HomeMy Public PortalAbout19910601 - Agenda Packet - Board of Directors (BOD) - 91-16 Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Meeting 91-16
WORKSHOP
SPECIAL MEETING
BOARD OF DIRECTORS
AGENDA
9:00 A.M. 201 San Antonio Circle
Saturday Building C-135
June 1 , 1991 Mountain View, CA
(9 :00) ROLL CALL
WORKSHOP Strategic Planning for the Nineties
Copies of the General Manager ' s Strategic Planning for the
Nineties report were included in the material for the May 22
Board meeting. Copies of the report are available at the
District office.
(3 :00) ADJOURNMENT
201 San Antonio Circle,Suite C-1 35 • Mountain View,California 94040 • Phone:(415)949-5500 FAX:(415)949-5679
General Manager:Herbert Grench Board of Directors:Katherine Duffy,Robert McKibbin,Teena Henshaw,Ginny Babbitt,Nonette Hanko,Betsy Crowder,Richard Bishop
(31ppen Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
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R-91-66
(Meeting 91-13
May 22, 1991)
REPORT
May 14, 1991
TO: Board of Directors
FROM: H. Grench, General Manager
SUBJECT: Strategic Planning for the Nineties
CONTRIBUTORS: C. Britton, Land Acquisition Manager; D. Hansen,
Land Manager; M. Hale, Communications Coordinator;
J. Fiddes , Administrative Services Manager; and J.
Escobar, Operations Supervisor
Recommended Actions: 1) Adopt the process recommended herein for
developing a Strategic Plan for the Nineties . 2) Schedule a
workshop in-depth discussion of a Strategic Plan for the
Nineties.
Preamble: "Strategic planning . . . attempts to bring into the
planning process both rational-quantitative methods and partisan-
political approaches. Strategic planning is a "hands on"
participative process which is committed to producing action
oriented results . " (David Gray and Ellen Edwards , "Creating
Destiny: Strategic Planning in the Park and Recreation
Movement" , Leisure Watch, Vol . 2, No. 1 , Spring 1989)
"Strategic thinking means recognizing the relationship between
cause and effect in all activities , anticipating consequences of
actions, and positioning for the desired outcome. " (Patrick
Tormay Miller and Larry R. Mutter, "The Language of Strategic
Planning, " Journal of Parks and Recreation Administration, Vol .
6, No. 3, Fall 1988)
Introduction: I have proposed a Strategic Plan for the Nineties
as an overall plan of action to implement the Basic Policy of the
District between now and the year 2000. The adopted Strategic
Plan for the Nineties will be a guide to the formulation of
annual Action Plans to achieve the goals of the District. The
implementation elements of the Strategic Plan will identify and
recommend the staffing, facilities, and equipment necessary to an
effective program. The need for this plan is based upon my
conviction that the next 10 years will be absolutely critical to
completion of a greenbelt in the midpeninsula area and that
increased funding is necessary to achieve this goal .
The present report is not the plan itself . Rather, it is a
discussion paper of various issues the Board should address and
programs or projects the Board should prioritize for the
development of a plan.
Report 91-66 Page 2
Background: The District ' s Basic Policy, adopted in 1974,
technically revised in 1980, and reaffirmed in 1988 , is the
formal Board policy expression of the District ' s purpose as
advocated by the citizens who were instrumental in the District ' s
formation. The Basic Policy has stood the test of time and re-
evaluation (for example, it was discussed as recently as your
meeting of February 13, 1991) . Foremost among the five
objectives of the Basic Policy is number one:
The District will purchase or otherwise acquire interest in
the maximum feasible amount of strategic open space land
within the District including baylands and foothills.
Sections of the Basic Policy on interagency cooperation (e.g.
nos. 2c and 2d) , land management (e.g. nos . 3c and 3d) , public
communications (e.g. no. 4a) , and general administration (e.g.
no. 5a) policies reinforce this first objective.
This primary objective inspired the preparation and publication
of the following major policy documents:
0 Master Plan
0 Open Space Acquisition Policies as Lands Relate to
Sphere of Influence and Annexation Policies
0 Policies Regarding Use of Eminent Domain
0 Land Acquisition Policies and Procedures (booklet)
Furthermore, Board policy has been implemented and reinforced by
the the District ' s open space acquisition approach wherein most
land has been acquired on an opportunity basis and nearly all
available tools for structuring and funding acquisition of rights
in land have been employed while the land was still available.
In this way the District has acquired nearly 34,000 acres of land
at a total cost of approximately $116 , 000 , 000 ($3 , 500 per acre
average) and has a current outstanding debt in excess of
$48 , 000 , 000, which is within 90% of the District ' s statutory debt
capacity.
Over the years since its founding in 1972 , however, the District
has expanded its program from an almost exclusive focus on
acquisition to one that includes a substantial and growing
commitment to development of public access, patrol , maintenance,
and public services. After the passage of Proposition 13 in
1976, the Board entered into a process which led to the adoption
of Site Emphasis Policies. These policies were adopted to guide
development of District land on a geographically balanced basis
and to foster levels of development that do not duplicate park
and recreation functions provided by other agencies, such as the
state, county, cities, and recreation districts. The Board
recognized, through the Basic Policy, that some level of public
access to the open space preserves was also important. As public
pressure for construction of additional facilities has increased,
Report 91-66 Page 3
the Board has broadened its interest in development of District
sites to the point where I feel it is necessary for the Board to
consider slowing the present pace of developing additional
facilities beyond the very basics and to refocus on the critical
need to preserve minimally disturbed habitats and natural lands .
I recommend, therefore, that the Board reaffirm, through a
Strategic Plan for the Nineties, that completion of the greenbelt
of open space following the ridges and baylands along the
midpeninsula remains at the heart of the District ' s mission.
Recommended Process for Developing the Strategic Plan for the
Nineties•
1 . This initial presentation of this strategic planning report
for stimulation of a discussion of the process for developing a
Strategic Plan for the Nineties.
2. Scheduling of a Board workshop for in-depth discussion of
strategic planning through the nineties. The objective will be
to secure Board approval for strategic plan priorities as
suggested in this report to enable staff to prepare follow-up
reports for further Board review.
3. Direction to the General Manager to return with
implementation plans and cost estimates for Board-approved
priorities as decided at the workshop.
4 . Presentation of specific implementation plans , including
estimated cost and staffing requirements , as well as
implementation timetables , depending on priorities as established
by the Board during the workshop.
5. Board adoption of a Strategic Plan for the Nineties and
direction to the General Manager to implement the fiscal 1991-
1992 phase. The Strategic Plan for the Nineties will be the
District 's initial comprehensive management direction toward the
year 2000 and will be subject to change and refinement as
conditions change.
The five major sections that follow herein are arranged according
to the five objectives of the Basic Policy. Each of these
sections includes a discussion of where we are now, critical
issues, recommended options to consider and staffing
implications . Note that there is considerable overlap among the
sections.
In the end, you will have to choose and prioritize those options
from a long list that will best accomplish the goals of the
District. Since not everything can be implemented at once -- it
is , after all , a ten year program -- the timing element will be
Report 91-66 Page 4
an important part of your decisions.
Report 91-66 Page 5
STRATEGIC PLANNING FOR THE NINETIES
1. BASIC POLICY OBJECTIVE:
The District will purchase or otherwise
acquire interest in the maximum feasible
amount of strategic open space land within the
District, including baylands and foothills.
1.1 Where We Are Now
1 .2 Critical Issues
1.3 Recommended Options to Consider
1 . 4 Staffing Implications
Report 91-66 Page 6
1 . 1 WHERE WE ARE NOW
The District has acquired rights in about 34 , 000 acres of the
approximately 90, 000 acres of land that in 1972 was undeveloped,
privately held land within the foothills and baylands planning
area of the District 's present sphere of influence. Over the
years few opportunities have been lost to acquire important land
before it was developed.
We find ourselves now in a situation where land values have
escalated, considerable land is available for purchase, pressure
is building for residential development of that land, and
District funding is limited. The prospect is that currently
available funds , including grants and use of borrowed monies ,
will be substantially insufficient over the next ten years to
meet District goals .
In spite of these pressures, over the next 10 years the District
will have had to all but complete acquisition of the greenbelt.
It is currently estimated that an additional 55,000 acres might
be publically or privately preserved, and the District share of
the cost of that land would be about $165, 000 ,000 in 1991
dollars. If it were possible to acquire all the necessary land
rights in the next 10 years, the net present value of the next 10
years of District income that could be allocated to acquisition
totals approximately $60, 000, 000, leaving a funding shortfall of
approximately $105, 000, 000 in today' s dollars. Of course,
funding and acquisition would not be instantaneous, and if land
continued to increase in value faster than growth in District
revenue, future funding gaps might occur.
1 .2 CRITICAL ISSUES
Development Threats:
A pressure point continues to be the impending threat of private
development of lands the District would like to preserve.
According to Greenbelt Alliance, approximately 20,000 acres of
land per year are lost to development in the Bay Area. Currently
some 14 , 000 acres are at risk of being lost to development in San
Mateo County and 135, 000 acres are at risk in Santa Clara County.
Examples within the District ' s planning area include recent major
development proposals adjacent to Russian Ridge, Rancho San
Antonio, Long Ridge, and Pulgas Ridge Open Space Preserves and
the proposed development of the former Alma College site. Open
space lands, if lost to development during this decade (or any
other) , will never again be available to the District to acquire.
Two issues are involved here: 1) acquiring land before it is
Report 91-66 Page 7
developed, and 2) influencing city or county land-use decisions
in order to minimize the impact of development which does occur,
including fostering a positive response to public trail and open
space dedication requests made by the District to cities and
counties . The first issue has a much higher priority for the
District, as public acquisition can provide permanent
preservation of the land as public open space, whereas land-use
decisions can be overturned and are always subject to resubmittal
by the land owner as the political balance on an elected board
changes. Also, the District has experienced only very limited
success in influencing the land-use decisions of other
jurisdictions .
Funding•
At present, the approximately one and one-half percent of the
total basic property tax collected within the District and
allocated to the District is in jeopardy of further erosion as
the cities , counties, and other districts within our area
continue to suffer shortages in funds. The siphoning off of
funds by redevelopment agencies and the fees now exacted by the
counties for property assessment and collection are two examples
of the erosion of the District ' s tax base. Because of the impact
in the past of voter initiatives such as Proposition 13 , we must
be aware that during the next decade we face the potential for
similar reductions in our available funds. We continue to apply
whenever possible for grants for acquisition, development, and
special projects, but these grants have also become more scarce.
Such potential income losses necessitate urgent planning and
legislative action, not only to be able to acquire land to pursue
our greenbelt goal , but also simply to maintain our current level
of services.
1 . 3 RECOMMENDED OPTIONS TO CONSIDER
1 . Place a supplementary funding measure on the ballot for
consideration by District constituency.
2. Support current efforts to place a statewide initiative on
the ballot in 1992 that is similar to Proposition 70 placed
before the voters in 1988 .
3. Although limited to only a few specific areas, use benefit
assessment districts to help fund acquisition of sites with
unusually high neighborhood benefit.
4. Increase pace of acquisition subsequent to passage of
funding measure.
5. Continue to concentrate on acquiring land which is under
-- - -- - - - - - - - - - - ---
Report 91-66 Page 8
threat of development.
6. Continue to encourage local government to make sound
decisions on land use.
7 . Increase board and staff efforts to engage in speaking
opportunities to present the District ' s program and need for
funds .
8 . Increase District Director political contacts for support of
District programs, proposed funding measures, and
cooperative acquisition projects.
9. Encourage and support local open space acquisition efforts
which advance District goals.
1 . 4 STAFFING IMPLICATIONS
The open space acquisition program is soundly staffed, and it is
anticipated that any additional funds for land acquisition could
be effectively managed by existing staff. In the event of a
successful funding effort by the District, increased acquisition
activity could be handled on a consulting or temporary employee
basis. However, there are staffing implications for planning
staff as discussed in section 3.4.
Report 91-66 Page 9
2. BASIC POLICY OBJECTIVE:
The District will work with and encourage
private and other public agencies to preserve,
maintain, and enhance open space.
2. 1 Where We Are Now
2.2 Critical Issues
2. 3 Recommended Options to Consider
2 . 4 Staffing Implications
Report 91-66 Page 10
2.1 WHERE WE ARE NOW
In the last few years the District has had remarkable success in
accomplishing cooperative projects with Peninsula Open Space
Trust (POST) , Sempervirens Fund, Save the Redwoods League,
Portola Valley, and Town of Los Gatos. Santa Clara and San Mateo
Counties have also been brought into projects either directly
with the District or via POST. Likewise, the state has responded
positively to acquisition proposals made by the District or POST.
Cooperative planning and management programs with both counties
and the state continue to be effective. However, over the years
the District has emerged from the fledgling stage, seeking and
receiving help from Santa Clara County and others , to an agency
that is expected to be a full partner (or even more) on projects .
The District ' s ability to do more, in terms of joint park
planning and influencing private land use, is limited mainly by
lack of staff time. Thus, focus is placed upon those matters
that are "hottest" at the time. Fortunately, relationships with
city, county, and other agency staffs are generally very good,
and District staff ' s opinion is respected and often sought out .
2.2 CRITICAL ISSUES
The primary critical issue is whether the degree of success we
enjoy in influencing the decisions of other agencies is
sufficient, and whether allocation of more resources would pay
off commensurately.
The cities and counties often find themselves now in a funding
squeeze with a shortage of staff and financial resources. These
agencies want to do more but have fewer resources and are more
interested in cooperative projects of their own. An example of
this is the Santa Clara County Parks and Recreation Department
which now approaches the District for funding help on projects
("turn around is fair play" ) . They and local citizen groups look
to the District for leadership (and funding if possible) on local
projects such as the St . Joseph' s and St. Patrick' s properties
and the recent Cupertino bond issue.
Report 91-66 Page 11
2.3 RECOMMENDED OPTIONS TO CONSIDER
1 . Allocate more Board and staff time to enhance contacts with
public and non-profit agencies.
2. Enter into cooperative management agreements to gain more
efficient use of staff .
3. Enhance joint planning for adjacent preserves and parks.
4 . Foster more planning on a regional scale among the District
and parks agencies.
2.4 STAFFING IMPLICATIONS
This program area is broad and requires participation of many
District employees and the Board. Additional time allocated to
these needs by the general manager, acquisition, planning, field
operations , and public communications staff would need to be
replaced.
Report 91-66
BASIC POLICY OBJECTIVE:
The District will follow a land management
policy that provides proper care of open space
land, allowing public access appropriate to
the nature of the land and consistent with
ecological values.
3.1 Where We Are Now
3.2 Critical Issues
3.3 Recommended Options to Consider
3.4 Staffing Implications
Page 12
Report 91-66 Page 13
3.1 WHERE WE ARE NOW
Preserve Use and Condition:
District lands continue to grow in popularity. Staff is
observing increasing use at all preserves regardless of location
or level of development. Preserves in close proximity to urban
areas such as Rancho San Antonio, Fremont Older, and St. Joseph's
Hill have had use patterns established that most likely reach or
exceed appropriate carrying capacities . Rancho San Antonio
County Park is the most heavily visited county park in the
system. The adjacent District preserve is both the probable
major cause and recipient of the impacts of that use.
Our more remote preserves have also increased in popularity, with
use patterns tending to favor weekends and holidays. Visitor
improvements in the Skyline area have encouraged greater use in
both the developed preserves and the nearby undeveloped and less
emphasized district lands.
At our most popular preserves, the District is facing resource
degradation resulting from the impacts of overuse. Specific
concentrated or heavy uses such as mountain bicycling and
horseback riding are also resulting in impacts requiring
increasing levels of maintenance. Resource restoration of newly
acquired lands degraded by past uses also continues to be an
unmet need.
Public Access and Site Development:
Site development capital improvements continue to provide for
greater public access. Basic improvements such as parking areas,
restrooms, and well marked trail systems , along with increased
publicity, encourage a greater cross-section of our constituency
to visit District lands. The growing popularity of the areas
illustrates the success of our more recent comprehensive
development projects at Purisima Creek Redwoods and Skyline Ridge
preserves. Numerous isolated smaller capital improvement
projects continue to be completed by the planning and field staff
to provide for safe visitor use and to enhance the open space
experience.
Visitor Safet
y and Liability:
All in all , District preserves have been relatively free of
visitor safety problems . However, there has been a significant
increase in trail related injuries in the past three years. The
growth in popularity of mountain bicycling clearly accounts for
the increased accident rate. These accidents primarily involve a
Report 91-66 Page 14
single visitor, because of excessive speed, failing to negotiate
the physical features of a trail . Although accidents do not
occur regularly, staff continues to be concerned about accidents
involving more than one visitor, which typically result in injury
to the more passive user. Multiple uses and their intensity
present a potential for increased accidents and, therefore, an
ever-growing concern for safety of the public and liability
exposure for the District.
In an effort to reduce loss claims due to the physical conditions
staff is in the process of formulating a site safety inspection
program. All sites will be inspected at the time of acquisition,
with follow-up inspections annually.
It should also be recognized that although the great majority of
preserve users are responsible citizens, the District does lie
within an heavily urbanized area and anti-social behavior does
sometimes occur on District lands.
3.2 CRITICAL ISSUES
Responsible Stewardship:
We must provide for the protection and enhancement of these lands
placed in the public trust. Board policy, which supports levels
of use consistent with protection of ecological values , supported
by sound land management practices and adequate staffing levels ,
can result in responsible stewardship.
Public Access:
The future level of use and development of sites brings up
several questions regarding staff ' s ability to provide
responsible stewardship. Will the District continue to develop
public access and interpretive facilities at the same level we
have over the last 10 years? To what extent should attempts be
made to increase or publicize use? Will the District be able to
keep pace with the increased demands for recreational open space?
What impact does site development and subsequent (or anticipated)
increased use have on acquisition funds , operating costs, and
eventually the natural resource itself?
Visitor Use Levels:
Can increasing use levels on key open space lands be controlled
or directed to less popular areas? Is the Site Emphasis Policy
effective or should it be revised or even dropped? What is the
proper balance between increased use and the associated costs,
both in terms of dollars and resource degradation? Should
certain sites be closed to public use or even landbanked as a way
a '
Report 91-66 Page 15
of controlling funds and problems associated with the impact of
public use?
Types of Uses:
Uses permitted on District lands must be consistent with
ecological values such that the types and levels of use can be
indefinitely sustained without significant damage to the
resource. Borderline or more intensive (e.g. , bicycles) uses can
only be permitted if the impacts can be mitigated by increased
maintenance. Resource management policies and plans, including
site resource inventories, are being developed to help in
deciding uses and levels of use.
Visitor Awareness:
Ecological values and proper use of open space must be conveyed
to the visiting public through education and by enforcement of
use regulations.
3. 3 RECOMMENDED OPTIONS TO CONSIDER
1 . Identify those critical factors, immediate and long term,
that need to be addressed for proper stewardship of District
lands.
2. Develop and implement an open space management
organizational structure and staffing plan to meet the
District ' s needs in the nineties .
3. Develop comprehensive resource restoration plans, following
adoption of resource management policies, seeking funding to
help prepare and implement the plans.
4. Adopt and implement Trail Use Guidelines regarding physical
trail standards , designation of trail uses , safe use of
trails , signing, public education, etc.
5. Develop a volunteer foot, equestrian, and bicycle patrol
program to provide a greater presence on District land and
assess costs and benefits of staff bicycle or equestrian
patrol .
6. Evaluate and utilize existing local volunteer organizations
to complement, enhance, and structure the District ' s
programs .
7 . Utilize the docent program to present a greater variety of
interpretive activities and educational opportunities to a
Report 91-66 Page 16
broader cross-section of the District ' s constituency (e.g. ,
Junior Rangers , Whole Access activities, other youth
programs) .
8. Support increased volunteer activities with the staffing
necessary to organize and manage the activities.
9. Increase efforts to utilize adjacent state, county, and city
parks staff to aid in District site management through
reciprocal management agreements and planning studies.
10 . Develop and implement a comprehensive risk management
program that includes continuing training for planning and
field staff on identification and mitigation of liability
problems.
11. Explore alternative methods and funding to provide for site
maintenance needs. Consider an Adopt-A-Trail or other
similar programs to encourage citizen and corporate
involvement.
12. Implement a maintenance management plan for District
preserves.
13. Review existing management policies to evaluate site use
restrictions or closures, including landbanking, as
potential methods to reduce or limit impacts to resource,
funding, and management needs .
3. 4 STAFFING IMPLICATIONS
Considerable attention has been given by staff to splitting open
space management into two departments , planning and operations.
A redefinition of some positions, creation of new ones , and
additions to the number of authorized positions within certain
categories are also included in proposals for restructuring. In
the planning section, for example, the addition of the equivalent
of three full-time positions has been recommended to meet present
and future needs. Planning staff feels that more staff time is
needed for acquisition planning to cover both major area studies
and site specific reports. In addition, reviews of proposed
plans, environmental documents, and local policy matters
regarding open space for projects coming through counties and
cities could use much more planning time and surveillance than we
can currently offer.
The operations section proposal also identifies additional
staffing needs. Restructuring of the section would strengthen
department administrative and support services , provide for a
Report 91-66 Page 17
more decentralized management scheme, increase supervisor-
employee contact, and provide support to the increased use of
volunteers. In addition, restructuring would also provide for
the expected growth in field staffing. The current proposal
recommends the addition of the equivalent of two and one-half
positions to the operations staff .
Report 91-66 Page 18
4. BASIC POLICY OBJECTIVE:
The District will educate and make clearly visible to
the public the purposes and actions of the District,
and will actively encourage public communications and
involvement in District activities .
4.1 Where We Are Now
4. 2 Critical Issues
4. 3 Recommended Options to Consider
4 .4 Staffing Implications
Report 91-66 Page 19
4.1 WHERE WE ARE NOW
One of the most important strengths we have is our relationship
with the public. We communicate with our constituents in a
variety of ways: 1) day-to-day contact with field and office
staff , 2) publication of printed materials such as newsletters,
trail brochures , and maps , 3) articles in area newspapers , 41
presentations of slide shows and talks , 5) participation in
local , regional , and national conferences , 6) cooperation with
other agencies and organizations on projects of mutual interest,
7) meetings with legislators and other public officials, 8)
special events , 9) telephone responses , and 10) docent and
volunteer contacts.
Public outreach is the term we use to describe all the efforts
needed by the District to establish a solid base for public
awareness and support for the District 's activities , including
potential funding measures, and for citizen and legislative
action to support District programs . The District 's public
outreach program has grown over the past few years; however,
additional growth would be needed to make substantially more
midpeninsula residents aware of the District, its preserves, and
its role in preserving the quality of life here on the peninsula.
We anticipate having an extra measure of public interest in the
District ' s programs as a result of better visibility during the
20th Anniversary.
Our lobbying efforts in Sacramento have been very successful and
should continue throughout the next decade.
4 .2 CRITICAL ISSUES
Approval by the voters of a supplementary funding measure will
require additional public information efforts to explain the
need.
The increased public demand for more frequent, updated preserve
information and maps requires more staff time for public contact
and thus impacts staff time availability for more proactive
activities.
We need to maintain that delicate balance between informing the
public about the preserves and maintaining visitor use of the
preserves at a level permitted by budget and staffing, consistent
with the District ' s primary objective in acquiring land before it
is lost to development. This does not mean hiding the preserves ,
but it may mean explaining to the public why facilities are not
Report 91-66 Page 20
being developed at a faster pace.
tll Since tomorrow' s protectors of public open space are today' s
children, there is a substantial need, and, I hope, opportunity
to develop joint programs with our schools .
4.3 RECOMMENDED OPTIONS TO CONSIDER
1 . Establish a program to garner the public support needed if a
funding measure is to be approved by the voters.
2 . Establish a comprehensive public outreach program, including
increased public information about the benefits of open
space protection, the District ' s accomplishments , and need
for continued support.
3. Publicize need for sensitivity to preserve the ecological
values , animal and plant life, on District preserves .
4 . Commit additional time of general manager, Board, and staff
to political liaison at local, state, and federal levels.
5. Increase specific public outreach and awareness programs to
protect District preserves from threats of adjacent
development.
6. Publicize a public youth environmental education and
participation program that will concentrate on involving
organizations such as the Environmental Volunteers, Boy
Scouts, and Audubon Society, and teachers at the elementary
school , high school, and college levels.
7 . Increase public outreach efforts and resources to secure
support of local citizens and politicians through editorial
and news articles explaining the District ' s position on
local events.
8 . Position the District as a model of land preservation
nationally through placement of District-written articles in
national publications, including professional magazines of
American Society of Landscape Architects, American Institute
of Planners, California Parks and Recreation Society,
National Recreation and Parks Association, etc.
9. Focus publicity and special events on those sites where more
use can be readily accommodated.
10. Actively involve the District in Open Space America and
regional open space efforts.
Report 91-66 Page 21
11. Examine possibility of special publication to increase
public awareness and support.
12. Develop multi-cultural programs and publications.
4.4 STAFFING IMPLICATIONS
In order to evolve from a Public Communications Program to a
Public Outreach Program, additional staff needs to be considered.
Use of consultants for special events and various contract work
should be examined to determine cost effectiveness .
The District's current volunteer programs, based in Open Space
Management, also provide public education about the preserves.
They also require communications and marketing support services
from public communications staff . It is important to evaluate
the extent to which the volunteer programs require additional
staff support, particularly field staff and public communications
staff , to be successful.
Report 91-66 Page 22
5. BASIC POLICY OBJECTIVE:
The staff will administer the affairs of the
District in behalf of the public so as to
maximize accomplishment of the goals of the
District within existing financial constraints.
5.1 Where We Are Now
5.2 Critical Issues
5.3 Recommended Options to Consider
5.4 Staffing Implications
Report 91-66 Page 23
5. 1 WHERE WE ARE NOW
Since the District' s formation, the General Management and
Program Support section has had overall responsibility for
administering" the affairs of the District in behalf of the
public so as to maximize accomplishment of goals of the District
within existing financial constraints . " Because of the
District ' s commitment to a maximum acquisition effort, District
staff has, in accordance with the Board 's Basic Policy, worked to
"keep administrative expenses low by operating with a limited
staff and by utilizing the help of already existing governmental
and private agencies and contractual services. "
Today, in 1991, the District is at a crossroads . All potential
funding sources must be explored so that the greenbelt can be
completed. All potential legislative contacts must be initiated
and nurtured so that the legislative channel can be used to
augment District funding. The District must continue to provide
the natural "wilderness" experience that existing and new
preserve users have and will come to expect.
The District has, in essence, come of age -- it is no longer the
"mom and pop" organization that it was fifteen years ago. It is
now a recognized public entity among decision-makers in the
midpeninsula area; it is looked upon as the primary organization
responsible for preserving open space in Santa Clara and San
Mateo Counties; it has come to the forefront nationwide as the
type of agency that can be established to preserve open space.
The staff , now numbering forty-five, is the District ' s greatest
asset. These assets include both unrepresented employees and
those represented by S.E. I .U. Local 715. As stated in the Basic
Policy, "the District will employ a highly capable and
professional staff and provide them with the facilities and
resources needed to run an efficient and responsible
organization. " We are at a critical point of evaluating staff
needs in all programs. The Organizational Improvement Program
now underway ties directly into needs in terms of organizational
structure.
5.2 CRITICAL ISSUES
Staffing, organization, and staff support by General Management
and Program Support are critical issues for the Board to address
for the 1990 ' s . In order to meet the District 's acquisition and
major funding needs, adequate staff resources must be available
to pursue all possible options, whether at the local , state, or
national level. At the same time, adequate staffing must be
Report 91-66 Page 24
available on the "homefront" on a day-to-day basis to support the
Board and District ' s growing staff and operational needs. (The
use of consultants is limited, except for specialized experts,
particularly in the personnel-human resources arena where day-to-
day needs must be met. )
In all departments, staffing resources must be carefully
examined. Potential growth must be strategically planned. If ,
for example, the general manager is to play a leading role in
laying the foundation for a supplementary funding measure in 1992
and/or expand and enhance the District ' s visibility among local ,
state, and national legislative leaders, then the day-to-day
decision-making void created while the general manager pursues
these critical endeavors must be filled.
Since it can only be assumed that the staff size will grow over
the next ten years , issues related to meeting and servicing the
Board' s and staff ' s needs must be addressed.
5. 3 RECOMMENDED OPTIONS TO CONSIDER
1 . Reorganize, and augment if necessary, District staff to meet
Strategic Plan goals.
2. Set into motion a plan to augment current District funding.
3. Increase Board involvement in potential liaison with
federal , state, and local officials.
4. Establish a comprehensive staff development and training
program.
5. Involve the District via Board members and staff in regional
planning underway for the midpeninsula area.
This document , the proposed Strategic Plan for the Nineties , and
the Board' s involvement in determining specific District goals
for the 1990 's will serve as the catalyst for change and the base
for recommended solutions . In implementing the Strategic Plan
for the Nineties , each specific goal or solution must be viewed
in terms of its impact on a given program, on all other District
programs , and on the District ' s funding abilities .
5. 4 STAFFING IMPLICATIONS
Report 91-66 Page 25
Additional administrative staff is required to effectuate the
various solutions proposed in this report. Day-to-day
operational staffing needs must be addressed, and some existing
current workloads must be redistributed.
PUTTING IT ALL TOGETHER
All of the preceding options , or a selection of them, could be
consolidated into two objectives for the nineties, as follows:
1. We would increase District visibility to the public,
emphasizing what the greenbelt plan is, what has already
been accomplished, what needs to be done, and what financial
resources are needed beyond those now available to the
District.
2. We would present a supplementary funding measure to the
voters, possibly as early as 1992, the District ' s Twentieth
Anniversary. A successful measure would provide the
District with the ability both to acquire additional lands
and to develop public access amenities to District sites on
an accelerated schedule.
The regular District funds freed up by the supplementary
funds would also enable the District to provide substantial
increases in patrol , maintenance, site planning, and nature
interpretation.
THE BOTTOM LINE
Increased funding, therefore, is to be the primary focus of
the Strategic Plan for the Nineties in order to complete the
greenbelt, while responding to the other needs of the
District ' s constituents.
Since this report has not differentiated between plans with
and without additional funding, it is critical that new
programs and staffing levels considered prior to increased
funding be assessed relative to the risks of incurring
additional expenditures and, therefore, decreased available
land acquisition funds .
1-10
Land Purchase
Priority
Determination
4-2
CR,TTICALLY
Comprehensive
IMPORTANT EReorg-
Public outreach
Community Prgrm
5 9-1lan
Public Survey
for Funding
Measure
1-1 1-11 3-2
Supplemental Acquisition Organizational
Local Funding outside Structure
Measure District
4 3-1
Examine Level
of Stewardship 3-10,12
(care of land)
Comprehensive
Risk Mgmt Prog.
Allocate staff
time
1-2
Statewide
Funding 5-3
Sources
Gen Mgr's Poli-
tical Liaison
VERY Activities
IMPORTANT
3 4-4
Politicdl Liaison
Contact Legis.
NOW 1 - 2 YEARS 3 - 4 YEARS 5+ YEARS
3-3
Resource Mgmt.
(Sept)
3-5,6,7,6,11
2 Volunteers
i
IMPORTANT I 2-1,2,3,9 a09 '
1 Work w/cities; O.S.Mgmt '
I Expand Inter- '
agency
i
I