HomeMy Public PortalAbout20180912 - Agenda Packet - Board of Directors (BOD) - 18-33
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, September 12, 2018
Special Meeting starts at 6:00 PM*
Regular Meeting starts at 7:00 PM*
A G E N D A
6:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
ROLL CALL
1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to Government Code section 54956.9(d)(2): (one
potential case)
2. CONFERENCE WITH LABOR NEGOTIATORS (Government Code Section 54957.6)
Agency designated representatives: Ana Ruiz, General Manager, Brian Malone, Acting
Assistant General Manager, Jack Hughes, Liebert Cassidy Whitmore
Employee organization: Field Employees Association
ADJOURNMENT
7:00 REGULAR 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
SPECIAL ORDERS OF THE DAY
• Introduction of staff
O Mike Kahn, Public Affairs Specialist
Meeting 18-33
Rev. 1/3/18
O Davin Wong, Information Technology Technician II
O Ramez Salman, Information Technology Technician I
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board members,
the General Manager, and members of the public may request that an item be removed from the Consent
Calendar during consideration of the Consent Calendar.
1. Approve August 22, 2018 Minutes
2. Claims Report
3. Right of Way Contract to exchange interests in real property between the California
Department of Transportation (Caltrans) and Midpeninsula Regional Open Space District
(District) to receive an easement for the Ravenswood Bay Trail Connection Project near
Ravenswood Open Space Preserve in exchange for a drainage easement conveyed to Caltrans
at Thornewood Open Space Preserve (portion of San Mateo County APN 075-123-080).
Unanimous vote from all seven Board of Directors is required. (R-18-101)
Staff Contact: Iain Reilly, Real Property Agent II
General Manager’s Recommendation:
1. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA) as set out in the report.
2. By a unanimous vote of the Board of Directors, adopt a resolution authorizing the Right of Way
Exchange Contract between the District and Caltrans.
3. Amend the Comprehensive Use and Management Plan for Ravenswood Open Space Preserve
to include the exchanged interest in real property.
4. Withhold dedication of the Exchange Property as public open space at this time.
4. Award of Contract to Confluence Restoration for Bear Creek Redwoods Plant Installation
and One-Year of Maintenance with Authority for Two, One-Year Contract Extensions (R-18-
102)
Staff Contact: Amanda Mills, Natural Resource Specialist II
General Manager’s Recommendation:
1. Authorize the General Manager to enter into contract with Confluence Restoration for an initial
year, with the authority to extend the contract for two additional one-year terms, for a three-year
base bid amount of $95,537 for Bear Creek Redwoods Plant Installation and Maintenance.
2. Authorize a 15% contingency of $14,331 to cover unforeseen conditions, for a not-to-exceed
total contract amount of $109,868.
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.
5. Proposed Project Criteria and Scope of Work for the Mount Umunhum Radar Tower
Assessment at Sierra Azul Open Space Preserve (R-18-105)
Staff Contact: Brian Malone, Acting Assistant General Manager and Zachary Alexander, Capital
Project Manager III, Engineering and Construction Department
Rev. 1/3/18
General Manager’s Recommendation:
1. Approve the proposed project criteria and scope of work for the Mount Umunhum Radar Tower
Assessment.
2. Authorize the General Manager to release a Request for Proposals for the assessment.
6. Draft Climate Change Policy and Draft Climate Action Plan (R-18-103)
Staff Contact: Hayley Edmonston, Climate Resiliency Fellow, Natural Resources
General Manager’s Recommendation: Receive an informational presentation and provide feedback
on the draft Climate Change Policy and draft Climate Action Plan, including the prioritization
criteria for selecting annual Climate Action Plan implementation actions. No Board action
required.
7. Revisions to Board Policy 5.01 – Site Naming, Gift, and Special Recognition, Section III (B)
Constituent Memorial Benches (R-18-104)
Staff Contact: Carmen Lau, Public Affairs Specialist I
General Manager’s Recommendation:
1. Approve the recommended revisions to Board Policy 5.01 – Site Naming, Gift, and Special
Recognition, Section III (B) Constituent Memorial Benches as recommended by the
Legislative, Funding, and Public Affairs Committee.
2. Direct the General Manager to identify new bench locations in high use areas and other suitable
rest sites for inclusion in the Constituent Bench Program.
INFORMATIONAL MEMORANDUM
• Administrative Office Remodel Project Update
• Agricultural Policy Project - Process and Schedule
• State Legislative Update
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or
announcements concerning activities of District Directors and staff; opportunity to refer public or Board
questions to staff for information; request staff to report to the Board on a matter at a future meeting; or
direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to
staff only. No final policy action will be taken by the Board.
Committee Reports
Staff Reports
Director Reports
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
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.
Rev. 1/3/18
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 and regular meetings of the MROSD Board of Directors was posted and
available for review on September 7, 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
August 22, 2018
Board Meeting 18-32
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, August 22, 2018
DRAFT MINUTES
SPECIAL MEETING – STUDY SESSION
President Cyr called the special meeting of the Midpeninsula Regional Open Space District to
order at 6:00 p.m.
ROLL CALL
Members Present: Jed Cyr, Cecily Harris, Larry Hassett, Yoriko Kishimoto, Pete Siemens,
and Curt Riffle
Members Absent: Nonette Hanko
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Acting
Assistant General Manager Mike Williams, Acting Assistant General
Manager Brian Malone, Chief Financial Officer/Director of
Administrative Services Stefan Jaskulak, District Clerk/Assistant to the
General Manager Jennifer Woodworth, Planning Manager Jane Mark,
Planner III Gretchen Laustsen, Planner III Whitney Berry
1. Draft District-wide Americans with Disabilities Act Self-Evaluation and Transition
Plan Update (R-18-96)
Planner III Gretchen Laustsen introduced the staff presentation describing the project goals,
scope, and timeline. Ms. Laustsen introduced the District’s project consultant Laurel Kelly from
MIG.
Ms. Kelly described the Americans with Disabilities Act (ADA) and explained program
accessibility, which requires state and local governments give people with disabilities an equal
opportunity to benefit from all of their programs, services, and activities. Ms. Kelly reviewed the
requirements included in title II of the ADA and the self-evaluation process used by the District
to inform the creation of a transition plan. Ms. Kelly described the findings of the self-
evaluation, including positive findings and areas that need improvement. Using the results of the
Meeting 18-32 Page 2
self-evaluation, staff has created a transition plan and timeline for removing barriers to equal
access to programs and experiences. The transition plan includes criteria for prioritizing barrier
removal projects, and the Board of Directors will evaluate and prioritize projects as part of its
annual budget process.
Planner III Whitney Berry described three types of barrier removal – maintenance
improvements, small capital improvements, and large capital improvements – and the transition
plan schedule. Ms. Laustsen explained how the prioritization criteria could be applied to a
District preserve. Finally, Ms. Berry explained the 15-year implementation plan from which
projects will be reviewed on an annual basis based on District reeds, resources, and
accomplishments.
Director Kishimoto inquired if the Board would be adopting a complete implementation plan.
Ms. Berry and Ms. Kelly explained that the implementation plan would not include budget
numbers due to the length of the implementation. In addition, staff envisions a living document,
which will be modified based on public needs, available funding, etc. The prioritization criteria
to be adopted by the Board will help guide implementation.
Director Kishimoto suggested project costs should be included in the prioritization criteria.
Public comments opened at 6:52 p.m.
Dean Biriyini spoke in favor of increasing public information related to trail profiles, surfaces,
widths, trail conditions, etc. and adding the information to the preserve maps and District
website, so visitors will know if they can access the trails.
Maribee Smith spoke in favor of an event on District preserves that could be reached by a bus,
such as a picnic area.
Richard Skaff shared comments in favor of having a full time ADA coordinator involved with
facility, policy, and program development and review of non-District events on District lands
and proposed creation of an advisory committee to discuss experiences with facilities and
programs. Mr. Skaff suggested inclusion of accessibility information at all trailheads, even those
not fully accessible. Mr. Skaff recommended the transition/self-evaluation plan be reviewed
annually by members of the disability community, creation of trails independently accessible by
blind hikers, and inclusion of input from the disability community related to trail accessibility.
Public comments closed at 7:00 p.m.
Director Harris spoke in favor of the District’s transition plan.
Director Siemens spoke in favor of including access at every preserve where feasible and
completing easier work as soon as possible to increase access.
No Board action required.
President Cyr adjourned the special meeting of the Board of the Directors of the Midpeninsula
Regional Open Space District at 7:12 p.m.
Meeting 18-32 Page 3
REGULAR MEETING
President Cyr called the regular meeting of the Midpeninsula Regional Open Space District to
order at 7:21 p.m.
ROLL CALL
Members Present: Jed Cyr, Cecily Harris, Larry Hassett, Yoriko Kishimoto, Pete Siemens,
and Curt Riffle
Members Absent: Nonette Hanko
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Acting
Assistant General Manager Mike Williams, Acting Assistant General
Manager Brian Malone, Chief Financial Officer/Director of
Administrative Services Stefan Jaskulak, District Clerk/Assistant to the
General Manager Jennifer Woodworth, Engineering & Construction
Manager Jason Lin, Senior Capital Project Manager Felipe Nistal
ORAL COMMUNICATIONS
Ron Thompson spoke in favor of electronic mountain bike usage on District trails and explained
the benefits of electronic bikes to allow more visitors to use District facilities. Mr. Thompson
spoke regarding electronic bikes not being motor vehicles and the lack of notifications at District
preserves prohibiting electronic bikes.
ADOPTION OF AGENDA
Motion: Director Riffle moved, and Director Hassett seconded the motion to adopt the agenda.
VOTE: 6-0-0 (Director Hanko absent)
SPECIAL ORDERS OF THE DAY
• Oath of Office for Bond Oversight Committee Members
• Introduction of staff
o Aleksandra Evert, Volunteer Program Lead
CONSENT CALENDAR
Director Harris pulled Item 4 from the Consent Calendar.
Director Riffle pulled Item 5 from the Consent Calendar.
Public comment opened at 7:35 p.m.
No speakers present.
Public comment closed at 7:35 p.m.
Meeting 18-32 Page 4
Motion: Director Harris moved, and Director Riffle seconded the motion to approve the Consent
Calendar, with the exception of Items 4 and 5.
VOTE: 6-0-0 (Director Hanko absent)
1. Approve August 8, 2018 Minutes
2. Claims Report
3. Partnership Funding Agreements for the Deer Hollow Farm White Barn
Renovation Project (R-18-95)
General Manager’s Recommendation: Approve the recommendation from the Legislative,
Funding, and Public Affairs Committee to enter into partnership funding agreements with the
City of Mountain View and Friends of Deer Hollow Farm to renovate the White Barn at Deer
Hollow Farm in Rancho San Antonio Open Space Preserve.
4. Award of Contract with AGCO Hay, LLC., for new grazing water infrastructure at
La Honda Creek Open Space Preserve (R-18-98)
General Manager’s Recommendation:
1. Authorize the General Manager to award a contract to AGCO Hay, LLC., grazing tenant at
La Honda Creek Open Space Preserve, for grazing water infrastructure improvements in the
amount of $47,660.
2. Authorize a 15% contract contingency of $7,149 to be reserved for unanticipated issues, for a
total contract amount not-to-exceed $54,809.
Director Harris inquired regarding the process of using District tenants to complete work and
provide services on the property they lease.
Senior Real Property Specialist Elaina Cuzick explained that due to tax regulations, the District
no longer uses rental credits.
General Counsel Hilary Stevenson explained the types of work typically completed by grazing
tenants that are sole sourced due to the relatively inexpensive ability of the tenants to complete
the work.
Motion: Director Riffle moved, and Director Hassett seconded the motion to approve the
General Manager’s recommendation.
VOTE: 6-0-0 (Director Hanko absent)
5. Approval of a Memorial Bench for Vince Garrod at Fremont Older Open Space
Preserve (R-18-99)
General Manager’s Recommendation: Approve the recommendation from the Legislative,
Funding and Public Affairs Committee to install a memorial bench and plaque in honor of
conservationist and significant supporter Vince Garrod atop Nob Hill at Fremont Older Open
Space Preserve.
Meeting 18-32 Page 5
Jan Garrod of Garrod Farms spoke in favor of the memorial bench proposed to honor his late
father Vince Garrod and thanked the District for their efforts to preserve open space.
Director Riffle spoke in favor of dedicating a bench to honor Vince Garrod.
Motion: Director Riffle moved, and Director Harris seconded the motion to approve the General
Manager’s recommendation.
VOTE: 6-0-0 (Director Hanko absent)
6. Board Response to Written Communications from Mike Liebhold
General Manager’s Recommendation: Approve the proposed response to Mike Liebhold.
BOARD BUSINESS
7. Award of Contract with Noll & Tam Architects for Assessment and Schematic
Design of the New Administrative Office Remodel Project at 5050 El Camino Real, Los
Altos, CA 94022 (R-18-97)
Engineering & Construction Manager Jason Lin introduced the staff presentation including
reviewing the timeline of project milestones completed thus far, including the request for
proposals process, site tours of other facilities, and architectural firm interviews.
Senior Capital Project Manager Felipe Nistal described the tasks included in the project scope of
work and reviewed the tentative project schedule. Mr. Nistal described the comments provided
by Board members as part of their selection of Noll & Tam. Mr. Nistal explained the
Administrative Office Ad Hoc Committee has also recommended modifying the committee
charge to extend it through approval of the schematic design.
The Board members discussed the various options for incorporating environmental standards in
the building design, such as LEED certification, a net zero emissions building, etc.
Public comments opened at 8:21 p.m.
No speakers present.
Public comments closed at 8:21 p.m.
Motion: Director Hassett moved, and Director Siemens seconded the motion to:
1. Authorize the General Manager to enter into a professional services contract with Noll & Tam
Architects, for assessment and schematic design of the Administrative Office Remodel Project
at 5050 El Camino Real, Los Altos, CA for a not-to-exceed amount of $336,479.
2. Authorize a 15% contingency of $50,472 to cover potential unforeseen requirements, for a not-
to-exceed total contract amount of $386,951
3. Extend the Administrative Office Ad Hoc Committee charge to guide the project through
completion of the schematic design plans.
Meeting 18-32 Page 6
VOTE: 6-0-0 (Director Hanko absent)
8. Board Review and Input on the Program Elements and Draft Project Design Goals
for the New Administrative Office Project (R-18-100)
Mr. Lin reviewed the process used by the District and its consultant MKThink to create the
Space Needs and Programming document approved by the Board in December 2017.
Additionally, Mr. Lin summarized project goals and elements suggested by the Administrative
Office ad hoc committee for Board discussion.
The Board members provided suggestions for project goals and program elements, which will be
reviewed by the project team and ad hoc committee before Board approval in October 2018.
Public comments opened at 9:22 p.m.
No speakers present.
Public comments closed at 9:22 p.m.
No Board action required.
INFORMATIONAL MEMORANDUM
• Special Parks District Forum 2019
INFORMATIONAL REPORTS
A. Committee Reports
No committee reports.
B. Staff Reports
General Manager Ana Ruiz reported on meeting with Santa Clara County Board of Supervisor
Cindy Chavez and San Mateo County Board of Supervisors’ candidate Susan Ellenberg, where
staff updated them on key projects in the District. Ms. Ruiz, the District’s integrated pest
manager, and area superintendent met with staff from the San Mateo County Vector Control
District to discuss coordination and networking as the vector control district works on similar
issues as District staff. Ms. Ruiz and Mr. Malone attended a meeting of the San Mateo FireSafe
Council meeting to connect with partners related to fire issues.
C. Director Reports
The Board members submitted their compensatory reports.
Director Kishimoto commented on a recent proposal from the State Water Resources Control
Board to allocate 40% of river water for environmental needs, such as fish habitats.
Meeting 18-32 Page 7
ADJOURNMENT
President Cyr adjourned the regular meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 9:31 p.m.
________________________________
Jennifer Woodworth, MMC
District Clerk
page 1 of 4
CLAIMS REPORT
MEETING 18-33
DATE 09-12-18
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Payment
Type
Notes Check Date Payment
Amount
78818 Check 09/07/2018 83,716.72
169 EFT *09/07/2018 65,994.00
78771 Check 08/31/2018 41,430.75
78736 Check 08/24/2018 32,992.39
78787 Check *08/31/2018 30,366.00
78783 Check 08/31/2018 29,905.50
78698 Check 08/24/2018 27,360.00
78817 Check 09/07/2018 18,196.60
78822 Check 09/07/2018 17,521.34
78691 Check 08/24/2018 17,460.83
175 EFT *09/07/2018 16,953.89
78754 Check *08/31/2018 16,461.42
78710 Check 08/24/2018 14,988.84
78773 Check 08/31/2018 14,487.50
78806 Check 09/07/2018 12,467.53
78772 Check *08/31/2018 12,403.66
78713 Check 08/24/2018 11,856.81
78762 Check 08/31/2018 11,760.16
78763 Check 08/31/2018 11,475.00
78793 Check 09/07/2018 10,600.00
78825 Check 09/07/2018 10,227.25
78732 Check 08/24/2018 9,978.14
78811 Check 09/07/2018 8,838.75
174 EFT 09/07/2018 8,222.50
78745 Check 08/31/2018 8,065.93
78730 Check 08/24/2018 8,007.53
78767 Check *08/31/2018 7,202.40
78705 Check 08/24/2018 7,025.00
78740 Check *08/24/2018 6,037.16
78690 Check 08/24/2018 5,000.00
78766 Check 08/31/2018 5,000.00
78795 Check 09/07/2018 5,000.00
78826 Check 09/07/2018 5,000.00
78721 Check 08/24/2018 4,823.80
78794 Check 09/07/2018 4,200.00
78687 Check 08/24/2018 4,072.70
78728 Check 08/24/2018 4,000.00
78733 Check 08/24/2018 3,880.00
78695 Check 08/24/2018 3,500.00
78749 Check 08/31/2018 3,500.00
78827 Check 09/07/2018 3,494.77
78725 Check 08/24/2018 3,421.80
78819 Check 09/07/2018 3,230.80
78719 Check 08/24/2018 3,003.71
164 EFT 08/24/2018 3,000.00
11906 - LAW OFFICES OF GARY M. BAUM
11941 - PARC ENVIRONMENTAL
11593 - H.T. HARVEY & ASSOCIATES
10180 - P G & E
10031 - MILLS DESIGN
Finance has started to roll out electronic funds transfer (EFT) for accounts payable
disbursements to reduce check printing and mailing, increase payment security, and
ensure quicker receipt by vendors
Vendor No. and Name Invoice Description
10253 - PETERSON TRACTOR CO
10205 - CALIFORNIA JOINT POWERS INSURANCE AUTHORITY
11855 - OREGON STATE UNIVERSITY
10775 - TYLER TECHNOLOGIES INC
11152 - WELLINGTON PARK INVESTORS
11780 - TERRY J MARTIN ASSOCIATES
10546 - ECOLOGICAL CONCERNS INC
11941 - PARC ENVIRONMENTAL
11854 - RECON ENVIRONMENTAL, INC.
10141 - BIG CREEK LUMBER CO INC
10216 - VALLEY OIL COMPANY
10214 - DELTA DENTAL
11617 - MIG, INC.
11895 - TIMMONS GROUP, INC.
11863 - ALBION ENVIRONMENTAL INC
11933 - STOTT PLANNING ASSOCIATES
10419 - LINCOLN NATIONAL LIFE INSURANCE COMPANY
11501 - HARRIS DESIGN
10642 - HMS INC
11898 - BAY AREA TREE SPECIALISTS
11920 - SEQUOIA ECOLOGICAL CONSULTING INC.
11704 - THE PARTY HELPERS
11598 - SILICON VALLEY BICYCLE COALITION
11241 - QUESTA ENGINEERING CORPORATION
11539 - BELZ CONSTRUCTION
11772 - AHERN RENTALS, INC.
11703 - SHIFT KEY SOLUTIONS
11492 - HAWK DESIGN & CONSULTING
11118 - WEX BANK
10466 - BAY AREA RIDGE TRAIL COUNCIL
10058 - LIEBERT CASSIDY WHITMORE
11371 - CALFLORA DATABASE
10140 - PINE CONE LUMBER CO INC
10211 - PUBLIC POLICY ADVOCATES
11823 - Periscope Intermediate Corporation
11902 - THE PROFESSIONAL TREE CARE CO.
11520 - COMMUNITY INITIATIVES
10464 - CITY OF FOSTER CITY
10107 - SUNNYVALE FORD
10292 - SAN JOSE BOILER WORKS INC
Purchase 2019 Cat Skid Steer Loader - T52
All Risk Property Insurance 7-1-18 to 7-1-19
Test Revegitation Sites for Soil Diseases - 10/1/17 - 06/30/18
New World Systems Yearly Software Maintenance & Support 09/01/18 - 08/31/19
AO2/A03/A04 Rent - September 2018
Fuel for District Vehicles - July 2018
September 2018 Dental Premium
Legal Services Assistant General Counsel July 2018
Mt. Umunhum Radar Tower Remediation
Twin Creeks Pre-Demo Bio Services thru July 2018
Principal Architect & Commercial Design Development Phase 1,2 & 3 (Cristich)
Veg Management -Early detection / Rapid response at PCR & Invasive Species Management - Thistle
Retainage Release - Mt Um Radar Tower Remediation
Plant Maintenance and Revegetation Sites thru July 2018
Oljon Trail - Retaining Wall Material / Lumber & Hardware for Stevens Creek Nature Trail
Biological Services for Bear Creek Redwoods Public Access
Catering for Staff Recognition Event 2018
ADA Self-Evaluation & Transition Plan July 2018
Work Order and Asset Management Software Implementation & Consulting
Archaelogical Services - 7/1/18 - 7/31/18 (BCR)
Electricity & Gas 07/12/18 - 08/12/18 (12 locations)
Illustrations of Highway 17 Under and Overpass / Highway 17 Fact Sheet Update / La Honda Creek F
Alma College Parking Lot Design - BCR
Twin Creeks Asbestos Project Monitoring 7/13/18 - 8/7/18
Fire Clearance Work at Thornwood
Harassment Prevention Training August 7 & 9, 2018
Weed Manager Database Update
2018 11th Annual Dinner & 2019 Bike 2 Work Day Sponsorship Combo
Purisima Creek Redwoods Lower Parking Lot Restroom Replacement
Retainage Release - 5755 Alpine Rd Remodel - RR
Grants Program Strategy 7/1/18-7/31/18
Employee Benefit - AD&D / Life / LTD
Feasibility Study & Structural Oversight at 20000 Skyline Blvd
Fuel for District Vehicles - July 2018
2018-19 Bay Area Ridge Trail Membership Dues
Repairs & Maintenance (P89)
Repairs And Annual Boiler Inspection
Lumber for Horseshoe Pond Bridge Decking
2018 Monthly Fee - Legislative Advocacy Services for August 2018
BidSync Tool - Implementation & Service
Equipment Rental - Excavator 3/30/18/ - 8/17/18
Instructor OneNote Workshop Fee
Removal of Hazardous Tree by Ranger Residence
Latino Engagement with Latino Outdoors - July 2018
CalOpps Annual Fee 7/1/18 - 6/30/19
page 2 of 4
CLAIMS REPORT
MEETING 18-33
DATE 09-12-18
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Payment
Type
Notes Check Date Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable
disbursements to reduce check printing and mailing, increase payment security, and
ensure quicker receipt by vendors
Vendor No. and Name Invoice Description
78812 Check 09/07/2018 2,950.00
78801 Check 09/07/2018 2,916.67
78831 Check 09/07/2018 2,704.61
78774 Check 08/31/2018 2,667.48
78758 Check 08/31/2018 2,550.00
78777 Check 08/31/2018 2,500.00
78805 Check 09/07/2018 2,396.36
78747 Check 08/31/2018 2,364.89
78688 Check 08/24/2018 2,326.06
78803 Check 09/07/2018 2,300.00
78784 Check 08/31/2018 2,240.00
78711 Check 08/24/2018 2,218.25
78718 Check 08/24/2018 2,200.00
78720 Check 08/24/2018 2,069.97
78779 Check *08/31/2018 2,054.16
78765 Check 08/31/2018 2,019.97
160 EFT 08/24/2018 1,959.75
78750 Check 08/31/2018 1,911.00
78744 Check 08/31/2018 1,838.43
78785 Check *08/31/2018 1,778.11
78752 Check 08/31/2018 1,766.89
78743 Check 08/31/2018 1,695.00
78731 Check 08/24/2018 1,681.82
78790 Check 09/07/2018 1,670.00
78809 Check 09/07/2018 1,450.00
78726 Check *08/24/2018 1,449.05
78780 Check 08/31/2018 1,443.19
161 EFT 08/24/2018 1,414.79
78786 Check *08/31/2018 1,391.56
78712 Check 08/24/2018 1,347.98
78799 Check 09/07/2018 1,300.37
78775 Check 08/31/2018 1,198.37
78715 Check 08/24/2018 1,190.92
78810 Check 09/07/2018 1,154.13
78738 Check 08/24/2018 1,033.58
78756 Check 08/31/2018 967.96
78802 Check 09/07/2018 917.72
78701 Check 08/24/2018 901.33
78703 Check 08/24/2018 848.06
78748 Check *08/31/2018 840.70
78742 Check 08/24/2018 818.74
78709 Check 08/24/2018 817.78
78823 Check 09/07/2018 756.00
78761 Check 08/31/2018 739.02
78741 Check 08/24/2018 731.25
11889 - MILLER MANAGEMENT& CONSULTING GROUP
11748 - ENVIRONMENTAL AND ENERGY CONSULTING
10141 - BIG CREEK LUMBER CO INC
11799 - AZTEC LEASING, INC.
11545 - ERIN ASHFORD PHOTOGRAPHY LLC
11618 - TRAIL PEOPLE
11762 - LEHR AUTO ELECTRIC
10583 - TPX COMMUNICATIONS
10082 - PATSONS MEDIA GROUP
11545 - ERIN ASHFORD PHOTOGRAPHY LLC
11984 - SEMPERVIRENS FUND
10187 - GARDENLAND POWER EQUIPMENT
11975 - CONSOLIDATED ENGINEERING LABORATORIES
11772 - AHERN RENTALS, INC.
10309 - VERIZON WIRELESS
11699 - DAKOTA PRESS
10001 - AARON'S SEPTIC TANK SERVICE
10276 - PORTOLA PARK HEIGHTS PROPERTY OWNERS ASSOC
11184 - PURCHASE POWER - PITNEY BOWES POSTAGE
11730 - STANDARD INSURANCE COMPANY RV
11326 - LEXISNEXIS
11694 - DUNWOODY, GARRETT
10222 - HERC RENTALS, INC.
10213 - VISION SERVICE PLAN-CA
11746 - MARKEN MECHANICAL SERVICES, INC.
11699 - DAKOTA PRESS
10195 - REDWOOD GENERAL TIRE CO INC
10107 - SUNNYVALE FORD
11396 - AGCO HAY LLC
11465 - JANA SOKALE ENVIRONMENTAL PLANNING
10136 - SAN JOSE WATER COMPANY
10143 - SUMMIT UNIFORMS
10187 - GARDENLAND POWER EQUIPMENT
11551 - GREEN TEAM OF SAN JOSE
10454 - CALIFORNIA WATER SERVICE CO-949
11176 - ZORO TOOLS
10774 - LANGLEY HILL QUARRY
11924 - NOMAD ECOLOGY, LLC
10189 - LIFE ASSIST
11987 - WEST VALLEY SANITATION DISTRICT
10524 - ERGO WORKS
10524 - ERGO WORKS
11479 - ROOTID
10169 - FOSTER BROTHERS SECURITY SYSTEMS
10069 - WILFRED JARVIS INSTITUTE
2018 Sponsorship of CastleRock 50 & Kirkwood Entrance Grand Opening Event
Stihl Cordless Tools for CAO - Battery, Cordless Pruner, Trimmer
Lumber (SA)
Sharp Copier Lease
Re-shooting of Manager Training Videos & Compile & Edit Mt. Umunhum Radar Tower Videos
Master Municipal Clerk Academy - 2 Sessions
Consulting and Lobbying: August 2018
AO Telephone and SAO Internet Monthly Service
Budget Report 2018 / Fact Sheets / Employee Business Cards (3)
SRE Videos for 2018
Subscription Renewal - 12/01/18 - 11/30/19
ESRI Conference Travel Expenses Reimbursement
BCR Public Access: Materials Testing and Construction Monitoring
Equipment Rental Excavator - Kubota 4/27/18 - 8/17/18
Wireless Internet Device Service 7/13/18 - 8/12/18
Highway 17 Wildlife and Regional Trail Crossings
Laptop Docks for P114, P108 and P98
2018 Dues, Gate Fund and Brush Program
AO Postage - August 2018
Employee Benefit - Basic Life
Water Service (BCR)
Ranger Uniforms
Equipment Rental (SA-Hendry's Creek)
September 2018 Vision Premium
HVAC Service Call (SFO)
Equestrian and Bike Access Brochures
Septic Tank Service (RSA, DHF & RSACP)
P95 Replaced axles
Acquisition and Installation of Water Trough for Event Center
Hendrys Creek Restoration Project Permit Applications July 2018
Ergo Equipment: Lifts for Chairs & Chair
Ergo Headset, Keyboard, Mouse and Mat for AO
Equipment Supplies - Carbide Chain, Brushcutter, Parts for Fire Pumpers
Garbage Service (RSA & SAO))
Water Service (FFO)
Backpack Brochures (3K)
New Tires & Installation (P103)
Botanical Surveys for Stevens Creek Nature Trail Bridge
First Aid Supplies - Blanket, Trauma Pack, Eye Wash, Mask Resuscitator, Splint, Bandages
Trash Fees Campbell 7/1/2018 - 6/29/2019 (SAO)
Replacement of Pressure Washer Hose Reel
Oljon - Wall Rock & ECDM - Road Repair
Website maintenance - 5 retainer hours
Pro Padlocks & Combo Locks
Training and Facilitation Services (Meeting with GM 7/20/18)
page 3 of 4
CLAIMS REPORT
MEETING 18-33
DATE 09-12-18
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Payment
Type
Notes Check Date Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable
disbursements to reduce check printing and mailing, increase payment security, and
ensure quicker receipt by vendors
Vendor No. and Name Invoice Description
78821 Check 09/07/2018 713.49
166 EFT 08/31/2018 701.70
78778 Check 08/31/2018 700.00
78828 Check 09/07/2018 700.00
163 EFT 08/24/2018 699.00
78815 Check *09/07/2018 686.68
78753 Check 08/31/2018 650.00
78734 Check 08/24/2018 642.28
78792 Check 09/07/2018 579.60
78776 Check 08/31/2018 578.88
162 EFT 08/24/2018 550.96
78782 Check 08/31/2018 538.84
173 EFT 09/07/2018 534.73
78788 Check 08/31/2018 523.35
168 EFT 09/07/2018 500.00
78689 Check 08/24/2018 483.54
78696 Check 08/24/2018 463.50
78798 Check 09/07/2018 448.61
78820 Check 09/07/2018 433.26
78739 Check 08/24/2018 410.00
78764 Check 08/31/2018 400.00
176 EFT 09/07/2018 360.46
171 EFT 09/07/2018 358.87
78727 Check 08/24/2018 352.00
167 EFT 09/07/2018 328.04
78757 Check 08/31/2018 325.00
78723 Check 08/24/2018 320.69
78746 Check 08/31/2018 290.00
78737 Check 08/24/2018 276.98
78768 Check 08/31/2018 271.80
159 EFT 08/24/2018 267.41
78707 Check 08/24/2018 256.65
78755 Check 08/31/2018 253.44
78704 Check 08/24/2018 245.66
78769 Check 08/31/2018 245.25
78751 Check 08/31/2018 237.88
78694 Check 08/24/2018 225.00
78693 Check *08/24/2018 219.15
78692 Check *08/24/2018 215.57
78714 Check 08/24/2018 207.39
78700 Check 08/24/2018 205.00
78781 Check 08/31/2018 205.00
78759 Check 08/31/2018 203.31
78702 Check 08/24/2018 200.00
78814 Check 09/07/2018 195.66
11918 - SF NORTH BAY LAW
11961 - Telepath Corporation
11605 - JASKULAK, STEFAN
10180 - P G & E
10032 - DEL REY BUILDING MAINTENANCE
11241 - QUESTA ENGINEERING CORPORATION
10352 - CMK AUTOMOTIVE INC
11870 - SMITH, OMAR
11176 - ZORO TOOLS
10327 - ASSOCIATION OF BAY AREA GOVERNMENT
10706 - BAY AREA NEWS GROUP (MERCURY NEWS)
10544 - CORELOGIC INFORMATION SOLUTION
10146 - TIRES ON THE GO
11801 - BAY ALARM COMPANY
10935 - RICE TRUCKING-SOIL FARM
10473 - HIATT, CASEY
10152 - TADCO SUPPLY
11992 - Evert, Aleksandra
11059 - SAN MATEO COUNTY HEALTH DEPT
10617 - ALEXANDER, ZACHARY
11701 - ERIC GOULDSBERRY ART DIRECTION
10935 - RICE TRUCKING-SOIL FARM
11007 - COUNTY OF SANTA CLARA
10087 - PIP PRINTING & DOCUMENT SERVICE
11852 - WESTERN EXTERMINATOR CO.
11099 - LAW ENFORCEMENT PSYCHOLOGICAL SERVICES INC
10450 - WRIGHT, LESLIE
10038 - ERGO VERA
10173 - GREEN WASTE
11051 - MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
10184 - CONTINUING EDUCATION OF THE BAR
11541 - CAPIO (CA ASSN. OF PUBLIC INFO. OFFICIALS)
11170 - ALEXANDER ATKINS DESIGN, INC.
10403 - UNITED SITE SERVICES INC
10190 - METROMOBILE COMMUNICATIONS
10352 - CMK AUTOMOTIVE INC
10394 - INTERSTATE TRAFFIC CONTROL PRO
10655 - GRANDVIEW/ESPINOSA ROAD FUND
10160 - OFFICE DEPOT CREDIT PLAN
10454 - CALIFORNIA WATER SERVICE CO-949
10172 - CALIFORNIA WATER SERVICE CO-3525
11270 - MUNICIPAL MAINTENANCE EQUIPMENT, INC.
11514 - FRANCES FREYBERG PHOTOGRAPHY
10107 - SUNNYVALE FORD
11151 - FASTENAL COMPANY
Professional Engineering Services 6/1/18 - 7/31/18
Air Flow Sensor Replacement (P85) & Maintenance Service & Repair (P108)
Legal Services Assistance - July 2018
Removal of Radio Equipment Labor Fee - P83, P82
Tuition Reimbursement - Governmental Accounting Course
ESRI User Conference Expenses Reimbursement
Janitorial Supplies (RSA & CP)
Reimbursement for Bathroom Supplies - CAO
Fire Backpack, Pump & Saws
FY18-19 ABAG Corporate Membership Dues
Electric for 6 locations - August 2018
Move Out Cleaning Fee at Mora A
Tire for M207
Alarm Services Hawthorn 9/1/18 -12/1/18
Water Delivery to Toto Ranch
Pyschological Exam for Peace Officer Candidate
Skills Assessment Lunch & VRE Decorations
Volunteer Program Lead Uniform Items
Rental Units Water Testing
Mileage Reimbursement 7/18/18 - 08/23/18
Advertisements for BCR 2018 Plant Maintenance & PCR Restroom Replacement
Property Research Services July 2018
240 Cristich Ln Property Taxes
Printing Warning Books
Exterminator Service (RSA-Annex)
Maintenance Service - A68, A93
Traffic Signs
Onsite-Ergo Evaluation
SFO Garbage/Recycle
AO Petty Cash Reimburse - June 2018
Design and Production of Bear Creek Measure AA Sign
Water Delivery to Toto
Ad for Bay Nature: Thankful for Our Open Spaces
Temporary Fencing Rental (SA-MT UM)
Install Laptop Dock on P114
Onsite Photo Shoot for Staff & Board on 7/23/18 & Edits
P111 - Reprogrammed Radio
Fence Supplies (SA)
Annual Road Agreement - Thornwood Open Space 9/1/18 - 8/31/19
$195.66 Flashlight, Pens, Notebook, Laminator
CA Real Property Remedies/Damages Updates
Membership Renewal for Peggy Gibbons through 8/30/2019
AO Water Service
Water Service for Rentals
Knives/Bolts for the Kubota Tractor
page 4 of 4
CLAIMS REPORT
MEETING 18-33
DATE 09-12-18
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Payment
Type
Notes Check Date Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable
disbursements to reduce check printing and mailing, increase payment security, and
ensure quicker receipt by vendors
Vendor No. and Name Invoice Description
78717 Check 08/24/2018 195.00
78807 Check 09/07/2018 182.00
78706 Check 08/24/2018 181.47
78791 Check 09/07/2018 171.00
170 EFT 09/07/2018 160.00
78729 Check 08/24/2018 158.23
78760 Check 08/31/2018 152.75
78770 Check 08/31/2018 151.23
78797 Check 09/07/2018 140.00
78824 Check 09/07/2018 105.33
78699 Check 08/24/2018 100.00
78808 Check 09/07/2018 98.50
78829 Check 09/07/2018 95.38
78830 Check 09/07/2018 93.82
172 EFT 09/07/2018 91.67
78722 Check 08/24/2018 88.30
78816 Check 09/07/2018 78.00
78789 Check 09/07/2018 70.00
165 EFT 08/24/2018 66.66
78686 Check *08/24/2018 65.50
78796 Check *09/07/2018 64.60
78716 Check *08/24/2018 61.17
78735 Check 08/24/2018 60.90
78708 Check 08/24/2018 60.00
78804 Check 09/07/2018 54.55
78724 Check 08/24/2018 53.38
78697 Check 08/24/2018 40.00
78813 Check 09/07/2018 34.85
Grand Total 732,702.02$
*Annual Claims
**Hawthorn Expenses
A### = Administrative Office Vehicle GP = General Preserve PCR = Purisima Creek Redwoods SCS = Stevens Creek Shoreline Nature Area
AO2, AO3, AO4 = Administrative Office Leased Sp HR = Human Resources PIC= Picchetti Ranch SFO = Skyline Field Office
BCR = Bear Creek Redwoods LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap
CAO = Coastal Area Office LR = Long Ridge RR = Russian Ridge SJH = Saint Joseph's Hill
CC = Coal Creek LT = Los Trancos RR/MIN = Russian Ridge - Mindego Hill SR= Skyline Ridge
DHF = Dear Hollow Farm M### = Maintenance Vehicle RSA = Rancho San Antonio T### = Tractor or Trailer
ECdM = El Corte de Madera MB = Monte Bello RV = Ravenswood TC = Tunitas Creek
ES = El Sereno MR = Miramontes Ridge SA = Sierra Azul TH = Teague Hill
FFO = Foothills Field Office OSP = Open Space Preserve SAO = South Area Outpost TW = Thornewood
FOOSP = Fremont Older Open Space Preserve P### = Patrol Vehicle SAU = Mount Umunhum WH = Windy Hill
Abbreviations
10999 - PALO ALTO PLUMBING HEATING & AIR
10267 - HALF MOON BAY REVIEW
10180 - P G & E
11596 - TOSHIBA BUSINESS SOLUTIONS
11141 - JARVIS, FAY & GIBSON LLP
11151 - FASTENAL COMPANY
10182 - ROYAL BRASS INC
10481 - PACIFIC TELEMANAGEMENT SERVICE
10240 - ACE FIRE EQUIPMENT & SERVICE INC
10683 - STERZL, OWEN
11880 - A T & T (CALNET3)
10172 - CALIFORNIA WATER SERVICE CO-3525
11210 - DATA SAFE
10670 - O'REILLY AUTO PARTS
11704 - THE PARTY HELPERS
11596 - TOSHIBA BUSINESS SOLUTIONS
11559 - SIFUENTES-WINTER, JONATHAN
11518 - RANCHING BY NATURE
10670 - O'REILLY AUTO PARTS
10021 - COASTAL CHIMNEY SWEEP
11429 - SAN MATEO COUNTY PARKS DEPARTMENT
10524 - ERGO WORKS
10421 - ID PLUS INC
11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY
10815 - AMERICAN RED CROSS
10352 - CMK AUTOMOTIVE INC
10447 - SIMMS PLUMBING & WATER EQUIPMENT
10186 - FEDERAL EXPRESS
Quarterly Chlorination at 2050 Purisima Creek Rd
Shipping Charges - AO
P97 Battery
Chimney Sweep at 12049 La Honda Rd
Magnetic Sign Board Printing
Air Conditioner Service (RSA-Annex)
Bid Request Ad for McDonald Ranch Water Line Replacement
P85 New Battery
EMR Challenge July 2018
M201 Repairs & Maintenance
Reimbursement - Drinking Water for Markegard Family (Leaking Valve on Water Tank)
MB Pay Phone Service
Oxygen Cylinder Maintenance
NWS Conference Per Diem & Camera Tripod
Ergo Item-Chair Installation & Assembly
Employee Uniform Items
Extra Table Cloths for SRE (3)
Plotter Printing Supplies - Black Toner
Mileage Reimbursement 07/12/18 - 08/23/18
Hardware Stock for FFO Shop
Hose Assembly for JD6140 - T39
Data Safe Destruction Services
Vehicle Maintenance Supplies
Mt Umunhum Emergency Telephone Service 7/07-8/06/18
Water Service - Windy Hill
Electricity & Gas Alpine Rd / RSACP Restroom
Plotter Maintenance Service
Legal Services - July 2018
R-18-102
Meeting 18-33
September 12, 2018
AGENDA ITEM 3
AGENDA ITEM
Award of Contract to Confluence Restoration for Bear Creek Redwoods Plant Installation and
One-Year of Maintenance with Authority for Two, One-Year Contract Extensions
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to enter into contract with Confluence Restoration for an
initial year, with the authority to extend the contract for two additional one-year terms, for a
three-year base bid amount of $95,537 for Bear Creek Redwoods Plant Installation and
Maintenance.
2. Authorize a 15% contingency of $14,331 to cover unforeseen conditions, for a not-to-exceed
total contract amount of $109,868.
SUMMARY
This agreement authorizes Confluence Restoration to install and maintain approximately 329
plants and acorn basins at two revegetation sites at Bear Creek Redwoods Open Space Preserve.
The planting work supports the development of the Alma College Parking Area and Cultural
Landscape Rehabilitation Project and the Webb Creek Bridge Replacement Project.
The scope of work includes nursery grown plant and oak acorn basin installation, grass and
erosion control seeding, browse protection installation or the application of a browse deterrent,
regular watering, weeding, replacement of dead plants, and associated monitoring and reporting.
The first year of work spans from October 2018 through October 2019, with the potential for
two, one-year extensions based on contractor performance, for a three year total not-to exceed
amount of $95,537. The Fiscal Year (FY) 2018-19 includes sufficient funds for the work
completed this fiscal year, calculated at $40,719. If the contract is extended for one or two
additional one-year extensions, future year budgets will be requested in FY2019-20 and/or
FY2020-21.
BACKGROUND
Many MAA construction projects are now underway and require installation of native plants to
mitigate for project impacts. Jurisdictional permit conditions and District policies and practices
require revegetation of construction sites and/or degraded areas to natural conditions.
Revegetation for most projects require a minimum of three years of watering and weeding during
the plant establishment period.
R-18-102 Page 2
DISCUSSION
Revegetation Sites and Scope of Work
The two revegetation sites included in this agreement are shown on the attached Site Location
Map (Attachment 1):
Site 1. Alma College Area – revegetation mitigation for tree removal associated with
construction of the new parking area and driveway; new plantings will also serve to
restore the Alma College Cultural Landscape around Upper Lake.
Site 2. Webb Creek Bridge Area – revegetation mitigation for removal of riparian plants
associated with construction of the new Webb Creek Bridge replacement.
The tasks under this one-year agreement, with potential for two, one-year extensions based on
contractor performance, include:
• Installation of approximately 329 nursery grown plants and oak acorn basins
• Installation of native grass and erosion control seeding
• Installation of browse protection or application of a browse deterrent
• Regular watering, weeding, replacement of dead plants
• Monitoring and reporting
Additional watering beyond what is included in the base contract may be required during drought
periods in the winter months. Other unit pricing add-on tasks may also be required during the
term of the contract to cover unforeseen work. These additional costs would be covered by the
15% contingency of $14,331.
Contractor Selection
A Request for Bids (RFB) was issued on July 12, 2018 and advertised in local newspapers and
local builders exchanges, and posted on the District website. Staff directly notified twelve firms
known to have experience installing and maintaining native plants in open space environments.
Five firms attended a mandatory pre-bid tour on July 26, 2018. Staff issued addenda on August
6, 2018 clarifying questions on the RFB during and after the pre-bid tour. Four proposals were
received and opened on August 9, 2018 with results as follows:
Bidder Location Total Base
Bid
Percent Difference from
Cost Estimate of $102,395
Confluence Restoration Santa Cruz, CA $95,536.25 -6.698%
Triangle Properties, Inc. Sacramento, CA $95,600.00 -6.636%
Ecological Concerns Santa Cruz, CA $99,872.96 -2.463%
Hanford ARC Sonoma, CA $223,464.30 +118.237%
Confluence Restoration of Santa Cruz, CA was determined to be the lowest responsible and
responsive bidder. The base cost for these services will not exceed $95,537 over the three-year
period. In addition, if necessary to cover unforeseen conditions, a 15% contingency of $14,331
is recommended, for a total not-to-exceed contract amount of $109,868. The first year of work is
calculated at $40,719.
R-18-102 Page 3
FISCAL IMPACT
Plant installation work is eligible for Measure AA funding under MAA Portfolio 21, Bear Creek
Redwoods. Sufficient budget to cover these costs is included in the FY2018-19 Capital
Improvement and Action Plan (projects MAA21-005 Bear Creek Redwoods Public Access and
MAA21-009 Bear Creek Redwoods – Webb Creek Bridge) (see breakdown below).
The portion of the contract covering ongoing plant maintenance is not eligible for Measure AA
reimbursement. The Natural Resources Department FY2018-19 operating budget includes
sufficient funds for plant maintenance in FY2018-19.
Bear Creek Redwoods Plant Installation and Maintenance:
Award of Contract to Confluence Restoration
Plant Installation
Alma College Parking Lot (MAA21-005) $ 20,364
Webb Creek Bridge (MAA21-009) $ 4,523
Plant Maintenance
Alma College Parking Lot (NR Operating Budget) $ 11,688
Webb Creek Bridge (NR Operating Budget) $ 4,144
Total FY2018-19 Contract Costs $ 40,719
If the contract is extended for one or two additional years for maintenance work, future operating
budgets will be requested in FY2019-20 and/or FY2020-21.
The following table outlines the Measure AA 21 Portfolio budget, costs-to-date, and the fiscal
impact related to the Bear Creek Redwoods plant installation and one-year of maintenance.
MAA 21 Portfolio: Bear Creek Redwoods $17,478,000
Life Spent to Date (as of 9/4/18): ($3,490,564)
Encumbrances (as of 9/4/18): ($3,492,931)
Proposed Bear Creek Redwoods Plant Installation and Maintenance,
Alma College Parking Lot (MAA21-005): ($20,364)
Proposed Bear Creek Redwoods Plant Installation and Maintenance,
Webb Creek Bridge (MAA21-009): ($4,523)
Portfolio Balance Remaining (Proposed): $10,410,988
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Board Committee.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-18-102 Page 4
CEQA COMPLIANCE
Awarding a contract for the Bear Creek Redwoods Plant Installation and Maintenance is
consistent with and addresses the mitigation requirements identified in the Bear Creek Redwoods
Preserve Plan Environmental Impact Report, which the Board certified on January 25, 2017
(R-17-15).
NEXT STEPS
Upon Board authorization, the General Manager will enter into a contract with Confluence
Restoration to complete the revegetation work at Bear Creek Redwoods Open Space Preserve.
Attachment:
1. Location Map
Responsible Department Head:
Kirk Lenington, Natural Resources Department
Prepared by:
Amanda Mills, Natural Resource Specialist II
ÄÆ17
Bear C
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BEAR CREEK REDWOODS
OPEN SPACE PRESERVE
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BC05
BC09
BC01
BC02
BC04
BC06
BC12
BC07 BC08
BC03
BC10
BC11
BC13
BC15
BC14
BC17
BC18
BC19
BC20
1C4B
1C
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1A
4
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4D
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9C
Alma College Road
B r ig gs Creek
Aldercroft C re e k
Zayante Cre
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Briggs
Creek
D y e r Cre e k
C o l l i n s C r e e k
W e b b C r e e k
Midpeninsula Regional
Open Space District
(MROSD)
August 2018
Attachment 1: Location Map
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MROSD Preserves
While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
Watershed Land
Private Property
!P Gate (#)
Trail
Unmaintained Road Width
Private Watershed Land
MROSD Easement Over
Other Open Space
Unpaved Seasonal Road
Paved Road
Area of
Detail
Sunnyvale
Half
Moon Bay
Redwood City
Mountain View
Palo Alto
Cupertino
Saratoga
ÄÆ84
ÄÆ82
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ÄÆ35
ÄÆ17
ÄÆ1
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Parking Lot
Equestrian Parking
R-18-101
Meeting 18-33
September 12, 2018
AGENDA ITEM 4
AGENDA ITEM
Right of Way Contract to exchange interests in real property between the California Department
of Transportation (Caltrans) and Midpeninsula Regional Open Space District (District) to receive
an easement for the Ravenswood Bay Trail Connection Project near Ravenswood Open Space
Preserve in exchange for a drainage easement conveyed to Caltrans at Thornewood Open Space
Preserve (portion of San Mateo County APN 075-123-080). Unanimous vote from all seven
Board of Directors is required.
GENERAL MANAGER’S RECOMMENDATIONS
1. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA) as set out in the report.
2. By a unanimous vote of the Board of Directors, adopt a resolution authorizing the Right of
Way Exchange Contract between the District and Caltrans.
3. Amend the Comprehensive Use and Management Plan for Ravenswood Open Space
Preserve to include the exchanged interest in real property.
4. Withhold dedication of the Exchange Property as public open space at this time.
SUMMARY
The General Manager recommends entering into a Right of Way Exchange Contract with
Caltrans for an exchange of easement rights that provides net benefits to both agencies. The
exchange will expand the easement area required by Caltrans to maintain drainage improvements
to Highway 84 at the boundary of Thornewood Open Space Preserve. Concurrently, the District
will secure property rights necessary to construct the Ravenswood Bay Trail Connection project
at Ravenswood Open Space Preserve to close a critical gap in the San Francisco Bay Trail (Bay
Trail) (Attachment 2). This exchange of easement rights will be at no cost to the District. The
following report presents a description of the proposed exchange in real property interests, an
amendment to the Preserve’s Comprehensive Use and Management Plan, the environmental
review findings, and terms.
BACKGROUND
Intense storm activity in the winter of 2016 led to a partial road failure on Highway 84 adjacent
to Thornewood Open Space Preserve near the Town of Woodside, which Caltrans repaired in the
spring of 2018. The road failure site was located four miles south of the Town of Woodside at
R-18-101
Page 2
Post Mark 16.3, on the west side of Highway 84 (see attachment 3). The repairs included
installation of two extended drainage structures and a new retaining wall to support the partially
failed roadway. These repairs required work that extends beyond the existing road easement and
into lands owned by the District at Thornewood Open Space Preserve. In order to fast track the
repairs, the District and Caltrans entered into a Right of Entry agreement in December of 2017.
Caltrans will be responsible for the maintenance and repair of the drainage structures on District
land.
The Right of Entry agreement requires Caltrans to return to the District upon completion of the
repair project to obtain a permanent easement for the drainage and safety improvements. The
District’s property is dedicated as public open space as part of the 87-acre former Sierra Club
property gift in 1978 (R-78-35). California Public Resources Code (PRC) prohibits the District
from transferring or selling dedicated open space property. However, under PRC Section 5540.5,
the Board may unanimously vote to exchange an interest in real property that is dedicated as
public open space for an interest in real property that is determined to be of equal or greater
value.
Caltrans and the District propose to exchange the drainage easement at Thornewood Open Space
Preserve for a trail easement to facilitate completion of the Ravenswood Bay Trail Connection
Project at Ravenswood Open Space Preserve. The exchange complies with PRC Section 5540.5
because the easement to be conveyed is of equal or greater value. The easement to be conveyed
to the District will be used for park purposes and become part of the Bay Trail at Ravenswood
Open Space Preserve (see attachment 4). The trail easement will improve the connection
between the Bay Trail easement granted to the District by the City and County of San Francisco
(see report R-16-146) and the existing Bay Trail along University Avenue to close a gap in an
otherwise continuous 80-mile Bay Trail corridor.
Descriptions of Exchange Properties
Caltrans to District: Under the Right of Way Exchange Contract, Caltrans would convey a trail
easement to the District over a key portion of land (approximately 822 square feet) near
University Avenue along the alignment of the Ravenswood Bay Trail in Menlo Park.
District to Caltrans: Under the Right of Way Exchange Contract, the District would convey a
right of way easement to Caltrans for drainage improvements serving Highway 84. The drainage
easement contains approximately 526 square feet of area.
USE AND MANAGEMENT
Amended Use and Management Plan
The Board adopted a Comprehensive Use and Management Plan for Ravenswood Open Space
Preserve on April 5, 1990 (R-90-53). Most recently, it was amended on November 16, 2016 (R-
16-29) to include the Ravenswood Bay Trail easement acquired by the District from the City and
County of San Francisco to facilitate Bay Trail connections. Acquisition of the easement from
Caltrans represents a further addition. Amendment of the Comprehensive Use and Management
Plan to incorporate the easement from Caltrans would take effect at the close of escrow and
remain effective until further amended. The amendment to the Comprehensive Use and
Management Plan includes the following elements:
R-18-101
Page 3
Name: Designate the easement acquired from Caltrans as an addition to
Ravenswood Open Space Preserve.
Public Access:
Keep the easement area closed to public use until a trail is built.
Signs and Site
Security:
Include a sign plan with final trail design and engineering plans for
Board consideration at a future date.
Easement
Monitoring:
Conduct regular inspections of the easement area to ensure
compliance with the terms of the exchange.
Site Safety
Inspection:
No known safety hazards exist within the easement area.
Dedication:
Withhold Board dedication of the public trail easement for public open
space purposes until a trail is constructed and opened to the public as
part of the San Francisco Bay Trail.
Subsequent
Planning:
Include in subsequent Bay Trail planning efforts.
TERMS AND CONDITIONS
As part of the proposed Right of Way Exchange Contract, the District and Caltrans agree to
convey the easements to each other at no cost to either party. The easement exchange is of equal
or greater value to the District and the public it serves. Therefore, the exchange is determined to
be in accordance with the District’s enabling legislation set out in PRC Section 5540.5, pending
unanimous vote by the Board.
FISCAL IMPACT
This reciprocal no-cost exchange of easements will have no fiscal impact on the District.
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Board Committee.
PUBLIC NOTICE
Property owners of land located adjacent to or surrounding the project site have been mailed a
copy of the agenda for this meeting. Accordingly, all notice required by the Brown Act and
District policy has been provided.
CEQA COMPLIANCE
Project Description
The project consists of the approval of a Right of Way Exchange Contract between the District
and Caltrans to exchange interests in real property in compliance with PRC Section 5540.5. Per
the terms and conditions of the Right of Way Exchange Contract, the District will convey a
R-18-101
Page 4
permanent drainage easement totaling approximately 526 square feet at Thornewood Open Space
Preserve to Caltrans. In exchange, Caltrans will convey to the District trail access rights totaling
approximately 822 square feet over a portion of property at the intersection of University Avenue
and a San Francisco Public Utilities Commission Access Road in the City of Menlo Park The
easement to be conveyed to the District is of equal or greater value and will be used for park
purposes to further the implementation of the District’s Ravenswood Bay Trail Connection
project. The project also includes an amendment of the Ravenswood Open Space Preserve
Comprehensive Use and Management Plan to include the easement.
CEQA Determination
The District concludes that the project will not have a significant impact on the environment.
The project is categorically exempt from the California Environmental Quality Act (CEQA)
under Article 19, Section 15325 (f): acquisition, sale, or other transfer to preserve open space or
lands for park purposes. The Right of Way Exchange Contract with Caltrans is a transfer, which
serves park purposes, and is not anticipated to result in an impact on the environment
NEXT STEPS
Upon approval by the Board of Directors, the General Manager will direct staff to execute the
terms of the Right of Way Exchange Contract and take the next steps identified in the
Comprehensive Use and Management Plan. The District’s Foothills Field Office will assume
patrol and management of the trail as an addition to Ravenswood Open Space Preserve.
Attachments:
1. Resolution Authorizing Acceptance of Right of Way Contract Authorizing General
Manager or Other Officer to Execute Certificate of Acceptance of Grant to District,
District Grant of Drainage Easement, Authorizing General Manager or General
Manager’s designee to Execute any and all Other Documents Necessary or Appropriate
to Closing of the Transaction (Thornewood Open Space Preserve – California
Department of Transportation).
2. Overall Project Location Map
3. Thornewood Location Map
4. Ravenswood Location Map
Responsible Department Manager:
Michael Williams, Real Property Manager
Prepared by / Contact person:
Iain Reilly, Real Property Agent II
Graphics prepared by:
Tad Hammer, Data Administration
Attachment 1
Resolutions/2018/R-18-__Caltrans Exchange 1
RESOLUTION NO. 18-__
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT AUTHORIZING
ACCEPTANCE OF RIGHT OF WAY EXCHANGE CONTRACT,
AUTHORIZING GENERAL MANAGER OR OTHER OFFICER TO
EXECUTE EASEMENT DEEDS, AUTHORIZING GENERAL MANAGER
OR OTHER OFFICER TO EXECUTE CERTIFICATE OF ACCEPTANCE OF GRANT TO DISTRICT, AUTHORIZING GENERAL MANAGER AND GENERAL COUNSEL TO EXECUTE ANY AND ALL OTHER
DOCUMENTS NECESSARY OR APPROPRIATE TO CLOSING OF THE
TRANSACTION (RAVENSWOOD AND THORNEWOOD OPEN SPACE
PRESERVES - CALIFORNIA DEPARTMENT OF TRANSPORTATION).
The Board of Directors of Midpeninsula Regional Open Space District does hereby
resolve as follows:
SECTION ONE. The Board of Directors of the Midpeninsula Regional Open Space
District (District) does hereby accept the offer contained in that certain Right of Way Exchange
Contract (Agreement) between the California Department of Transportation (State) and the
District, a copy of which Agreement is attached hereto and by reference made a part hereof, and
authorizes the President of the Board of Directors, General Manager, or other appropriate officer
to execute the Agreement and all related transactional documents on behalf of the District to
acquire the real property described therein.
SECTION TWO. The General Manager, President of the Board of Directors, or other
appropriate officer is authorized to execute the easement deeds to the District and State.
SECTION THREE. The General Manager, President of the Board of Directors, or other
appropriate officer is authorized to execute a Certificate of Acceptance for the easement to the
District.
SECTION FOUR. The General Manager or the General Manager’s designee is
authorized to provide notice of acceptance to the State, execute all title and escrow documents,
and to extend escrow if necessary.
SECTION FIVE. The Board of Directors finds and determines that, pursuant to Section
5540.5 of the California Public Resources Code, the granting and acceptance of the easement
interests are consistent with Public Resources Code 5540.5, and that the real properties being
acquired by the District are of equal or greater value than the real property being transferred to
the State, and are necessary to be acquired for open space purposes.
SECTION SIX. The General Manager and General Counsel are further authorized to
approve any technical revisions to the attached Agreement and documents, which do not involve
any material change to any term of the Agreement or documents, which are necessary or
appropriate to the closing or implementation of this transaction.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
Attachment 1
Resolutions/2018/R-18-__Caltrans Exchange 2
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ________, 2018, at a regular meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Secretary
Board of Directors
President
Board of Directors
APPROVED AS TO FORM:
General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify
that the above is a true and correct copy of a resolution duly adopted by the Board of Directors
of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly
held and called on the above day.
District Clerk
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
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Attachment 4
R-18-105
Meeting 18-33
September 12, 2018
AGENDA ITEM 5
AGENDA ITEM
Proposed Project Criteria and Scope of Work for the Mount Umunhum Radar Tower Assessment
at Sierra Azul Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Approve the proposed project criteria and scope of work for the Mount Umunhum Radar
Tower Assessment.
2. Authorize the General Manager to release a Request for Proposals for the assessment.
SUMMARY
The purpose of the Mount Umunhum Radar Tower Assessment and Repair Project (Project) is to
carry out Board of Directors (Board) policy to “Retain and Seal” the structure over the long term.
The radar tower assessment is the first step of this project. Approval of the proposed assessment
criteria and scope of work will provide Board direction in issuing a Request for Proposals (RFP)
to solicit engineering services for the assessment. This assessment will provide repair options
and associated costs for the Board’s consideration to inform Board direction on the development
of a long-term repair plan. The Fiscal Year (FY) 2018-19 Budget includes $262,000 to complete
the assessment and identify work items and cost estimates for the long-term repairs.
DISCUSSION
The District is preparing to complete long-term “Retain and Seal” repairs to the radar tower to
ensure the continued safety of the visiting public and workers/employees at the site.
Since completing the short-term interim repairs in 2015 and 2016, the following issues have
emerged, which will be evaluated as part of the repair assessment:
• Water intrusion
• Wildlife entry through small openings
• Presence of remnant lead and asbestos
• Concrete spalling
• Roof integrity
Proposed Project Criteria
The purpose of the Project is to retain and seal the structure over the long term. To proceed with
the Project, a structural assessment of existing conditions is required to evaluate the radar tower
R-18-105 Page 2
with long-term stabilization goals in mind. Prior information collected about the structure will
be used to inform this assessment. To establish a clear framework that will guide the assessment
work and the subsequent development of repair options and/or protocols, the General Manager
proposes the following project criteria for Board consideration:
• Ensure public and worker safety around the radar tower
• Avoid future contamination concerns
• Reduce (or eliminate) future need to enter building
• Protect workers if/when ingress is needed
• Avoid wildlife trappings and other resource impacts
• Reopen a pathway to the east summit
Proposed Scope of Work
Staff anticipates issuing a RFP in October 2018. The proposed project scope will require the
consultant to review existing documents and perform tests and assessments on the radar tower.
Findings from the assessments would be summarized in a Basis of Design (BOD) report that
meets the Board-approved project criteria (see list above). The BOD will include a list of Short-
Term and Long-Term repair options, approximate life span and cost estimate of each repair
option, and optional/recommended maintenance and inspection protocols for future Board
review and consideration.
FISCAL IMPACT
The recommended action has no direct fiscal impact at this time. However, future
implementation activities will have fiscal impacts. The Fiscal Year (FY) 2018-19 Action Plan
and Budget includes sufficient funds to cover project costs through the end of the fiscal year.
BOARD COMMITTEE REVIEW
Given the level of Board interest, this item is coming to the full Board.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Notices were also sent to interested
parties on the Mount Umunhum mailing list.
CEQA COMPLIANCE
On August 30, 2010 the Board approved in the Initial Study/Mitigated Negative Declaration
(IS/MND) for the Almaden Air Force Station Structure Abatement Project (R-10-102), which
included an evaluation of potential repairs and work on the radar tower. In addition, on October
17, 2012 the Board adopted the Mount Umunhum Environmental Restoration and Public Access
Project Environmental Impact Report, which included an analysis of the Retain and Seal option
for the radar tower. The Board also adopted an Addendum to the Environmental Impact Report
for the Umunhum Environmental Restoration and Public Access Project prepared on December
9, 2015. Approving the project criteria and scope of work of the Mount Umunhum Radar Tower
Assessment is consistent with the IS/MND, EIR, Addendum, and repair work previously
executed at the project site. No new significant environmental effects or substantial increase in
R-18-105 Page 3
the severity of previously identified effects would result from this project beyond what was
analyzed in the existing CEQA documents.
NEXT STEPS
Pending Board approval, the following next steps are anticipated:
• Staff issue an RFP for the assessment work (October 2018)
• Staff will evaluate the feasibility of installing a temporary covered walkway to reopen the
trail to the east summit (October 2018)
• Board awards a contract for the assessment work (December 2018)
• Board reviews repair options and approves the repair elements (Basis of Design) (May 2019)
• Board approves a contract amendment to complete the construction plans and permits for the
Board-approved Basis of Design (June 2019)
• Board awards a contract for the repair work - construction begins (Spring 2020)
Attachments:
1. East Summit Closure Exhibit
Responsible Department Head:
Brian Malone, Acting Assistant General Manager
Jason Lin, PE, Engineering and Construction Department Manager
Prepared by:
Zachary Alexander, Capital Project Manager III, Engineering and Construction Department
Midpeninsula Regional
Open Space District
(MROSD)
August 2018
Attachment 1: Mount Umunhum Public Access Closure
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Rev. 1/3/18
R-18-103
Meeting 18-33
September 12, 2018
AGENDA ITEM 6
AGENDA ITEM
Draft Climate Change Policy and Draft Climate Action Plan
GENERAL MANAGER’S RECOMMENDATION
Receive an informational presentation and provide feedback on the draft Climate Change Policy
and draft Climate Action Plan, including the prioritization criteria for selecting annual Climate
Action Plan implementation actions. No Board action required.
SUMMARY
The purpose of this item is for the Board of Directors (Board) to receive an informational
presentation and provide feedback to staff on the draft Climate Change Policy and draft Climate
Action Plan, including the prioritization criteria for selecting annual Climate Action Plan
implementation actions. The Midpeninsula Regional Open Space District (District) is developing
a Climate Change Policy that will set voluntary greenhouse gas (GHG) reduction goals for the
agency and guide District work on carbon sequestration and ecosystem resilience. An
accompanying Climate Action Plan will serve as a roadmap to implement the GHG reduction
goals to reduce administrative emissions 40% below 2016 baseline by 2030 and 80% below 2016
baseline by 2050. Staff will incorporate Board feedback received on September 12 and return to
the Board with a final Climate Change Policy and Climate Action Plan for consideration in
October 2018.
DISCUSSION
Draft Climate Change Policy Overview
The draft Climate Change Policy (Attachment 1) will be a new chapter of the Resource
Management Policies. The Policy will set the District’s voluntary GHG reduction goals and
provide direction on increasing carbon sequestration, promoting ecosystem resilience, and
supporting regional climate change efforts. On September 12, the Board will receive information
and provide feedback on the following draft Climate Change Policy statements:
Goal CC (Climate Change): Reduce agency-generated GHG emissions, increase carbon
sequestration, and promote natural resource resilience to climate change impacts.
• Policy CC-1: Reduce administrative GHG emissions 40% below 2016 baseline by 2030
and 80% below 2016 baseline by 2050, in line with the State of California’s GHG
reduction goals.
R-18-103 Page 2
• Policy CC-2: Reduce non-administrative GHG emissions related to District activities,
such as visitor transportation and livestock.
• Policy CC-3: Increase carbon sequestration in vegetation and soils and minimize carbon
release from wildfire.
• Policy CC-4: Prepare for climate change impacts on natural resources and promote
ecosystem resilience.
• Policy CC-5: Lead by example and support state, regional, and community-scale action
on reducing climate change impacts to ecosystem health and biodiversity, and increasing
ecosystem resilience.
A useful peer example is East Bay Regional Park District’s Policy Framework for Managing
Park Resources in a Changing Climate (Attachment 2), which was adopted in March 2018.
Draft Climate Action Plan Overview
The draft Climate Action Plan (Attachment 3) will implement the District’s GHG reduction
goals. It identifies options to reduce administrative GHG emissions 40% below baseline by 2030.
Achieving an 80% reduction by 2050 will be challenging, likely requiring significant changes to
everyday operations along with advances in technology. The draft Climate Action Plan
recommends conducting a regular GHG inventory to track and report progress towards the GHG
reduction goals, and updating the Climate Action Plan between 2025 and 2030 to identify further
actions needed to meet the 2050 goal.
The draft Climate Action Plan includes a summary of current and forecasted GHG emissions; an
analysis of the effectiveness and cost of ten sample actions; a suite of GHG reduction strategies,
actions, and performance indicators for each emissions sector; an implementation and monitoring
plan; and a discussion of future work on carbon sequestration, adaptation, and resilience.
Climate Action Plan (CAP) Implementation
To reach the District’s GHG reduction goals, staff would propose CAP implementation actions
during the Capital Improvement and Action Plan (CIAP) and Budget development process based
on Board-approved prioritization criteria discussed in the section below. The Board would
review the proposed implementation actions each year during the annual Priority Setting Retreat
and again in May and June as part of the annual CIAP/Budget review.
Prioritization Criteria for Annual Selection of CAP Implementation Actions
Annual prioritization and selection of CAP implementation actions will allow the District to
adapt each year to ever-evolving changes and advances in technologies, climate change
strategies, and climate change grant funding. On September 12, the Board will be asked to
provide feedback on the following proposed prioritization criteria for selecting CAP
implementation actions to include in the annual CIAP/Budget:
CAP Prioritization Criteria
• Greenhouse gas reduction effectiveness
• Cost
• Availability of external funds, such as grants or rebates
• Ease of implementation
• Operational impacts (for example, vehicle/equipment replacements need to be balanced
with operational demands of off-road patrol and maintenance)
R-18-103 Page 3
• Staff capacity
• Ability to leverage other ongoing programs or projects for economy of scale
• Co-benefits (for example, commute actions that also increase employee retention or
vehicle/equipment actions that also enhance visitor-to-staff interactions)
• Consistency with Measure AA, Vision Plan, and Strategic Plan goals and priorities
• Consistency with other District priorities
• Public feedback and requests
Monitoring and Tracking Progress
Staff would conduct a regular inventory of GHG emissions to track progress towards the
District’s GHG reduction goals and report findings to the Board. To reach the goal of a 40%
reduction by 2030, the District would need to reduce administrative emissions by 3% per year
(55 metric tons of carbon dioxide equivalent per year) starting in 2019. Managing the GHG
inventory and tracking the implementation of the Climate Action Plan is estimated to take
approximately 0.5 of a full time equivalent (FTE) position. Note: the Climate Resiliency Fellow
who is working currently on the Climate Change Policy and Climate Action Plan is a two-year
limited term position ending in 2019. The General Manager will consider requesting Board
approval to transition this position to a regular FTE in the Fiscal Year 2019-20 Budget to manage
the District’s overall Climate Change Program among other related needs. Specific climate
change projects on carbon sequestration, climate adaptation, and resilience are expected to be
folded into the District’s annual CIAP workload and be distributed among the various
departments and existing staff.
Cost Analysis of Sample CAP Implementation Actions
Costs and GHG reductions were modeled for ten sample CAP actions that, if implemented,
would reduce administrative GHG emissions by 40% (see table below). This analysis identifies
one pathway to reaching the 40% reduction goal, but many other combinations of actions could
achieve the same reduction. Therefore, the information presented in the table is not meant to be
prescriptive but rather illustrate that reaching the 40% reduction goal is possible. Costs and GHG
reductions are not analyzed for the full list of actions in the Climate Action Plan due to
limitations in the project scope and budget.
The table shows that some actions would result in ongoing annual operating costs, such as
purchasing 100% renewable electricity ($570 per year) or providing a transit/carpool/bike
incentive ($21,002 to $43,619 per year depending on participation). Some actions would require
upfront capital costs that are paid back over time through cost savings, such as purchasing
electric bikes or all-terrain vehicles (ATVs) for ranger patrol ($60,000 upfront cost, paid back in
two years through vehicle fuel savings). Downsizing trucks would result in both capital savings
(due to lower purchase price at the time of replacement) and operating savings (due to fuel
savings). Finally, some actions would have no associated cost, such as expanding telecommuting
and compressed work schedules. The addition of a solar panel system for the new Administrative
Office (AO) is expected to result in a net cost savings for energy use. At this time, it is too early
to know whether other direct and indirect costs would apply to improve the energy efficiency of
the building.
Altogether, the ten sample actions analyzed would result in an estimated net annual operating
savings of $82,671 due to savings in fuel and energy use. Net upfront capital costs will depend
on energy efficiency improvements and costs associated with the AO building.
R-18-103 Page 4
Cost and GHG Reduction Analysis of 10 Sample Actions
SECTOR ACTION
GHG REDUCTION FROM BASELINE
NET ANNUAL OPERATING COST*
NET UPFRONT CAPITAL COST*
Vehicles, Equipment, Business Travel
Switch to renewable diesel
(completed in September 2018) 6% $0 $0
Downsize F350 trucks at time of
replacement (25% of trucks and 100% of
trucks scenarios)**
2.5-10% ($13,952 -
$55,807)
($34,729 -
$138,915)
Increase ranger patrol on electric bikes
or all-terrain vehicles (ATVs) 4% ($33,434) $60,000
Purchase carbon offsets for all business
travel 6% $374 $0
Employee Commute
Transit/carpool/bike incentive
(low and high scenarios) 3-6% $21,002 -
$43,619 $0
Expand telecommuting
(low and high scenarios) 2-5% $0 $0
Expand compressed work schedules
(low and high scenarios) 1.5-3% $0 $0
Allow AO staff to work at new SAO
(4 staff/day and 10 staff/day scenarios) 0.3-0.8% $0 $0
Facilities
Purchase 100% renewable electricity 5% $570 $0
New AO: Zero Net Energy
(solar panel system plus 60% energy use
reduction through renovation)
2% ($47,612) TBD
Total (Range) 32-48% ($50,435 -
$114,907)
($78,915) -
$25,271 +
AO costs Total (Average) 40% ($82,671) ($26,822) +
AO costs
*Negative values indicate net savings.
**It may not be feasible to downsize all F350 trucks. Further analysis is required to assess whether smaller trucks can
meet operational needs for fire response and off-road patrol and maintenance. This table shows that downsizing
F350 trucks has high GHG and cost savings potential since smaller trucks are comparatively lower in cost.
FISCAL IMPACT
There is no fiscal impact associated with this item at this time. There are sufficient funds in the
Fiscal Year (FY) 2018-19 budget to complete the Climate Change Policy and Climate Action
Plan. The fiscal impact of implementing a Board-approved Climate Action Plan will vary each
year based on priorities, staff capacity, and funding. As part of the annual CIAP and Budget
development process, the Board will consider prioritizing and approving budgets for new
projects and purchases to further the CAP and reach the District’s GHG reduction goals.
Depending on the actions implemented, the District may see a net cost or net savings per action.
Staff has already begun implementing some no-cost priority actions, such as switching from
conventional diesel to renewable diesel (made from agricultural byproducts).
R-18-103 Page 5
BOARD COMMITTEE REVIEW
To date, the full Board has received two informational presentations on the District’s Climate
Change Program.
• On March 28, 2018 (R-18-28), staff provided an overview of the Climate Change
Program and an inventory of the District’s administrative GHG emissions.
• On June 27, 2018, (R-18-67), the Board provided feedback on the development of a draft
Climate Change Policy and draft Climate Action Plan, seeking to base the District’s work
on the State of California’s GHG reduction goals of 40% by 2030 and 80% by 2050.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The draft Climate Action Plan is not a project subject to the California Environmental Quality
Act. When the Board considers the final Climate Action Plan in October, a CEQA finding will
be discussed in that future Board report.
NEXT STEPS
Staff will incorporate Board feedback and bring a final Climate Change Policy and final Climate
Action Plan and to the Board for consideration in October 2018.
Attachments
1. Draft Climate Change Policy
2. East Bay Regional Park District Climate Change Policy Framework
3. Draft Climate Action Plan
Responsible Department Head:
Kirk Lenington, Natural Resources
Prepared by:
Hayley Edmonston, Climate Resiliency Fellow, Natural Resources
Climate Change Chapter – Resource Management Policies DRAFT
XVI. CLIMATE CHANGE
BACKGROUND
Climate change is directly affecting temperatures, precipitation, weather
patterns, species ranges, wildfire risk, and sea levels, impacting the District’s
ability to meet its resource management goals. Human activities that put
excess greenhouse gases into the atmosphere, such as burning fossil fuels for
transportation and energy generation, are the leading cause of climate
change.
Impacts on Natural Systems
According to the National Park Service, the wide range of climate change impacts in the Bay Area include
the following:
• Increase in average annual temperatures of 1.2 degrees Celsius (2.2 degrees Fahrenheit) between
1960 and 2010
• Northern shifts in winter bird ranges of 0.5 kilometers (0.3 miles) per year between 1975 and 2004
• Upward shifts in elevation for 12 percent of endemic species and 27 percent of non-native species
between the periods of 1895-1970 and 1971-2009
• Sea level rise of 22 centimeters (9 inches) between 1854 and 2016
• Decrease in coastal fog by 33 percent between the periods of 1901-1925 and 1951-2008
• Increase in heavy storms by 25 percent between the periods of 1901-1960 and 1991-2000
• Human-caused climate change accounted for 10-20% of the 2012-2014 drought
• Climate was the dominant factor controlling the extent of wildfire burn areas between 1916 and
2003, even during periods of active fire suppression
The Carbon Cycle
The carbon cycle is a natural process by which carbon moves between different stores or reservoirs,
such as the atmosphere, oceans, sedimentary rocks, soils, and plant biomass. When burning fossil fuels,
humans move a massive amount of carbon from the ground to the atmosphere, putting the carbon cycle
out of balance and causing climate change. The two key approaches to solving climate change are 1) to
avoid adding any more carbon to the atmospheric store and 2) to move carbon from the atmospheric
store to safer stores, such as plant biomass and soils. Humans can avoid
adding more carbon to the atmospheric store by reducing greenhouse gas
emissions from fossil fuels and preventing the release of carbon in plants and
soils. Humans can facilitate the movement of carbon from the atmosphere
into plant biomass and soils, also known as carbon sequestration, through
land conservation and management. The District stewards over 63,000 acres
of open space lands, including redwood forests, which store large amounts of
carbon in trees, other vegetation, and soils.
Greenhouse gases, such
as carbon dioxide,
methane, and nitrous
oxide, contribute to the
atmospheric warming
“greenhouse effect” by
absorbing infrared
radiation.
Carbon sequestration is
the process by which
carbon is removed from
the atmosphere and
stored elsewhere, such
as in plants and soils.
Attachment 1
CLIMATE CHANGE GOALS, POLICIES, AND IMPLEMENTATION MEASURES
Policy CC-1 Reduce administrative greenhouse gas (GHG) emissions 40%
below 2016 baseline by 2030 and 80% below 2016 baseline by 2050, in line
with the State of California’s GHG reduction goals.
• Implement Climate Action Plan strategies to reduce or offset
administrative GHG emissions from vehicles, equipment, facilities,
employee commuting, and tenant residences.
• Periodically update GHG Inventory and track GHG reduction.
• Improve GHG Inventory data quality and tracking systems.
• Evaluate the full life-cycle footprint of equipment, services, and
supplies, and choose lower impact/responsible supplies and services.
• Develop sustainability guidelines for facilities, operations, projects,
and events.
Policy CC-2 Reduce non-administrative GHG emissions related to District
activities, such as visitor transportation and livestock.
• Implement Climate Action Plan strategies to reduce or offset GHG
emissions from visitor transportation to preserves.
• Implement Climate Action Plan strategies to reduce or offset GHG
emissions from livestock, and research additional techniques or
technologies.
• Where agricultural sustainability is not a leading factor, select
appropriate livestock species to accomplish vegetation management
objectives (See GM-4).
Policy CC-3 Increase carbon sequestration in vegetation and soils and minimize carbon release from
wildfire.
• Manage conifer forests to sustain and encourage the development of late-seral habitat
conditions (FM-4). Evaluate the potential to reduce forest fuel loading through the removal of
smaller trees to reduce fuel buildup and ladder fuels (See FM-5).
• Manage vegetation communities to reduce the risk of catastrophic fire and to maintain
biological diversity (WF-4). Conduct prescribed burns to re-introduce fire into native ecosystems
and maintain natural ecological processes on District lands (See WF-5).
• Evaluate, study, and implement additional land management strategies to increase carbon
sequestration in vegetation and soils.
• Improve data on carbon sequestration in District lands.
• Evaluate opportunities to create and sell carbon offsets on the California Cap and Trade market
or other voluntary offset markets.
Goal CC- Reduce agency-generated greenhouse gas emissions, increase carbon sequestration, and
promote natural resource resilience to climate change impacts
The State of California
set a goal to reduce GHG
emissions 40% below
1990 baseline levels by
2030 and 80% by 2050
(AB 32). The District first
inventoried GHG
emissions in 2016 so that
is the baseline for the
District’s reduction goals.
District GHG emissions
are divided into
administrative emissions,
which come directly from
District operations such
as vehicles and facilities,
and non-administrative
emissions, which are
related to District
activities but the District
has less control over. A
numerical GHG reduction
goal is set only for
administrative emissions.
Attachment 1
Policy CC-4 Prepare for climate change impacts on natural resources and
promote ecosystem resilience.
• Prioritize ecosystem function, resilience, and ecological diversity
focused on multiple species benefits, rather than aiming to prevent
ecological change or return to past conditions.
• Incorporate climate change impacts on natural resources such as species range and phenology
changes into restoration and monitoring activities. Utilize an adaptive management framework
to adjust resource management methods and priorities as impacts start to occur and climate
change knowledge and response options continue to increase (See GM-3).
• Incorporate climate change impacts to infrastructure, such as flooding, drought, and sea level
rise, into planning, project design, and other relevant activities.
• Evaluate, study, and implement additional land management strategies to promote ecosystem
resilience.
Policy CC-5 Lead by example and support state, regional, and community-scale action on reducing
climate change impacts to ecosystem health and biodiversity, and increasing ecosystem resilience.
• Support and participate in regional climate change initiatives and burgeoning community of
practice. Foster partnerships to respond to climate change collaboratively, and seek
opportunities to share information with other agencies.
• Support and influence local and state climate change policies that are protective of ecosystem
health and biodiversity. Seek grant opportunities to fund implementation of GHG reduction,
carbon sequestration, and natural resource resilience efforts.
• Increase public awareness of climate change impacts and solutions the District is pursuing
through education and outreach. Incorporate climate change into interpretive programming,
facilities, and materials (See PI-1).
• Coordinate and cooperate with institutions, agencies, organizations, and individuals conducting
research on climate change and resource management (See RC-2).
REFERENCES
Patrick Gonzalez, Ph.D. “Climate Change in the National Parks of the San Francisco Bay Area, California,
USA.” National Park Service and University of California, Berkeley. 2016.
Resilience is the capacity
of ecosystems to
withstand and bounce
back from climate stress
and hazardous events.
Attachment 1
The East Bay Regional Park District
Policy Framework for Managing Park Resources in a Changing Climate
STATEMENT OF POLICY FRAMEWORK
The East Bay Regional Park District Policy Framework for Managing Park Resources in a
Changing Climate illustrates the Park District’s environmental vision and operationalizes its
mission to protect and preserve the East Bay’s green infrastructure. The Framework aligns with
the Park District’s value of resiliency by creatively adapting to change and addressing challenges
with empathy, perspective, and determination. It aligns with the Park District’s Master Plan to
pursue all appropriate activities to ensure the fiscal health of the Park District including
influencing policy and securing climate change related local, state and federal funding
opportunities, grants, donations, financial assets and services. The Framework’s five key
principles do not act alone, but in concert:
1. Climate in All Policies: All policies placed before the EBRPD Board of Directors shall
be considered through a climate lens. Where appropriate, the Park District will
consider a proposed action’s impact on a changing climate, in addition to other factors.
Park District policies, planning documents, decisions and management practices will strive to
mitigate and adapt to a changing climate whenever possible, including to reduce Greenhouse
gas emissions and develop nature-based protection from the impacts of climate change.
2. Climate Friendly: When developing and managing the natural and built environment,
the Park District shall consider climate change and its effects, by reducing its
environmental impact, whenever feasible. The Park District will consider climate impacts in
all activities and strive for environmentally sustainable operations and design, including land use
planning and overall project implementation. This includes actions, whenever feasible, for
Greenhouse gas emission reduction; toxic reduction; waste recycling and reduction; water
conservation; clean-fuel vehicles and energy efficient facilities; habitat restoration to increase
carbon storage and enhancement of nature-based services, the East Bay’s green infrastructure.
3. Climate Readiness: When stewarding public parklands and open space, the Park
District will seek to restore, enhance and sustain green infrastructure, in a changing
climate. Ecological functions and nature-based services will be used, whenever feasible,
to adapt and respond to changes in temperature, sea level rise, drought, wildfire,
flooding and other extreme weather-related events. The Park District’s climate
readiness actions endeavor to improve preparedness for East Bay communities from the
impacts of a changing climate. When possible, Park District natural and built infrastructure
projects will slow erosion, provide flood protection, encourage green transportation, improve
water retention and water biofiltration, provide respite to migrating wildlife, increase bio-
interconnectivity in the urban fabric, and include practices that increase green infrastructure
resilience and ensure the perpetuity of public parklands and open space. In parallel, the Park
District will pursue all appropriate activities to ensure its fiscal health including influencing and
pursuing climate change related local, state and federal opportunities, grants, donation, financial
assets and services.
Attachment 2
4. Lead Climate Smart Practices: The planning, protecting and managing of parklands
shall be done in cohesion with the entirety of the East Bay ecosystem, including
connecting people to nature, in accordance with the 2013 Master Plan. Such practices
involve looking at parklands holistically with a systems approach to establish and
implement the best-known policies and practices in a changing climate. The Park District
will continue to act as a leader to advance such policies at the state, federal and local level;
advance practices in support of the nature-based solutions found on public parklands; and
influence funding opportunities to restore and sustain green infrastructure.
5. Advance Science: The Park District operates and manages thousands of acres of open
space ranging from woodlands to grasslands to shoreline wetlands. With a changing
climate, the ecology of these lands will change as well. The 2013 Master Plan states the
Park District will monitor the effects of climate change on Park District resources and
utilize adaptive management techniques to adjust stewardship methods and priorities to
preserve natural, cultural and scenic values of the parks. The Park District will continue to
serve as a natural laboratory to monitor the effects of climate change mitigation and adaption
efforts and to disseminate what has been learned from this laboratory both regionally, and
nationally.
IMPLEMENTATION
• The General Manager or his/her designee may issue direction to Park District’s divisions
and their respective departments for the implementation of the guidelines and policies
included in this policy framework.
• The General Manager may delegate to the Park District’s Climate Action Steering
Committee the responsibility to implement this framework and coordinate with other
Park District personnel as appropriate.
• As means of compliance and accountability, the General Manager or his/her designee may
require staff to develop and maintain annual reports on the formulation and coordination
across divisions.
EFFECTIVE DATE
• March 20, 2018
Attachment 2
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT CLIMATE ACTION PLAN - DRAFT September 2018
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 2
Acknowledgements MIDPEN PROJECT TEAM
Hayley Edmonston, Climate Resiliency Fellow (Project Manager)
Matt Baldzikowski, Senior Resource Management Specialist
Deborah Bazar, Management Analyst II
Craig Beckman, Skyline Area Manager
Anthony Correia, Supervising Ranger
Elaina Cuzick, Senior Property Management Specialist
Nathan Greig, Data Analyst I
Josh Hugg, Governmental Affairs Specialist
Tina Hugg, Senior Planner
Dave Jaeckel, Management Analyst II
Kirk Lenington, Natural Resources Manager
Omar Smith, Maintenance Supervisor
Owen Sterzl, IT Administrator
Thanks to the entire staff of Midpeninsula Regional Open Space District who participated in working groups,
contributed ideas and suggestions, and helped fit this plan into Midpen’s broader mission. CONSULTANT TEAM
Olivia Ashmoore, Project Assistant
Julia Chang-Frank, Director
Andrea Martin, Senior Associate
Kendra White, Senior Associate EXTERNAL PARTNERS AND RESOURCES
Laura Castellini, Golden Gate National Recreation Area
Dale Dualan, Point Reyes National Seashore
Sandra Hamlat & Chantal Alatorre, East Bay Regional Park District
Wendy Millet, TomKat Ranch
Tom Robinson, Bay Area Open Space Council
San Mateo County Office of Sustainability
ICLEI – Local Governments for Sustainability
Point Blue Conservation Science
Sonoma County Agricultural Preservation and Open Space District
San Mateo Resource Conservation District
Bay Area Air Quality Management District
Santa Clara Valley Open Space Authority
Santa Clara County Parks
Peninsula Open Space Trust
The Nature Conservancy
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 3
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT CLIMATE ACTION PLAN - DRAFT September 2018 TABLE OF CONTENTS
Acknowledgements .......................................................................................................................................... 2
Foreword........................................................................................................................................................... 4
Executive Summary ........................................................................................................................................... 5
Introduction ...................................................................................................................................................... 6
Baseline Summary ............................................................................................................................................ 8
Greenhouse Gas Inventory ........................................................................................................................... 8
Business-as-Usual Emissions Forecast .......................................................................................................... 9
Greenhouse Gas Reduction Goals and Targets ............................................................................................... 10
Greenhouse Gas Reduction and Cost Analysis of Sample Actions.................................................................. 12
Greenhouse Gas Reduction Strategies and Actions ....................................................................................... 14
Vehicle Fleet, Equipment, and Business Travel .......................................................................................... 14
Employee Commute ................................................................................................................................... 17
Facilities ...................................................................................................................................................... 19
Tenant Residences ...................................................................................................................................... 21
Education and Outreach ............................................................................................................................. 22
Implementation and Monitoring .................................................................................................................... 24
Adaptation, Resilience, and Carbon Sequestration ........................................................................................ 26
Glossary........................................................................................................................................................... 29
Appendix 1: Non-Administrative Emissions – Livestock & Visitor Transportation ......................................... 30
Livestock ..................................................................................................................................................... 30
Visitor Transportation ................................................................................................................................. 33
Appendix 2: Full Strategies and Actions List by Sector ................................................................................... 34
Appendix 3: Full Strategies and Actions List by Department .......................................................................... 38
Appendix 4: Full List of Performance Indicators ............................................................................................. 43
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 4
Foreword
[Letter from the General Manager]
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 5
Executive Summary
Climate change is a direct threat to Midpeninsula Regional Open Space District’s (Midpen) mission to acquire
and preserve a regional greenbelt of open space land in perpetuity. Climate change is affecting temperatures,
precipitation, weather patterns, species ranges, and wildfire risk, thereby affecting Midpen lands. Midpen
believes that action on climate change must start from within and aims to lead by example by reducing its
carbon footprint. The Climate Action Plan serves as a roadmap to meet Midpen’s ambitious commitment to:
Reduce administrative
greenhouse gas (GHG)
emissions 40% below 2016
baseline by 2030 and 80%
below 2016 baseline by 2050.
This goal will be reached by implementing the following climate action strategies:
VEHICLE FLEET, EQUIPMENT, AND BUSINESS TRAVEL - 45% OF BASELINE ADMINISTRATIVE GHG EMISSIONS
Increase electric and alternative fuel vehicles and equipment, increase vehicle fuel economy, increase use
of alternative electric transportation options, reduce miles driven, and purchase carbon offsets for flights. EMPLOYEE COMMUTE – 30% OF BASELINE ADMINISTRATIVE GHG EMISSIONS
Reduce the number of commute days, incentivize and enable low-emissions commute modes, and reduce
commute distances. FACILITIES – 13% OF BASELINE ADMINISTRATIVE GHG EMISSIONS
Move towards 100% renewable electricity for all Midpen facilities, maximize energy efficiency in new and
existing buildings, and reduce solid waste generated through Midpen operations. TENANT RESIDENCES – 12% OF BASELINE ADMINISTRATIVE GHG EMISSIONS
Move towards 100% renewable electricity for residences, increase energy efficiency, move towards
cleaner heat sources, and improve data and guidance for decision-making.
In addition, Midpen seeks strategies to reduce or offset livestock emissions, enhance carbon
sequestration, reduce visitor transportation emissions, and increase staff and visitor awareness and
action on climate change.
The Climate Action Plan is designed to be a living document, serving as a starting point for a long-term
commitment to address climate change. It is our hope that by taking steps to reduce GHG emissions
internally, Midpen can draw attention to this critical issue, catalyze GHG reduction in our resident
community and the broader environmental community, and contribute to local, state, and global
progress on stabilizing the climate and protecting life in all its forms.
0
400
800
1200
1600
2016 Baseline 2030 Goal 2050 Goal
MT
C
O
2e
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 6
Introduction
Climate change is a direct threat to Midpeninsula Regional Open Space District’s (Midpen) mission to acquire
and preserve a regional greenbelt of open space land in perpetuity. Now and in the future, climate change
has wide-reaching consequences for the Bay Area’s natural environment and the people who depend on it.
Greenhouse gases (GHGs) released from burning fossil fuels for transportation and energy are changing our
climate; as a result, we are already seeing warmer temperatures, changes to plant and animal habitat ranges,
more intense wildfires, sea level rise, and more frequent droughts and floods. Protecting open space and
creating positive environmental benefits is intrinsic to Midpen’s everyday work and long-term vision.
Midpen believes that reducing greenhouse gas emissions must start from within. The Climate Action Plan
(CAP) presents a roadmap to reduce Midpen’s carbon footprint. Midpen aims to further local, state, and
global progress on climate change mitigation, draw attention to this critical issue, and catalyze community-
wide greenhouse gas reductions by leading by example and demonstrating what solutions look like in
practice.
The CAP summarizes Midpen’s climate impact and outlines strategies to reduce it. The greenhouse gas
inventory and forecast shed light on how Midpen operations contribute to climate change. The goals, targets,
and indicators provide a framework for tracking progress on CAP implementation. Midpen’s Board has
adopted the ambitious voluntary target of reducing greenhouse gas emissions 40% by 2030 and 80% by
2050, in line with the State of California goals and the Paris Climate Agreement. The GHG reduction strategies
detail specific actions Midpen can take to move toward this goal. Finally, the CAP lays out a timeline for
monitoring and reporting its progress. The CAP is designed to be a living document, serving as a starting point
for a long-term commitment to address climate change. CLIMATE ACTION PLAN DEVELOPMENT PROCESS
In 2017, Midpen initiated a climate action planning process to assess Midpen greenhouse gas emissions and
develop strategies to reduce emissions. Midpen hired a management fellow through the City/County
Managers Association of San Mateo and Santa Clara Counties to lead this work. Partner organizations and
peer agencies such as the Bay Area Open Space Council have commended Midpen’s leadership in dedicating
resources to addressing climate change.
Staff at all levels have been involved in the development of the Climate Action Plan in order to create a
roadmap that is feasible, realistic, and balances climate goals with the important work done by Midpen staff.
An interdepartmental climate project team was convened in November 2017 to guide the scope and content
of the Climate Action Plan. This team of 12 representatives from seven departments has met monthly
throughout the project. In addition, three working groups composed of a total of 16 staff took a deep dive
into the largest emissions sectors over the course of 14 brainstorming and prioritization meetings. The full
staff was engaged in the project through presentations at an all-staff meeting and five department meetings.
Finally, 101 employees (56% response rate) responded to a survey on Climate Action Plan strategies to share
their ideas and feedback. A majority of employees supported every single GHG reduction strategy in the
survey, with support ranging from 65-97% across strategies.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 7
The Board of Directors held three meetings to inform the development of the Climate Action Plan:
• March 28, 2018, to review Midpen’s greenhouse gas inventory and forecast
• June 27, 2018, to provide feedback on Midpen’s greenhouse gas reduction target
• September 12, 2018, to provide feedback on the draft Climate Action Plan and draft Climate Change
Policy
CLIMATE ACTION PLAN OVERVIEW
The Climate Action Plan begins with a summary of Midpen’s baseline greenhouse gas emissions and
forecasted emissions based on the growth of Midpen staff, lands, and operations. This includes discussion of
the feasibility of Midpen’s emissions reduction target. The plan then summarizes sector-specific goals,
indicators, strategies and actions. The Climate Action Strategies section includes an overview of baseline
emissions, GHG reduction strategies, and actions in more detail. Finally, the plan concludes with a discussion
of monitoring and reporting going forward, and broader climate change considerations that Midpen’s
Climate Change Program will address, including adaptation, resilience, and carbon sequestration.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 8
Baseline Summary Greenhouse Gas Inventory
The baseline GHG Inventory is for the year 2016, the earliest year for which full data was available. Midpen is
using an administrative scope that focuses on GHG emissions from Midpen administration and operations:
• Vehicle fleet, equipment, and business travel
• Employee commute
• Facilities (including electricity, heating fuels, solid waste, and wastewater)
• Tenant residences (including electricity and heating fuels)
In 2016, Midpen produced 1,522 metric
tons of carbon dioxide equivalent
(MTCO2e). Vehicles, equipment, and
business travel were the largest
emissions source at 45%. Employee
commute was the second highest
contributor at 30%. Facilities made up
13% of administrative emissions,
followed by tenant residences at 12%.
These administrative emissions sectors
are the target for Midpen’s GHG
reduction goals, and details on each
sector can be found in the Greenhouse
Gas Reduction Strategies and Actions
section.
There are also non-administrative GHG
emissions related to Midpen activities
but that Midpen has less control over,
such as livestock and visitor
transportation to preserves. These non-administrative emissions sectors are discussed in Appendix 1. They
represent areas for additional analysis to establish GHG emissions baselines and identify opportunities to
reduce emissions above and beyond Midpen’s administrative GHG reduction goals. Initial strategies to
establish emissions baselines and reduce or offset emissions from livestock and visitor transportation are
described in Appendix 1.
Vehicle
Fleet,
Equipment,
Business
Travel
45%
Employee
Commute
30%
Facilities
13%
Tenant Residences
12%
2016 Baseline Administrative GHG Emissions:
1,522 MTCO2e
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 9
Business-as-Usual Emissions Forecast
The business-as-usual (BAU) emissions forecast projects greenhouse gas emissions through 2050 to provide a
sense of which emissions sectors will grow over time and which will decline, assuming Midpen takes no new
actions to reduce emissions. Midpen planning, expected growth in staff, vehicle fleet growth, additional
planned buildings, and new land acquisitions all inform the growth projections in the forecast. The BAU
forecast also factors in California state fuel efficiency laws and changes to electricity emissions. Administrative GHG Emissions Forecast 2016-2050
The BAU forecast indicates that planned organizational growth will be largely offset by regional and state
changes to electricity carbon intensity and vehicle fuel efficiency. The result is an overall 1% increase in
administrative emissions. Without these planned policy changes at the regional and state level, Midpen’s
administrative emissions would grow 39% above the 2016 baseline by 2050, as shown in the figure above.
The dip in emissions that can be seen in 2017-2018 is because Midpen facilities are being automatically
enrolled in 50% renewable electricity from Silicon Valley Clean Energy and Peninsula Clean Energy.
Based on this business-as-usual emissions forecast, Midpen will have to take action that goes beyond
regional and state initiatives to meet its goal to reduce emissions 40% by 2030 and 80% by 2050.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 10
Greenhouse Gas Reduction Goals and Targets
Setting greenhouse gas reduction goals and targets is important for tracking and evaluating climate action
progress as an organization. Midpen sets the following voluntary greenhouse gas reduction goals to be
achieved by the Climate Action Plan:
Reduce administrative
GHG emissions 40% below
2016 baseline by 2030
and 80% below 2016
baseline by 2050.
Overall and sector-specific targets provide metrics for assessing progress towards climate action goals. Key
indicators are also identified within each emissions sector to provide additional information on trends over
time that may be enabling or inhibiting GHG reductions. Midpen staff will track progress towards reaching
these targets by conducting a GHG Inventory update and providing reports to the Board every two years (see
Implementation and Monitoring section). CLIMATE ACTION PLAN GOALS BASELINE (2016) TARGET (2030) TARGET (2050)
Reduce vehicle fleet, equipment, and business travel emissions
40% by 2030, 80% by 2050
676
(MTCO2e)
406
(MTCO2e)
135
(MTCO2e)
Reduce employee commute emissions 40% by 2030, 80% by 2050 463
(MTCO2e)
278
(MTCO2e)
93
(MTCO2e)
Reduce facilities emissions 40% by 2030, 80% by 2050 197
(MTCO2e)
118
(MTCO2e)
39
(MTCO2e)
Reduce tenant residences emissions 40% by 2030, 80% by 2050 185
(MTCO2e)
111
(MTCO2e)
37
(MTCO2e) STATE, NATIONAL, AND INTERNATIONAL CONTEXT
This target is aligned with the State of California and regional peers. California has set a statewide
greenhouse gas reduction requirement of 80% below 1990 baseline levels by 2050. The California Legislature
passed a mid-term 2030 reduction target to reduce emissions to 40% below 1990 baseline levels by 2030.1
Midpen uses a 2016 baseline rather than a 1990 baseline because 2016 is the earliest year for which full data
was available. Best practices recommend setting a baseline year in this manner rather than attempting to
“back-cast” emissions in 1990 with very minimal data.
1 https://www.arb.ca.gov/cc/cc.htm
0
400
800
1200
1600
2016 Baseline 2030 Goal 2050 Goal
MT
C
O
2e
Midpen GHG Reduction Goals
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 11
Additionally, the 80% by 2050 (or 80x50) reduction target is broadly accepted internationally by cities, states,
and nations. 80x50 is the foundation of the “Under 2 MOU,” an agreement initiated in 2015 and now signed
by California and over 200 jurisdictions from around the world to meet the intentions of the Paris
Agreement.2 The “Under 2 MOU” requires signatories to commit to “limit emissions to below 80 to 95
percent below 1990 levels, or below 2 annual metric tons per capita, by 2050—the level of emission
reduction believed necessary to limit global warming to less than 2 degrees Celsius.”3 HOW WILL WE GET THERE?
The Climate Action Plan serves as an achievable roadmap to reduce administrative emissions 40% below
baseline by 2030. Achieving an 80% reduction by 2050 is a vision as important as it is challenging. Advances in
technology, changes to everyday operations, and incorporating climate change into decision-making will all
be required to meet this more ambitious target. Midpen has an opportunity and a duty as an environmental
agency to lead by example and confront this critical challenge head on.
2 http://under2mou.org/coalition/
3 http://under2mou.org/the-mou/
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 12
Greenhouse Gas Reduction and Cost Analysis of Sample Actions
GHG reductions and costs were modeled for ten sample Climate Action Plan actions that, if implemented,
would reduce administrative GHG emissions by 40% (see table below). This analysis identifies one pathway
to reducing administrative emissions by 40% below baseline, meeting Midpen’s 2030 target, but many
other combinations of actions could achieve the same reduction. Therefore, the information presented in the
table is not meant to be prescriptive but rather illustrate that reaching the 40% reduction goal is possible.
Costs and GHG reductions were not analyzed for the full list of actions in the Climate Action Plan.
The table below shows that some actions would result in ongoing annual operating costs, such as purchasing
100% renewable electricity ($570 per year) or providing a transit/carpool/bike incentive ($21,002 to $43,619
per year depending on participation). Some actions would require upfront capital costs that are paid back
over time through cost savings, such as purchasing electric bikes or all-terrain vehicles (ATVs) for ranger
patrol ($60,000 upfront cost, paid back in two years through vehicle fuel savings). Downsizing trucks would
result in both capital savings (due to lower purchase price at the time of replacement) and operating savings
(due to fuel savings). Finally, some actions would have no associated cost, such as expanding telecommuting
and compressed work schedules. The addition of a solar panel system for the new Administrative Office (AO)
is expected to result in a net cost savings for energy use. At this time, it is too early to know whether other
direct and indirect costs would apply to improve the energy efficiency of the building.
Altogether, the ten sample actions analyzed would result in an estimated net annual operating savings of
$82,671 due to savings in fuel and energy use. Net upfront capital costs will depend on energy efficiency
improvements and costs associated with the AO building.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 13
SECTOR ACTION
GHG REDUCTION FROM BASELINE
PAYBACK PERIOD (YEARS)
NET ANNUAL OPERATING COST*
NET UPFRONT CAPITAL COST*
Vehicles, Equipment, Business Travel
Switch to renewable diesel (Completed in
September 2018) 6% N/A $0 $0
Downsize F350 trucks at time of replacement (25%
of trucks and 100% of trucks scenarios)** 2.5-10% N/A ($13,952 - $55,807) ($34,729 -
$138,915)
Increase ranger patrol on electric bikes or all-terrain
vehicles (ATVs) 4% 2 ($33,434) $60,000
Purchase carbon offsets for all business travel 6% No payback $374 $0
Employee Commute
Transit/carpool/bike incentive (low and high
scenarios) 3-6% No payback $21,002 - $43,619 $0
Expand telecommuting (low and high scenarios) 2-5% N/A $0 $0
Expand compressed work schedules (low and high
scenarios) 1.5-3% N/A $0 $0
Allow AO staff to work at new SAO (low and high
scenarios) 0.3-0.8% N/A $0 $0 Facilities
Purchase 100% renewable electricity 5% No payback $570 $0
New AO: Zero Net Energy (solar panel system plus
60% energy use reduction through renovation) 2% TBD ($47,612) TBD TOTAL (RANGE) 32-48% ($50,435 - $114,907) ($79,915) - $25,271
+ AO costs TOTAL (AVERAGE) 40% ($82,671) ($26,822)
+ AO costs
*Negative values indicate net savings.
**It may not be feasible to downsize all F350 trucks. Further analysis is required to assess whether smaller trucks could meet Midpen’s operational needs for fire
response and off-road patrol and maintenance. This table shows that downsizing F350 trucks has high GHG and cost savings potential.
Employee Commute Scenario Assumptions
• Transit/carpool/bike incentive: Low – 13% of employees shift to always alternative commute; High – 27% of employees shift to always alternative commute
• Expand telecommuting: Low – 50% of AO employees telecommute 1 day/week; High – 75% of AO employees telecommute 2 days/week
• Expand compressed work schedules: Low – 81% of employees on 9/80 schedule; High – all employees on 9/80 schedule plus 34% of employees shift to 4/10
schedule (changes modeled on top of current 34% of employees already on 9/80 schedule)
• Allow AO staff to work at new SAO: Low – 20% of AO employees 1 day/week; High – 25% of AO employees 2 days/week
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 14
Greenhouse Gas Reduction Strategies and Actions
The following sections detail Midpen’s GHG reduction
strategies and actions by sector. Strategies are high-level
approaches that specify how changes within that sector will
reduce GHG emissions. Actions, nested within each strategy,
provide a suite of specific implementation measures. In the
following tables, strategies are shown as headers and actions
are listed below each strategy. Prioritization and
implementation are discussed in the Implementation and
Monitoring section. Vehicle Fleet, Equipment, and Business Travel
In total, vehicle fleet, equipment, and business travel
accounts for the largest portion of Midpen’s administrative
emissions, 45% in 2016. Midpen uses vehicles to carry out
maintenance activities, patrol open space preserves, provide
emergency response, and transport employees. Maintenance
equipment is used to build and maintain trails, structures,
and facilities. Employees also travel for work, including flights
for conferences. Air travel is a highly carbon-intensive mode
of travel, and alone accounts for 6% of Midpen’s
administrative emissions.
Climate action strategies can reduce fleet and equipment
emissions by transitioning to electric and alternative fuel
vehicles and equipment, increasing fuel efficiency, and
optimizing operations to reduce driving distances. To reduce business travel emissions, Midpen can reassess
the need to attend far-away conferences and purchase carbon offsets for flights.
A key challenge in this sector is the operational demands of off-road vehicles. At present, there are few low-
emissions options for trucks that can meet Midpen’s patrol, maintenance, and emergency response needs.
Tracking evolving technologies and testing new truck options as they emerge will be a key priority for
greening the vehicle fleet.
Midpen has already taken steps to reduce vehicle fleet, equipment, and business travel emissions by:
• Changing diesel fuel tanks to renewable diesel in September 2018.
• Installing electric vehicle chargers at the administrative office and acquiring a plug-in hybrid.
• Incorporating fuel efficiency into vehicle replacement guidelines.
• Replacing three F350 trucks with more efficient F150 trucks at time of replacement.
• Acquiring and testing electric maintenance equipment such as chainsaws and brush cutters.
• Acquiring and testing two electric bicycles at Skyline Field Office for transportation to maintenance
activities.
STRATEGIES AND ACTIONS TABLE KEY
LEAD DEPARTMENT/DIVISION
AS: Administrative Services
E&C: Engineering and Construction
HR: Human Resources
IST: Information Systems and Technology
L&F: Land and Facilities
NR: Natural Resources
PA: Public Affairs
PL: Planning
VS: Visitor Services
TIMEFRAME
Complete:
Ongoing:
Short-term: 1-3 years
Medium-term: 3-6 years
Long-term: 6-12 years
OFFICE FACILITIES
AO: Administrative Office
CAO: Coastal Area Office
FFO: Foothills Field Office
SAO: South Area Office
SFO: Skyline Field Office
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 15
GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS VEHICLE, EQUIPMENT, AND BUSINESS TRAVEL GOAL BASELINE (2016) TARGET (2030) TARGET (2050)
Reduce vehicle fleet, equipment, and business travel emissions 40% by
2030, 80% by 2050
676
(MTCO2e)
406
(MTCO2e)
135
(MTCO2e) Vehicle, Equipment, & Business Travel Indicators
Average vehicle fuel economy (miles per gallon) 15.6
Total fleet vehicle miles traveled (miles, WEX cards only) 883,713
Proportion of equipment that is powered by renewable fuel or
electricity (%)
0%
Annual miles flown for business travel (miles) 50,000
100% Diesel 100% Renewable Di l
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 16
STRATEGIES AND ACTIONS VEHICLE, EQUIPMENT, & BUSINESS TRAVEL STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Increase Electric and Alternative Fuel Vehicles and Equipment
V1 Switch fuel tanks to renewable diesel. L&F
V2 Track technology development for hybrid, electric, or alternative
fuel trucks. When a viable option comes on the market, acquire
and test one truck as a pilot project.
L&F; VS
V3 Install electric vehicle chargers at all field offices. L&F
V4 Purchase one hybrid or long-range electric vehicle for each field
office for highway/town travel and on-road maintenance
projects.
L&F
V5 Acquire and test new electric equipment as technology develops.
Update Maintenance Operations Manual to provide guidance to
choose electric maintenance equipment when tasks allows.
L&F
V6 As administrative vehicles are up for replacement, replace with
electric or hybrid vehicles wherever possible.
L&F Increase Vehicle Fuel Economy
V7 Evaluate fire response program and assess feasibility of
alternative fire response models with lower emissions, such as
acquiring brush trucks and downsizing F350s (e.g. City of Palo
Alto).
VS; L&F
V8 Update Maintenance Operations Manual to provide guidance to
choose most fuel efficient vehicle possible for task.
L&F Increase Use of Alternative Electric Transportation Options
V9 Acquire and test electric bikes, motorcycles, ATVs, or mules as
technology develops. Stage electric transportation equipment at
preserves to enable use.
L&F; VS
V10 Expand ranger patrols on electric bikes, motorcycles, ATVs, or
mules. Update Ranger Operations Manual to encourage this
option and provide guidance.
VS
V11 Update Maintenance Operations Manual to provide guidance to
use electric transportation equipment to get to/from project site
when tasks allows.
L&F
Reduce Vehicle Miles Driven
V12 Evaluate patrol and maintenance circulation routes to identify
mileage-reduction opportunities.
VS; L&F
V13 Minimize driving to meetings and trainings through
teleconferencing technology and efficient scheduling.
IST Purchase Carbon Offsets for Flights
V14 Purchase carbon offsets for flights. AS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 17
Employee Commute
Midpen employees commuted nearly 1.5 million miles in 2016, and this
activity accounts for 30% of Midpen’s administrative emissions. Over 80%
of employees always drive alone to work due to high local housing costs
and limited public transit options, particularly for field staff.
While employee commute choices are not under Midpen’s control,
Midpen can influence employee habits to reduce emissions by promoting
alternative commute options like carpooling, public transit, and biking.
Midpen will strive to create an environment conducive to efficient
commuting by offering flexible work schedules, expanding
telecommuting when possible, and pursuing opportunities to provide
employees with Midpen-owned housing. Reducing employees’ commute
trips and providing employees with options for how they commute has
significant co-benefits for employee morale and retention.
Midpen has already taken steps to reduce employee commute emissions
by:
• Offering “9/80” compressed work schedules for some employees.
• Offering telecommuting one day per week for some employees.
• Installing electric vehicle chargers at the AO.
• Offering Commuter Checks where employees can use pre-tax
dollars for public transit (as required by Bay Area Air Quality
Management District). 4
• Providing Midpen-owned housing to some employees.
GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS EMPLOYEE COMMUTE GOAL BASELINE (2016)
TARGET (2030)
TARGET (2050)
Reduce employee commute emissions 40% by 2030, 80% by 2050 463
(MTCO2e)
278
(MTCO2e)
93
(MTCO2e) Employee Commute Indicators
Total drive alone employee vehicle miles traveled (miles) 1,350,784
Percent of employees who always drive alone to work (%) 83%
Percent of employees who work a compressed 9/80 schedule (%) 32%
Percent of administrative employees who telecommute regularly (%) 9%
4 The Bay Area Air Quality Management District requires employers with more than 50 employees to either provide pre-tax
Commuter Checks (Midpen’s current approach) or provide a transit incentive of at least $75/month to participating employees.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 18
STRATEGIES AND ACTIONS EMPLOYEE COMMUTE STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Reduce the Number of Commute Days
C1 Expand and encourage telecommuting. HR; IST
C2 Expand and encourage compressed work schedules. HR; VS; L&F Incentivize and Enable Low-Emissions Commute Modes
C3 Create an incentive for employees commuting via carpool, public
transit, bike, or electric vehicle.
HR
C4 Install electric vehicle chargers at all field offices. L&F
C5 Create intranet page with commute resources and carpool
database.
HR
C6 Offer competitive pricing for employee electric vehicle charging. AS
C7 Assess opportunities to partner with local employee shuttles (e.g.,
Chariot, San Mateo County, and tech companies).
HR
C8 Create a guaranteed ride home safeguard to reimburse an
employee’s taxi or rideshare ride home in case of personal
emergency or illness.
HR
Reduce Commute Distances
C9 Pilot project to allow administrative employees to work out of the
new South Area Office two days per week.
L&F
C10 Assess the feasibility of acquiring more Midpen-owned housing. PL
Specific supporting actions to expand and encourage telecommuting (Action C1) and compressed work
schedules (Action C2) may include one or more of the following:
• For administrative employees:
− Allow employees to do both a compressed schedule and telecommute.
− Add a four 10-hour days (4/10) compressed schedule option.
− Increase the number of days per week employees can telecommute to two.
− Expand the job classifications that are eligible for telecommuting or compressed schedules.
• For field employees:
− Expand 9/80 or 4/10 compressed schedules when feasible.
• Strengthen the telecommuting and compressed schedule programs by clarifying and reinforcing the
framework, requirements, and expectations laid out in the existing policies through:
− Trainings for managers and employees.
− Formalizing workplace norms to minimize disruption such as ensuring all employees have
their telecommute/off days in their Outlook and department calendars.
• Inform employees of the option to telecommute for half of time spent on transit (supports Action C3).
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 19
Facilities
Midpen occupies administrative and field offices that produce greenhouse gas emissions through energy use
and waste generation. Electricity and heating fuels are used to make buildings comfortable, and both Midpen
operations and visitors generate solid waste and wastewater. In total, facilities account for 13% of
administrative emissions. As shown below, the top two contributors to this sector’s emissions are electricity
use and solid waste generation. Facilities GHG Emissions Breakdown
To reduce electricity emissions, Midpen can reduce electricity use and increase the portion of electricity
generated by renewable energy. The top two electricity users are the AO and AO2-4. As Midpen plans a new
AO building, incorporating energy efficiency and renewable energy could have a substantial impact on
Midpen’s facility emissions. Taking steps to increase energy efficiency at facilities ranging from offices to the
Daniels Nature Center can reduce the use of electricity and heating fuels like natural gas and propane. While
purchasing 100% renewable electricity is an easy way to bring electricity emissions to near zero, there are still
significant cost and environmental benefits to reducing energy use and generating renewable energy on site
locally.
To reduce solid waste emissions, Midpen will work to divert recyclable materials and organic waste from the
landfill. When organic material decomposes in a landfill, it releases methane, a potent greenhouse gas.
Midpen has already taken steps to reduce facility emissions by:
• Seeking an energy audit of AO, FFO, and SFO from Silicon Valley Energy Watch and Ecology Action.
• Reusing and recycling solid waste from routine maintenance activities.
• Creating a waste diversion policy and meeting waste diversion targets for capital projects.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 20
GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS FACILITIES GOAL BASELINE (2016)
TARGET (2030)
TARGET (2050)
Reduce facilities emissions 40% by 2030, 80% by 2050 197
(MTCO2e)
118
(MTCO2e)
39
(MTCO2e) Facilities Indicators
Administrative office electricity use per square foot (annual
kWh/SQFT)
11.34
Field office average electricity use per square foot (annual
kWh/SQFT)
5.37
Percent of electricity from renewable sources (%) 33%
Solid waste diversion rate (% diverted) 34% STRATEGIES AND ACTIONS FACILITIES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Move Towards 100% Renewable Electricity for All Midpen Facilities
F1 Purchase 100% renewable electricity for Midpen facilities. AS
F2 Assess the feasibility of rooftop/carport solar at the Foothills Field
Office, Skyline Field Office, and preserve parking lots and
implement where possible.
E&C
Maximize Energy Efficiency in New and Existing Buildings
F3 Implement energy efficiency upgrades at the Skyline and Foothills
Field Offices, including measures identified in the Ecology Action
Energy Audit.
L&F; E&C
F4 Seek the highest level of energy efficiency and sustainability
possible while planning for the new Administrative Office,
including LEED standard and/or utilizing electric heating to
achieve zero net energy.
E&C
F5 Assess the feasibility of a weekly or biweekly administrative office
closure (compressed schedules or telework on closure day).
L&F; HR Reduce Solid Waste Generated Through Midpen Operations
F6 Implement office waste reduction measures: restart compost
program, improve recycling, and minimize single-use disposables
at events.
L&F
F7 Study characterization of waste generated from maintenance
activities; identify any additional opportunities to reuse or divert
maintenance materials.
L&F
F8 Update waste diversion policy and create contract language to
incentivize contractors to use sustainable practices, such as
reducing solid waste and fuel use, and provide documentation to
Midpen.
E&C; AS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 21
Tenant Residences
Midpen owns 40 homes that are leased to employees, agricultural tenants, and members of the public.
Emissions from tenant residences come from electricity use and heating. Heating fuels used in residences
include natural gas, wood, and electricity. While residences contribute a small portion to the total
inventory—12% in 2016—there are opportunities to reduce greenhouse gas emissions and particulate
emissions. Switching residences from wood-fired heating to gas or preferably electric heating would have a
positive impact on local air quality because burning wood releases harmful particulate matter into the air.
Midpen can also reduce emissions by encouraging residents to purchase renewable electricity and increasing
energy efficiency. GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS TENANT RESIDENCES GOAL BASELINE (2016)
TARGET (2030)
TARGET (2050)
Reduce tenant residences emissions 40% by 2030, 80% by 2050 185
(MTCO2e)
111
(MTCO2e)
37
(MTCO2e) Tenant Residences Indicators
Percent of tenant residences using electric heat (%) 32%
Percent of tenants purchasing highest renewable option from utility
(%)
0%
STRATEGIES AND ACTIONS TENANT RESIDENCES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Move Towards 100% Renewable Electricity for Residences
R1 Encourage residents to purchase 100% renewable electricity and
require as leases are renewed.
L&F Increase Energy Efficiency
R2 Make basic energy efficiency upgrades such as installing weather
stripping, LED lighting, and double-paned windows.
L&F
R3 Assess the viability of more significant energy efficiency
improvements such as heat pumps and insulation.
L&F Mover Towards Cleaner Heat Sources
R4 Reduce woodstove use by installing or upgrading gas or
preferably electric heating in homes with woodstoves.
L&F Improve Data and Guidance for Decision-Making
R5 Ask tenants to share PG&E bills and other heat expenses with
Midpen to improve data and GHG monitoring.
L&F
R6 Create guidelines to incorporate sustainability into decisions
about residence improvements.
L&F
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 22
Education and Outreach
By taking steps to reduce GHG emissions internally,
Midpen will serve as a model and inspire the broader
community, visitors, and partner organizations to
take action on climate change. Therefore,
communicating the importance of climate change
and what actionable steps individuals and
organizations can take to reduce their impact is a key
priority. Increasing awareness and action on climate
change both internally and in the broader community
will help Midpen be a leader on climate change.
Internal education will help build momentum to
implement the Climate Action Plan and enable staff
and docents to communicate climate change effectively with the public. Educating visitors on climate change
can influence their behavior within Midpen preserves and in their homes. Midpen has a unique opportunity
as an environmental agency to reach thousands of visitors with credible messages about climate change.
Midpen has already taken steps to engage staff and visitors about climate change by:
• Creating a climate change page for the Midpen website.
• Providing the first ever climate change training session for docents.
• Partnering with Save the Redwoods League to develop a “Redwood Ecology and Climate Change”
environmental education field learning program for high school students.
• Developing a draft climate change communications plan.
• Participating in climate change forums and initiatives such as California Climate Action Planning
Conference, California Adaptation Forum, Global Climate Action Summit, Golden Gate National Parks
Sustainability Summit, Adapting to Rising Tides, and SeaChange San Mateo County. GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS EDUCATION AND OUTREACH GOAL
BASELINE (2016)
TARGET (2030)
TARGET (2050)
Increase staff and visitor awareness and action on climate change Education and Outreach Indicators
Number of staff engaged through the Green Team or internal newsletter N/A
Number of docents and other volunteers trained to discuss climate change N/A
Number of press releases/newsletters/social media posts on climate
change
N/A
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 23
STRATEGIES AND ACTIONS EDUCATION AND OUTREACH STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Improve Internal Capacity to Address Climate Change
E1 Establish a Midpen Green Team to implement the Climate Action
Plan and continue improving sustainability efforts.
NR
E2 Improve internal communication about climate change through
an intranet page and newsletter on Midpen action, regional news,
and resources for staff to improve their sustainability at home.
NR
Educate Visitors and the Community About Climate Change
E3 Provide training on climate change content and communication
techniques to volunteers, rangers, and public affairs staff.
NR; VS
E4 Incorporate climate change into docent-led interpretative
activities and Public Affairs outreach events and materials.
Encourage visitors to reduce their GHG emissions with messaging
on tangible actions.
VS; PA
E5 Use Climate Action Plan actions as demonstration projects to
highlight via press releases, social media posts, informal visitor
interactions, and signage (when project is in a public area).
PA; VS
Participate and Play a Leadership Role in Regional and State Efforts
E6 Support and influence regional and state climate change-related
policies and funding allocations.
PA; AS
E7 Support and participate in regional climate change initiatives,
conferences, and general community of practice.
NR; PA
E8 Foster partnerships to respond to climate change collaboratively
and seek opportunities to share information with other agencies.
NR; PA
E9 Seek grant opportunities to fund implementation of Climate
Action Plan, carbon sequestration, and natural resource resilience
efforts.
AS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 24
Implementation and Monitoring
The Climate Action Plan identifies a suite of actions that Midpen can implement to reach its target of
reducing emissions 40% by 2030. The Climate Action Plan will be implemented through the annual Capital
Improvement and Action Plan (CIAP) and Budget process. Each year, implementation actions will be selected
based on Board-approved prioritization criteria. Annual prioritization and selection will allow Midpen to
adapt to changes and advances in technologies, climate change response options, and funding opportunities.
The selected actions and any associated funding will be subject to review by the General Manager’s Office
and approval by the Board. Departments will incorporate implementation actions for each fiscal year into
their budget requests and resource loading for staff time.
Proposed prioritization criteria for annual selection of CAP implementation actions are as follows:
• Greenhouse gas reduction effectiveness
• Cost
• Availability of external funds, such as grants or rebates
• Ease of implementation
• Operational impacts (for example, vehicle/equipment replacements need to be balanced with
operational demands of off-road patrol and maintenance)
• Staff capacity
• Ability to leverage other ongoing programs or projects for economy of scale
• Co-benefits (for example, commute actions that also increase employee retention or
vehicle/equipment actions that also enhance visitor-to-staff interactions)
• Consistency with Measure AA, Vision Plan, and Strategic Plan goals and priorities
• Consistency with other Midpen priorities
• Public feedback and requests
To track progress on implementing the Climate
Action Plan and reducing administrative GHG
emissions in line with Midpen’s climate goals,
staff will conduct a regular GHG Inventory
approximately every two years. In addition to
the key metric of GHG reduction, tracking and
reporting should also include relevant
indicators identified in the Climate Action Plan
to illuminate underlying trends contributing to
progress or challenges. These climate change
response efforts will evolve over time as
operations and solutions change, so monitoring
approaches should be flexible and focused on
collecting meaningful information that will help Midpen reach its climate change goals. The Climate Action
Plan should be updated between 2025 and 2030 to assess progress and identify new strategies in pursuit of
Midpen’s goal of reducing emissions 80% below baseline by 2050. Managing and tracking the
implementation of the Climate Action Plan is estimated to take approximately 0.5 of a full time equivalent
(FTE) staff position.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 25
Finally, the baseline GHG Inventory identified a number of areas where data was lacking or unavailable.
Future GHG Inventory updates should strive to improve data quality to give more confidence to estimates of
GHG emissions and GHG reduction strategies. Recommendations to improve data quality are as follows: VEHICLE FLEET, EQUIPMENT, AND BUSINESS TRAVEL
Institute tracking of annual fuel use and mileage by vehicle
Create system for tracking business travel – capture all flights in one GL or through manual reporting,
improve consistency of which GL is used for mileage reimbursement, scan all travel credit card receipts so
flights/rental cars/gas can be parsed out EMPLOYEE COMMUTE
Conduct regular employee commute survey with each GHG Inventory update that collects data on
commute miles, office location, transportation mode by # days per week, telework/compressed schedule
Institute tracking for number of employees participating in telework and compressed schedule options FACILITIES
Waste characterization study of field office solid waste from maintenance activities TENANT RESIDENCES
Request PG&E bills or data from tenants
Request information on participation in community choice energy options from tenants
Request other data on heating costs (e.g. quantity of firewood) from tenants OTHER DATA GAPS
Continue to seek emissions factor data specific to California rangelands
Assess carbon sequestration in grazed and ungrazed rangelands to determine effect of grazing on carbon
Determine emissions baseline using existing data on number of visitors (from car counters) and visitor
origin (from preserve use survey)
Collect data on contractor solid waste (could come from Waste Management Plan reporting required by
county)
If possible, collect data on contractor fuel use
Collect data on volunteer transportation to work sites
Incorporate full materials lifecycle analysis as methodology becomes more accessible
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 26
Adaptation, Resilience, and Carbon Sequestration
Even if global greenhouse gas emissions stopped today, some
amount of climate change is inevitable, and climate change impacts
can already be observed on Bay Area natural resources and
communities. Understanding and preparing for these impacts is
referred to as climate adaptation. Midpen’s goal in managing lands
in a changing climate is to promote the resilience of natural
resources to climate change impacts.
Climate change impacts have already been observed locally in the
Golden Gate National Parks:5
• Increase in average annual temperatures of 1.2 degrees
Celsius (2.2 degrees Fahrenheit) between 1960 and 2010
• Northern shifts in winter bird ranges of 0.5 kilometers (0.3
miles) per year between 1975 and 2004
• Upward shifts in elevation for 12 percent of endemic species
and 27 percent of non-native species between the periods
of 1895-1970 and 1971-2009
• Sea level rise of 22 centimeters (9 inches) from 1854 to 2016
• Decrease in coastal fog by 33 percent between the periods
of 1901-1925 and 1951-2008
• Increase in heavy storms by 25 percent between the periods
of 1901-1960 and 1991-2000
• Human-caused climate change accounted for 10-20% of the
2012-2014 drought
• Climate was the dominant factor controlling the extent of
wildfire burn areas between 1916 and 2003, even during
periods of active fire suppression
While adapting to climate change impacts and increasing the
resilience of natural resources is outside the scope of the Climate
Action Plan, this work falls under the broader umbrella of Midpen’s
Climate Change Program. CARBON SEQUESTRATION
Progress to-date focused on a preliminary assessment of baseline carbon sequestration and storage in
Midpen lands. Carbon sequestration is a related but distinct concept to climate mitigation (reducing
emissions) and adaptation (preparing for impacts). Carbon sequestration removes carbon from the
atmosphere and stores it in plant biomass and soils, functionally helping to reduce emissions. It is important
to note that current levels of carbon sequestration in Midpen lands are considered a baseline, and to qualify
for carbon offsets Midpen would need to undertake projects or acquisitions resulting in additional carbon
sequestration. Creating carbon offsets to sell would require a more rigorous baseline assessment and
5 Patrick Gonzalez, Ph.D. “Climate Change in the National Parks of the San Francisco Bay Area, California, USA.”
National Park Service and University of California, Berkeley, 2016.
KEY TERMS
Climate mitigation: Actions that reduce
greenhouse gas emissions, which contribute to
climate change
Climate adaptation: Actions that increase the
ability to withstand, respond to, or cope with
climate change impacts
Climate resilience: The capacity of ecosystems
to withstand and bounce back from climate
stress and hazardous events
Carbon sequestration: Process by which
carbon dioxide is moved from the atmosphere
into other stores, such as plants and soils
Carbon store: Semi-permanent biological
reservoir of carbon, such as plants and soils
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 27
verification of additional carbon sequestration. The assessment described below is intended to provide a
general order of magnitude of Midpen’s carbon sequestration to inform the direction of future work.
In 2018, GIS staff used plant biomass data from
the LANDFIRE data set, provided by the
California Air Resources Board, and soil carbon
data from the Natural Resources Conservation
Service to conduct a preliminary assessment of
baseline carbon storage and sequestration in
Midpen lands. This assessment was a
conservative estimate because complete data
was not available. The assessment found that
Midpen lands store, or hold in a semi-
permanent biological reservoir, about 372
MTCO2e per acre in plant biomass and soils, for
a total of 23 million MTCO2e across all
preserves. This semi-permanent store of carbon is best thought of as potential emissions that could be
released through wildfire or development. The assessment also found that Midpen lands sequester, or take
in through photosynthesis, about 1 MTCO2e per acre per year for a total of 61,000 MTCO2e per year across
all preserves. This ongoing movement of carbon from the atmosphere to plant biomass is best thought of as
emissions being removed from the atmosphere. Sequestration data was not available for many vegetation
types, leading to a known underestimate. While Midpen lands take in far more carbon than is emitted by
Midpen operations each year, open space preserves act as a breathing lung for the entire region. The
residents within Midpen’s jurisdictional boundary produce about 8 million MTCO2e every year,6 which means
that Midpen lands take in less than 1% of Midpen residents’ GHG emissions. Combining Midpen lands with
all other open space lands within Midpen’s jurisdictional boundary, regional carbon sequestration only takes
in 3% of regional emissions. This finding underscores the need to significantly reduce GHG emissions as an
agency and contribute to community and regional efforts to mitigate climate change.
6 “Greenhouse Gas Emission Inventory.” California Air Resources Board, 2018.
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 28
This finding is consistent with a recent study by The Nature Conservancy that found that maximizing land
conservation and stewardship across the globe could “provide 37% of cost-effective CO2 mitigation needed
through 2030” to meet the goals of the Paris Climate Agreement.7 Both land-based carbon sequestration and
storage and ambitious efforts to significantly reduce GHG emissions are needed to prevent catastrophic
climate change.
Carbon sequestration is an important benefit Midpen can incorporate as it balances managing land for
multiple benefits. Actions that increase carbon sequestration, such as restoring forests or riparian areas, may
also help prepare for climate impacts and increase resilience. Midpen can also take steps to prevent the
release of landscape carbon from catastrophic wildfire, such as fuel reduction and prescribed burns. As
discussed in the livestock section, refining Midpen’s data on landscape carbon, using that information in
planning and decision-making, and implementing projects to increase carbon sequestration are key climate
action priorities. ADAPTATION AND RESILIENCE
Going forward, adaptation and resilience efforts will focus on assessing the vulnerability of natural resources
to climate change, identifying land management strategies to increase resilience, continuing biological
monitoring, and implementing restoration projects. This work is closely tied to much of what the Natural
Resources Department manages, including prescribed and wildland fire, forest restoration, special status
species, and ongoing monitoring and restoration.
7 “Natural Climate Solutions.” Proceedings of the National Academy of Sciences, October 2017.
http://www.pnas.org/content/114/44/11645
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 29
Glossary DEPARTMENTS /DIVISIONS
• AS: Administrative Services
• E&C: Engineering and Construction
• HR: Human Resources
• IST: Information Systems and Technology
• L&F: Land and Facilities
• NR: Natural Resources
• PA: Public Affairs
• PL: Planning
• VS: Visitor Services OFFICE FACILITIES
• AO: Administrative Office
• CAO: Coastal Area Office
• FFO: Foothills Field Office
• SAO: South Area Office
• SFO: Skyline Field Office CLIMATE CHANGE TERMINOLOGY
• Administrative emissions/administrative scope: Midpen emissions from administration and
operations (vehicles, equipment, business travel, employee commute, facilities, and tenant
residences) for which Midpen is setting a quantitative GHG reduction goal
• Carbon sequestration: Process by which carbon dioxide is moved from the atmosphere into other
stores, such as plants and soils
• Carbon store: Semi-permanent biological reservoir of carbon, such as plants and soils
• Climate adaptation: Actions that increase the ability to withstand, respond to, or cope with climate
change impacts
• Climate mitigation: Actions that reduce greenhouse gas emissions, which contribute to climate
change
• Climate resilience: The capacity of ecosystems to withstand and bounce back from climate stress
and hazardous events
• Greenhouse gas (GHG): Climate change-causing gases such as carbon dioxide, methane, and nitrous
oxide, named for the warming “greenhouse effect” they have on the atmosphere by absorbing
infrared radiation
• Metric ton of carbon dioxide equivalent (MTCO2e): Standard unit of measurement for greenhouse
gases
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 30
Appendix 1: Non-Administrative Emissions – Livestock & Visitor Transportation
In addition to the administrative GHG emissions discussed in the Climate Action Plan, there are also non-
administrative GHG emissions related to Midpen activities but that Midpen has less control over, such as
livestock and visitor transportation to preserves. Livestock emissions are not included in the administrative
scope because livestock serve a very different function than vehicles and facilities, provide community
benefits, and exist within a complex biological system. Likewise, visitor transportation emissions are not
included in the administrative scope because Midpen has limited control over visitor transportation.
These sectors represent opportunities for
additional analysis to identify strategies to
reduce emissions above and beyond Midpen’s
GHG reduction goals. Initial strategies to reduce
or offset emissions are described in the
following sections. An emissions baseline of 876
MTCO2e in 2016 was determined for livestock.
However, emissions are highly variable across
cattle depending on region, diet, age, weight,
and other factors. The Intergovernmental Panel
on Climate Change estimates that the
uncertainty for cattle emissions factors is between ± 20% and ± 50%.8 Therefore, refining data on livestock
emissions and associated carbon sequestration in grazed areas is a recommendation in the Climate Action
Plan. A visitor transportation emissions baseline has not been established, but the necessary data is available
and establishing a baseline is a recommendation in the Climate Action Plan. NON-ADMINISTRATIVE EMISSIONS GOALS BASELINE (2016) TARGET (2030) TARGET (2050)
Reduce or offset livestock emissions and enhance soil carbon
sequestration
876
(MTCO2e)
N/A N/A
Reduce visitor transportation emissions Establish
baseline
N/A N/A Livestock
Midpen uses conservation grazing to manage fuel (flammable vegetation) for fire protection, enhance the
diversity of native plants and animals, help sustain the local agricultural economy, and foster the region's
rural heritage. As part of the Coastside Protection Area Service Plan, Midpen has committed to conserving
open space and agricultural land, preserving agricultural operations on the coast, and encouraging viable
agricultural use of Midpen-owned lands. Currently, Midpen has tenants grazing about 400 cattle on 10,800
acres. One grazing tenant also keeps other livestock, such as horses, sheep, pigs, and chickens; however, the
majority of grazing livestock are cattle.
8 “IPCC Good Practice Guidance and Uncertainty Management in National Greenhouse Gas Inventories.” 2006.
https://www.ipcc-nggip.iges.or.jp/public/gp/english/4_Agriculture.pdf
ADMINISTRATIVE GHG EMISSIONS 2016 BASELINE (MTCO2E)
Vehicle Fleet, Equipment, Business Travel 676
Employee Commute 463
Facilities 197
Tenant Residences 185 NON-ADMINISTRATIVE GHG EMISSIONS 2016 BASELINE (MTCO2E)
Livestock 876
Visitor Transportation TBD
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 31
Ruminant animals like cattle produce and release methane when they digest grass. Methane is a strong
greenhouse gas that has almost thirty times the impact of carbon dioxide on the atmosphere. While there are
few opportunities to change the quantities of methane that cattle release, Midpen will ensure the grazing
program is meeting land management objectives and work to maximize the carbon sequestration potential of
rangeland. Point Blue Conservation Science suggests that “methane production be acknowledged as an
intrinsic trade-off to beef production that may be justified by the role cattle play as a means to manage and
protect rangelands.”9
Livestock emissions are excluded
from the administrative scope for
the GHG Inventory and GHG
reduction goals because livestock
serve a very different function than
vehicles and facilities, provide
community benefits, and exist
within a complex biological system.
The effect of cattle grazing on soil
carbon varies widely depending on
the grazing regime. While
conventional commercial grazing
can result in a net loss of soil
carbon, prescribed grazing can
increase soil carbon, perhaps even
enough to offset some portion of
the cattle’s methane emissions from digestion.10 There are also a number of land management strategies to
increase carbon sequestration in grazed areas, such as applying compost amendments and restoring stream
habitat.11 Key next steps for addressing livestock emissions include gaining a better understanding of current
carbon sequestration and the impact of the current grazing regime, and assessing the viability of land
management practices to increase carbon sequestration.
Midpen has already taken steps to reduce livestock emissions by:
• Conducting ongoing monitoring of vegetation and environmental quality in grazed areas to ensure
grazing practices are in compliance with prescribed grazing plans.
• Meeting with partners at TomKat Ranch and San Mateo Resource Conservation District to have initial
talks on developing a carbon farm plan and developing projects to increase soil carbon sequestration
to offset livestock emissions.
9 “Methane Emissions from Livestock.” Point Blue Conservation Science Issue Brief, 2018.
10 “Methane Emissions from Livestock.” Point Blue Conservation Science Issue Brief, 2018.
11 “Carbon and Greenhouse Gas Evaluation for NRCS Conservation Practice Planning.” Natural Resources
Conservation Service. http://comet-planner.nrel.colostate.edu/COMET-Planner_Report_Final.pdf
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 32
GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS LIVESTOCK GOAL BASELINE (2016)
TARGET (2030)
TARGET (2050)
Reduce livestock emissions and enhance soil carbon sequestration 876
(MTCO2e)
N/A N/A Livestock Indicators
Number of animals with high enteric emissions (year-round equivalent
cattle, excluding calves on milk)
374
Number of animals with low enteric emissions (year-round equivalent
horses, sheep, pigs, goats, alpacas, donkeys)
177
Annual additional landscape carbon sequestration due to grazing
(MTCO2e)
Establish
baseline
Percent of annual livestock emissions offset by carbon sequestration
projects (%)
0%
STRATEGIES AND ACTIONS LIVESTOCK STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Maximize Soil Carbon Sequestration and Storage
L1 Assess current carbon sequestration in grazed and ungrazed
rangelands to determine effect of grazing on carbon.
NR
L2 Partner with San Mateo Resource Conservation District to
develop carbon farm plan.
NR; L&F
L3 Implement carbon sequestration projects identified in carbon
farm plan.
NR; L&F Ensure Grazing Program is Attaining Land Management Objectives
L4 Continue monitoring grazing impact on invasive species and fuel
reduction objectives.
NR
L5 Where agricultural sustainability is not a leading factor, assess
alternative grassland management techniques such as mowing,
prescribed burns, and use of other livestock such as goats.
NR
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 33
Visitor Transportation
Emissions associated with visitor transportation were not included in the baseline greenhouse gas inventory,
so strategies in this sector include developing a process to track visitor travel data. Visitor travel is likely a
large source of emissions over which Midpen has minimal influence. However, Midpen can support the use of
alternative transportation through infrastructure and education. Midpen can also address inequity in
communities’ access to open space by increasing transportation options for people who do not own cars.
Increasing access Midpen preserves via biking, walking, and transit will benefit Midpen’s climate efforts as
well as community health.
Midpen has already taken steps to reduce visitor transportation emissions by:
• Initiating Rancho San Antonio Carrying Capacity and Multimodal Access Study to engage stakeholders
and partner agencies in exploring non-motorized mobility, transit options, and parking alternatives.
• Installing visitor use counters at 13 locations in 2017 to collect data on preserve visitation.
• Conducting preserve use survey in 2017 that included questions on transportation.
• Providing bike racks at preserve parking lots. GOALS, TARGETS, AND KEY PERFORMANCE INDICATORS VISITOR TRANSPORTATION GOAL
BASELINE (2016)
TARGET (2030)
TARGET (2050)
Reduce visitor transportation emissions Establish
baseline
Visitor Transportation Indicators
Total visitor miles to and from preserves (miles) Establish
baseline
Percent of visitor trips made via transit, bike, or electric vehicle (%) Establish
baseline
STRATEGIES ACTIONS VISITOR TRANSPORTATION STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Collect Data on Visitor Transportation
T1 Establish visitor transportation emissions baseline. NR
T2 Complete Rancho San Antonio Carrying Capacity and Multimodal
Access Study, implement results, and identify relevant findings
that could be applied to other preserves.
PL
Increase Visitor Use of Electric Vehicles, Bikes, and Public Transit
T3 Install electric vehicle chargers at preserve parking lots. L&F
T4 Install bike racks at preserves where bikes are allowed. L&F
T5 Partner with San Mateo County Parks to identify lessons learned
from their parks shuttle pilot project.
PL
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 34
Appendix 2: Full Strategies and Actions List by Sector VEHICLE, EQUIPMENT, & BUSINESS TRAVEL STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Increase Electric and Alternative Fuel Vehicles and Equipment
V1 Switch fuel tanks to renewable diesel. L&F
V2 Track technology development for hybrid, electric, or alternative
fuel trucks. When a viable option comes on the market, acquire
and test one truck as a pilot project.
L&F; VS
V3 Install electric vehicle chargers at all field offices. L&F
V4 Purchase one hybrid or long-range electric vehicle for each field
office for highway/town travel and on-road maintenance
projects.
L&F
V5 Acquire and test new electric equipment as technology develops.
Update Maintenance Operations Manual to provide guidance to
choose electric maintenance equipment when tasks allows.
L&F
V6 As administrative vehicles are up for replacement, replace with
electric or hybrid vehicles wherever possible.
L&F Increase Vehicle Fuel Economy
V7 Evaluate fire response program and assess feasibility of
alternative fire response models with lower emissions, such as
acquiring brush trucks and downsizing F350s (e.g. City of Palo
Alto).
VS; L&F
V8 Update Maintenance Operations Manual to provide guidance to
choose most fuel efficient vehicle possible for task.
L&F Increase Use of Alternative Electric Transportation Options
V9 Acquire and test electric bikes, motorcycles, ATVs, or mules as
technology develops. Stage electric transportation equipment at
preserves to enable use.
L&F; VS
V10 Expand ranger patrols on electric bikes, motorcycles, ATVs, or
mules. Update Ranger Operations Manual to encourage this
option and provide guidance.
VS
V11 Update Maintenance Operations Manual to provide guidance to
use electric transportation equipment to get to/from project site
when tasks allows.
L&F
Reduce Vehicle Miles Driven
V12 Evaluate patrol and maintenance circulation routes to identify
mileage-reduction opportunities.
VS; L&F
V13 Minimize driving to meetings and trainings through
teleconferencing technology and efficient scheduling.
IST Purchase Carbon Offsets for Flights
V14 Purchase carbon offsets for flights. AS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 35
EMPLOYEE COMMUTE STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Reduce the Number of Commute Days
C1 Expand and encourage telecommuting. HR; IST
C2 Expand and encourage compressed work schedules. HR; VS; L&F Incentivize and Enable Low-Emissions Commute Modes
C3 Create an incentive for employees commuting via carpool, public
transit, bike, or electric vehicle.
HR
C4 Install electric vehicle chargers at all field offices. L&F
C5 Create intranet page with commute resources and carpool
database.
HR
C6 Offer competitive pricing for employee electric vehicle charging. AS
C7 Assess opportunities to partner with local employee shuttles (e.g.,
Chariot, San Mateo County, and tech companies).
HR
C8 Create a guaranteed ride home safeguard to reimburse an
employee’s taxi or rideshare ride home in case of personal
emergency or illness.
HR
Reduce Commute Distances
C9 Pilot project to allow administrative employees to work out of the
new South Area Office two days per week.
L&F
C10 Assess the feasibility of acquiring more Midpen-owned housing. PL
FACILITIES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Move Towards 100% Renewable Electricity for All Midpen Facilities
F1 Purchase 100% renewable electricity for Midpen facilities. AS
F2 Assess the feasibility of rooftop/carport solar at the Foothills Field
Office, Skyline Field Office, and preserve parking lots and
implement where possible.
E&C
Maximize Energy Efficiency in New and Existing Buildings
F3 Implement energy efficiency upgrades at the Skyline and Foothills
Field Offices, including measures identified in the Ecology Action
Energy Audit.
L&F; E&C
F4 Seek the highest level of energy efficiency and sustainability
possible while planning for the new Administrative Office,
including LEED standard and/or utilizing electric heating to
achieve zero net energy.
E&C
F5 Assess the feasibility of a weekly or biweekly administrative office
closure (compressed schedules or telework on closure day).
L&F; HR Reduce Solid Waste Generated Through Midpen Operations
F6 Implement office waste reduction measures: restart compost
program, improve recycling, and minimize single-use disposables
at events.
L&F
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 36
F7 Study characterization of waste generated from maintenance
activities; identify any additional opportunities to reuse or divert
maintenance materials.
L&F
F8 Update waste diversion policy and create contract language to
incentivize contractors to use sustainable practices, such as
reducing solid waste and fuel use, and provide documentation to
Midpen.
E&C; AS
TENANT RESIDENCES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Move Towards 100% Renewable Electricity for Residences
R1 Encourage residents to purchase 100% renewable electricity and
require as leases are renewed.
L&F Increase Energy Efficiency
R2 Make basic energy efficiency upgrades such as installing weather
stripping, LED lighting, and double-paned windows.
L&F
R3 Assess the viability of more significant energy efficiency
improvements such as heat pumps and insulation.
L&F Mover Towards Cleaner Heat Sources
R4 Reduce woodstove use by installing or upgrading gas or
preferably electric heating in homes with woodstoves.
L&F Improve Data and Guidance for Decision-Making
R5 Ask tenants to share PG&E bills and other heat expenses with
Midpen to improve data and GHG monitoring.
L&F
R6 Create guidelines to incorporate sustainability into decisions
about residence improvements.
L&F
EDUCATION AND OUTREACH STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Improve Internal Capacity to Address Climate Change
E1 Establish a Midpen Green Team to implement the Climate Action
Plan and continue improving sustainability efforts.
NR
E2 Improve internal communication about climate change through
an intranet page and newsletter on Midpen action, regional news,
and resources for staff to improve their sustainability at home.
NR
Educate Visitors and the Community About Climate Change
E3 Provide training on climate change content and communication
techniques to volunteers, rangers, and public affairs staff.
NR; VS
E4 Incorporate climate change into docent-led interpretative
activities and Public Affairs outreach events and materials.
Encourage visitors to reduce their GHG emissions with messaging
on tangible actions.
VS; PA
E5 Use Climate Action Plan actions as demonstration projects to
highlight via press releases, social media posts, informal visitor
interactions, and signage (when project is in a public area).
PA; VS
Participate and Play a Leadership Role in Regional and State Efforts
E6 Support and influence regional and state climate change-related
policies and funding allocations.
PA; AS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 37
E7 Support and participate in regional climate change initiatives,
conferences, and general community of practice.
NR; PA
E8 Foster partnerships to respond to climate change collaboratively
and seek opportunities to share information with other agencies.
NR; PA
E9 Seek grant opportunities to fund implementation of Climate
Action Plan, carbon sequestration, and natural resource resilience
efforts.
AS
LIVESTOCK STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Maximize Soil Carbon Sequestration and Storage
L1 Assess current carbon sequestration in grazed and ungrazed
rangelands to determine effect of grazing on carbon.
NR
L2 Partner with San Mateo Resource Conservation District to
develop carbon farm plan.
NR; L&F
L3 Implement carbon sequestration projects identified in carbon
farm plan.
NR; L&F Ensure Grazing Program is Attaining Land Management Objectives
L4 Continue monitoring grazing impact on invasive species and fuel
reduction objectives.
NR
L5 Where agricultural sustainability is not a leading factor, assess
alternative grassland management techniques such as mowing,
prescribed burns, and use of other livestock such as goats.
NR
VISITOR TRANSPORTATION STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Collect Data on Visitor Transportation
T1 Establish visitor transportation emissions baseline. NR
T2 Complete Rancho San Antonio Carrying Capacity and Multimodal
Access Study, implement results, and identify relevant findings
that could be applied to other preserves.
PL
Increase Visitor Use of Electric Vehicles, Bikes, and Public Transit
T3 Install electric vehicle chargers at preserve parking lots. L&F
T4 Install bike racks at preserves where bikes are allowed. L&F
T5 Partner with San Mateo County Parks to identify lessons learned
from their parks shuttle pilot project.
PL
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 38
Appendix 3: Full Strategies and Actions List by Department LAND AND FACILITIES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Complete
V1 Switch fuel tanks to renewable diesel. L&F Ongoing
C2 Expand and encourage compressed work schedules. HR; VS; L&F
F6 Implement office waste reduction measures: restart compost
program, improve recycling, and minimize single-use disposables
at events.
L&F
V2 Track technology development for hybrid, electric, or alternative
fuel trucks. When a viable option comes on the market, acquire
and test one truck as a pilot project.
L&F; VS
V6 As administrative vehicles are up for replacement, replace with
electric or hybrid vehicles wherever possible.
L&F Short-term
C4 Install electric vehicle chargers at all field offices. L&F
F3 Implement energy efficiency upgrades at the Skyline and Foothills
Field Offices, including measures identified in the Ecology Action
Energy Audit.
L&F; E&C
F7 Study characterization of waste generated from maintenance
activities; identify any additional opportunities to reuse or divert
maintenance materials.
L&F
L2 Partner with San Mateo Resource Conservation District to
develop carbon farm plan.
NR; L&F
R1 Encourage residents to purchase 100% renewable electricity and
require as leases are renewed.
L&F
R2 Make basic energy efficiency upgrades such as installing weather
stripping, LED lighting, and double-paned windows.
L&F
R5 Ask tenants to share PG&E bills and other heat expenses with
Midpen to improve data and GHG monitoring.
L&F
T3 Install electric vehicle chargers at preserve parking lots. L&F
T4 Install bike racks at preserves where bikes are allowed. L&F
V3 Install electric vehicle chargers at all field offices. L&F
V7 Evaluate fire response program and assess feasibility of
alternative fire response models with lower emissions, such as
acquiring brush trucks and downsizing F350s (e.g. City of Palo
Alto).
VS; L&F
V8 Update Maintenance Operations Manual to provide guidance to
choose most fuel efficient vehicle possible for task.
L&F
V9 Acquire and test electric bikes, motorcycles, ATVs, or mules as
technology develops. Stage electric transportation equipment at
preserves to enable use.
L&F; VS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 39
V11 Update Maintenance Operations Manual to provide guidance to
use electric transportation equipment to get to/from project site
when tasks allows.
L&F
Medium-Term
C9 Pilot project to allow administrative employees to work out of the
new South Area Office two days per week.
L&F
F5 Assess the feasibility of a weekly or biweekly administrative office
closure (compressed schedules or telework on closure day).
L&F; HR
L3 Implement carbon sequestration projects identified in carbon
farm plan.
NR; L&F
R3 Assess the viability of more significant energy efficiency
improvements such as heat pumps and insulation.
L&F
R4 Reduce woodstove use by installing or upgrading gas or
preferably electric heating in homes with woodstoves.
L&F
R6 Create guidelines to incorporate sustainability into decisions
about residence improvements.
L&F
V4 Purchase one hybrid or long-range electric vehicle for each field
office for highway/town travel and on-road maintenance
projects.
L&F
V5 Acquire and test new electric equipment as technology develops.
Update Maintenance Operations Manual to provide guidance to
choose electric maintenance equipment when tasks allows.
L&F
V12 Evaluate patrol and maintenance circulation routes to identify
mileage-reduction opportunities.
VS; L&F
NATURAL RESOURCES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
E1 Establish a Midpen Green Team to implement the Climate Action
Plan and continue improving sustainability efforts.
NR
E3 Provide training on climate change content and communication
techniques to volunteers, rangers, and public affairs staff.
NR; VS
E7 Support and participate in regional climate change initiatives,
conferences, and general community of practice.
NR; PA
E8 Foster partnerships to respond to climate change collaboratively
and seek opportunities to share information with other agencies.
NR; PA
L4 Continue monitoring grazing impact on invasive species and fuel
reduction objectives.
NR
T1 Establish visitor transportation emissions baseline. NR Short-Term
E2 Improve internal communication about climate change through
an intranet page and newsletter on Midpen action, regional news,
and resources for staff to improve their sustainability at home.
NR
L1 Assess current carbon sequestration in grazed and ungrazed
rangelands to determine effect of grazing on carbon.
NR
L2 Partner with San Mateo Resource Conservation District to
develop carbon farm plan.
NR; L&F
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 40
L5 Where agricultural sustainability is not a leading factor, assess
alternative grassland management techniques such as mowing,
prescribed burns, and use of other livestock such as goats.
NR
Medium-Term
L3 Implement carbon sequestration projects identified in carbon
farm plan.
NR; L&F
VISITOR SERVICES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
C2 Expand and encourage compressed work schedules. HR; VS; L&F
E3 Provide training on climate change content and communication
techniques to docents, rangers, and public affairs staff.
NR; VS
E4 Incorporate climate change into docent-led interpretative
activities and Public Affairs outreach events and materials.
Encourage visitors to reduce their GHG emissions with messaging
on tangible actions.
VS; PA
V2 Track technology development for hybrid, electric, or alternative
fuel trucks. When a viable option comes on the market, acquire
and test one truck as a pilot project.
L&F; VS
Short-Term
E5 Use Climate Action Plan actions as demonstration projects to
highlight via press releases, social media posts, informal visitor
interactions, and signage (when project is in a public area).
PA; VS
V7 Evaluate fire response program and assess feasibility of
alternative fire response models with lower emissions, such as
acquiring brush trucks and downsizing F350s (e.g. City of Palo
Alto).
VS; L&F
V9 Acquire and test electric bikes, motorcycles, ATVs, or mules as
technology develops. Stage electric transportation equipment at
preserves to enable use.
L&F; VS
V10 Expand ranger patrols on electric bikes, motorcycles, ATVs, or
mules. Update Ranger Operations Manual to encourage this
option and provide guidance.
VS
Medium-Term
V12 Evaluate patrol and maintenance circulation routes to identify
mileage-reduction opportunities.
VS; L&F
HUMAN RESOURCES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
C1 Expand and encourage telecommuting. HR; IST
C2 Expand and encourage compressed work schedules. HR; VS; L&F Short-Term
C3 Create an incentive for employees commuting via carpool, public
transit, bike, or electric vehicle.
HR
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 41
C5 Create intranet page with commute resources and carpool
database.
HR
C8 Create a guaranteed ride home safeguard to reimburse an
employee’s taxi or rideshare ride home in case of personal
emergency or illness.
HR
Medium-Term
C7 Assess opportunities to partner with local employee shuttles (e.g.,
Chariot, San Mateo County, and tech companies).
HR
F5 Assess the feasibility of a weekly or biweekly administrative office
closure (compressed schedules or telework on closure day).
L&F; HR
ADMINISTRATIVE SERVICES STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
E7 Support and participate in regional climate change initiatives,
conferences, and general community of practice.
PA; AS Short-Term
C6 Offer competitive pricing for employee electric vehicle charging. AS
E9 Seek grant opportunities to fund implementation of Climate
Action Plan, carbon sequestration, and natural resource resilience
efforts.
AS
F1 Purchase 100% renewable electricity for Midpen facilities. AS
F8 Update waste diversion policy and create contract language to
incentivize contractors to use sustainable practices, such as
reducing solid waste and fuel use, and provide documentation to
Midpen.
E&C; AS
V14 Purchase carbon offsets for flights. AS
PUBLIC AFFAIRS STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
E4 Incorporate climate change into docent-led interpretative
activities and Public Affairs outreach events and materials.
Encourage visitors to reduce their GHG emissions with messaging
on tangible actions.
VS; PA
E6 Support and influence regional and state climate change-related
policies and funding allocations.
PA; AS
E7 Support and participate in regional climate change initiatives,
conferences, and general community of practice.
NR; PA
E8 Foster partnerships to respond to climate change collaboratively
and seek opportunities to share information with other agencies.
NR; PA Short-Term
E5 Use Climate Action Plan actions as demonstration projects to
highlight via press releases, social media posts, informal visitor
interactions, and signage (when project is in a public area).
PA; VS
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 42
ENGINEERING AND CONSTRUCTION STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Short-Term
F3 Implement energy efficiency upgrades at the Skyline and Foothills
Field Offices, including measures identified in the Ecology Action
Energy Audit.
L&F; E&C
F4 Seek the highest level of energy efficiency and sustainability
possible while planning for the new Administrative Office,
including LEED standard and/or utilizing electric heating to
achieve zero net energy.
E&C
F8 Update waste diversion policy and create contract language to
incentivize contractors to use sustainable practices, such as
reducing solid waste and fuel use, and provide documentation to
Midpen.
E&C; AS
Medium-Term
F2 Assess the feasibility of rooftop/carport solar at the Foothills Field
Office, Skyline Field Office, and preserve parking lots and
implement where possible.
E&C
PLANNING STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
T2 Complete Rancho San Antonio Carrying Capacity and Multimodal
Access Study, implement results, and identify relevant findings
that could be applied to other preserves.
PL
Medium-Term
T5 Partner with San Mateo County Parks to identify lessons learned
from their parks shuttle pilot project.
PL Long-Term
C10 Assess the feasibility of acquiring more Midpen-owned housing. PL
INFORMATION SYSTEMS AND TECHNOLOGY STRATEGIES AND ACTIONS LEAD DEPARTMENT TIMEFRAME Ongoing
C1 Expand and encourage telecommuting. HR; IST
V13 Minimize driving to meetings and trainings through
teleconferencing technology and efficient scheduling.
IST
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 43
Appendix 4: Full List of Performance Indicators VEHICLE, EQUIPMENT, & BUSINESS TRAVEL INDICATORS BASELINE (2016)
Average vehicle fuel economy (miles per gallon) 15.6
Total fleet vehicle miles traveled (miles, WEX cards only) 883,713
Proportion of equipment that is powered by renewable fuel or electricity (%) 0%
Annual miles flown for business travel (miles) 50,000
EMPLOYEE COMMUTE INDICATORS BASELINE (2016)
Total drive alone employee vehicle miles traveled (miles) 1,350,784
Percent of employees who always drive alone to work (%) 83%
Percent of employees who work a compressed 9/80 schedule (%) 32%
Percent of administrative employees who telecommute regularly (%) 9%
FACILITIES INDICATORS BASELINE (2016)
Administrative office electricity use per square foot (annual kWh/SQFT) 11.34
Field office average electricity use per square foot (annual kWh/SQFT) 5.37
Percent of electricity from renewable sources (%) 33%
Solid waste diversion rate (% diverted) 34%
TENANT RESIDENCES INDICATORS BASELINE (2016)
Percent of tenant residences using electric heat (%) 32%
Percent of tenants purchasing highest renewable option from utility (%) 0%
LIVESTOCK INDICATORS BASELINE (2016)
Number of animals with high enteric emissions (year-round equivalent cattle,
excluding calves on milk)
374
Number of animals with low enteric emissions (year-round equivalent horses, sheep,
pigs, goats, alpacas, donkeys)
177
Annual additional landscape carbon sequestration due to grazing (MTCO2e) Establish
baseline
Percent of annual livestock emissions offset by carbon sequestration projects (%) 0%
VISITOR TRANSPORTATION INDICATORS
BASELINE (2016)
Total visitor miles to and from preserves (miles) Establish
baseline
Percent of visitor trips made via transit, bike, or electric vehicle (%) Establish
baseline
Attachment 3
Climate Action Plan - DRAFT | September 2018 | page 44
EDUCATION AND OUTREACH INDICATORS
BASELINE (2016)
Number of staff engaged through the Green Team or internal newsletter N/A
Number of docents and other volunteers trained to discuss climate change N/A
Number of press releases/newsletters/social media posts on climate change N/A
Attachment 3
R-18-104
Meeting 18-33
September 12, 2018
AGENDA ITEM 7
AGENDA ITEM
Revisions to Board Policy 5.01 – Site Naming, Gift, and Special Recognition, Section III (B)
Constituent Memorial Benches
GENERAL MANAGER’S RECOMMENDATIONS
1. Approve the recommended revisions to Board Policy 5.01 – Site Naming, Gift, and Special
Recognition, Section III (B) Constituent Memorial Benches as recommended by the
Legislative, Funding, and Public Affairs Committee.
2. Direct the General Manager to identify new bench locations in high use areas and other suitable
rest sites for inclusion in the Constituent Bench Program.
SUMMARY
In February 2016, the Midpeninsula Regional Open Space District (District) Board of Directors
(Board) expressed an interest in understanding the best practices of memorial bench programs at
other park and open space agencies to inform potential changes to District policies. Public Affairs
completed this research and based on the findings, presented several options to the Legislative,
Funding and Public Affairs Committee (LFPAC) to update Board Policy 5.01, Section III (B)
Constituent Memorial Benches. Following committee discussion, LFPAC voted to forward policy
revisions to the full Board to allow constituents to request the dedication of a District bench in
honor (living) or memory (deceased) of a “Significant Supporter” or “Volunteer” for a ten-year
term with a $5,000 donation. LFPAC also recommends refining the eligibility definition for
“Volunteer” to be consistent with the requirements for inclusion in the District’s Volunteer
Recognition Sign. The proposed policy changes retain Board member authority to honor
"Founders," "Significant Supporters", and “Volunteers”. The only change to Board-requested
bench dedications is an expansion of the program to include honorary benches for living
individuals, which formalizes District past practice.
DISCUSSION
Existing District Benches
There are currently a total of 63 benches within District lands – 35 undedicated benches and 28
dedicated benches. The locations of each bench are integrated in the District’s Enterprise GIS
system. The District has installed each of these benches in one of three ways:
• District Rest Benches – as a visitor amenity identified by staff during a preserve planning
process or in response to an operational need.
R-18-104 Page 2
• Constituent Memorial Benches – benches requested by members of the public in memory
of significant supporters or volunteers.
• District Memorial Benches - benches requested by members of the Board of Directors to
honor founders, significant supporters, or volunteers.
Constituent Memorial Benches and Eligibility
Board Policy 5.01, Section III (B) Constituent Memorial Benches identifies eligible opportunities
for constituents to honor deceased individuals through the dedication of a memorial bench in a
natural preserve setting. Memorial benches are also low-intensity visitor amenities that provide the
broader public a stable and comfortable place to rest while out enjoying open space.
Board Policy 5.01 currently limits the program to memorial benches dedicated to “a deceased
significant supporter or volunteer” as follows:
B. Constituent Memorial Benches
These are benches which have been requested by constituents in order to
honor a member of the public and are funded by the requestors who must pay
$5,000 for the lifetime cost of the bench. LFPAC discusses requests for these
benches and decides which requests will be referred to the full Board for a
vote. Requests must be in reference to a deceased significant supporter or a
volunteer, as defined in the following sections.
"Significant Supporters" shall be defined as individuals or group of individuals
who have shown conspicuous or noteworthy support for the District through
extraordinary contributions of time and effort to the advancement of the goals,
philosophy and mission of the District.
“Volunteers” shall be defined as individuals or groups of individuals who
donated their time to the District by working for the District’s docent or
volunteer program.
History of Requests
In the past 8 years, the District has formally received 16 memorial bench requests from
constituents. One request has met the eligibility requirements under the current policy, which
was the commemoration in 2013 of long-time District volunteer and docent Betty Salveter. The
District respectfully declined the other 15 requests.
Memorial Bench Research
In response to Board interest for more information related to memorial bench programs, Public
Affairs compiled bench policies from East Bay Regional Park District, Santa Clara County
Parks, Marin County Parks, County of San Mateo Parks Department, Sonoma County Regional
Parks Foundation, Boulder County Parks and Open Space, and Jefferson County Open Space.
Memorial Bench programs are more common in traditional Park Agencies and less common in
Open Space Districts. Both Jefferson County Open Space and Douglas County Open Space
discontinued their memorial bench program due to a lack of dedicated staffing to administer the
program. Marin County Parks discontinued their memorial bench program and started a Tree
Dedication program in 2017. Most park agencies with a memorial bench program implement a
10-year bench dedication timeframe and require a donation of $5,000 to $10,000.
R-18-104 Page 3
Recommended Policy Updates (Attachment 1)
Based on research, best practices, and input from LFPAC, the General Manager recommends
updating the policy language under Section III (B) Constituent Memorial Benches as
summarized below.
• Expand the program to include “honorary” benches to recognize living individuals who
meet District eligibility requirements.
• Set a ten (10) year timeframe for each constituent bench dedication, with an option to
renew for an additional $5,000, consistent with industry standard practices.
• Refine the eligibility definition of “Volunteers” as individuals or groups of individuals
who donated a minimum of 250 volunteer hours and 5 years of service, consistent
with the eligibility requirements for inclusion in the Volunteer Recognition Sign.
• Limit the bench location selection for constituent bench requests to an established list of
District bench sites that meet District operational needs.
• Remove the administrative requirement of depositing donations into a separate interest
bearing Memorial Bench Fund account. The administrative burden outweighs the total
amount of donations that may be collected.
With the recommended updates, members of the public could request an honorary or memorial
bench for a living or deceased significant supporter or volunteer who meets District eligibility
requirements. Constituent requestors would be limited to District standard benches, and would
select a bench site from a District established list. If the requestor selects an existing undedicated
bench, staff would determine whether to replace the bench at the time of dedication. Benches
would include a standard plaque and be dedicated for a 10-year term with a $5,000 donation to
offset costs. Requestors would have the option to renew the dedication every 10 years with an
accompanying $5,000 donation. Staff would add information about the Constituent Memorial
Bench program to the District website, including an online application form. Public Affairs
would serve as the main point of contact and review all constituent bench requests. Requests
that are administratively declined may be appealed to the General Manager for a second review.
LFPAC would review requests that meet eligibility requirements and forward a recommendation
to the full Board of Directors, who retain final approval for bench requests.
These proposed policy changes are largely limited to Constituent Bench Requests. Board
members would continue to retain the authority to honor "Founders," "Significant Supporters"
and “Volunteers” as in the past. The only change is an expansion of the program to include
honorary benches for living individuals, which will formalize past District practice.
Consideration of Additional Bench Locations for Inclusion in the Bench Program
Recently, members of the Board have expressed an interest in expanding the number of rest
benches in District preserves to further accommodate visitors who may have difficulties walking
long distances. If shared by a majority of the Board, the Board may wish to direct the General
Manager to identify new bench locations in high use areas and other suitable rest sites for
inclusion in the memorial bench program.
R-18-104 Page 4
FISCAL IMPACT
All costs associated with District benches are budgeted in the General Fund Operating Budget
under the Land and Facilities Department. Below are the costs estimates for the program.
For an Existing Bench:
• Total donation: $5,000
• Total cost for an existing bench: $1,320
o Personalized Plaque: $320
o Shipping Costs: $150
o Plaque installation: $250
o Bench & plaque maintenance: $600
For a New Bench:
• Total donation: $5,000
• Total cost of a new bench: $2,420
o New standard bench: $705
o Personalized plaque: $320
o Shipping Costs: $295
o Assembly and installation of the
bench and plaque: $500
o Bench & plaque maintenance: $600
BOARD COMMITTEE REVIEW
LFPAC reviewed this item on July 17, 2018 (please refer to Attachment 2 for meeting minutes).
Directors Harris and Hassett recommended Board approval, with Director Hanko abstaining.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
The proposed action is not a project under the California Environmental Quality Act (CEQA)
and no environmental review is required.
NEXT STEPS
Upon Board approval, the General Manager will direct staff to implement the updated policy.
Attachments:
1. Board Policy 5.01 Site Naming, Gift, and Special Recognition with recommended
updates shown in tracked changes
2. LFPAC draft minutes from July 17, 2018 meeting
Responsible Department Head:
Cydney Bieber, Acting Public Affairs Manager
Author:
Carmen Lau, Public Affairs Specialist I
Attachment 1
Midpeninsula Regional Open Space District
Board Policy Manual
Site Naming, Gift, and Special
Recognition
Policy 5.01
Chapter 5 – Historical/Cultural
Effective Date: 8/25/93 Revised Date: 11/13/13XX/XX/XX
Prior Versions: 8/25/93, 9/14/94, 6/24/98, 9/12/01, 10/8/08, 1/13/10, 10/27/10, 11/13/13
I. SITE NAMING
All District site names and signs should be kept as simple and functional as possible. When
a property is acquired, either as an addition to an existing preserve or for the
establishment of a new preserve, a name will be recommended in the Preliminary Use and
Management Plan. In most cases, "open space preserve" is appropriate as part of the
name; however, there may be circumstances when another designation may be used. In
some cases, a temporary name may be retained until the next Comprehensive Use and
Management Plan review.
A. Open Space Preserves
The name given to each open space preserve should be general enough to remain suitable
if the site is enlarged, but specific enough to give its location some significance. Properties
added to an open space preserve may not always be contiguous with that preserve.
1. Preserves shall be named after:
a) Geographical features of broad, general significance to the preserve;
b) Historical persons, cultural names, uses, or events broadly
associated with the locale.
2. Preserves shall not be named after any individuals other than historical
persons as noted above.
B. Preserve Areas, Trails, Site Improvements, Historic Sites and Unnamed Natural
Features
This designation refers to specific locations, land formations, trails, natural and physical
features, staging areas and other site improvements, and areas of significance within
open space preserves. Recognition of significant land gifts, including "bargain"
purchases, will be negotiated at the time of the gift or bargain purchase.
Attachment 1
1. Preserve areas, trails, site improvements including benches and bridges,
historic sites and previously unnamed natural features shall ordinarily be named after:
a) Geographical, botanical or zoological identification;
b) Historical persons, uses, or events associated with the site, or
persons and organizations listed in Section III: “Special Recognition”.
2. Preserve areas, trails, site improvements, historic sites and unnamed natural
features may in rare instances be named after a living individual who has made an
outstanding contribution to the District, subject to approval by the Board of Directors.
II. GIFT RECOGNITION
The purpose of the gift recognition policy is to provide an opportunity for the District to
recognize and commend individuals or groups that have made significant contributions of
cash, equipment, materials, goods or professional services toward the enhancement of the
District, its programs, and its facilities.
A. Unsolicited Cash Gifts:
Up to $25 Postcard of thanks
$26 to $499 Letter signed by General Manager
$500 to $1,999 Letter signed by President of the Board
$2,000 to $4,999 Letter signed by President of the Board and District gift
item (note cards, etc.)
$5,000 to $9,999 Letter signed by President of the Board and framed
photograph of favorite District preserve
$10,000 or more Letter signed by President of the Board and Resolution and
framed photograph of District preserve and mention in a
District publication*
*These items will be provided only if desired by the donor.
III. SPECIAL RECOGNITION
The Legislative, Funding and Public Affairs Committee (LFPAC) shall be the committee
designated to discuss all requests that meet the criteria of the policy for special recognition,
made by members of the Board of Directors or by members of the public, including bench
memorials and the naming of bridges, and after deliberation shall decide which requests will
be referredforward a recommendation to the full Board for a vote.
The District places benches in its preserves for three distinct purposes:
A. District Rest Benches
These benches provide constituents with a place to rest. District staff places these
benches without involving a District committee or the full Board. Regular benches must
Attachment 1
be either a backed or a backless standard bench as described in Section V below.
B. Constituent Memorial Bench Dedicationses
These are benches which have been requested by constituents in order to honor or memorialize
a member of the public and are funded by the requestors who must pay $5,000 for the lifetime
cost of the bencha 10-year term. Requests must be in reference to a deceased significant
supporter or a volunteer, as defined in the following sSection III D belows. Staff forwards and
LFPAC discusses requests for these benches that meet the eligibility definitions and forwards a
committee recommendation decides which requests will be referredto the full Board for a vote.
Requests that are administratively declined because they do not meet the eligibility definitions
may be appealed to the General Manager for a second review.
a) Constituent memorial bench dedicationses shall only be selected from
and placed in locations that have been pre-determined by the District and/or approved by the
Use and Management committee and/or by the full Board of Directors.
b) If a request for special recognition is approved by the Board of
Directors, the requestor(s) shall pay for the cost of constructing, installing and maintaining a
memorial bench and plaque by contributing $5,000 to a Memorial Bench Fund to cover the
10-year dedication termlifetime cost of the bench. The District will put this fund into an
interest-bearing account which will be used solely for memorial bench construction,
installation, repair, and maintenance.
c) Bench plaques will be 2 x 6 inches in size.
d) Benches must be one of the two District standard bench designs.
e) Constituent bench dedications will have a term limit of 10 years. After
10 years, the original donor will have the option to contribute an additional $5,000 donation
for each additional 10-year term. Should the original donor decline to renew an existing bench,
the bench will be offered to the public for re-dedication.
C. District Memorial Bench Dedicationses
These are benches which are installed by the District in response to requests by members
of the Board of Directors to honor deceased "Founders," "Significant Supporters", and
“Volunteers”.
a) LFPAC can initiate a bench request and refer a decision to the full
Board or individual Board members can initiate a bench request which will be referred to
LFPAC for discussion before it is referred to the full Board for a final decision. Honorees
must be deceased "Founders", "Significant Supporters", and “Volunteers” (per policy
Section III D below).
b) For these benches there are no design specification limits or limits
on their location. The District will pay for the lifetime cost of the bench.
Attachment 1
D. Deceased Founders, Significant Supporters, and Volunteers
"Founders", "Significant Supporters", and “Volunteers” are eligible for special
recognition, including memorials.
"Founders" shall be defined as an individual or group of individuals who participated in
the formation of the District, or were significant supporters of the formation of the
District.
"Significant Supporters" shall be defined as individuals or group of individuals who have shown
conspicuous or noteworthy support for the District through extraordinary contributions of time
and effort to the advancement of the goals, philosophy and mission of the District.
“Volunteers” shall be defined as individuals or groups of individuals who donated a minimum
of 250 volunteer hours and 5 years of service their time to the District by working for the
District’s docent or volunteer program.
IV. RECOGNITION OF HISTORIC SITES
A. A recognition monument, normally in plaque form, may be considered by the
Board if it is in relation to a specific existing building or other remaining structure of
significant historic value. In such cases, the plaque will be affixed or in close proximity to the
structure itself. If there is no structure, then recognition may he considered for inclusion on
District informational materials or trail signage. Such a site, in the absence of a building or
structure, will ordinarily not be physically marked except as determined by the Board on a
case-by-case basis as part of the Use and Management planning process for the
corresponding open space preserve.
Any Board-approved memorial names shall be included in site brochures, maps, or
other informational materials.
V. STANDARD BENCH DESIGN SPECIFICATION
A. District Rest Benches and Constituent Memorial Bbench Dedicationses,
described in III (A) and (B) above, are limited to either of the two following standard bench
designs:
Backed bench:
Dumor - Bench 88, recycled plastic slates (color: CEDAR), steel leg supports
(color: BLACK, IMBEDDED)
6’ or 8’ lengths
Backless bench:
Dumor - Bench 103, recycled plastic slates (color: CEDAR), steel leg supports
(color: BLACK, IMBEDDED)
103-60PL 6' long, 3 supports
Attachment 1
103-80PL 8' long, 3 supports
B. LFPAC can at any point bring designs to the Board that differ from the
District’s standard bench designs.
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Tuesday, July 17, 2018
2:00PM
DRAFT MINUTES
CALL TO ORDER
Director Harris called the meeting of the Legislative, Funding, and Public Affairs Committee to
order at 2:08 p.m.
ROLL CALL
Members present: Cecily Harris, Larry Hassett
Members absent: Nonette Hanko
Staff present: Acting General Manager Ana Ruiz, Acting General Counsel Hilary
Stevenson, Chief Financial Officer/Director of Administrative Services
Stefan Jaskulak, Acting Assistant General Manager Christine Butterfield,
Acting Assistant General Manager Brian Malone, Acting Public Affairs
Manager Cydney Bieber, Governmental Affairs Specialist Joshua Hugg,
Public Affairs Specialist I Carmen Lau, Public Affairs Assistant Jordan
McDaniel
ORAL COMMUNICATIONS
No speakers present.
ADOPTION OF AGENDA
Motion: Director Hassett moved, and Director Harris seconded the motion to adopt the agenda.
VOTE: 2-0-0 (Director Hanko absent)
Attachment 2
LFPAC Page 2
July 17, 2018
COMMITTEE BUSINESS
1. Approve the March 27, 2018 Legislative, Funding, and Public Affairs Committee
Meeting Minutes.
Motion: Director Hassett moved, and Director Harris seconded the motion to approve the March
27, 2018 Legislative, Funding, and Public Affairs committee meeting minutes.
Public comment opened at 2:09 p.m.
No speakers present.
Public comment closed at 2:10 p.m.
VOTE: 2-0-0 (Director Hanko absent)
2. Consideration of a Memorial Bench for Vince Garrod at Fremont Older Open
Space Preserve (R-18-80)
Public Affairs Specialist Carmen Lau provided an overview of Vince Garrod’s contributions to
the District and shared the proposed location for the bench, the dedication plaque language, and
estimated installation and maintenance costs.
Director Hanko arrived at 2:12 p.m.
Director Hanko recognized Vince Garrod’s as a significant supporter of the District and
expressed support of the idea to honor Vince Garrod with a memorial bench.
Director Hassett was honored to consider the memorial bench request for Vince Garrod.
Public comment opened at 2:15 p.m.
Jan Garrod, third son of Vince Garrod, expressed his gratitude and appreciation to the Board of
Directors for considering the installation of a memorial bench for his late father.
Public comment closed at 2:20 p.m.
Motion: Director Hanko moved, and Director Hassett seconded the motion to forward to the full
Board of Directors a recommendation to install a memorial bench and plaque in honor of
conservationist and significant supporter Vince Garrod atop Nob Hill at Fremont Older Open
Space Preserve.
VOTE: 3-0-0
3. Revisions to Board Policy 5.01 – Site Naming, Gift, and Special Recognition, Section
III (B) Constituent Memorial Benches (R-18-83)
Attachment 2
LFPAC Page 3
July 17, 2018
Public Affairs Specialist I Carmen Lau, provided an overview of Board Policy 5.01 – Site
Naming, Gift, and Special Recognition, Section III (B) Constituent Memorial Benches. Ms. Lau
reported the number of constituent memorial bench requests from 2010 to 2018 and presented
three different options for revisions to the policy.
Director Harris expressed an interest in Option 1, proposed the addition of an “Honorary”
category for living constituents, spoke in favor of using a first-come first-served
system, supported designating existing benches for constituent memorial bench requests, and
cautioned staff about the varying maintenance costs of benches.
Acting Assistant General Manager Brian Malone confirmed the estimated costs in the report are
overall accurate; however, costs vary depending on the location and condition of the bench.
General Manager Ana Ruiz confirmed the estimated costs are along the same lines as other
agencies with similar memorial bench programs.
General Manager Ana Ruiz asked the Board of Directors if there is a desire to continue having
eligibility restrictions on constituent-initiated bench requests.
Director Hanko and Director Hassett expressed a strong interest in ensuring that eligible
recipients provided substantial contributions to the District. With this inclusion, Director Hassett
supported Option 1.
Public comment opened at 3:17 p.m.
No speakers present.
Public comment closed at 3:18 p.m.
Motion: Director Hassett moved, and Director Harris seconded the motion to forward to the full
Board of Directors the revised recommendation to approve the following change to Board Policy
5.01 – Site Naming, Gift, and Special Recognition, under Section III (B) Constituent Memorial
Benches: revise the policy language as presented in Option 1 with the inclusion of “Significant
Supporter” and “Volunteer” eligibility requirements, clarified “Volunteers” as individuals or
groups of individuals who donated a minimum of 250 volunteer hours and 5 years of service to
the District, and add a new “Honorary” dedication category that is subject to the same eligibility
requirements to also allow bench dedications of living constituents.
VOTE: 2-0-1 (Director Hanko abstained)
4. Briefing on Legislative Engagement Day Schedule (R-18-84)
Governmental Affairs Specialist Joshua Hugg presented an update on the plans for the August 7,
2018 Legislative Engagement Day in Sacramento.
Director Harris and Direct Hassett commented these types of events are productive and valuable
to the Board.
Attachment 2
LFPAC Page 4
July 17, 2018
Director Harris suggested the group split up into small groups when visiting the committee
chairs.
Mr. Hugg stated additional feedback is welcomed, and staff will incorporate Committee
feedback into the event planning.
No committee action required.
5. Consideration of District position on AB 2614 (Carrillo): Outdoor experiences:
community access program (as Amended July 3, 2018) (R-18-85)
Governmental Affairs Specialist Joshua Hugg summarized AB 2614 (Carrillo), as amended. Mr.
Hugg provided reasoning for the District taking a position on AB 2614.
Director Harris expressed support of the bill and expressed concern about the bill not including a
large portion of the population who do not have exposure or access to preserves and do not fit the
two criteria in the amendment. Director Harris suggested writing a letter of support with a
provision to contain more inclusive definitions which better serve our communities.
General Manager Ana Ruiz clarified AB 2614 specifically looks at disadvantaged and low-
income communities, and District staff are actively seeking bills more global in nature to help
integrate environmental studies and outdoor education more fully in the education system across
California.
Public comment opened at 3:41 p.m.
No speakers present.
Public comment closed at 3:42 p.m.
Motion: Director Hassett moved, Director Harris seconded the motion to forward a
recommendation to the full Board of Directors for support of AB 2614 (Carrillo) as amended.
VOTE: 3-0-0
ADJOURNMENT
Director Harris adjourned the meeting of the Legislative, Funding, and Public Affairs Committee
at 3:42 p.m.
____________________________
Jordan McDaniel
Public Affairs Administrative Assistant
Attachment 2
DATE: September 12, 2018
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Kirk Lenington, Natural Resources Manager
Brian Malone, Acting Assistant General Manager
SUBJECT: Agricultural Policy Project - Process and Schedule
SUMMARY
This memorandum provides the Board of Directors (Board) with a defined process and schedule
to update the Midpeninsula Regional Open Space District’s (District) agricultural policies, which
is a Fiscal Year 2018-19 Action Plan project. To ensure that policy development is well
informed, the process includes four major phases of work, including two workshops, one study
session, and one public hearing. The work would begin in November, with the hiring of the new
Natural Resources Specialist/Rangeland Ecologist, and continue through October 2019. To
maintain momentum and allocate the resources necessary to host multiple workshops (important
new scope), three operational projects would be deferred or have the schedule extended.
Moreover, updates made to the District’s agricultural policies will serve to inform the subsequent
work for two of these projects.
BACKGROUND
Clarifying and further defining and the District’s role in agricultural preservation, consistent with
the San Mateo Coastal Service Plan, is a component of the work program for Fiscal Year 2018-
19. The proposed project scope of work includes compiling and reviewing existing agricultural
policies, guidelines, and current practices. This step is particularly important since Board-
adopted agricultural policies exist in numerous documents (Basic Policy, Resource Management
Policies, Coastal Service Plan, etc.) with the potential for inconsistencies and/or conflicts. This
work will also evaluate gaps and areas requiring greater clarification, such as understanding the
District’s role in the provision of Agricultural Workforce Housing. The goal is to arrive at a
comprehensive Board-approved agricultural policy to inform future work.
The updated Agricultural Policy may include or touch on the following topics:
• Agricultural production plans
• Agricultural workforce housing
• Agricultural infrastructure
• Water supply and use
• Pesticide use
• Predation and pest management
• Brush management
• Balance with resource protection
• Invasive species management
• Compatible public access
• Riparian and aquatic habitat
protection
• Marketing and promotion
• Use of conservation easements and
fee title
• Types of uses permitted (e.g.
grazing, row crops, small livestock
and poultry, greenhouses, processing
plants, cannabis, vineyards, tree
farms, horse breeding, dairy, native
plant harvesting, orchards, apiaries,
farm dinners, tours, environmental
education etc.)
Some topics are addressed in sufficient detail within existing policies. Other topics would benefit
from additional policy development to better define Board direction and the District’s role. In
the course of evaluating all of the facets that apply to agricultural preservation, the Board may
request the inclusion of additional topics.
As a reminder, the mission for the Coastal Protection Area (established in the 2004 Coastal
Annexation Area Service Plan) is as follows (bold denotes additions to the District’s basic
Mission Statement):
“To acquire and preserve in perpetuity open space land and agricultural land of regional
significance, protect and restore the natural environment, preserve rural character,
encourage viable agricultural use of land resources, and provide opportunities for
ecologically sensitive public enjoyment and education. The District will accomplish this
mission as a cooperative endeavor with public agencies, non-profit organizations, and
individuals with similar goals.”
POLICY DEVELOPMENT APPROACH AND TIMELINE
To best provide the Board with a full understanding of the elements of an agricultural policy, the
General Manager is preparing to pursue a phased approach starting with a review of all pertinent
District policies, guidelines, and practices as follows:
1) Review Existing Agricultural Policies, Guidelines, and Practices
The San Mateo Coastal Area Service Plan and subsequent EIR establishes the policies,
guidelines, and practices by which the District purchases and manages lands in the San Mateo
County coastside area, including agricultural lands. The Basic Policy, Resource Management
Policies, property management policies, and various other board and administrative policies
provide staff direction on agricultural uses, leases, and easements. A review of these and other
existing agricultural policies will establish a good framework from which to move onto the next
phase of policy development -- to host an agricultural workshop of the San Mateo Coast.
Timeline:
• November 2018 – December 2018
• Board Study Session: January 2018
Potential Attendees:
Grazing/row crop/chestnut farm/tree farm tenants
Other interested members of the public
Desired Outcomes:
Understand current agricultural goals, vision, expectations,
emphasis, gaps, inconsistencies, and conflicts on District lands
Inform the Board about the acreage and types of agricultural uses
on District lands
Understand natural resource management policies, guidelines, and
practices that support and affect agricultural uses
Receive early Board feedback on topics and gaps to address as part
of this agricultural policy work
2) San Mateo Coast Agricultural Workshop
Supervisor Don Horsley of San Mateo County is a local leader in agricultural preservation, and
has modeled an engagement strategy with the coastside community through hosting agricultural
workshops in 2012 (San Mateo County Agricultural Summit on November 29) and 2014 (Water
Supply Reliability on December 5). There may be an opportunity to co-host an Agricultural
Workshop with San Mateo County to understand the priority issues and concerns of a wide
breadth of local agricultural producers to receive the full range of viewpoints (conventional,
organic, grazing, row crops, tree farms, vineyards, etc.). Topics may include farm labor housing,
infrastructure, predation, public access, and water use. If time allows, the workshop may include
site tour(s) of working lands.
Timeline:
• Preparation: January 2019 - March 2019
• Workshop: March 2019
Potential Attendees:
Grazing/row crop/chestnut farm/tree farm tenants
Conventional farmers/ranchers
Organic farmers/ranchers
San Mateo County Resource Conservation District
San Mateo County Farm Bureau
San Mateo County Agricultural Commissioner
Desired Outcomes:
Identify main issues facing agricultural producers on the San
Mateo Coast and Peninsula, from conventional to organic
Understand the benefits and challenges agricultural producers face
with the programs and practices offered or required by the District
and other partners, agencies, non-profits
Strengthen connections between the District and local agricultural
producers
Identify desired elements for the agricultural policy
3) Partner Agency Workshop
Following the Agricultural Workshop, the District would hold a focused workshop with partner
agencies and organizations to discuss their roles and responsibilities in helping to preserve and
sustain agriculture. As part of this workshop, the Board would gain insights in the current
programs offered and practices implemented by partner agencies; the successes, challenges, and
lessons learned using case studies; and the gaps or deficiencies that are present within the
District’s jurisdiction where the District may consider playing a greater role. Topics may include
the balance of natural resources protection with sustainable agriculture; land management costs
and benefits; public outreach and education; and the management of conventional and organic
practices on protected open space lands. If time allows, the workshop may include site tour(s) of
partner-managed working lands.
Timeline:
• Preparation: April 2019 – June 2019
• Workshop: June 2019
Potential Attendees:
Peninsula Open Space Trust
San Mateo County Resource Conservation District
Coastside Land Trust
TomKat Ranch Education Foundation
San Mateo County Planning - Local Coastal Program
Sonoma Agricultural Preservation and Open Space District
Marin Agricultural Land Trust
Point Blue Conservation Science
Santa Lucia Conservancy
Pepperwood Foundation
Sonoma Mountain Institute
California State Parks
Desired Outcomes:
Share best practices and lessons learned
Strengthen connections with partners and organizations that
support agriculture
Identify programs and practices that are most beneficial to
agricultural producers and protective of natural resource values
Identify desired elements for the agricultural policy
4) District Agricultural Policy, Guidelines, Practices:
Information, feedback, and Board direction received at each workshop would be used to either
update existing policies, guidelines and practices, or develop a new comprehensive set of
policies as necessary, which the Board would review at a study session and approve at a
subsequent Board meeting.
Timeline:
• July 2019 – October 2019
• Board Study Session of proposed new policy language: September 2019
• Board approval of new policy language: October 2019
ADJUSTMENTS TO FY2018-19 OPERATING PROJECTS
To accomplish the agricultural policy update as detailed in this memo and accommodate the
expanded project scope, adjustments to the following three operating projects for FY2018-19 are
necessary. Moreover, updates made to the District’s agricultural policies will inform the work of
the first two listed items below.
Project Notes Department
Evaluate District’s
Role in Offsite
Deferral Updates to the agricultural
policy will inform the
Land and Facilities
Agricultural
Workforce
Housing
District’s role in supporting
offsite agricultural workforce
housing.
Basic Policy
Update for the
Coastal Area
Deferral Updates to the agricultural
policy will inform updates to
the Basic Policy for the
Coastal Area.
Planning
Prescribed Fire
Program
Development
Extension of
Schedule
Depending on staff capacity,
the project schedule may need
to be extended.
Natural Resources
###
1
DATE: September 12, 2018
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Jay Lin, Engineering and Construction Department Manager
Felipe Nistal, Senior Capital Project Manager
SUBJECT: Administrative Office Remodel Project Update
SUMMARY
On August 22, 2018, the Board of Directors (Board) awarded a contract to Noll & Tam
Architects for assessment and schematic design of the Administrative Office (AO) Remodel
Project (Project) at 5050 El Camino Real, Los Altos, CA (R-18-97).
On September 5, 2018, staff conducted the project kick-off meeting with Noll & Tam Architects
to review the project goals, programming elements, schedule, general work plan, contract
requirements, and budget. The project team also toured the 5050 El Camino Real building for a
cursory assessment of the heating and cooling system, waterproofing, space layout, roof
conditions, and other existing conditions.
DISCUSSION
Project Goals and Program Elements
On August 22, 2018, the Board reviewed and provided input on the space needs, program
elements, and project goals that will guide the design process (R-18-100). Staff communicated
the Board’s input to Noll & Tam as the basis of design for the Project. As part of this discussion,
the architects noted the importance of prioritizing the project goals and elements to understand
the highest priority items for the project to remain within budget targets. Staff will first work
with the AO Ad Hoc Committee on September 25, 2018 to prioritize the list of goals and
program elements and return to the Board with this final prioritized list for consideration and
approval on October 24, 2018.
Project Schedule and Workplan
The table below lists the major project milestones, including items that require participation by
either the Ad-Hoc Committee or the full Board.
2
PROJECT SCHEDULE WITH KEY MILESTONES
DATE PROCESS AD HOC FULL
BOARD
9/5/2018 Project kick-off meeting
9/12/2018 FYI Memo X
9/25/2018
Review and prioritize project goals,
programming. Review public engagement
approach
X
9/24/2018 –
10/05/2018
Department interviews to confirm programming
elements
10/10/2018 FYI Memo X
10/17/2018 Design charrette (preliminary layout and budget). X
10/24/2018
Project goals prioritization, timeline,
programming, budget assessment, and public
engagement approach
X
11/21/2018 Schematic design updates review X
Jan-19 Begin public information/engagement X
2/13/2019 Full Board Study Session X
3/4 - 3/8/2019 Provide input on Final Schematic Design X
4/24/2019 Full Board Approval of Final Schematic Design X
Project Budget
Designing the Project around a set budget is critical. This will be accomplished by confirming a
target design budget early on and designing the Project from “inside out” – starting with the
basic needs (workstations, kitchen, Boardroom, etc.,) and working outward to include desired
secondary amenities (outdoor meeting areas, roof/cantilever garden). Staff will check-in with the
Ad Hoc Committee and Board at major milestones to review and confirm the Project scope and
budget to ensure that the design is progressing in the right direction and meeting Board goals and
expectations.
Site Tour/Inspection
Immediately after the kick off meeting, the project team conducted a cursory assessment of the
building. The purpose was to review the existing conditions of the building and identify any
major visible defects. The project team entered suites 110 and 220 to assess the general
3
condition of the single-pane windows, waterproofing, and interior layout. The project team also
assessed areas above finished ceilings, stairs, Americans with Disabilities Act (ADA) ramps,
building entrances, restrooms, elevator and elevator room, electrical closet, mechanical room,
roof waterproofing, heating and cooling systems. Noll & Tam will summarize the findings and
deliver a Current Conditions Assessment Report to the District. Defects and deficiencies will be
addressed during project design.
Lower Lease Rate Negotiation with Current Property Owner
The purchase and sale agreement for 5050 El Camino Real allows the District to hold suites
vacant at a lease rate of $4.10 per square foot (PSF). Through recent negotiations, the District
was able to secure a lower lease rate of $1.90 PSF to hold suites vacant through the close of
escrow. For strategic purposes, the District is currently utilizing this right for the following
suites:
Suite 100 188 SF
Suite 110 2,159 SF
Suite 220 2,780 SF
Suite 112 640 SF
Total 5,767 SF
Holding these suites vacant offers the project team early access to speed-up due diligence
assessment and design work. In fact, the project team was able to inspect suites 110 and 220
during the kick-off meeting held on September 5, 2018. Additional and more detailed
inspections of these suites will be conducted in the upcoming months.
###
DATE: September 12, 2018
MEMO TO: MROSD Board of Directors
THROUGH: Ana M. Ruíz, General Manager
FROM: Joshua Hugg, Governmental Affairs Specialist
SUBJECT: State Legislative Update
_____________________________________________________________________________
SUMMARY
The Midpeninsula Regional Open Space District’s (District) Board of Directors (Board)
periodically receive a State of California Legislative Session briefing regarding recent legislative
developments. Staff and the District’s legislative consultants, Public Policy Advocates (PPA)
and Environment and Energy Consultants (EEC), last provided a legislative update to the Board
on July 25, 2018 during the state legislative recess. Since then, the remainder of the bills still
alive have been reviewed and voted upon by the state legislature prior to the August 31 deadline.
Those that have passed are now awaiting signatures by the Governor.
Staff and the District’s legislative consultants continue to utilize the Board-approved 2018
Legislative Program to communicate District positions on bills, budget recommendations, and
other legislative items to the respective authors and/or legislative committees. In addition, staff
fields time-sensitive requests from partners, and monitors evolving pieces of legislation in
accordance with Board Policy 1.11.
State of California Upcoming Legislative Calendar
The State Legislature concluded its 2017-18 session on August 31. Key deadlines are as follows:
August 31 Last day for each house to pass bills except bills that take effect
immediately or bills in Extraordinary Session. Final Recess began
upon adjournment.
September 30 Last day for the Governor to sign or veto bills passed by the
Legislature before September 1.
November 6 General Election
December 3 Convening of the 2019-20 Regular Session
2
DISCUSSION
Updates from Environment and Energy Consulting:
California Wildlife Corridor Working Group (WCWG):
The District is an active member of the WCWG. The group successfully advocated for a $10
million 2018-19 Proposition 68 allocation that the Governor approved in the final budget. The
group recently finalized its statewide catalogue of habitat connectivity projects that may be
eligible for the first tranche of Proposition 68 wildlife corridor funds, as well as future
allocations. This compilation of projects may also inform the development of Proposition 68
program guidelines, as well as help argue for future allocations. WCWG members are finalizing
recommendations to the Wildlife Conservation Board (WCB) as that agency prepares to develop
its grant guidelines.
Water Legislation:
• AB 2551 (Wood D): Forest and Wildland Health Improvement and Fire Prevention
Program: Joint prescribed burning operations: watersheds.
Current law authorizes the director of the Department of Forestry and Fire Protection to
enter into an agreement with an eligible landowner pursuant to which the landowner will
undertake forest resource improvement work in return for an agreement by the director to
share the cost of carrying out that work. It also authorizes the director to make various
types of loans, including loans to cover all or part of the landowner’s cost for the work.
Current law requires these loans to be made for a term not exceeding 20 years and
bearing interest at the prevailing rate. This bill would instead authorize the director to
enter into those agreements with small, nonindustrial landowners.
Position: Support
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S APPROVAL
• SB 881 (Wieckowski D): Flood control: County of Santa Clara: South San Francisco
Bay Shoreline Project
SB 881 would add the South San Francisco Bay Shoreline Project (Shoreline Project) of
the Santa Clara Valley Water District (District) to the list of flood control projects
authorized to receive state flood control subventions reimbursements in accordance with
the process established in existing law.
Position: Support
Location/Status: SENATE ENROLLMENT, PENDING GOVERNOR’S APPROVAL
• SB 1301 (Beall D): State permitting: environment: processing procedures: dam safety or
flood risk reduction project.
SB 1301 seeks to improve efficiency in permit processing for flood protection and dam
safety projects, without compromising on environmental protection. Under the bill, a
project applicant would have the option to request supplemental consultation and
interagency collaboration. Fees paid by the applicant would cover state costs and enable
enhanced engagement early in the project design phase and throughout the permitting
process. This supplemental consultation would identify actions that could expedite the
required permits, discuss environmental impacts and mitigation, provide feedback on
3
environmental documents, and resolve any conflicts between the various permit
conditions.
Position: Support
Location/Status: SENATE ENROLLMENT, PENDING GOVERNOR’S APPROVAL
Proposition 3: Water Bond
• Proposition 3 is a citizens’ initiative bond measure containing $8.875B for water projects
on the November Ballot.
• Proposition 3 was recently endorsed by TNC, expanding the environmental support for
the measure.
• While the campaign for the measure is low on funds to run a robust voter outreach
strategy, supporters still remain hopeful that the positive polling numbers will prevail in
November even without a significant campaign.
SB 901 (Dodd): Wildfires.
The Legislature passed SB 901 (Dodd) late Friday night, with a 29-4 vote count in the Senate,
and a 49-14 vote count in the Assembly. The bill promotes wildfire prevention policies, and
specifically establishes a commitment for the Legislature to appropriate $200 M in Greenhouse
Gas Reduction Fund dollars to CALFIRE for forest management. Of these funds, $160 M is
recommended for improving forest health and wildfire prevention, and $30 M is recommended
for prescribed fires and other fuel reduction practices. However, while SB 901 makes these
suggestions, discussions with legislative staff have clarified that the language in the bill does not
require the Legislature to appropriate this amount of money for these projects, but rather makes
the commitment that they will be included in next year's budget negotiations.
Proposition 68
On June 5, 2018, California voters passed a $4.1 Billion natural resources bond. In June of 2018,
the California Legislature subsequently passed their Fiscal Year 2018-2019 state budget,
appropriating roughly $1.2 Billion of Proposition 68 funding. The various administering
agencies and entities that have been appropriated funds for FY18-19 are currently working
through implementation for their Proposition 68 programs, many of which will be new, and all of
which follow timelines unique to their own agencies. Thus far, a few entities have finalized their
program guidelines and have active solicitations. An additional handful of programs are
currently accepting comments to draft guidelines. The remaining agencies have either only
begun to discuss next steps for program implementation, although some have indicated roughly
the quarter in which they anticipate releasing draft program guidelines.
Environmental & Energy Consulting is currently tracking all Proposition 68 program
implementation and working with the District to develop and implement an effective funding
strategy. To date, two relevant Proposition 68 funding solicitations have opened, which the
District is in the process of evaluating. Solicitation roll-out will ramp up this fall and the District
will engage in guideline development and will evaluate additional opportunities as they become
available.
4
Updates from Public Policy Advocates (PPA):
Wildfire Prevention and Preparedness
With an urgency sparked by two consecutive years of deadly fires, the Legislature sent to
Governor Jerry Brown a collection of proposed laws to bolster prevention efforts and the
readiness of residents, along with a controversial plan in which utility companies could pass
some wildfire-related costs onto customers. The final package included wildfire prevention,
response, and recovery, including funding for mutual aid, fuel reduction and forestry policies,
wildfire mitigation plans by electric utilities, and cost recovery by electric corporations of
wildfire-related damages.
Relevant to forestry and fuel reduction, SB 901 (Dodd) creates two new exemptions in the Forest
Practices Act. One is for fuel reduction, and the other is for small landowners. Both intend to
help California reduce fuel loads in its forestlands by focusing the removal on small and mid-
sized trees that are currently over-stocked. The terms of each exemption were negotiated in
weeks of conversation on a bipartisan basis by Assembly and Senate staff, California Department
of Forestry and Fire Protection (CAL FIRE), the Governor’s Office, the Board, and many
stakeholders. These include diameter limits, the condition and management of the residual stand,
the size and frequency for which each exemption can be used, and various other considerations.
Both new exemptions sunset in five years to provide the Legislature an opportunity to evaluate
and assess their effectiveness. Additionally, the Legislature has approved funding for local
assistance grants through CAL FIRE.
It is important to consider this conference report in the context with other policy bills also sent to
the Governor that deal with prescribed fire, local land use planning reforms, and the development
of innovative wood products, among others. Other forest health bills of interest include:
• AB 2889 (Caballero): Timber harvesting plans: guidance and assistance.
Requires CAL FIRE to provide guidance and assistance to ensure the uniform and
efficient implementation of processes and procedures regulating the filing, review,
approval, required modification, completion, and appeal of decisions relating to timber
harvesting plans (THPs).
Position: Watch
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• AB 1954 (Patterson): Timber harvest plans: exemption: reducing flammable materials.
Extends the sunset date for an exemption from timber harvest plan requirements for
defensible space surrounding a habitable structure, as specified, from January 1, 2019, to
January 1, 2022, and deletes a duplicative reporting requirement.
Position: Support
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• AB 2551 (Wood): Forestry and fire prevention: joint prescribed burning operations:
watersheds.
Requires CAL FIRE to establish the Forest and Wildland Health Improvement and Fire
Prevention Program, authorizes CAL FIRE to enter into the cooperative management of
5
joint prescribed burning operations, and requires specified priorities for CAL FIRE’s
investment in forest health projects. This bill also authorizes the California Natural
Resources Agency and the California Environmental Protection Agency to both jointly
develop and submit to the Legislature a plan for forest and watershed restoration
investments for specified areas, and to develop and propose a pilot project for certain
watershed restoration activities in those areas.
Position: Support
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• AB 2091 (Grayson): Fire prevention: prescribed burns: insurance pool.
Requires the Forest Management Task Force in coordination with the Department of
Insurance to develop recommendations for an insurance pool or other mechanism to
assist prescribed burn managers and reduce the cost of conducting prescribed fire.
Position: Support
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• AB 1956 (Limón): Fire prevention activities: local assistance grant program.
Establishes a local assistance grant program to improve fire prevention in California and
ensure that fire prevention activities happen year-round.
Position: Watch
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• SB 1079 (Monning): Forest resources: fire prevention grants: advance payments.
Allows advance payment to a nonprofit organization, local agency, a special district,
private landowners or a Native American tribe from the $195 million appropriated in the
Budget Act of 2017 for healthy forest and local fire prevention grants. Advanced
payments may be made to a nonprofit organization, a local agency, a special district, a
private forest landowner, or a Native American tribe for forest health grants.
Position: Support
Location/Status: SENATE ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
• SB 1260 (Jackson): Fire prevention and protection: prescribed burns.
Authorizes federal, state, and local agencies to engage in collaborative forestry
management, creates new opportunities for public and private land managers to mitigate
wildfire risks, and enhances CAL FIRE ’s role in identifying wildfire hazards as local
governments plan for new housing and neighborhoods.
Position: Watch
Location/Status: SENATE ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
Open Space District Board Compensation
• AB 2329 (Obernolte): Special districts: board of directors: compensation.
6
Increases the number of meetings, from five to six, for which board members from open
space districts, among others, can be compensated for in each calendar month.
Authorizes the amount of compensation received for attending meetings of the board by
no more than 5% annually. Requires a district that increases the number of days of
compensation offered to its board members pursuant to this bill to annually adopt a
written policy for compensating its board members and a finding, based on substantial
evidence, that more than four meetings per month are necessary for the effective
operation of the district.
Position: Support
Location/Status: ASSEMBLY CHAPTERED
Open Space District Contracts
• AB 2137 (Mayes): Regional park and open-space districts: general manager: powers.
Increases, from $25,000 to $50,000, the amount for which all Regional Park and Open
Space Districts may enter into contracts without a formal bid process. The District
already has this authority through AB 495 (Gordon, 2015).
Position: Watch
Location/Status: ASSEMBLY ENROLLMENT, PENDING GOVERNOR’S
APPROVAL
Class 1 Bikeway Rules
• AB 1755 (Steinorth/Flora): Bicycle operation.
Subjects a person operating a bicycle on a Class I bikeway to all of the accident-related
Vehicle Code provisions that apply to the driver of a vehicle on a highway. AB 1755 has
already been signed by the Governor.
Position: Watch
Location/Status: ASSEMBLY CHAPTERED
#MeToo Response
Lawmakers passed more than a dozen bills addressing workplace sexual harassment in response
to the #MeToo movement, reaching all the way to the top of the corporate ladder with a
requirement for public companies to have women on their boards of directors. Among more than
a dozen proposals now awaiting a signature or veto from Governor Jerry Brown are:
• SB 820 (Leyva): Settlement agreements: confidentiality.
Prohibits secret settlements and non-disclosure agreements in sexual harassment cases.
Position: No position
Location/Status: SENATE ENROLLED, PENDING GOVERNOR’S APPROVAL
• SB 1300 (Jackson): Unlawful employment practices: discrimination and harassment.
Forbids companies from requiring their workers to sign releases of liability as condition
of continued employment or in exchange for a bonus.
Position: No position
Location/Status: SENATE ENROLLED, PENDING GOVERNOR’S APPROVAL
7
• SB 1343 (Mitchell): Employers: sexual harassment training: requirements.
Expands a biannual sexual harassment training mandate to nearly all California
employees.
Position: No position
Location/Status: SENATE ENROLLED, PENDING GOVERNOR’S APPROVAL
• AB 1870 (Reyes): Employment discrimination: limitation of actions.
Gives workers three years, rather than just one, to file an employment discrimination
claim with the state.
Position: No position
Location/Status: ASSEMBLY ENROLLED, PENDING GOVERNOR’S
APPROVAL
• AB 3080 (Gonzales Fletcher): Employment discrimination: enforcement.
Bans forced arbitration agreements, where workers must give up their right to take
disputes with their employer to court as a condition of the job.
Position: No position
Location/Status: ASSEMBLY ENROLLED, PENDING GOVERNOR’S
APPROVAL
Hiring Practices
• SB 1412 (Bradford): Applicants for employment: criminal history.
Requires employers to only consider convictions relevant to the job, which they are
applying for when screening job applicants using a criminal background check.
Position: No position
Location/Status: SENATE ENROLLED, PENDING GOVERNOR’S APPROVAL
• AB 2282 (Eggman): Salary history information.
Clarifies the law regarding the use of a job applicant’s prior salary to prohibit use of prior
salary to justify any disparity in compensation. This bill also clarifies that an employer
may make a compensation decision based on a current employee’s existing salary, so
long as the wage differential resulting from that compensation decision is justified by
other specified factors in current law. This bill also specifies that the prohibition on
asking a job applicant about prior salary does not forbid an employer from asking the
applicant about his or her salary expectations for the position being applied for. AB 2282
has been signed by the Governor.
Position: No position
Location/Status: ASSEMBLY ENROLLED, PENDING GOVERNOR’S
APPROVAL
###