HomeMy Public PortalAbout20180201 - Agenda Packet - Board of Directors (BOD) - 18-06
SPECIAL MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Mitchell Park Community Center - Matadero Room
3700 Middlefield Rd.
Palo Alto, CA 94303
Thursday, February 1, 2018
9:30 AM
A G E N D A
9:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not on the agenda. Each speaker will ordinarily
be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the
Board of Directors on items not on the agenda. If you wish to address the Board, please complete a
speaker card and give it to the District Clerk. Individuals are limited to one appearance during this
section.
ADOPTION OF AGENDA
BOARD BUSINESS
The President will invite public comment on agenda items at the time each item is considered by the
Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately, you may
comment to the Board by a written communication, which the Board appreciates.
1. Annual Board of Director’s Retreat – Meeting 1 (Strategic Plan Goals and Objectives
Review and Measure AA Optional Project List Prioritization) (R-18-13)
Staff Contact: Ana Ruiz, Acting General Manager
General Manager’s Recommendation:
1. Review, update if needed, and adopt the Fiscal Year 2018-19 Strategic Plan Goals and
Objectives to position Midpen to meet emerging opportunities and challenges, and guide the
development of the Budget for Fiscal Year 2018-19.
2. Review the proposed enhancements to the Budget Development Process for Fiscal Year
2018-19.
3. Review Measure AA accomplishments and adopt the recommended Measure AA Project List
for Fiscal Years 2018-19 through 2022-23 (next 5 years). The list includes projects of high
priority and projects where significant progress is underway.
Meeting 18-06
4. Review and prioritize the Measure AA Optional Project List, and direct staff to evaluate the
organizational capacity over the next five years and incorporate the Board’s highest ranking
projects that can feasibly be added to the Measure AA Project List, and return to the Board
with the revised list for review and approval.
ADJOURNMENT
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.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the special meeting of the MROSD Board of Directors was posted and available for
review on January 26, 2018, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California,
94022. The agenda and any additional written materials are also available on the District’s web site at
http://www.openspace.org.
Jennifer Woodworth, MMC
District Clerk/Assistant to the General Manager
R-18-13
Meeting 18-06
February 1, 2018
AGENDA ITEM 1
AGENDA ITEM
Annual Board of Director’s Retreat – Meeting 1 (Strategic Plan Goals and Objectives Review
and Measure AA Optional Project List Prioritization)
ACTING GENERAL MANAGER’S RECOMMENDATIONS
1. Review, update if needed, and adopt the Fiscal Year 2018-19 Strategic Plan Goals and
Objectives to position Midpen to meet emerging opportunities and challenges, and guide the
development of the Budget for Fiscal Year 2018-19.
2. Review the proposed enhancements to the Budget Development Process for Fiscal Year
2018-19.
3. Review Measure AA accomplishments and adopt the recommended Measure AA Project List
for Fiscal Years 2018-19 through 2022-23 (next 5 years). The list includes projects of high
priority and projects where significant progress is underway.
4. Review and prioritize the Measure AA Optional Project List, and direct staff to evaluate the
organizational capacity over the next five years and incorporate the Board’s highest ranking
projects that can feasibly be added to the Measure AA Project List, and return to the Board
with the revised list for review and approval.
SUMMARY
Each year, the Board of Directors meets in several day-long meetings to kick-off the annual
budgeting process. In 2018, the meetings are scheduled on Thursday, February 1 from 9:30 am
to 2:00 pm and Thursday, March 15 from 9:30 am to 2:00 pm.
On February 1, 2018, the Board of Directors (Board) will review accomplishments, discuss key
challenges and opportunities facing the Midpeninsula Regional Open Space District (District) in
the near future, and review, and if needed, update the Board’s Strategic Plan Goals and
Objectives. (See Attachment 1.) In 2011, the Board adopted a comprehensive Strategic Plan (R-
11-96) to provide a high-level framework for guiding the District’s implementation of its
mission. The Board annually reviews and updates the Strategic Plan Goals and Objectives to
keep them current based on the findings of the annual environmental scan.
At the retreat, the Board will also preview enhancements to the Budget Development process and
the Budget Book for the Fiscal Year (FY) 2018-19 budget cycle. While most activities in the
budgeting process remain unchanged, incremental process improvements aim to improve the
overall efficiency and effectiveness of the Budget Development and the Budget Book in support
of District activities.
R-18-13 Page 2
In addition, on February 1 the Board will review the Measure AA accomplishments, adopt the
recommended Measure AA Project List for FY2018-19 through FY2022-23, and prioritize the
Measure AA Optional Project List. Following the prioritization of the 27 projects on the
Measure AA Optional Projects List, staff will assess internal capacity to complete the projects,
and identify which of the Board’s highest-ranking projects can be reasonably included into the
Measure AA 5-Year Project List for FY2018-19 through FY2022-23 based on current and
projected staffing capacity. This updated Measure AA 5-Year Project List will return to the
Board on March 15 for final review and approval.
BACKGROUND
Strategic Plan Goals and Objectives: Opportunities and Challenges FY2018-19
Each year, the District recommends, and the Board reviews and approves, the Strategic Plan
Goals and Objectives. The Board will have the opportunity to affirm, and if needed update, the
Strategic Plan Goals and Objectives to provide high-level direction for developing the upcoming
fiscal year Budget and Action Plan. Staff will present the results of an environmental scan
assessment and discuss the strengths, challenges, opportunities and barriers facing the District as
it looks forward to FY2018-19 to inform the Board’s review and discussion of the Strategic Plan
Goals and Objectives. The annual review is intended to provide the Board with an early
opportunity to set the District’s overall course for the coming year at a broad policy level. It also
provides the framework for Retreat – Meeting 2 (Priority Setting) slated for March 15. At this
future meeting, the Board will discuss and confirm the District-wide priorities for the next fiscal
year to guide the Budget and Action Plan development ahead of the presentations to the Action
Plan and Budget Committee, which begin in April.
Budget Process Enhancements:
The annual District budget is built by line item each fiscal year to support the Action Plan, and
after review by the General Manager, presented to the Action Plan & Budget Committee. It is
then adjusted as needed, and presented to the full Board in detail, with a second time for final
adoption. The entire Budget development process takes approximately six to seven months to
complete and involves staff from all departments. The enhancements for FY2018-19 include
combining the Capital Improvement and Action Plan into a 3-year Capital Improvement &
Action Plan (CIAP), as well as enhancing the departmental pages. Staff will also present the
option of including “Agriculture” as an additional subprogram category, to further highlight
District efforts in protecting and supporting local agriculture.
Measure AA Accomplishments, Recommended Project List for FY2018-19 through FY2022-23
On October 29, 2014, the Board approved the first Measure AA 5-Year Project List (R-14-130),
which was developed using Board-approved prioritization criteria (See Attachment 3). Measure
AA provides funding to complete the Top 25 Vision Plan Priorities, as approved by the voters in
June 2014. The prioritization criteria and high priority Measure AA 5-Year Project List for
FY2014-15 through FY2018-19 informed the District’s initial development of the capital
improvement program and bond issuance in 2015.
The first Measure AA 5-Year Project List expires in FY2018-19. As such, staff will present
accomplishments and an updated high priority Measure AA 5-Year Project list at the Retreat –
Meeting 1 (See Attachment 4). Following an overview of the accomplishments and
recommended updates to the Measure AA 5-Year Project List, the Board will be invited to
review and prioritize the Measure AA Optional Project List (See Attachment 5).
R-18-13 Page 3
DISCUSSION
Strategic Plan Goals: Opportunities and Challenges for FY2018-19
Following the staff presentation of the past year’s accomplishments, the Board will receive a
presentation of significant internal and external conditions, data, and factors that may influence
the efficiency and effectiveness of the organization’s operations, services, and projects delivery.
The Board will then review and either affirm or update the FY2017-18 Strategic Plan Goals and
Objectives based upon the high-level factors that are influencing District work.
A summary of the high-level themes and findings include:
• Midpen is delivering on the Vision Plan and Measure AA (MAA)
• Work is underway on 18 of the 25 MAA Portfolios (to be reviewed at the meeting)
• The District remains in a strong financial position. The District’s recently affirmed AAA
Bond Rating by Standard and Poor’s is a good example of this strength.
• As Midpen continues to deliver more public access opportunities, the organization’s project
work is increasing in complexity and as a result, project costs are correspondingly climbing.
Bear Creek Stables and the Red Barn are key public access projects that will depend on
multiple funding sources to cover growing costs.
• The booming economy, local housing shortage, and regional disasters are driving
construction costs up.
• The continuing housing shortage and difficult traffic conditions warrant creative solutions
and new partnerships to mitigate local and regional impacts, reduce carbon emissions, and
proactively support the District’s and region’s environmental sustainability and land
management goals
• Extreme weather patterns are the new normal. Developing resiliency practices and policies
will allow the District to rebound and adapt to the forecasted changes to ensure continued
efficient and effective operations, service, and project delivery.
• The District will need to continue monitoring state and national policies, such as the new
federal tax rules, to ensure projects and programs continue their long-term financial
sustainability. Along with monitoring, it will be important to reach out and educate elected
officials and the public of the critical role the District plays in protecting water quality and
supplies, reducing human impact from wildfires, and climate change.
• The District will continue to take an outward focus, (e.g. new proposed grant-making
program), by engaging and strengthening partnership opportunities throughout the Bay Area
to communicate the District’s regional conservation vision to support and sustain our
region’s life support system.
• High visitation at newly opened public access locations and the anticipation of more public
areas increases pressure on field personnel and constrains those staffing resources.
• Recruitment and retention of employees will continue to be a key focus for the organization.
Some of the factors that demonstrate this need, include:
o While the District continues to assemble strong hiring pools with competitive
candidates, market competition, high cost of living, and difficult commutes are a
growing challenge. These factors may lead to staffing turnover, and new employees are
commanding salaries near the top of their salary range. Creative employee retention
strategies are increasingly important, particularly those focused on mitigating commute
stress and costs and expanding work schedule flexibility.
R-18-13 Page 4
o The combination of recent retirements in key leadership positions and the resulting
Acting assignments, along with dedicating time to train and develop new leaders is both
a challenge and opportunity for the organization.
The detailed environmental scan assessment is included in Attachment 2. The Board is
encouraged to review this information prior to the retreat to prepare for the discussion, and if
needed, identify revisions for the FY2017-18 Strategic Plan Goals and Objectives.
Budget Process Enhancements:
The enhancements for FY2018-19 include combining the Capital Improvement and Action Plan
into a 3-year Capital Improvement & Action Plan (CIAP), as well as enhancing the departmental
pages, as further detailed below:
Budget Book Enhancements
1. Capital Improvement & Action Plan
o The Action Plan section of the Budget Book will be combined with the Capital
Improvement Plan (CIP) to reduce duplication of information and effort, and
provide a consolidated view of the major projects and activities with a 3-year
forecast. The CIAP worksheets, similar to the current CIP worksheets, will be
completed for all projects (CapEx and OpEx).
o Program Categories will be consolidated from 6 to 4, by combining Public
Outreach; Vehicles, Equipment, Facilities, and Other Infrastructure; and
Administrative Support into a single category Infrastructure (Vehicles,
Equipment, Facilities) and Other. The updated Program Categories will be:
Land Acquisition and Preservation
Natural Resource Protection and Restoration
Public Access and Education
Infrastructure (Vehicles, Equipment, Facilities) and Other
o The sub-program structure in the CIAP remains in place, with the addition of a
new Agriculture sub-program across all applicable Program Categories to
highlight District efforts in protecting and supporting agriculture, consistent with
the Coastside Service Plan and Board policies.
2. The Department Pages of the Budget Book will be enhanced and include department
metrics. Departments will identify 2-5 performance metrics to measure department
activities and collect operational data as the District builds a baseline for measurements.
Administrative Process Improvements
1. The Budget and Analysis department are facilitating improved resource loading
coordination through a series of six meetings with the management team.
2. Projects meeting specified budget and scope thresholds will be forecasted for 3 years,
although budgets and appropriations are adopted one year at a time
3. The Project Numbering System will be updated and project numbers will be assigned at
the beginning for each Fiscal Year.
4. The Budget & Analysis department is using the intranet and newly created landing pages
to provide a central source of budget information for staff, which is designed to improve
coordination across departments, increase visibility of current activities and upcoming
milestones, and guide staff to relevant and timely budget documents.
R-18-13 Page 5
Measure AA Accomplishments, Recommended Project List for FY2018-19 through FY2022-23,
and Prioritization of the Measure AA Optional Project List
Staff will review the Budget process for FY2018-19 and provide a quick overview of the Vision
Plan and the top 25 projects that make up Measure AA to help frame the subsequent detailed
discussion on Measure AA Projects. This discussion will focus on Measure AA
accomplishments completed to date, the recommended Measure AA 5-Year Project List, and
prioritization of the Measure AA Optional Project List.
To develop the recommend next phase of the Measure AA 5-Year Project List, staff applied the
criteria established by the Board to delineate high priority projects, and they include:
• Immediate Public Safety Concern (tier 1 priority)
• Existing Legal of Formal Commitment (tier 1 priority)
• Five-Year Deadline (tier 1 priority)
• Projects Underway (tier 2 priority)
Staff included projects underway to the high priority criteria, formerly a secondary criteria,
based upon the District’s level of financial investment in the projects to date.
On February 1, following an overview of the accomplishments and recommended new Measure
AA 5-Year Project List, the Board will be invited to review and prioritize the Measure AA
Optional Project List. In this process, staff will discuss each project and respond to Board
questions.
Staff developed the Optional Project List through four separate, internal cross-functional
department meetings. The list includes projects identified through the Board’s ranking process
that was done in the fall of 2014. The Optional Project List meets the following secondary and
third criteria established by the Board:
• Quick Implementation
• Need for Timely Action
• Broad Geographic Distribution
• Diverse Public Benefit
• High Beneficial Impact for Public Use and Recreation
• High Beneficial Impact for Natural Resources
• Partnership Opportunity
Following the discussion, each Board member will receive a set of dots to designate priority
projects on a large printout of the Measure AA Optional Project List. Staff will tabulate the
ranking and report the results during the meeting. In preparation for this prioritization process,
the Board is encouraged to review the matrices prior to the Retreat and begin thinking about how
the projects might be ranked.
Prior to the Board Retreat – Meeting 2 on March 15, staff will evaluate departmental capacity to
determine how many of the Board’s highest-ranking projects can be incorporated into future
work plans over the next five years and return with a recommendation of those projects to
include in the new Measure AA 5-Year Project List. On March 15, staff will also recommend
those Measure AA projects to include in the upcoming fiscal year’s Action Plan.
R-18-13 Page 6
FISCAL IMPACT
Acceptance of the Environmental Scan and adoption of the Fiscal Year 2018-19 Strategic Plan
Goals and Objectives has no direct fiscal impact. However, these actions will drive, together
with the Board’s confirmation of District priorities on March 15, the development of the
FY2018-19 Budget and three-year CIAP for FY2018-19 through FY2020-21.
Similarly, adoption of the recommended Measure AA 5-Year Project List for FY2018-19
through FY2022-23 and the prioritization of the Measure AA Optional Project List have no
direct fiscal impact, but provide direction regarding Board interest as staff develops the FY
2018-19 Budget and three-year CIAP for FY2018-19 through FY2020-21.
BOARD COMMITTEE REVIEW
This item was brought directly to the full Board given full Board interest and importance.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act, as well as to members of the public on
the Measure AA interested parties list.
CEQA COMPLIANCE
This item is not subject to the California Environmental Quality Act.
NEXT STEPS
On March 15, 2018, the Board will confirm the District-wide priorities for the upcoming fiscal
year. The outcomes of the February 1 and March 15 Board Retreat Meetings will guide the
development of the Fiscal Year 2018-19 Budget and Action Plan, including the 3-Year CIAP.
Attachments:
1. Strategic Plan Goals and Objectives
2. 2017 Environmental Scan for Fiscal Year 2018-19: High-Level Themes and
Demographics Summary
3. 2014 Measure AA Ranking Criteria
4. MAA Accomplishments and Recommended Projects (Measure AA Accomplishments
Through 2017 and Recommended 5-Year Project List Fiscal Years 2018-19 through
2022-23)
5. Measure AA Optional Project List Worksheet (i.e., tool for the Board of Directors
prioritization process)
Responsible Department Head:
Ana Ruiz, Acting General Manager
R-18-13 Page 7
Prepared by:
Christine Butterfield, Acting Assistant General Manager
Dave Jaeckel, Management Analyst II
Stefan Jaskulak, Chief Financial Officer
Brian Malone, Acting Assistant General Manager
Ana Ruiz, Acting General Manager
Attachment 1
Strategic Plan Goals and Objectives
Goal 1 – Promote, establish, and implement a common environmental protection vision with partners
• Objective 1 – Review, and if needed refine, the District’s Vision Plan
• Objective 2 – Build and strengthen diverse partnerships to implement a collaborative approach
to environmental protection on the Peninsula, South Bay and San Mateo Coast
• Objective 3 – Implement and communicate progress on the District’s Vision Plan
• Objective 4 – Build and strengthen relationships with legislators to advocate environmental
protection goals
Goal 2 – Connect people to open space and a regional environmental protection vision
• Objective 1 – Communicate the purpose of the regional environmental protection vision to help
guide future decisions and to clarify and strengthen the District’s regional role with the public
and partners
• Objective 2 – Refine and implement a comprehensive public outreach strategy, including the
engagement of diverse communities and enhanced public education programs
• Objective 3 – Develop and implement strategies to accommodate an expanding public use of
District preserves consistent with environmental protection vision
Goal 3 – Strengthen organizational capacity to fulfill the mission
• Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology
upgrades and capacity building to meet project commitments
• Objective 2 – Continuously improve recent process and business model changes to effectively
and efficiently deliver Vision Plan projects and the District’s ongoing functions
• Objective 3 – Reflect the changing community we serve in the District’s visitors, staff,
volunteers, and partners
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on
behalf of the public
• Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond
Oversight Committee
• Objective 2 – Pursue discretionary funding opportunities and partnerships to augment
operating, capital, and bond funding sources
• Objective 3 – Ensure large capital expenses and land acquisitions are evaluated within the long-
term financial model and remain financially sustainable
Attachment 2
Environmental Scan for Fiscal Year 2018-19
Introduction: The Environmental Scan analyzes and evaluates the internal and external
conditions, data, and factors affecting the organization to strategically position the District to
best respond to future challenges and opportunities. The Environmental Scan considers current
and anticipated changes to the economy, political environment and local leadership, regulatory
requirements, demographics, organization and workflow, and technology trends as perceived
by each department and major work unit. The findings are presented below to inform Board
discussion as they consider whether revisions to the annual Strategic Plan Goals and Objectives
are warranted.
The Environmental Scan findings are presented in two sections. Section A. High Level Themes,
provides the detailed findings information for each internal and external factor. Section B.
Demographic Summary includes visual figures to illustrate local demographic trends.
A. High Level Themes
Detailed Findings:
1. Economy
a. Escalation of Costs
i. Construction costs are expected to increase by 14% from 2018-2020.
ii. Conceptual construction budgets for MAA projects that were completed in 2014 are
becoming inaccurate given rising costs for both contractors and consultants.
iii. Contractors are less available and willing to do business with the District given the
surrounding high construction demand and other outside projects with greater
profit margins and fewer administrative and legal requirements.
iv. Booming economy continues to increase land values.
b. Housing
i. Housing shortage and high costs are causing more staff to commute from farther
away.
c. Traffic
i. Increased traffic is affecting commute time for employees, visitors, and hired
consultants/contractors, creating added stress, time loss, and cost.
ii. New open preserves, additional trail coverage, and increased local road traffic result
in increased ranger response times to service calls and incidents.
iii. Conditions continue to warrant creative transit options, incentives, potential
subsidies, expanded remote access, and enhanced mobile work tools, and drop-in
office space at District staff facilities.
d. Labor Force
i. While the District continues to assemble strong hiring pools with competitive
candidates, low unemployment, market competition, high cost of living, and difficult
commutes are a growing challenge and increasingly resulting in new employees
commanding salaries near the top of their salary range, or in some cases, causing
turnover among current employees. Creative employee retention strategies are
increasingly important, particularly those that focus on mitigating commute stress
and commuter costs, as well as enhancing professional development and work
schedule flexibility.
ii. There is an increased need for more field staff as the District’s publically accessible
open space continues to expand and visitation levels continue to increase.
iii. AB 1487 (described below) places added pressure to either fill vacancies or rotate
Acting assignments.
2. Political Environment and Local Leadership
a. Federal.
i. The President’s cabinet choices are creating political instability that will require
ongoing monitoring and a coalition-based response if changes to federal policies are
pursued that negatively impact the District’s mission. Cuts to federal agencies with
regulatory and environmental missions will continue to impact permitting, grants,
and other federal programs with which the District has traditionally partnered.
ii. The 2017 Tax Reform Bill impacts contributions to nonprofit organizations. As such,
the ability for partner agencies to fund projects may decline and their need for grant
funding may correspondingly grow.
iii. National public sentiment of law enforcement officials is very low. There is a
heightened sensitivity regarding enforcement and peace officer interactions.
b. State
i. The passage of SB 793 will allow the District to implement capital projects using
Design Build project delivery methods. For projects well suited to this method, the
project delivery method saves time and money.
ii. The Governor’s approval of SB 492 authorizes the San Jose Water Company to sell
lands in the Upper Guadalupe River watershed. The District is preparing to negotiate
with San Jose Water Company and working with other departments on assessing
and valuing the 6,300-acres of watershed lands. The legislation provides for a five
year negotiation timeframe (January 1, 2023.)
iii. If SB 5, the 2018 Park Bond, is passed by voters in June 2018, new funding sources
related to land acquisition, natural resource, and park improvements will be
available.
iv. AB 1487 goes into effect on January 1, 2018, and limits Acting assignments to 960
hours per fiscal year.
Attachment 2
v. In response to recent fire disasters, recently proposed legislation (AB 898), if passed,
would divert a portion of property tax revenue from the East Bay Regional Park
District to the East Contra Costa Fire Protection District. This sets a legislative
precedent with the potential to impact the District’s general fund.
vi. Governor Brown, considered a friend to the environment, will term out in 2018.
vii. Proposition 64, the legalization of marijuana, will go into effect on January 1, 2018.
This change should reduce pressure on illegal marijuana cultivation on District lands
unless taxes on the sale of this new commodity become excessive.
c. Local
i. Regional partnerships are becoming more critical to leverage resources, effectively
address common open space goals, and remain competitive for grant funds.
ii. Jonathan Gervais recently started as the new San Mateo County Parks Director.
3. Regulatory Requirements
a. The financial regulatory environment is ever changing (Governmental Accounting
Standards Board, State Controller, etc.) requiring monitoring to remain in compliance
with regulations.
b. Local stormwater and Stormwater Pollution Prevention Plan regulations are also
changing frequently and need monitoring to stay abreast of changes and avoid
violations.
c. Many cities and other municipalities are incorporating Leadership in Energy &
Environmental Design (LEED) standards into their project designs. Adopting similar
environmental design standards aligns well with the mission.
4. Organization and Workflow
a. The formation of special projects crews has added internal capacity for the construction
of new trail projects and redirected resources from maintenance duties.
b. Public openings at Mount Umunhum and La Honda are increasing the District’s public
profile. With these new public assess locations, the organization is beginning to
transition from a land acquisition to a land management agency. These openings,
coupled with the future opening of Bear Creek Redwoods, will place unprecedented
pressure on field staff to deliver routine patrol and maintenance services, expanding the
District’s Visitor and Field Services responsibilities.. All of these new demands and
functional transition will create the opportunity to consider new policies and review
existing policies typical of land management organizations (i.e., traffic management,
parking management, trail use, etc.)
c. Project complexity continues to grow as well as project costs (i.e., Mount Umunhum
budget compared to final costs, grading for the Red Barn staging area, etc.)
d. Implementation of new District processes (SharePoint, CIAP, enhanced invoices, etc.)
require upfront staff time to roll out, train, and adopt, and should streamline
administrative processes on the back end.
Attachment 2
e. Clear communication and increased transparency is important as the District’s
leadership continues to transition.
f. Significant progress has been made on a permanent South Area Office and a temporary
Coastal Office; these facilities will increase efficiency and support District and staff work.
g. It is important to connect the Vision Plan goals to the MAA projects, recognizing that the
Vision Plan is the guiding document for the District’s growth over the next 40 years and
MAA is a funding source to implement the top tier Vision Plan projects.
h. Climate change and extreme weather patterns complicate project delivery and trigger
opportunities to reflect and evaluate disaster/hazard preparedness. The rains that
spanned the FY2016-17 winter season interrupted and delayed project timelines as well
as triggered a number of significant repair projects. Although the District was not
directly affected this past year, recent California wildland and urban fires shine a bright
light on the need for public agencies to review disaster preparedness practices and
plans to ensure resilience.
5. Changing District Leadership
a. Movement of staff at higher levels (i.e. General Manager, Assistant General Manager,
General Counsel, Visitor Services Manager, and Area Superintendent) has resulted in the
loss of historical knowledge, more Acting assignments, time to adjust to new
responsibilities and reporting structures, and time to reestablish connections with
existing partners. Conversely, new leadership can help promote new ideas and
approaches on how to improve business processes, reenergize staff, and ignite
discussions about current and emerging issues, trends, and needs for the agency.
6. Technology Trends
a. Microsoft SharePoint is helping the District improve project management and will
continue to be rolled out throughout the next fiscal year.
b. BidSync software is being implemented to reach out to more contractors and
consultants, and help identify additional bidders to get better pricing on projects.
c. Interest is growing around incorporating drones into District operations, raising the
need for a District drone policy. Drones can help preview properties for land acquisition,
planning, resource management, visitor services, and trails planning, and help Public
Affairs with media and outreach to the general public.
d. New Asset Management Software will help the District categorize and prioritize
maintenance projects for more efficient tracking of completed and future projects.
Attachment 2
B. Demographic Summary
Introduction: The Environmental Scan considers demographic information from both the
District boundary and Bay Area region scales. Within the District boundary, total population
continues to increase, grow older, and become more diverse; per-capita income continues to
rise; average household size continues to increase; owner occupied units continue to decline;
English proficiency continues to increase; and educational attainment continues to remain very
high.
Within the larger Bay Area region, population continues to rise; job growth remains very high;
traffic congestion continues to worsen; although housing production has increased, housing
stock remains low; Santa Clara County and San Mateo County economic growth continues to
boom; regional home and rent prices are increasing; greenhouse gas and air quality emissions
are improving slightly; sea level rise is threatening low-lying communities along the bay; and
displacement risk is increasing throughout the region. The figures below summarize some of
these findings in greater detail. More information can be found on the Bay Area Vital Signs
website (http://www.vitalsigns.mtc.ca.gov/).
Figure One: Bay Area Home Prices from 1997 – 2015 (MTC, 2017)
The median Bay Area home price was $708,400, making the region the most expensive housing
market in the United States.
Attachment 2
Figure Two: Bay Area Rent Prices from 1970 – 2015 (MTC, 2017)
Since the end of the recession, list rents have risen steadily to a median monthly price of over
$2,340. Bay Area rents are the highest in the United States.
Figure Three: Housing Affordability in the Bay Area (MTC, 2017)
Nearly one in three Bay Area households spent at least 35% of its income on housing.
Historically, homeowners have been less cost-burdened than renters; this divergence has
grown in recent years.
Attachment 2
Figure Four: Bay Area Average Commute Time (MTC, 2017)
The average Bay Area one-way drive-alone commute to work was 28 minutes. District staff
spend an average of 48 minutes in the car one-way getting to the Administrative Office, a 71%
increase to the Bay Area average.
Figure Five: Bay Area Greenhouse Gas Emissions (MTC, 2017)
Since 2010, per-capita greenhouse gas emissions have declined by six percentage points. This
trend is primarily attributable to decreased consumption of electricity and natural gas and
expanded availability of renewable power sources like solar and wind.
Attachment 2
Figure Six: Bay Area Sea Level Rise Vulnerability | One Foot of Sea Level Rise (MTC, 2017)
With a one foot rise in sea levels – a likely forecast for 2050 – areas bordering the Bay shoreline are exposed to significant risk. East
Palo Alto is among the most vulnerable communities in the Bay Area, with at-risk population density of 6,000-9,999 per square mile.
Attachment 2
References
Metropolitan Transportation Commission (MTC), 2017. Bay Area Vital Signs. Available online at:
http://www.vitalsigns.mtc.ca.gov/. Accessed December 2017.
Attachment 2
KEY CRITERION DESCRIPTION WEIGHT
A Immediate Public Safety Concern Regarding District
Facilities and Infrastructure
Implementation action would address an imminent
public safety concern or emergency issue related to
District facilites or infrastructure (e.g. bridge failure)
Essential
B Existing or Prior Legal or Formal Commitment
Existing or prior formal or legal commitment (e.g.
written agreement) has been made to complete the
action item
Essential
C Existing Deadline Within 1‐5 Years
The action is associated with a specific deadline (within
1‐5 years) related to an existing grant, agreement, or
partner commitment
Essential
D Project Underway
The action is in the middle of implementation and/or
the action is an essential part of a multi‐phase project
that is currently underway
2
E Quick Implementation (2 years or less)High level of confidence regarding the ease and
feasibility of implementation 2
F Need for Timely Action Loss of opportunity if timely action not taken 2
G Broad Geographic Distribution Inclusion allows for a wide geographic distribution of
benefits and new facilities 1
H Diverse Public Benefit
Inclusion provides benefit to two or more user groups
(hikers, bicycles, horses, dogs, families, all‐access)
and/or underserved populations, greater access for
limited mobility
1
I High Beneficial Impact for Public Use and
Recreation
The action would result in a significant, beneficial
impact to public use and recreation 1
J High Beneficial Impact for Natural Resources The action would result in a significant, beneficial
impact to natural resource values 1
K Partnership Opportunity Implementation action enhances or leverages
opportunities for partnerships 1
BOARD ADOPTED PRIORITIZATION CRITERIA FOR MEASURE AA PROJECTS
WEIGHTED THREE TIER SYSTEM
PER STUDY SESSION OF SEPTEMBER 10, 2014
TIER ONE CRITERIA (ESSENTIAL)
TIER TWO CRITERIA
TIER THREE CRITERIA
Notes:
1. Prioritization and scheduling of projects may need to adjust to allow for the addition of new, unplanned opportunities as they
arise each year related to the implementation of Measure AA projects (e.g. new land purchase opportunity, partnership project,
etc.)
Attachment 3
Attachment 4
MAA Accomplishments & Recommended Projects
1/26/2018 4:13 PM
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
AA01- Miramontes
Ridge:
Gateway to the
Coast Public
Access, Stream
Restoration, &
Agriculture
Enhancement
0% • Surveys, appraisals, and other research related
to land acquisition activities
• Madonna Bridge Replacement
• Water Infrastructure Development
• Pursue Land Conservation
Opportunities
AA02- Regional:
Bayfront Habitat
Protection and
Public Access
Partnerships
30%
Ravenswood Bay Trail Gap
• CEQA environmental review documentation
• Board and SFPUC approval of the trail
easement exchange
• Conceptual trail design (includes bridge and
boardwalk)
• Memorandum of Agreement between Midpen
and City of East Palo Alto for trail easement
operation (a condition of future City project
approvals) under review
• Regulatory/permitting agency consultations
• Regulatory agency approval for geotechnical
investigations to inform bridge/boardwalk
footings
• Complete the Ravenswood Bay
Trail Gap Extension Project
• Cooley Landing – Expanded
Interpretive Facilities and
Infrastructure
• Pursue Additional Bay Trail Gaps
*Please note that a small number of accomplishments were not funded
with bond funds but further the advancement of the MAA project
Page | 2
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
Cooley Landing
• Amendment to the Partnership Agreement
with City of East Palo Alto to fund public access
improvements at Cooley Landing Park
• Review of construction plans for new park
amenities
AA03- Purisima
Creek Redwoods:
Purisima-to-Sea
Trail, Watershed
Protection, and
Conservation
Grazing
10%
• Redwood parcel gifts totaling 0.5 acres
• Purchase of the Lobitos Creek Conservation
Easement Area
• Lot Line Adjustment application submittal and
site assessments for new land transfer*
• Road and trail repairs on North Ridge Trail,
Borden-Hatch Mill Trail and Grabtown Gulch
Trail*
• Harkins Bridge replacement
• Grazing and Water Systems
Infrastructure
• Site Clean Up and Soil
Remediation (Purisima Uplands)
• Complete Lot Line
Adjustment/Property Transfer
(Purisima Uplands)
AA04- El Corte de
Madera Creek:
Bike Trail and
Water Quality
Projects
15%
• Phase I & II Oljon Trail
• Receipt of Phase III & IV Oljon Trail permits
(construction to begin FY 2017-2018)
• Watershed Protection Program final phase
• Phase II Oljon Trail Construction
AA05- La Honda
Creek: Upper Area
Recreation,
Habitat
Restoration, and
10%
• Red Barn Public Access Concept Design
o Technical site investigations
o 4 Conceptual Design Alternatives
o Regulatory agency consultations
o Public and PNR Committee input
• Phase 2- Paulin Bridge
Replacement
• Red Barn Public Access Area (site
plan, design, construction)
Attachment 4
Page | 3
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
Conservation
Grazing Projects
• Preliminary trail scouting from the parking
location to the former Driscoll Ranch area
• Water system and fencing improvements at
McDonald Ranch
• Purchase of 2 properties totaling 43 acres
• Phase 2 Trail (design &
implementation) - Red Barn to
Main Ranch Road (connects to La
Honda Creek loop)
• Grazing and Water Systems
Infrastructure
• Fisheries Restoration
AA06- Windy Hill:
Trail
Improvements,
Preservation, and
Hawthorns Area
Historic
Partnership
5%
• Partner discussions
• Initial trail scouting discussions and
consultations with Town of Portola Valley
regarding Hawthorns Public Access Site Plan
• Meeting with Portola Ranch Subdivision to
discuss schedule
• Hawthorns Public Access Site Plan
• Phase I Implementation of the
Hawthorns Public Access Site Plan
AA07- La Honda
Creek: Driscoll
Ranch Public
Access,
Endangered
Wildlife Protection,
and Conservation
Grazing
80%
• Site improvements to open lower La Honda to
public access:
o New parking area with restroom,
signage, fencing, gates, and driveway
improvements
o Repairs to 6.0 miles of ranch road
o Demolition of dilapidated and obsolete
structures
o Permit equestrian parking area at Event
Center
• New corrals at the Wool Ranch area
• Redwood Restoration and Road
Repairs
• Phase 2 Trails (Design &
Implementation) La Honda Creek
Loop
Attachment 4
Page | 4
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
• Pond DR05 Reconstruction
• Purchase of 3 properties (337 acres) as
additions to the Preserve
• Water system and fencing improvements
AA09- Russian
Ridge: Public
Recreation,
Grazing, and
Wildlife Protection
Projects
70%
• New water system and corrals to re-introduce
grazing
• New Mindego Hill Trail to open Mindego Hill
Area to public access
• Year 4 of the San Francisco garter snake field
study and ongoing bullfrog eradication work
• Began engineering designs for aquatic habitat
improvements
• Road & Trail Projects - Charquin
Trail
• Grazing Infrastructure (Scoping_
• Pond Improvements (1-2 ponds)
AA10- Coal Creek:
Reopen Alpine
Road for Trail Use
5%
• Meetings with San Mateo County regarding
status of repair and inter-agency coordination
• Short term stabilization work
• Updated geotechnical evaluation and repair
recommendations
• Updated cost estimates
• Alpine Road Trail Improvements
AA11- Rancho San
Antonio:
Interpretive
Improvements,
Refurbishing, and
Transit Solutions
5%
• Stakeholder agency engagement to explore
parking and transit improvement options;
evaluated parking patterns*
• Deer Hollow Farm white barn milk room
restoration*
• Deer Hollow Farm Interpretive
facilities' improvements
Attachment 4
Page | 5
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
• Partner coordination to initiate historic and
structural assessment of White Barn; RFQP
release for hire design/historic/engineering
services*
AA15- Regional:
Redwood
Protection and
Salmon Fishery
Conservation
5%
• Purchase of the 191-acre Conley Property to
protect redwood forest and upper Pescadero
watershed
• Purchase of 353-acre conservation easement of
the Alpine Ranch property
AA17- Regional:
Complete Upper
Stevens Creek Trail
20%
• Purchased the 60-acre former Lysons Property,
securing land to facilitate the Upper Stevens
Creek regional trail
• Evaluation of Lysons Property for demolition
and restoration
• Demolition of dilapidated structures in Upper
Stevens Canyon
• Construction documents and permits for the
Stevens Creek Nature Trail Bridges (2)
• Stevens Creek Nature Trail - Bridge
Replacement & New Bridge
• Lysons Demolition & Site
Restoration; Assess water system
AA19- El Sereno:
Dog Trails and
Connections
20%
• CEQA Review and Board approval of a Use and
Management Plan Amendment to expand dog
access; new signage, brochure map and
preserve information updates
• Site investigations for regional trail connections
Attachment 4
Page | 6
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
AA20- South Bay
Foothills:
Wildlife Passage
and Ridge Trail
Improvements
5%
• Draft Preliminary Crossings Alternatives Report
• Presentation of Recommended Alternatives at
a Public Workshop
• Cooperative Agreement with Caltrans; Caltrans
Project Initiation Document
• Highway 17 Bay Area Ridge Trail
Crossing
• Highway 17 Wildlife Crossing
AA21- Bear Creek
Redwoods:
Public Recreation
and Interpretive
Projects
20%
• Board approval of the Preserve Plan and
Environmental Impact Report
• Work to prepare west area for public opening
in late 2018:
o Natural resources protection and
restoration projects
Invasive pest management plan
and Years 1-2 implementation
Pond Habitat Restorations Plans;
design plans for Mud Lake pond
improvements
o Construction plans for new parking area
and road crossing; submittal of
encroachment and building permit
applications
o Construction plans for retaining wall,
road repair, and new bridge crossing;
submittal of permits to CDFW and
RWQCB
• Ponds
• Bat Relocation/Re-housing
• Water Infrastructure
Improvements for Existing Uses
• Alma College Site Rehabilitation
• Bear Creek Stables Site Plan
(Phase I Implementation)
• Alma College Parking Lot at Gate
BC04
• Webb Creek Bridge Replacement
• Bear Creek Redwoods Public
Access (Phase I Implementation)
Attachment 4
Page | 7
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
• Board approval of a Memorandum of
Understanding with Santa Clara Valley Water
District for a five year, $1,000,000 funding
agreement to complete invasive species
removal
• Contract award for water system
improvements; water line hook-up to San Jose
Water main
• Conceptual alternative site plans for Bear Creek
Stables; award of contract for detailed
construction plans; geological and site
investigations to inform detailed design;
revised cost estimates
• Cultural resource evaluations to inform
implementation of future phases of public
access improvements
• Alma College trench and fault trace surveys
• New trail to complete loop on west side of
preserve
Attachment 4
Page | 8
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
AA22- Sierra Azul:
Cathedral Oaks
Public Access and
Conservation
Projects
10%
• First phase of invasive plant removal*
• Purchase of 24-acre property
• Restoration partnership for Hendry’s Creek
watershed with Acterra; jurisdictional wetland
delineation for permitting; submittal of permit
applications to regulatory agencies; and
invasive plant surveys
• Parking Area at Beatty property
• Pursue Land Conservation
Opportunities
• Hendrys Creek Restoration
AA 18, 19, 20, 21,
22, 23- Multiple • Purchase San Jose Water
Company Watershed Lands
AA23- Sierra Azul:
Mt. Umunhum
Public Access and
Interpretation
Projects
90%
• Actions to open the summit to public access:
o New parking area with restroom,
signage, and gate at Bald Mountain
(lower trailhead to Mt. Um Trail)
o New 4.6 mile Mount Umunhum Trail
with three bridge crossings and the
Guadalupe Creek Overlook vista point
o Habitat restoration plan; landform
restoration and native plant
rehabilitation
o Repairs/repaving of 5.5 miles of Mount
Umunhum Road
• New contract for Phase 1 revegetation work
• Purchase of the 38.97-acre former
Meyer/Connolly Property*
Attachment 4
Page | 9
*Please note that a small number of accomplishments were not funded with
bond funds but further the advancement of the MAA project
Measure AA
Portfolio Title % Complete MAA Accomplishments through Calendar Year 2017 Recommended MAA 5-Year Project List
Fiscal Years 2018-19 through 2022-23
AA24- Sierra Azul:
Rancho de
Guadalupe Family
Recreation
10%
• Purchase of 3 properties totaling 51 acres to
protect grassland habitat and water quality in
the Guadalupe Creek Watershed
• Pursue Land Conservation
Opportunities
AA25- Sierra Azul:
Loma Prieta Area
Public Access,
Regional Trails,
and Habitat
Projects
5% • Purchase of a 40-acre property
Attachment 4
MAA Optional Project List Worksheet
1/26/2018 10:25 AM
1 |Page
MAA Portfolio No.Project Name Project Description Board Ranking and Notes
AA01- Miramontes Ridge:
Gateway to the Coast
Public Access, Stream
Restoration, and
Agriculture Enhancement
Pursue Public Access
Partnerships with Other
Public Agencies
Pursue partnerships with other public agencies to improve public
access and preserve scenic open space in Miramontes Ridge Open
Space Preserve.
AA02- Regional:
Bayfront Habitat Protection
and Public Access
Partnerships
Stevens Creek Tidal
Wetland Restoration
Develop a concept study and partner visioning process to restore
tidal wetlands and ecological function at tidal interface of Stevens
Creek. Partnership with South Bay Salt Ponds Restoration Project,
San Francisco Estuary Institute, NASA, SCVWD, Google, and local
Cities.
AA03- Purisima Creek
Redwoods:
Purisima-to-Sea Trail,
Watershed Protection and
Conservation Grazing
Pond Work
Restore upland ponds to enhance habitat for California red-legged
frog and other sensitive aquatic species and improve water
availability for cattle grazing.
AA03- Purisima Creek
Redwoods:
Purisima-to-Sea Trail,
Watershed Protection and
Conservation Grazing
Fish Passage / Barrier
Removal (Lobitos)
Develop and implement fish passage improvement design plans to
remove barriers to steelhead migration at Verde Road (San Mateo
County) and Highway 1 (Caltrans) culverts.
AA03- Purisima Creek
Redwoods:
Purisima-to-Sea Trail,
Watershed Protection and
Conservation Grazing
Pursue Land Conservation
Opportunities
Continue to seek or respond to opportunities to acquire open space
lands that support Vision Plan goals for this MAA Portfolio.
Acquisitions would provide high beneficial impact for recreational
uses and natural resource and leverage partnership opportunities.
Attachment 5
MAA Optional Projects Fiscal Year 2018-19 through Fiscal Year 2022-23
1/26/2018 10:25 AM
2 |Page
MAA Portfolio No.Project Name Project Description Board Ranking and Notes
AA03- Purisima Creek
Redwoods:
Purisima-to-Sea Trail,
Watershed Protection and
Conservation Grazing
Purisima Uplands Parking
Area, Trails, Invasive
Species Removal and
Restoration
Purisima-to-the-Sea public access project: new parking area and trail
connection from Bald Knob in the southwestern area of Purisima
Creek Open Space Preserve to the Cowell parking area along Highway
1. The trail would connect the Coastal Trail on Hwy 1 to the Bay Area
Ridge Trail on Hwy 35. As part of the project, invasive vegetation will
be removed and habitat restored.
AA04- El Corte de Madera
Creek:
Bike Trail and Water
Quality Projects
Single use biking/hiking
trails.
Explore the potential revision to District policies to allow single use,
bike only trails. If change is approved, proceed with planning and
implementation of single use bike trail.
AA04- El Corte de Madera
Creek:
Bike Trail and Water
Quality Projects
Pursue Land Conservation
Opportunities
Continue to seek or respond to opportunities to acquire open space
lands to complete gaps in the Bay Area Ridge Trail in the vicinity of El
Corte De Madera Creek Open Space Preserve.
AA05- La Honda Creek:
Upper Area Recreation,
Habitat Restoration and
Conservation Grazing
Projects
Pursue Land Conservation
Opportunities
Continue to seek or respond to opportunities to acquire open space
lands to complete gaps in the Bay Area Ridge Trail in the vicinity of La
Honda Creek Open Space Preserve.
AA05- La Honda Creek:
Upper Area Recreation,
Habitat Restoration and
Conservation Grazing
Projects
Phase 2 Trails (design &
implementation) Red
Barn connection to Upper
La Honda
Design and construct a new segment of the Bay Area Ridge Trail to
connect the Red Barn area to upper La Honda Creek and Skyline.
Fulfills Master Plan goal to provide multi-use trail, and expands
visitor acccess for the upper Preserve.
Attachment 5
MAA Optional Projects Fiscal Year 2018-19 through Fiscal Year 2022-23
1/26/2018 10:25 AM
3 |Page
MAA Portfolio No.Project Name Project Description
Board Ranking and Notes
AA06- Windy Hill:
Trail Improvements,
Preservation, and
Hawthorns Area Historic
Partnership
Habitat Protection Evaluate restoration needs for both upland and riparian habitats,
develop restoration plans and implement projects.
AA07- La Honda Creek:
Driscoll Ranch Public
Access, Endangered Wildlife
Protection, and
Conservation Grazing
Staging Area and Trail
Connections for Event
Center and Apple Orchard
Properties
New staging area and trail connections would provide equestrian
parking and improved access, fulfill Master Plan goal for public
access. Planned trail connections from Event Center would connect
to the new Harrington Creek Trail in Lower La Honda Creek, provide
diverse public benefit, high beneficial impact for recreational use.
AA08- La Honda/Russian
Ridge:
Preservation of Upper San
Gregorio Creek Watershed
& Ridge Trail Completion
Pursue Land Conservation
Opportunities
Pursue partnership opportunities to acquire open space lands in
upper San Gregorio Creek Watershed.
AA10- Coal Creek:
Reopen Alpine Road for
Trail Use
Meadow Trail Re-route Trail reroute improves public access and resolves a high priority
sediment site.
AA11- Rancho San Antonio:
Interpretive Improvements,
Refurbishing, and Transit
Solutions
New Trails to Connect
Quarry Trail to Black
Mountain Trail and New
Quarry Trail Extension
New trail construction (short reroute and extension of the Quarry
Trail) would provide safer, more scenic alternative route between
Rancho San Antonio and Monte Bello to hikers and bikers to avoid a
very steep fall-line road-width section of the Black Mountain Trail.
New trail would use a 2014 easement secured from LeHigh Quarry.
This fulfills a legal obligation, provides broad geographic
distribution, diverse public benefit, and high beneficial impact for
public use.
AA11- Rancho San Antonio:
Interpretive Improvements,
Refurbishing, and Transit
Solutions
Non-Motorized Mobility,
Transit Connections and
Parking Alternatives
Project engages stakeholders and partner agencies to explore non-
motorized mobility, transit options and parking alternatives for
Rancho San Antonio. Currently underway, this project would provide
high beneficial impact for recreational users and leverage
partnerships.
Attachment 5
MAA Optional Projects Fiscal Year 2018-19 through Fiscal Year 2022-23
1/26/2018 10:25 AM
4 |Page
MAA Portfolio No.Project Name Project Description Board Ranking and Notes
AA13- Cloverdale Ranch:
Wildlife Protection, Grazing,
and Trail Connections
Pursue Land Conservation
Opportunities
Compile background documentation of Cloverdale Ranch restoration
work completed to date by POST. Conduct project scoping for staffing
and management plan, assess future trail opportunities and site
restoration in preparation for future acquisition of property.
AA15- Regional:
Redwood Protection and
Salmon Fishery
Conservation
Pursue Land Conservation Seek or respond to general land conservation acquisition or
partnership opportunities to protect redwood and fisheries habitat.
AA16- Long Ridge:
Trail, Conservation, and
Habitat Restoration
Projects
Trail Connections to Eagle
Rock and Devil's Canyon
Highly scenic, approx 1-mile of trail to the Devils Canyon waterfall
and Eagle Rock overlooking the Pescadero Creek watershed. If
feasable, both locations would be connected with a loop trail through
Tafoni sandstone formations, beloved by the climbing community.
Formalizing trails eliminates current user-created trail system to
access the sandstone overlook and waterfall, and protect them from
degradation. Excellent opportunity for partnership with Bay Area
Ridge Trail Council.
AA17- Regional:
Complete Upper Stevens
Creek Trail
Upper Stevens Creek Trail
- Complete Trails Master
Plan, environmental
review, and
design/construction plans
Partner with Santa Clara County Parks to design and construct a new
multi-use trail connecting Picchetti Ranch and Montebello OSPs with
Upper Stevens Creek County Park, benefitting a wide range of user
groups across the region.
AA19- El Sereno:
Dog Trails and Connections Spooky Knoll Trail
Located in the southeastern area of El Sereno Open Space Preserve,
this trail loop would provide a key regional trail connection and
potential Bay Area Ridge Trail section from the Hwy 17 crossing to
Sanborn County Park. Also provides a rare loop experience in the
preserve.
Attachment 5
MAA Optional Projects Fiscal Year 2018-19 through Fiscal Year 2022-23
1/26/2018 10:25 AM
5 |Page
MAA Portfolio No.Project Name Project Description Board Ranking and Notes
AA19- El Sereno:
Dog Trails and Connections
Regional Trail Connection
to Sanborn & Lexington
County Parks
Pending the securing of trail easements, this project would complete
a regional trail connection between El Sereno Open Space Preserve
and Sanborn and Lexington Reservoir County Parks via the regional
trail crossing at Highway 17. Project provides broad geographic
distribution, high beneficial impact for recreation and natural
resources and leverage partnership opportunities.
AA21- Bear Creek
Redwoods:
Public Recreation and
Interpretive Projects
Phase 2 Trails - Multi Use
Links
Design and construct new (or improve exisiting) trails, to provide a
multi-use trail through the Preserve, linking the Los Gatos Creek Trail
with Skyline. Fulfills Preserve Plan goals to provide through-access
for bikes, and opportunity to partner with CalTrans and County.
AA21- Bear Creek
Redwoods:
Public Recreation and
Interpretive Projects
Phase 2 Trails - Stables
Loop Trail
Provide a new link to the Stables and an improved trail system in the
northeastern Preserve to address erosion/maintenance issues and
enhance the visitor experience.
AA21- Bear Creek
Redwoods:
Public Recreation and
Interpretive Projects
Phase 2 Trails - Briggs
Creek Trail
Address erosion/maintenance issues on heavily-used trail north of
stables, improve stream crossings to allow year-round patrol use.
AA21- Bear Creek
Redwoods:
Public Recreation and
Interpretive Projects
Phase 2 Trails - Alma
College Loop Trail
Improve existing roads flanking ridgeline to reduce erosion and
provide year-round patrol access from the Alma parking lot to the
eastern Preserve.
AA24- Sierra Azul:
Rancho de Guadalupe
Family Recreation
Staging Area and Trail
Connections for Rancho
de Guadalupe Area
Complete assessment, planning, design, permitting and construction
of new parking area at Hicks Road and Pheasant Road. This new
parking area and trail connections would open Rancho de Guadalupe
area to public access. Cherry Pond and the surrounding preserve
provide exceptional family recreational opportunities. This new
visitor area would focus on providing easy access for all users and
provide high recreational use benefits.
Attachment 5
DocuSign Envelope ID: A14AA7F5-F7D4-4D9E-9A32-0FB92DAAAE4D
DocuSign Envelope ID: A14AA7F5-F7D4-4D9E-9A32-0FB92DAAAE4D
DocuSign Envelope ID: A14AA7F5-F7D4-4D9E-9A32-0FB92DAAAE4D