HomeMy Public PortalAbout20041025 - Agendas Packet - Board of Directors (BOD) - 04-24 I
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
t:E.1.EBRATINC: 30 YEARS OF OPEN SPACE PRE.SE:R'VAl-ION
Meeting 04-24
SPECIAL MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
6:30 p.m.
Monday, October 25, 2004
330 Distel Circle,Los Altos, California
AGENDA*
6:30 ROLL CALL
ADOPTION OF AGENDA—M. Davey
BOARD BUSINESS
6:35* 1. Facilitator Presentation on Developing Policies and Procedures
7:25* 2. Review and Comment/Amend Guidelines for Board-Staff Working Relationship
8:00* 3. Prioritize Resource Management Policies for Development
9:30* ADJOURNMENT
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* TIMES ARE ESTIMATED AND ITEMS MAY APPEAR EARLIER OR LATER THAN LISTED.AGENDA IS SUBJECT TO CHANGE OF
ORDER.
** TO ADDRESS THE BOARD: The Chair will invite public comment on agenda items at the time each item is considered by the Board of Directors. You
may address the Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited to three minutes.
Alternately,you may comment to the Board by a written communication,which the Board appreciates.
*** All items on the consent calendar may be approved without discussion by one motion. Board members,the General Manager,and members ofthe
public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar.
IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT,IF YOU NEED ASSISTANCE TO PARTICIPATE IN THIS
MEETING,PLEASE CONTACT THE DISTRICT CLERK AT(650)691-1200. NOTIFICATION 48 HOURS PRIOR TO THE MEETING WILL
ENABLE THE DISTRICT TO MAKE REASONABLE ARRANGEMENTS TO ENSURE ACCESSIBILITY TO THIS MEETING.
330 Distel Circle 650-691-1200 info@openspace.org BOARD OF DIRECTORS:Pete Siemens,Mary Davey,Jed Cyr, GENERAL MANAGER:
Los Altus CA 94022-1404 6So-691-0485 fax www.openspace.org Deane Little,Nonette Hanko,Larry Hassett,Kenneth C Nitz L Craig Britton
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MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Monday, October 25, 2004
olicy and P ocedures Workshop
AGENDA
. 8 esiredOutcomes r a
Workshop Purpose w
Policy or Administration?:
elines for Board-Staff Workil
elationships
Do
Addressing g and Resolving Future Policy 1
versus Administration Questions
Wrap-Up/Action Items
Workshop
Desired Outcomes
C
"'6d in larity and shared understanding of
ember role in district policy-making
................
district operations
ry to consider an
v7eto all parties satisfaction, questions
regarding board and staff roles in district,
olilcymaking and district operation
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i
WorkshopPurpose
e it an confirm board/staff w
relationship guidelines to prepare thA
district and all parties for upcom'
'ncrease in critical policy decisio
nsure.. ficiency in boar policyma�
and dis, rictadministration proces" k
4
a
s
Definitions
The oard'sformal guidance
t mate Ad execute
iactivity throughout the
District
e ,op►eratr,ona �
E
e elo
��m lement District polio
DistinguishingCharacteristics
` POLICY:
Widespread application
Narrow application
• > - one to change
Often stated in deta'
Statements of "how" and/or sometimes "who"_
Describes process
', Is it policy orl-
d inistrati n -. ,
larif)Wg appro _ riat
rotesrlalnd responsibilities
Policy or Administration : Examples
Enact a budget Propose budget. Spend within
budgetary limits.
Define the powers, functions, Fill positions consistent with local
and duties of officers and ordinances.
employees.
Fix the compensation of officers Administer payroll consistent with
and employees. budget and compensation plan
adopted by council.
Establish the working conditions Insure that proper working conditions
of officers and employees. are provided.
Establish retirement and pension Administer pension and retirement
systems. plan.
Adopt ordinances regulating Implement and enforce ordinances.
local affairs.
IM 777--M
.......................
Policy or Administration : Examples
Set fines and penalties for violation of Collect fines and enforce
ordinances. penalties.
Enter into contracts. Propose contracts. Manage
approved contracts. Enforce
contracts.
Regulate the acquisition, sale, Negotiate terms of acquisition
ownership, and other disposition of and sale of real property; carry
real property. out acquisition and sale.
...... ....
Decide which governmental services Oversee the day to day HOME_
will be provided. Adopt budgets for operation of programs and
their provision. services provided by the local
government.
Set user fees consistent with state Collect taxes and user fees.
laws.
Polic ydinistion : Mamples
a
:no IM�
Approve claims against the district, Bring lawsuits, with legislative
city or county. approval. Propose settlement of
claims. Pay approved claims.
Enter into agreements to accept Propose agreement. Carry out
grants and gifts. terms of the agreement.
Approve/set policy programs, plans Propose and implement
and guidelines. programs and plans utilizing
approved guidelines.
Set priorities for resource Develop refined resource
management policy review and management policy for board
enhancement. review and approval.
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Guidelines for Board-Staff
Working Relationships --
....General
� Board members a o an staff member fo
information. If information request requires more
than minimal staff time, the request should be mad_
o the General Manager or Program Manager wh
hall confer with the General Manage
Boar bers are encouraged to give staff
sufficie ad time to fulfill Board requests and to
put important requests in writing.
Information (except trail conditions) provided fr
Board member to staff should be routed throug
individual Program Managers or the General
. . Manager.
a
i
• If an individual Board member suggests that staff time be
spent on project not previously approved by the
General Manager, staff will evaluate the request for
consistency with established goals and policies, effects
on other projects and available staff and financial
resources. The staff will estimate the cost of doing these
projects, andwill review them with the management tea
and will communicate the information to the .Boardpand
t obtain its approval prior to proceeding
anagement r orts and recommendations to the
should present areas of potential : o t ov r a
oard members and managementwill endeavor not
.,.. urpnse .each other withimportant if a Boar-
information;,
r member wants additional information or documents on
an agenda item, the Board 'member is encouraged t
contact the General anager before the Board meetin
Staff will actively support and implemen Bo
The adr ion-of e District is the responsibilit w0111
the General Manager. The General Manager will
advise Board members when he/she feels the any
b
Board member is nattempting to direct the administratio
Any Board will advise the General Manager whe
fees sta is ahem tin to director set„ Bpa
anagement team will set a positive example of Boar
r staff relations for public and staffs .
^N
Board members and staff will respect each*otl.
personal time.
• Board members may serve in District volunteer programs under
the same terms and conditions as any member of the
volunteering public. When volunteering they agree to conduct
themselves as would any other member of the volunteering
public. They will accept all direction from staff members
organizing the volunteer activity. Staff conducting volunteer,
activities will treat Board members as they would any other
volunteer, and will bring any difficulties to the Program Manager
a �
e„ .r.
or General Manager for resolution.-Il
Meeting-Related
bard members will refrain from publicly reproving staff
embers. Any concerns about employee performance should
be discussed privately with the General Manager.
he Board shall not prohibit public criticism of its policies,
procedures, programs or services, but shall request members o
he public to refrain , e so al attacks u on.individual staff
members
Resolving Questions
of " Policy versus Administration"
e
Both (Board arties and staff) are empowered
p
to raise the question of Tolicy versu
Administration?„
d efinitio"n of ro es and responsi i
a' - parties should be establishedm at the
of all policy discussions.
Commitment by all parties to establish p lic
N
3 - versus administration" parameters for ne
issues before discussion of substantive iss es:
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Resolving Questions
f " Policy versus Administration"
' Establishment of shared understan ing of17�n
and agreementgon , specific policy
which Board action is ar es e.
g regimen o r o d s
P .
ersus administration" questions
independently from discussion of substantive
p Y . ra
policy discussions. .
Regional Open opace
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
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GUIDELINE FOR BOARD-STAFF WORKING RELATIONSHIPS
Accepted by Board of Directors
November 20, 1991
Amended April 9, 1992 j
Amended January 11, 1993
Amended August 26, 1993
Amended February 14, 1996
Reaffirmed April 9, 1997
Reaffirmed January 28, 1998
Amended October 25, 2004
A. General
1. Board members may go to any staff member for information. If information request
requires more than minimal staff time, the request should be made to the General
Manager or Department Manager who shall confer with the General Manager.
2. Board members are encouraged to give staff sufficient lead time to fulfill Board
requests and to put important requests in writing.
3. Information (except trail conditions)provided from a Board member to staff should
be routed through individual Department Managers or the General Manager.
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4. If an individual Board member suggests that staff time be spent on a project not
previously approved a roved by the Board, he/she will contact the General Manager. The
General Manager will then make an initial assessment of the project, evaluating its
consistency with established goals and policies, effects on other projects, and
availability of staff and financial resources. The General Manager will then
communicate the information to the Board and obtain Board approval prior to
proceeding with more in-depth assessment or proceeding with the project.
5. Management reports and recommendations to the Board should present areas of
potential controversy and concern.
6. Board members and management will endeavor not to surprise each other with
important information; if a Board member wants additional information or
documentation on an agenda item, the Board member is encouraged to contact the
General Manager before the Board meeting.
330 Distel Circle • Los Altos,CA 94022-1404 • Phone: 650-691-1200
Fax: 650-691-0485 • E-mail: info@openspace.org • Web site: www.openspace.org
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7. Staff will actively support and implement Board decisions.
8. The administration of the District is the responsibility of the General Manager. The
General Manager will advise Board members when he/she feels that any Board
member is attempting to direct the administration of the District.
9. Any Board member will advise the General Manager when he/she feels staff is
attempting to direct or set Board policy.
10. Management team will set a positive example of Board-staff relations for public and
staff.
11. Board members and staff will respect each other's personal time.
12. Board members may serve in District volunteer programs under the same terms and
conditions as any member of the volunteering public. When volunteering they agree
to conduct themselves as would any other member of the volunteering public. They
will accept all direction from staff members organizing the volunteer activity. Staff
conducting volunteer activities will treat Board members as they would any other
volunteer, and will bring any difficulties to the Department Manager or General
Manager for resolution.
B. Public-Related
1. Board members will refrain from publicly reproving staff members. Any concerns
about employee performance should be discussed privately with the General
Manager.
2. The Board shall not prohibit public criticism of its policies, procedures, programs or
services, but shall request members of the public to refrain from personal attacks
upon individual staff members.
iilll
Guideline for Board-Staff Working Relationships Page 2
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Upcoming Policy Development
October 13, 2004
1. Good Neighbor Policy(LAFCo Condition of Approval of Coastside Protection Program)
• Amend current policy
• Develop a Good Neighbor Brochure
2. Basic Policy(Service Plan requirement and LAFCo Condition of Approval)
• Amend the following elements of the Basic Policy:
• Public Participation
• Resource Management
• Public Access
• Recreational Use
• Public Safety
• Cultural Resources
• Agriculture and Timber Production j
• Interagency Relationships
• Public Information
3. Notification Policy(Service Plan requirement)
• Amend current policy to include coastside constituents
4. District Master Plan (Service Plan requirement)
• Update to include the Coastside Protection Area
5. Regional Open Space Study(Service Plan requirement)
• Update to include the Coastside Protection Area j
6. Specific Coastside Agricultural Policies(Service Plan requirement)
7. Resource Management Policy(5-Year Resource Management Strategic Plan)
• Amendments
• Develop subject-specific policies
8. Permit Fee Policies(2004-2005 Action Plan)
9. Personnel Policies(2004-2005 Action Plan)
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Special Meeting of the Board of Directors
Resource Management Policies Prioritization Workshop
October 25,2004
5:30—8:30 p.m.
Introduction—Craig (5 minutes)
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Developing Policies and Procedures—Facilitator(45 minutes)
Review and Comment/Amend "Guidelines for Board-Staff Working Relationships"--Facilitator
(30 minutes)
Introduction to Resource Management Policies Prioritization—Kirk(15 minutes)
• Work with Board to prioritize existing policies for refinement and enhancement
• Goals for workshop:
1) Review criteria for prioritizing Resource Management Policies
2) Based on Criteria—discuss specific resource management policies and adopt
prioritized list for policy development.
3) Review Timeline for completion of top policies
Criteria for Prioritizing Resource Management Issues for Policy Review—Kirk(30 minutes)
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• How will criteria be used to prioritize policy review
• Overview of criteria(3-5 minutes per):
o Regulatory Compliance
o Sensitive Species Management
o Public Safety
o Identified in an Adopted Document
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Overview of Specific Resource Management Issues—Matt/Kirk/Cindy(30 minutes)
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o Fisheries/Water Quality/Pond Management—Matt
o Grazing/Agriculture - Kirk
o Ecological Succession/Wildland Fuel Management/Sudden Oak Death- Cindy
o Invasive Species- Cindy
o Corridors/Connectivity - Matt
Consensus on Policy Priorities—Kirk(25 minutes)
• Staff Recommendation
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DEVELOPING POLICIES & PROCEDURES
Definitions
Policy: The Board's formal guidance to coordinate and execute activity throughout the
District.
Policy statements help focus attention and resources on high priority issues by aligning
and merging the efforts of individual departments to achieve the District's mission.
Policy provides the operational framework within which the District functions. A policy
typically includes the following:
• Specific statements of principles or guiding actions that imply clear commitment
by the District
• Statement of values or intent that provides a basis for consistent decision-making
and resource allocation
• Definite method or course of action selected to guide and determine present and
future decisions
Procedure: The operational process developed by Staff to implement District policy.
Operating procedures may be formal or informal, specific to a department or applicable
across the entire organization. Procedures state how the policy will be implemented.
Procedures typically include the following elements:
• Series of steps followed in regular order
• A particular way of doing something
• Description of steps taken to implement policy and operations
Distinguishing Characteristics
Policy: Procedure:
• Widespread application • Narrow application
• Changes less frequently • Prone to change
• Usually expressed in broad terms • Often stated in detail
• Statements of"what" and/or • Statements of"how" and/or
"why" sometimes "who"
• Addresses major operational • Describes process
issues
Is it Policy or Administration?
Source:Muniazp al Research&Services Center o Wasbin ton(Se tember 2000)
l g
Modified for use in MRSOD policy and Procedures Workshop—October 25, 2004
Understanding roles is a necessary step in effective and efficient government operations. When roles are not
clearly defined, compromise may be in order. Statutes and case law may not provide a ready answer. All
sides need flexibility to meet the challenges of effective local government that is responsive to public needs.
Local government works best when local officials work well together and build relationships based on
honesty and trust.
Introduction
The goal of this piece is to answer, through examples,the age old question: Is it policy or is it administration?
The Municipal Research&Services Center(MRSC) has received numerous questions about this issue over
the years. Lack of clarity or agreement about this issue is perhaps the most frequent source of conflict among
local officials. There are no"black and white"answers. There will always be some overlap between policy
and administration. That is why it is very important for executives,legislators,and key staff to develop ways
to communicate and work together effectively.
Legislative bodies are most effective and successful when they focus on strategic activities to guide future
development of their communities. These key policy-making activities include the development of a vision
for the community, the adoption of community goals and objectives, the adoption of comprehensive plans,
decisions about which programs and services will be provided by the local government, and the adoption of
budgets and capital facilities plans. These are clearly policy matters.
Administrative Functions
The general manager is the chief executive and administrator in charge of carrying out the policies set by the
board and enforcing local laws. They are basically in charge of the day-to-day operation of the district,
including the supervision of all appointed officers and employees in the performance of their official
functions. The chief executive is in charge of hiring and firing all appointive officers and employees.
For the most part, 'ublic agencies are administrative,they must follow policies,laws,budgets,and other rules.
v functions have limited
vipredictability,administratt e
f power and to provide In order to prevent abuses o p p
r generally ministerial
n land use codes are flexibility or discretion. For example, the enforcement of building and g y
in nature. If applicants comply with requirements as set forth in the code, they get their permit. However,
there are certain types of decisions, such as rezones, that must go through the legislative body.
On many matters, citizens will no doubt call board members. In these situations,it is best to pass on the
complaint(through the board chair or general manager),let staff deal with it, and report back to the board
member on its disposition. Give the staff a chance to do their job. Treat citizen comments,complaints,or
requests as feedback on basic service delivery systems. These are opportunities for service"tune-ups"as part
of a continuous improvement effort.
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Separation of Powers
Consistent with the doctrine of separation of powers, the board is not authorized to interfere with the general
manager's administration of government. Board members may not give orders to department heads or to
other employees. (In council-manager cities, this prohibition is established statutorily.) The board must work
through the general manager on matters of district administration,except that it may deal directly with
officers and employees under the manager's direction"for the purpose of inquiry." To do its job, the board
needs information on how the district is operating. The chief executive must provide timely, useful
information evenly and equally to all board members—either directly or through subordinate officers and
employees.
On the issue of communication between the board and district staff and employees, the chair may not
prevent board members from gaining information although he or she could reasonably regulate the inquiry
process. If board member inquiries unreasonably take staff away from their duties, the chair may require
those inquiries to be channeled through the chair or a department head,if it can be done without unduly
encumbering board access to information.
Policy Versus Administration - Examples
Boards and commissions have the power to enact laws and policies consistent with state law,usually through
the enactment of ordinances and resolutions. The chart below lists actions that boards,city councils and
commissions can take, followed by a brief description of the responsibility of the district-manager,general
manager, or administrator.
Policy Administration
Enact a budget Propose budget. Spend within bud eta
Define the powers, functions, and duties of Fill positions with consistent with local ordinances.
officers and employees.
Fix the compensation of officers and Administer payroll consistent with budget and
employees. compensation plan adopted by the board.
Establish the working conditions of officers and Insure that proper working conditions are provided.
employees.
Establish retirement and pension systems. Administer pension and retirement plan.
Adopt ordinances regulating local affairs. Implement and enforce ordinances.
Set fines and penalties for violation of Collect fines and enforce penalties.
ordinances.
Enter into contracts. Propose contracts. Manage approved contracts.
Enforce contracts.
Regulate the acquisition, sale, ownership, and Negotiate terms of acquisition and sale of real
other disposition of real property. property; carry out acquisition and sale.
Decide which governmental services will be Oversee the day to day operation of programs and
provided. Adopt budgets for their provision. services provided by the local government.
Set user fees consistent with state laws. Collect taxes and user fees.
Approve claims against the city or county. Bring lawsuits, with legislative approval. Propose
settlement of claims. Pay approved claims.
Enter into agreements to accept grants and Propose agreement. Carry out terms of the
gifts. agreement.
Approve/set policy programs, plans and Propose and implement programs and plans
guidelines. utilizing approved guidelines.
Set priorities for resource management policy Develop refined resource management policy for
review and enhancement. board review and approval.
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Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
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Memorandum
To: Board of Directors
From: Craig Britton ager
Date: October 21, 2004
Re: Resource Management Policies Prioritization Workshop
Management of the natural resources on District lands has increasingly become a larger and more important
priority since the District first began acquiring open space lands. With nearly 50,000 acres of land currently
under protection,prioritizing the expenditure of funds and staff time on resource management activities must
take into account many competing issues. Beginning in 2002 and completed in 2003,the District initiated a
Resource Management Five-Year Strategic Plan to identify and implement high priority resource management
goals to ensure the long-term protection of natural and cultural resources on District preserves.
One of the implementation measures from the Five-Year Plan was to: "Prepare subject-specific resource
management policies and guidelines as an integral part of the planning process. Work with the Board to
identify and prioritize policies for development." This Resource Management Policies Prioritization Workshop
is the first step in addressing this goal of the Five-Year Plan. While the District has in place effective resource
management policies to address priority issues,a goal of the Five-Year Plan is to improve the effectiveness of
these policies,adopt additional policies as needed,and better integrate these policies into the planning process.
When completed,the resulting resource management policies will be used to better manage the District's
properties.
This memorandum presents and discusses the criteria and prioritization strategy developed by staff to prioritize
resource management issues. These criteria are then ranked into a decision-making matrix to be used as an aid
to prioritize resource management policy development by the Board. This matrix is attached as Appendix A.
r specific criteria that can be applied to resource management
Discussed below are four p pp issues to determine which
affect the largest number of criteria and/or affect criteria to a significant extent.
g g
Resource Management Policy Development Prioritization Criteria
Regulatory Compliance
Compliance with regulatory agencies and associated resource protection laws must be a priority for the District.
Asa public agency,the District strictly adheres to laws that were created to protect the environment. Largely,
these laws form the backbone of the decision-making process as resource protection laws affect projects as
varied as road and trail maintenance and the design and/or demolition of structures. The laws and regulations
governing natural resources and resource protection are varied,complex and operate on the federal,state,and
local level.
October 2Y' 2D04 Page 2
Sensitive Species Management
Management of sensitive species and habitat for sensitive species is consistent with the mission statement of the
District: ^^ pnotcctaodrentonrdhunatuo/|cnvirnnment^ Special status species and their habitats are also �
� afforded many protections through federal and state|m*. Because the District's preserves provide important �
�
� habitat for many special status species,they must be given special consideration when evaluating resource �
management decisions on District lands. �
�
Public Safety
�
Providing for public safety is a large umbrella topic that encompasses many aspects of the District's day-to-day
� operations. Public safety is a concern involving many resource management issues including diverse
operational issues such as road and trail maintenance and wildland fuel management.
� ldenhfiedinan Adopted Document
Many p|anninA documents are prepared every year that have the potential to impact the operations ofthe
District and management o[District lands. These documents are prepared not only 6y the District,but also hy
� the other agencies with overlapping jurisdictions with the District. Many policies and guidelines are presented
� in these documents that can shape specific policies developed by the District.
�
�
�
�
�
�
�
�
�
�
�
�
�
Appendix A:
Resource Management Issues Matrix
Ranking Resource Management Issue Compliance Species
Regulatory Sensitive S Public Safety Identified in an
Managem nt Adopted Document
Fisheries
............
Water Quality
----------- ----------------------------- -------------------------- --------------------------- -------------------------- --------------------------r--------------------------
Pond Management
----------- ----------------------------- -------------------------- ---------------------------------------------------------------------------------- --------------------------
Grazing
----------- ---------------------------------- -------------------------- ------------------------------------------------------ --------------------------------------------------
---
Wildland Fuel Management
----------- ------------------------------- -------------------------- ------------------------------------------------------r--------------------------r--------------------------
Sudden Oak Death
----------- - ---------------------- -------------------------- --------------------------- -------------------------- -------------------------- --------------------------
Corridors/Connectivity
----------- ----------------------------------- -------------------------- ------------------------------------------------------ -------------------------- --------------------------
Invasive Species
----------- --------------- -------------------------- --------------------------- -------------------------- -------------------------- --------------------------
Ecological Succession
-
---------- --------------------------------- -------------------------- ------------------------------------------------------ -------------------------- --------------------------
Agriculture-------------------- -------------------------- --------------------------------------------------------------------------------- --------------------------
........... ----------------------------------- ------------------------------------------------------ ---------------------------------------- -------------------------
----------
----------- ----------------------------------- -------------------------- --------------------------- --------------------------- --------------------------
---------------------------
Resource Management Policies :
Prioritization for Development
October 25 , 2004
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Need for Workshop
• Resource Management Policies
— Policy 2.4: Review and amend resource management
policies and implementation measures to improve their
effectiveness
• Resource Management Five-Year Strategic Plan
identified a need for preparing subject-specific
resource management policies and guidelines.
— Plan further identified a need to prioritize the policies
for development through work with the Board of
Directors
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Workshop Goals
• Review Criteria for Prioritizing Resource
Management Policies
• Based on Criteria — discuss specific
jresource management issues and adopt
prioritized list for policy development
• Review timeline for completion of top
policies
Workshop Outline
i
1 ) Discuss Criteria for Prioritizing Policies
for Development
2) Overview of Specific Resource
Management Issues
3) Review Prioritized list of Policies
Criteria for Prioritizing olici P. es
and Guidelines for Develop ment
• Four Criteria
— Regulatory Compliance
— Sensitive Species Management
— Public Safety
— Identified in an Adopted Document
Regulatory Compliance
• Clean Water Act
— Section 404 = Army Corps of Engineers
— Section 401 = Regional Water Quality Control Board
— Section 303(d) = Total Maximum Daily Load (TMDL)
• Federal Endangered Species Act
• California Endangered Species Act
• Fish and Game Code, Section 1600: Lake and
Streambed Alteration Program
Sensitive Species Management
• California Red-legged Frog
• Steelhead Trout
• Coho Salmon
• Southwestern Pond Turtle
• San Francisco Garter Snake
Public Safety
• Fire Protection
• Emergency Vehicle Access �
• Bridges
• Road Crossings
• Wildlife
• Trails
Identified in an Adopted
Document
• Acquisition Agreements
• Easements
• City/County General Plans
• CEQA
Overview of Specific Resource
Management Issues
• Fisheries/Water Quality/Pond Management
• Grazing/Agriculture
• Ecological Succession/Wildland Fuel
Management/Sudden Oak Death
• Invasive Species
• Corridors/Connectivity
Fisheries , WaterQuality,
Ponds
Stealhea *District Preserves provide key
� d
Ocean F orni
ecosystem functions including
water supply, water quality, and'37' = habitat
4
* *Water quality regulated under
q y
Clean Water Act, and species
,. protected under ESA
*Key issues: erosion from
former logging and ranch roads
threatens fisheries, loss of pond
habitat, conflicts between
habitat and agriculture on Coast
Fisheries , Ponds
.. ��W ./ �; �"'— -�.. �~� - `.`' F,./' ��� .,r•trr'! ..w"�( .. "mow �t
rld
,4 tiY
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y
w
f
3 �r
t`
�- l ;-•-ram.:.. '�:.� �' ::: i(-_ � f ,- .J ,,,.�� „t..-_-..
� _ of �� '� � `� , : f.{. A {• r v=' t -�- :il� 11 ;� � .s �
` 77
! � F � � "_rat , 1 1 � 1 • ` f 1 I
-
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Fisheries , Water Quality,
Ponds
Ponds are human-
made features that u
r�
over time, have
become essential
wildlife habitat. .
Without active 5
management they
i .
will succeed to r
another habitat type.
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Fisheries ,
Water Quality, Ponds
Current Policies
Resource Management Policies:
• 7.1 Protect surface and ground waters from contamination
• 7.2 Minimize interference with natural flow of surface and ground water
• 7.3 Understand and protect water rights and utilization
• 7.4 Restore, maintain or enhance water quality on District lands
• 5.2 Maintain ponds as wildlife watering sources
Coastside Protection Program and EIR:
• Address need for road and trail inventories during planning process
• Include detailed trail planning guidelines to protect riparian areas and fisheries
Fisheries , �UaterQuality,
Policy Development Criteria
• Clean water Act 3 03(d) �, ' 4
4
fit`
impaired water bodies for . t
s
y ,� W � ?� San F,r ncisqulto freak
sediment mercur
• Listed species
San Gre orib Creek
• water quality a key focus t g
q y y
of District and other agencies'
t, f
s1
policies and programs
tad y 4 ,4
A
Aly
14.
Grazing
• Issues
— Non-native grassland
management
Wildland fuels
management
— Necessary
infrastructure
Grazing
• Agricultural Use Policy Statements - 1978
• Resource Management Policy 10: Agricultural
Use
• Continue or reintroduce agricultural use in a preserve
only when all of the following conditions are met. . . :
• Require sound agricultural management practices.
• Let former agricultural areas return to a natural state.
Grazing
• Criteria
— Sensitive Species
Management
— Public Safety
— Identified in an
Adopted Document
i
Agriculture
• Current holdings have
limited agricultural
use.
• Primary agricultural
uses are:
— Tree Farm at Skyline
Ridge
— Vineyards
— Grazing
Agriculture
• Agricultural Use Policy Statements - 1978
• Resource Management Policy 10: Agricultural
Use
• Continue or reintroduce agricultural use in a preserve
only when all of the following conditions are met. . . :
• Require sound agricultural management practices.
• Let former agricultural areas return to a natural state.
•
Agriculture
• Criteria
— Identified in an
Adopted Document
Ecological
150-500 yrs
Tshe
Rasp
500-1000 yrs fire
Hemlock seed
Douglas fir available
Hemlock seed seed available
available at yr I or 2
Psme
no fire Rasp
Douglas fir
seed unavailable Alru
at yr 1 or 2 no fire
Hemlock seed i �`►%b / Rusp
unavailable Douglas fir
! seed available fire
500-1000 at yr 1 or 2
yr fire
i
Rusp Hemlock seed
Field unavailable
150-500 yrs
� Ecological Succession
Current Policy
• Maintain the diversity of native plant
communities (RM Policy 4. 1 )
• Understand & maintain the diversity of
native wildlife (RM Policy 5 . 1 )
it
Ecological
Criteria
3 �T
E'y
• sensitive
species
A�
1
Sudden a Death
• Kills oaks
Many other
plants carry
infection
k
e ti'
Sudden Oak Death
Current Actions
• Best Management Practices
• Trail Closure
• Signage
• Research & monitoring
• Coastal Protection Program
Sudden Oak Death
Criteria
• regulatory
compliance
• sensitive species
• public safety
ildland
W Fuel Management
Suppression . .......
• Prevention
• Ecological
Tool
A y �
AWL
f'
Wildland Fuel Management
Current Policy
• On coast, consult with County Fire & CDF
regarding site-specific fuel programs for acquired
lands (Coastal Protection Program)
• Restore fire to a more natural role in preserve
ecosystems (RM Policy 3 .3)
• Continue use of prescribed fire as a management
tool to reduce non-native plant populations (RM
Strategic Plan 5 . 11 )
ildland
W Fuel
..........
9
y:.
ri ri
C to a
rq
• regulatory
compliance
• . •
• sensitive species
• public safety
Invasive Species
• Not native
• Disturb large
areas
• Reduce
�► u biodiversity
Invasive Species
Current Policy i
• Control non-native species which have substantial
impact on preserve resources (RM Goal 6)
• Discourage spread of invasive non-native species
whenever control is reasonably possible (RM Goal
6. 1 )
• Manage both native & non-native species
according to IPM techniques in cooperation with
responsible agencies ( RM Goal 6.2)
Invasive Species
i
RM Strategic Plan
• Inventory & control invasive plants
• Continue feral pig control program
• Coordinate with neighboring properties
• Work on regional efforts
InSpecies
a 1
v s ve
Criteria
• regulatory
compliance
• sensitive species
Photo:http://www.inra.fr/Intemet/Produits/HYPPZ/IMAGES/7030990.jpg
�. AP
• • • , . j' a �.. a t
Corridors and C
. . ..........
.............
-Oliz", .1 1.
�t�r�� r�cre• �C 'e.Qsa ��
Wildlife species-- particularly predators-- have large
home ranges that exceed any one Bay Area park or
preserve in size
Corridors and C
Policy Criteria
• Sensitive Species
3 �,..FMB •.. � .s c
N �y
i b
W,
fie.
Corridors and C
Design and management of
wildlife movement corridors must
be species specific
f
1 �
ar
w
,
d
Y
i
k
r'• iy
Y ._ ' 5'R .. a �. ..
i
Corridors and C
Because ecosystems
transcend political
C Regional Reserve smaller
reserves boundaries, functional
Core areas and smaller resenres
are connected by corridor habitat
through which wildlife species habitats can only be
can travel.
protected through a
system of inter-
t,
connected open space
a�
preserves
RM Policy 5 .3 Seek
y to reduce barriers to
wildlife movement on
, y
a regional basis.