HomeMy Public PortalAbout20170223 - Agenda Packet - Board of Directors (BOD) - 17-06
SPECIAL MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Mitchell Park Community Center - Adobe Room
3700 Middlefield Rd.
Palo Alto, CA 94303
Thursday, February 23, 2017
9:30 AM
A G E N D A
9:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not on the agenda. Each speaker will ordinarily
be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the
Board of Directors on items not on the agenda. If you wish to address the Board, please complete a
speaker card and give it to the District Clerk. Individuals are limited to one appearance during this
section.
ADOPTION OF AGENDA
BOARD BUSINESS
The President will invite public comment on agenda items at the time each item is considered by the
Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately, you may
comment to the Board by a written communication, which the Board appreciates.
1. Discuss and Confirm Priorities for Fiscal Year 2017-18 Action Plan Projects (R-17-28)
Staff Contact: Kevin Woodhouse, Assistant General Manager, Ana Ruiz, Assistant General
Manager, and Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services
General Manager’s Recommendation: Confirm or reprioritize the proposed Fiscal Year 2017-18
Action Plan projects and, if reprioritized, direct the General Manager to evaluate staff and
resource capacity as needed to adjust priority actions and, if needed, return to the Board for
further discussion and direction in March prior to review by the Action Plan and Budget
Committee in April 2017.
ADJOURNMENT
Meeting 17-06
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the special meeting of the MROSD Board of Directors was posted and available for
review on February 17, 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/Assistant to the General Manager
R-17-28
Meeting 17-06
February 23, 2017
AGENDA ITEM 1
AGENDA ITEM
Discuss and Confirm Priorities for Fiscal Year 2017-18 Action Plan Projects
GENERAL MANAGER’S RECOMMENDATION
Confirm or reprioritize the proposed Fiscal Year 2017-18 Action Plan projects and, if
reprioritized, direct the General Manager to evaluate staff and resource capacity as needed to
adjust priority actions and, if needed, return to the Board for further discussion and direction in
March prior to review by the Action Plan and Budget Committee in April 2017.
SUMMARY
Annually, the Board of Directors (Board) holds two strategic planning retreats to establish work
plan priorities for the upcoming fiscal year (process described in Attachment 1). At the first
retreat, held on January 24, 2017, the Board adopted Strategic Plan revisions to guide the
District’s work priorities for Fiscal Year (FY) 2017-18 (Attachment 2). At the second retreat,
scheduled for February 23, the Board will review the status of Action Plan priorities for the
current fiscal year; consider recommendations for the FY2017-18 Action Plan and confirm
and/or direct changes to the proposed FY2017-18 Action Plan projects, including direction to the
General Manager to evaluate the impact of Board-directed changes.
The priorities recommended for the FY2017-18 Action Plan encompass 124 projects that have
been grouped into the following focus areas: Mount Umunhum, La Honda Creek Open Space
Preserve, Bear Creek Redwoods Open Space Preserve, Regional Connections, Other Measure
AA Projects, Staff Facilities & Technology Improvements, and Projects that Support the
Strategic Plan and Mission. The recommended priorities assume current staff capacity, the
filling of 6 positions approved by the Board on June 22, 2016 (R-16-17) but not budgeted until
FY2017-18, and Board approval of three (3) new positions (2 in Engineering and Construction,
and 1 in Planning), which were anticipated in the Financial and Operational Sustainability Model
(FOSM). Following presentations about the current Action Plan priorities and their relationship
to proposed FY2017-18 priorities, Board members will have an opportunity to propose new
priority projects. If a majority of the Board approves new priority project(s), the General
Manager will evaluate capacity and the potential to add or remove project(s) and return to the
Board for further discussion and direction prior to review by the Action Plan and Budget
Committee in April 2017.
The General Manager recommends that the Board add one new priority focus area titled
“Regional Connections” to the original six, as noted above. As reported to the Board at the
retreat on January 24, 2017, the General Manager anticipates that continuation of the current
R-17-28 Page 2
Action Plan priority focus areas will dominate staff capacity into FY2017-18, in addition to
continued improvements to the District’s on-going programs such as public outreach, field
maintenance and visitor services functions, and restoration work. Depending on the Board’s
direction, the outcomes of the February 23 Retreat will guide additional evaluation of capacity, if
needed, and the development of the FY2017-18 Action Plan and Budget, including the 3-Year
Capital Improvement Plan.
DISCUSSION
The proposed FY2017-18 Action Plan includes 124 projects, which are described in Attachment
3. Of this number, 83 are FY2016-17 Action Plan projects that are underway (i.e. where effort
has been or will be expended by June 30, 2017) and 41 are new projects recommended for the
FY2017-18 Action Plan. The proposed FY2017-18 Action Plan has been organized into the
following seven focus areas, with the fourth, “expanding regional trail connections and wildlife
corridors” as a new focus area:
1. Opening the Mount Umunhum summit to public access;
2. Opening southern La Honda Creek Open Space Preserve to public access;
3. Opening western Bear Creek Redwoods Open Space Preserve to general public access;
4. Expanding regional trail connections and wildlife corridors;
5. Other Measure AA projects;
6. Improvements to staff facilities, technology and information systems, and organizational
practices and processes; and
7. Other projects related to the strategic plan or mission delivery.
Attachment 3 provides the Board with a comprehensive early look at the proposed FY2017-18
Action Plan projects and contains the following project information: Measure AA related,
Strategic Plan related, already underway, Board-directed/non-discretionary, staff-
recommended/discretionary and rationale for inclusion in the Action Plan. In considering the
proposed FY2017-18 Action Plan projects, the Board will also have the opportunity to propose,
discuss, and approve or reject changes to the proposed FY2017-18 Action Plan projects.
The General Manager is mindful of the Board’s list of five success criteria that emphasize pacing
of projects, delivering exceptional work, a balanced mission delivery, project delivery
innovation, and creating an exceptional organization. To support these important organizational
norms, the General Manager approaches new projects and initiatives, whether directed by the
Board or proposed by staff, objectively and thoroughly to understand the impacts on capacity,
project interdependencies, and organizational change. All departments completed
comprehensive resource loading on the proposed FY2017-18 Action Plan projects to confirm
capacity assumptions. If the Board directs the inclusion of new projects in the Action Plan and
the subsequent evaluation surfaces the need to make substantive changes to the proposed action
plan, the General Manager will return to the Board for further discussion and direction in March
prior to review by the Action Plan and Budget Committee in April 2017.
Additional Anticipated Positions
Detailed resource loading analysis confirmed the need for additional staff capacity to manage the
proposed FY2017-18 Action Plan workload as recommended by the General Manager or revised
by the Board. The resource loading analysis identifies two (2) additional positions in
R-17-28 Page 3
Engineering and Construction and (1) additional position in Planning. The General Manager
raised the capacity deficit in the Planning and Project Delivery business line to the Board during
the January 24 Board Retreat. Growth through Year 2020 in the Planning and Project Delivery
business line was anticipated and modeled in the FOSM as shown below:
Business Line Positions
approved to
date
FOSM
Projected
Growth by
2020
Difference
Between
Current and
FOSM
Projected
Recommended
New Positions
Remaining FOSM
Projected Positions
Before 2020 (if new
positions are
approved)
Planning &
Project
Delivery
7 10 to 13 3 to 6 3 0 to 3
Visitor & Field
Services 24 20 to 25 0 to 1 0 0 to 1
Finance &
Administrative
Services
8 9 to 11 1 to 3 0 1 to 3
General
Manager’s
Office
3 2 0 0 0
Total 42 41 to 51 4 to 9* 3 1 to 6*
*Upper limit reflects one (1) less to account for the GMO total of three (3) positions approved to date due to the
GMO including Public Affairs and the approved Legislative/External Affairs Specialist position.
Consistent with the FOSM, the recommended three (3) positions are at lower limit of the
anticipated growth within the Planning and Project Delivery business line and well within overall
staff growth projections. If the Board chooses to defer or reduce the number of proposed
positions, the total number of recommended projects for the FY2017-18 Action Plan would need
to be reevaluated and reduced accordingly. To help the Board gauge this impact to the FY2017-
18 Action Plan, Attachment 3 identifies, with a light gray background, those priorities that would
be considered for deferral.
Agenda for February 23, 2017 Retreat
The following draft agenda has been prepared for the February 23 retreat to inform Board
discussion of FY2017-18 Action Plan priorities:
I. General Manager Remarks/Purpose of the Retreat
a. Review success criteria
b. Status of the organization
c. Strategic Plan direction from the January 24 retreat
d. Purpose of the February 23 retreat
II. On-going Significant District Efforts
a. New Business Model Implementation
b. Staff Facilities
c. Opening of preserve areas
d. Other Measure AA and Strategic Plan related actions
R-17-28 Page 4
III.Board Discussion of Focus Areas and Priorities
a.Confirm existing focus areas and priorities
b. Consider additional priorities or changes
c.Board vote
FISCAL IMPACT
As described above, the nine additional positions (6 previously approved by the Board and 3 new
positions) being assumed to staff the FY2017-18 Action Plan have were previously accounted
for in both the FOSM and the Controller’s Financial Model. If the Board chooses to provide the
additional capacity needed to execute the 124 projects proposed for the FY2017-18 Action Plan,
the FY2017-18 cost is projected to be $683,111 for approximately 7 ½ months (to accommodate
recruitments) and $1,098,282 for FY2018-19 with costs fully loaded. Once the Board’s input on
the proposed FY2017-18 Action Plan projects and/or staffing assumptions has been confirmed,
the General Manager will align projects with capacity and ultimately return to the Action Plan
and Budget Committee (ABC) and then the full Board to obtain approval for the FY2017-18
Budget and Action Plan.
A detailed report describing planned staff build-out and costs for FY2016-17 was reviewed and
approved by both ABC and the Board during action plan and budget preparation last year
(Attachment 4). In addition to the positions approved and funded at that time, the following six
positions for Visitor & Field Services (5) and Planning & Project Delivery (1) were also
approved, but not funded with the understanding that they would be included in the budget in
FY2017-18.
Positions approved, not yet funded
FY2017-18
Cost
FY2018-19
Cost
Maintenance Supervisor -- Special Projects 58,905 117,809
Lead Open Space Technician 46,315 92,630
Open Space Technician 50,337 100,675
Facilities Maintenance Specialist I 46,315 92,630
Resource Management Specialist II 57,930 115,861
Real Property Specialist I 51,871 103,742
Total New Positions Cost 311,673 623,347
The three (3) Planning and Project Delivery business line positions listed below were identified
through resources loading as essential to complete the 124 proposed FY2017-18 Action Plan
projects and were specifically anticipated as part of the 2020 FOSM build-out also described in
Attachment 4 (highlighted in yellow):
Additional Positions
FY2017-18
Cost
FY2018-19
Cost
Senior Capital Project Manager 162,800 162,800
Senior Capital Project Manager 108,533 162,800
Planner III 100,105 149,332
Total New Positions Cost 371,438 474,932
R-17-28 Page 5
Organizational growth as analyzed in the FOSM, including the nine positions listed above, was
included in the Controller’s 30-year model and is financially sustainable.
BOARD COMMITTEE REVIEW
This item was not reviewed by committee and, instead, is being brought forward to the full
Board for consideration during its second annual retreat.
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
Following the Board’s confirmation of District-wide priorities for the upcoming fiscal year, or
the Board’s direction to evaluate new priority projects, the General Manager will begin the
preparation of the FY2017-18 Action Plan and Budget, including the 3-Year Capital
Improvement Plan, or return to the full Board if necessary with an evaluation of alternatives and
recommendations for the FY2017-18 Action Plan prior to meeting with ABC.
Attachments
1. Action Plan Development Process Flow Chart
2. FY2017-18 Strategic Plan Goals and Objectives
3.List of Potential Action Plan Projects for FY2017-18
4. May 25, 2016 Proposed FY2016-17 Budget and Action Plan Board Report, Attachment 4
(see highlights on pages 5 and 11)
Responsible Department Head:
Stephen E. Abbors, General Manager
Prepared by:
Ana Ruiz, Assistant General Manager
Kevin Woodhouse, Assistant General Manager
Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services
Strategic Goals &
Objectives (Jan)
Action Plan
Priority Setting
(Feb)
Action Plan and
Budget Committee
Review (Apr)
Action Plan Development Process
Board reviews
and considers
changes (Mar)
External Scan
and Analysis
Board Budget
Hearing and
Approval (May, Jun)
Internal Scan
and Analysis
GM evaluates
resources,
workload
Draft Action
Plan Finalized
Changes
Requested
?
Yes
No
Major
Changes
?
Yes
No
Attachment 1
Approved January 24, 2017
FY2017-18 Strategic Plan Goals and Objectives
Goal 1 – Promote, establish, and implement a common environmental protection vision
with partners
Objective 1 – Review, and if needed refine, the District’s Vision Plan
Objective 2 – Build and strengthen diverse partnerships to implement a collaborative
approach to environmental protection on the Peninsula, South Bay and San Mateo
Coast
Objective 3 – Implement and communicate progress on the District’s Vision Plan
Objective 4 – Build and strengthen relationships with legislators to advocate
environmental protection goals
Goal 2 – Connect people to open space and a regional environmental protection vision
Objective 1 – Communicate the purpose of the regional environmental protection vision
to help guide future decisions and to clarify and strengthen the District’s regional role
with the public and partners
Objective 2 – Refine and implement a comprehensive public outreach strategy, including
the engagement of diverse communities and enhanced public education programs
Objective 3 – Develop and implement strategies to accommodate an expanding public
use of District preserves consistent with environmental protection vision
Goal 3 – Strengthen organizational capacity to fulfill the mission
Objective 1 – Provide the necessary resources, tools, and infrastructure, including
technology upgrades and capacity building to meet project commitments
Objective 2 – Continuously improve recent process and business model changes to
effectively and efficiently deliver Vision Plan projects and the District’s ongoing
functions
Objective 3 –Reflect the changing community we serve in the District’s visitors, staff,
volunteers, and partners
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s
mission on behalf of the public
Objective 1 – Continue to engage constituents for bond sales and via the work of the
Bond Oversight Committee
Objective 2 – Pursue discretionary funding opportunities and partnerships to augment
operating, capital, and bond funding sources
Objective 3 – Ensure large capital expenses and land acquisitions are evaluated within the
long-term financial model and remain financially sustainable
Attachment 2
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
1 Mount Umunhum Public Access
and Property Rights X X X Secure public access rights at Mount Um to meet
scheduled fall 2017 public opening.
2 Mount Umunhum Road
Rehabilitation (MAA 23-6)X X X Complete road repairs and safety improvements to
allow public vehicular use/access to the summit for
scheduled public opening in fall 2017.
3 Mount Umunhum Trail
Construction (MAA 23-2)X X X Complete trail construction, including steps for
scheduled public opening in fall 2017.
4
Mount Um Summit Improvements
and Site Restoration
(MAA 23-4)
X X X Complete construction of public access facilities for
scheduled public opening in fall 2017. Complete
habitat restoration of disturbed areas.
5 Mount Umunhum Area Residence
Evaluation and Improvements X X
Evaluate best location and improvements needed
to house tenant near the site for added security
given the upcoming public opening of Mount
Umunhum.
6 Mount Umunhum - Grand Opening
Events X X X X Connect people to open space and a regional
environmental protection vision.
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
MT. UMUNHUM (8 projects in total, 7 underway and 1 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
7 Mount Umunhum - Audio Tour X X X X Connect people to open space and a regional
environmental protection vision.
8 Mount Umunhum Radar Tower:
2nd Assessment and Repairs X
As part of Board approval of the Retain and Seal
option, the Board also approved a reassessment of
the tower to identify subsequent repairs to meet
the Retain and Seal goals.
9
La Honda Creek Endangered
Wildlife Protection: Fisheries
Enhancement, Driscoll Event
Center (MAA 7-4)
X X X X Restore coho salmon and steelhead habitat within
San Gregorio Creek at the Event Center parcel of La
Honda Creek OSP. Partnership project.
10
La Honda Creek - Sears Ranch
Parking Area and Trail Connections
(MAA 5-4)
X X X
Complete construction of new parking area and
trail loop to open the Sears Ranch Road
entrance/lower La Honda Creek to the public -
commitment to open by end of 2017 as part of HCF
grant for pond repair.
LA HONDA CREEK (10 projects in total, 9 underway and 1 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
11 La Honda Creek - Red Barn Site
Plan (MAA 5-5)X X X
Detailed site plan for new parking area, trails,
driveway, grazing infrastructure, etc., needed prior
to design development/construction plans to
construct new public access facilities and open the
Red Barn area of La Honda to public access.
12 La Honda Creek - Harrington Creek
Bridge Restructure X X X
Structural and redecking repairs needed for a major
vehicle bridge to facilitate ongoing cattle use and
provide safe public, patrol, maintenance, and
emergency vehicle access; important to complete
the repairs prior to opening the area to the public
in the fall of 2017.
13
Upper La Honda Creek Water Line
Replacement (Point of Diversion
#17)
X X X Replacement of main water line for McDonald
Ranch.
14 La Honda Creek - Project Support X X X Connect people to open space and a regional
environmental protection vision.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
15 La Honda Creek - Groundbreaking
& Grand Opening Events X X X X Connect people to open space and a regional
environmental protection vision.
16 La Honda Creek - Fire Response
Plan X X Develop Fire Response Plan as required by the La
Honda Creek Master Plan.
17 La Honda Creek - White Barn
Historic and Structural Assessment X X Identified as a Phase I Moderate Priority project in
the LHC Master Plan; Phase I projects are to be
initiated between 2012 & 2017.
18 La Honda Creek - Sears Ranch Road
Farm Labor Residence X X X Partnership with San Mateo County's Farm Labor
Housing Rehabilitation Pilot Program.
19
Bear Creek Redwoods Water
System Improvements
(MAA 21-3)
X X X
Water system improvements needed to reliably
supply water to Stables/caretaker residence and
improve fire suppression water system; likely to
also be conditions of permit approvals for facility
upgrades.
BEAR CREEK REDWOODS (12 projects in total, 10 underway and 2 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
20 Bear Creek Stables Site Plan
Implementation (MAA 21-4)X X X
With recent Board approval of the Preserve Plan,
major stables improvements can begin in earnest;
next FY would be the finalization of detailed
schematic design, design development,
engineering, and preparation of construction
documents.
21 Bear Creek Stables RFP/Long-Term
Lease X X Enter into long-term lease given interim lease
arrangement. Long-term lease will also facilitate
Site Plan implementation.
22
Bear Creek Redwoods Road and
Trail Repair and Upgrades
(MAA 3-4)
X X X
To meet fall 2018 Preserve opening date: landslide
repair, road re-route, retaining wall, drainage
improvements needed for roads/trails on west side
of Bear Creek Road.
23 Bear Creek Redwoods - Webb
Creek Bridge Replacement X X*X To meet fall 2018 Preserve opening date: bridge
replacement needed for public/staff safety and
emergency vehicle access.
24
Bear Creek Redwoods - Alma
College Parking Lot and Pedestrian
Crossing (MAA 21-5)
X X X
Parking and road crossing improvements necessary
to open the west side of the Preserve for general
public use by fall 2018. Includes completing
engineering and design documents, securing
permits, and preparing bid package to get ready for
construction.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
25 Bear Creek Redwoods Invasive
Weed Treatment/Restoration X X X Year 2 of program: to meet 2018 Preserve opening
date: involves restoring weed-infested areas;
requires multiple years of focused abatement.
26
Bear Creek Redwoods Pond
Repairs and Restoration
(MAA 21-8)
X X X
Pond infrastructure, hydrology and restoration
important for land/habitat management and to
facilitate new public access facilities; includes the
securing of water rights. Public Safety
27
Bear Creek Redwoods - Alma
College Cleanup and Stabilization
(MAA 21-6)
X X
Consistent with Preserve Plan: minimal repairs and
cleanup to the Alma College site needed to prepare
gateway entrance for visitation and address public
safety/enforcement concern; includes bat
relocation work.
28 Bear Creek Redwoods - General
Project Communications X X X Connect people to open space and a regional
environmental protection vision.
29 Bear Creek Redwoods - Alma
College Project Communications X X X Connect people to open space and a regional
environmental protection vision.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
30 Bear Creek Stables
Communications X X X Connect people to open space and a regional
environmental protection vision.
31 Alpine Road Regional Trail Repair X X X Alpine Road Trail has suffered major damage and is
now closed to use, yet serves as a major regional
trail connection to Skyline Boulevard.
32 District-Wide Land Purchase
Opportunities X X Opportunity to grow the District's greenbelt.
33 Rancho San Antonio Transit
Connections X X X X Transit solutions needed to address high demand
and over capacity parking.
34
Purisima Uplands Lot Line
Adjustment/Property
Transfer/Protection of Lobitos
Creek Watershed (MAA3-1)
X X X Finish Purisima Uplands transfer; needed for future
Purisima to the Sea Trail; also results in added
protection of Lobitos Creek Watershed.
35 Purisima Uplands Public Access
Site Plan X X
All necessary land holdings are expected to be
secured by December 2017 to proceed with public
access site plan to implement the Purisima-to-the-
Sea regional trail connection.
REGIONAL CONNECTIONS (18 projects in total, 13 underway and 5 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
36 Cloverdale Land Purchase
Opportunity X X
Recommend initiating pre-acquisition consultation
to prepare for potential future land acquisition and
provide feedback on early private property rights
transactions; total timeline is expected to be 3-5
years.
37 Hawthorn Public Access Site Plan X X X
Opportunity to develop a public access site plan for
the property in combination with pursuing Town of
Portola Valley request to realign the Alpine Road
Trail; partnership project.
38 Bay Area Ridge Trail Crossing:
Highway 17 (MAA 20-2)X X X X Establish a critical Ridge Trail/regional trail crossing
across Highway 17; partnership project.
39 Highway 17 - Ridge Trail and
Wildlife Crossing Communications X X X
Manage District's communications and public
outreach including: meetings, establish key
messages, draft and update information materials
such as fact sheets, supply information to the
media, communicate with constituents.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
40 Saratoga-to-the-Sea Regional Trail
Connection X X X Partnership opportunity with City of Saratoga to
complete an important regional trail connection.
41 Watershed Land Purchase
Opportunities X X*X Opportunity to grow the District's greenbelt and
protect redwood forest and watershed near Sierra
Azul and El Sereno OSPs.
42 Ravenswood Bay Trail Design and
Implementation (MAA 2-2)X X X X
Finalize design plans/construction documents and
submit permit applications to construct a key
regional trail connection gap between Ravenswood
OSP and University Ave, providing 80 miles of
continuous Bay Trail; partially-funded by outside
grants; partnership project.
43 Miramontes Ridge Land
Conservation (MAA 1-3) X X X Opportunity to grow the District's greenbelt near
Miramontes Ridge OSP.
44 Long Ridge Land Conservation
(MAA 15-1) X X X Opportunity to grow the District's greenbelt and
protect redwood forest and watershed near Long
Ridge OSP.
45 Sierra Azul - Rancho de Guadalupe
Land Conservation (MAA 24-1) X X X Opportunity to grow the District's greenbelt in the
Rancho de Guadalupe Area of Sierra Azul OSP.
46 Sierra Azul Loma Prieta Land
Conservation (MAA-25-1)X X X Opportunity to grow the District's greenbelt in the
Loma Prieta area of Sierra Azul OSP.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
47
Lower San Gregorio Creek
Watershed Land Conservation
(MAA-15-2)
X X X Opportunity to grow the District's greenbelt within
the San Gregorio Creek Watershed.
48 El Sereno Trails and Wildlife
Corridors (MAA #19)X X X To secure new public access and perfect existing
public access on historically-used trailhead
entrances to and connections within the Preserve.
49 Deer Hollow Farm White Barn
Rehabilitation X X X
Significant donation provided to the farm for site
improvements; barn repairs identified as priority
project in collaboration with partners; partnership
project.
50 CalWater Land Exchange X X*X
Opportunity to pursue trail connections between
Huddart Park and Teague Hill OSP and future land
conservation protections in the Bear Creek/Upper
San Francisquito Watershed.
51
Russian Ridge Grazing and Wildlife
Protection Projects: Mindego Area
Pond Improvements (MAA 9-3)
X X Pond hydrology and stability improvements critical
to recovery actions for SFGS and CRLF.
OTHER MEASURE AA PROJECTS (15 projects in total, 10 underway and 5 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
52 Russian Ridge Grazing
Infrastructure X X Expanded grazing for vegetation management.
53 Wildlife Passage Improvements:
Highway 17 (MAA 20-1)X X X X Improve wildlife movement across Highway 17
near Lexington Reservoir. Partnership project.
54
El Corte de Madera Creek
Watershed Protection Program:
Water Quality/Sediment
Monitoring (MAA 4-3)
X X X Reduce sedimentation to El Corte de Madera and
San Gregorio Creeks. New phase of WPP, first of
multi-year.
55
El Corte de Madera Oljon Trail
Implementation Phases III/IV (MAA
4-4)
X X X Construct remaining Phases III and IV trail
improvements; part of the ECdM Watershed
Protection Program.
56 Harkins Bridge Replacement
(MAA 3-4)X X X Address public safety concern; permits are under
review and may be received in time for a late fall
2017 construction.
57 Stevens Creek Nature Trail Bridges
(MAA 17-4)X X X Address public safety concern; replace one bridge
and install a new bridge over a wet ford; close to
securing permits for construction in fall 2017.
58 Purisima Creek Bridge 1 Redecking X X X Address public safety concern; redecking necessary
to keep bridge structurally safe and usable.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
59 Purisima-to-the-Sea Grazing
Infrastructure X X Complete fencing and water system upgrades to
implement conservation grazing program.
60 Hendrys Creek Property Land
Restoration (MAA-22-1)X X X Land restoration required as part of SCVWD
purchase agreement; grant funded with 2019
deadline.
61
Cooley Landing Interpretative
Facilities Design & Implementation
(MA 2-1)
X X X X Partnership with City of East Palo Alto to
implement Phases III and IV (outdoor classroom,
restroom, secondary trails, and lighting).
62 Site Clean Up and Soil Remediation
- Purisima Uplands (MAA 3-2)X X X
Public safety actions to prepare site for future
public access (Purisima-to-the-Sea Trail). Includes
removal old fuel tanks and pipelines, potential site
remediation, and demo of old hunting cabin.
63 Vision Plan Review and Updated 5-
Year Project List X X X With the Vision Plan approved in 2014, it is timely
to review the Vision Plan goals and priority actions,
and update the 5-year project list.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
64 Integration of Insurance
Requirements into IAFS X X To ensure Purchase Orders with no contract carry
appropriate insurance coverage.
65
New Administrative Office
Construction - additional
programming, schematic and
conceptual design
X X X
Necessary for expanded staffing capacity to
expedite Measure AA project delivery and further
enhance service delivery; also eliminates ongoing
lease costs for growing rental space.
66 New Admin Office Construction -
Project Communications X X X Provide consistency around messages to public and
in communications to staff
67 Field Offices Internet Upgrade
Project X X
Slow or no connectivity is a regular occurrence,
affecting phone, email, and video conferencing
services at the field offices. Replacement of current
'home-grade' infrastructure with fiber is needed.
STAFF FACILITIES/TECHNOLOGY/ORGANIZATIONAL IMPROVEMENTS (20 Projects in total, 8 underway and 12 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
68 South Area Staff Facilities
Improvements X X X
Necessary for expanded staffing capacity to
expedite Measure AA project delivery and further
enhance service delivery/improve dispatch/call-out
services and response times.
69 Skyline Field Office Storage
Building X X Additional covered storage needed at existing
facility; final near-term major improvement in lieu
of large-scale remodel at this site.
70 Web GIS Development X X Implement GIS self-service through department-
centric web mapping applications.
71 GIS Data Development X X
20 + new GIS layers to support current business
needs, the upcoming work order database, and
new workflows. This work will allow for a more
complete GIS and support various other District
72 GIS Mobile Data Collection (Assets)X X
Facilitates Enterprise GIS data creation and
maintenance, support the implementation of the
Work-Order Asset Management System, and put
the power of GIS is many staff’s hands.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
73 SharePoint v3.1 - Document
Management System X X X
Streamlines business processes and supports
project management reporting/documentation,
project delivery process, and develop a more
collaborative work environment built on Office
365.
74 Work Order & Asset Management
System X X X
Support automated work orders and requests,
inspections and condition assessments,
preventative and predictive maintenance, facilities
maintenance, asset tracking, and Enterprise GIS
Integrations.
75 Citation Management System X X
Better data quality and seamless access by Rangers
in the field. The current MS Access solution is
difficult to support and will not scale for access in
mobile environment.
76 Yearly IT Audit X X Determines whether IT controls protect District
assets, ensure data integrity, and are aligned with
the agency's overall long-term technology goals.
77 Mobile IT Training X X Supports training opportunities in a consistent,
high quality manner.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
78 NWS Migration to Cloud or
Upgrade X X
Current version of the system will be obsolete and
unsupported in FY17-18. Migration of data to a
newer version or to a hosted model by Tyler
Technologies in order for the District to continue
with daily financial practice.
79 FEA Negotiations X FEA MOU expires June 30, 2018. Negotiations prep
to begin in winter 2017-18.
80 Innovation Team X Form a second innovation team to develop an
innovative mission-related project, while also
building employee experience and morale.
81 Employee Code of Ethics
Development X Form an employee ethics committee to design a
process for employees to develop a code of ethics
for the organization.
82 Employee Leadership Academy X X X Provide leadership development for employees,
including various aspects of district operations
83 New Employee On-boarding
Program Development X X X Thorough on-boarding process necessary to orient
new employees efficiently and effectively.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
84 Hawthorn Historic Complex
Partnership X X X Establish long-term partnership for care,
rehabilitation, and maintenance of historic
structures.
85 Trail Database for District's
website X X Expand public use of District trail data by providing
more user-friendly web interface.
86 Accessibility Plan Update X X X Legal requirement to update the District's ADA plan
to comply with federal ADA guidelines.
87 San Mateo County Coast Outreach
Plan X X X Connect people to open space and a regional
environmental protection vision.
88 Youth Outreach Plan X X Connect people to open space and a regional
environmental protection vision.
89 Latino Outdoors Program Funding X X X Continue partnership with Latino Outdoors to
connect with current and new populations.
90 Intergovernmental Affairs Strategy X X X Strategy for partnerships and legislative advocacy.
OTHER STRATEGIC PLAN AND MISSION-RELATED PROJECTS (41 projects in total, 26 ongoing and 15 new)
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
91 Preserve Use Survey X X X Better understand preserve users and preserve
satisfaction (what do they need and think)
92 Climate Change and Environmental
Education Campaign X X X Educate the public about "the why" and about the
importance of open space, forests, as part of
carbon footprint
93 Participation in Santa Cruz
Mountains Stewardship Network X X X Strategic partnership focused on regional
stewardship awareness and projects.
94 San Gregorio Creek Adjudication
Compliance X Review and compliance with adjudication and state
water law.
95 Sudden Oak Death (SOD)
Monitoring and Research X X X Fund and assist SOD research, and continue to
identify and monitor infested areas.
96
Mindego Ranch Aquatic Species
Habitat Enhancement Plan
Implementation
X X X Implement the Mindego Ranch Aquatic Species
Habitat Enhancement Plan. Last year of 3 year
partnership with USGS.
97 Endangered Species Act
Programmatic Permitting X X Continuation of efforts to streamline permitting
process for District projects that may impact
protected species
98 Predator/Livestock Predation
Policy X X Develop District Policy for response to predator
interactions with public and tenants to protect
human health and safety.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
99 Marbled Murrelet Recovery
Planning X X X X Collaborate with regional partners to develop
recovery actions for endangered species.
Underway with State Parks.
100 Madonna Creek Agricultural
Production Plan X
Develop plan for agricultural use of property,
includes production areas, water infrastructure,
and resource management. Will inform future ag
lease, negotiations, and resource enhancement
actions.
101 Restoration Forestry
Demonstration Project X X X Develop pilot project to restore degraded forest
habitat on District Open Space Preserve. Project
Facilitates Measure AA Implementation.
102 Archaeological Resource Survey,
Assessment, and Curation X X X Develop curation plans for high priority resources
to fulfill stewardship and education mission of
District.
103
Resource Management Grants
Program - Expansion and/or
Continuation
X X X To fund research on natural processes within
District Preserves. Expand program.
104
Guadalupe River Total Maximum
Daily Load (TMDL) Coordinated
Monitoring Program
X X Comply with Regional Water Quality Control Board
orders to investigate and monitor TMDL
implementation.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
105 Carbon Sequestration/Climate
Change Analysis X X X Evaluate District opportunities to reduce GHGs and
enhance carbon sequestration on Preserves
through management actions.
106 Prescribed Fire Program
Development X X X Develop prescribed fire program for MROSD
grasslands and prepare environmental review.
107 Routine Maintenance Agreement
Renewal X Renewal required to allow permitting efficiencies.
108 Wildlife Photograph Index X X Explore cost and feasibility for developing a District
WPI program and/or collaborate with similar
agencies to support a regional WPI.
109 Madonna Ranch Access Rights X*X Resolve limited public access rights to maintain
Madonna Ranch property accessible by special
permit.
110 Encroachment Resolution
(Gullicksen) Saratoga Gap X X Resolve landfill encroachment.
111 Encroachment Resolution
(Kennedy) Sierra Azul X X Resolve property boundary dispute and fencing
encroachment.
112 Sphere of Influence Annexation X*X Further protects the vast acreage of land holdings
in District ownership that lie within the Sphere of
Influence.
113 El Sereno Residence Demolition X X Pending Board disposition decision, permitting and
demo of house.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
114 Montebello Communications Site
Driveway Improvements X Road improvements necessary for access to site
with multiple leasees.
115 Page Mill Eucalyptus Removal X X Improve fire and road safety in Los Trancos
Preserve next to Page Mill Road.
116 Toto Ranch Grazing Lease and Ag
License X Necessary to continue the grazing program.
117 Toto Ranch Driveway X Improvements necessary.
118 Tunitas Creek Perimeter Fence,
Wicket property X Necessary improvement for grazing management.
119 Russian Ridge - Bergman Phase I
Reconstruction X Evaluate for demolitions and/or permitting for non-
compliant structures.
120 Skyline Christmas Tree Farm Lease X Lease ending in FY 18-19, so prep work necessary.
121
Property Management Residence
Improvements and
Bidding/Contracting Process
Refinement
X Cumulative actions in Property Management to
improve the program.
Attachment 3
Action Plan Projects Anticipated for Fiscal Year 2017-18
No.Project Name Measure AA Strategic Plan
Underway
prior to
6/30/17
Board Directed or
Non-Discretionary
Staff
recommendation,
contingent on Board
approval
Rationale
Rationale for including in the Action Plan
How to read this table: "Measure AA" means it is a Measure AA funded project, or a project that supports or facilitates a Measure AA funded project. "Strategic Plan" means the action explicitly fulfills a goal or objective
in the FY2017-18 Strategic Plan. "Underway" means the project has already begun and was (or the previous phase of the project) previously approved by the Board or otherwise required by regulatory/legal triggers.
"Board Directed or Non-Discretionary" means a project previously approved by the Board or required by regulatory/legal triggers. "Staff Recommendation" means a new project recommended by staff, with the reason
stated under the Rationale. Grayed-out rows identify those projects that may need to be deferred if three new additional positions are not approved for FY17-18.
122 District-Widewide Demolitions X
Address public safety concerns and restore natural
habitat and scenic landscapes; focus on priority
demolitions out of district-wide demolitions
assessment.
123 Purisima Creek Restroom
Replacement X*X Replace poorly functioning restroom at Lower
Purisima to improve the visitor experience.
124 October Farm Long-term Grazing
Lease X Develop new lease.
*Indicates that the project is not on the current FY16-17 Action Plan yet work has/will begin due to an unexpected opportunity or because the work began as part of a department's core functions and is expanding to
become a discreet new project.
Attachment 3
ACTION PLAN AND BUDGET COMMITTEE MEETING
R-16-52
April 19, 2016
AGENDA ITEM 3
AGENDA ITEM
Proposed New Positions for Operations Department Transition and District-wide.
GENERAL MANAGER’S RECOMMENDATIONS
1. Review new position requests and forward a recommendation to the full Board for eight
positions to be considered during the FY2016-17 budget review process and four more
positions projected for the FY2017-18 budget review process, for continuing the build out of
the Visitor Services and Land and Facilities Services Departments;
2. Review other District department new position requests and forward a recommendation to
the full Board for four more positions to be considered during the FY2016-17 budget review
process and two more positions known at this time and projected for the FY2017-18 budget
review process.
SUMMARY
The Action Plan and Budget Committee began review of this item at its meeting on April 13,
2016. At that meeting, the Committee approved the following General Manager’s
recommendation:
Confirm and forward to the full Board on April 27, 2016, a recommendation to
approve three new positions in order to begin implementing the transition of the
Operations Department into the Visitor Services and Land and Facilities
Services Departments by the beginning of FY2016-17.
The Committee also decided to continue discussion of the other two General Manager
recommendations at the following Committee meeting scheduled for April 19, 2016. The
remainder of this report includes the same information as the April 13, 2016, Committee
report.
To proceed with FOSM recommendations and increase the Midpeninsula Regional Open Space
District’s (District) project delivery output to meet Measure AA commitments, as well as keep
pace with patrol and maintenance and restoration service levels as new trails in existing or newly
opened preserves are opened to the public, the General Manager recommends approval of three
new positions during this Fiscal Year to begin creating the Land and Facilities Services
Department, twelve new positions for approval for FY2016-17 (eight to continue build out of the
Land and Facilities Services and Visitor Services Departments and four in other departments),
and six new positions known at this time and recommended for approval for FY2017-18 (four in
Attachment 4
R-16-52 Page 2
Land and Facilities Services and two in other departments). Per the District Controller’s 30-Year
Financial Model, these proposed staffing changes, 21 total identified at this time between now
and the end of FY2017-18, are financially sustainable over the long-term and the District has
organizational capacity to handle these recruitments and current facility capacity to house these
employees. (NOTE: Additional growth projected by the FOSM before 2020, comprised of nine
other positions that have not been identified at this time, are also financially sustainable over the
long-term under the District Controller’s 30-Year Financial Model and are not the subject of this
report).
The recommended positions enable the creation of two new departments – Visitor Services and
Land and Facilities Services – in place of the current single Operations Department, with
increased service delivery capacity in this business line. The recommended positions also
continue to build service delivery capacity in other District departments that fulfill the project
planning and delivery and finance and administrative services business lines as recommended by
the Financial and Operational Sustainability Model study. Implementation of the proposed
FY2016-17 Action Plan is not contingent on the approval of these positions. However, approval
will enable the Visitor Services and Land and Facilities Services Departments to keep pace with
the patrol and maintenance requirements of newly opened and anticipated trails and preserves,
while continuing to construct high priority Measure AA projects. Approval of the position
recommendations for other departments will fill important capacity gaps needed to ensure
effective delivery of Action Plan projects.
DISCUSSION
The first 40 years of the District’s conservation strategy emphasized land acquisition. While this
strategy was highly successful, other organizational functions and resources necessary to deliver
the restoration, maintenance, public access and education parts of the District’s mission remain
underdeveloped. With the passage of Measure AA, which results in substantial capital funding
to deliver priority projects approved by the voters, the District completed a comprehensive
organizational review to determine how the organization will need to restructure and grow to be
able to deliver Measure AA projects and sustain patrol, maintenance and restoration service
levels as new trails in existing or newly opened preserves are opened to the public. This review,
called the Financial and Operational Sustainability Model (FOSM) study, identified 60
recommendations for addressing organizational gaps and completing a strategy for preparing the
District for the next 30 years of service delivery.
FOSM Background
The FOSM study was completed spring 2015 and accepted by the Board of Directors May 27,
2015. It resulted in 60 recommendations that organize the District to grow sustainably, as well
as enhance staffing capacity and District systems to deliver the Vision Plan and Measure AA
projects and maintain on-going service levels into the future. An overarching recommendation
of the FOSM was to reorganize the District into clearly delineated business lines – Project
Planning and Delivery functions, Visitor and Field Services functions, Finance and
Administrative Services functions, and General Management functions. Significant FOSM
implementation progress has been made in Project Planning and Delivery through the creation of
an Engineering and Construction Department and the hiring of this department manager,
increased capacity by adding capital project manager positions and planner positions, and
development of a new internal project delivery process. Significant progress has also been made
Attachment 4
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in Finance and Administrative Services through the hiring of a Chief Financial
Officer/Administrative Services director, completion of an Information Systems and Technology
(IST) master plan and the hiring of an IST Division manager. Progress has also been made in the
General Manager’s Office by consolidating the Public Affairs Department into the GMO and
hiring a Senior Management Analyst to enhance tracking of project delivery. An organizational
chart is provided as Attachment 1 showing the current District-wide organizational structure with
FOSM implementation progress to date.
The final remaining organizational transition yet to be implemented, and the main focus of this
report, is reorganizing the current Operations Department into two separate departments –
Visitor Services and Land and Facilities Services. This transition is significant, involves the
largest department in the District, and improves structure and capacity for the District’s primary
functional interface with preserve visitors (rangers, docents, volunteers) and work on the land
(in-house capital project construction, maintenance, and restoration). Some transition actions
have already been taken, such as consolidating the docent and volunteer programs in the
Operations Department, and Board approval of the Land & Facilities Services Manager position.
There are a total of 11 FOSM recommendations related to this transition. Additional background
about the FOSM recommendations specific to the Operations Department is provided in
Attachment 2.
The remainder of this staff report will provide discussion and analysis of the growth of District
positions projected by FOSM, affordability of this growth, organizational capacity (such as
recruitment and facility capacity) to handle this growth, the operational rationale behind the
position recommendations, and alternatives with accompanying organizational charts.
FOSM Implementation Position History and Projections
The FY2014-15 Mid-Year Budget adjustments, approved by the Board in December 2014, began
District capacity building based in part on preliminary FOSM recommendations presented to the
Board following initial research and analysis during the study. At that time, the Board approved
five new positions. As the FOSM was refined and finalized, the Board approved eight more
positions in the FY2015-16 Budget. Finally, the Board most recently approved eight more
positions in FY2015-16 Mid-Year Budget adjustments. Therefore, at this point in time, the
District has added 21 new positions in the first two years of FOSM implementation. The
following table shows these positions according to business line, the FOSM projected position
increases before 2020, the next 21 positions recommended in this report, and the difference
between current plus recommended positions and FOSM projected positions before 2020:
Business Line
Positions
approved
since
December
2014
FOSM
Projected
Growth by
2020
Difference
Between
Current and
FOSM
Projected
Recommended
New Positions
Remaining FOSM
Projected Positions
Before 2020 (if new
positions are
approved)
Project
Planning &
Delivery
5 10 to 13 5 to 8 2 3 to 6
Visitor & Field
Services 8 20 to 25 12 to 17 16 0 to 1
Attachment 4
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Finance &
Administrative
Services
5 9 to 11 4 to 6 3 1 to 3
General
Manager’s
Office
3 2 - - -
Total 21 41 to 51 20 to 30 21 4 to 9*
*Total reflects 9 instead of 10 to account for the GMO total of 3 due to the GMO including Public Affairs and the
approved Legislative/External Affairs Specialist position.
According to FOSM projections, the District may need to grow by 20 to 30 more positions
before 2020, with 12 to 17 of these positions in the Visitor and Field Services business line. The
year 2020 is 3 ½ fiscal years away. As will be discussed later in this report, the General
Manager is recommending that most of this growth occur in FY2016-17, with some phasing in
over FY2017-18, in order to deliver high-priority Measure AA projects while maintaining
current service levels.
The FOSM also projects additional growth in each business line between 2020 and 2045. These
projections show growth in Project Planning and Delivery, Finance and Administrative Services,
and the General Manager’s Office slowing dramatically after 2020, while Visitor and Field
Services staffing needs will continue to increase incrementally as Vision Plan projects come
online and require long term operations and maintenance. In terms of actual projected staff
numbers, growth in Project Planning and Delivery is to be determined based on the volume and
pace of new projects, Finance and Administrative Services could see 6 to 8 additional positions
between 2020-2045, none projected for the General Manager’s Office, and 43 to 53 additional
positions between 2020-2045 for Visitor and Field Services, all of which would be dependent on
affordability depending on the District’s future finances.
Affordability of Growth
The financial impact of the recommended staffing addition of 21 positions has been tested in the
District Controller’s 30-Year Financial Model. The hiring of the positions is spread out over
FY16-17 and FY17-18, with the full impact to the budget of annualized salaries taking effect in
FY18-19. Vehicles and equipment also were included in the financial model sustainability test.
Additional consideration in the District Controller’s 30-Year Financial Model includes capital
expenses for new facilities (administrative offices and field offices) within the next three to five
years.
Factoring in the recommended 21 positions, and forecasting a conservative and modest 4%
growth in tax revenue (for contrast, the current year actual growth in the tax base is
approximately 6.5% and the past 10-year average is 6.662% growth), combined with a 5.5%
growth in operation expense (OpEx), the General Fund cash flow remains positive for 25 years
until 2040. This analysis supports the financial sustainability of the proposed addition of 21
positions.
The financial model signals a negative cash flow after 25 years, based on several conservative
and time-tested variables. However, the analysis and forecast is being refined to reflect
additional actions the District will be taking starting this year and these include increases in both
Attachment 4
R-16-52 Page 5
grants revenue and measure AA reimbursement and finalizing the implementation of the FOSM.
The financial impacts of these changes are described below.
• Grants Revenue – over the past 10 years the District has received an average per year of
$2.4 million in grants revenue. This average includes a large $9 million grant in 2009.
After adjusting for that single large grant (removing it from the average), the grant
revenue is an average $1.5 million per year. Given that this recommendation for 21
additional positions includes a grants specialist, whose duty it will be to pursue new grant
revenue, the District should be able to generate at least an average of $1.5 million per
year of additional grant revenue starting with the 2017/2018 fiscal year Measure AA
Reimbursement – the current measure AA reimbursement includes reimbursement for
field and project management work only. With the increase in activity and the increase in
positions, this reimbursement is anticipated to increase. Combined with the ongoing
effort to improve systems to track time by project, staff anticipates further expanding the
reimbursement related to construction management and a portion of the planning.
Therefore, an additional $500,000 conservative increase in reimbursement can be
modeled effective fiscal year 2017/2018.
• FOSM 2020 Implementation – to complete FOSM implementation projected by 2020, an
additional nine positions may be needed. These positions are layered in at a fully loaded
placeholder cost for half of fiscal year 2017/2018 and a fully annualized cost for the
fiscal years following.
With inclusion of the augmented information (grants revenue, measure AA reimbursement and
additional FOSM positions before 2020) the District Controller’s 30-Year Financial Model
retains a positive operating cash flow for all 30-years.
Organizational Capacity to Accommodate Growth
Two organizational constraints important to assess when considering significant position growth
are the capacity of the Human Resources Division to recruit for and fill the positions in the
needed timeframe and facility capacity to provide work space for the new employees. The
District’s Human Resources Division (HR) has averaged 23 recruitments per year (new positions
and filling vacant positions due to promotion or other turnover). Based on a detailed recruitment
timeline projection, HR has verified that they have capacity with existing staff to handle the
recommended new position recruitments, in addition to normal vacancy recruitments due to
retirements or other separations.
With the recent lease of new facility space (Administrative Office 4), the District’s
Administrative Offices have capacity to provide work space for the recommended phase in of
Visitor and Field Services positions and positions recommended for other District departments.
Based on staff’s most recent desk space analysis, the main Administrative Office (AO) currently
has five more desks available, AO2 will have two more desks available after Property
Management staff move to AO3, AO3 will have four desks available, and AO4 will have three
desks available.
While the Field Offices are currently at capacity, several moves will be made to address needed
office space. This plan entails housing the Area Superintendents at AO4, which will create space
for the Area Managers in each field office. In addition, work is proceeding to locate an interim
coastal field office trailer at the Event Center location on Hwy 84 to provide work space for a
Attachment 4
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portion of the Skyline Ranger staff. A longer term facilities analysis is currently underway to
plan for longer term growth in AO and field staff.
Operations Transition to Visitor Services and Land and Facilities Services
In fall 2015, the Assistant General Managers and Operations Manager began working with
Management Partners on the design and sequence of steps necessary to split the Operations
Department and achieve the numerous service and organizational goals recommended in the
FOSM. These goals and a detailed assessment of the operational needs and rationales driving the
recommended design of this departmental split are provided in Attachment 2. In addition,
Attachment 2 provides a description and justification of each new position, including proposed
salary ranges. A summary of the Operations transition plan is provided in the table below.
Position & (#) Primary Justification
(See Attachment 2 for more detail)
Recommended
Timeline
Visitor Services
Ranger (2) • Additional patrol, emergency response and visitor
services functions in response to increased public
visitation;
• Extend patrol coverage to address the additional
openings of new preserves and areas to the public,
such as Mt. Um summit, La Honda Creek OSP,
and Bear Creek Redwoods;
• Recruitment in early FY2016-17 allows rangers on
patrol by summer 2017.
FY2016-17
Volunteer Program
Lead (1)
• Increased constituent engagement, including
youth, in stewardship volunteer programs;
• Increased volunteer stewardship work;
• Fulfillment of “Enriched Experiences” Vision Plan
goal.
FY2016-17
Land & Facilities Services
Area Managers (2) • Field managers of LFS Department field
employees;
• Essential chain of command and field office
presence;
• Increased management over field operations, such
as increased Measure AA project coordination,
managing service contracts for ongoing work,
handling small individual contracts, coordinating
with Fire Safe Committees and fire departments on
fuel reduction projects, and increased time for
policy work related to field operations;
• Increases capacity of Area Superintendents to
focus on patrol and visitor activities.
April, 2016
Administrative
Assistant (1)
• Administrative support for new department;
• Increases capacity of current administrative
assistants in Visitor Services and Real
Property/Natural Resources;
April, 2016
Attachment 4
R-16-52 Page 7
• Sharing admin support not feasible due to physical
separation of offices.
Facilities
Maintenance
Supervisor (1)
• Management of maintenance and repair of AO
facilities and field facilities;
• Increases capacity in Administrative Services and
Planning, where facility management is currently
handled.
FY2016-17
Capital Projects
Field Manager (1)
• Critical project management linkage between
Administrative Office-based project delivery teams
and crews in the field tasked with constructing high
priority projects;
• Oversees clearly defined work units focused on
Measure AA capital projects constructed by crew.
FY2016-17
Maintenance
Supervisor -Special
Projects (2)
• In the field working supervisor overseeing work
crews focused on Measure AA special projects.
• Special project work units free up capacity in
general maintenance crew work units to keep up
with maintenance demands of new trails/preserves.
One in FY2016-17
One in FY2017-18
Equipment
Mechanic Operator
(1)
• Additional field staff heavy equipment expertise
and field leadership;
• Most field construction projects require an EMO in
the unit.
FY2016-17
Lead Open Space
Technician (2) • Additional field staff expertise and field leadership
of OSTs and Seasonal OSTs;
• Most field work units require a LOST for in-field
supervision.
• Additional LOSTs free up capacity in general
maintenance crew work units to keep up with
maintenance demands of new trails/preserves.
One in FY2016-17
One in FY2017-18
Open Space
Technician (1)
• Additional field staff required to complete work
crew;
• Additional OST frees up capacity in general
maintenance crew work units to keep up with
maintenance demands of new trails/preserves.
FY2017-18
Facilities
Maintenance
Specialist I (1)
• Expertise in facility repairs for AO and Field
offices and District houses when jobs are not
contracted out;
• Frees up capacity for Foothills OSTs to focus on
field maintenance rather than AO jobs.
FY2017-18
Other Position Recommendations
In addition to the new position recommendations related to transitioning the Operations
Department into the Land and Facilities Services and Visitor Services Departments, the District
continues to see gaps and additional capacity needs in two additional business lines: Project
Planning and Delivery and Finance and Administrative Services. At this time, six additional
positions are recommended by the General Manager and summarized in the table below – four
for FY2016-17 and two for FY2017-18. More detail about each of these positions, as well as
Attachment 4
R-16-52 Page 8
salary ranges, are provided in Attachment 3. The General Manager will continue to assess
capacity needs and gaps in expertise in the coming years as new positions are filled and core
functions are reorganized into new departments and programs, in tandem with changes to Board
priorities and the pace of upcoming action plans to determine if and when additional positions to
these two business lines are merited. Considering the magnitude of the restructuring of the
District, it is important to spend some time working with the expanded organization to evaluate
how the synergies among new “capacities” may provide unanticipated efficiencies and additional
revenue. Based on that evaluation and reforecasting the District’s 30-year financial model,
additional positions projected before 2020 in the FOSM will be considered for potential
submittal to the Board as part of upcoming new Budget approvals and/or midyear budget
reviews. Such additional position requests would need to remain consistent with the FOSM
projections as shown in the table on page 3 and be financially sustainable.
Position & (#) Primary Justification
(See Attachment 3 for more detail) Recommended
Timeline
Real Property
Real Property
Specialist I/II (1) • Responsible for Real Property tasks previously
handled by two staff who have moved to the Land
& Facilities Services department;
• Enables Real Property to be more proactive
regarding Measure AA land additions.
FY2017-18
Planning and Project Delivery (serving Real Property, Planning, and Engineering & Construction)
Management
Analyst I/II (1) • Analytic support in this business line to enhance
tracking and reporting of data to improve project
planning and delivery;
• Enables real property specialists, planners, and
capital project managers to focus on their projects.
FY2016-17
Natural Resources
Resource
Management
Specialist I/II (1)
• Enhanced restoration and management of rare,
threatened, and endangered species and habitats;
• Increases NR’s capacity for survey, monitoring,
and reporting requirements of permitting
components of capital and maintenance projects.
FY2017-18
Finance
Finance Manager
(1)
• Provides daily oversight and coordination between
the budget, accounting, payables, debt and cash
management functions of Finance
• Develop, document and implement best practice
procedures for Finance
• Review and enhance use of New World ERP
system functionality system-wide and organization-
wide
FY2016-17
Human Resources
(Position to be
determined) (1)
• Placeholder pending completion of capacity and
function assessment for how HR should be
structured and sized to handle all of its functions,
such as classification and compensation work,
FY2016-17
Attachment 4
R-16-52 Page 9
benefits, labor relations, policy creation and update
work, workers’ compensation claims, performance
evaluation systems, staff development and
training, staff recognition, etc.
Administrative Services
Grants Specialist
(1)
• Expertise and focus to handle increasing
competition to secure grants and more extensive
submittals and reporting requirements;
• Serves all departments;
• Increases departmental staff time to focus on
projects.
FY2016-17
An organizational chart showing these other department positions is provided as Exhibit 1 to
Attachment 3.
ALTERNATIVES
The Committee may wish to consider one of the following alternatives to the General Manager’s
recommendation. For each alternative, the main pros and cons are identified. Each alternative
entails at least 10 new positions between now and FY2016-17 to begin the build out of the Land
and Facilities Services and Visitor Services Departments. If the Committee wishes to consider
different alternatives that approve fewer than 10 positions initially, staff will need to evaluate
further and return to the Committee, or the full Board, with information about operational and
workload feasibility of the chosen different alternative. For each alternative, the
recommendation is the same for other department positions – four in FY2016-17 and two in
FY2017-18. The Committee may also wish to consider other alternatives to phasing in these
other department positions.
Alternative 1: Delay approval of the Area Manager and Administrative Assistant positions
until FY2016-17. Committee action on April 12, 2016, makes this
alternative no longer applicable.
Discussion: This alternative can be combined with any other phasing alternative. The
main impact of this decision would be that the Land & Facilities Services
Department could not be physically created until six to eight weeks into
FY2016-17, and would delay hiring of other positions during the primary
construction season.
Alternative 2: Approve all of the new positions for FY2016-17 and don’t phase-in over two
years.
Discussion: While this alternative would provide the greatest influx of staff resources to
fulfill Measure AA projects and other organizational gaps, HR does not
have current capacity to handle this recruitment load in one year in addition
to capacity to fill normally occurring vacancies due to retirements or other
separation. However, outside recruitment assistance may be contracted help
with capacity challenges.
Attachment 4
R-16-52 Page 10
Alternative 3: Phase positions over two years with two special projects work crews overseen
by Area Managers instead of a Capital Projects Field Manager for the first
year.
Discussion: Compared to Alternative 2, this alternative delays the approval of two
positions – the Capital Projects Field Manager and the Facilities
Maintenance Specialist I. Having two special projects work crews in the
first year improves special projects capacity. However, since they would be
overseen by the Area Managers, capacity for Area Managers to oversee their
general maintenance work crews would be less. Furthermore, this structure
does not provide as clear a delineation of a special projects accountability
structure compared to if the Capital Projects Field Manager and division
were established.
Alternative 4: Phase positions over two years with one special projects work crew overseen
by an Area Manager in the first year, a second special projects work crew
overseen by the other Area Manager in the second year, and the addition of
the Capital Projects Field Manager in the third year.
Discussion: This Alternative is the same as Alternative 3, except phasing takes three
years instead of two. Special projects crews are created one at a time over
FY2016-17 and FY2017-18, and are overseen by the Area Managers,
followed by the Capital Projects Field Manager in FY2018-19.
Organizational charts for Alternatives 1 and 2 are the same as Exhibits 1 and 2 to Attachment 2
and Exhibit 1 to Attachment 3. Organizational charts for Alternative 3 and 4, showing phasing
of positions with different colors, are provided as Attachment 4.
FISCAL IMPACT
The table below reflects the pro-rated costs of each position for FY2016-17, based on anticipated
month of hire, as well as the annualized cost of the positions for FY2017-18. The Chief
Financial Officer, working with the District Controller, has concluded that the proposed addition
of 21 positions is financially sustainable.
Position
FY2016-17
Cost
FY2017-18
Cost
FY2018-19
Cost
Area Manager 100,045 133,394 133,394
Area Manager 100,045 133,394 133,394
Administrative Assistant 63,787 85,050 85,050
Facilities Maintenance Supervisor 95,990 127,987 127,987
Maintenance Supervisor -- Special Projects 88,357 117,809 117,809
Equipment Mechanic/Operator 72,220 96,293 96,293
Lead Open Space Technician 69,472 92,630 92,630
Capital Projects Field Manager 95,990 127,987 127,987
Volunteer Program Lead 69,525 92,701 92,701
Ranger 46,946 93,893 93,893
Ranger 46,910 93,819 93,819
Management Analyst II 88,357 117,809 117,809
Attachment 4
R-16-52 Page 11
Grants Coordinator 88,357 117,809 117,809
Finance Manager 116,110 154,813 154,813
Human Resources Manager 116,020 154,693 154,693
Maintenance Supervisor -- Special Projects - 58,905 117,809
Lead Open Space Technician - 46,315 92,630
Open Space Technician - 50,337 100,675
Facilities Maintenance Specialist I - 46,315 92,630
Resource Management Specialist II - 57,930 115,861
Real Property Specialist I - 51,871 103,742
Total New Positions Cost 1,258,132 2,051,753 2,363,426
In addition, some of these positions will require vehicles and equipment. It is estimated that 12
vehicles will be required for the Land and Facilities Services and Visitor Services positions.
This number of vehicles, and the cost to outfit the vehicles with supplies and specialized tools
and equipment is estimated to be approximately $558,000. The vehicle cost will be split over the
next two fiscal years, $443,000 in FY2016-17 and $115,000 in FY2017-18. The various
alternates would change the timing of vehicle expenditures.
As discussed in the “Affordability of Growth” section earlier, there are an additional nine
positions projected in the FOSM before 2020, above and beyond the 21 recommended in this
report. Since these positions are not identifiable at this time, specific costs cannot be shown.
However, the Controller’s model has allocated $120,000 per position (salary and benefits) to be
layered in at a fully loaded placeholder cost for half of fiscal year 2017/2018 and a fully
annualized cost for the fiscal years following. This additional annualized cost of $1,080,000 per
year is also financially sustainable.
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
Following the Committee’s action from the meeting of April 12, 2016, the General Manager is
preparing a recommendation for the full Board’s consideration on April 27, 2016, for the
approval of the three priority positions required to initiate the Operations Department split. It is
anticipated that a similar report and presentation as this Committee report and presentation
would be provided to the full Board at that time to provide the complete rationale, context, and
cost of approving these three priority positions. Based on the Committee’s direction on April 19,
2016, regarding the phasing of additional positions for FY2016-17 and FY2017-18, positions and
funding will be incorporated into the proposed budget for the Board of Directors’ budget hearing
in May 2016.
Attachment 4
R-16-52 Page 12
Attachments:
1. Current District-wide Organizational Chart
2. Operations Transition Detail Memorandum and New Position Rationales
a. Exhibit 1 – Visitor Services Department Organizational Chart
b. Exhibit 2 – Land and Facilities Services Department Organizational Chart
c. Exhibit 3 – Information Regarding General Maintenance and Special Projects
Workload in Land and Facilities Services Department
3. Other Department New Position Rationales
a. Exhibit 1 – Other Departments Organizational Chart
4. Alternative Position Phasing Organizational Charts
Responsible Manager:
Steve Abbors, General Manager
Prepared by:
Kevin S. Woodhouse, Assistant General Manager
Attachment 4
Date: February 23, 2017
To: Midpeninsula Regional Open Space Board of Directors
From: Steve Abbors, General Manager & Ana Ruiz, AICP, Assistant General Manager
Subject: POST Cloverdale Coastal Ranches Complex Acquisition Timeline
CC: Kevin Woodhouse, Assistant General Manager, Kirk Lenington, Natural Resources
Manager, Michael Williams, Real Property Manager
CLOVERDALE RANCH BACKGROUND
Acquisition History: This year marks the 20th anniversary of the purchase of the original
Cloverdale Coastal Ranch by the Peninsula Open Space Trust (POST) as part of their Saving the
Endangered Coast campaign. Since the original purchase of the 5,638-acre Cloverdale Coastal
Ranch in 1997, POST has acquired an additional 2,574 acres of ranchlands, farmlands, mixed
evergreen forest, coastal bluffs, and riparian habitat between Pescadero Creek Road and Gazos
Creek Road, protecting 8,212 acres.
In 2000, POST transferred 891 acres to the
State of California to expand Butano State
Park. In 2005, POST transferred 36 acres to
help create Pigeon Point State Historic Park.
In 2007, POST transferred the 558-acre
Bolsa Point Farm property to local private
farmers, subject to conservation easements.
Assembling such a large number of
properties with such diverse habitats and
uses has been a complex process for POST.
Today, Cloverdale Ranch consists of 6,732
contiguous acres held in fee ownership, and 1,010 acres are subject to a California Wildlife
Conservation Board easement (See Cloverdale Ranch Overview Map – Attachment 1). Within
Cloverdale Ranch, over 250 acres of farmland are in five separate agricultural leases with local
farmers and actively farmed for a variety of crops. Approximately 2,000 acres of grasslands are
managed under three grazing leases.
As part of their stewardship, POST has completed many projects to improve infrastructure and
water quality. They have also undertaken a number of habitat restoration projects to improve
resource conservation and benefit health of the land, including the following large-scale projects
Cloverdale Coastal Ranch
Cloverdale Ranch Informational Memo
February 23, 2017
Page 2 of 5
in cooperation with the Resource Conservation District: erosion gully restoration, invasive
species and habitat restoration for San Francisco garter snake recovery, and restoration of a large
section of Butano Creek.
Continuing Operation: In the near term, POST will
continue to operate portions of Cloverdale Ranch by
retaining the lands most suitable for crop production.
Long term, they plan to transfer croplands to local
private farmers, subject to affirmative agricultural
conservation easements. This strategy aligns with the
goals of their Farmland Futures Initiative to triple the
number of protected farms and farmland acres in the
County in the next ten years.
As part of this strategy, POST will pursue legal lot line adjustments in 2017-2018 to separate the
croplands they plan to keep or sell from grasslands and other habitats on Cloverdale Ranch. In
some cases, areas to be transferred may also include portions of or access to adjacent lands to
accommodate necessary infrastructure, farm labor housing sites, or comply with the County’s
subdivision ordinance.
In the near future, POST will hold the grazing lands and other habitats and continue with
infrastructure upgrades and habitat restoration projects on these lands. In the next few years,
they hope to initiate the next steps where these Cloverdale Ranch properties will become part of
the Midpeninsula Regional Open Space District’s (District) system of Coastal preserves.
CLOVERDALE RANCH OPEN SPACE AND RESOURCE CONSERVATION VALUE
Regional Landscape: Situated on the San Mateo County coast halfway between Half Moon Bay
and Santa Cruz, Cloverdale Ranch is a significant part of the coastal farming community of
Pescadero. Adjacent to the town of Pescadero, Cloverdale Ranch provides the opportunity to
preserve a rural way of life important to the community, will help ensure that working family
farms and ranches survive in the area along side of resource protection, and provide for limited
public access through a unique coastal landscape.
Cloverdale Ranch’s 6,732 acres consists of both
coastal plain and uplands, with grasslands, coastal
shrub, and cultivated fields that sit on a plateau
above Highway 1. From the west, the hills of
Cloverdale Ranch have panoramic views of the
coastline from Pescadero State Beach to Año
Nuevo. The east side of Cloverdale Ranch abuts
Cloverdale Road and is characterized by cultivated
Butano Farms
Arroyo de los Frijoles reservoirs
Cloverdale Ranch Informational Memo
February 23, 2017
Page 3 of 5
fields, with a backdrop of wooded hills and rolling grasslands in a quiet rural setting.
A double ridge of hills run north-south down the center of Cloverdale Ranch. Between the hills,
dams on Arroyo de los Frijoles form two reservoirs, both of which are part of the privately held
Lake Lucerne Mutual Water Company that serves many of the farms and ranches in the area.
The creek then continues north to a third reservoir known as Lake Lucerne. From there, it enters
the ocean at Bean Hollow State Beach. Butano Creek traverses the northeast section of
Cloverdale Ranch. Before crossing Pescadero Road and entering the Pescadero Marsh, Butano
Creek opens out into a wide riparian woodland. Tributaries to Gazos Creek drain the southern
end of Cloverdale Ranch to Gazos Beach State Beach.
Regional Biological Value: With its diverse habitats and connection to both the vast watersheds
to the east and the coastal marshes and tidal flats to the west, Cloverdale Ranch contains
significant biotic and aquatic resources. These are in turn are linked to the rich mosaic of
habitats that make up the Central California Coast region. Significant amounts of riparian
vegetation line its many creeks and tributaries, forming habitat
for the threatened California red-legged frog, endangered San
Francisco garter snake, two endangered plant species, and the
vast array of species that also share their habitat. The National
Marine Fisheries Service (NMFS) has identified Cloverdale
Ranch’s three main creeks as having potential to support
steelhead and Coho salmon migration.
Ecologically rich public lands ring much of the perimeter and
connect Cloverdale Ranch with the Pescadero State Marsh and
Natural Preserve to the north, Butano and Año Nuevo State Parks to the southeast. Pigeon Point
State Historic Park, Whaler’s Cove, Gazos Creek, and Bean Hollow State Beaches are directly
across Highway 1 to the west. Most of Cloverdale Ranch is within the viewshed of the scenic
corridors of Highway 12 and of Cloverdale Road.
Regional Trails: POST operates Wilbur’s Watch, a one-mile public trail and small 6-vehicle
public parking area on the property, accessed from the
eastern end of Pigeon Point Road. Dedicated to Colburn
Wilbur, former executive director of the Packard
Foundation, the trail traverses coastal grasslands from a
small parking area to a magnificent lookout point, with
benches and a telescope for viewing the coastline and key
landmarks.
Regional trail corridors in the vicinity include the State’s
Coastal Trail, San Mateo County’s proposed
Rediscovering America/Portola Trail, and the proposed
Coho Salmon fingerling
Wilbur’s Watch
Cloverdale Ranch Informational Memo
February 23, 2017
Page 4 of 5
Palo Alto-to-the-Sea Trail. Final trail alignments for these trails have not yet been identified.
The California State Parks and Recreation Commission approved the San Mateo Coast General
Plan in 1979. In 2008, they approved General Plans for both Año Nuevo and Butano State
Parks. Planning is underway for the Pigeon Point Light Station State Historic Park General Plan.
Trail connections between these state parks and beaches is an important component of these
plans and trail planning is underway.
Regional Open Space: With the adoption of the
Coastal Protection Area Service Plan (Service Plan)
in 2003 and the voter-approved expansion of the
District’s boundaries in 2004 to include the majority
of San Mateo County’s coastal lands, the District’s
mission has been expanded to: acquire and preserve
in perpetuity open space land and agricultural land
of regional significance, protect and restore the
natural environment, preserve rural character,
encourage viable agricultural use of land resources,
and provide opportunities for ecologically sensitive
public enjoyment and education.
The District’s Open Space Vision Plan (Vision Plan)
process, undertaken in 2013, found that there was
widespread support for the District’s role in
preserving the unique rural open space of the San
Mateo Coast and identified acquisition of Cloverdale
Ranch as integral to the goals of both the Service
Plan and the Vision Plan. Subsequently, funding to
acquire Cloverdale Ranch were included in Measure AA’s (MAA) portfolio of projects as
Portfolio #13.
ESTIMATED ACQUISITION EXPENDITURE
POST purchased the Cloverdale Ranch complex in three major transactions in 1997, 2001/2002
and 2012 for a combined purchase price of approximately $57 million. As discussed in the
Acquisition History above, POST has since transferred properties totaling 927-acres to State
Parks, 558-acres to private buyer subject to a conservation easement, and proposes future
transfer of 250 acres for private agricultural ownership. Deducting grants received and the sale
of portions of the property, POST still has an acquisition cost of $32,599,000. The fair market
value of this property is conservatively at $40 million. The proposed purchase price of the
approximate 6,300-acre Cloverdale Ranch property is $15 million ($2,380/acre) with a gift
component of over $20 million.
Cloverdale Ranch coastal overlook
The District’s Coastal Annexation Area
Mission: To acquire and preserve in
perpetuity open space and agricultural
land of regional significance, protect and
restore the natural environment, preserve
rural character, encourage viable
agricultural use of land resources, and
provide opportunities for ecologically
sensitive public enjoyment and education.
Cloverdale Ranch Informational Memo
February 23, 2017
Page 5 of 5
LOOKING AHEAD
Cloverdale Ranch is not currently included in the Board-approved Five-Year MAA project list.
However, many MAA projects are now underway and the Board will soon have the opportunity
to look beyond MAA’s first five years. It is recommended that the Board consider as a future
Action Item the initiation of pre-acquisition planning and the development of a multi-year
Cloverdale Ranch acquisition timeline and process.
An acquisition timeline will establish realistic expectations for when and how to add Cloverdale
Ranch to our coastal preserves. An acquisition process will align District resources needed to
complete the acquisition alongside other District projects. Staff to work with POST to reserve
access rights and easements important to the District in any lot line adjustments that separate
croplands from grazing lands. Staff gain a more thorough understanding of the property’s
unique conservation values, potential opportunities for trails and staging areas for future public
access planning, and ongoing long-term operations and maintenance needs, and report back
periodically to the Board on these important steps before any proposed land transfers.
NEXT STEPS AND STAFF RESOURCE PROJECTIONS
For Fiscal Year 2017-18, District staff will work with POST to identify additional infrastructure,
water quality and habitat restoration projects that POST will complete, review existing property
reports and studies, and identify additional property assessments POST will undertake. In
addition, District staff will identify access and easement rights to be reserved from the proposed
future transfer of agricultural parcels to private buyers. Staff will begin initial assessment of
regional and community trail and parking opportunities on the property. During FY 2017-18,
staff will scope the proposed future purchase of the Cloverdale Ranch property, and further
define the multi-year acquisition timeline (Attachment 2). Staff resources, projected in hours by
Department for FY 2017-18, are provided in the table below:
2017-18 Resource Loading for Cloverdale Ranch Project
Real
Property Planning
Natural
Resources
Land &
Facilities
Visitor
Services
Public
Affairs Legal Total
490 256 120 103 80 8 10 1067
Attachment 1: Cloverdale Ranch Overview Map
Attachment 2: Proposed Acquisition Planning Process Timeline
P E S C A D E R O
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Cloverdale Acquisition Planning Process/Schedule
1
Information
gathering and
site visits for
Board & staff
Develop multi-
year timeline
FY 2017-18 FY 2018-19 FY 2019-2022
Additional site
assessment &
restoration
planning
POST Lot Line
Adjustments
Prioritize site
management
considerations
and additional
restoration work
Trails Planning
Address Coastal
Service Plan
mitigations
Environmental
Review (CEQA)
Develop
Use and
Management
Plan
Initiate
Property
transfers
Board
Direction
Ongoing coordination with POST and other regional partners
Public outreach and opportunity for community input