment, Furniture, etc. $ 6,000 $ 9,000 $ 33,000 $ 8,000
TOTALS $ 20,500 $ 106,000 $ 93,000 $ 172,000
Added Budget Totals $ 57,500 $ 286,100 $480,000 $799,300
R-86-13
(Meeting 86-04
February 12 , 1986)'
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
REPORT
February 5, 1986
TO: Board of Directors
FROM: H. Grench, General Manager
CONTRIBUTORS : M. Hale, Public Communications Coordinator; C. Britton,
Land Acquisition Manager; D. Hansen, Land Manager; and
J. Fiddes , Administrative Services Manager
SUBJECT: Mid-Year Program Evaluation for 1985-1986 and Setting of
Priorities for 1986-1987
Discussion: The purpose of this agenda item is to (1) review progress
since July 1, 1985 on the key projects and activities given in the 1985-
1986 Action Plan for each of the District's programs and subprograms,
and (2) to present for your consideration proposed objectives, as well
as key projects and activities, for each of the programs and subprograms
for the coming fiscal year. This material will be used as the basis for
the preliminary 1986-1987 Action Plan. In most cases , progress on various
key projects and activities has been carried forward to the beginning of
February rather than December 31.
There are no changes proposed at this time in the objectives for Open
Space Acquisition, Open Space Management, and General Management and
Program Support. At your February 12 meeting, staff from these Programs
will review for you the major changes proposed on various key projects
and activities .
Major changes are being proposed in the Public Communications and
Governmental Liaison Program, including name changes for the Program
itself and the three subprograms. The following portion of this report
discusses the proposed Communications Program in detail. I foresee
that much of your discussion of this agenda item on the 12th will focus
on this program.
Proposed Communications Program: The appointment of a new Communica-
tions Coordinator and the District's move to new headquarters facilities
afford special opportunities to plan and, l.implement - new directions in
the District' s public relations and communications program.
A comprehensive, intensive analysis of the District's present program
has been completed by the new Coordinator. Foremost among the recommen-
dations is the need to clarify, simplify and define the District' s
purposes, policies and activities to its varied constituencies, or
audiences .
Many District communications use language that is considered to be
technical to the general public. Much of the language used by the
departments of land acquisition and land management involves real
estate and legal terminology. General administration communications,
including Board documents , contain a great deal of technical language.
"'dedication of land, " "easements , " " subprograms , " and "trailhead" are
R-86-13 Page two
examples of terms that the Board and staff understand, but visitors
ask, "What does this mean?"
A five-year program, beginning in July 1986 , is proposed to provide the
District with a new comprehensive communications program. It is a
phased program, utilizing present personnel, but reorganized for more
effective administrative, creative, and budgetary direction and control.
The first two fiscal years , 1986-1988, would be spent on emphasizing
the development of publications and other printed materials unified by
coordinating the graphic design. This would strengthen the District' s
internally-produced printed communications to lay the foundation for
an intensive outreach program beginning the third year and continuing
the fourth and fifth years .
Responsibiltiy for writing, editing, design, printing, distribution
and budget for all printed communications (from business cards to
stationery to all brochures and other publications) would be assigned
to the Communications department.
The District's move to a new location requires reprinting of all current
materials , from stationery and business cards to trail brochures .
This creates a special opportunity for coordinating all printed communi-
cations .
A new logo would be designed, one that can be used in printed communi-
cations , as well as on television and for other special uses such as
flags, posters, patches on Ranger uniforms , decals on District trucks,
buses and other vehicles. Technical requirements for the District logo
are that it withstand reduction to 1/8" diameter and enlargement to six
feet wide or more. The present logo does not have this capability,
limiting its use. Also, the logo is frequently "mistaken" by the
public as a marijuana leaf.
Administrative and budgetary proposals to develop and support a new
centralized communications program are the major focus of the Communi-
cations Action Plan for 1986-1987. To more accurately reflect the
broad scope of the program, a name change is proposed: from the present
name of Public Communications and Governmental Liaison to simply:
Communications . Subprogram name changes are also proposed, as follows :
1. From Public Participation and Education to:
Public Affairs and Education
2. From Public and Private Liaison to:
Organizational Relations
3. From Media to:
Media Relations
The implementation of the Basic Policy objective remains the same : "to
educate and make clearly visible to the public the purposes and actions
of the District, and to actively encourage public communications and
involvement in District activities. "
R-86-13 Page three
Summary of Proposed Five-Year Communications Program:
1986-88 : Emphasis on coordinated publications to inform the general
public about the purposes , programs and activities of the
Midpeninsula Regional Open Space District. Develop a
simplified writing style . Develop a simplified, strong
graphic image. Develop a new logo. Centralize responsibility
and accountability for all printed materials and publications
within the Communications department by transferring to it
the responsibility for budget, writing, editing, design,
printing and distribution. Identify and prioritize specific
audiences and best methods to reach them. Update mailing
lists for conversion to in-house computer.
1988-90 : Emphasis on slides, videotapes and television. Develop audio-
visual materials such as slide presentations and videotape
tours of several preserves that can be purchased by visitors
and also used on commercial television to promote greater
awareness of the District in the Bay Area. (Videotapes
could be made available at cost to visitors who want a preview
before they visit a specific preserve. ) Begin limited out-
reach program to stimulate greater public interest and
participation in District activities.
1990-91: Begin full-scale outreach program, ranging from special
public events to showcase District Preserves, to neighbor-
hood meetings, to large public meetings and national
conventions of park and recreational organizations and
environmental organizations. Intensify support for media
relations program, including newspapers, magazines and
radio and television stations.
Recommendation: I reconirtiend that, after discussion and possible modi-
fication, you accept the program evaluation presented for the first
part of fiscal year 1985-1986 and that you tentatively adopt the key
projects and activities for 1986-1.967 , including the proposed changes
in the Communications Program.
At this time , I am planning to return to you at the March 26 meeting
with the Preliminary Action Plan for the 1986-1987 fiscal year which
will include the Typical Tasks and Activities sections .
R-86-13 Page four
OPEN SPACE ACQUISITION PROGRAM
Negotiations Subprogram
1985-1986 Objective
The objective of the Negotiations Subprogram is to provide for the
acquisition of all real property rights necessary to secure a recrea-
tional greenbelt in the foothills and baylands, utilizing the major
portion of the District's income.
1985-1986 Key Projects and Activities
1. Eliminate the Previous Land Commitments backlog by completing the
acquisition of the Mt. Umunhum property.
PROGRESS: Mt. Umunhum, property acquisition in final phases.
2. Convert the budgeted funds in the New Land Commitments budget
category into strategic open space lands at desirable prices
(fair market value or less) including, where possible, private
financing with favorable terms.
PROGRESS: Eleven parcels totaling 1872 acres (including four
acres of easement title) have been acquired so far this fiscal
year at a cost of $5 ,460,000 (average of $2 ,964 per acre) .
These purchases included $2 ,463 ,000 in private financing at rates
varying from 7% to 9% over periods varying from 5 to 10 years.
Thus far, $2 ,997 ,000 in cash of the $4 ,600,000 New Land Commit-
ments budget has been spent.
3. Work with Peninsula Open Space Trust to complete at least one
acquisition project, within the District's Sphere of Influence,
that significantly furthers the District's overall open space goals.
PROGRESS: The District received a 49-year lease from the State
Lands Commission at no cost for a baylands parcel that was sold to
the State by Peninsula Open Space Trust (POST) . The Closs family
gifted a 4 . 1 acre site adjacent to Rancho San Antonio Open Space
Preserve in conjunction with a District purchase of an adjoining
site. The District acquired the 5 . 1 acre former Weber property at
La Honda Creek Open Space Preserve and the 10. 6 acre former
Fernandez parcel at Coal Creek Open Space Preserve at bargain prices
from POST (both parcels were gifts to POST) .
R-86-13 Page five
Proposed 1986-1987 Objective
The objective of the Negotiations Subprogram is to provide for the
acquisition of all real property rights necessary to secure a recrea-
tional greenbelt in the foothills and baylands , utilizing the major
portion of the District's income.
Proposed 1986-1987 Key Projects and Activities
1. Convert the budgeted funds in the New Land Commitments budget
category into strategic open space lands at desirable prices
(fair market value or less) , including, where possible, private
financing with favorable terms.
2. Work with the Peninsula Open Space Trust to complete at least
two acquisition projects within the District's Sphere of Influence
that significantly further the District' s overall open space goals.
R-86-13 Page six
OPEN SPACE ACQUISITION PROGRAM
Special Projects Subprogram
1985-1986 Objective
The objective of the Special Projects Subprogram is to establish and
maintain a broad base for the acquisition program by coordinating
District efforts with private and other public agencies, to develop
additional acquisition revenue sources, and to provide the critical
information necessary to a successful acquisition program.
1985-1986 Key Projects and Activities
1. Complete the San Mateo County Baylands Reserve federal Land and
Water Conservation Fund grant and keep abreast of other grants
available to the District. Submit at least one Land and Water
Conservation Fund grant request and at least one 1984 State
Parks Bond Act grant request.
PROGRESS: The Westbay Community Associates parcels were acquired,
utilizing approximately one-half of the federal grant funds avail-
able. A Land and Water Conservation Fund grant acquisition has
been approved for submittal for the POST (formerly Thomas) parcel.
The second phase of the 1984 State Parks Bond Act project (Weber
and Fernandez parcels) was completed (Roberti-Zlberg-Harris funding) .
2. Seek and encourage agencies and groups to undertake sole or joint
acquisition projects which will preserve additional open space
such as the San Mateo County section of the Bayfront Trail.
PROGRESS: Continued to work with San Mateo County on the Bayfront
Trail project with the District currently supplying cost estimates.
Initiated a potential joint project with the Town of Los Gatos.
Renewed contact with Save-the-Redwoods League for future projects.
3. Analyze, in conjunction with Open Space Management Program par-
ticular geographic areas of the District, such as the San Mateo
County baylands north of Dumbarton bridge, to develop acquisition
recommendations and project costs.
PROGRESS: One area southeast of Highway 17 has been under review
and another area is in progress. one area west of Skyline Boule-
vard is currently under analysis. No progress has been made on
the area north of Dumbarton Bridge thus far this fiscal year.
R-86-13 Page seven
Proposed 1986-1987 Objective
The objective of the Special Projects Subprogram is to establish and
maintain a broad base for the acquisition program by coordinating
District efforts with private and other public agencies, to develop
additional acquisition revenue sources, and to provide the critical
information necessary to a successful acquisition program.
Proposed 1986-1987 Key Projects and Activities
1. Complete the San Mateo County Baylands Reserve federal Land and
Water Conservation fund grant project and keep abreast of other
grants available to the District. Submit at least one Land and
Water Conservation Fund grant request and at least one Roberti-
ZIberg-Harris grant request.
2. Seek and encourage agencies and groups to undertake sole or joint
acquisition projects which will preserve additional open space
such as the San Mateo County section of the Bayfront Trail and
a joint project with the Town of Los Gatos.
3. Analyze, in conjunction with Open Space Management Program, par-
ticular geographic areas of the District, such as the area south
of Lexington Reservoir or north of Dumbarton Bridge, to develop
acquisition recommendations and project costs.
R-86-13 Page eight
OPEN SPACE ACQUISITION PROGRAM
Enterprise Activities Subprogram
1985-1986 Objective
The objective of the Enterprise Subprogram is to manage all the
District's revenue producing activities in such a way as to maximize
income from Enterprise accounts consistent with Open Space Management
policies and to explore new compatible activities.
1985-1986 Key Projects and Activities
1. Administer all leases and rental accounts , updating rental rates
and other lease conditions as opportunities arise, to maximize
income consistent with Open Space Management policies.
PROGRESS: Rental rates to be reviewed in May for July 1 , 1986
adjustments. Communications lease with Sunnyvale Cable T.V. was
terminated in July 1985 . Grazing lease on Russian Ridge Open
Space Preserve is to be terminated in 1986. Skyline Tree Farm
and High Meadow Stables leases are under review.
2. Carry out maintenance and improvements to rental houses to keep
buildings and grounds in a safe, sanitary, and attractive condi-
tion and to increase net rental income.
PROGRESS: Electrical service to the former Bean house was completed.
Dead and diseased trees at upper house on Rancho San Antonio Open
Space Preserve are scheduled to be removed. Road repairs at High
Meadow Stables were completed. Roadside trimming and ditch and
drainage repairs along driveway to rental unit at Fremont Older
Open Space Preserve were also completed.
3. Prepare cost/benefit studies on a case by case basis as major
repair (or improvement) and rental decisions arise.
PROGRESS: A review of the wastewater system at the two rental
houses at Saratoga Gap Open Space Preserve is in progress. An
evaluation of the roof repair, water heater, and furnace replace-
ment at the upper house at Rancho San Antonio Open Space Preserve
was completed.
4. Provide for interim caretaker/leasehold income for former Almaden
Air Force Station at Mt. Umunhum when acquired.
PROGRESS: Site not acquired; possible interim caretaker but no
interim leasehold arranged.
R-86-13 Page nine
Proposed 1986-1987 Objective
The objective of the Enterprise Subprogram is to manage all the
District' s revenue producing activities in such a way as to maximize
income from Enterprise accounts consistent with Open Space Management
policies and to explore new compatible activities.
Proposed 1986-1987 Key Projects and Activities
1. Administer all leases and rental accounts, updating rental rates
and other lease conditions as opportunities arise, to maximize
income consistent with Open Space Management policies.
2. Carry out maintenance and improvements to rental houses to keep
buildings and grounds in a safe, sanitary, and attractive condi-
tion and to increase net rental income.
3. Prepare cost/benefit studies on a case by case basis as major
repair (or improvement) and rental decisions arise.
R-86-13 N SPACE MANAGEMENT PROGR Page ten
Planning, Design and Development Subprogram
1985-1986 Objective
The objective of the Planning, Design and Development Subprogram is to
provide short term and long range acquisition planning and the formula-
tion and review of use and management plans , as well as overseeing the
physical implementation of capital improvements such as site development
and resource management, master and other special plans .
1985-1986 Key Projects and Activities
1. Develop, review, and coordinate the implementation of Board approved
Use and Management Plans in accordance with Relative Site Emphasis
Policies , including commencement of planning studies for the site
renovation of the Mt. Umunhum Area of the Sierra Azul Open Space Pre-
serve, planning of public use facilities at the Purisma Creek Red-
woods Open Space Preserve and Kennedy Road Area of the Sierra Azul
Open Space Preserve.
PROGRESS : A new Use and Management Plan review schedule was recently
approved and staff is approximately one month behind schedule. Planning
schedule approved for Hassler site, but planning not yet started at
Umunhum. Purisima Creek Redwoods Access Facility implementation on
schedule . Kennedy Road area facilities plans due to go to Town of Los
Gatos for approval.
2 . Continue the liaison efforts of multi-jurisdictional projects,
specifically the planning and implementation of the Bayfront Trail
and the Purisima Creek Redwoods Open Space Preserve.
PROGRESS : Planning with San Mateo County Parks , East Palo Alto,
the Coastal Conservancy, and others continues on the Bayfront Trail
project, and with POST, TIVC, the State, Save the Redwoods League , and
others on the Purisima Creek project.
3 . Commence or continue implementation of the Master Plan for the
Skyline Ridge Open Space Preserve in cooperation with Peninsula
Open Space Trust.
PROGRESS : Implementation of Phase I of the Skyline Ridge Master
Plan with POST has commenced and is on schedule.
4 . Implement the plan for staffing changes for Open Space Management
as approved by the Board of Directors.
PROGRESS: A draft plan for staffing changes has been completed and
implementation will commence after Board approval in the second half
of the fiscal year.
5. Update District Master Plan and include full Sphere of Influence. *
PROGRESS: Little progress has been made on updating the District Master
Plan. Planning delineation for developed areas has yet to be approved
by the Board.
6 . Complete policies for Board review and adoption and a general plan
of action for Natural Resource Categorization and Management Plan-
ning of District preserves . This will provide, with the aid of
identified outside funding sources, for the preparation of site
specific plans and decisions , including prescribed burning, grazing,
and other agricultural uses, control of exotic and invasive plant
species , and controlled dog and other recreational uses .
May be subject to change based on policy discussions currently in
progress .
R-86-13 Page eleven
PROGRESS : Work on policies and a plan for natural resource categori-
zation and management planning of District preserves has not yet
commenced but will be initiated in the second half of the fiscal year.
7. Complete the formulation of trail use policies for Board approval and
staff guidelines for Use and Management planning.
PROGRESS : Formulation of trail use policies has commenced, and com-
pletion will be contingent on the staffing demands of other development
and planning projects currently underway.
Proposed 1986-1987 objective
The objective of the Planning, Design and Development Subprogram is
to provide short term and long range acquisition planning and the formu-
lation and review of use and management plans , as well as overseeing
the physical implementation of capital improvements such as site develop-
ment and resource management, master and other special plans.
Proposed 1986-1987 Key Projects and Activities
1. Implement adopted Open Space Management staffing study changes .
2 . Commence or continue multi-jurisdictional planning projects for the
Los Gatos Creek, Mt. Umunhum, and San Mateo County Baylands and con-
tinue joint public/private planning projects for Skyline Ridge and
Hassler.
3 . Develop, review, and coordinate the implementation of Board approved
Use and management Plan reviews including the implementation of public
access improvements for Skyline Ridge , Purisima, Kennedy Road Area,
and Hassler.
4 . Complete the formulation of general District-wide trail use policies
and resource management policies for Board approval and prepare staff
guidelines for their application to site specific Use and Management
Plans .
5. Complete the update of District Master Plan in cooperation with the
Public Communications Program and include full Sphere of Influence. *
May be subject to change based on policy discussions currently
in progress .
R-86-13 E .,N SPACE MANAGEMENT PROGR Page twelve
Operations, Maintenance and Volunteer Subprogram
1985-1986 Objective
The objective of the Operations , Maintenance, and Volunteer Subprogram
is to provide responsible stewardship of District lands by furnishing
those public safety, maintenance, and. resource protection services
necessary for the effective management of these lands . An emphasis of
this subprogram is to increase public education regarding natural fea-
tures and awareness regarding proper use of these lands , as well as to
maximize the volunteer support to aid in the physical implementation of
capital improvements.
1985-1986 Key Projects and Activities
1. Provide for security of buildings on Mt. Umunhum and complete
structure demolition or renovation, under Board direction, of the
buildings on Mt. Umunhum and Rancho San Antonio Open Space Preserves .
PROGRESS: Mt. Umunhum is not yet owned by District. Renovation plans
have not yet been finalized for the Rancho buildings . All other
structures either secured or demolished on District sites .
2 . Implement at least one new site development project with Peninsula
Open Space Trust utilizing volunteer support. Increase volunteer
support by 30% by utilizing the Trails Information and Volunteer
Center, the California Conservation Corps , and Peninsula Open Space
Trust for site development and maintenance.
PROGRESS: POST has agreed to aid at Kennedy Trail Access Area; is
currently involved with Skyline Ridge and Purisima Creek Access
Facility implementation. Volunteer support has increased 30% with
TIVC, Whole Access Project, Rancho Trailbusters , POST, San Mateo
County Juvenile work crews , and other individuals all involved on
site development and maintenance projects .
3 . Conduct a docent interpretive program, using Los Trancos Open Space
Preserve, Rancho San Antonio Open Space Preserve, and Monte Bello
Open Space Preserve, with outreach programs on other Preserves as
guided by Relative Site Emphasis Policies. Continue to conduct
spring wildflower walks at Edgewood.
PROGRESS: Docent programs have occurred at all sites listed as
well as Windy Hill, Long Ridge, Fremont Older, and Skyline Ridge.
Docents involved in office work and Trailbusters as well. 650
individuals served July 1, 1985 to December 31 , 1985 . Major docent
activities occur in spring, including wildflower walks.
4. Evaluate success of written field policies, new field staff deploy-
ment program, and field staff position changes and present any
further proposed changes to the Board in spring, 1986 .
PROGRESS: Ongoing changes since the Skyline/Foothills patrol split
evaluated and incorporated in Open Space Management staffing study.
Study changes not yet implemented, but once done evaluation will be
included in regular budget process. Field policies not completed.
5 . Conclude the Experimental Dog Program on ' four sites using improved
methods of data collection for evaluation and decide on which sites ,
if any, the program should continue on a more permanent basis.
PROGRESS: Program ongoing and will be fully evaluated in late spring
of 1986 , to make recommendations to Dog Committee and Board on per-
manency of program.
R-86-13 Page thirteen
Proposed 1986-1987 Objective
The objective of the operations , Maintenance, and Volunteer Subprogram
is to provide responsible stewardship of District lands by furnishing
those public safety, maintenance, and resource protection services
necessary for the effective management of these lands. An emphasis of
this subprogram is to increase public education regarding natural fea-
tures and awareness regarding proper use of these lands , as well as to
maximize the volunteer support to aid in the physical implementation of
capital improvements.
Proposed 1986-1987 Key Projects and Activities
1. Implement changes approved in adopted Open Space Management
staffing study, including new position changes, study of the
site and Ranger safety issue, and increased patrol and caretaker
help at more remote sites of the District.
2. Provide for security of buildings on Mt. Umunhum and security
demolition or renovation of buildings on other sites including
all new lands and at Skyline Ridge, Rancho San Antonio, and
Saratoga Gap with help from Enterprise Subprogram.
3. Establish Board of Directors approved employee safety program.
4. Increase volunteer support by at least 100% by utilizing added Dis-
trict personnel, the Trail Information and Volunteer Center, court
mandated work programs , and the continuation of special trail mainten-
ance , clean-up and other site improvement events .
5. Explore the feasibility of establishing volunteer foot, bicycle,
or equestrian trail patrol groups District wide.
R-86-13 Page fourteen
PUBLIC COMMUL_:ATIONS AND GOVERNMENTAL L.LftISON PROGRAM
Public Participation and Education Subprogram
1985-1986 Objective
The objective of the Public Participation and Education Subprogram
is to generate greater public awareness, involvement, and support
of the District through a continuing campaign to inform and educate
the constituency about the District ' s sites, programs, and goals.
1985-1986 Key Projects and Activities
1. Schedule one or two special events to encourage site use and to
publicize District. Possibilities include photo contest,
orienteering, birding, geology day, etc. Consider also a big
picnic with all the groups involved with the District.
PROGRESS : A special event is planned in connection with either
Skyline Ridge or Hassler, depending on when the sites are ready
to be opened to the public.
2. Based on demographic data from GRC Survey and other information,
target low awareness areas for special publicity about MROSD
PROGRESS : Director Hanko will give a talk and slide show on
February 10 to an East Palo Alto group and distribute publications.
3. Continue to print and distribute the 02enspace newsletter and/or
other District publications in line with the consensus of the
Board which followed the publications workshop.
PROGRESS: One issue of Openspace has been produced. Another
issue may be published before the summer. Plans for making
Open Space a quarterly are contained in the proposals for the
1986-87 fiscal year. Distribution of other brochures has continued.
4. Expand program of public presentations and displays with new
materials and participants, with emphasis on noontime presen-
tations to business and industry (if these prove successful in
1984-1985) .
PROGRESS: Staff is scheduling four different presentations in
cooperation with the Committee for Green Foothills in March and
April. A June presentation to Los Altos businesswomen is being
scheduled. The Peninsula Conservation Center has not requested
any noontime presentations.
5. If feasible, try a pilot program of placing permanent MROSD
handout stations" in selected libraries or other public buildings
in each county.
PROGRESS : So far, it has not been found to be feasible to get
permanent display space. MROSD giant display and "handout station"
were set up in Los Altos, Redwood City, and Sunnyvale libraries
for several weeks.
6. Develop a "Good Neighbor" information and communication program
in accordance with Board directives.
PROGRESS : Although the Board has not yet adopted a specific
policy, staff has continued this program informally. Plans
are underway to prepare copy for a brochure regarding the
eminent domain policy as well as introductory text, that will
explain in lay terms, land acquisition policies and procedures,
eminent domain policy and procedures, and the Good Neighbor
Program.
R-86-13 Page fifteen
PROPOSED COMMUNICATIONS PROGRAM
Public Affairs and Education Subprogram
Proposed 1986-1987 Objective
The objective of the Public Affairs and Education Subprogram is to
generate greater public awareness, involvement, and support of the
District through a continuing campaign to inform and educate the
constituency about the District' s sites, programs, and goals.
Proposed 1986-1987 Key Projects and Activities
1. As of July 1, 1986, transfer functions for writing, editing,
design, printing production and budget for all publications and
mm printed materials of the District to the Communications depart-
ment to centralize administrative responsibility and accountability.
2. Develop new graphically coordinated series of site maps, visitor' s
guide and all-site brochure.
3. Develop new logo. The District' s current logo has technical
limitations as well as being "mistaken" as a marijuana leaf
by many people.
4. Conduct feasibility study to publish O en Space as a quarterly,
"in-depth" publication to inform the District' s audiences about
the preserves, people, programs and policies in an objective
editorial style, with emphasis on environmental education.
Investigate prospects for partial or full cost recovery from
subscription revenues and/or corporate, foundation or other
funding.
5. Develop new brochure to present eminent domain Policy and explain
the District' s land acquisition policies and procedures, and its
Good Neighbor Program. Content to be approved by Board.
6. Develop new brochure to assist visitors in the enjoyment and
preservation of specific open space preserves. Describe the
opportunities available to enjoy such activities, events and
opportunities as photography, hiking, bicycling, picnicking,
wildflower walks and wildlife observation, and other special
public tours.
7. Plan a site tour and/or major public event at Hassler.
R-86-13 Page sixteen
PUBLIC COMMUNICATIONS AND GOVERNMENTAL LIAISON PROGRAM
Public and Private Liaison Subprogram
1985-1986 Objective
The objective of the Public and Private Liaison Subprogram is to
inform other public agencies and private organizations about the
District and to secure legislation to protect the District' s funding
and otherwise aid in the accomplishment of the District' s goals.
1985-1986 Key Projects and Activities
1. Accomplish priority items for fiscal year in District' s Legislative
Program utilizing services of Legislative Consultant.
PROGRESS : Four of the six A and B priority items for current
session and previously introduced have been enacted, another
was sent to the Governor for signature, and the sixth is in
committee. No substantial progress on two longer-term items
(proposed Bear Creek Redwoods State Park and new trail funding)
thus far. New priority B item adopted October 23, 1985 regarding
a housekeeping change to District' s enabling legislation is to
be amended into another bill.
2. If interest continues, conduct another bus tour of District
lands for public officials and key staff.
PROGRESS: A bus tour may be scheduled to promote interest in
conjunction with POST' s plans for Skyline Ridge Open Space
Preserve development.
3. Hold a joint meeting with San Mateo County Parks and Recreation
Commission.
PROGRESS: A joint meeting with the San Mateo County Board of
Supervisors was held September 18, 1985, with Parks and
Recreation Commissioners in attendance.
4. Schedule Board members to make presentations sometime during the
year to each city and county council, board and commission in
their wards that wishes a presentation.
PROGRESS : No progress to date due to lack of staff and Directors'
time and difficulty in coordinating schedules.
5. Send annual progress report to government officials throughout
District.
PROGRESS: Staff plans to produce this report for mailing before
the end of the current fiscal year.
R-86-13 Page seventeen
PROPOSED COMMUNICATIONS PROGRAM
Organizational Relations Subprogram
Proposed 1986-1987 Objective
The objective of the Organizational Relations Subprogram is to
inform other public agencies and private organizations about the
District and to secure legislation to protect the District' s funding
and otherwise aid in the accomplishment of the District' s goals.
Proposed 1986-1987 Key Projects and Activities
1. Accomplish priority items for fiscal year in District' s
Legislative Program utilizing services of Legislative Consultant.
R-86-13 Page eighteen
PUBLIC COMMUNICATIONS AND GOVERNMENTAL LIAISON PROGRAM
Media Subprogram
1985-1986 Objective
The objective of the media Subprogram is to inform the public as
fully as possible about the District' s purposes and activities
through news stories, features, and public service announcements
in the press, and on radio and television.
1985-1986 Key Projects and Activities
1. Create and maintain an up-to-date set of fact sheets on various
aspects of the District' s activities for distribution to media
people and others.
PROGRESS: This project is underway.
2. Complete production and distribution of series of public service
announcements for airing on public access cable and commercial
television.
PROGRESS: Meetings were held with various outside professionals.
A feasibility study determined that time, staff and budget
requirements are beyond our present allocations.
R-86-13 Page nineteen
PROPOSED COMMUNICATIONS PROGRAM
Media Relations Subprogram
Proposed 1986-1987 Objective
The objective of the Media Relations component is to inform the
public as fully as possible about the District' s purposes and
activities through news stories, features, and public service
announcements in the press, and on radio and television.
Proposed 1986-1987 Key Projects and Activities
1. Create and maintain an up-to-date set of printed materials on
various aspects of the District' s activities for distribution
to the media.
2. Continue work with representatives from the Los Altos Town Crier,
the Peninsula Times Tribune, the San Jose Mercury-News, the
San Mateo Times, the Country Almanac, the Palo Alto Weekly,
and other newspapers.
R-86-13 Page twenty
GENERAL MANAGEMENT AND PROGRAM SUPPORT
1985-1986 Objective
The objective of the General Management and Program Support is to pro-
vide overall coordination, direction, and administrative base for all
District activities so as to maximize the accomplishment of the Board' s
policies and directives.
1985-1986 Key Projects and Activities
1. Complete, at Board and staff level , all necessary planning and
moving activities to ensure the District ' s relocation to different
facilities by November 1, 1985 , unless current deadline is extended.
PROGRESS: A lease for office space at the Old Mill Office Building
was signed in mid-December and necessary planning to occupy the
space is moving full-speed ahead. A specific move date has not
been set, but a month' s extension of the District's current lease
to the end of March will be requested. Staff met with the Office
Space Committee during the latter part of January to review proposed
design plans for the new space and final plans have been prepared
for submission to the City of Mountain View for necessary permits.
2 . If necessary and if marketing conditions are favorable, market a
new note issue for the acquisition of land.
PROGRESS : Although market conditions are favorable , a new note
issue has not been essential and therefore not marketed.
3. Provide necessary interpretation, coordination, direction, and admini-
strative base, including on-going review and updating of personnel-
related matters for District 's staff and programs , in order to carry
out Board policies , Action Plan, and specific actions according to
written and unwritten Board priorities .
PROGRESS : Personnel Policies and Procedures Manual completed at
stafflevel in December and adopted by the Board in January. Due
to extended period of time that occurred in the filling of the Pub-
lic Communications Coordinator' s position, certain projects in this
program are in a holding pattern in order to provide the new Coordina-
tor time to gain knowledge of the District and to review the purpose,
goals and action program of Public Communications Program. Work on
Open Space Management Staffing Study was completed in late January,
with presentation to the Board on February 12 . Work on the District
Benefit Study has been started but will probably not be completed
before spring.
4 * Continue to promote an atmosphere conducive to generating a creative
team effort, including at least one staff workshop retreat.
PROGRESS : A Public Communications workshop retreat was held by the
management team at Hidden Villa in December. Usual efforts continue
on generating a creative team effort, and during the latter part of
1985 appropriate management staff members focused on ways to
enhance the effort, particularly in terms of the District's field
staff.
5. Complete implementation of microcomputer system.
PROGRESS: No progress , except additional information gathering,
on this project during first part of the fiscal year, but staff will
focus on it after completion of the move to new office space.
R-86-13 Page twenty-one
Proposed 1986-1987 Objective
The objective of the General Management and Program Support is to pro-
vide overall coordination, direction, and administrative base for all
District activities so as to maximize the accomplishment of the Board' s
policies and directives .
Proposed 1986-1987 Key Projects and Activities
1. Provide required functions for the election of District Directors
in Wards 1, 2 , 5 and 6 .
2 . If marketing conditions are favorable, market a new note issue for
the acquisition of land.
3. Provide necessary interpretation, coordination, direction, and
administrative base, including on-going review and updating of
personnel-related matters for District' s staff and programs , in
order to carry out Board policies , Action Plan, and specific
actions according to written and unwritten Board priorities.
4 . Continue to promote and enhance an atmosphere conducive to gener-
ating a creative team effort, including one small and one large
staff workshop retreat,
5. Complete implementation of microcomputer system.
M-86-13
(Meeting 86-04)
A, February 12, 1986)
N 8 Of 1W
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
MEMORANDUM
January 27, 1986
TO: Board of Directors
FROM: H. Grench, General Manager
PREPARED BY: J. Fiddes, Administrative Services Manager
SUBJECT: Proposed Changes to Rules of Procedure Concerning District
Holidays and Recitation of Pledge of Allegiance
Discussion: At the January 8 Regular Meeting at which you reviewed
the proposed Personnel Policies and Procedures Manual (see report
R-86-05 of January 2, 1986) , you voted unanimously to make Martin
Luther King Jr. Day an official District holiday in place of the
Lincoln' s Birthday holiday. Section 1. 90 of your Rules of Procedure
needs to be amended as follows to jibe with your adopted holiday
policy:
Section 1. 90 Public Records. All public records of the District
shall be open to public inspection during District
office hours Monday through Friday from 9 : 00 A.M. -
12 : 00 Noon and 1: 00 P.M. - 5 : 00 P.M. holidays excepted.
Holidays observed by the District are New Year' s Day,
Martin Luther King JA. Day,
PAeAident',s Day, Memorial Day,
Independence Day, Labor Day, Columbus Day, Veterans'
Day, Thanksgiving Day, the day after Thanksgiving,
the tast Aou& houtA of
.last wotkday pteceding the Chtiztmaz Day obse&vance,
and Christmas Day. If a holiday falls on a Saturday,
the holiday shall be observed on the preceding Friday.
If a holiday falls on a Sunday, the holiday shall be
observed on the following Monday.
Recitation of the Pledge of Allegiance: Director Henshaw requested
at your January 8 meeting that you-consider the possibilities of
changing the recitation of the Pledge of Allegiance from the first
regular meeting of January to the first regular meeting of February
or reciting the Pledge once a year only in July. In making the
request, she noted it was very difficult to make arrangements
toward the end of the year (due to the winter holidays and vacations)
for a Scout presentation in January.
Section 1. 42 of the Rules of Procedure currently reads as follows:
Section 1. 42 Pledge of Allegiance. The Pledge of
Allegiance shall be recited at the first
M-86-13 Page two
regular meetings of January and July, and
special presentations shall be made at
those times.
It does require a fair amount of effort to find someone to lead
the Pledge and/or to prepare a special presentation (e.g. , a slide
show) . Therefore, of the three alternatives, it would be most
efficient to have the Pledge in July only.
Recommendation: I recommend that you discuss the recitation of
the Plea—g—e--o-F-Allegiance and decide whether to make a change in
procedures. Three versions of a resolution amending your Rules
of Procedure are attached. All versions amend Section 1. 90 as
indicated herein. The three versions affect Section 1.42 as follows:
Version One - No change; recite Pledge at first regular
January and July meetings
Version Two - Recite Pledge at first February and July meetings
Version Three Recite Pledge at first July meeting only
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENIN5ULA
REGIONAL OPEN SPACE DISTRICT AMENDING THE DISTRICT'S
� RULES OF PROCEDURE
� The Board Of Directors of the Midpeninsula Regional Open Space District does
�
resolve as follows:
Section : Section 1 .90 of the Rules of Procedures is amended to read
as follows :
Section 1 '90 Public Records. All public records of the District shall be
open to public inspection during District office hours Monday
through Friday from B:OO A.M. - 12z00 NOOD and l :OO P.M. -
5:00 P.M. holidays excepted. Holidays observed by the District
are New Year's Day, Martin Luther King Jr. Day, Presidents '
Day, Memorial Day, Independence Day, Labor Day, Columbus Day,
Veterans ' Day, Thanksgiving Day, the day after Thanksgiving,
the last four hours of last workday preceding the Christmas
Day observance, and Christmas Day. If a holiday falls on d
Saturday, the holiday shall be observed on the preceding Friday'
�
If m holiday falls on a Sunday, the holiday shall be Observed
�
� on the following Monday. �
� Section Two: This Resolution supersedes Resolution 85-51 adopted on November 13,
|9U5.
�
�
�
�
,
� RESOLUTION NO,
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENIN-
SULA REGIONAL OPEN SPACE DISTRICT AMENDING THE DISTRICT'S
RULES OF PROCEDURES
The Board Of Directors- of the MidpeDiDsWla Regional Open Space District
does resolve as follows :
� Section One: Section 1 .90 Of the Rules Of Procedures is amended to read
�
as follows:
Section 1 .90 Public Records. All public records of the District shall be
Op8D to public inspection during District Office hours Monday
�
� through Friday from 9:00 A.M. - 12:00 Noon and 1 :00 P.M. -
5:00 P.M. holidays 8%uepted. Holidays observed by the District
are New Year's Day, Martin Luther King Jr. Day, Presidents'
� Day, Memorial Day, Independence Day" Labor Day, Columbus Day,
Veterans' Day* Thanksgiving Day, the day after Thanksgiving,
� the last four hours Of last workday preceding the Christmas
�
Day observance, and Christmas Oay' If a holiday falls on a
Saturday, the holiday Shall be observed On the preceding Fri-
day, If a holiday falls on a Sunday, the holiday shall be
observed on the following Monday.
Section Two: Section 1 ,42 Of the Rules Of Procedure* is amended to read as
SectfoD� 1 .42 Pledge of Allegiance. The Pledge of Allegiance shall be
recited at the first regular meetings of February and July,
and special. presentations Shall be made at those times, �
Section Three: This Resolution supersedes Resolution 85-51 adopted on November 13,
1985.
���
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT AMENDING THE DISTRICT'S
RULES OF PROCEDURES
The Board of Directors of the Midpeninsula Regional Open Space District does
resolve as follows:
Section One: Section 1 .90 of the Rules of Procedures is amended to read as
follows:
Section 1 .90 Public Records . All public records of the District shall be
open to public inspection during District office hours Monday
through Friday from 9:00 A.M. - 12:00 Noon and 1 :00 P.M. -
5:00 P.M. holidays excepted. Holidays observed by the District
are New Year's Day, Martin Luther King Jr. Day, Presidents '
Day, Memorial Day, Independence Day, Labor Day, Columbus Day,
Veterans' Day, Thanksgiving Day, the day after Thanksgiving,
the last four hours of last workday preceding the Christmas
Day observance, and Christmas Day. If a holiday falls on a
Saturday, the holiday shall be observed on the preceding Fri-
day. If a holiday falls on a Sunday, the holiday shall be
observed on the following Monday.
Section Two: Section 1 .42 of the Rules of Procedure is amended to read as follows :
Section 1 .42 Pledge of Allegiance. The Pledge of Allegiance shall be recited at
the first regular meeting of July and a special presentation shall
be made at that time.
Section Three: This Resolution supersedes Resolution 85=51 adopted on November 13,
1985.
M-86-14
(Meeting 86-04
February 12, 1986)
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
MEMORANDUM
January 30, 1986
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Proposed Support for the "Deep Pocket" Initiative
Recommendation: Adopt attached Resolution of the Board of
Directors of the Midpeninsula Regional Open Space District in
Support of the "Fair Responsibility Act of 1986" .
Reason for Recommendation: Lend District support to the campaign
to pass a Constitutional Initiative, the "Fair Responsibility
Act of 1986. " The Initiative, if passed, would reform the
"Deep Pocket Doctrine" by holding liability lawsuit defendants
financially liable in closer proportion to their degree of fault.
Background: Attached is background information from the Taxpayers
for Fair Responsibility organization, which is sponsoring the
Initiative. Also attached is a copy of a Times Tribune article
giving the pros and cons of the Initiative.
The District' s Board through its Legislative Program supported
AB 1867 and SB 575 in the 1983-84 Legislative Session. These
bills had essentially the same content as the "Deep Pocket"
Initiative, but like other similar attempts in the Legislature,
they failed to pass.
The East Bay Regional Park District' s Board of Directors has
passed a resolution of support.
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
IN SUPPORT OF THE "FAIR RESPONSIBILITY
ACT OF 19.8.6"'
WHEREAS, the present joint and several liability law, also
known as the "Deep Pocket Doctrine" , has unfairly cost California's
public agencies millions of dollars in court judgments, settle-
ments, legal costs, skyrocketing insurance premiums and difficulty
in obtaining adequate liability insurance coverage; and ---
WHEREAS, this same doctrine has also cost business firms
and professionals many millions of dollars; and
WHEREAS, ultimately this cost is unfairly borne by the
taxpayers and consumers of California; and
WHEREAS, many cities, counties, special districts, business
firms and professionals are selected as defendants in lawsuits
merely because of their perceived assets or insurance and often
are found only fractionally at fault but must pay most or all
of the judgment because the defendants most at fault cannot pay; and
WHEREAS, the cost of this is unfairly borne by the taxpayers
and consumers of California; and
WHEREAS, the "Fair Responsibility Act of 1986" is an initiative
measure that would give the voters of California an opportunity to
reform the inequities and injustices of the "Deep Pocket Doctrine"
by holding liability lawsuit defendants financially liable in
closer proportion to their degree of fault.
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors
of the Midpeninsula Regional Open Space District does hereby
endorse the "Fair Responsibility Act of 1986" and urges its
support and passage to relieve the financial strain imposed
on local government and its taxpayers.
i
�0
ON
i
CALIFORNIA SPECIAL DISTRICTS ASSOCIATION
Volume I OCTOBER/NOVEMBER 1985 Number 10
Insurance Crisis Forces
Initiative On Tort Reform
"Deep Pockets" has become a well-
known expression over the past few years a,
as public agencies,including special dis-
tricts,as well as private companies have _
watched their insurance rates soar to
meet the costs of ever higher liability
damage awards. Attorneys view public
agencies as deep packets for lawsuits s
because the agencies can be hit for _
almost unlimited funds if they can be
made parry to the suit.
Gene Livingston, a Sacramento attor-
ney and head of the Tort Reform Coali-
tion,told members of the Califomia Spe- w
cial Districts Association at their annual �7 ^
conference in Sacramento September 27-
29 that the inability to get any legislation
on tort reform through the Assembly
Judiciary Committee has led to an effort were 360 personal injury cases nation- are pending in state courts,with another
to qualifi'and pass a ballot initiative. wide that were settled forover$1 million, 150,000 in federal courts.
The problem, Livingston said, is the 13 times the number in 1975. There is With the suits come settlements and
dramatic jump in the size of judgments in now one private, civil suit pending for judgments that insurance companies
liability•cases.In 1983,for example,there every 15 Americans; some 16.6 million must pay.The liability insurance industry
recently has paid out more in benefits
than it has collected in premiums. A
rough balance is usually necessary to
Board Supports Initiative maintain rates, since insurance compan-
ies earn their income on investments of
At its meeting during the California Special Distriois Association's Annual balances held in reserve. Industn-wide,
Conference September 27-29 in Sacramento, the CSDA Board of Directors liability insurers have been paying out
adopted a resolution supporting the initiative campaign of the Coalition for about E1 16 for every$100 collected. For
Reform. The initiative would help protect kcal governments from excessive.
deep-pockets liability judgements and would help control long term insurance
costs. The Coalition hopes to place an initiative on the June 19t16 hallo( that
WOUld alter the current judicial doctrine of "joint and several" liability by helifor'snote:The October wul,Vurember �
distinguishing between economic and "pain and suffering" damages. All celitions of CSDA Newsbriet% herre been
defendants would be liable for all economic damages awarded, but each corubirred su thut.this editiurr could ill
defendant would be reslxtnsible for only its share of liability for "pain and chide a reyrori urr/be CSIM Arrrruerl Coll-
suffering"awards. fore nce, idong with final rq)orts urr the
CSDA members are urged to contact the Coalition for Tort Reform, 1130 K bilk;that CSIM btis Ikon tracking through
Street, Sacramento, CA 95814, (916) 442.1111, for more information on the the hl"islatir•e seWorr, uhich ended ill
initiative and on how to help in the signature-gathering campaign. nrid-Sc jrtetnWr. Regular rrwuthll,prrhli
;;mint►of Ne wsbriefs u ill rest►rue with the
December edition.
J
reinsurers,those firms providing backup entire judgment if the other defendants mittee, there has been some sympathy
to cover large losses for self-insurers and lack resources. Originally intended to for public agencies and their problems as
smaller insurance companies, the drain ensure that an injured parry could collect deep pockets. Speaker Brown has sug-
on reserves has been even more serious, at least some restitution,this doctrine has gested a compromise bill that would end
with payouts of $141 for every $100 led to situations where a party can be joint and several liability for accidents
collected. held only one or two percent responsi- taking place on public highways,but this
That red ink is being translated into big ble for an accident, yet must pay the is viewed by many as a partial solution
premium increases,averaging 30 percent entire judgment because the other par- that could make the entire problem
in 1985,with another average hike of 26 ties at fault have no money. worse.With cities and counties removed
percent projected for 1986, Livingston Many lawsuits demanding multi-million as deep pockets, Livingston predicted
said. The result is higher costs of insur- dollar "pain and suffering" awards have attorneys will simply change their focus
ance, especially for municipal and local included cities,counties,business firms, and file more suits against auto manufac
governments. In some cases, insurance and licensed professionals as codefend curers and others whose products are
isn't available at any cost. ants in the hope of having them found used by the motoring public.
responsible for at least a fraction of the With SB 75 stalemated in the Legisla-
Joint and Several Liability fault. Most common are claims that the cure, and with insurance rates rapidly
The key reason for the higher judg- street on which an accident occurred becoming unaffordable,the Tort Reform
ments,particularly for public agencies,is was, in some way, not sufficiently main Coalition was formed to work for tort
California's judicial doctrine of"joint and tained or improved. reform through the initiative process.
The coalition includes the CalifomiaTax
several" liability, which holds that vary
Opposition in the Assembly
ing degrees of liability can be assigned to payers Association,the California Cham-
different defendants,but that any single Legislation changing the joint and sev- ber of Commerce, the California Manu-
defendant is responsible for paying an eral rule has regularly passed the Senate facturers Association, the California
in recent years,only to be stalled in the Medical Association, the California Hos-
Assembly.In 1985,SB 75(Foran),strongly pital Association,the Association for Cali-
supported by CSDA, met the same fate. fomia Tort Reform, and numerous repro
This bill differentiated between two kinds sentatives of the insurance industry.The
Gene Livingston
of damages: those for economic loss, coalition also claims the support of the
such as medical costs, loss of earnings, League of California Cities and the County
Gene Livingston is a founding damage to property and the like; and Supervisors Association of California.
partner in the Sacramento law firm those for "pain and suffering," which The coalition commissioned a market
of Livingston and Mattesich, spe- includes such non-economic factors as research firm to study public attitudes
cializing in government practice, mental anguish.Awards and settlements about liability insurance rates, public
including state regulations, profes for non-economic losses often tun into entities as deep pockets and the fairness
sional and business licenses, and millions of dollars. of the present system. The poll results
civil litigation. Under SB 75, payment of economic indicated that the public could be recep-
In 1980, Livingston named as its damages would have remained un tive to an initiative,despite the complex
first director,established the Office changed.Joint and several liabilitywould nature of the problem.
of Administrative Law to review all have remained in effect,whereby even a The survey found that 80 percent of the
state agency regulations. While he marginally responsible parry to the suit people questioned knew about the deep
was director, the office cut new would have been required to pay all eco pockets problem. People thought joint
regulations by 50 percent. The of- nomic damages if the other parties had liability was unfair, that people should
fice evaluated over 11,0W pages of no resources. In this way, the victim only have to pay for what was their fault.
existing regulations, targeting 24 would have at least had recourse to re- Those polled seemed most impressed by
percent for elimination, and an- cover medical costs and lost earnings. the argument that small and medium
other 33 percent for change to con- But when it comes to non-economic,or sized governments must spend about a
form to current law. .,pain and suffering"awards,SB 75 would third of their budgets on insurance alone.
Livingston serves as chairman of have required each defendant to pay a Some 80 percent of those questioned
the Board of the Association for share of the final award equal to each who considered themselves to be voters
California Tort Reform.The Associ defendant's share of liability, as deter said they would support an initiative.
ation participates actively in legisla mined by the court. The Tort Reform Coalition considered
Live matters and regularly submits Livingston told CSDA members that those results very positive and retained a
friends of the coun briefs to Cali the key obstacle to passing even this political consulting firm. The strategy
fomia appellate courts, urging a modest reform proposal was Assembly now,is to circulate petitions in the hope 1
more rational development of the Speaker Willie Brown, himself a lawyer, of winning a place on the June 1986 bal
laws governing tort liability. who has very close tieswith the powerful lot. The survey indicated that the initia
Most recently, Livingston has lobbying group for attorneys,the Califor tive's support would be stongest among
taken a position as head of the Coa nia Trial Lawyers Association. Willie better educated, more affluent voters,
lition for Tort Reform, formed to Brawn is the number one fund raiser in who tend to make up a larger percentage
place and promote an initiative on the Assembly, Livingston said, and the of the electorate in primary elections
the California ballot to reform the trial lawyers are Willie Brown's number than in general elections.
state's tort law. one campaign contributor. The initiative offers the same basic
Even in the Assembly Judiciary Com provisions aS SB 75: reUning joint liabil
CSDA
PAGE 2
( f
I
DA&
Ity for economic damages,but requiring should the initiative fail to qualify,or lose meeting during the Annual Conference,
that defendants pay only their own share in the election, it will be difficult, if not adopted a resolution strongly supporting
for pain and suffering awards. impossible,ever to persuade the Legisla- the proposed initiative to reform Califor-
Strong opposition is expected from the ture that tort reform is an issue with nia tort law. Districts are encouraged to t
strong public interest and sentiment. become actively involved in circulating
trial lawyers and their allies.The coalition
recognizes that the 1986 initiative will The Board of Directors of the Califor- petitions to qualify the initiative, and to Ij
probably be a do or die campaign — nia Special Districts Association, at their work for its passage by voters next June.
re
Wage replacement — a better way
p
to determine
workers comp?
he July edition of CSDA News- the statewide average weekly wage,which
briefs featured an article on c in 1983 was $365, and should then be
problems with California's `'t. adjusted for inflation even year.
workers compensation system , The Florida system
based on information submitted by a The crucial reforms proposed for Cali
new interest group created to work for fomia's system of awarding permanent
reform of state law on workers comp,
Californians for Compensation Reform. , r partial disability and temporary disability
The key problem outlined by Cali- J payments have been tested in the state of
fomians for Compensation Reform is the Florida, which adopted "wage replace.
current practice of linking the amount of rent" and "impairment benefits" syS
j tems in August of 1979.At the urging of
benefits for"permanent partial disability" bor,business and the insur-
(PPD), the largest part of the workers organized la
compensation program, to an individu- once industry, the Florida legislature
s capacity, to all here is no adopted a wage replacement system of
al'seam p objective measure
g fits based on an t
realistic method of measurement. This hone
leads to other problems,sorb as the frr � of actual loss of wages in the case of arn' i
?' permanent impairment,and a system of
yuent use of arbitrary lump sum pa}' impairment benefits for permanent im
ments and, even more frequent, costl}' Irairments due to amputation, loss of 80
litigation. percent or more vision,or serious facial
The solution proposed by Californians _ or head disfigurements.
for Compensation Reform is the use of a t ran
different method forialculatingbenetits. permanent partial disability Since 1979, raps on temporan.- d
a a
payi
A worker found to have suffered a per nnd
manent impairment should receive"wake tion to injured\•urkerS for serious injur have been raised from $130 per week to
replacement" benefits, based un the ies, such as amputations or facial dis $2ss per week. And Florida's relative
g rankin for nl:LXinlunl -.veekly benefits
worker's acutal wages l )St duc to the tigurentents. � •15th
injure•. These henetitS wuult.l he deter Calitirrniansf�rr(;ompc•nsatitm Kctorm has gone from lith lowest to high
alined by comparing, on :t month to argue that "u•ntporar disahilinv' (T1), est. At the Same time. rates enmpluverS
month basis. actual earnings before the hCnefits Shtntld he inireased, 'These are pay t<,r workers Compensation have
iloilth t basis.
actuLIJI a earn aflertheinjun. the benefits paid to injured workerst0ho dropped 15 percent. Aiiurding to the
ng the su t alled National Cuni it un Conlpens
".Wage replacement" provide a iannut work at all duriationau OUIL ln
su
more certain measure of the individual'S "healing perit><l.- but are expected I() ranee°.to day's rates in Florida would have
arntal loss of earnings. It would also give eventually reio�er and return to work in been 62 percent higher without enact some ra 101V meet of the•wage replat:enlettt S�stem-
employers in econunlii incentive to re I
habilitate their injuredwurkersandplaie CurrentlyADhenetitsaret\\uthird,l,t Even more intpotl:ult has been the
them in a juh, because doing an would the worker's gross average\\eek
h.\\.ige. drop in litigation.Overall.litigatedt:laims
lower their workers rump rusts, so "IC subject to a minimum of S1 I? per\\eek were down 60 percent.and the number
thing that does not happen under the and a nt:Lxitlium t ft R?3-i per week.That of injured workers requiring an :uumte\
t thing
t System. nl:Lxinurm, mandated by state law. gives dropped by 30 percent. This indicates
lower than half ofall injuredworkersmo that a larger share of the premium dollar
gross earnings.Cali paid by the employer is going directly to
Other compensations thirds of their actual},rt. }, I
In addition to compensating workers fornia is ranked i5th in the nation in its the injuredworker.There are also indiia
for lost wages.employers could also he maxinunll wcek1vTD benefit.That nlax tions that workersare going back towork
obligated to pay additional contpensa- inlum should he raised u, 100 percent of stx,ner under Florida'S new SyStenl.
PAGE 3
OCTOBER/NOVEMBER 1985
TAXPAYERS for
.,FAIR RESPONSIBILITY
III Anza Boulevard,Suite 406 • Burlingame,California 94010 0 (415)340-0470
County Supervisors HELP SEW UP 02 -12EE PXK=S-
Association of California
League of California
Cities
California Chamber we are facing a crisis in California; a crisis that
of n I
Ca Commerce lifornia Taxpayers is inflicting financial havoc on our state and local.
Association governments, public school systems and private
California Manufacturers businesses -- and costing taxpayers and consumers
Association untold millions of dollars.
Association for California
Tort Reform The crisis: the unaffordability and unavailability
California Medical
of liability insurance.
Association
California Hospital
Association A major contributing source: "deep pocket" lawsuits.
Association of California Present law allows a plaintiff to recover 100% of a
Insurance Companies
damage award from a co-defendant who is only 1% at
Alliance of
American Insurers fault in personal injury suits if other co-
(Partial Listing) defendants are unable to pay.
John H. Hodgson II, This is unfair to cities, to counties, to school
Treasurer boards, to businesses and professionals. It is
I.D. #850827 unfair to the taxpayer and consumer.
Why is this law in existence? Prior to 1975, a
plaintiff found even partially at fault for his own
injuries could not collect for any damages . A court
ruling later determined that in personal injury
cases involving more than one defendant, each
defendant was responsible for economic damages
(medical costs , lost earnings, etc. ) and non-
economic damages (mental suffering,etc. ) in direct
proportion to their respective degrees of fault.
In 1978, the California Supreme Court ruled that
defendants with substantial assets or insurance
(that is, with "deep pockets") could be forced to
pay 100% of all damages, even if they were found
only 1% at fault in instances where other defendants
lacked funds . This is known as the doctrine of
joint and several liability and it remains in
effect.
The law tempts the plaintiff (or his attorney) to go
where the money is, not just where the fault lies.
Not surprisingly, the practical application of this
doctrine has increasingly been to name governmental
entities and businesses as co-defendants in cases
where they are only peripherally involved but might
be found slightly at fault . Without the lure of
their "deep pockets , " they would not have become
defendants .
Some exaniples :
In So. California, a driver pulled onto what he thought was
the shoulder of the Ventura Freeway and raised the hood of
his car. However , there was no shoulder there; he had
stopped in the right-hand lane of traffic. A drunk driver
traveling about 60 mph crashed into his car , leaving him
permanently disabled. The victim sued the drunk driver,
the restaurant in which she had been drinking and the State
of California. His claim against the State: there should
have been a sign warning drivers there was no shoulder at
that point . He collected $8 .2 million.
I
In Irvine, a blind college student with a guide dog crossed
the street on a green light. A car jumped the light,
injured the student and killed the dog. The victim sued
both the driver and the city. Claim, against the city: the
intersection should have had "walk" lights . (The dog,
however , was trained to go on green. ) The driver paid
$100 ,000 . The city entered a structured settlement for
$1 .7 million.
It is obviously not difficult to prove that a "deep pocket" is
at least 1% at fault. A League of California Cities survey
showed that 163 cities paid out more than $20 million in "deep
Docket" judgments in 1983-34 -- up from $5 million in 1981-82 .
City officials estimate they face a combined potential exposure
of more than $210 million in the next two years .
Since it has become common practice to include the State
Department of Transportation in nearly all litigation involving
accidents on state highways, the number of personal injury
cases filed against Caltrans jumped from 27 in 1973 to 512 last
year . That is a 440% increase in financial claims -- from $230
million to more than one billion.
Who bears the cost of these settlements and judgments? Make no
mistake -- the "deep pocket" is our pocket.
Taxpayers pay in the form of high taxes and drastically reduced
governmental services. "Deep pocket" settlements and the
increased risk assigned to governmental entities as a result of
the 1973 ruling have helped send liability insurance premiums
higher and higher .
Cities and counties are finding commercial liability insurance
either unaffordaole or unavailable. r1ore than 30 cities have
no liability insurance whatever and more than a dozen others
are inadequately insured. The list is expected to grow as
-oolicies come uo for renewal.
!\s a result , services have been affected dramatically. Some
Tjolice and fire vehicles have been grounded; public schools
have been forced to curtail activities; garbage collections
have been stalled; public buses have been halted. Even a
-2-
municipal government or school district lucky enough to get
liability insurance must divert dollars from other services to
pay for the huge premiums.
Consumers pay in the form of high prices for goods and services
and higher premiums
ums for our own insurance. Private businesses
and the professionals who serve us must pass their increased
insurance costs on to the consumers .
Clearly, the problem can only get worse. The solution? Reform
the "deep pocket" law. Efforts to achieve this have been
fruitless in the Legislature over a period of years . Four
tines a reform bill was approved
)proved by the Senate only to die in
the Assembly Judiciary Committee under the extreme lobbying
pressures of the California Trial Lawyers Association. (The
California Trial Lawyers Association, incidentally, gave more
money, by far , to legislators ' campaign funds in 1985 than any
other organization in California. )
Frustrated by the stacked deck in the Assembly and smarting
from the increasing number of "deep pocket" lawsuits, with the
resulting increased cost and reduced availability of liability
insurance, local government, business and professional
organizations joined forces to take their case for fairness
directly to the people of California.
They formed a coalition to put the F_4jL Responsibility Act of
1986 on the ballot -- an initiative virtually identical to S375
by Senator John F. Foran -- the ill-fated legislative reform
Supervisors
bill . Included among the supporters: the County Su,
Association of California, League of California Cities,
California Chamber of Coz-amerce, California Taxpayers
Association, California Iledical Association, California
Manufacturers Association, California School Boards
Association, Association for California Tort Reform, California
Police Chiefs Association, California Peace officers
Association, California Farm Bureau, and numerous insurance
industry groups .
The initiative would not alter present law as it applies to
economic damages . Tvlith regard to the huge non-economic awards
(for such things as emotional distress and the like) , the
initiative would restore the notion of payment in di'rect
oro,00rtion to one's degree of responsibility. If a co-
defendant is found 1000- at fault for an accident, that party
would -,-)ay 10% -- no more and no less -- of the total non-
economic award .
This is a measure that is based on common sense and down-to-
earth fairness. There is no superfund in the sky from which
multi-million dollar awards are paid. The money comes from our
pockets.
The time to act is now. Help us sew up the deep pockets.
-3-
TAXPAYERS for
FAIR RESPONSIBILITY
111 An,-.a Boulevard,Suite 400 Burlinciame,C,iliforma�AOIO (415)34�_' ('41h
County SUfWrVISOT'S
Association of California
League of California
Cities HELP DEEP POCKETS
California Chamber
of Commerce
California Taxpayers
There is an unfair law in California. We never
Association
California Manufacturers voted on it; the Legislature never passed it; in
Association fact, few people even know it exists. Yet it
Association for California directly affects the availability and
Tort Reform
affordability of liability insurance in
California Medical California AND it is costing taxpayers and
Association
California Hospital consumers millions and millions of dollars.
Association
Association of California It is called the "Deep Pocket" law.
Insurance Companies
Alliance of
American Insurers Here's an example of the law at work:
(Partial Listing) -Two drunk teenagers are driving along a winding
John H. Hodgson II, country road at a high speed. The driver fails
Tre"urer to negotiate a turn and drives off the road,
I.D. #850827 seriously injuring the passenger. The guilty
driver has no money, assets or insurance. The
passenger 's lawyer therefore sues the driver
AND the County. He convinces the jury that
although the driver, drunk and speeding, was
clearly at fault, the County should have posted
a warning sign. The jury finds the driver 99%
at fault, the County 1% at fault, and awards
the plaintiff $2 million. Instead of paying
$20,000 (1%) , the County must pay the full $2
million because the drunk driver could not pay.
Clearly, the law is unfair. Why is it in
existence?
In 1978, the California Supreme Court ruled that
in personal injury suits, when there are two or
more defendants and only one of them has
sufficient resources, that "deep pocket"
defendant must pay 1001 of the judgment for
economic losses (such as medical expenses, loss
of earnings and property damages) PLUS 100% of
the judgment for non-economic damages (such as
emotional suffering and mental distress) -- EVEN
if the jury finds that defendant ONLY 1% at
fault.
The law tempts the plaintiff's lawyer to go
where the money is, not just where the fault
lies.
J
Not surprisingly, the practical application of the ruling has
increasingly been to name public entities, businesses and
other potential "deep pockets" as co-defendants in cases
where they are only peripherally involved but might be found
slightly at fault. With the lure of their "deep pockets,"
they would not have become defendants .
-A League of Cities survey showed that cities collectively
face hundreds of millions of dollars in "deep pocket" suits
in the next few years.
-Since it has become common practice to include the State
Department of Transportation in nearly all litigation
involving accidents on state highways, Caltrans now has $4
billion in lawsuits pending.
As the *deep pocket" grows deeperr, liability insurance
becomes less and less affordable or unavailable altogether.
When a city, a county, a small business, a school district or
any other potential "deep pocket" tries to renew their
liability insurance policy, they are finding that either
their premiums have skyrocketed or insurance is simply no
longer available.
The *deep pocket" law has essentially rendered every
potential "deep pocket' an unknown risk. And insurance
companies, in the business of assessing risk, are naturally
reticent to insure against the unknown. Who would expect any
company to assume the risk of every uninsured driver who
happens to have an accident on a county road?
Who ultimately pays the price of the unfair "deep pocket"
law? Who ultimately bears the cost of 200-400%g in some
cases more than 1000%, premium increases for public entities,
businesses and others? Who suffers when dozens of cities and
businesses are forced to go without insurance, or 'go bare*
as it is known.
MAKE No MISTAKE -- THE *DEEP POCKET" IS = POCKET. THE
TAXPAYER A14D CONSUMER,
We pay in the form of high taxes, reduced government
services, high consumer prices, reduced availability of goods
and services and high prices for our own insurance.
When cities "go bare* and are forced to ground police and
fire vehicles and stall garbage collection; when school
districts are forced to limit activities; when transit
districts are forced to reduce public bus services; when
roller rinks , ski and car rental agencies and other
businesses are forced to close down because it is no longer
feasible for them to provide a service or product it is
the taxpayer and consumer that pay the price.
-2-
III
There is definitely a problem and it can only get worse. The
solution? REFORM THE "DEEP POCKET" LAW.
Why have we not done that? It isn't because we have not
tried. But one special interest -- the California Trial
Lawyers Association -- has consistently blocked legislative
reform attempts . Four times a reform measure passed the
Senate and each time it has died in the Assembly because one
special interest --incidentally, the largest financial
contributor to legislators ' campaign funds in 1985 -- has a
financial stake in keeping this unfair law on the books .
Frustrated by the stacked deck in the Assembly and smarting
from the increasing number of "deep pocket" lawsuits, with
the resulting increased cost and reduced availability of
liability insurance, local government , business and
professional organizations joined forces to take their case
for fairness directly to the people of California.
One of the largest coalitions in California political history
was formed to place the Fair Responsibility Act of 1986 on
the June ballot --an initiative virtually identical to SB75
by Senator John F. Foran -- the ill-fated legislative reform
bill. Included among the supporters: the County Supervisors
Association of California, League of California Cities,
California School Boards Association, California Chamber of
Commerce, California Taxpayers Association, California State
Parent-Teacher Association, California Manufacturers
Association, National Federation of Independent Business,
California District Attorneys Association, Association for
California Tort Reform, California Police Chiefs Association,
California Farm Bureau Federation, Consumer Alert, California
State Sheriffs' Association, California Dental Association,
California Peace Officers Association, California Restaurant
Association, California Medical Association, Association of
California Water Agencies, Agricultural Council of
California, California Hospital Association, California
Association of Resource Conservation Districts, California
Trucking Association, California Defense Council, California
Association of Publicly-Owned Transit Systems, California
Association of 4WD Clubs, numerous engineering and insurance
industry associations and many small non-profit and social
organizations that are having difficulty finding insurance.
The initiative would not alter present law as it applies to
economic damages. It insures the victim's right to collect
for all actual damages -- all present and future medical
expenses, lost wages and property damage.
With regard to the huge non-economic awards (for such things
as emotional distress and the like) , the initiative would
restore the notion of payment in direct proportion to one's
degree of responsibility. If a co-defendant is found 10% at
-3-
i
Y
fault for an accident that art would a 10% -- no more
� party pay
and no less -- of the total non-economic award.
There are two victims: the injured victim AND the taxpayer.
This initiative protects both their rights.
It is a measure based on common sense and down-to-earth
fairness. There is no superfund in the sky from which multi-
million dollar awards are paid. The money comes from QM
pockets.
The time to act is now. Help us sew up the "deep pockets" .
h .
ill -4-
I J
TIMES TRIBUNE Sunday, February 2, 1986-7 4comment
The 'Deep Pockets n /a t1ffa tim Vj_1
P tti
t
fii �c< j
;a
s
i
�! s.
4
Il nlky :
ps
A.
Times Trio me Illustration by Richard Sipberman
f
PRO: Restor THE „ i CALIFORNIA SENATE has passed deep �
pocket" reform measures four times in recent
n years,but the trial lawyers'clout in the Assembly
has blocked passage of such legislation by that
fairness to
body. I introduced the most recent of these,Senate
F Bill 75. It is the model for the Fair Responsibility
Act.
n1 1 awards Under the Fair Responsibility Act and SB 75,
• ryinjured victims will be completely compensated
for all their medical bills,lost wages and property
By John Foran damage (out-of-pocket expenses).This means
CALIFORNIA TAXPAYERS and consumers defendants in a personal injury lawsuit will still be
are being taken to the cleaners to the tune of responsible for all economic losses no matter what
millions of dollars per year. degree they are found at fault.For the "pain and
It is entirely legal—but it shouldn't be. suffering" (non-economic) portion of a judgment,
The thief is a legal doctrine called the"deep however,defendants would be required to pay
pocket"law.The culprits are California's trial only the percentage they are found at fault,
lawyers,whose money and influence have This is a fair compromise.The Fair
thwarted all attempts to reform this unfair law i Responsibility Act and SB 75 will make sure that
the California Legislature. accident victims get what they need without
California voters,however,will have a chance bankrupting California taxpayers and consumers.
to undo this wrong by voting for a"deep pocket" The Fair Responsibility Act and SB 75 are
reform initiative,the Fair Responsibility Act of supported by hundreds of organizations
1986,on the June 3 ballot. representing local governments,businesses.
professionals,education,law enforcement and
THE"DEEP POCKET"doctrine was non-profit organizations.
established by the California Supreme Court in
1978.The court decreed that any party named in a ITS MAJOR SOURCE of opposition comes from
successful lawsuit would be liable for all damages one organization—the California Trial Lawyers
—regardless of their degree of fault.This Association.It is in the trial lawyers'economic
established liability based on wealth, not fault. interest to maintain the present unfair"deep
Under that rule,even if a defendant in a lawsuit pocket"system.Their income is derived from the
is found to be only 1 percent at fault,he can be huge amounts awarded their clients—up to 40
forced to pay 100 percent of the judgment if the percent of the total award.
person who is primarily to blame has no assets. The trial lawyers'intransigence in refusing to
This court decision has impacted every citizen consider any sort of"deep pocket"reform has
in the state of California. It is similar to a snowball forced those of us who advocate such reform to
rolling downhill—it can become an avalanche. take this cause directly to the people.The Fair
Our cities and counties are losing millions from Responsibility Act of 1986 will appear on the June
their funds that would otherwise be used for 3 ballot.
community services. Consumers are paying higher The Fair Responsibility Act is just that—fair—
prices.Small businesses are going bankrupt. both to the victim and the taxpayer. It will help
One result of this unfair doctrine is the restore fairness to a system that is presently being
insurance crisis now facing our cities,counties and abused for the benefit of very few at the expense
businesses.Liability insurance is not only of many. Don't let a few thousand trial lawyers
expensive,it is increasingly hard to get—and in hold 26 million Californians hostage.
many cases is totally unavailable.The cost of. 1.
liability insurance has increased up to 594 percent John Foran, D-Daly City,represents the 8th Dis-
for cities and counties,primarily because of the trict (parts of San Francisco and northern San
"deep pocket"doctrine.To date,36 California Mateo counties)in the state Senate. He is the au-
cities cannot get insurance at any price—and the thor of SB 75, upon which the "Deep Pockets"
liumber grows daily.Businesses and professionals initiative is modeled.
have also suffered tremendous increases in the 14
cost of this coverage. Who winds up paying the
tab? Taxpayers and consumers.
• clever wa to increase insuranceprofits
� � oN . Ay
6y Peter Hinton own economic interest. No doubt everyone in premiums at what"the market will bear" in order to
California has heard or read about the "insurance maximize their profits and offer or deny coverage at
THIS JUNE,California voters will be asked to vote crisis" facing our cities,counties and small California whim.In an industry as close-knit as this one,the
on the "Fair Responsibility" initiative.This ballot businesses. In recent months, insurance companies result is frequent periods in which the industry acts ,
measure,however, is neither fair nor responsible. have sent out premium increase notices of between in consort to increase rates and constrict or deny
What it is is a fraudulent scheme promoted by the 300 percent and 1200 percent to our local government coverage to needy institutions.
insurance industry to increase its already hefty and many small businesses. In some cases,the Not surprisingly,without any accountability to the
profits. If passed, it will dramatically alter the insurance companies have simply cancelled policies California insurance consumers,the deciding factor
centuries-old rule of law of joint and several liability and refused to issue any insurance whatsoever.These behind insurance company decisions is maximizing
and in the process strip California citizens of their increases have been handed out despite the fact that profitability.If the cost of insurance premiums were
right to be fully compensated for injuries caused by many cities have never even made an insurance solely related to the amount paid out in claims this
the negligence of others. claim. might not be so bad,but the profitiability of the
No one will benefit except those who have been The result has been a considerable and justified insurance industry bears less of a relationship to the
irresponsible enough to have caused the injuries in outcry from local governments and has worried ratio between premiums and payouts than it does to
the first place,and of course the insurance industry, taxpayers looking around for someone to blame. In the amount of money earned investing premium
"which hopes to pad its profit margins at the expense order to shift the focus of public outcry away from dollars.
of innocent injured people. themselves,the insurance industry pointed the finger INDEED,THE DRAMATIC increase in medical
at joint and several liability.They claim that the
FOR HUNDREDS of years, first in Great Britain age-old policy of placing the injured victims above malpractice premiums in the mid-'70s came right on
and then in the United States, the best of our legal the interest of guilty wrongdoers is the problem. Yet the heels of major stock market investment losses by
minds have pondered the questions of how to at recent Senate hearings,the most optimistic insurance companies. In recent years,due to record
compensate an innocent injured person if one of the insurance representatives admitted that even if this high interest rates,the industry shifted much of its
parties that caused the injury has no money.The initiative passed, premiums would decrease no more investment portfolio into high interest money
answer arrived at has always been the same,year than 10 to 15 percent.That would reduce a 300 markets.During this period,the individual companies
ry century: percent premium increase to a 270 percent premium competed fiercely for premium dollars to pour into
ft,after year, century after centu Where two or more p y p
parties have caused an injury to an innocent person, increase,hardly a meaningful solution. their investment portfolios,often slashing premiums
either or both of the wrongdoers are responsible for It is of course not the first time that the insurance well below the point where they could expect to make
fully compensating the injured person. industry has utilized this tactic.The medical up their claims payouts out of premium dollars. Now,
The moral logic is simple.The injured person is malpractice insurance crisis of the mid-1970s was set after interest rates have declined,the insurance
innocent and has already suffered great loss.Those off by a similar string of dramatic premium increases, companies are once again screaming"crisis," handing
who caused the injury are wrongdoers and must and once again the insurance industry pointed the out skyrocketing premium increases and trying to use
accept the responsibility of their misdeeds by trying finger at the legal system. Eventually,it was proven the self-created crisis to take away more of your
to compensate the innocent victim for his or her loss. that the malpractice premium increase demanded by rights.
Therefore, if any one of the wrongdoers is insolvent, the insurance companies were grossly overstated; and Yet even while they scream "crisis,"insurance
the other wrongdoers must take up the slack to assure in one instance the insurance companies were forced companies are profiting handily.According to the
the victim is fully compensated. In legal parlance,this to refund$50 million in overpaid premiums. National Insurance Consumer Organization,the
is called the doctrine of joint and several liability. industry nationwide showed profits of$6.6 billion.As
The"unfair irresponsibility" initiative would turn MANY STATES have laws that require insurance further eviden of economic well-being of the industry,
this policy on its head by relieving the wrongdoers companies to open their books to audit and require Business Week reported that insurance company
from their responsibility to compensate their vicitms, the companies to justify rate increases. Several annual earnings increased 30 percent last year and a
and force the innocent injured person to shoulder the attempts have been made to enact such legislation in 46 percent increase is projected for this year.
burden of having been injured by someone who is California but so far the industry has been successful The"fair responsibility"initiative is nothing more
uninsured or insolvent. in blocking the passage of these"sunshine laws." than a carefully orchestrated,heavily bankrolled
As a result the people of California do not have any campaign,designed to increase insurance company
HOW SUCH an irresponsible attack on the rights of right to know what the real profits and losses of the profits at the expense of our rights.
Californian citizens got onto the ballot in the first industry are and the California insurance
place is illustrative of the power and manipulative commissioner is virtually powerless to regulate the Peter Hinton, a Walnut Creek attorney, is presi-
tactics used by the insurance industry to serve its industry.The insurance companies simply set their dent of the California Trial Lawyers Association.
M-86-15
(Meeting 86-04
NoAA. February 12, 1986)
e&k
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
ME MORA14DUM
February 3, 1986
TO: Board of Directors
FROM: H. Grench, General Manager
PREPARED BY: J. Fiddes, Administrative Services Manager
SUBJECT: Request to Convert Public Communications Secretary
Position to Full-Time and to Create Receptionist-Typist
Position
Background: At your June 5 , 1985 meeting, you considered my report
on the Initial Implementation of Administrative Study that had been
prepared by Gary Foss, the District' s Personnel Consultant (see
report R-85-26 of May 16, 1985) . The overall purpose of the study
was to review the District' s four secretarial positions and the
former Administrative Assistant position in terms of current and
proposed work assignments, word processing, job concepts, job
design, and organization staff structure; analyze jobs as to
proper job classification and pay range; and recommend proper
and timely changes in job design and classification, work task
assignments, organization structure, and nay changes as merited.
Among the actions that you took at the June 5 meeting, you approved
the interim increase of the Secretary, Public Communications
position from three-quarters time to full-time with the understanding
that a minimum of three hours per day would be dedicated to
receptionist duties and providing support to the Office Manager/
Secretary to the General Manager. The report pointed out that
we would be planning on a receptionist-typist (part-time initially
and expected to increase) after our move to new quarters. The
relevant portion of my May 16 report to you regarding the Public
Communications Secretary and Receptionist positions accompanies
this renort as Attachment A.
Discussion:
A. Public Communications Secretary
: It was noted in my report
that the scope of the Public Communications Secretary position
would be studied by the new Public Communications Coordinator
when hired. Indeed, during the past few months, new Public
Communications Coordinator M. .Hale has been reviewing the
District' s existing Public Communications Program and deter-
mining the types of changes she would like to make in the
program. A detailed discussion of the types of changes being
proposed is included in report R-86-13 of February 5, 1986
concerning the proposed key projects and activities for the
1986-1987 Action Plan. With almost any scenario for the
Program, a full time secretarial support position is justified.
M-86-15 Page two
Based on the full-time status of the Coordinator' s position,
proposed plans for the Program, and work and time conflicts
associated with the Public Communications Secretary as a shared
support position for the Public Communications Coordinator and
the Office Manager/Secretary to the General Manager, it appears
at this time that the most effective and efficient type of
support for the Public Communications Program is a full-time
secretary. As is the case for the Land Acquisition and Land
Management secretaries, the full-time Public Communications
Secretary would also participate equally in the shared secre-
tarial responsibilities, such as taking and transcribing minutes.
B. Receptionist-Typist: The plans for the District' s new office
include a separate work space for a receptionist and I am now
recommending that you authorize the establishment of a regular,
full-time-equivalent Receptionist-Typist position. I would
attempt to fill it initially on a half-time basis. In the
future, the hours of an individual might be increased and/or
a second part-time person hired on a job sharing basis. As
noted in my June report, the Receptionist-Typist would provide
telephone and reception room coverage, backup radio coverage,
and as much support as possible to the Office Manager/Secretary
to the General Manager. The efficiency and productivity of
all secretaries should be improved by the establishment and
filling of this Receptionist position. The Land Acquisition,
Land Management, and Public Communications Secretaries will
initially share, on an experimental basis, reception and tele-
phone coverage during the remaining work hours not covered by
the Receptionist.
I again emphasize that this Receptionist-Typist position is
one that is likely to grow into an eight hour per day position
over a period of time, the length of which I cannot estimate
at this time. It should also be noted that the Receptionist-
Typist, due to the position' s prime responsibility of telephone
answering, may not be able to provide enough adequate and
quality support time to meet the support requirements of the
Office Manager/Secretary to the General Manager. As you may
recall from Mr. Foss' s Administrative Study, the Office
Manager/Secretary to the General Manager is supposed to channel
some portions of basic secretarial work, including typing of
correspondence, memos and reports, document reproduction,
mailings, and distribution of checks to the Receptionist-Typist
in order to allow her to focus more work time on assignments
delegated by the Administrative Services Manager.
Financial Impacts:
A. Public Communications Secretary: There are sufficient funds
budgeted in the Public Communications Program for the 1985-1986
fiscal year to cover increased salary costs associated with
the conversion of the Secretary' s position from three-quarters
time to full time, as well as related benefit costs.
The incremental financial impact of increasing the position
to full-time, based on 1985-1986 salary figures, is between
$4400 and $6000, depending on placement in the salary range.
Benefit costs are about 30% of salary.
M-86-15 Page three
B. Receptionist-Typist: The proposed salary range for the
Receptionist-Typist position is Step Number 150 to 180 in
the District' s Position Classification Plan with a corresponding
monthly salary range of $1256 to $1692.
Assuming a half-time Receptionist-Typist is hired for the last
three months of the fiscal year, the financial impact in terms
of salary would be approximately $2000. As a part-time position,
District benefits would be provided on a pro-rata basis.
There are sufficient funds in the 1985-1986 General Management
Program for the Receptionist' s salary for the remainder of this
fiscal year, as well as sufficient funds to cover the pro-rata
benefit costs.
Financial salary impacts of this position for the 1986-1987
fiscal year are estimated at approximately $8500 assuming the
position is filled on a half-time basis.
Recommendation: I recommend that you:
1. Approve the permanent increase of the Secretary, Public
Communications to a regular, full-time secretarial position;
2. Approve the creation of the Receptionist-Typist classifi-
cation and assign it a salary range of Step Number 150 to 180
in the attached District' s Position Classification Plan with
a corresponding full-time monthly salary range of $1256
to $1692.
3. Authorize the establishment of a regular, up to full-time-
equivalent Receptionist-Typist position based on the attached
job specification and authorize me to fill the position
with the understanding that staff will initially attempt
to fill the position on a half-time basis.
ATTACHMENT A
3. Secretary, Public Communications . This secretarial Position for
the Public Communications Program is currently a 3/4 time staff
position, and the Public Communications Coordinator position has
been increased to full-time (see memorandum M-85-21 of February 7,
1985) . Since the Public Communications Coordinator 's position
is currently being filled, I am only prepared to make some interim
recommendations concerning the Program' s secretarial position so
that the new Coordinator will be able to review the situation and
provide input regarding his/her Program' s needs. I
Because of the physical space limitations in our current office and
design of the reception room, I am recommending, at this time, that
the Secretary, Public Communications position be increased to a full-
time staff Position entitled Receptionist/Secretary. About three
hours of the Secretary ' s average workday would be dedicated to the
receptionist 'and shared secretarial duties discussed in Mr. Foss '
report. This arrangement would allow the Office Manager/Secretary
to the General Manager to °delegate portions of her work so that
she could take on tasks assigned by the Administrative Services
Manager. The person filling the position of Secretary, Public
Communications would then provide an average of five hours of support
per day to the Public Communications Program.
Depending on the size and physical layout of the District' s interim
office space, I will need to evaluate the feasibility of hiring a
permanent receptionist. In the event such a hire is possible
, -the
following are some alternatives that will need to be considered:
1) continue having the Secretary, Public Communications position
less than full-time; 2) make the Secretary, Public Communications
a, full-time position; 3) restructure the type of support needed
in the Program; or 4) have the Position remain the same with the
Secretary also serving as a part-time receptionist.
4 . Receptionist. I am recommending that, once it is physically feasible
to hire a separate receptionist, a half-time typist/receptionist be
initially hired to provide telephone and reception room coverage
and to provide support for the Office Manager/Secretary to the General
Manager. The hiring of a part-time typist/receptionist will not only
relieve the Office Manager/Secretary to the General Manager' s work-
load, but will improve the efficiency and productivity of all secre-
taries. I am not intending at this time that the typist/receptionist
have the first responsibility for radio coverage. It should be
noted that this typist/receptionist position is one that will most
likely grow to a full-time position over a period of time, the length
of which I cannot estimate at this time.
5. Board Meeting Minutes. The members of the secretarial staff and the
Office Manager/Secretary to the General Manager should take and pre-
pare all Board meeting minutes. Currently, the District Clerk is
taking almost 50% of the minutes, with the remainder divided between
members of the support staff.
6. Changes in Function Du-Ges of Secretaries. Functional duties discussed
in Mr. Foss ' report-will be assigned by the Administrative Services
Manager in accordance with input previously received from the secre-
taries and the members of the management staff . If any member of
the Board is interested in a more detailed explanation of the distri-
bution of functional duties, I will provide the information as
requested.
T
MIDPENINSUL :R.EGIONAL OPEN SPACE DISTRICT
POSITION CLASSIFICATION PLAN
1985-1986
1
Salary 1
ary Ranee
Mon th.ly Annnally
Step $ $
Class =ication ':o. Min-max Min-Max
Receptionist-Typist
150-180 1256-1692 15 064-20 303
Senior Typist Clerk 150-180 1256-1692 . 15,064-20, 303
Secretary 166-196 1472-1984 17 ,664-23,806
Accounting Specialist 171-201 1548-2086 18,565-25,021
Office Manager/Sec ' y. to Gen. ?t:g_. 175-205 1610-2170 19 ,317-26 ,038
Ranger 131-211 1709-2304 20,505-27 ,640
Real Estate Research Analyst 181-211 1709-2304 20 ,505-27 ,640
_ _
Associate Open e Planner 186-216 1796 2421 21,551-29 ,050
Coordinator o= .7clunteer Programs 191-221 1888-2545 22 ,652-30, 531
Lead Ranger 191-221 1888-2545 22 ,652-30 ,531
Environmental Analyst 196-226 1984-2675 23,806-32 ,089
Open Space Planner 210-240 2281-3074 27 ,365-36 ,885
Operations Supervisor 216-246 2421-3263 29 ,050-39 ,152
Real Property Representative 216-246 2421-3263 29,050-39 ,152
Public Communications Coordinator 213-243 2350-3167 28,195-38 ,002
Administrative Services Manager 220-250 2520-3396 30,229-40 ,744
Land Manager* 253-283 3499-4715 41,977-56 , 579
Land Acquisition Manager* 253-283 3499-4715 41,977-56 ,579
*Range of 3% to 5% to be added to base salary as approved by General Manager
for assignment of the employee as Assistant General Manager.
41
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL C!RCLE,SUITE D-1. LOS ALTOS,CALIFORNIA 94022
(415)965-4717
RECEPTIONIST-TYPIST
DEFINITION: Under general supervision, answers incoming telephone
calls and forwards them to appropriate person or provides appropriate
information to caller; greets visitors and assists them as required;
and performs general clerical duties , including typing, as assigned.
TYPICAL TASKS : Answers and screens incoming telephone calls, transfers
them to appropriate staff person, provides appropriate information to
the caller, and/or takes and relays messages ; greets visitors and
assists them as appropriate or refers them to appropriate staff person;
provides general information about the District and its activities ;
erforms backup radio monitorinq7 I
p -_-,.--�es a �Iariety of correspondence,
reports and other material- ; dup_L.L.c�;ces , collates , and distributes
written aterial as appropriate ; im- 1 -ta�
-.-L ins schedules of activities and
locatic-, cf:7 staLf members ; maintains subject matter and other files ;
maintains --Forms and records as required; assists in keeping the
office in an orderly condition; may make appointments and schedule
meetings ; opens and distributes incoming mail; receives shipments
and packages materials for shipment; orders and maintains office sup-
plies; and performs related work as required.
EMPLOYMENT STANDARDS : Demonstrated training, education or work experi-
ence which has provided an opportunity to perform receptionist duties ,
including phone answering and greeting visitors , and basic clerical
tasks ; type at least 50 w.p.m. ; have at least one year of experience
as an office receptionist; equivalent combinations of education and
work experience may be considered.
KNOWLEDGE OF: Office practices and procedures; proper English grammar,
punctuation, and spelling; and simple arithmetic.
ABILITY TO: Communicate effectively by telephone and in person; meet
the public with poise, understand their inquiries and assist them in
getting the help they need; type accurately at least 50 words per
minute; perform clerical work with a reasonable degree of accuracy;
follow oral and written instructions ; use , or learn to use, various
office machines or equipment including word processing and radio equip-
ment; learn specific operations of the office and activities of the
District; perform effectively under pressure and with interruptions ;
establish and maintain effective working relationships with District
employees; organize own work space in a neat manner.
Herbert A Grench,General Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena HenshaA P, hard S.Bishop,Edward G Shelley,Harry A.Turner,Daniel G.Wenclin
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DJSTcL CIRCLE,SUITE D-1,LOS ALTOS,CALIFORNIA 94022
(415)965-4717
RECEPTIONIST-TYPIST_ S� TYPIS T
DEFINITION: Under general supervision, answers incoming telephone
calls and forwards them to appropriate person or provides appropriate
information to caller; greets visitors and assists them as required;
and performs general clerical duties , including typing, as assigned .
TYPICAL TASKS : Answers and screens incoming telephone calls, transfers
them to appropriate staff person, provides appropriate information to
the caller, and/or takes and relays messages ; greets visitors and
assists them as appropriate or refers them to appropriate staff person;
provides general information about the District and its activities ;
performs backup radio monitoring; types a variety of correspondence,
reports and other material ; duplicates , collates , and distributes
written material as appropriate ; maintains schedules of activities and
location of staff members ; maintains subject matter and other files ;
maintains forms and records as required; assists in keeping the
office in an orderly condition; may make appointments and schedule
meetings ; opens and distributes incoming mail; receives shipments
and packages materials for shipment; orders and maintains office sup-
plies; and performs related work as required.
EMPLOYMENT STANDARDS : Demonstrated training, education or work experi-
ence which has provided an opportunity to perform receptionist duties,
including prone answering and greeting visitors, and basic clerical
tasks ; type at least 50 w.p.m. ; have at least one year of experience
as an office receptionist; equivalent combinations of education and
work experience may be considered.
KNOWLEDGE OF: Office practices and procedures; proper English grammar,
punctuation, and spelling; and simple arithmetic.
ABILITY TO: Communicate effectively by telephone and in person; meet
the public with poise, understand their inquiries and assist them in
getting the help - they need; type accurately at least 50 words per
minute; perform clerical work with a reasonable degree of accuracy;
follow oral and written instructions ; use, or learn to use, various
office machines or equipment including word processing and radio equip-
ment; learn specific operations of the office and activities of the
District; perform effectively under pressure and with interruptions ;
establish and maintain effective working relationship:; with District
employees; organize own work space in a neat manner.
I
Herbert A.Grench,General Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner.Daniel G Wenyin
M-86-16
(Meeting 86-04
AA. February 6 , 1986)
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
MEMORANDUM
February 6, 1986
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Deferred Compensation Plan for District Employees
Recommendation: Adopt attached Resolution of the Board of Directors of
the Midpeninsula Regional Open Space District Approving a Deferred Com-
pensation Plan, Approving Employee Particpants in the Plan and Appointing
an Administrator.
Reason for Recommendation: To provide the basis for a plan whereby
District employees will be able to shelter a portion of salary from
current income taxes for supplemental retirement purposes .
Background: In 1979 Gary Foss , the District ' s Personnel Consultant
completed a "Salary-Fringe Benefit and Personnel Systems Study for the
District. One of your actions on my recommendations regarding the study
was to direct the General Manager to return with recommendations on use
of a possible deferred compensation plan for District employees . Since
that time data collection and research have been underway.
Various surveys and interviews of District employees regarding salary,
benefits , and working conditions have taken place over the last few
years. A strong, repeated interest has been expressed in the District
offering a deferred compensation program for employees .
The President and Congress have been considering ways to generate new
revenues through the reduction or elimination of tax deductions . Elimi-
nation or reduction of allowed deferred compensation has been a serious
topic of discussion. If a plan is to be established for District
employees , it would behoove us to establish it just as soon as possible .
Process : The first step would be to establish the foundation for a
plan for District employees by the adoption of the attached resolution.
Initially, the Controller would be designated as the plan Administrator.
The General Manager 's supplementary retirement plan would be consolidated
into the overall plan.
The second step would be to solicit proposals from firms which provide
alternative investment choices and administration of the plan, including
virtually all of the paperwork. Attached, as an example only, is a book-
let from ICMA Retirement Corporation which specializes in public agency
retirement plans . The booklet explains how their plan works , which is
similar to other such plans for which we have collected information.
Note that the administrative costs of the plan are borne by the partici-
pating employees and that no "matching" contribution by the District
is required. Thus , it is possible to offer such a plan to employees
for their benefit at little cost to the District. Incidentally, six of
the seven agencies which are included in our usual salary and benefit sur-
vey offer a deferred compensation plan. After a firm is selected, other
employees can be made participants , as desired,
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
APPROVING A DEFERRED COMPENSATION PLAN,
APPROVING EMPLOYEE PARTICIPANTS IN THE PLAN
AND APPOINTING AN ADMINISTRATOR
WHEREAS, the Board of Directors of the Midpeninsula
Regional Open Space District seeks to establish a Deferred
Compensation Plan whereby District employees will be able to
shelter a portion of salary from current income taxes for supple-
mental retirement purposes ,
NOW, THEREFORE, be it resolved that:
(1) The Plan affixed hereto and captioned "Midpeninsula Regional
Open Space District Deferred Compensation Plan Under Section
457 of the Internal Revenue Code" is hereby approved and
adopted as the deferred compensation plan of the District.
(2) The District Controller is hereby appointed the Administrator
under the Plan.
(3) The President of the Board of Directors is authorized to
execute a participation agreement with the General Manager
of the District in such form as shall be approved by Legal
Counsel for the District.
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
DEFERRED COMPENSATION PLAN
UNDER SECTION 457 OF THE
INTERNAL REVENUE CODE
Section 1. Introduction
This Plan shall be known as the MIDPENINSULA REGIONAL
OPEN SPACE DISTRICT Employees' Deferred Compensation Plan
("Plan" ) and is created in accordance with Section 457 of
the United States Internal Revenue Code and the laws of the
State of California. The purpose of this Plan is to allow
certain Employees to designate a portion of' their
Compensation to be deferred each month and invested until
retirement, financial hardship or death of the Employee.
Participation in this Plan shall not b e construed o
P e t
establish or create an employment contract between the
Employee and the Employer.
Section 2. Definitions
Whenever used in this Plan, the following terms shall
have the meanings set forth below unless otherwise expressly
provided:
p (1) EMPLOYER means the MIDPENINSULA REGIONAL OPEN
SPACE DISTRICT.
(2) EMPLOYEE means a person holding an office or
position of employment with the Employer, including persons
who are considered to be independent contractors performing
services for the Employer under contract. "Employee" shall
not include emergency, temporary, seasonal part-time, or
probationary employees.
(3) Employer has informally had this Plan in effect
since 1974 and each calendar year since 1978 (the date of
the enactment of Section 457) is considered a PLAN YEAR.
(4) NORMAL RETIREMENT AGE is age 65.
(5) EARLY RETIREMENT AGE is age 55.
6 BENEFICIARY means the
person or o designated
persons e�i nated
P P 9
by a Participant to receive the Participant' s benefits
created by this Plan.
(7) PARTICIPANT means any Employee that participates
under this Plan.
(8) DISABILITY means the inability to engage in any
substantial gainful activity by reason of any medically
determinable physical or mental impairment which can be
expected to result in death or to be of long-continued dura-
tion.
(9) ADMINISTRATOR means the person or persons
designated by the Employer as responsible for the adminis-
tration of this Plan.
(10) FINANCIAL HARDSHIP shall mean real emergencies
which are beyond the Participant' s control and which would
cause the Participant great hardship if early distribution
were not permitted. For example, "financial hardship" could
include the following: impending personal bankruptcy; unex-
pected and unreimbursed major expenses resulting from
illness or accident of the Participant or any dependent
thereof; major property loss or any other type of unexpected
or unreimbursed personal expense of a major nature that
would not normally 9
be bud getable. Foreseeable personal
expenditures normally budgetable, such as a down payment for
a home, the purchase of an automobile, college or other
schooling expenses, will not constitute a financial
Penses etc. , "
hardship. " The decision of the Administrator concerning
"financial hardship" shall be final as to all.
Section 3. Participation in the Plan
All Employees designated by the Board of Directors of the
Employer who are receiving Compensation on or after the date
the Plan becomes effective shall be eligible to become
Participants by agreeing in writing to a deferment of
Compensation. The deferment will commence with the first
Pay Period beginning on or after the first day of the month
following the date the Deferred Compensation Agreement is
executed by the Employee and accepted by the Employer. The
total amount of Deferred Compensation during any calendar
year shall not exceed 33-1/3% of the Includable Compensation
(25% of gross income) or $7, 500, whichever is less.
The term "Includable Compensation" means compensation
for services performed for Employer which (taking into
account Sections 457 and 403 (b) of the Internal Revenue
Code) is currently includable in gross income. The
following higher deduction limits may apply to any of the
last three years before normal retirement age; the lesser of
$15,000, or the .Participant' s ceiling for the current year
plus any unused ceiling from previous years. In no event,
however, can the deferral for any taxable year exceed an
Employee' s Includable Compensation less deductions for FICA,
-2-
any other taxes, pension contributions and other mandatory
deductions. Once an election to have Compensation deferred
has been made by the Participant, the election shall con-
tinue in effect until the Participant modifies the amount or
revokes the deferred compensation agreement.
Section 4. Administration
i
The Administrator shall act as agent of the Employer in
all matters concerning the administration of the Plan and
shall have full power to promulgate, adopt, amend or revoke 1
such rules and regulations consistent herewith, as may be
necessary to implement this Plan and to make discretionary
decisions affecting the rights or benefits of Participants
under this Plan.
Section 5. Participant' s Accounts,
Investments and Distributions
(a) Deferred Compensation Accounts
The Employer shall establish a Deferred
Compensation Account for each Participant which shall be the
basis for any distributions payable to the Participants.
Each Participant' s Deferred Compensation Account shall be
'a credited with the amount of any Compensation deferred and
shall be further credited or debited, as applicable, with
(i) any increase or decrease resulting from investments made
or earnings thereon, (ii) any applicable expenses incurred
by the Employer in maintaining and administering this Plan
and (iii) the amount of any distribution.
A Participant shall, when executing the Deferred
Compensation Agreement, make an investment request thereon.
Once made, an investment request shall continue for any
deferments unless later changed by the Participant.
A Participant may, at any time, change his or her
investment request with respect to future amounts of
Deferred Compensation. A change in investment request shall
be
effective with respect
ct to Compensation to d f �
Pbe deferred no
later than the month following receipt by the Administrator.
I
Each Participant shall be provided with an
accounting of his Deferred Compensation Account at least
annually. This statement shall include, but is not limited
to, the amount deferred during the Plan Year and any amounts
credited or debited up to the most recent accounting date.
-3_
i
i
j
As required by Internal Revenue Code Section 457,
title to, and beneficial ownership of, any assets, whether
in cash or investments which the Employer may earmark to pay
or measure any Deferred Compensation hereunder, shall, at
all times, remain as a part of the general assets of the
Employer. The Participant and his or her Beneficiary shall
not have any property interest whatsoever in any specific
asset of the Employer on account of his or her election to
defer any Compensation under this Plan. To the extent that
any person acquires a right to receive payments from this
Plan, such right shall be no greater than the right of any
unsecured general creditor. Regardless of the amount of
Compensation deferred, the maximum amount of benefits that
may be returned to a Participant is the value of the invest-
ment selected by the Administrator as requested in the
Deferred Compensation Agreement.
t
(b) Distribution Events
A Participant' s Deferred Compensation Account may
begin to be distributed thirty (30) days after the day on
which one of the following events occurs:
(1) Termination of Service at Normal or Early
Retirement Age,
(2) Death,
(3) Determination of Financial Hardship by the
Administrator , or
(4) On the Delayed Distribution Date as elected by
the Participant or Beneficiary (as applicable)
within thirty (30) days of the occurrence of
(1) or (2) above. The Delayed Distribution
Date may be a specific future date, the
attainment of a specific age by the
Participant, or the attainment of Normal
Retirement Age. A Participant and each
Beneficiary (if applicable) may elect a
Delayed Distribution Date only once.
(c) Election of Method of Distribution
At any time prior to the date distributions are to
commence (except for Financial Hardship distributions, which
shall be made in the method directed by the Administrator,
as provided in paragraph (d) ) , a Participant may elect one or
more of the following methods by which the Deferred
Compensation Account shall be distributed:
-4-
(1) A lump sum cash payment of all or a portion of
the balance.
(2) In installments over a period of years not
longer than the life expectancy of the
Participant or , if married, the joint life
expectancy of the Participant and his or her
spouse, determined as the distributions are to
commence according to any applicable Internal
Revenue Service Tables. The installments may
be made in monthly or over regular increments.
Any portion of the Deferred Compensation
Account which has not been distributed shall
continue to be credited and/or debited
according to the provisions of paragraph (a) .
(3) In a series of payments on an annuity basis
as if an annuity contract was purchased based
on the life of the Participant and/or Beneficiary (ies) .
The annuity payments shall be based on one of
the following methods:
(i ) The life of the Participant.
(ii) The life of the Participant or a period
certain, whichever is greater.
(iii ) The joint and last survivor life of the
Participant and another named person.
Once payments have commenced on an
annuity basis, any future payments to a
Beneficiary will depend on the terms of the
annuity payments agreed to by the Participant
and the Administrator or Employer. If a
Participant dies prior to a period certain,
any remaining distributions will be paid to
the Beneficiary (ies) . If annuity payments
have commenced on a joint and last survivor
basis, any payment due after the death of the
Participant will be due only to the other per-
son on which the annuity payments have been
based and not to any other Beneficiary (ies) .
If, in fact, an annuity contract is
purchased, the owner and named payee shall be
the Employer. Any rights of Participants or
Beneficiaries are derived solely from this
Plan.
-5-
(d) Financial Hardship
A distribution of all or a portion of a
Participant' s Deferred Compensation Account or a change in
method of distributions shall be permitted in the event the
Participant experiences serious Financial Hardship as
defined in Section 2, Paragraph (10) .
Any Participant desiring a distribution by reason
of serious Financial Hardship must apply to the
Administrator and demonstrate that the circumstances being
experienced were not under the Participant' s control and
constitute a real emergency which is likely to cause the
Participant great Financial Hardship. The allowed distribu-
tion shall be payable in a method determined by the
Administrator or Employer.
(e) Designation of Beneficiary
A Participant may designate a Beneficiary or
Beneficiaries who will receive any balance in the
Participant' s Deferred Compensation Account in the event of
his death. A designation of a Beneficiary shall be effec-
tive when received by the Administrator or Employer and
made on a form which has been signed by the Participant and
approved by the Administrator or Employer for that purpose.
No Beneficiary has any rights under this Plan until the
death of the Participant who has designated him. A
Participant may, at any time, change his Beneficiary (ies)
without the consent of any Beneficiary. If a Beneficiary has
not been designated, or a designation is ineffective for any
reason, the estate of the Participant shall be the Beneficiary.
Section 6. Miscellaneous
(a) Nonassignability
The contract entered into between the Employer and
a Participant through this Plan and the benefits, proceeds
or payments thereunder cannot be sold, assigned, pledged,
commuted, transferred or otherwise conveyed by any Employee
Participant or Beneficiary. Any attempt to assign or
transfer shall not be recognized and shall impose no
liability upon the Employer.
The Employer shall be the owner of all Deferred
Compensation Accounts hereunder and shall be the custodian
of any assts and shall take the steps necessary to provide a
place of safekeeping for them.
-6-
Except as otherwise required by law, any Deferred
Compensation monies deferred pursuant to this Plan shall not
be subjected to attachment, garnishment, or execution, or to
transfer by operation of law in the event of bankruptcy or
insolvency of the Participant or otherwise.
(b) Limited Liability
i
The Employer and Administrator shall be held
harmless by the Participant together with his heirs, suc-
cessors, and assigns from any and all liability hereunder
for all acts performed in good faith, including acts
relating to the investment of deferred compensation and the
Employee' s investment preference hereunder.
11
(c) Payments to Minors and Incompentents
If the Employer or Administrator shall receive evi-
dence satisfactory to it that a Participant or Beneficiary i
entitled to receive any benefit under this Plan is, at the
time when such benefit becomes payable, a minor , or, as
adjudicated by a Court of Law is mentally incompetent to
receive such benefit and to give a valid release therefore
and that another person or an institution is then main-
taining or has custody of such Participant or Beneficiary,
and that no guardian of the person or other representative of
the estate of such Participant or Beneficiary shall have
been duly . appointed, the Employer or Administrator may
authorize payment of such benefit to such other person or
institution, including a custodian under any State Transfers
to Minors Act (who shall be an adult, a guardian of the
minor or a trust company) , or to a Court of Law for distri-
bution pursuant to that Court' s order, and the release of
such other person or institution shall be a valid and
complete discharge for the payment of such benefit.
Section 7. Amendment or Termination of Plan
(a) Amendment of Plan
The Employer shall have the authority to amend this
Plan at any time. No amendment or modification shall
adversely affect the rights of Participants or their
Beneficiaries to the receipt of Compensation deferred prior
to such amendment unless required by State or Federal law to
maintain the tax status of the Plan and any Compensation
previously deferred.
-7-
y,
w
(b) Termination of Plan
The Employer shall have the authority to terminate
this Plan, or to substitute a new Plan. Upon termination of
Plan, each Participant shall be deemed to have withdrawn
from the Plan as of the date of such termination, and the
Participant' s full Compensation will be restored to a non-
deferred basis. The Plan will otherwise continue in effect
until all Deferred Compensation Accounts have been dis-
tributed in accordance with the Plan.
Section 8. Applicable Law
This Plan shall be construed, administered and governed
in all respects under and by the laws of the State of
California and the United States Internal Revenue Code.
-8-
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a�
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: F.Y.I.
DATE: February 7 , 1986
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965.4717
January 30, 1986
Mr. William Briner, Director
Department of Parks and Recreation
State of California
P.O. Box 2390
Sacramento, CA 95814
Dear Mr. Briner:
The Midpeninsula Regional Open Space District is applying for a Proposition
18 grant to aid the District in opening the Skyline Ridge Open Space Preserve
for public outdoor recreation and education programs, including a whole access
loop trail for the physically limited.
There has been strong public support to make this site more accessible for
the highly urbanized Santa Clara and San Mateo Counties. As .a regional
agency serving well over a half-million people in the south San Francisco
Bay Area, we feel this project offers excellent opportunities to this con-
stituency to enjoy nature, educational programs , and recreation such as hiking,
horseback riding, and picnicking.
In behalf of the Board of Directors of the Midpeninsula Regional Open Space
District, we would appreciate your favorable consideration of our application
for $196,250 for the Skyline Ridge Public Access Project.
Sincerely,
Edward Shelley, President
Board of Directors
ES:ej
cc: MROSD Board of Directors
Herbert A.Grench,General Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
• q, 13I►
�.rwr�r► �,a�4C
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965.4717
January 31 , 1986
Town Council
Town of Los Gatos
P.O. Box 949
Los Gatos, California 95031
Dear Los Gatos Council Members:
I am writing this letter to ask you to reconsider our initial
y a
response and contribute to a joint Los Gatos - District land
acquisition project so that we may take action together on the
Eil ertson acquisition be
fore the
March lst option deadline.
, This District has completed numerous joint projects with the
cities, counties, and the State as well as with private conser-
vation organizations. These projects have expanded this region 's
r ability to acquire and preserve much more public -open -space than
would otherwise have been possible. This type of joint project
stimulates popular interest and appreciation for the tremendous
effort expended to preserve our environment to provide a worthy
legacy for our children. This process is especially difficult
in these times of tight budgets and intense development pressure.
The precedent for a joint acquisition project with the Town has
already been firmly established by Los Gatos itself on the
Novitiate acquisition. Although we never imagined that the
acquisition would be so difficult, there were originally more
"conservative" Councils which initiated successful discussions
with the District about this project {Council members DiDuca,
DeFreitas, Lochner, Gualterie, and Cannon with Manager Russell
Cooney) and which in 1978formally approved the joint project
(Council members Lochner, Gualterie, Cannon, Ferrito, and
Siemens with Bill Avery as Manager) .
I would like to see the District and the Town continue this
excellent relationship and commitment to preserve the foothills
behind the Town. I believe the Eilertson project is very desir-
able and would be politically acceptable for the following reasons:
1. This property is a high point above the Town
proper and is in the direct viewshed from downtown.
Herbert A.Grench,General Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
Town Council
January 31 , 1986
Page Two
2 . This property is within the Town limits of
Los Gatos. A District acquisition within city
limits is rather unusual , as most of our proj-
ects are nearer the Skyline in unincorporated
areas with a more regional appeal. Joint proj-
ects are therefore a method of stretching
dollars for an acquisition which has more local
significance.
3. Acquisition of this parcel for open space would
save the Town and the public the problems and
costs associated with processing development
plans and providing services to this remote area.
4. This property would link existing open space lands
and provide local hiking opportunities to a vast
near-wilderness area of open space.
5 . This property would be acquired from a willing
seller - a demonstration of the success of quiet,
diplomatic negotations .
Los Gatos is at the threshold of a vast area of open space - from
Kennedy Road to Almaden Quicksilver County Park to the top of
Mt. Umunhum. to Summit Road. The Town and the District have a
marvelous potential for open space preservation in this area
because it is so unspoiled. Unfortunately, the entire area
comprises some 20,000 acres , way beyond the resources of the
District alone. We have recently completed several acquisitions
of open space near Mt. Umunhum, and there are a number of parcels
under negotiation, involving substantial expenditure for the
District. Among them are the Shelley Cothran property and the
Jesuits Alma College property (possible joint State, County,
Save-the-Redwoods project) as well as the U.S. Government prop-
erty at the very top of Mt. Umunhum. Also, I am very worried
about the long-term preservation of the San Jose Water Company' s
very beautiful land along Los Gatos Creek. Because of imported
water from the San Filipe project, this property may no longer
be necessary to the corporation except for development specula-
tion. Because of these numerous open space commitments on the
horizon, I have already detected "rumblings" from the District's
northern Directors about future funding requirements in the
Los Gatos area. The District ownership in the Los Gatos area
comprises more than one-third of the total District landholdings
in Santa Clara County, and almost one-third of District funds
spent in Santa Clara County have been in the Los Gatos area.
However, District tax revenue from Los Gatos is only about five
percent (5%) of that from the District 's portion of the County.
Town Council
January 31, 1986
Page Three
I feel that any joint project with Los Gatos will serve to
strengthen the District commitment to preserve this vast wilder-
ness area by gaining support from the other District Directors
because of the strong local community interest in preserving
open space.
The leadership that Los Gatos shows in a willing cooperative
effort will be very valuable to the District in our attempts
to encourage joint participation in open space acquisition from
other cities within the District. Several such projects are
under discussion, but viable projects take time and effort, as
well as political persuasion to accomplish.
In conclusion, I hope that the points I have made in this letter
and the information provided in the attachment will encourage
you to act quickly and endorse the joint project for acquisition
of the Eilertson property while we still have the option to pur-
chase this important open space parcel. I am available to answer
any questions you might have or to meet with you individually if
you wish, as are the General Manager, Herbert Grench, and Land
Acquisition Manager, Craig Britton.
Sincerely,
Ka 7.ne Duffy
Director, Midpeninsula Regional
Open Space District
KD:cac
Enclosure
cc: Joanne Benjamin, Mayor
Terrence J. Daily, Vice Mayor
Eric D. Carlson
Thomas J. Ferrito
Brent N. Ventura
MROSD Board of Directors � '�
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT COOPERATIVE PROJECTS
(CITY, COUNTY AND STATE PROJECTS)
NO: DATE PROJECT PARTNER(S) VALUE ACRES REMARKS
1 10/19/84 Los Gatos Creek Park Town of Los Gatos $3,700,000 264 State Grant plus equal sharing
of acquisition cost.
2 6/10/83 Hassler City of San Carlos, $3,500,000 293 $300,000 provided by City in
County of San Mateo, the form of an Assessment
State of California District. $100,000 provided
by County. $100,000 State Grant.
3 10/10/80 Edgewood Park County of San Mateo $2,335,000 468 Cooperative purchase included
State Grant.
4 10/11/77 Rancho San Antonio Santa Clara County, $3,200,000 347 Sunnyvale deeded Mountain Park
(Catholic Church) City of Sunnyvale to County, County acquired
Rancho San Antonio Park. District
acquired adjoining acreage.
5 12/02/80 Monte Bello County of Santa Clara $ 400,000 147 District purchased 107 acres,
(Consigny) County acquired 40 acres.
6 8/22/81 Rancho San Antonio County of Santa Clara $4,039,605 35 County purchase of acreage
added to Rancho San Antonio
Open Space Preserve at District
behest.
7 6/19/81 San Mateo Baylands State and East Palo Alto $ 500,000 151 State provided funds, Leslie
(Leslie Salt Company) Salt sold at bargain. East
Palo Alto to use for park.
8 2/13/85 Rancho Raymundo State of California, $ 950,000 204 Addition to Mills Creek State
Peninsula Open Space Trust Park from Windy Hill funds.
Page 2
NO: DATE PROJECT PARTNER(S) VALUE ACRES REMARKS
9 8/02/85 San Mateo Baylands State of California $ 50,000 98 State purchased then leased to
District for 49 years at no cost.
10 3/14/78 Deer Hollow Farm City of Mountain View N/A N/A Leases and manages portion of
Rancho San Antonio Open Space
Preserve for City and regional
farm. Still active.
11 In process Upper Stevens Creek Park County of Santa Clara $ 450,000 54 County acquired Skyline property
(Rogers) at District behest.
12 10/01/84 Stevens Creek Baylands City of Mountain View $ 50,000 N/A Mountain View designed and built
pedestrian bridge and trail on
District land with Land and
Coastal Conservancy Grant and
now manages entire area.
13 5/30/80 Charleston Slough City of Mountain View
I g y $ 120,000 120 Engineered gift from Leslie
(Leslie Salt Company) Salt, City of Mountain View took
title and manages property.
14 5/23/75 Costanoan Way Saratoga School District $ 7,500 2.5 Gift
15 3/04/77 Fremont Older Santa Clara County $ 3,500 2.5 Tax-deeded parcel.
I
16 6/07/82 Briggs Creek County of Santa Clara $ 3,250 1.5 Tax-deeded parcel.
i
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MIDPENINSULA REGIONAL OPEN SPACE DISTRICT COOPERATIVE PROJECTS
(NON-PROFITS AND FOUNDATIONS)
NO: DATE -PROJECT PARTNER(S) VALUE ACRES REMARKS
1 2/24/84 Purisima Creek Redwoods Save-the-Redwoods League $6,000,000 1662 $2,000,000 cash contributed by
Save-the-Redwoods League.
2 1/29/81 Windy Hill Peninsula Open Space Trust $1,700,000 537 Gift to POST. Acquired at
bargain by District. Funds
used to acquire Rancho Raymundo
for State Park.
3 12/03/82 Rancho San Antonio Trust for Hidden Villa $ 408,426 638 Purchase of conservation ease-
ment at bargain price to provide
public facilities, partially
managed.
4 9/15/82 Long Ridge Bodhi, Non-profit Corporation $ 180,000 45.5 Land trade, Bodhi to provide
(Mazenko) public hostel facilities.
5 9/29/78 Monte Bello Stanford University $ 475,000 693 Sold Morrill Ranch to District,
discounted price for continued
cooperative educational use.
6 10/31/78 Thornewood Sierra Club Foundation $ 336,600 80 Gift of Thornewood Estate.
7 7/17/80 Stevens Creek Baylands Peninsula Open Space Trust $ 208,000 Bargain sale to District, funded
(Leslie Salt Company) by State Grant.
8 11/19/85 Portola State Park Peninsula Open Space Trust $ 204,000 204 Property acquired for addition
to Portola State Park.
Y
Page 2 }
NO: DATE PROJECT PARTNER(S) VALUE ACRES REMARKS
9 12/30/83 Long Ridge Sempervirens Fund $ 430,000 262 Matching funds provided by
(Chesebrough) Sempervirens Fund.
10 11/15/84 Windy Hill P.G.&E. , Peninsula Open Space $ 100,000 1 Gift from P.G.&E. to match
District State Grant.
11 12/10/80 Sierra Azul Peninsula Open Space Trust $ 150,000 145 Charitable remainder trust.
(Dieterich)
12 6/15/76 Saratoga Gap Boy Scouts of America $ 6,000 1.04 Gift
i
M
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: F.Y.I.
DATE: February 12, 1986
w,ti'�+m
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965-4717
February 6, 1986
Mr. Robert Fisse, President
Skyline Historical Society
Route 2, Box 346
LaHonda, CA 94020
Dear Bob;
As Larry Hassett may have relayed to you, the Board considered your January
20 letter concerning the possib'lity of an historical center at Skyline Ridge
Open Space Preserve at our January 22 Regular Meeting: After discussing the
matter and hearing some input from Larry, the Board referred the concept
of an historical center on the Preserve to staff for further exploration and
consideration as part of the use and management planning process for the
Skyline Ridge Open Space Preserve. As part of theii study, staff will be
looking into the compatibility .of the probosed 7istorical center in relation
to the Skyline Ridge Master Plan prepared by 2M Associates. The next Use and
Management Plan review for the Preserve is schedule for March, 1986.
Sincerely, a
/� / J
Edward G. Shelley 0
President
ICC:MRDSD Board of Directors
Herbert A.Grench,General Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
Mr. Norman Ploss
Mr. James Van Hou---n
February 12 , 1986
Page two
Finally , I should let you know that if the survey shows that part
of the trail is on land currently owned by the Novitiate, we have
been asked by the Jesuits to re-route it as they are insistent that
the general public not trespass on their land. As you know, in the
past many people have and continue to trespass onto the entire
Jesuit and District Property to enjoy it for rrunni.ng, hiking, dog
walking and other activities . We want to see these activities
continue on our property but only once we have completed the fence
they requested and are directing people in the right direction. If
the Jones Road trail must be rerouted I feel at this time it will
entail a joint effort by the District, Town, and Volunteer users
to complete the work, as District crew time is directed to higher
trail priorities elsewhere at this time .
I can assure you the District does not wish in the long run to
restrict the public from their acquired lands. However, at the
same time you must understand our frustrations with unforeseen
outside circumstances and the obligations to complete our contract
with the Jesuits .
Please call me if you require any further clarification or wish to
discuss this matter. On February 26 1 will be giving our Board an
update on progress with this matter . We will also let the local
paper know when you and the general public can again run "the hill" .
ery trul yo rs,
David W. Hansen, Land Manager
cc: MROSD Board of Directors
1
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
375 DISTEL CIRCLE,SUITE D•1,LOS ALTOS,CALIFORNIA 94022
(415)965-4717
February 12 , 1986
Mr, Norman D. Ploss
Mr. James Van Houten
111 Mary Way
Los Gatos , CA 95030
Dear Mr. Ploss & Mrs , Van Houtens
I am writing in reply to your letter of December 26 , 1985 which
our Board of Directors considered on January 22 and which I was
directed to reply.
First let me tell you that our temporary prohibition of the public
from the District' s Los Gatos Creek Park property including por-
tions of the trail which connects to Jones Road was part of the
original purchase agreement made with the Jesuits . This temporary
closure was required for the period of time to complete a boundary
survey and fencing to separate the District 's and Novitiate' s
respective properties . The District is under obligation to complete
these projects before we officially open our new preserve to the
public.
Our Rangers have, from the close of escrow, posted the site as being
closed but most signs are torn down within a couple of days. The
Rangers have been basically trying to do their job while on site in
letting people know that the site is currently closed and that up
until recentlythe coul
d cite people
lewd Y h ignored Hared their re
quests
e ues
9 is
to leave the property.
q
e t
P P Y•
Unfortunately, and I know to your frustration, the site has remained
closed for almost a year due to the County Survey Department's lack
of funds and low priority in finding a lost section corner in the
Town Park. This corner was vital for our surveyors to complete
their work in
determining
property boundarie
s an
d to ins
tall thefence in the correct location as well.
I am happy to report that the corner has been monumented by the
County, thanks to a $3000 payment offered by the District to get
this project moving. If weather permits , our survey and fencing
work will be completed by the end of March and the property will
be open to the public. The Rangers will, in the interim, maintain
a lower profile than they have in the past but the sit-f? will remain
closed. The Jones Road trail has in places been nary >ed due to
the fence project and we feel it is dangerous in these locations.
Herbert A.Grench,Genera/Manager Board of Directors:Katherine Duffy,Nonette G.Hanko,Teena Henshaw,Richard S.Bishop,Edward G.Shelley,Harry A.Turner,Daniel G.Wendin
' 'Yrc.•" ! �i��hw i`� ,fir '� �i� a2 ,��na�f1 0 � _y,.
PARv PQLlet�
ST
PAM
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- i� j �'rc'2 �c• 1.ZQ
by William O.Dwyer
N RECENT YEARS the roles of and Dan S.Murrell posure to civil liability.
the ranger and park police officer The general perception is that the
in America's parks and recrea- unique role of the park ranger and
tion areas have undergone a major park police officer will continue to be
expansion; their traditional identity the source of some misunderstand-
as stewards of the park—the focal not uncommon for park law enforce- ing, but the problem will be mitig-
point of visitor protection and ment personnel to feel that their mis- ated to the extent that rangers and
resources management—now in- sion within the park system is not park police expand their jobs to in-
cludes functions that should more fully understood or appreciated by elude other non-enforcement func-
appropriately be called visitor man- higher administration. Compared tions.
agement and resources protection. with people in other law enforce- 2. Resources Preservation:As part
At the federal, state, and local ment agencies, park rangers and of society's growing awareness of the
levels,park systems are experiencing park police officers are in a unique crisis we are facing in preserving the
significant increases in visitor use, position. Since these officers do not ens iron-went, there seems to be an
and with these visitors comes a work for a police agency,their worth increasing emphasis on the park law
greater need to manage their is typically not measured in terms of enforcement officer's role in issues
behavior and protect the resources numbers of citations or arrests. They pertaining to resources management.
they came to enjoy. In a growing are admonished to be"low-key"and Park law enforcement officers are
number of areas, the role of the to interfere as little as possible with becoming more involved in such j
ranger as law enforcement officer the visitors' "park experience" issues as hunting and fishing regula-
has become a reality, and the park which,like all recreation,is based on tions, dumping, encroachments,
police officer is an increasingly corn- the perception of personal freedom. habitat restoration, land manage-
mon sight. Because their value is not measured ment, carrying capacities, and even
As this visitor-management func- by the standard benchmarks used by war games.
tion grew, it created a need felt by other law enforcement agencies, Educating the public about the
professionals in the area for oppor- rangers and park police must find need to conserve our natural
tunities to share ideas,problems,and their identity and "prove their resources is also of primary concern.
solutions and to learn from other col- worth" in other ways and by other Of course,this trend will require that
leagues who were also faced with the means. This becomes a troublesome training programs for park law en-
task of developing an adequate pro- predicament for them and for park forcement personnel include oppor-
tection component in their park management as well. tunnies to acquire the knowledge
systems, without sacrificing the Unlike most other park base in environmental science and
cherished image of the ranger or employees,whose work consists pri- relevant environmental and conser-
park employee as the ambassador of marily of turning out products (e.g., vation law which will prepare of-
good will. programs, plans, repaired equip- ficers,not only to prevent and detect
Responding to this need for profes- ment, interpretive talks, etc.), much illegal activity,but more generally to
sional exchange among park law en- of the rangers' work consists of pro- become the "eyes and ears" of park
forcement practitioners, the Park cess;that is,their jobs do not result in management in recognizing threats
c Law Enforcement Association was many tangible outputs.Like firemen, to the environment.These skills will
formally founded in 1984. (See the a good percentage of their worth become particularly valuable as park
November 1985 issue of Parks & comes from what they are able to do, personnel are asked to plan for
Recreation.)The 1985 meeting of the rather than from what they actually non-traditional use of land, such as
Association in Cadiz,Kentucky,was do.For them,there is no work report recreational facilities for off-road
the sixth annual program session at the end of the day documenting vehicles. In some park areas these
and was attended by more than 50 how many swings were repaired, new demands will also have an in-
people from across the country,most how many interpretive talks given, fluence on the traditional hiring
of whom are directly involved in or how much money collected. practices of park personnel.
park and recreation area law en- Because of the nature of their job, 3. Preventive Law Enforcement
forcement. As part of the program, they often feel vulnerable when it Activities:There also appears to be a
these people were given the oppor- comes time to document their con- definite trend toward proactive law
tunity to list what they believed tributions and justify their very exis- enforcement activity and crime pre-
were the major trends and issues fac- tence. It is not surprising that the vention. Especially in this day of 1
ing park protection and law enforce- perceived lack of understanding that underfunding and understaffing,
ment in the future. A total of 43 is sometimes felt by those in park park systems cannot afford to deal
different responses were given by law enforcement hampers com- with illegal activity simply on a reac-
the participants, which can be munication with management tive basis.New approaches and tech-
categorized into the following which,in turn,carries with it the po- niques will have to be devised to pre-
general areas: tential for a decrease in services ,i nt crimes against people,their pro-
1. Need for Better Understanding delivery to the public and the atten- perty, and against the parks them-
of the Park Law Enforcement Job:It is dant adverse public relations and ex- selves.This trend will include an ex-
PARKS&RECREATION/FEBRUARY 1986 53
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11
i
With an increase in visitors comes a greater
need to manage their behavior and protect the
resources they came to enjoy."
pansion of "Park Watch" and among some park personnel who their larger role as stewards of the
"Friends-of-the-Park" concepts, in- will require assistance with adapting parks. The tradition of sending park
creased community awareness, use to the expanded role society is plat- law enforcement personnel to regu-
of seasonal empioyees and volun- ing on them. Adjusting to these lar police academies will come in-
teers, and the development of crea- sociological changes will entail crea- creasingly into question, unless it is
tive enforcement practices. Such in- tive approaches to human relations supplemented with significant train-
novations as the "Circle of Parks" training as well as thoughtful selec- ing in role function and park ethic.
concept among some western Na- tion and evaluation of park person- It is clear that park law enforce-
,
tional Parks to curb thefts from vehi- neI. The popu.ation is becoming ment personnel will also require i
Iles will become increasingly tom- more demanding and less willing to more training in non-law enforce- }
mon.This movement is being fueled accept anything short of professional ment areas. This change may gener-
by visitors' growing expectation of treatment by those in positions of ate a need for more programs in j
security when they visit public areas authority. The tremendous growth ranger training in traditional
and the potential liability parks in- in civil litigation against police of- academic settings (i.e., departments
cur by not responding to foreseeable ficers and their entities provides am- within colleges).Also,some park law
losses and injuries before they occur. ple evidence of this movement. enforcement supervisors are suc-
A major implication of this move- 5. New Approaches to Training: cessfully using consultants and pro-
ment will be the need to re-orient Ensuring that park law enforcement fessional trainers to conduct training
many of those currently in park pro- personnel will be able to meet these needs analyses and conduct in-ser-
tection from reactive to proactive new demands has created the need vice programs for their personnel.
modes of thinking. to reassess the nature of training 6. Growth of Liability:The trend
4. Adjustments to the Changing typically given to those in park law toward increased exposure to crimi-
Park Visitors:Park law enforcement enforcement,both at the recruit and nal and civil liability of law enforce-
personnel will have to adjust to the in-service levels. ment officers is expected to continue
greater crowding in our parks and, Certainly,we need to continue the as society makes more use of the
in some areas, the supplanting of training given in basic police and in- litigation vehicle as a remedy against
"traditional" park visitors by special vestigative skills. However, it is im- abuse of police power. This move-
interest groups and various sub- portant that this training be pro-
ment will encourage a greater i
cultures with whom many in law vided in the context of law enforce- empl i._:-;is on new approaches in
enforcement find it difficult to relate, ment as it is accomplished in the hum:;r;relations training and in-ser-
This trend is creating a need to over- park setting, especially if we expect vice training, job performance
come resistance to such changes rangers and park police to relate to evaluation, psychological screening
ORK
xf .�iittr►:q :r. \ .
PATROL
54 PARKS& RECREATION/FEBRUARY 1986
I
'"The role of the ranger as law enforcement
officer has become a reality . . . the park police are
an increasingly common sight.""
of applicants, and more restrictive more, if such documentation indi- recreation programs in colleges and
entrance requirements.Furthermore, cates a relative lack of incidents and universities. Although there are
the liability issue is extending that the public is satisfied, it may be some notable exceptions, these pro-
beyond the conventional arena of used as evidence that the park law grams do not generally provide their
how officers deal with the public. enforcement function is, indeed, students with an orientation toward
Litigation to open or protect areas is working. the law enforcement and visitor pro-
already evident, and we may soon 8. Increased Information Sharing: tection function in park administra-
see litigation to move or increase ser- To keep abreast of the increasing de- tion. The lack of such exposure in
vices or even provide a more mands placed on them,park law en- their curricula is something that
aesthetic setting. As an example, forcement personnel will have to these institutions are going to have to.
litigation and legislation are already develop avenues for sharing infor- remedy as the visitor management
compelling increased accessibility for mation, strategies, solutions and function of park management con-
the handicapped. general expertise among themselves tinues to increase.
7. Justification of the Park Law as they tackle the philosophical and Certainly these eight trends are
Enforcement Function: As budgets technical problems associated with not intended to be an all-inclusive
continue to be squeezed, park law their increasingly complex profes- list,but they do represent the think-
enforcement personnel will be faced sion.In this regard,the development ing of a wide variety of professionals
with increasing demands to justify of the PLEA is a major step in the who are faced with the task of pro-
their existence and demonstrate why right direction. tecting both the parks and the
their functions cannot be filled by As PLEA grows it will increase its millions of visitors who come to en-
contract policing and local law en- ability to service the professional joy them.It is clear that park law en-
forcement. To meet this demand in needs of recreation and park man- forcement is not a static discipline;
most areas, rangers and park police agers and employees through quality rather, it is in a dynamic state of
will have to expand their job descrip- workshops and publications. It is change.Anyone who is interested in
tions to include activities beyond the presently in a position to give assis- becoming involved in this change
traditional police functions. They tance to its membership and to process is strongly encouraged to
will also have to do a more thorough others not yet members,as well as to become a member of the PLEA and
job of documenting their activities offer workshops and training pro- participate in its activities. PLEA has
and educating higher administration grams. demonstrated its stability and consis-
as to the importance of the multi- The need for greater sharing of tent search for quality. As an active
faceted role they serve in the overall knowledge will also necessitate a member you can help influence its
park management system. Further- growing involvement of pa k and growth and service capabilities. 0
`` •1. �:` � t
Or
f -p L 1 G
PARKS& RECREATION/FEBRUARY 1986 55
CLAIMS No. 86-03
Meeting 86-04
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Date: Feb. 12, 1986
REVISED
C L A I M S
# Amount Name Description
9120 13.64 AmeriGas Tank Rental
9121 486. 12 AT&T Information Systems Telephone Equipment
912.2 220.99 Boss Manufacturing Company Field Supplies
9123 42.50 L. Craig Britton Reimbursement--Membership Dues
9124 1 ,000.00 California Advocates, Inc. Legislative Consultant Fee--January
9125 35. 10 California Paint Wallpaper Field Supplies
9126 126.90 Clark's Auto Parts and Machine Shop Parts for District Vehicles
9127 30.00 Patrick Congdon Reimbursement--Topo Maps
9128 98.62 Alice Cummings Reimbursement--Library Books
9129 91 .44 Day-Timers, Inc. Office Supplies
9130 13.48 El Monte Stationers Office Supplies
9131 375.00 First American Title Insurance Co. Preliminary Title Reports
9132 261 .49 First Interstate Bank Note Paying Agent
9133 500.00 Foss & Associates Personnel Consulting Fee--January
9134 340.00 General Services Agency Radio Dispatch Services
County of Santa Clara
F 9135 ' 1 ,226.52 Herbert Grench Reimbursement--Meal Conference and
Conference Travel Expense
9136 7.57 Harbinger Communications Computer Services
9137 2,940.34 Hodnick Design Consulting Fee--Office Space
i
9138 407.83 Home Electrical Field Supplies
9139 251 .66 Honeywell Protection Services Alarm Service
9140 35.62 The Hub Schneider's Uniform Expense
9141 26. 19 Hubbard and Johnson Field Supplies
9142 33.60 Jobs Available Advertisement for Ranger Position
9143 5,366.44 Keller and Daseking, Architects Hassler Site Renovation
9144 24.00 Landscape Architecture Subscription
i
9145 773.08 Lawrence Tire Service, Inc. Tires for District Vehicles
9146 22.25 Los Altos Garbage Company Dumpster Service
9147 15.00 Meredith Community Newspapers Subscription
9148 438.03 Minton's Lumber and Supply Field Supplies
9149 64.22 Mobil Oil Company Fuel for District Vehicles
9150 139. 10 Monta Vista Garden Center Field Supplies
9151 775.75 Noble Ford Tractor, Inc. Field Equipment
9152 11 .56 Stanley R. Norton December Expense
�I
- -
CLAIMS No. 86-03
Meeting 86-04
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Date: Feb. 12, 1986
# Amount Name
Description
9153 7,500-00 Ortha Zebroski , Landscape Architect Topographic Survey Work--Purisima*
Skyline Ridge Open Space Preserves :i
9154 644.82 Pacific Bell Telephone Service
9155 389.22 Pacific Gas and. Electric Company Utilities
9156 7.39 Peninsula Blueprint, Inc. Drafting Supplies
9157 1 ,090.98 Peninsula Oil Company Fuel for District Vehicles
9159 45.21 Rancho Hardware Field Supplies
9160 134.80 The ,Sacramento Bee Advertisement for Ranger Position
9161 281 .20 San Francisco Newspaper Agency Advertisement for Ranger Position
9162 101 .08 San Francisco Water Department Water Service
9163 165.60 San Jose Mercury News Advertisement for Ranger Position
9164 78.20 The San Mateo Times Newspaper Group Advertisement for Ranger Position
9165 729-57 Shell Oil Company Repairs and Fuel for District
Vehicles
9166 14-54 Skyline County Water Department Water Service
9167 130,11.1 The Tribune Advertisement for Ranger Position
9168 203.44 Union Oil Company of California Fuel for District Vehicles
9169 200.00 Sandy Voorhees Reimbursement--Educational Assis-
tance
9170 58.08 Burt Wallrich Reimbursement--Travel Expenses
| 9171 23. lO Western Covermantal Research Advertisement for Ranger Position
� Association
9172 ng 102 7� �e�� Publishing
. s Company Resource Documents
9173 97. 17 Del Woods Private Vehicle Expense
| 9174 46.46 Yerdbird Equipment Sales Equipment Repair
� 9175 800.00 United States Postmaster Postage Meter
9176 89.80 The Travel Place Conference Travel Expense
| 9177 500.00 Orrick, Herrington and Sutcliffe Legal Fees
9178 260.O8 ' ' Outdoor Recreation Council of Conference Registration--David
British Columbia Hansen and Del Woods
9179 186.6U Petty Cash Meal Conferences, Field and Office
� Supplies, Film and Maps
------------------
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Date: Feb. 12, 1986
9120 13.64 AmeriCas �
Tank Rental
�
9127 486. 12 AT&T Information Systems Telephone Equipment �
. 9122 220.93 Boss Manufacturing Company Field Supplies ^
9123 42.50 L. Craig Britton Reimbursement--Membership Dues
9124 1 ,000.00 California Advocates, Inc. Legislative Consultant Fee--January
9135 35° 18 California Paint & Wallpaper Field Supplies
9126 126.90 Clark's Auto Parts and Machine Shop Parts for District Vehicles
9727 30°00 Patrick Congdon Reimbursement--ToPm Maps
9128 98.62 Alice Cummings Reimbursement--Library Books
9129 91 .44 Day-Timers, Inc. Office Supplies
9130 13.48 E7 Monte Stationers Office Supplies
9731 375.00 First American Title Insurance Cu. Preliminary Title Reports
9132 261 .49 First Interstate Bank Note Paying Agent
9133 500.00 Foss & Associates Personnel Consulting Fee--January
9134 34O.0O General Services Agency Radio Dispatch Services
County of Santa Clara
� 9135 7 ,226.52 Herbert Grench Reimbursement--Meal Conference and
� Conference Travel Expense
� 9136 7.57 Harbinger Communications �omout�r Serxlces
� 9137 2,940.34 Hodnick Design Consulting Fee--Office Space
� 9738 407.83 Home Electrical Field Supplies
� 9138 251 .66 Honeywell Protection Services Alarm Service
� 9140 35.62 The Hub 5chnel6er:s Uniform Expense
� 9141 28. 19 Hubbard and Johnson Field Supplies
� 9142 33.60 Jobs Available Advertisement for Manger Position
� 9143 5^366,44 Keller and DasekYng* Architects Hassler Site Renovation
9144 24.0U Landscape Architecture Subscription
� 9145 773.08 Lawrence Tire Service, Inc. Tires for District Vehicles
� 9146 22.25 Los Altos Garbage Company Dumpster Service
� 9147 15.00 Meredith Community Newspapers Subscription
� 9148 438.03 Minton/s Lumber and Supply Field Supplies
�
9149 64.22 Mobil Oil Company Fuel for District Vehicles
� 9150 09. 10 Mon1a Vista Carden Center Field Supplies
9151 775.75 Noble Ford Tractor, Inc. Field Equipment
9152 11 .56 Stanley R. Norton December Expense
�
�
A. CLAIM No. 86-03 -----------
Meeting 86-04
MIDPENINSULA REEIG-7IONAL OPEN SPACE DISTRICT Date: Feb. 12, 198-,
C L A I M S
# Mount Name Description
9153 7,500-00 Ortha Zebroski , Landscape Architect Topographic Survey Work--Purisimaand
Skyline Ridge Open Space Preserves
9154 644.32 Pacific Bell Telephone Service
9155 -;3Q- .22 Pacific Gas and.
Electric Company Utilities
9156 7.39 Peninsula Blueprint, Inc. Drafting Supplies
9157 i ,00c.98 Peninsula Oil Company Fuel for District Vehicles
9158 30-00 Peninsula Proflame Tank Rental
9159 45.21 Rancho Hardware Field Supplies
9160, 134.80 The Sacramento Bee Advertisement for Ranger Position
9161 281 .20 San Francisco Newspaper Agency Advertisement for Ranger Position
9162 101 .08 San Francisco Water Department Water Service
9163 165.60 San Jose Mercury News Advertisement for Ranger Position
9164 78.20 The San Mateo Times Newspaper Group Advertisement for Ranger Position
9165 729.57 Shell Oil Company Repairs and Fuel for District
Vehicles
9166 14.54 Skyline County Water Department Water Service
9167 130-010 The Tribune Advertisement for Ranger Position
9168 203.44 Union Oil Company of California Fuel for District Vehicles
9169 200.00 Sandy Voorhees Reimbursement--Educational Assis-
tance
9170 50-00 Burt Wallrich Reimbursement--Travel Expenses
9171 23- 10 Western Govermental Research Advertisement for .Ranger Position
Association
9172 102-72 West Publishing Company Resource Documents
9173 97. 17 Del Woods Private Vehicle Expense
9174 46.46 Yardbird Equipment Sales Equipment Repair
9175 800.00 United States Postmaster Postage Meter
9176 89.00 The Travel Place Conference Travel Expense
9177 500.00 Orrick, Herrington and Sutcliffe Legal Fees