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Home My Public Portal About20171115 - Agenda Packet - Board of Directors (BOD) - 17-29 SPECIAL MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Menlo Park Senior Center 100 Terminal Ave. Menlo Park, CA 94025 Wednesday, November 15, 2017 Study Session starts at 6:00 PM* Special 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 – STUDY SESSION ROLL CALL 1. Open Space Vision Plan Overview (R-17-124) Staff Contact: Jane Mark, AICP, Planning Manager, Casey Hiatt, GIS Administrator, and Kirk Lenington, Natural Resources Manager General Manager’s Recommendation: Receive a presentation on the 2014 Open Space Vision Plan and Conservation Atlas. ADJOURNMENT 7:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ORAL COMMUNICATIONS The Board President will invite public comment on items not on the agenda. Each speaker will ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items not on the agenda. If you wish to address the Board, please complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance during this section. ADOPTION OF AGENDA 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 November 8, 2017 Minutes Meeting 17-29 2. Award of contract for demolition of an unoccupied structure at 16075 Overlook Drive in El Sereno Open Space Preserve (R-17-126) Staff Contact: Omar Smith, Facilities Maintenance Supervisor, Land and Facilities Services Department General Manager’s Recommendation: 1. Authorize the General Manager to enter into contract with Cal Excavation and Underground Inc., of Hughson, California for a not-to-exceed base contract amount of $103,285. 2. Authorize a 15% contract contingency of $15,493 to be reserved for unanticipated issues, thus allowing the total contract amount not-to-exceed $118,778. 3. Award of Contract with Waterways Consulting, Inc., for the preparation of construction level documents for road infrastructure improvements at Russian Ridge, Monte Bello, and Tunitas Creek Open Space Preserves (R-17-125) Staff Contact: Elaina Cuzick, Senior Property Management Specialist General Manager’s Recommendation: 1. Authorize the General Manager to enter into a professional services contract with Waterways Consulting, Inc., to prepare construction level documents for road infrastructure improvements, for a base contract amount of $49,247.50. 2. Authorize a contingency of $7,387.50, to cover unforeseen expenditures, for a not-to- exceed total contract amount of $56,635. 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. 4. Annual bond disclosure training for the members of the Board of Directors, members of the Disclosure Working Group, and Contributors (R-17-127) Staff Contact: Stefan Jaskulak, Chief Financial Officer General Manager’s Recommendation: Receive annual training on Bond Disclosure obligations, responsibilities, and potential liabilities of members of District staff and members of the Board of Directors. No Board action required. INFORMATIONAL MEMORANDUM • Tenant Notification Regarding Cannabis Cultivation 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 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: Santa Clara County Assessor’s Parcel Number 562-08-003 Agency Negotiator: Michael Williams, Real Property Manager Negotiating Party: EkOngKar Singh Khalsa, Executive Director, Amah Mutsun Land Trust Under Negotiation: Conservation Easement ADJOURNMENT Written materials relating to an item on this Agenda that are considered to be a public record and are distributed to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s Administrative Office located at 330 Distel Circle, Los Altos, California 94022. CERTIFICATION OF POSTING OF AGENDA I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that the foregoing agenda for the special and regular meetings of the MROSD Board of Directors was posted and available for review on November 9, 2017, 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 November 8, 2017 Board Meeting 17-28 REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, November 8, 2017 DRAFT MINUTES REGULAR MEETING President Hassett called the regular meeting of the Midpeninsula Regional Open Space District to order at 7:00 p.m. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto Curt Riffle, and Pete Siemens Members Absent: None Staff Present: General Manager Steve Abbors, General Counsel Sheryl Schaffner, Controller Mike Foster, Assistant General Manager Ana Ruiz, Chief Financial Officer/Administrative Services Director Stefan Jaskulak, Acting Assistant General Manager Christine Butterfield, District Clerk/Assistant to the General Manager Jennifer Woodworth, Information Systems and Technology Manager Garrett Dunwoody, Land and Facilities Manager Brian Malone, and Finance Manager Andrew Taylor ORAL COMMUNICATIONS Barry Chang, Cupertino City Council member, spoke in favor of the Board of Directors contacting the Bay Area Air Quality Management District (BAAQMD) regarding their Regulation 11, Rule 18 relating to establishing more stringent air quality regulations prior to their November 15, 2017 vote. ADOPTION OF AGENDA Motion: Director Riffle moved, and Director Cyr seconded the motion to adopt the agenda. VOTE: 7-0-0 Meeting 17-28 Page 2 SPECIAL ORDERS OF THE DAY • Introduction of staff O Melissa Merrimann, Human Resources Technician O Doreen Agbayani, Administrative Assistant CONSENT CALENDAR Director Harris requested Item 5 be pulled from the Consent Calendar. Public comment opened at 7:08 p.m. No speakers present. Public comment closed at 7:08 p.m. Motion: Director Riffle moved, and Director Cyr seconded the motion to approve the Consent Calendar, except for Item 5. VOTE: 7-0-0 1. Approve October 25, 2017 Minutes 2. Claims Report 3. Approval of Response to San Mateo County Civil Grand Jury Report dated June 19, 2017 Regarding Website Transparency (R-17-119) General Manager’s Recommendation: Approve and authorize the President of the Board of Directors to execute the proposed response to the San Mateo County Civil Grand Jury Report of June 19, 2017 regarding special district website transparency. 4. Award of contract for software and professional services for implementation of a work order and asset management system (R-17-120) General Manager’s Recommendations: 1. Authorize the General Manager to enter into a contract with Timmons Group Inc., to provide implementation services for a work order and asset management system, for a base contract amount of $132,480. 2. Authorize a 3% contingency of $4,520, to be expended only if necessary to cover unforeseen conditions, for a combined not-to-exceed contract amount of $137,000. 3. Authorize the General Manager to enter into a three year Cityworks software license agreement with Azteca Systems, LLC for $35,000 in year one and $45,000 per year for years two and three to provide an enterprise level work order and asset management software solution. Meeting 17-28 Page 3 5. Fiscal Year 2017-18 Quarter 1 District Budget Amendments (R-17-121) General Manager’s Recommendation: Adopt a resolution approving the proposed FY2017-18 Quarter 1 District Budget amendments. Director Kishimoto requested additional information regarding the proposed budget adjustment related to the Alpine Road feasibility study. Chief Financial Officer Stefan Jaskulak explained that the Alpine Road budget adjustment is only a funding source change not a removal of the project from the budget. Land and Facilities Manager Brian Malone provided an overview of the current condition of Alpine Road and repairs completed and needed for the road. Director Harris spoke regarding damage to roads throughout San Mateo County. Director Harris inquired regarding the additional funding needed for the grants strategy consultant. Mr. Jaskulak explained the District seeks to take a more proactive approach to seeking grant funding. The proposed consultant will be able to help staff further the District’s grants program by strategically targeting grant sources. Director Hanko spoke in favor of repairing Alpine Road. Public comment opened at 7:22 p.m. Charlie Krenz thanked the District for its pursuit of repairs to Alpine Road and spoke regarding the use of Alpine Road by non-motorized vehicles. Public comment closed at 7:24 p.m. Motion: Director Kishimoto moved, and Director Harris seconded the motion to approve the General Manager’s recommendation. VOTE: 7-0-0 BOARD BUSINESS 6. Resolutions Authorizing the Issuance of the 2018 Series A Refunding Bonds, 2018 Series B Parity Bonds, 2018 Series General Obligation Bonds, and Approving Related Documents and Associated Actions (R-17-122) Chief Financial Officer Stefan Jaskulak presented the staff report outlining the three types of bonds included in the proposed action to go on sale in late 2017 and early 2018. Mr. Jaskulak described the next steps of the process, including presentations to the ratings agencies and approval of the preliminary official statement. Public comment opened at 7:41 p.m. Meeting 17-28 Page 4 No speakers present. Public comment closed at 7:41 p.m. Motion: Director Cyr moved, and Director Hanko seconded the motion to adopt resolutions authorizing issuance of not to exceed $30 million in 2018 Series A Refunding Bonds (Green Bonds), not to exceed $20 million in 2018 Series B Parity Bonds, and not to exceed $60 million in 2018 Series General Obligation Bonds (Green Bonds), and approving the related documents, such as supplemental indentures and escrow agreements. VOTE: 7-0-0 7. Board Compensation Policy Amendment (R-17-123) Acting General Manager Christine Butterfield provided the staff report summarizing discussions held by the Board and the Legislative, Funding, and Public Affairs Committee and staff research on the item. Starting in 2017, Board members are treated as District employees for tax purposes eliminating several tax deductions. As the number of the Board meetings and Board obligations has increased, the definition of compensable meetings may be updated to reflect the types of meetings Board members attend. Staff will track the number of compensable meetings for the next twelve months and return to the Board with additional recommendations regarding potential legislative options. Director Hanko expressed concerns that multiple meetings held on a single day cannot be compensated. General Counsel Sheryl Schaffner explained state legislation would be required to change this limitation. Director Riffle spoke in favor of keeping the Board’s compensation similar to that of other special districts. Director Siemens spoke in favor of the proposed policy changes and against scheduling multiple meetings on the same day. Public comment opened at 8:13 p.m. No speakers present. Public comment closed at 8:13 p.m. Motion: Director Cyr moved, and Director Harris seconded the motion to 1. Approve an amendment to Board Policy 6.06 – Meeting Compensation, Reimbursement of Authorized Necessary Expenses for Performance of Official Duties, and Adoption of Ethics Training Requirements Pursuant to Government Code Section 53232 et seq. (AB1234) – to expand the definition of “meetings of the Board of Directors”. 2. Delete Board Policy 6.03 – Compensation of Directors and Payment of Expenses – which contains duplicative verbiage as in Board Policy 6.06. Meeting 17-28 Page 5 3. Direct staff to track the number of meetings of the Board of Directors and member attendance over the next 12 months and explore the need for additional actions, up to and including legislative solutions. VOTE: 5-2-0 INFORMATIONAL MEMORANDA • Diversity Outreach Ad Hoc Committee Accomplishments General Manager Steve Abbors provided information regarding the Bay Area Air Quality Management District’s Regulation 11, Rule 18 explaining BAAQMD is proposing to establish more stringent air quality regulations. Comment letters are required to be submitted by November 15, 2017. These proposed regulations would help protect preserve visitors and overall Bay Area air quality. The Board by consensus supported the General Manager’s sending a letter in support of establishing more stringent air quality regulations by BAAQMD. INFORMATIONAL REPORTS A. Committee Reports Director Riffle reported the Board Appointee Evaluation Committee met with General Manager Steve Abbors on November 6, 2017. B. Staff Reports Assistant General Manager Ana Ruiz reported provided an update on the Volunteer and Docent Study, including communication with all District volunteers and docents inviting their comments on the report, telephone calls to those volunteers and docents who attended the October 13 Study Session, and an upcoming meeting to receive additional feedback. Mr. Abbors provided an update on an unsubstantiated report of lead contamination at the Mount Umunhum Radar Tower. District staff learned of the potential contamination earlier this week and is currently contracting to conduct additional testing to determine if any contamination exists. C. Director Reports The Board members submitted their compensatory reports. Director Harris spoke regarding the use of Midpen as an abbreviation for the District stating that other organizations are also called Midpen, which could lead to confusion. Director Kishimoto requested a Board tour of the San Jose Water Company land and an update on the project. Meeting 17-28 Page 6 Director Kishimoto requested a staff summary on the 2017 fire season and District preparations for the future years. Mr. Malone provided a summary of wildfire several related incidents occurring in 2017. President Hassett adjourned the regular meeting of the Board of Directors of the Midpeninsula Regional Open Space District into closed session at 8:43 p.m. ________________________________ Jennifer Woodworth, MMC District Clerk R-17-124 Meeting 17-30 November 15, 2017 STUDY SESSION AGENDA ITEM 1 AGENDA ITEM Open Space Vision Plan Overview GENERAL MANAGER’S RECOMMENDATION Receive a presentation on the 2014 Open Space Vision Plan and Conservation Atlas. SUMMARY The purpose of this Study Session is to provide an overview of the 2014 Open Space Vision Plan (Vision Plan) and its Priority Actions, which the Midpeninsula Regional Open Space District (District) Board of Directors (Board) approved on January 29, 2014. At their January 24, 2017 Annual Strategic Plan Retreat, the Board reviewed the District’s Strategic Plan Goals and Objectives for the Fiscal Year (FY) 2017-18. Several of the updated FY2017-18 goals highlighted the promotion and implementation of a regional open space vision with the community and partners that focused on conservation and environmental protection (see Attachment 1). The Board sought an informational presentation on the District’s regional role with the public and with partners in implementing a shared conservation vision and goals. This overview is to refresh the Board on the common conservation vision and goals, which are organized around five key Vision Plan themes: (a) Natural, Cultural & Scenic Landscapes, (b) Outdoor Recreation & Healthy Living, (c) Healthy Plants, Animals & Waterways, (d) Enriched Experiences and (e) Viable Working Lands. The Vision Plan process identified 54 Priority Actions in all. The Board prioritized the 54 Priority Actions into two tiers. Tier 1 Priority Actions provide the District with a more defined, nearer-term focus (during the next 20 years), while Tier 2 consists of longer-term priorities to be completed, as capacity and resources allow. In June 2015, the District published a final Vision Plan document summarizing the process, community and stakeholder input, highlighting the key components of the Vision Plan. The final Vision Plan report, along with a Summary Report, Technical Appendices and Conservation Atlas, are posted on the District website (https://www.openspace.org/our-work/projects/vision- plan). In addition, the District distributed the final documents to the Board, Community Advisory Committee (CAC) and other stakeholders. This presentation also serves as a precursor to a future Board presentation regarding the re-prioritization of the Board approved Five-Year Measure AA projects list (R-14-130), which includes projects prioritized from the Top 25 Vision Plan Priority Actions (also known as Measure AA Portfolios) for implementation. R-17-124 Page 2 BACKGROUND The District’s Vision Plan Project, entitled ‘Imagine the Future of Open Space,’ is a multidisciplinary effort combining scientific analysis with broad public engagement to create a shared vision for the future of the District and the region’s open space. The District initiated the Vision Plan Project in August 2012, to engage the District’s partners, stakeholders, and the public in a process to determine a District-wide 40-year vision for land preservation, resource management, public recreation, and working lands. The project was structured around a strategic five-phase public engagement process. An infographic demonstrates the step-by-step visioning process and how community values shaped the key conservation themes and open space priority actions (see Attachment 2). A 32-member Community Advisory Committee (CAC) representing stakeholders and members of the community was formed to guide the Vision Plan process and provide input on the development of the priorities. The CAC held 10 public meetings during the course of the Vision Plan development. The District conducted an extensive and robust 18-month public engagement process, starting with its first public workshop on October 21, 2013 and held a total of five public workshops with over 230 attendees, plus an additional 11 Board Meetings. In addition, the District used an online participation platform MindMixer (Imagine.openspace.org) that ran concurrently with the public workshops and engaged over 450 online participants to provide input on the Themes, Goals and Priority Actions. The CAC assisted the District with rating the Priority Actions that resulted from public workshops and online rankings. Priority Actions are the land acquisition, resource management, public access and interpretation/outdoor education projects that the District will implement in order to achieve the Vision Plan themes and goals. On January 29, 2014, the Board approved 54 Vision Plan Priority Actions which were prioritized as Tier 1 (Top 25 high-priority priority actions) and Tier 2 (29 additional priority actions) (R-14-25). These Priority Actions captured the priorities expressed through the public engagement process (see Attachment 3). A map depicting the geographic distribution of the 54 Vision Plan Priority Actions is presented in Attachment 4. Completion of the Vision Plan enabled the District to develop a Capital Expenditure Plan, which formed the basis for the $300 Million for the Measure AA bond measure and the ballot language for Measure AA (MAA). Following the successful passage of MAA measure, the District used the Top 25 Vision Plan Priority Actions to develop the Five-Year MAA Projects List, Annual Budget and Action Plan as well as the Three-Year Capital Improvement Program (CIP) for the Board’s consideration. Following Board’s 2014 approval of the priority actions, the District held one additional meeting with the CAC to review the status of the Vision Plan and future tasks required to complete the project. The CAC determined that there was no need to continue the CAC meetings during the Vision Plan implementation. In June 2014, the District completed the Final Vision Plan documents, which included a final report, technical appendices, Summary report and Conservation Atlas. The Summary report is included as Attachment 5. Vision Plan Implementation Implementation of the recommended Vision Plan Priority Actions will occur over the next 30-40 years, where the pace of implementation is determined by available funding and resources. With R-17-124 Page 3 the publicly-supported MAA funding measure, the District is able to accelerate the pace of implementation, where the additional funding would be directed at the 25 first tier Vision Plan Priority Actions (also known as MAA Portfolios). The second tier 29 Vision Plan Priority Actions would be considered as part of the Annual Action Plan and Budget development process, where capacity and resources allow. In addition, the District would need to address policy development prior to carrying out certain priority actions. Expected policy issues for board discussions include types of multiuse trails, appropriate situations for dog access in preserves, situations appropriate for public access to certain sensitive natural areas, and types of partnerships with cities and other agencies. Conditions and opportunities present in any given year influence how annual Action Plan and CIP priorities are set by the Board of Directors. Since the Board’s approval of the Vision Plan Priority Actions in January 2014, the District has been working towards the fourth year of Vision Plan implementation. In alignment with the Board-adopted priorities or “big rocks” in the FY2017-18 Annual Action Plan and Budget, the District has completed or will be completing key accomplishments associated with the Vision Plan implementation, including but not limited to these four Vision Plan Priority Actions/MAA Portfolios: • Vision Plan Priority Action (MAA Portfolio) #23: Sierra Azul: Mt Umunhum public access and interpretation projects: The District completed new land conservation, public access trails and Summit improvements, and restoration plantings at Mount Umunhum. Implementation of Priority Action #23 fulfills four of the five Vision Plan themes, including: Enriched Experiences, Outdoor Recreation and Healthy Living, Natural, Cultural and Scenic Landscapes, and Healthy Nature. • Vision Plan Priority Action (MAA Portfolio) #7: La Honda Creek: Driscoll Ranch access, endangered wildlife protection, and conservation grazing projects: The District has been completing a number of priority actions at La Honda Creek Open Space Preserve, associated with stewardship priorities, such as sedimentation reduction and erosion control of the roads and trails and grazing infrastructure improvements in the southern portion of the preserve. In addition, the District is completing new trails and parking area at Sears Ranch Road. Implementation of Priority Action #7 fulfills all five Vision Plan themes, including: Enriched Experiences, Outdoor Recreation and Healthy Living, Natural, Cultural and Scenic Landscapes, Healthy Nature, and Viable Working Lands. • Vision Plan Priority Action (MAA Portfolio) #21: Bear Creek Redwoods: public recreation and interpretation projects: Concurrently, the District has been completing a number of priority actions at Bear Creek Redwoods Open Space Preserve, following the Board’s approval of the Preserve Plan and Environmental Impact Report in January 2017. The District is completing roads and trails improvements for the western side of the preserve, new parking area and pedestrian crossing at Bear Creek Road adjacent to the former Alma College site, and extensive invasive vegetation management in the preserve for the targeted opening of the preserve in late 2018. Implementation of Priority Action #21 fulfills four of the five Vision Plan themes, including: Enriched Experiences, Outdoor Recreation and Healthy Living, Natural, Cultural and Scenic Landscapes, and Healthy Nature. R-17-124 Page 4 • Vision Plan Priority Action (MAA Portfolio) #2: Regional: Bayfront habitat protection and public access partnerships: Following the completion of the conceptual trail design and environmental review document, the District has been working towards securing the San Francisco Public Utilities Commission’s approval of the trail easement agreement for the Ravenswood Bay trail connection project. The District has completed 50% designs and is securing regulatory permits for the construction of the new 0.6-mile trail connection from University Avenue to the existing Bay trail at Ravenswood Open Space Preserve. In addition, the District is partnering with the City of East Palo Alto on the completion of the improvements at Cooley Landing Park, where Measure AA funding will be used to partially fund the completion of these public access improvements. Implementation of Priority Action #2 fulfills four of the five Vision Plan themes, including: Enriched Experiences, Outdoor Recreation and Healthy Living, Natural, Cultural and Scenic Landscapes, and Healthy Nature. Future Review and Updates of the Vision Plan The District recommends an overall review and update of the Vision Plan be conducted in 10 years following the 2014 approval, where the update process would anticipate to start in 2023- 2024. At that time, additional funding and resources will be needed to engage the public and stakeholders in an update process. Each year the District Board and staff have an opportunity to fine-tune the implementation schedule for the Vision Plan Tier 1 and Tier 2 Priority Actions as part of the Annual Action Plan and Budget process and the Three-Year CIP process. FISCAL IMPACT The project is within budget. No increase to the FY2017-18 budget is anticipated. Budget approval for implementing Priority Actions will be considered during the annual Action Plan and Budget and Three-Year CIP development. The estimated order of magnitude cost of implementing the twenty-five (25) Vision Plan Tier 1 Priority Actions is approximately $300 Million. BOARD COMMITTEE REVIEW Due to the district-wide significance of the Vision Plan, the General Manager recommended a presentation of the Vision Plan to the full Board. The District will present this Vision Plan Overview to communities in the northern jurisdiction of the District’s boundaries, as part of fulfilling the Diversity Outreach Ad Hoc Committee’s goals for extending outreach to communities that the Board has not had opportunities to engage with and/or hear from these voices since the Vision Plan process. PUBLIC NOTICE Notice was provided pursuant to the Brown Act. CEQA COMPLIANCE A review of the Vision Plan does not constitute a project under the California Environmental Quality Act (CEQA). Any necessary environmental review required by CEQA shall be completed before any specific project is commenced. R-17-124 Page 5 NEXT STEPS The District will be updating the Measure AA 5-Year Projects List and presenting a draft list of proposed new Measure AA projects to the Board in early 2018 to inform the Board’s future discussions at their Annual Strategic Plan Board Retreat and Prioritization Board Retreat in early 2018. Attachment 1. FY2017-18 Strategic Plan Goals and Objectives 2. Vision Plan Infographic 3. January 29, 2014 Board Report (R-14-25) 4. Map of 54 Vision Plan Priority Actions 5. Summary Report of Open Space Vision Plan Responsible Department Heads: Jane Mark, AICP, Planning Manager Casey Hiatt, GIS Administrator Kirk Lenington, Natural Resources Manager Prepared by: Same Contact person: Same Monte Bello Open Space Preserve Strategic Plan Goals and Objectives for Fiscal Year 2017-18 Goal 1 – Promote, establish, and implement a common environmental protection vision with partners Objective 1 – Review, and if needed refine, the District’s Vision Plan Objective 2 – Build and strengthen diverse partnerships to implement a collaborative approach to environmental protection on the Peninsula, South Bay and San Mateo Coast Objective 3 – Implement and communicate progress on the District’s Vision Plan Objective 4 – Build and strengthen relationships with legislators to advocate environmental protection goals Goal 2 – Connect people to open space and a regional environmental protection vision Objective 1 – Communicate the purpose of the regional environmental protection vision to help guide future decisions and to clarify and strengthen the District’s regional role with the public and partners Objective 2 – Refine and implement a comprehensive public outreach strategy, including the engagement of diverse communities and enhanced public education programs Objective 3 – Develop and implement strategies to accommodate an expanding public use of District preser ves consistent with environmental protection vision Goal 3 – Strengthen organizational capacity to fulfill the mission Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology upgrades and capacity building to meet project commitments Objective 2 – Continuously improve recent process and business model changes to effectively and efficiently deliver Vision Plan projects and the District’s ongoing functions Objective 3 – Reflect the changing community we serve in the District’s visitors, staff, volunteers, and partners Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond Oversight Committee Objective 2 – Pursue discretionary funding opportunities and partnerships to augment operating, capital, and bond funding sources Objective 3 – Ensure large capital expenses and land acquisitions are evaluated within the long-term financial model and remain financially sustainable Kevin Neilson Jack Gescheidt Ellie Van Houtte Long Ridge Open Space Preserve Monte Bello Open Space Preserve Ravenswood Open Space Preserve Ka r l G o h l Attachment 1 www.openspace.org 1 2 3 4 5 6trailsrestoration public watershed parking projects wildliferidgeimprove connections open spaceaccess multi-use bay corridor interpretive protect habitats regionalfencing complete provide creek grasslands Natural, Cultural, & Scenic Landscapes 25% Outdoor Recreation & Healthy Living 29% Viable Working Lands 13% Enriched Experiences 14% Healthy Plants, Animals, & Waterways 19% Midpeninsula Regional Open Space District Scenic Vistas New Recreation Opportun i t i e s New Trails Conservation Grazing Education & Interp r e t a t i o n Wildlife Protection Community Advisory Committee Midpen set out to chart a course for the next 40 years and beyond with Imagine the Future of Open Space, an 18-month visioning process designed to help focus, inspire, and coordinate open space conservation and management on the San Francisco Peninsula, San Mateo Coast, and South Bay regions. “What is your vision of open space?” Community Conversations “Trails and open space allow me to get out of the city, recharge and enjoy creation.” Over700 in-person interviews conducted Why a Vision Plan? Conservation & Recreation Needs Global Biodiversity Hotspots What we heard A 32 member Community Advisory Committee was formed representing stakeholders to track and guide the Vision Plan process. Midpen staff and volunteers set out to gain input from the public on their vision of open space by conducting interviews on Midpen lands, at community gatherings, and on the web. To complement the community conversations, Midpen researched conservation needs and recreational opportunities within the Vision Plan area. 50% of California’s Hotspot is Still Unprotected Top 25 Future Open Space Priority Actions Public Participation & Action Prioritization 7 public workshops and hearings Over 400 attendees Over 600 online participants To explore the individual Top 25 Future Open Space Actions visit: www.openspace.org/vision 54 Actions throughout Midpen The public input and research were used to develop a list of 54 actions to achieve the community’s vision of open space on the Peninsula. Input from the public workshops and web polls were used to identify the Top 25. In February 2014, the Midpen Board of Directors approved the final Vision Plan actions and their prioritization. Midpen plans to focus initial efforts on completing these Top 25, as the next step towards your vision of the future of open space lands. Open 20,000+ acres Add 200 miles+ of new trails Protect Redwood Forests Ensure clean water & salmon habitat IMAGINE the Future of YOUR Open Space Mindego Gateway Grand Opening New Public Access Attachment 2: Vision Plan Infographic R-14-25 Midpeninsula Regional Open Space District Meeting 14-04 January 29, 2014 AGENDA ITEM Vision Plan Pri ority Actions GENERAL MANAGER'S RECOMMENDATION &t!!!" AGENDA ITEM 1 Approve a two tier grouping of the Vision Plan Priority Actions as provided in Attachment 1. SUMMARY The Midpeninsula Regional Open Space District (District) initiated the Vision Plan Project in August 2012 to engage the District's partners, stakeholders, and the public in a process to determine a District-wide 40 year vision for land preservation, resource management, public recreation, and working lands. With the completion of the Deliberation phase of the Vision Plan process, the District is now entering the Deciding phase whereby the Board will consider prioritizing the fifty four (54) projects that emerged from the Vision Plan process into two "tiers". The first tier includes twenty-three (23) top priority (nearer-term) projects and the second tier includes thirty-one (31) lower priority (longer-term) projects. Of the lower priority 31 projects, the Board asked to review an addition six (6) second tier projects for possible inclusion in the first tier. The rationale and recommendations for placement in the tiers is discussed below. The two tiers capture the priorities expressed through the public engagement process and will inform the General Manager's annual Action Plan and Budget recommendations to the Board of Directors. Implementation of the recommended Vision Plan Priority Actions will occur over the next 30-40 years and the pace of implementation will be determined by available funding. In the event that the District pursues a public funding measure to accelerate the pace of implementation, it is anticipated that such additional funding would be directed at the 23 first tier projects. A variety of other generally smaller projects, in addition to selected Vision Plan Priority Actions, will comprise each annual Action Plan. Conditions and opportunities present in any given year will influence how those annual Action Plan priorities are set by the Board of Directors. DISCUSSION The District's Vision Plan Project, entitled 'Imagine the Future of Open Space,' is a multidisciplinary effort combining scientific analysis with broad public engagement to create a shared vision for the future of the District and the region's open space. The project has been structured around a strategic five-phase public engagement process represented by the acronym SHEDD: Getting .s.tarted, Hearing the voices, .Enriching the conversation, Deliberating, and Deciding. The District is now poised to complete the final phase of this process, Deciding. The resources and effort that has been dedicated to the Vision Plan project, including consultations with District staff, outreach to partners, the public at large, and the Community Advisory Committee, and exhaustive review of resource data has Attachment 3 R-14-25 Page 2 culminated in a list of high priority actions. The priority actions are spread across the District and represent a 40 year vision for land preservation, resource management, public recreation, and working lands on the Peninsula, San Mateo Coast, and South Bay regions within the District’s boundaries. On January 14, 2014, the Board reviewed the public input received on the Vision Plan Goals and Priority Actions as well as the analysis conducted by District staff and technical consultants on how well the Priority Actions deliver the Vision Plan Goals. Two Tier Recommendation The Vision Plan process identified 54 Priority Actions in all. The General Manager recommends categorizing the 54 Priority Actions into two tiers (Attachment 1). Tier 1 Priority Actions would provide the District with a more defined, nearer-term focus (during this next 20 years), while Tier 2 would consist of longer-term priorities. The Vision Plan establishes a long-term, publicly-vetted path to guide the District into the future to fulfill its overarching mission. Even with this Vision Plan in place, the District will remain flexible so that it can respond to new opportunities as they arise. The Board of Directors has the discretion during annual Action Plan and Budget review to revise project priorities or add new projects for the next fiscal year in response to change conditions and opportunities. Of the 54 Priority Actions, the General Manager is recommending 23 Priority Actions for Tier 1. These projects have received the greatest level of public support and meet the largest number of Vision Plan goals based on the planning and scientific analysis work (Attachments 1 and 2). The recommended Tier 1 Priority Actions were determined by evaluating all 54 of the Priority Actions across the following four metrics: 1) Level of public support given through the public deliberation meetings; 2) Level of public support given through Mindmixer; 3) Level of support given by the Community Advisory Committee; and/or 4) Level of success and beneficial impact in implementing the Goals for the Vision Plan. A Priority Action was identified as Tier 1 if it rated highly by three of these four metrics (in the upper quartile of the rated results). Also, in order to ensure a wide distribution of Tier 1 projects across the District’s jurisdiction, Priority Actions that were rated the highest in any one of these metrics, in each subregion, were also included in the Tier 1 list. Evaluation of Board Identified Priority Actions During the January 14, 2014 Board workshop on the Vision Plan project, the Board identified six (6) additional Priority Actions beyond the original 23 for their potential inclusion into Tier 1. The rating results for these 6 Priority Actions is presented in Attachments 1 and 2. Staff did not include these six Priority Actions in Tier 1 because they did not meet the evaluation standards outlined above of having been rated highly by three of the four metrics (in the upper quartile of the rated results) or rated highest in any one of the metrics in the subregion where it is located. There are a few additional points for the Board to consider in reviewing these Priority Actions: • Priority Actions 08 (Sierra Azul: Fire Management), 25 (Major Roadway Signage), 30 (Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions), and 40 (Skyline Subregion: Fire Management and Forest Restoration Projects) were not rated by the Community Advisory Committee (CAC) because of time limits for the meeting during which the CAC was Attachment 3 R-14-25 Page 3 rating the Priority Actions. However, even if these Priority Actions were rated by the CAC and rated highly, this would not have resulted in any of these Priority Actions accumulating at least 3 high ratings in the Public Deliberation Process. These Priority Actions did not rate high in the technical analysis because of their limited ability to deliver the goals for the Vision Plan. • Priority Action 25 (Major Roadway Signage) was not included in the Priority Actions taken to the Public Deliberation Meetings or the CAC, again because of time limits for these meetings. However, this Priority Action was rated online, where it received a low score. • Priority Actions 18 (South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor) and 30 (Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions) received relatively high point values for their online rating. Although none of these six priority actions meets the Tier 1 evaluation standards as described above, Priority Actions 18 and 30 (South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor and Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions) could be considered for Tier 1 based on other factors or policy considerations such as geographic distribution, proximity to urban centers, and usage, in addition to their relatively high point values for their online rating. FISCAL IMPACT The project is well within budget, having expended $184,000 of the $282,900 budgeted for the planning and analysis tasks and $155,000 of the $180,000 budgeted for the public engagement tasks. No increase to the FY2013-14 budget is anticipated. Budget approval for implementing Priority Actions will be considered during the annual Action Plan and Budget development. The estimated order of magnitude cost of implementing the twenty three (23) Vision Plan Tier 1 Priority Actions is approximately $312 Million. BOARD COMMITTEE REVIEW The Board waived Committee review of this project in lieu of full Board engagement. Over the course of the Project, the General Manager has provided the Board of Directors with regular Vision Plan progress updates, as summarized below: Board Meeting Date Topic Board Report(s) January 15, 2013 February 27, 2013 Phase 1: “Getting Started” R-13-08, R-13-09 R-13-10, R-13-32 March 13, 2013 June 12, 2013 Phase 2: “Hearing the Voices” R-13-33, R-13-57 July 24, 2013 Phase 3: “Enriching the Conversation” R-13-66, R-13-70 October 2, 2013 January 14, 2014 Phase 4: “Deliberating” R-13-89, R-14-18 PUBLIC NOTICE Notice was provided pursuant to the Brown Act. Notice was also sent to the interested parties list for this project. Attachment 3 R-14-25 Page 4 CEQA COMPLIANCE The Vision Plan does not constitute a project under the California Environmental Quality Act (CEQA). Any necessary environmental review required by CEQA shall be completed before any specific project is commenced. NEXT STEPS February 5, 2014 The Board’s decision on Tier 1 Priority Actions at the January 29, 2014 meeting will form the basis for an Expenditure Plan which the Board will consider in tandem with the possibility of placing a Funding Measure on the June 2014 ballot. February 26, 2014 The Board will make a final decision on placing a Funding Measure on the June 2014 ballot. Following Board’s decision on the action recommended by the General Manager in this Board Report, staff will prepare a current status summary report of the Vision Planning process that describes the methodology used and final tiering results. During the remainder of FY2013-14, work on completing the final Vision Plan deliverables will continue, but at a reduced pace, as key staff members will be focused on completing other Action Plan items as well as supporting the District’s informational role related to a potential funding measure, if approved by the Board (Attachment 3 – Vision Plan Timeline). In addition to the summary report, written materials based on the Vision Plan will be prepared to inform partners, stakeholders, and the public. The Community Advisory Committee will also hold at least one additional meeting to review the status of the Vision Plan and future tasks required to complete the project. As the District moves into Vision Plan implementation, most Priority Actions will require detailed planning and design work. For many of the Actions, the detailed project level work will require development and/or refinement of applicable Board policies. The Board’s deliberation on policy issues (such as types of multi-use trails in specific preserves, camping, or types of partnerships with cities and other agencies) is expected to occur in the context of specific projects where the Board’s deliberation will be informed by the best available science and data. The final Vision Plan document will describe the need for future Board policy development as part of the implementation of specific Priority Actions. Attachment 1. Priority Action List with Associated Tiers and Potential Tier Categories 2. Map of Tier 1 and 2 Priority Actions with Associated Ratings 3. Vision Plan Timeline with June 2014 Funding Measure Responsible Department Head: Kirk Lenington, Natural Resources Manager Prepared by: Same Contact person: Same Attachment 3 Attachment 1: Priority Action List with Associated Tiers and Ratings Underlined items indicate top scores in each region yes = top in subregion and highly rated in > 3 categories; yes = top in subregion and highly rated in < 3 categories. Title Wkshp Results (>7.5) Online (Top 25%) CAC Results (>7.5) Highly Rated Goals Sum Top in Region N Avg Div Online Points N Avg Div 01 - Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects 1 1 1 1 4 yes 69 8.2 27 158 21 8.2 8 04 - Sierra Azul: Mt. Umunhum Public Access and Interpretation Projects 1 1 1 1 4 yes 68 8 23 159 21 8.9 9 07 - Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects 1 1 2 yes 70 6.8 20 83 21 8.5 8 10 - Sierra Azul: Cathedral Oaks Public Access and Conserva8on Projects 1 1 1 1 4 70 7.6 22 124 21 7.8 11 11 - Bear Creek Redwoods: Public Recrea8on and Interpre8ve Projects 1 1 1 3 yes 65 8.1 22 76 21 8 15 16 - South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 1 1 2 yes 64 8.6 18 94 21 8.6 14 17 - El Sereno: Dog Trails & Connections 1 1 yes 66 6.8 31 193 21 6.6 26 23 - Peninsula/South Bay Ci8es: Partner to Complete Middle Stevens Creek Trail 1 1 2 yes 34 6.7 41 133 21 8 18 27 - Regional: Complete Upper Stevens Creek Trail 1 1 1 1 4 yes 97 8.1 29 141 21 8.1 13 32 - Windy Hill: Trail Improvements - Preserva8on - and Hawthorns Area Historic Partnership 1 1 1 1 4 yes 102 7.7 36 107 21 8.1 17 34 - Regional: Bayfront Habitat Protec8on and Public Access Partnerships 1 1 1 1 4 yes 34 7.6 38 109 21 9.1 5 38 - Long Ridge: Trail, Conservation, and Habitat Restoration Projects 1 1 1 1 4 83 7.7 20 114 21 8 13 46 - Russian Ridge: Public Recrea8on - Grazing - and Wildlife Protec8on Projects 1 1 1 3 yes 83 8 19 96 21 8.7 11 47 - Coal Creek: Reopen Alpine Road for Trail Use 1 1 1 3 yes 85 7.8 27 127 #21 6.9 17 48 - La Honda Creek/Russian Ridge: Preserva8on of Upper San Gregorio Watershed & Ridge Trail Comple8on 1 1 2 yes 82 8 25 82 21 8.3 10 51 - La Honda Creek: Upper Area Recrea8on - Habitat Restora8on and Conserva8on Grazing Projects 1 1 1 3 yes 84 8 23 97 21 9.1 9 52 - El Corte de Madera Creek: Bike Trail and Water Quality Projects 1 1 1 1 4 85 7.5 28 138 21 7.4 14 55 - Regional: Redwood Protec8on and Salmon Fishery Conserva8on 1 1 1 3 yes 24 7.5 19 52 21 8.3 12 56 - Regional: Trail Connec8ons and Campgrounds 1 1 2 yes 24 8.4 15 69 21 8.3 16 58 - Cloverdale Ranch: Wildlife Protec8on, Grazing, and Trail Connec8ons 1 1 2 yes 30 7.8 29 52 19 7.4 21 64 - La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection, & Conservation Grazing 1 1 1 3 yes 28 9 10 86 19 8.1 25 67 - Purisima Creek Redwoods: Purisima-to-Sea Trail Watershed Protection & Conservation Grazing 1 1 1 3 yes 30 8.3 30 98 19 8.7 7 74 - Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration, & Agriculture Enhancement 1 1 1 3 31 7.6 30 65 19 7.6 21 Title Wkshp Results (>7.5) Online (Top 25%) CAC Results (>7.5) Highly Rated Goals Sum Top in Region N Avg Div Online Points N Avg Div 08 - Sierra Azul: Fire Management 1 1 70 7.5 18 68 18 - South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1 1 2 65 7.4 32 101 21 8.1 10 25 - Major Roadway Signage**0 16 30- Rancho San Antonio: Intrepretive Improvements - Refurbishing - and Transit Solutions 1 1 101 5.6 40 130 39 - Skyline Ridge: Educa8on Facili8es - Trailsand Wildlife Conserva8on Projects 1 1 2 84 6.4 33 51 21 7.9 16 40 - Skyline Subregion: Fire Management and Forest Restora8on Projects 0 84 6.5 30 48 Workshop Results CAC Results T i e r 1 Po t e n t i a l I n c l u s i o n int o T i e r 1 Workshop Results CAC Results Attachment 3 Attachment 1: Priority Action List with Associated Tiers and Ratings Title Wkshp Results (>7.5) Online (Top 25%) CAC Results (>7.5) Highly Rated Goals Sum Top in Region N Avg Div Online Points N Avg Div 19 - Fremont Older: Historic Woodhills Restora8on & Overall Parking Improvements 0 66 5.8 23 60 21 - PiccheD Ranch: Family Nature Play Program 1 1 66 6.1 15 39 21 6.8 25 22 - Peninsula/South Bay Ci8es: Los Gatos Creek Trail Connec8ons 1 1 34 4.4 32 120 21 7.2 21 24 - Peninsula/South Bay Ci8es: San Francisquito Creek Restora8on Partnership 0 34 4.9 34 58 28 - Collaborate to Restore San Francisquito Creek Fish Habitat**0 67 29 - Teague Hill: West Union Crk Watershed Restoration Partnership**0 39 31- Rancho San Antonio: Hidden Villa Access and Preserva8on Projects 1 1 102 5.6 46 73 21 8 15 35 - Ravenswood: Cooley Landing Nature Center Partnership 1 1 2 34 6.2 42 37 21 8.8 18 37 - Saratoga Gap: Stevens Canyon Ranch Family Food Educa8on Projects 1 1 83 4.9 25 22 21 6.8 22 43 - Monte Bello: Campfire Talks & Habitat Projects**0 27 44 - Regional: San Andreas Fault Interpre8ve Trail Program 0 102 5.8 36 61 21 6.9 17 53 - Purisima Creek Redwoods: Parking and Repair Projects 0 86 5.8 32 63 57 - Gazos Creek Watershed: Preserve Redwoods, Fish & Add Trails**0 68 21 7.4 25 59 - Lower Pescadero Creek: Watershed Preserva8on & Conserva8on Grazing 1 1 30 7.1 36 39 19 6.9 28 60 - Lower Pomponio Creek: Watershed Preservation and Grazing**0 38 61 - Advocate to Protect Coastal Vistas**0 44 62 - La Honda Creek/El Corte Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects 1 1 30 7.4 26 41 21 6.9 26 66 - Tunitas Creek: Addi8onal Watershed Preserva8on & Conserva8on Grazing 1 1 30 7.2 28 32 20 6.8 25 70 - Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reductions 0 30 6.6 30 41 71 - Advocate to Protect Coastal Vistas**0 40 72 - Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships 0 31 5.6 40 26 73 - Miramontes Ridge/Purisima Crk Rdwds: Mills Creek/Arroyo Leon Watershed, Stream Restoration, & Trails 1 1 2 31 7.1 29 59 19 7.5 12 75 - Regional: Support CA Coastal Trail 1 1 31 6.9 43 74 19 7.4 23 76 - Pulgas Ridge: Regional and Neighborhood Trail Extensions 0 102 6.7 38 98 20 6.9 19 **: Not rated at the public workshops ***: CAC did not rate all actions on 12/18/13 #: Same participant generated action also received 119 points T i e r 2 Workshop Results CAC Results Attachment 3 !! !! !!! !!! !! !! !!! !! !!!! !! !! !!!!! !!!!!!! !!! !! !! !!! !!! !!!!! !!!!! !! !!! !!!!! !!! !!! !! !!! !!!! !! !!!! !!!!! !!!! !!!!! !!!! !!!! !!!!! !!!! !!!!! !! !! !! !! !! !! !! !! !! !! !! !! !!!! !! Peninsula Cities Peninsula Foothills 8 1 4 7 9 40 1961 71 25 24 60 28 70 30 53 72 64 34 11 51 47 27 67 62 75 73 48 10 35 17 32 38 56 16 66 59 58 3946 52 21 76 31 22 23 18 57 29 43 55 37 74 44 0 52.5Miles I MAGINE the Future of Open SpaceI G a z o s C re ek ButanoCreek P esc a d er o C r e e k SanGregorioCreek PurisimaCreek SanFrancisquit o C re e k ElC o r t e deMadera Creek PomponioCreek District Boundar y S p h e r e o f I n f l u e n c e Attachment 2: Priority Action Tiers and Ratings Public Meeting Online Rating Community Advisory Committee !!# !!# !!# !!# Highly Rated Priority Actions Potential Tier 1 Goals Accomplished Tier 1 Priority Actions!!!#!!!# Tier 1 and Potential Actions Attachment 3 Vision Plan Document Development January February March Vision Plan Project Funding Measure Board Workshop April - November Current Status Summary Report Jan 14, 2014 Public Process Results Board Workshop Jan 29, 2014 Priority Action Adoption Board Workshop Feb 5, 2014 Tracking Poll Results Draft Expenditure Plan Board Meeting Feb 12, 2014 Reading of Ordinance #1 (includes Expenditure Plan) Tax Rate Statement Last Board Action Feb 26, 2014 Reading of Ordinance #2 (includes Expenditure Plan) Tax Rate Statement Special Meeting March 5, 2014 (Meeting will be held if needed) Deliverables to County March 7, 2014 Board Meeting November 2014 Final Vision Plan Document Attachment 3: Vision Plan Timeline with June 2014 Funding Measure June 2014 Election Attachment 3 1 2 3 4 5 6 7 10 11 128 9 16 15 14 17 19 20 13 21 22 23 24 25 18 45 5142 29 35 37 34 43 54 36 31 47 33 27 39 30 28 38 32 44 46 50 49 26 53 41 52 48 40 Midpeninsula Regional Open Space Preserves Regional Trail Connections * Tier 1 Priority Actions*# #Tier 2 Priority Actions* *Represents generalized locations MIDPEN Attachment 4: Vision Plan Priority Actions Map I MAGINE the Future of Open Space 20 1 4 V i s i o n P l a n S u m m a r y ww w . o p e n s p a c e . o r g / v i s i o n Attachment 5 ABOUT Since its founding by voter initiative in 1972, the Midpeninsula Regional Open Space District (Midpen, District) has successfully protected over 62,000 acres of open space in San Mateo, Santa Clara and a small portion of Santa Cruz counties. These lands are located in 26 preserves where local residents hike, bike, run, take docent-led tours and enjoy the spectacular forests, baylands, ridgelines and mountains of the Silicon Valley. These preserves are also home to 90 rare native species that live in a range of diverse and sensitive habitats including redwood forests, rugged peaks, agricultural lands, marshlands, creeks and watersheds. ADAPTING to CHANGE In 2012, as Midpen celebrated its 40th anniversary, its Board of Directors recognized that the District was at an important juncture in its history. In its ﬁ rst 40 years, Midpen had focused on acquiring land, often just ahead of massive development projects throughout the region. Over the same period, the region’s social landscape had changed dramatically, both in terms of its demographics and in its social values and priorities: ■ Due to a growing interest in healthy lifestyles, visits to the preserves doubled between 1995 and 2010. People lived and worked in cities, but they played, recharged and stayed healthy in open space. ■ Opportunities to partner with state parks, cities, counties, other special districts and nonproﬁ ts were on the rise. ■ Silicon Valley continued to be a magnet for talented workers from around the country and the world. Not only was the region’s population growing, it was growing more diverse. Table of Contents 2 Overview 4 Community Engagement 6 The Research behind the Vision Plan 8 The Vision: Outdoor Recreation and Healthy Living 10 The Vision: Cultural and Scenic Landscape Preservation 12 The Vision: Healthy Nature 14 The Vision: Connecting with Nature and Each Other 16 The Vision: Viable Working Lands 17 Vision Plan Priority Action Portfolios 18 The Vision Plan Is 19 Acknowledgments 1990–2010 Population Changes in San Mateo and Santa Clara Counties San Mateo Santa Clara Combined Combined Population by Race/Ethnicity County County Population Caucasian Asian Black Latino 1990 649,623 1,497,577 2,147,200 1,502,882 370,883 89,945 420,203 2010 718,451 1,781,642 2,500,093 1,220,151 748,642 66,864 661,712 % Change 10.6% 19.0% 16.4% -18.8% 101.9% -25.7% 57.5% The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide opportunities for ecologically-sensitive public enjoyment and education. Overview | 2 Attachment 5 Open Space Is defi ned as land that: Remains in or returns to its natural state and may also include ecologically-sensitive agricultural land, Protects areas of scenic beauty and preserves natural habitat, Provides essential life support systems that remove air and water pollution, produce oxygen and mitigate climate change, Offers opportunities for education, recreation, and renewal of spirit, Establishes boundaries for urban growth, and Enhances regional quality of life. THE VISION PLAN SUMMARY To systematically arrive at a strategic course for the future, Midpen launched Imagine the Future of Open Space, an 18-month visioning process to: ■ Engage as many people as possible in a meaningful and structured conversation about the preservation and use of open space in the District, ■ Assess critical opportunities for conservation on the San Francisco Peninsula, South Bay, and San Mateo Coastside, and ■ Develop a regional vision for the future of open space. Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed 54 Priority Action Portfolios focused on the three legs of the mission: land protection, habitat restoration and low-intensity recreation. These were prioritized by the public and approved by Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios and 29 additional portfolios to be completed as time and resources allow. Five months later, the general public demonstrated broad community support for the Vision Plan by passing Measure AA, which authorized Midpen to issue up to $300 million in bonds over the next 20 to 30 years to fund the hundreds of capital projects within the 25 top priority portfolios. Experience Nature in Your “Backyard” Midpen offers free activities for people of all ages. Preserves are open 365 days a year and feature: 225 miles of trail for hikers, bikers and horseback riders, Environmental education programs like the David C. Daniels Nature Center, Robust volunteer and docent programs, with over 500 people who contribute 19,000 hours of their time per year, and Over 300 free guided activities per year. “May we always have beautiful places.” —Nonette Hanko, Midpen Founding Director Photo on front cover: Russian Ridge Open Space Preserve by Deane Little Photo this page: Fremont Older Open Space Preserve by Sue Copeland 3 | Attachment 5 Community Engagement: The People behind the Vision Plan A variety of constituent groups brought key knowledge to this 18-month conversation through a 32-member Community Advisory Committee of: Local elected ofﬁ cials, Community leaders and advocates, Conservation and environmental partners, Amah Mutsun leadership, Hikers, Mountain bikers, Horseback riders, Neighbors and neighborhood associations. Local community college students and staff held 725 community conversations with people in farmers’ markets, coffee shops and preserves asking, “What is your vision for open space and why is it important to you?” There were 38,000 page views on the Vision Plan’s civic engagement web site. A single discussion thread titled “Looking to the Future” had 1,200 comments and 4,100 views. 1,000 new social media followers joined the discussion. 40 partner organizations and associations shared their perspectives. Altogether 2,200 community members contributed to the Vision Plan: 1,000 participated in workshops and community interviews, 600 users registered and provided comments on the civic engagement web site, and 600 more participated in a telephone survey. Sh e l l y L e w i s Members of the CAC with Midpen Board and Staff | 4 Attachment 5 FINDINGS From thousands of inputs, comments, statements and survey responses, staff identiﬁ ed ﬁ ve core themes, and associated goals which, when aggregated, represent the social values of a region that is world-renowned for its bright, diverse and forward-looking residents. 1. Outdoor Recreation and Healthy Living (29%) 2. Enjoyment of Natural, Cultural and Scenic Landscapes (25%) 3. Healthy Nature– Plants, Animals, Lands and Waterways (19%) 4. Connecting with Nature and Each Other (14%) 5. Viable Working Lands (13%) Rancho San Antonio OSP by Charles Tu Telephone Survey Results 96% view Midpen preserves as an important public resource. 90% say that open space improves the quality of life for residents of the densely urban and suburban communities in Santa Clara and San Mateo counties. 90% say that open space and trails contribute to the community’s overall health and wellness. Vision Plan Goals Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor exercise in nature. Cultural and Scenic Landscape Preser- vation: Conserve the area’s scenery and rich history; provide places for escape and quiet enjoyment. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people can receive nature’s benefi ts. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate the natural environment and to connect with nature and each other. Viable Working Lands: Provide viable working lands that refl ect our agricultural heritage and provide food and jobs. 25% Natural, Cultural, and Scenic Landscapes 29% Outdoor Recreation and Healthy Living 13% Working Lands 19% Healthy Nature 14% Connecting with Nature and Each Other 5 | Attachment 5 The Research behind the Vision Plan While the community engagement strategies were underway, a research team of staff and local experts assembled and evaluated biological, cultural, agricultural and recreational conditions within the Vision Plan Area. These studies identiﬁ ed critical opportunities for conservation and the open space projects that would result in maximum beneﬁ ts to wildlife, plants, waterways, interpretation and education, habitat connectivity, and access. 101 101 880 85 85 85 82 280 280 280 280 84 92 17 35 35 84 82 237 17 9 San Jose Redwood City San Carlos Los Gatos Palo Alto Saratoga Cupertino Mountain View Woodside San Mateo County Santa Clara County Santa Cruz County San Mateo County Half Moon Bay Menlo Park Pacific Ocean Sunnyvale Scale in Miles 0 1 2 3 4 5 N 35 Purisima Creek Redwoods El Corte de Madera Creek Pulgas Ridge Rancho San Antonio Monte Bello Fremont Older La Honda Creek Russian Ridge El Sereno Sierra Azul Sierra Azul Windy Hill Vision Plan Area ______________ “ It’s all about connections. Connecting habitats and connecting trails.” — Community Member______________ COMMUNITY INPUT + SCIENCE = VISION PLAN By combining the results of the community engagement process with rigorous technical analyses and assessment, staff developed 54 major open space priority action portfolios. These project portfolios include hundreds of projects to preserve land, manage resources, conserve and improve agricultural lands, and provide public recreation, interpretative programs, outdoor education and nature engagement activities. The project areas were selected for maximum effectiveness, conservation values and the strength of their alignment with the community’s vision. In three-hour workshops, held in ﬁ ve locations, 234 members of the public learned about the 54 portfolios, their conservation values, goals and associated projects. They then ranked, prioritized and voted on the portfolios in real time using handheld electronic voting pads. Ra y H o s l e r The Vision Plan Area is the 371,000-acre area that includes Midpen lands, its jurisdiction and sphere of infl uence. | 6 Attachment 5 Meanwhile, on Midpen’s civic engagement web site, community members continued to discuss, reﬁ ne, and develop their priorities. The Community Advisory Committee analyzed the data and provided additional input in its monthly meetings. Staff synthesized 18 months of qualitative and quantitative data, and developed a ranked list of major open space project portfolios, which were reviewed, adjusted and approved in two public deliberation sessions with Midpen’s Board of Directors, with over 100 public members in attendance at each meeting. On January 29, 2014, Midpen’s Board of Directors approved a slate of 25 high-priority project portfolios and 29 additional portfolios to be completed as time and resources allow. These 54 Priority Action Portfolios represent hundreds of projects that will open preserves, build trails and trail connections, improve water quality, protect the coastline, restore native vegetation, connect habitat and strengthen biodiversity. On June 3, 2014, with a two-thirds majority, District residents approved Measure AA, a general obligation bond measure that authorizes Midpen to issue up to $300 million in bonds over the next 20 to 30 years to fulﬁ ll the capital projects in the Top 25 Vision Plan Priority Action Portfolios. THE FUTURE of OPEN SPACE Midpen’s community-driven Vision Plan will: ■ Protect redwood forests, ■ Ensure clean water and protect salmon habitat, ■ Add over 200 miles of new trails, ■ Open 20,000 acres of land, ■ Create 13 new staging and parking areas, ■ Provide outdoor education opportunities at 14 locations, ■ Preserve over 50,000 acres of additional open space, ■ Enhance wetlands and ponds for rare wildlife at ten open space preserves, ■ Create wildlife corridors in an increasingly urbanized region, and ■ Improve ranches and rangelands at four open space preserves. —See page 17 for a map of the Top 25 Portfolio Action Portfolios Ra y H o s l e r Ja c k G e s c h e i d t Midpeninsula Regional Open Space District Board of Directors Left to right: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Pete Siemens, Yoriko Kishimoto, and Curt Riffl e 7 | Attachment 5 Midpen lands to be opened Regional Trail Connection Projects (Represents generalized location) Priority Action Portfolio # (Approximate location) This map shows a long-term, shared vision of a thriving, interconnected regional open space network, accomplished with POST, San Mateo and Santa Clara County, State Parks, and other public and private partners. Midpen open space preserves Major city, county, state & federal parks, open space preserves, and publicly-owned watershed lands # City-to-Bay Trails Connection to Mount Umunhum Summit– the Highest Point on the Bay Area Ridge Trail Loma Prieta Public Access and Connection to Nisene Marks State Park Connections between Midpen, County and State Lands When the Vision Plan trails are complete, 99% of Midpen residents will live within 5 miles of a regional trail. Portfolio Highlights: Outdoor Recreation and Healthy Living Gateway to Coast Integrated Trails Partner to complete gaps in Bay Trail Complete Purisima-to-Sea Trail Open La Honda Creek El l i e V a n H o u t t e Sa n d y S o m m e r St r e t h e r S m i t h 2 3 7 2 3 7 9 21 23 24 | 8 Attachment 5 Open an Additional 20,000 Acres of Land Throughout the District, Midpen has lands that are closed because they still need restoration, remediation, safety features, trails and parking lots. With support from Measure AA, over 20,000 acres will be opened to the public in La Honda Creek, Miramontes Ridge, Bear Creek Redwoods, Purisima Creek Redwoods, Russian Ridge and four areas within Sierra Azul: Mount Umunhum summit, Rancho de Guadalupe, Loma Prieta and Cathedral Oaks. Build 200 Miles of New Trail Trail systems will connect cities to the coast and bay and expand recreational opportunities for people of all ﬁ tness levels. In addition to the trail systems shown on the map, the Vision Plan will also: ■ Expand existing trail systems in Windy Hill, Purisima Creek Redwoods, Russian Ridge, El Sereno, and Sierra Azul, ■ Create new trail systems in newly-opened lands in Miramontes Ridge, La Honda Creek, and Bear Creek Redwoods, ■ Enhance capacity at high-use preserves like Fremont Older and Rancho San Antonio, and ■ Enhance trail systems that also serve as alternate routes to school and work. ■ Improve connections between cities and the Bay. ■ Fill in gaps to establish a continuous 70-mile stretch of the Bay Trail from Redwood City to the South Bay to Fremont. ■ Enhance transportation and recreation in neighborhoods from Mountain View to Saratoga via the Stevens Creek Trail.______________ “ Trails and open space allow me to get out of the city, recharge, and enjoy creation.” — Community Member______________ The Vision: Outdoor Recreation and Healthy Living Open Mindego Hill Trail Open Bear Creek Redwoods Expand public access at Mount Umunhum Open Rancho de Guadalupe for family recreation Er i c a S i m m o n s Da v i d F o o t e Mi d p e n S t a f f Da v i d T h a r p 9 21 23 24 Attachment 5 Midpen open space preserves Major city, county, state and federal parks, open space preserves, and publicly-owned watershed lands Priority Action Portfolio # (Approximate location) # ______________ “ Mount Umunhum, a sacred site to the Amah Mutsun for thousands of years, has been a place for prayer, celebration and reﬂ ection. We are once again being asked to pray at this site.” — Amah Mutsun Tribal Band______________ Portfolio Highlights: Cultural and Scenic Landscape Preservation Preserve scenic open space Partner to rehabilitate Hawthorn historic area Provide interpretive services of Mindego Ranch and Native American uses St r e t h e r S m i t h Mi d p e n S t a f f Ra y C o w a n 1 6 9 1 6 9 24 29 49 51 | 10 Attachment 5 The Vision Plan Area is full of hundreds of special places, unmatched sweeping views, pristine ridges, inspiring forests, unbroken coastlines and panoramic vistas that are the iconic backdrop of the Silicon Valley. Within these natural and scenic landscapes is a human history that spans 6,000 years. A cultural assessment found 81 culturally signifi cant sites on Midpen lands. These include Native American monuments and gardens, Spanish colonial travel routes, mines and logging operations of American settlers, and homes, ranchos and estates from the region’s rich and colorful local history. The Vision Plan seeks to protect these views and cultural histories, to sustain enduring connections between people and places. The Vision: Cultural and Scenic Landscape Preservation Fremont Older OSP by Tim Chavez Protect cultural and natural resources using traditional Native American stewardship practices Protect coastal views Preserve the Stevens Canyon Ranch Protect historic Woodhills Al i c e C u m m i n g s Fr a n c e s F r e y b e r g Ca t A l l e n Mi d p e n S t a f f 24 29 49 51 ______________ “ I like to just lie on the grass under the sun and enjoy the birds chirping, the mountains and all the beauty. These are wonderful places to get away from the stresses of everyday life.” — Community Member______________ Attachment 5 The Conservation Value Map combines information about priority watersheds, sensitive and highly signifi cant plant life, rare species and habitat connections— and provides visual indicators of the areas where restoration and conservation efforts will have maximum benefi ts. Priority Action Portfolio # (Approximate location) # Steelhead Trout Only (Tier 1b) Coho Salmon & Steelhead Trout (Tier 1a) High This map shows the overall value of land within the Vision Plan Area for the conservation of biodiversity. Areas of high overall conservation value feature mulitple, co-occuring biodiversity elements and therefore are important targets for conservation efforts. Low Midpen open space preserves Streams supporting Rare Salmonids Conservation Values Portfolio Highlights: Healthy Nature Protect bayfront habitat Deter marbled murrelet predators and protect water quality Ya m i l S a e n z Da v i d S a l s b e r y ©T o m H a m e r 2 3 4 Improve habitat for red-legged frog ©G a r y N a ﬁ s 7 2 3 4 7 8 15 20 22 Remove fi sh barriers and restore Lobitos Creek | 12 Attachment 5 ______________ “These spaces are abundant with nature’s true treasures. We should see them as jewels, not for sale.” — Community Member______________ The Vision: Healthy Nature Midpen, along with most of California, is in one of 25 global biodiversity hotspots. A “global biodiversity hotspot” is a place that supports over 1,500 endemic species in a region that has lost at least 70% of its native vegetation. These 25 hotspots support nearly 60% of the world’s mammal, bird, reptile, amphibian and plant species. Midpen, along with private partners and other public agencies, has successfully protected much of our region’s precious greenbelt and baylands. However, many of the region’s plants, animals, lands and waterways are still at great risk. Within the Vision Plan Area: ■ Nearly half of the region’s 89,315 acres of sensitive plant communities are not protected, ■ Half of the priority watersheds are not protected, and ■ Native species compete with invasive species on 10,000 acres. The Vision Plan seeks to restore plant communities like redwood forests, repair ponds and creeks, and connect habitat. These priority actions will help plant and animal species adapt to a hotter and drier climate and will restore our wetlands, which will help protect human and wildlife communities from sea level rise. Global biodiversity hotspots Preserve upper San Gregorio watershed Protect redwoods and conserve salmon fi sheries Provide safe corridors for mountain lions across Hwy. 17 Preserve upper Los Gatos Creek watershed De a n e L i t t l e Ka r l G o h l Sa n t a C l a r a C o u n t y O p e n S p a c e A u t h o r i t y Mi p e n S t a f f 8 15 20 22 Attachment 5 Highlights: Volunteer stewardship program Highlights: Family connections to nature Midpen open space preserves Major city, county, state & federal parks, open space preserves, and publicly-owned watershed lands Highlights: Cultural history interpretation Highlights: Nature education center H M H Priority Action Portfolio # (Approximate location) # Multi-use Trails Connecting Neighborhoods and Cities Portfolio Highlights: Connecting with Nature and Each Other Rancho de Guadalupe Family Recreation Mount Umumhum Summit Bear Creek Redwoods Public Recreation and Interpretation Alpine Pond ADA Access Creekside Interpretation Trail Redwood Trail ADA Access Develop volunteer steward program Refurbish and add interpretive features to Deer Hollow Farm Provide interpretive educational services Ja c k G e s c h e i d t Ke n L u n d e r Ka r l G o h l 3 11 21 3 11 21 24 38 46 50 | 14 Attachment 5 Throughout the community engagement process, people talked about nature as a means to achieve personal and social goals—to improve health and wellness, to be better parents, neighbors and community members, and to instill stewardship and curiosity in their own and future generations. They want more youth programs, family outreach and greater engagement with underserved communities. They want new and different ways to participate in open space as citizen scientists, volunteers and docents; and through the use of new technologies. They want all members of the community to lead fuller, happier and healthier lives through open space. The Vision Plan features many ways to integrate nature into people’s lives. ■ 3 preserves, Skyline Ridge, Rancho San Antonio and Ravenswood, are ideal sites for interpretation and education centers, ■ 9 preserves can feature self-guided tours of the area’s rich stories about Native American ethnobotanists, early farmers and ranchers, the legacy of mining and logging, and a full array of natural history topics, and ■ 5 potential family recreation sites were identiﬁ ed where people of all ages and mobility levels can enjoy picture-perfect scenery, learn about the natural world, exercise and enjoy spending time in nature with friends and family members. ________________________________ “Let’s get kids out from behind the computers and learning to enjoy the outdoors!” — Community Member________________________________ The Vision: Connecting with Nature and Each Other Long Ridge OSP by Jim Mosher Family recreation and educational services Partner to create Cooley Landing education center Enhance environmental education centers Create family nature play programs Ja c k G e s c h e i d t Fr a n c e s F r e y b e r g Mi p e n S t a f f Ja c k G e s c h e i d t 24 38 46 50 Attachment 5 The Vision: Viable Working Lands Midpen open space preserves Major city, county, state and federal parks, open space preserves, and publicly-owned watershed lands Coastal Protection Zone Future grazing properties Current grazing properties Agricultural crops properties Priority Action Portfolio # (Approximate location)# ______________ “ Agriculture is healthy for the community and healthy for the land.” — Community Member______________ San Mateo County’s coast is deﬁ ned by its rural character and its rolling agricultural lands that contribute to the economy and a healthy, locally-sourced, food system. Midpen uses conservation grazing to enhance biodiversity, reduce fuel loads for ﬁ res, improve water systems, help sustain the local agricultural economy and foster the region’s rural heritage. The Vision Plan supports viable working lands by providing contiguous grazing lands, improving ranchland infrastructure, and enhancing grassland health and water quality at four preserves. The Vision Plan would expand Midpen’s conservation grazing program by an additional 1,500 acres on existing lands. Portfolio Highlights: Viable Working Lands 3 5 27 Enhance available water systems Sustain large contiguous grasslands for conservation grazing Foster connections to coastside rural heritage Fr a n c e s F r e y b e r g Mi d p e n S t a f f Ka r l G o h l 3 5 27 | 16 Attachment 5 Vision Plan Priority Action Portfolios Top 25 Portfolios 1. Open Miramontes Ridge 2. Build New Bayfront Trails 3. Complete the Purisima-to-Sea Trail 4. Build Walking, Hiking and Biking Trails at El Corte de Madera Creek 5. Open Upper La Honda Creek Preserve 6. Develop New Trails at Windy Hill 7. Open Driscoll Ranch Area at La Honda Creek 8. Preserve Upper San Gregorio Creek Watershed 9. Open New Trails at Russian Ridge 10. Re-Open Alpine Road at Coal Creek 11. Build Welcome Center at Rancho San Antonio 12. Complete Middle Stevens Creek Trail 13. Expand Grazing at Cloverdale Coastal Ranch 14. Open New Trails throughout the Redwoods 15. Protect More Redwood Forests 16. Create New Access Facilities at Long Ridge 17. Complete Upper Stevens Creek Trail 18. Complete Saratoga-to-Sea Trail 19. Open El Sereno Trails to Dogs and Complete Trail Connections 20. Preserve Safe Wildlife Corridors across Hwy. 17 21. Open Bear Creek Redwoods 22. Open Cathedral Oaks at Sierra Azul 23. Open Mount Umunhum at Sierra Azul 24. Open Rancho de Guadalupe at Sierra Azul 25. Open Loma Prieta Area at Sierra Azul Visit www.openspace.org/vision for full descriptions of all 54 Priority Action Portfolios. MIDPEN BOUNDARY 1 2 3 4 5 6 7 10 11 128 9 16 15 14 17 19 20 13 21 22 23 24 25 18 45 5142 29 35 37 34 43 54 36 31 47 33 27 39 30 28 38 32 44 46 50 49 26 53 41 52 48 40 Top 25 Priority Action Portfolios*# Regional Trail Connections * Priority Action Portfolios 26 –54*# *Represents generalized locations Midpen open space preserves 17 | Attachment 5 A living document that uses shared values and principles for open space planning. A database of geographic information systems data that can be used for conservation planning throughout the Vision Plan Area. A portrait of the region’s incredible and diverse natural resources and people. A model for civic engagement and organizational change. A regional vision for open space in which all members of the community lead fuller and healthier lives through outdoor experiences and the appreciation of healthy plants, animals, lands and waterways. _________________________ “ By listening to the collective wisdom of our community, we have, together, created a long-term vision for open space that protects the health of our lands, its wildlife and its people in perpetuity. In a time of changing climate, this is our contribution toward protecting our region’s life support system.” —Steve Abbors, General Manager__________________________ The Vision Plan Is La Honda Creek OSP by Deane Little | 18 Attachment 5 Acknowledgments With thanks to everyone who participated in community conversations, focus groups, workshops, public meetings, the project web site, social media conversations and who supported the bond measure to realize the capital projects in the Top 25 Vision Plan portfolios. Board Members Ward 1: Pete Siemens – Board Vice President (2014) Ward 2: Yoriko Kishimoto Ward 3: Jed Cyr Ward 4: Curt Rifﬂ e – Board Treasurer (2014) Ward 5: Nonette Hanko Ward 6: Larry Hassett – Board Secretary (2014) Ward 7: Cecily Harris – Board President (2014) Executive Staff Steve Abbors, General Manager Ana Montaño Ruiz, Assistant General Manager Kevin Woodhouse, Assistant General Manager Vision Plan Project Team Kirk Lenington, Natural Resources Department Manager (staff Vision Plan project manager) Sandy Sommer, Senior Real Property Planner (staff lead for Public Engagement) Casey Hiatt, GIS Administrator (staff lead for Planning and Analysis) Alex Roa, Planner I Lisa Bankosh, Planner III (staff CAC Coordinator) Michele Childs, GIS Technician Tina Hugg, Senior Planner Vicky Gou, Web Administrator Jodi McGraw, Jodi McGraw Consulting Linda Blong, Public Dialogue Consortium Community Advisory Committee Alex Anderson, Silicon Valley Mountain Bikers Ann Waltonsmith, Council Member, City of Saratoga Bern Smith, Bay Area Ridge Trail Council Carlos Romero, Former Mayor, City of East Palo Alto Charles Krenz, Silicon Valley Mountain Bikers Chris Cruz, West Valley College Chris Overington, Executive Director, Hidden Villa Debbie Mytels, Associate Director, Acterra Community Advisory Committee (cont.) Dianne McKenna, Sunnyvale Community Leader Don Horsley (and Legislative Aide Sarah Rosendahl) Supervisor, San Mateo County Board of Supervisors Don Weden, Santa Clara County Citizen Faye Brophy, Equestrian Trail Riders’ Action Committee Henrietta Burroughs, Founder, East Palo Center for Community Media Jered Lawson, Operator, Pie Ranch Joe Simitian (and Policy Aide Kristina Loquist) Supervisor, Santa Clara County Board of Supervisors John Bourgeois, Commissioner, Los Gatos Planning Commission Karen Holman, Palo Alto City Council, Palo Alto History Museum Kellyx Nelson, SMC Resource Conservation District Larry Watson, South Skyline Association Lennie Roberts, Committee for Green Foothills Lynn Jackson, Midpen Docent and Volunteer Marc Landgraf, Peninsula Open Space Trust Melissa Hippard, Program Director, Greenbelt Alliance Mike Bushue, Equestrian Trail Riders’ Action Committee Paul Heiple, Acterra Philippe Cohen, Jasper Ridge Ecological Preserve Reed Holderman, Sempervirens Fund Robb Courtney, Director, County of Santa Clara Department of Parks and Recreation Ruth Waldhauer, Open Space Preserve Neighbor Steve Wood, REI Outdoor Education Programs Director Sue Garner, Saratoga/Monte Sereno Community Leader Valentin Lopez, Amah Mutsun Tribal Chairman Midpen Staff Amanda Kim Andrew Verbrugge Au Ta Becky Bach Brendon Downing Brian Malone Cindy Roessler Cydney Bieber Dennis Danielson Francis Reneau Jane Mark Joel Silverman John Lloyd Jon Montgomery Consultants Jennifer Mair, Public Dialogue Consortium Shawn Spano, Public Dialogue Consortium San Jose State and San Francisco State University communications students Chris Bui, The American Focus Justin Burks, Jodi McGraw Consulting Nadia Hamey, Big Creek Lumber Sibella Kraus, Sustainable Agriculture Education Brett Melone, Independent Consultant Hannah Ballard, Paciﬁ c Legacy, Inc. Elena Reese, Paciﬁ c Legacy, Inc. Mark Hylkema, Past Lifeways Archaeological Studies Randy Anderson, Alta Planning and Design, Inc. Alex Atkins, Alexander Atkins Design, Inc. Deborah Mills, Mills Design Julie Anderson Kerry Carlson Loro Patterson Matt Baldzikowski Michael Newburn Mike Williams Paul McKowan Peter Cook Renée Fitzsimons Shelly Lewis Steve Gibbons Tom Lausten Zachary Alexander Thanks are due to the entire staff of the Midpeninsula Regional Open Space District who interviewed the public, contributed ideas, and facilitated the entire Vision Plan effort. 1 9 | Attachment 5 Midpeninsula Regional Open Space District 330 Distel Circle Los Altos, California 94022-1404 Phone: 650-691-1200 • Fax: 650-691-0485 E-mail: info@openspace.org Web site: www.openspace.org PRINTED ON 100% POST CONSUMER WASTE PAPER PRINTED WITH SOY INK Complete Vision Plan Report, Conservation Atlas and Appendices: www.openspace.org/Vision Measure AA Planning, Progress and News: www.openspace.org/MeasureAA Long Ridge OSP by Charles Tu 5.2015 Attachment 5 R-17-126 Meeting 17-29 November 15, 2017 AGENDA ITEM 2 AGENDA ITEM Award of contract for demolition of an unoccupied structure at 16075 Overlook Drive in El Sereno Open Space Preserve GENERAL MANAGER’S RECOMMENDATIONS 1. Authorize the General Manager to enter into contract with Cal Excavation and Underground Inc., of Hughson, California for a not-to-exceed base contract amount of $103,285. 2. Authorize a 15% contract contingency of $15,493 to be reserved for unanticipated issues, thus allowing the total contract amount not-to-exceed $118,778. SUMMARY The proposed contract would demolish an existing residential structure that sits fully perched over a steep slope and has been deemed a human occupancy safety risk by a qualified structural engineer after evaluating the condition and structural integrity of the support members and evidence of ground movement. The structure was part of the purchase of the Hayes Property named as an addition to El Sereno Open Space Preserve in 2004. The structure functioned as an employee residence from 2005 to 2015. The Board approved the demolition of the building on June 14, 2017 (R-17-68) after reviewing the conclusions of the structural evaluation. Staff issued a Request for Bids on September 29, 2017 and received three bid proposals on October 20, 2017. Cal Excavation and Underground Inc., is the lowest responsive and responsible bidder. Therefore, the General Manager recommends awarding the contract to Cal Excavation and Underground Inc., for a base amount of $103,285, and authorizing a 15% contingency amount of $15,493. The contingency amount would address concerns for unforeseen additional grading requirements, additional hillside stabilization if required by county building inspections or costs related to weather delays. DISCUSSION On December 15, 2004, the Board of Directors approved the purchase of the Hayes Property as an addition to the El Sereno Open Space Preserve (R-04-132). The property provided an important segment of the Overlook Trail and an opportunity to develop a small permit parking area and trailhead for the preserve. The purchase also included a two-bedroom, two bath, two story, 1,500 square foot house, which provided a good location for an employee residence for after-hours response in the southern region of the District. Another benefit was that the purchase R-17-126 Page 2 eliminated conflicts caused by the prior residents and their dogs with District staff, neighbors, and the public. Engineering firm Mesiti-Miller concluded that under a potential strong seismic, wind or landslide condition, the residence has the potential to suffer significant collapse damage and thus represents a human occupancy safety risk of concern. As a result, the employee resident relocated and the residence has remained unoccupied as of 2015. On June 14, 2017 (R-17-68), the Board approved demolition of the structure. The District has obtained a Santa Clara County Demolition permit to remove the structure and an Environmental Health and Safety permit to remove the septic system. Contractor Selection A Request for Bids was issued on September 29, 2017 and released to six (6) builders’ exchanges. Staff posted a legal notice in the San Mateo County Times and the San Jose Mercury News, and an Invitation to Bid on the District website. A pre-bid meeting was held on October 10, 2017 with eight contractors in attendance. Staff received three bids on October 20, 2017: Bidder Location Total Bid Percent +/- from Engineer’s Estimate $94,300 Cal Excavation and Underground Inc. Hughson, CA $ 103,285 109% Central Valley Environmental Contracting Group, Inc. Fresno, CA $112,000 119% DSGI, Inc. Manteca, CA $173,780 184% FISCAL IMPACT The FY2017-18 budget includes $128,100 for the El Sereno Residence Demolition Project 20070-33. There are sufficient funds in the project budget to cover the recommended action and expenditures. FY2017-18 El Sereno Residence Demolition [Project # 20070-33] $128,100 Spent–to-Date (as of 10/4/17): $2220 Encumbrances: $0 [Recommended Action – Costs]: $115,505 Budget Remaining (Proposed): $10,375 The recommended action is not eligible for Measure AA reimbursement. BOARD COMMITTEE REVIEW No Committee review has occurred for the above project. The full Board did review the condition of the building and approved the recommendation for demolition on June 14, 2017. R-17-126 Page 3 PUBLIC NOTICE Public notice was provided as required by the Brown Act, including the Montgomery Highlands Homeowner Association and adjacent neighbors CEQA COMPLIANCE The house is under 50 years old and not historically significant under the California Environmental Quality Act (CEQA). This demolition action is categorically exempt under section 15301, Existing Facilities, which exempts the repair, maintenance, or minor alteration of existing public or private structures, facilities, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the lead agency’s determination, including the demolition of individual small structures. NEXT STEPS If approved, the General Manager will enter into a contract with Cal Excavation and Underground Inc. Final contract signature is subject to meeting all District requirements. Demolition will begin November 2017 and conclude by the end of December 2017, weather permitting. Responsible Department Head: Brian Malone, Manager Land and Facilities Services Department Prepared by: Omar Smith, Facilities Maintenance Supervisor, Land and Facilities Service Department R-17-125 Meeting 17-29 November 15, 2017 AGENDA ITEM 3 AGENDA ITEM Award of Contract with Waterways Consulting, Inc., for the preparation of construction level documents for road infrastructure improvements at Russian Ridge, Monte Bello, and Tunitas Creek Open Space Preserves GENERAL MANAGER’S RECOMMENDATIONS 1. Authorize the General Manager to enter into a professional services contract with Waterways Consulting, Inc., to prepare construction level documents for road infrastructure improvements, for a base contract amount of $49,247.50. 2. Authorize a contingency of $7,387.50, to cover unforeseen expenditures, for a not-to- exceed total contract amount of $56,635. SUMMARY A qualified consultant with experience in rural road upgrades is required to complete construction level documents for three (3) access driveways in preparation for a public bid process. The driveways are located in the Russian Ridge (Quam), Monte Bello (Black Mountain Communications Site), and Tunitas Creek Open Space Preserves (Toto Ranch) (see Attachments 1, 2, & 3). All three driveways provide tenant, patrol, and maintenance access. The driveway from Monte Bello Road to the Black Mountain Communications site is also a public trail. The driveways are in poor condition and in need of drainage improvements and resurfacing to correct the effects of last winter’s storms, deferred maintenance, and use. District staff selected Waterways Consulting, Inc., after soliciting proposals from three engineering and environmental consulting firms. The General Manager recommends awarding a single contract to Waterways Consulting, Inc., for a total amount not-to-exceed $56,635. DISCUSSION The Action Plan includes three (3) driveway capital projects: Preserve Tenants Length Attachment Monte Bello OSP Black Mountain Communications Site (4) ~6,700 feet 1 Russian Ridge OSP Bergman (3) and Quam residences ~5,800 feet 2 Tunitas Creek OSP Toto residence and grazing operation ~3,300 feet 3 All three driveways provide tenant, patrol, and maintenance access. The public also uses the driveway in Monte Bello OSP as part of the Preserve trail network. The driveways are in poor R-17-125 Page 2 condition and in need of drainage improvements and resurfacing to correct the effects of last winter’s storms, deferred maintenance, and use. Gullying and poor drainage are evident along the stretch of driveway from the PG&E tower to the communications towers at Black Mountain. Sections of the Quam driveway are narrow and damaged by last winter rains, drainages and springs. The asphalt on the easterly section of the driveway at Toto not maintained or resurfaced for many years (before District purchase) has resulted in an uneven compromised surface with large potholes. In preparation to solicit bids for the construction of the driveway upgrades, staff solicited three firms from the established pre-qualification list for Road and Trail Inventories and Assessments, to prepare construction drawings and details for the driveway repairs. Waterways Consulting, Inc., and Stillwater Sciences both submitted proposals. Timothy Best declined (see table below). After review of the proposals, Waterways Consulting, Inc. was selected due to their heightened sensitivity to local agency permitting approvals and grading requirements, sound understanding of the District’s Best Management Practices, general flexibility in their approach, and greater attention to detail. Bidder Location Total Bid 1. Waterways Consulting, Inc. Santa Cruz, CA $49,247.50 2. Stillwater Sciences Berkeley, CA $45,000.00 3. Timothy Best Santa Cruz, CA Declined FISCAL IMPACT The FY2017-18 Budget and Action Plan includes sufficient capital budgets for all three (3) driveways (see table below) to fund the recommended contract. Contract costs would be apportioned to each driveway/Preserve as shown below. Driveway Project Monte Bello OSP FY2017-18 Russian Ridge OSP FY2017-18 Tunitas Creek OSP FY2017-18 Total Capital Budget $217,100 $280,600 $217,100 Arch/Eng. Services Budget $24,000 $24,000 $24,000 Spent to date: (as of 11/15/17): $0 $0 $0 Encumbrances: $0 $0 $0 Waterways Consulting Contract $18,878 $18,879 $18,878 Remaining Arch/Eng. Services Budget $5,122 $5,121 $5,122 Total Capital Budget Remaining (Proposed) $198,222 $261,721 $198,222 The Monte Bello OSP driveway improvements would serve the Black Mountain Communication lease sites. Per the lease agreements, communication tenants are responsible for a portion of the cost associated with maintaining access to their site from Monte Bello Road. Staff will address partial reimbursement of the total driveway construction and consultant costs ahead of construction with each tenant. BOARD COMMITTEE REVIEW There was no prior Committee review for this agenda item. R-17-125 Page 3 PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS If approved by the Board, the General Manager would enter into a contract with Waterways Consulting, Inc., to prepare construction level documents for all three-capital driveway projects. Final contract signature is subject to meeting all District requirements, such as having all required insurance in place. The project scheduled to begin in November 2017 will complete in the first quarter of Fiscal Year 2018-19 subject to weather and possible permitting delays. Attachments 1. Monte Bello OSP Driveway Project Map 2. Russian Ridge OSP Driveway Project Map 3. Tunitas Creek OSP Driveway Project Map Responsible Department Manager: Brian Malone, Land and Facilities Services Manager Prepared by: Elaina Cuzick, Senior Property Management Specialist !P !P !P !P !P RANCHO SAN ANTONIO OPEN SPACE PRESERVE MONTE BELLO OPEN SPACE PRESERVE Project Area Approx 6,700 feet Stevens Creek I n d i a n C r e e k Gold M i n e C r e e k Indian C a b in C r e ek B a y C r e e k M o n t e b ello Road B l a c k M o u ntainTrail Canyon Trail Old Ranch T rail Old R a n c h T r a i l Ol d R a n c h T r a i l Montebello Road Indian Cr e e k Trail Water w h e e l C r e ek T r a il Wa t er w h e e l C r e e k Tr ail MB09 WP03 MB08 Midpeninsula Regional Open Space District (MROSD) October 2017 Monte Bello OSP Driveway Project Map Pa t h : G : \ P r o j e c t s \ R a n c h o _ S a n _ A n t o n i o \ B l a c k _ M o u n t a i n \ D r i v e w a y \ R S A _ B l a c k M o u n t a i n _ D r i v e w a y P r o j e c t _ 2 0 1 7 1 0 1 2 . m x d Cr e a t e d B y : j h a w k 0 2,0001,000 FeetI 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. RANCHO SAN ANTONIO OPEN SPACE PRESERVE P ag e Mi ll Road ÄÆ35 Los Altos Mountain View Cupertino Preserve Boundary !P Gate Building/Structure Paved Road Unpaved Seasonal Road Trail Abandoned / Unmaintained Road Project Area Attachment 1 !P !P !P !P !P !P !P RUSSIAN RIDGE OPEN SPACE PRESERVE Project Area Approx 5,800 feet Co a l C r e e k Mindego Creek Ridge Trail C r a z y P e t e 's R o a d B y p a ssTrail A l der Spring Trail C harquin Tr a i l Crazy P e t e 'sR o a d Charq u i n T rail Clouds Rest Trail R i d ge Tra i l H a w k Ridge Trail CoalR o a d Roc k y C r e e k R d C A S t a t e R o u t e 3 5 C A St ate R o ute 3 5 ÄÆ35 ÄÆ35 RR11 RR10 CC05 CC03 RR05 RR01 RR06 Midpeninsula Regional Open Space District (MROSD) October 2017 Russian Ridge OSP Driveway Project Map Pa t h : G : \ P r o j e c t s \ R u s s i a n _ R i d g e \ Q u a m \ D r i v e w a y \ R R _ Q u a m _ D r i v e w a y P r o j e c t _ 2 0 1 7 1 0 1 2 . m x d Cr e a t e d B y : j h a w k 0 2,0001,000 FeetI 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. RUSSIAN RIDGE OPEN SPACE PRESERVE P o rt o l a R d A lpine R o ad T r i p p R d A l p ine Road Pa ge M ill RoadÄÆ84 ÄÆ280 ÄÆ35 ÄÆ35 Preserve Boundary !P Gate Building/Structure Unpaved Seasonal Road Trail Abandoned / Unmaintained Road Project Area Attachment 2 TUNITAS CREEK OPEN SPACE PRESERVE (TOTO RANCH) Project Area Approx 3,300 feet T u n i t a s C r e e k D r y C r eek Star Hill R o a d T u n i t a s C r e e k R d ÄÆ1 ÄÆ1 TC03 Midpeninsula Regional Open Space District (MROSD) October 2017 Tunitas Creek Driveway Project Map Pa t h : G : \ P r o j e c t s \ T u n i t a s _ C r e e k \ T o t o R a n c h \ D r i v e w a y \ T C _ T o t o R a n c h _ D r i v e w a y P r o j e c t _ 2 0 1 7 1 0 1 2 . m x d Cr e a t e d B y : j h a w k 0 2,0001,000 FeetI 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. TUNITAS CREEK OPEN SPACE PRESERVE La Honda Half Moon Bay ÄÆ84 ÄÆ1 ÄÆ84ÄÆ35 ÄÆ280 ÄÆ1 Preserve Boundary !P Gate Building Paved Road Unpaved All-Season Road Unpaved Seasonal Road Trail Abandoned / Unmaintained Road Project Area Attachment 3 R-17-127 Meeting 17-30 November 15, 2017 AGENDA ITEM 4 AGENDA ITEM Annual bond disclosure training for the members of the Board of Directors, members of the Disclosure Working Group, and Contributors. GENERAL MANAGER’S RECOMMENDATION Receive annual training on Bond Disclosure obligations, responsibilities and potential liabilities of members of District staff and members of the Board of Directors. No Board action required. SUMMARY Board Policy 3.06 “Initial and Continuing Disclosures for Bond Issuances” requires annual training on Bond Disclosure obligations, responsibilities and potential liabilities of members of District staff and members of the Board of Directors conducted by the District’s Disclosure Counsel with the assistance of the General Counsel. DISCUSSION Board Policy 3.06 “Initial and Continuing Disclosures Relating to Bond Issuances” was effective on April 1, 2015 and subsequently updated on March 22, 2017. The purpose of this Board Policy is to ensure that “Whenever the District makes statements or releases information relating to its finances to the public that are reasonably expected to reach investors and the trading markets (including, without limitation, all Listed Event Notices, statements in the audited Financial Statements, and other financial reports and statements of the District), the District is obligated to ensure that such statements and information are complete, true, and accurate in all material respects.” Article I, section 1.01 (C) Training states: The Disclosure Coordinator shall arrange for annual disclosure training conducted by the District’s disclosure counsel with the assistance of the General Counsel, for the Board of Directors members, the Disclosure Working Group, and Contributors. Such training sessions shall include education on these Disclosure Procedures, the District’s disclosure obligations under applicable federal and state securities laws, and the disclosure responsibilities and potential liabilities of members of District staff and members of the Board of Directors. At this evening’s Board meeting (November 15, 2017), the District’s Disclosure Counsel, Jacquelynne Jennings from Schiff Hardin, will provide the annual training to the members of the Board of Directors, along with members of the Disclosure Working Group (General Manager, Chief Financial Officer, Controller, and General Counsel). R-17-127 Page 2 In addition to the annual training requirement, the timing of this training is synchronized with the Board’s upcoming review of the Preliminary Official Statement (POS) which is done in conjunction with upcoming bond issuances. A draft of the POS will be distributed as part of tonight’s training and the final approval of the POS is agendized for the Board meeting on December 6, 2017. FISCAL IMPACT None. BOARD COMMITTEE REVIEW This agenda item was not reviewed by a committee. PUBLIC NOTICE Notice was provided pursuant to the Brown Act. No additional notice is necessary. CEQA COMPLIANCE No compliance is required as this action is not a project under CEQA. NEXT STEPS Another training will occur in the fall of 2018. The proposed bond issuances are presented to the Board as a separate agenda item. Attachments: 1. Board Policy 3.06 – Initial and Continuing Disclosures Relating to Bond Issuances Responsible Manager: Stefan Jaskulak, Chief Financial Officer Prepared by: Stefan Jaskulak, Chief Financial Officer Midpeninsula Regional Open Space District Board Policy Manual Initial and Continuing Disclosures Relating to Bond Issuances Policy 3.06 Chapter 3 – Fiscal Management Effective Date: 04/01/2015 Revised Date: 03/22/2017 Prior Versions: 04/01/2015 Attachments: A – List of Disclosure Documents, to be Amended as Necessary B – Listed Events C –Template of Information to be included in the Staff Report Transmitting Official Statement by General Manager to Board of Directors Board Policy 3.06 Page 1 of 7 Purpose Whenever the District makes statements or releases information relating to its finances to the public that are reasonably expected to reach investors and the trading markets (including, without limitation, all Listed Event Notices, statements in the audited Financial Statements, and other financial reports and statements of the District), the District is obligated to ensure that such statements and information are complete, true, and accurate in all material respects. The disclosure policies and procedures contained herein (the “Disclosure Procedures”) of the Midpeninsula Regional Open Space District (the “District”) are intended to ensure that the District’s disclosure documents (the “Disclosure Documents”), as listed on Attachment A to these Disclosure Procedures, are complete, true, and accurate in all material respects, and in compliance with applicable federal and state securities laws. Policy Article I: Key Participants and Responsibilities Section 1.01. Disclosure Working Group. (A) Composition. By adoption of these Disclosure Procedures, the District hereby establishes a disclosure working group (the “Disclosure Working Group”). The members of the Disclosure Working Group shall be the following: i. General Manager; ii. Chief Financial Officer iii. Controller; and iv. General Counsel. (B) Responsibilities. The Disclosure Working Group shall consult with the Financing Group (as defined in Section 1.03) and other interested parties as necessary or helpful. The Disclosure Working Group shall meet as often as necessary to fulfill its obligations, but not less than once per calendar year. Members of the Disclosure Working Group may participate in meetings by telephone. Attachment 1 Board Policy 3.06 Page 2 of 7 The Disclosure Working Group is responsible for: i. Reviewing and approving all preliminary and final official statements, private placement memoranda and remarketing memoranda relating to the District’s securities, together with any supplements, for which a continuing disclosure undertaking is required (each, an “Official Statement”) as further described in Article II, before such documents are released to the public; ii. Reviewing and approving the District’s Financial Statements (as defined and further described in Section 3.02 below); iii. Reviewing and approving any other Disclosure Documents before such documents are released; iv. Reviewing annually the District’s status and compliance with continuing disclosure undertakings including filings of Disclosure Documents and compliance with these Disclosure Procedures and the annual financial report as described in Article III below; v. Reviewing any other items referred to the Disclosure Working Group; and vi. Evaluating the effectiveness of these Disclosure Procedures and approving changes to these Disclosure Procedures as further described in Section 5.04 of this Policy. (C) Determination of Disclosure Document Status. Whether or not a particular document or other communication is a Disclosure Document shall be determined by the Disclosure Working Group. At its initial meeting, the Disclosure Working Group shall establish a list of the District’s recurring Disclosure Documents, which list shall be added to Attachment A to these Disclosure Procedures to the extent such documents are not already contained therein. The Disclosure Working Group shall update Attachment A to these Disclosure Procedures when appropriate. (D) Review and Approval. Following receipt of a Disclosure Document from the disclosure coordinator (the “Disclosure Coordinator”), the Disclosure Working Group shall review the Disclosure Document for accuracy and compliance with federal and state securities laws, direct questions tof the Disclosure Coordinator, and approve a substantially final form of the Disclosure Document, which approval may be evidenced by an email transmitted to the Disclosure Coordinator by the General Manager or his/her designee and a copy of which email shall be printed and maintained in the Deal File described in Section 5.01, or by such other written evidence. The Disclosure Coordinator shall consult with the District’s disclosure counsel to the extent the Disclosure Coordinator considers appropriate to perform his or her responsibilities. Section 1.02. Disclosure Coordinator. (A) Appointment. The Finance Manager is appointed as the Disclosure Coordinator. If the position of Finance Manager is vacant, the Chief Financial Officer, in consultation with the other members of the Disclosure Working Group, shall select and appoint the Disclosure Coordinator. (B) Responsibilities. The Disclosure Coordinator shall be responsible for: Attachment 1 Board Policy 3.06 Page 3 of 7 i. Serving as a “point person” for personnel to communicate issues or information that should be or may need to be included in any Disclosure Document, identifying District personnel that will assist in preparing and reviewing the Disclosure Documents (the “Contributors”); ii. Reviewing annually all continuing disclosure undertakings, preparing a checklist of updated information to be provided; iii. Recommending changes to these Disclosure Procedures to the Disclosure Working Group as deemed necessary or appropriate; iv. Communicating with third parties, including coordination with outside consultants assisting the District in preparing and disseminating Disclosure Documents to make sure that assigned tasks are completed timely, and that the filings are accurate and made timely; v. Soliciting “material” information (as defined for purposes of federal securities law) from District departments to prepare Disclosure Documents; vi. Monitoring compliance by the District with these Disclosure Procedures, including timely dissemination of the Annual Report and Listed Event filings, and maintaining records documenting the District’s compliance with these Disclosure Procedures; vii. Determining when Disclosure Documents are final and ready for review by the Disclosure Working Group to the extent required by these Disclosure Procedures; and viii. Identifying District personnel that should receive disclosure training, and ensuring compliance with training procedures described in Section 1.02(C). The Disclosure Coordinator is authorized to file or cause to be filed the following documents with the Municipal Securities Rulemaking Board (the “MSRB”), without prior review and approval of the Disclosure Working Group, but only after prior review and approval from the Chief Financial Officer: those Disclosure Documents that (i) the District is contractually obligated to file with the MSRB pursuant to written undertakings as a result of the occurrence of a Listed Event (as defined in Attachment B), or (ii) as a result of the failure to timely file the required annual financial report. (C) Training. The Disclosure Coordinator shall arrange for annual disclosure training conducted by the District’s disclosure counsel with the assistance of the General Counsel, for the Board of Directors members, the Disclosure Working Group, and Contributors. Such training sessions shall include education on these Disclosure Procedures, the District’s disclosure obligations under applicable federal and state securities laws, and the disclosure responsibilities and potential liabilities of members of District staff and members of the Board of Directors. Such training sessions may be conducted using a recorded presentation. Each member of the Board of Directors, and new members of the Finance Department shall be required to participate in disclosure training as part of his or her new member orientation. Section 1.03. Financing Group. Attachment 1 Board Policy 3.06 Page 4 of 7 General. The General Manager or his/her designee shall identify a Financing Group (the “Financing Group”) for each financing (the composition of which may differ for each financing), which shall include, at a minimum, the following individuals: i. Disclosure Working Group; ii. Disclosure Coordinator; iii. The District’s bond counsel and disclosure counsel; iv. The District’s financial advisor (if any); v. The District’s underwriter, placement agent, remarketing agent (as applicable); vi. The District’s dissemination agent (if any); vii. Such other such District staff as the General Manger or his/her designee determines to be appropriate; and viii. Such other consultants retained by the District as the General Manager or his/her designee determines to be appropriate. It is the District’s policy to establish continuing working relationships with professional advisors with expertise in the area of public finance and federal securities laws applicable to the issuance of securities by the District. Article II: Review and Approval of Official Statements Section 2.01. Responsibilities of Financing Group. The Financing Group shall prepare the Official Statement and confirm that the Official Statement: (a) has been reviewed and accurately states all information relating to the District, (b) confirm that any information in the Official Statement other than the information described in the previous clause (a) will be addressed by a closing certificate or opinion by an appropriate person, (c) contains a description of any failures of the District during the last five yars to comply with its continuing disclosure undertakings; and (d) is in substantially final form and is in a form ready to be “substantially final” by the Board of Directors, as evidenced by a Certificate executed and delivered by a member of the Financing Group pursuant to Rule 15c2-12, promulgated by the Securities and Exchange Commission. The Financing Group shall have at least one all-hands meeting or conference call to review the Official Statement. Section 2.02. Responsibilities of General Counsel. The General Counsel (or a designee) shall review the Official Statement and shall draft for the Official Statement descriptions of (i) any material current, pending or threatened litigation, (ii) any material settlements or court orders and (iii) any other legal issues that are material information for purposes of the Official Statement. Section 2.03. Responsibilities of Controller and Chief Financial Officer. The Controller and Chief Financial Officer shall review the Official Statement, identify any material difference in presentation of financial information from the Financial Statements and ensure there are no misstatements or Attachment 1 Board Policy 3.06 Page 5 of 7 omissions of material information in any sections that contain descriptions of information prepared by the Controller and/or Chief Financial Officer or other Contributors or of relevance to the finances of the District. In addition, the Controller and/or Chief Financial Officer shall determine whether the District’s then-available Financial Statements are appropriate to be included in the Official Statement and whether to seek the consent of the District’s auditor to include the Financial Statements in the Official Statement. Section 2.04. Review by Disclosure Working Group. Following receipt of the Official Statement from the Financing Group, the Disclosure Working Group shall evaluate the Official Statement for accuracy and compliance with federal and state securities laws, and shall, have an opportunity to ask questions of the Financing Group and of any Contributor or other person who reviewed or drafted any section of the Official Statement. The Disclosure Working Group may direct or request revisions and/or may instruct the Financing Group to solicit contributions from additional Contributors, as they deem necessary or appropriate. Section 2.05. Approval by Disclosure Working Group. Approval of the Official Statement by the Disclosure Working Group shall be evidenced by delivery of the Official Statement to the General Manager for docketing for a meeting of the Board of Directors as provided in Section 2.07. Section 2.06. Submission of Official Statements to Board of Directors for Approval. As part of the docketing process, the General Manager shall submit all Preliminary Official Statements to the Board of Directors for approval using a staff report that includes the information in the template attached as Attachment C to these Disclosure Procedures. The approval of an Official Statement by the Board of Directors shall be docketed as a new business matter and shall not be approved as a consent item. The Board of Directors shall undertake such review as deemed necessary, following consultation with the Controller, to fulfill the responsibilities of the Board of Directors under applicable federal and state securities laws. In this regard, the Controller shall consult with the District’s disclosure counsel to the extent necessary. Article III: Continuing Disclosure Filings Section 3.01. Overview. Under the continuing disclosure undertakings the District has entered into in connection with its debt offerings, the District is required each year to file Annual Reports with the Electronic Municipal Market Access (“EMMA”) system maintained by the MSRB in accordance with such undertakings. Such Annual Reports are required to include certain updated financial and operating information, and the District’s audited financial statements. The District is also required under its continuing disclosure undertakings to file notices of certain events (as summarized in Attachment B to these Disclosure Prodcedures) with EMMA. Section 3.02. Financial Statements. The Chief Financial Officer shall submit the District’s audited financial statements (“Financial Statements”), as they are available, to the Disclosure Working Group. The Disclosure Working Group shall review the audited Financial Statements according to these Disclosure Procedures and, when reviewed and approved for disclosure, shall transmit the audited Financial Statements to the Board of Directors. Attachment 1 Board Policy 3.06 Page 6 of 7 If the District does not have audited Financial Statements available in time to file the Annual Report, the Chief Financial Officer shall submit the District’s unaudited financial statements as provided in each specific continuing disclosure undertaking. Section 3.03. Annual Reports. The Disclosure Coordinator shall ensure that the preparation of the District’s Annual Report shall commence in enough time so that they are filed no later than 210 days following the end of the fiscal year of the District, or as otherwise required under each specific continuing disclosure undertaking. Before any Annual Report is submitted to EMMA, the Disclosure Coordinator shall review outstanding continuing disclosure undertakings, prepare a checklist of information to be updated, supervise the preparation of the Annual Report, and confer with the Disclosure Working Group as needed regarding the content and accuracy of any such report. Section 3.04. Disclosure of Listed Events. Pursuant to Rule 15c2-12(b)(5)(i)(C), the District is obligated to disclose to the MSRB notice of certain specified events with respect to the District’s securities (a “Listed Event”). Each member of the Disclosure Working Group shall notify the other members of the Disclosure Working Group if he or she becomes aware of the occurrence of any of the Listed Events listed in the District’s continuing disclosure undertakings. The Disclosure Working Group may meet to discuss the event and to determine, in consultation with disclosure counsel to the extent determined by the Disclosure Coordinator, whether a filing is required or is otherwise desirable. If such a filing is deemed necessary, the Disclosure Coordinator shall cause a notice of the Listed Event (a “Listed Event Notice”) that complies with Rule 15c2-12 to be prepared, and the Disclosure Coordinator shall file or cause to be filed the Listed Event Notice as required by Rule 15c2-12. Article IV: Public Statements Regarding Financial Information Section 4.01. Financial Information. Whenever the District makes statements or releases information relating to its finances to the public that are reasonably expected to reach investors and the trading markets (including, without limitation, all Listed Event Notices, statements in the audited Financial Statements, and other financial reports and statements of the District), the District is obligated to ensure that such statements and information are complete, true, and accurate in all material respects. The Chief Financial Officer shall have primary responsibility for ensuring that such financial statements and information are accurate and not misleading in any material respect. Article V: Miscellaneous Section 5.01. Documents to be Retained. The Disclosure Coordinator, working with the District Clerk as needed, shall be responsible for retaining records demonstrating compliance with these Disclosure Procedures. The Disclosure Coordinator shall retain an electronic or paper file (“Deal File”) for each Annual Report and notice of Listed Events filed or caused to be filed by the District. Each Deal File shall include final versions of Disclosure Documents, the transcript of proceedings prepared in connection with the issuance of financial instruments. The Deal File shall be maintained in a central depository for a period equal to the later of the date of maturity or defeasance of the securities referenced in the Disclosure Document. Section 5.02. Waivers. In addition to the General Manager’s authority to adopt an Administrative Procedure to make this Board Policy more specific, any provision of this Board Policy or any related administrative procedure may be waived at any time by the General Manager, with the written confirmation to the members of the Disclosure Working Group. This authority to waive a provision of this policy is triggered only if such waiver is necessary for timely and effective compliance with disclosure laws. Any waivers made under this provision shall be reported to the Board of Directors, with Attachment 1 Board Policy 3.06 Page 7 of 7 conforming revisions recommended for the Board’s consideration at the next update of this Board Policy and no later than within three months of implementation of such waiver. Attachment 1 Board Policy 3.06(a) Board Policy 3.06 ATTACHMENT A LIST OF DISCLOSURE DOCUMENTS, TO BE AMENDED AS NECESSARY 1. Preliminary and final official statements, private placement memoranda and remarketing memoranda relating to the District’s securities, together with any supplements. 2. Financial Statements. 3. Filings made by the District with the Municipal Securities Rulemaking Board, whether made pursuant to a continuing disclosure undertaking to which the District is a party or otherwise. 4. Press releases and other information distributed by or on behalf of the District for public dissemination to the extent that such releases are reasonably expected, in the determination of the Disclosure Working Group, to reach investors and the trading markets for municipal securities. 5. Rating agency presentations. 6. Postings on the investor information section of the District’s website, if any. 7. Such portions of the District’s published adopted annual budget as the Disclosure Working Group determines to be appropriate. 8. Any other communications that are reasonably expected, in the determination of the Disclosure Working Group, to reach investors and the trading markets for municipal securities. Amendments: [Date] Attachment 1 Board Policy 3.06(b) Board Policy 3.06 ATTACHMENT B LISTED EVENTS Occurrence of any of the following events require the District to make a filing on EMMA within ten (10) business days of their occurrence: 1. principal and interest payment delinquencies 2. unscheduled draws on debt service reserves reflecting financial difficulty 3. unscheduled draws on credit enhancements reflecting financial difficulty 4. substitution of credit or liquidity providers, or their failure to perform 5. adverse tax opinions, the issuance by the Internal Revenue Service of proposed or final determinations of taxability, Notices of Proposed Issue (IRS Form 5701-TEB) or other events affecting the tax-exempt status of the security 6. tender offers 7. defeasances 8. rating changes 9. bankruptcy, insolvency, receivership or similar event of the obligated person The occurrence if any of the following events require the District to file a notice on EMMA within ten (10 days after their occurrence, if they are determined to be material by the Disclosure Working Group: 1. non-payment related defaults 2. modifications to the rights of security holders 3. bond calls 4. release, substitution or sale of property securing repayments of the securities 5. the consummation of a merger, consolidation, or acquisition involving an obligated person or the sale of all or substantially all of the assets of the obligated person, other than in the ordinary course of business, the entry into a definitive agreement to undertake such an action or the termination of a definitive agreement relating to any such actions, other than pursuant to its terms 6. appointment of a successor or additional trustee or the change of name of a trustee Attachment 1 Board Policy 3.06(d) Board Policy 3.06 ATTACHMENT C Information to be Included in the Staff Report Transmitting Official Statement by General Manager to Board of Directors Transmittal staff report shall include, but is not limited to, the following information: The attached Preliminary Official Statement has been reviewed and approved for transmittal to the Board by the District’s Disclosure Working Group. The distribution of the Preliminary Official Statement by the District is subject to federal securities laws, including the Securities Act of 1933 and the Securities Exchange Act of 1934. These laws require the Preliminary Official Statement to include all facts that would be material to an investor in the Obligations. Material information is information that there is a substantial likelihood would have actual significance in the deliberations of the reasonable investor when deciding whether to buy or sell the Obligations. If the Board of Directors concludes that the Preliminary Official Statement includes all facts that would be material to an investor in the Obligations, it must adopt a resolution that authorizes staff to execute a certificate to the effect that the Preliminary Official Statement has been “deemed final.” The Securities and Exchange Commission (the “SEC”), the agency with regulatory authority over the District’s compliance with the federal securities laws, has issued guidance as to the duties of the elected body with respect to its approval of the Preliminary Official Statement. In its “Report of Investigation in the Matter of County of Orange, California as it Relates to the Conduct of the Members of the Board of Supervisors” (Release No. 36761 / January 24, 1996) (the “Release”), the SEC stated that, if a member of the elected body has knowledge of any facts or circumstances that an investor would want to know about prior to investing in the Obligations, whether relating to their repayment, tax-exempt status, undisclosed conflicts of interest with interested parties, or otherwise, he or she should endeavor to discover whether such facts are adequately disclosed in the Preliminary Official Statement. In the Release, the SEC stated that the steps that a member of the elected body take include becoming familiar with the Preliminary Official Statement and questioning staff and consultants about the disclosure of such facts. Section 1. Purpose of Financing. Section 2. Documents for Approval; Security for the Obligations. Section 3. Risks Relating to Repayment and Tax-Exempt Status of the Obligations. Section 4. Requested Approvals. Attachment 1 DATE: November 15, 2017 MEMO TO: MROSD Board of Directors THROUGH: Stephen E. Abbors, General Manager FROM: Brian Malone, Land and Facilities Manager and Susan Weidemann, Property Management Specialist II SUBJECT: Tenant Notification Regarding Cannabis Cultivation _____________________________________________________________________________ In November 2016, California voters passed the Adult Use of Marijuana Act prompting Governor Jerry Brown to sign Senate Bill 94, the Medicinal Adult-Use Cannabis Regulation and Safety Act (Senate Bill 84). This Bill will go into effect January 1, 2018 when the State will begin to issue cannabis (marijuana) cultivation licenses allowing commercial cultivation and a limited amount of personal cultivation (6 plants) without a permit. However, cultivation of cannabis remains illegal under Federal law. City and county governments have the authority to limit or prohibit the commercial cultivation of cannabis in their communities. Both Santa Clara and San Mateo Counties are considering the allowance of some level of personal and/or commercial cannabis cultivation. Moreover, under California State law, property owners have the authority to limit or prohibit the cultivation of cannabis on their own property. The District is prohibiting the cultivation of marijuana on District lands. As such, the District mailed the attached notification on October 19, 2017 advising agricultural and residential tenants of this prohibition. To date, the District has not received concerns or questions about the notification. NOTICE Last November the voters in California passed the Adult Use of Marijuana Act prompting Governor Jerry Brown to sign Senate Bill 94, the Medicinal Adult-Use Cannabis Regulation and Safety Act. As a result, the State will begin issuing cannabis cultivation licenses January 1, 2018 and limited personal cultivation is legal under state law. Cities and counties have the authority to limit the cultivation of cannabis in their communities. Santa Clara and San Mateo County in their unincorporated areas and cities may allow some level of personal and commercial cannabis cultivation. The District does not allow the cultivation of cannabis on District property regardless of the legality of cultivation within the local jurisdiction on private property. Midpeninsula Regional Open Space District (District) does not allow cannabis (marijuana) cultivation. It may not be grown, stored, transported, or packaged in any form on any District property. Should you have any questions or concerns regarding this letter, please feel free to contact me at 650-625-6502 or sweidemann@openspace.org