HomeMy Public PortalAbout20150527 - Agenda Packet - Board of Directors (BOD) - 15-14
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
330 Distel Circle
Los Altos, CA 94022
Wednesday, May 27, 2015
SPECIAL MEETING BEGINS AT 5:00
REGULAR MEETING BEGINS AT 7:00
A G E N D A
5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
ROLL CALL
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section
54956.8)
Property: Rancho San Antonio Contract with Santa Clara County
Agency Negotiator: Stephen E. Abbors, General Manager and Kevin Woodhouse,
Assistant General Manager
Negotiating Party: Robb Courtney, Santa Clara County Director of Parks and Recreation
Department
Under Negotiation: Terms of real property transaction
2. CONFERENCE WITH LABOR NEGOTIATORS (Government Code Section 54957.6)
Agency Designated Representatives: Steve Abbors, General Manager, Kevin
Woodhouse, Assistant General Manager, Sheryl Schaffner, General Counsel, Jack Hughes,
Liebert Cassidy Whitmore
Employee Organization: Field Employee Association
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not 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.
Meeting 15-14
ADOPTION OF AGENDA
SPECIAL ORDER OF THE DAY
Introduction of Rutuja Khare, Human Resources Technician
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board members,
the General Manager, and members of the public may request that an item be removed from the Consent
Calendar during consideration of the Consent Calendar.
1. Approve Claims Report
2. Written Communications
Andy Lott, Anne Paulson, Eric Solberg and Patrick Leal
3. Contract for Professional Legal Services (R-15-77)
Staff Contact: Candice Basnight, Human Resources Supervisor
General Manager’s Recommendations:
Authorize the General Manager to extend the professional services contract with Liebert Cassidy
Whitmore as follows:
1. Authorize extension of the contract for Fiscal Year 2015-16 with expenditures not to exceed
$80,000, for employment relations and labor negotiation consulting services.
2. Authorize the General Manager to extend the contract for up to two subsequent years (Fiscal
Years 2016-17 and 2017-18) with a not to exceed amount of $50,000 in each respective fiscal
year.
4.
Contract Award for Hazardous Materials Remediation and Improvements to a Tenant
Residence at 4411 Alpine Road, Portola Valley, in the Hawthorns Area of Windy Hill Open
Space Preserve (R-15-81)
Staff Contact: Elaina Cuzick, Senior Real Property Agent
General Manager’s Recommendation: Authorize the General Manager to enter into a contract
with Belz Construction, Inc. of Orangevale, CA, for a not-to-exceed amount of $188,600, which
includes the base bid amount of $164,000 and a 15% contingency amount of $24,600, to
complete a hazardous materials remediation and improvements to the Alpine Road residence in
the Hawthorns Area of Windy Hill Open Space Preserve.
5. Use and Management Plan Amendment to Close Two Designated Trail Segments at
Purisima Creek Open Space Preserve to Improve Visitor Safety (R-15-83)
Staff Contact: Brian Malone, Area Superintendent, Operations Department
General Manager’s Recommendations:
The General Manager recommends the Board approve the following recommendations from the
Planning and Natural Resources Committee:
1. Find that the recommended actions are Categorically Exempt under the California
Environmental Quality Act (CEQA).
2. Adopt a Use and Management Plan Amendment to close the majority of the Lobitos
Creek Trail in Purisima Creek Open Space Preserve except for the first ¼ mile.
3. Adopt a Use and Management Plan Amendment to close the last ¼ mile of the North
Ridge Trail in Purisima Creek Open Space Preserve.
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.
6. Update on Actions of Mutual Interest taken by the District and by Lehigh Southwest
Cement Company during the Past Year (R-15-84)
Staff Contact: Steve Abbors, General Manager
General Manager’s Recommendation: Receive a presentation on actions taken over the past year
by the District and Lehigh Southwest Cement Company related to Lehigh Quarry operations.
7. Fiscal Year 2014-15 Action Plan Year End Review and List of Accomplishments (R-15-79)
Staff Contact: Kate Drayson, Administrative Services Manager
General Manager’s Recommendation: Accept the Fiscal Year 2014-15 Action Plan Year End
Review and List of Major Accomplishments.
8. Acceptance of the Financial and Operational Sustainability Model Study Final Report (R-
15-82)
Staff Contact: Kevin S. Woodhouse, Assistant General Manager
General Manager’s Recommendation: Accept the Financial and Operational Sustainability Model
Study Final Report prepared by Management Partners.
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or
announcements concerning activities of District Directors and staff; opportunity to refer public or Board
questions to staff for factual information; request staff to report back to the Board on a matter at a future
meeting; or direct staff to place a matter on a future agenda. Items in this category are for discussion and
direction to staff only. No final policy action will be taken by the Board.
A. Committee Reports
B. Staff Reports
C. Director Reports
ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that the foregoing agenda
for the Special and Regular Meetings of the MROSD Board of Directors was posted and available for review on May 22, 2015, at the
Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. Agenda materials are also available on the
District’s website at http://www.openspace.org.
Jennifer Woodworth, CMC
District Clerk
page 1 of 4
CLAIMS REPORT
MEETING 15-11
DATE 05-27-2015
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
69409 11481 - B BROS CONSTRUCTION, INC.SFO HVAC Progress Payment 05/13/2015 61,392.44
TBD 11509 - ASHRON CONSTRUCTION Mt Um Radar Tower Interim Repair Project April Billing - SAU 05/27/2015 58,187.50
69446 11369 - BANK OF THE WEST COMMERCIAL CARD USA SUPPLIES & MATERIALS-SFO $436.30 05/20/2015 47,684.63
Heavy duty cabinets, heater, small equipment-SFO $6637.99 05/20/2015
Helicopter rental for site cleanup, construction materials - SFO $3159.08 05/20/2015
Materials -SFO $414.31 05/20/2015
Supplies -SFO $46.92 05/20/2015
Conference Room Chairs -SFO $1767.19 05/20/2015
Business Meetings, Directors' BAOSC Conference Registration $721.18 05/20/2015
Flashlight for bullfrog survey, laptop bag and pole pruner $163.78 05/20/2015
Mower Equipment $986.20 05/20/2015
Auto Parts for District Vehicles $56.52 05/20/2015
AO Supplies $345.55 05/20/2015
Website and Internet services $456.92 05/20/2015
Office Supplies, Meeting Supplies, Books, BAOSC Conference $1204.67 05/20/2015
International Right of Way Association class registration $520.00 05/20/2015
International Right of Way Association class registration $415.00 05/20/2015
Resource books for Docent Training $368.73 05/20/2015
Red Cross recertif trainings & book, Survey Monkey, 4WD training $1302.54 05/20/2015
Volunteer Supplies $193.23 05/20/2015
Name Badges, Ads, Newspapers, office supply, Conference $871.92 05/20/2015
Field Supplies $81.33 05/20/2015
Field Equipment for GIS Field Work $327.00 05/20/2015
Hardware and Software Purchases by ISD $1978.19 05/20/2015
Purchase desktop computers for field offices $11848.59 05/20/2015
Uniform patches, retirement plaque $921.37 05/20/2015
Docent, Wingding Evnt supplies, training, and DNC materials and supplies $2239.59 05/20/2015
Volunteer Recognition, Computer accessories, event, book $60.52 05/20/2015
CAPIO Conference Registration, District Logo Gear $3192.93 05/20/2015
Radar Case $84.79 05/20/2015
BCR Public Meetings and Preparation $152.67 05/20/2015
Chamber of Com & dropbox memberships, conference tix, office supply $1199.16 05/20/2015
Books, Permit Fee, Printing, BAOSC Conference $497.28 05/20/2015
Field Supplies (SA & RSACP) $1407.69 05/20/2015
Volunteer Supplies $302.86 05/20/2015
Recruitment advertising & conference attendance $637.42 05/20/2015
Auto Parts for District Vehicles $543.44 05/20/2015
Business meeting $12.90 05/20/2015
Book "Plain English for Lawyers" $21.43 05/20/2015
page 2 of 4
CLAIMS REPORT
MEETING 15-11
DATE 05-27-2015
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
Special Districts Assn. Conf., Local Meeting Expenses $1063.03 05/20/2015
Software Subscription $7.57 05/20/2015
League of CA Spring Attorneys Conference $595.00 05/20/2015
CEB Condemnation Practice Book; Lunch forinterview panel $442.64 05/20/2015
69489 10532 - US GEOLOGICAL SURVEY San Francisco garter snake surveys at Mindego Ranch - RR 05/20/2015 34,958.51
69413 10540 - CRAFTSMEN PRINTING Postage for Mailing BCR Plan, printing of Letters/Maps/Brochures/Business Cards 05/13/2015 25,328.24
69450 11510 - AXCELERATE NETWORKS, INC.Backup Server Appliance 05/20/2015 24,040.63
69445 *11230 - SANTA CLARA COUNTY-C/O UNITED ADMINISTRATIVE SERVI Dental Insurance - Group #1766-0006 05/20/2015 12,171.60
69468 10578 - OLD REPUBLIC TITLE CO Purchase Deposit Toepfer addition (Escrow # 0626023766) - LHC 05/20/2015 10,000.00
69443 *10216 - VALLEY OIL COMPANY Fuel for District vehicles 05/14/2015 8,849.21
69421 11497 - KKA ARCHITECTURE PLANNING DESIGN Drawings and specfications for 5755 Alpine Rd - RR 05/13/2015 8,110.00
69447 10585 - SOL'S MOBILE SERVICE Vehicle maintenance and repairs - SFO 05/20/2015 6,581.07
BIT Inspection for vehicles WT02/M17/M02/M207/T07/M29/M15/M22 05/20/2015
69471 10265 - PRIORITY 1 Equipment for Outfitting Code 3 Equipment on 2015 Ford Expeditio 05/20/2015 6,553.94
69410 10466 - BAY AREA RIDGE TRAIL COUNCIL MROSD Annual Agency menmbership 05/13/2015 5,000.00
69436 10102 - SHUTE, MIHALY & WEINBERGER LLP Negotiate and advise on land transfer - Ridge Vineyards - MB 05/13/2015 4,544.00
Legal advice for RP matters - Hendry's Creek easement - SAC 05/13/2015
69444 10123 - HOME DEPOT CREDIT SERVICES Field supplies, construction materials, tools 05/19/2015 4,370.73
69411 10141 - BIG CREEK LUMBER CO INC Materials for the ECDM Blue Blossom puncheon 05/13/2015 4,217.18
69469 10925 - PAPE` MACHINERY Equip Rental (SA-MT UM)/Vehicle Maintenance & Repairs SFO 05/20/2015 3,967.66
69424 11462 - MANAGEMENT PARTNERS Prepare FOSM Report 05/13/2015 3,443.00
69451 11371 - CALFLORA DATABASE Weed Manager Database - import of legacy data 05/20/2015 3,097.00
69483 10143 - SUMMIT UNIFORMS Uniform Items for Rangers 05/20/2015 3,074.37
69440 11118 - WEX BANK Fuel for District vehicles 05/13/2015 2,744.13
69484 10152 - TADCO SUPPLY Janitorial Supplies (RSACP/RSA)05/20/2015 2,397.15
69480 11007 - SANTA CLARA COUNTY Santa Clara County Road Fee - street naming for SR/SFO structures 05/20/2015 2,040.00
69427 10076 - OFFICE TEAM G.M. Office Temporary Help 05/13/2015 1,880.00
69467 10076 - OFFICE TEAM G.M. Office Temporary Help 05/20/2015 1,880.00
69429 11508 - PAGANO & MCKINNEY LLP Legal fees for litigation 05/13/2015 1,800.00
69412 10185 - COSTCO Office supplies & video equipment for FFO conference room 05/13/2015 1,769.63
69472 11282 - PROELIA DEFENSE AND ARREST TACTICS, LLC Defensive Tactics Training 4/2015 05/20/2015 1,749.96
69407 *10128 - AMERICAN TOWER CORPORATION Repeater Site Lease 05/13/2015 1,668.00
69466 10160 - OFFICE DEPOT CREDIT PLAN Office Supplies 05/20/2015 1,516.52
69432 11518 - RANCHING BY NATURE Predation reimbursement for calves at TOTO Ranch 05/13/2015 1,500.00
69460 10642 - HMS INC Annual Lead & Asbestos Training 05/20/2015 1,500.00
69420 10043 - HOWARD ROME MARTIN & RIDLEY LLP Legal fees for litigation 05/13/2015 1,357.70
69449 *10294 - AMERIGAS-SAN JOSE Propane - fill new tank - SFO 05/20/2015 1,313.36
69485 10706 - THE MERCURY NEWS Legal ads/public notice - Hendrys Creek SAC/Mindego/Hawthorn 05/20/2015 1,245.43
1223 10203 - WOODSIDE & PORTOLA PRIVATE PATROL Patrol services for Hawthorn property 05/13/2015 1,200.00
page 3 of 4
CLAIMS REPORT
MEETING 15-11
DATE 05-27-2015
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
69437 10447 - SIMMS PLUMBING & WATER EQUIPMENT Removal of old metal water storage tank at Toto Ranch - TC 05/13/2015 1,096.90
Water meter installation at 12049 La Honda Road - LHC 05/13/2015
69491 11176 - ZORO TOOLS Haz Mat labels and tools - SFO 05/20/2015 1,000.18
69474 *11184 - PURCHASE POWER - PITNEY BOWES POSTAGE Postage 05/20/2015 1,000.00
69477 10195 - REDWOOD GENERAL TIRE CO INC Tires for P95 05/20/2015 988.19
69487 10403 - UNITED SITE SERVICES INC Sanitation Services (FOOSP/RR/SA)05/20/2015 952.35
69463 10774 - MICHAEL DEMPSEY, PATRICK DEMPSEY Roads and Trails - WH 05/20/2015 758.35
69430 10227 - PENINSULA OPEN SPACE TRUST 2014-15 Reimbursment property tax to POST - Behroozi property 05/13/2015 741.08
69464 11511 - MIKESELL HISTORICAL CONSULTING Mount Umunhum Historical Analysis - SAU 05/20/2015 720.00
69479 *10136 - SAN JOSE WATER COMPANY Water Service (RSACP)05/20/2015 625.35
69461 11106 - INTELLI-TECH AO- IT Room Preventive Maintenance 05/20/2015 624.00
69459 10280 - HEATHER HEIGHTS ROAD ASSOCIATION Heather Heights Road Agreement 2015-SG 05/20/2015 600.00
69462 10135 - MADCO Welding Supplies - Skyline General 05/20/2015 589.66
1222 10642 - HMS INC Specifications for asbestos abatement at 4411 Alpine Rd - MB 05/13/2015 500.00
69408 11322 - AMERMEX UPGRADES Occupancy Sensor Install at AO2 05/13/2015 490.00
69431 *10180 - PG & E 9254 Electricity/gas 04/15 05/13/2015 471.05
69442 *10180 - PG & E Electric/gas 04/15 05/14/2015 451.80
69453 10170 - CASCADE FIRE EQUIPMENT COMPANY Fire Hose Parts 05/20/2015 423.33
69452 *10454 - CALIFORNIA WATER SERVICE CO-949 Water Service (FFO)05/20/2015 414.32
69405 11170 - ALEXANDER ATKINS DESIGN, INC.Outreach Ad design for use in BAOSC conference material 05/13/2015 405.00
69456 11151 - FASTENAL COMPANY Protective Barriers - Skyline General 05/20/2015 404.63
69434 10589 - RECOLOGY SOUTH BAY Garbage Service (RSA)05/13/2015 393.93
69441 0 - Bill & Mikki Walter Reimbursement for 30 Hori-horis(weeding knife)from Japan 05/13/2015 376.07
69490 10796 - WEMORPH INC Shift Change Forms 05/20/2015 360.90
69470 10140 - PINE CONE LUMBER CO INC Fencing lumber -LHC 05/20/2015 351.78
69433 10176 - RE BORRMANN'S STEEL CO Sign Supplies (SA-MT UM)05/13/2015 341.45
69457 10187 - GARDENLAND POWER EQUIPMENT Chain Saw Repair & Supplies 05/20/2015 337.01
69481 10302 - STEVENS CREEK QUARRY INC Base Rock (SA-MT UM)05/20/2015 322.34
69438 10143 - SUMMIT UNIFORMS Uniform jacket 05/13/2015 314.29
69414 11516 - CUNNINGHAM, LAURA M Honorarium: Enrichment presentation for Docents 05/13/2015 300.00
69416 11515 - ELVIN, KENNETH G Honorarium: WingDing Falconry demo & info presentation 05/13/2015 300.00
69417 10168 - G & K SERVICES INC Shop Towel Service (FFO & SFO)05/13/2015 275.68
69458 11464 - GEOFORENSICS INC.Plan review for the El Sereno House 05/20/2015 250.00
69418 10187 - GARDENLAND POWER EQUIPMENT Tool Maintenance 05/13/2015 231.73
69422 10490 - KOOPMANN, CLAYTON Mileage Reimbursement 05/13/2015 217.00
69482 11232 - STEVENSON, HILARY Mileage Reimbursement 05/20/2015 214.94
69475 11521 - QUIRK, MARY JEAN NorCal Bats info Booth at Wingding Event 05/20/2015 200.00
69419 11475 - HEBERT, AARON,SC County Demo Permit Reimbursement 05/13/2015 194.81
page 4 of 4
CLAIMS REPORT
MEETING 15-11
DATE 05-27-2015
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
69423 10260 - LUND PEARSON MCLAUGHLIN AO Labor Inspections 05/13/2015 180.00
69455 11520 - COMMUNITY INITIATIVES Info Booth at Wingding Event 05/20/2015 150.00
69426 10670 - O'REILLY AUTO PARTS Auto Parts 05/13/2015 135.56
69465 *10664 - MISSION TRAIL WASTE SYSTEMS AO Garbage 05/20/2015 120.16
69406 *10380 - ALLIED WASTE SERVICES #925 Garbage services for rental residence - ECM 05/13/2015 116.28
69415 11517 - EAST BAY REGIONAL PARK DISTRICT BACA Luncheon by EBRPD Legal Division 05/13/2015 105.00
69425 11449 - MARK, JANE Meal for Planner III Interview Panel 05/13/2015 93.29
69473 *10261 - PROTECTION ONE AO Alarm Service 05/20/2015 70.18
69486 10561 - ULINE Boot Scraper Replacement Brushes -SFO 05/20/2015 70.06
69448 10380 - ALLIED WASTE SERVICES #925 Debris/marijuana cleanup -LHC 05/20/2015 63.13
69478 *11426 - RIDGE WIRELESS INC.FFO Internet service 05/20/2015 50.00
69476 10134 - RAYNE OF SAN JOSE Water Service (FOOSP)05/20/2015 26.25
69454 10352 - CMK AUTOMOTIVE INC Vehicle service - P43 05/20/2015 25.00
69435 11042 - SANTA CLARA COUNTY-OFFICE OF THE SHERIFF Live Scan Services for February 2015 05/13/2015 20.00
69428 10271 - ORLANDI TRAILER INC Trailer Equipment 05/13/2015 19.58
69488 10165 - UPS Shipping charges 05/20/2015 15.13
69439 10146 - TIRES ON THE GO P50 Tire Repair 05/13/2015 15.00
GRAND TOTAL 382,646.33
*Annual Claims
**Hawthorn Expenses
BC = Bear Creek LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek
CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA = Sierra Azul WH = Windy Hill
ECdM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO = Administrative Office
ES = El Sereno MR = Miramontes Ridge RV = Ravenswood SCS = Stevens Creek Shoreline Nature FFO = Foothills Field Office
FH = Foothills MB = Monte Bello RR = Russian Ridge TH = Teague Hill SFO = Skyline Field Office
FO = Fremont Older PR = Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost
RR/MIN = Russian Ridge - Mindego Hill
From:
To:web ; Clerk
Subject:Full Board of Directors and District Clerk - Board Contact Form
Date:Friday, May 01, 2015 7:56:14 PM
Name *Andy Lott
Select a Choice Full Board of Directors and District Clerk
Email *
Location: (i.e. City, Address or
District Ward)
Sunnyvale
Comments: *
I am writing to urge the district to include bicycle access to the trails at Bear Creek Redwoods OSP.
I am a longtime supporter of the district, and feel the new opportunities presented at Bear Creek
should include multi-use trails.
Access from Los Gatos, via the LG Creek Trail, would provide a welcome, safe route to Bear Creek.
Years ago I spoke at a meeting regarding Los Trancos and Picchetti Ranch bicycle access, which
was in vain, as both preserves remain closed to bicyclist. Has the district done a study on Los
Trancos, to see the usage? This is one Preserve which should be re-opened to bicycles.
I voted for measure AA as a Mountain Biker, and the narrow passage of this measure is due in
large part to the Mountain Bike community voter turnout. The district should acknowledge this
support and the fact bicyclists are a large user of the preserves, not a fringe community.
Thank you.
May 27, 2015
RE: Bear Creek Redwoods Open Space Preserve Public Access Plan
Dear Mr. Lott,
The Midpeninsula Regional Open Space District (Midpen) Board of Directors received your
communication, dated May 1, 2015, regarding trail access at Bear Creek Redwoods Open Space
Preserve. Thank you for your interest in Bear Creek Redwoods and for your stating your desire
to see the Preserve trails open to mountain bicycling and to connect to the nearby regional trail,
Los Gatos Creek trail. In addition, you also mention your interest in seeing Los Trancos and
Picchetti Ranch Open Space Preserves opened to bicycles as well, and wondered if current trail
use patterns merit a reconsideration of the allowed trail uses at these two Preserves. At this
time, the District is focused primarily on delivering the Measure AA-funded projects, which do
include the construction of new trails and facilities to open closed areas to public use, including
new areas for bicycling use. Based on public input during the development of our Vision Plan,
neither Los Trancos nor Picchetti Ranch ranked high for this work, and are therefore not part of
the list of 25 Measure AA Project Portfolios. However, Bear Creek Redwoods ranked notably
very high, as did Sierra Azul and La Honda Creek Open Space Preserves, both of which will
include the opening of new areas and additional trail mileage to bicycle use.
More specifically at this time, Midpen is developing a public access plan for Bear Creek
Redwoods that includes hiking and equestrian trails of various lengths and levels of difficulty,
and new parking areas to welcome the public to the Preserve. Given the sensitivity of the
Preserve’s natural resources and ecology, visitor use and enjoyment of these open space lands
must be balanced with the resource protection needs of the open space land and its native plants
and wildlife. With this in mind and recognizing the desire from bicyclists for a through
connection, we are also currently evaluating the feasibility of a multi-use trail (open to mountain
bicycling, hiking, and horseback riding) that traverses the periphery of the Preserve to connect
Bear Creek Redwoods to nearby regional open spaces. We are still developing our findings
regarding this potential trail, which will be presented and discussed at our upcoming public
meetings. Please note the following upcoming opportunities to participate in the Preserve Plan
development:
June 2, 5:00 pm
Planning and Natural Resource Committee Meeting
Los Gatos Adult Recreation Center, 208 E. Main St., Los Gatos
DRAFT RESPONSE FOR BOARD APPROVAL
June 24, 7:00 pm
Board of Directors Regular Meeting (CEQA Scoping Meeting)
District Administrative Office, 330 Distel Circle, Los Altos
For further information about the Bear Creek Redwoods Preserve Plan, please do not hesitate to
contact project manager Lisa Bankosh at lbankosh@openspace.org.
Thank you again for your interest in Open Space! We hope that you will be able to join us at our
upcoming public meetings on the Bear Creek Redwoods Preserve Plan and continue to provide
your comments and input.
Sincerely,
Pete Siemens,
President
Board of Directors
Cc: Midpen Board of Directors
Stephen E Abbors, Midpen General Manager
Lisa Bankosh, Project Manager
From:
To:web ; Clerk
Subject:Full Board of Directors and District Clerk - Board Contact Form
Date:Sunday, May 03, 2015 12:22:53 PM
Name *Anne Paulson
Select a Choice Full Board of Directors and District Clerk
Email *
Location: (i.e. City, Address or
District Ward)
1299 Eva Ave
Comments: *Thanks for having the Bear Creek planning meeting last
week. I want to express my support for either (or both!) of
the multi-use trail options, the Western Edge Trail and the
Eastern Edge Trail. The Western Edge Trail is a through
trail, which, as a cyclist, I prefer. I can't tell if the Eastern
Edge Trail's upper end connects to a through trail or road.
I expect MidPen to fulfill its Measure AA promise to make
trails that are available to all users, including cyclists.
Please make more trails for bikes.
May 27, 2015
RE: Bear Creek Redwoods Open Space Preserve Public Access Plan
Dear Ms. Paulson,
The Midpeninsula Regional Open Space District (Midpen) Board of Directors received your
communication, dated May 3, 2015, regarding trail access at Bear Creek Redwoods Open Space
Preserve. Thank you for your interest in Bear Creek Redwoods and for your stating your desire
to see the Preserve trails open to mountain bicycling. Measure AA funding is allowing Midpen
to focus on opening closed areas to public use, and we are thrilled to be able to offer this
recreational resource to the public starting in late 2016.
Through the Bear Creek Redwoods Open Space Preserve planning process, Midpen is
developing a public access plan that includes hiking and equestrian trails of various lengths and
levels of difficulty, and new parking areas to welcome the public to the Preserve. Given the
sensitivity of the Preserve’s natural resources and ecology, visitor use and enjoyment of these
open space lands must be balanced with the resource protection needs of the open space land and
its native plants and wildlife. With this in mind and recognizing the desire from bicyclists for a
through connection, we are currently evaluating the feasibility of a multi-use trail (open to
mountain bicycling, hiking, and horseback riding) that traverses the periphery of the Preserve to
connect Bear Creek Redwoods to nearby regional open spaces. As you point out, Bear Creek
Redwoods will provide opportunities to evaluate a multi-use trail on the western periphery or the
eastern periphery of the Preserve. We are still developing our findings regarding this potential
trail, which will be presented and discussed at our upcoming public meetings. Please note the
following upcoming opportunities to participate in the Preserve Plan development:
June 2, 5:00 pm
Planning and Natural Resource Committee Meeting
Los Gatos Adult Recreation Center, 208 E. Main St., Los Gatos
June 24, 7:00 pm
Board of Directors Regular Meeting (CEQA Scoping Meeting)
District Administrative Office, 330 Distel Circle, Los Altos
For further information about the Bear Creek Redwoods Preserve Plan, please do not hesitate to
contact project manager Lisa Bankosh at lbankosh@openspace.org.
DRAFT RESPONSE FOR BOARD APPROVAL
Thank you again for your interest in Open Space! We hope that you will be able to join us at our
upcoming public meetings on the Bear Creek Redwoods Preserve Plan and continue to provide
your comments and input.
Sincerely,
Pete Siemens,
President
Board of Directors
Cc: Midpen Board of Directors
Stephen E Abbors, Midpen General Manager
Lisa Bankosh, Project Manager
From:
To:web ; Clerk
Subject:Full Board of Directors and District Clerk - Board Contact Form
Date:Saturday, May 02, 2015 12:07:07 AM
Name *Eric Solberg
Select a Choice Full Board of Directors and District Clerk
Email *
Location: (i.e. City, Address or
District Ward)
Campbell, ca
Daytime Phone Number (if you wish
to be contacted by phone)
(408) 761-1422
Comments: *I am in favor of opening up bike access in the trails of bear
creek redwoods so I can have more options to enjoy narrow
trails in our open space parks with my family without
having to drive almost an hour.
Thank you!
May 27, 2015
RE: Bear Creek Redwoods Open Space Preserve Public Access Plan
Dear Mr. Solberg,
The Midpeninsula Regional Open Space District (Midpen) Board of Directors received your
letter, dated May 2, 2015, regarding trail access at Bear Creek Redwoods Open Space Preserve.
Thank you for your interest in Bear Creek Redwoods and for your stating your desire to see the
Preserve trails open to mountain bicycling so that you may be able to enjoy them while riding a
bicycle with your family. As you point out, Bear Creek Redwoods is within close proximity to
many people in the south Bay. Measure AA funding is allowing Midpen to focus on opening
closed areas to public use, and we are thrilled to be able to offer this recreational resource to the
public starting in late 2016.
Through the Bear Creek Redwoods Open Space Preserve planning process, Midpen is
developing a public access plan that includes hiking and equestrian trails of various lengths and
levels of difficulty, and new parking areas to welcome the public to the Preserve. Given the
sensitivity of the Preserve’s natural resources and ecology, visitor use and enjoyment of these
open space lands must be balanced with the resource protection needs of the open space land and
its native plants and wildlife. With this in mind and recognizing the desire from bicyclists for a
through connection, we are currently evaluating the feasibility of a multi-use trail (open to
mountain bicycling, hiking, and horseback riding) that traverses the periphery of the Preserve to
connect Bear Creek Redwoods to nearby regional open spaces. We are still developing our
findings regarding this potential trail, which will be presented and discussed at our upcoming
public meetings. Please note the following upcoming opportunities to participate in the Preserve
Plan development:
June 2, 5:00 pm
Planning and Natural Resource Committee Meeting
Los Gatos Adult Recreation Center, 208 E. Main St., Los Gatos
June 24, 7:00 pm
Board of Directors Regular Meeting (CEQA Scoping Meeting)
District Administrative Office, 330 Distel Circle, Los Altos
For further information about the Bear Creek Redwoods Preserve Plan, please do not hesitate to
contact project manager Lisa Bankosh at lbankosh@openspace.org.
DRAFT RESPONSE FOR BOARD APPROVAL
Thank you again for your interest in Open Space! We hope that you will be able to join us at our
upcoming public meetings on the Bear Creek Redwoods Preserve Plan and continue to provide
your comments and input.
Sincerely,
Pete Siemens,
President
Board of Directors
Cc: Midpen Board of Directors
Stephen E Abbors, Midpen General Manager
Lisa Bankosh, Project Manager
From:
To:web ; Clerk
Subject:Full Board of Directors and District Clerk - Board Contact Form
Date:Tuesday, May 05, 2015 9:18:20 AM
Name *Patrick Leal
Select a Choice Full Board of Directors and District Clerk
Email *
Location: (i.e. City, Address or
District Ward)
Los Gatos, CA
Daytime Phone Number (if you wish
to be contacted by phone)
(408) 464-0039
Comments: *
I attended the Bear Creek Redwoods meeting last week in Los Gatos and must say I was extremely
pleased by the format of the meeting; often times it turns into a soapbox for the differing user
groups to lambast others. I felt this format allowed us to have our say in a civilized manner.
As an avid hiker and mountain biker, I am looking forward to the opening of Bear Creek Redwoods
to the public. I am also looking forward to accessing the Stables, so that I can take my kids in for
equestrian lessons, horse rides, etc. It seems that all user groups will have ample opportunity to
find something within Bear Creek Redwoods to enjoy.
The only negative of the night came from the seemingly exclusive equestrian community. This
started right out from the get-go, with a pro-equestrian lobbying effort starting their messaging
before even entering the community center; since I am advocate for open use for all, I had to
respectfully decline the stickers being handed out openly promoting the Bear Creek Stables. (I'd
prefer a Open To All Users sticker instead.) I heard a lot of snipping by equestrians whenever a
green sticker was placed on the MTB section of the comment board. Again, I am fighting for all
user groups to have access to this preserve. I want to mountain bike, yet I can work with
equestrians. I don't think that feeling was reciprocated.
All that being said, the preserve is large enough to accommodate all user groups; in fact,
segregation is possible if that's what's required to serve all groups. I don't think exclusion of a user
group is the answer; Bear Creek will ultimately provide a huge way to link up the various public
lands in the area, enabling, for example, mountain bikers to traverse a large portion of the Santa
Cruz Mountains on dirt, without using (dangerous) roads (for what it's worth, I don't road bike
because I don't like riding with cars).
I hope all groups get equal access to Bear Creek Redwoods. Please make it happen.
May 27, 2015
RE: Bear Creek Redwoods Open Space Preserve Public Access Plan
Dear Mr. Leal,
The Midpeninsula Regional Open Space District (Midpen) Board of Directors received your
communication, dated May 5, 2015, regarding the recent public workshop and future trail access
at Bear Creek Redwoods Open Space Preserve. Thank you for your interest in Bear Creek
Redwoods and for stating your desire to see the Preserve trails open to all uses. As you point
out, Bear Creek Redwoods will provide ample opportunities for outdoor enjoyment and
education. Measure AA funding is allowing Midpen to focus on opening closed areas to public
use, and we are thrilled to be able to offer this recreational resource to the public starting in late
2016.
Through the Bear Creek Redwoods Open Space Preserve planning process, Midpen is
developing a public access plan that includes hiking and equestrian trails of various lengths and
levels of difficulty, and new parking areas to welcome the public to the Preserve. Given the
sensitivity of the Preserve’s natural resources and ecology, visitor use and enjoyment of these
open space lands must be balanced with the resource protection needs of the open space land and
its native plants and wildlife. With this in mind and recognizing the desire from bicyclists for a
through connection, we are currently evaluating the feasibility of a multi-use trail (open to
mountain bicycling, hiking, and horseback riding) that traverses the periphery of the Preserve to
connect Bear Creek Redwoods to nearby regional open spaces. We are still developing our
findings regarding this potential trail, which will be presented and discussed at our upcoming
public meetings. Please note the following upcoming opportunities to participate in the Preserve
Plan development:
June 2, 5:00 pm
Planning and Natural Resource Committee Meeting
Los Gatos Adult Recreation Center, 208 E. Main St., Los Gatos
June 24, 7:00 pm
Board of Directors Regular Meeting (CEQA Scoping Meeting)
District Administrative Office, 330 Distel Circle, Los Altos
For further information about the Bear Creek Redwoods Preserve Plan, please do not hesitate to
contact project manager Lisa Bankosh at lbankosh@openspace.org.
DRAFT RESPONSE FOR BOARD APPROVAL
Thank you again for your interest in Open Space! We hope that you will be able to join us at our
upcoming public meetings on the Bear Creek Redwoods Preserve Plan and continue to provide
your comments and input.
Sincerely,
Pete Siemens,
President
Board of Directors
Cc: Midpen Board of Directors
Stephen E Abbors, Midpen General Manager
Lisa Bankosh, Project Manager
R-15-77
Meeting 15-14
May 27, 2015
AGENDA ITEM 3
AGENDA ITEM
Contract with Liebert Cassidy Whitmore for Professional Legal Services
GENERAL MANAGER’S RECOMMENDATIONS
Authorize the General Manager to extend the professional services contract with Liebert Cassidy
Whitmore as follows:
1. Authorize extension of the contract for Fiscal Year 2015-16 with expenditures not to exceed
$80,000, for employment relations and labor negotiations consulting services.
2. Authorize the General Manager to extend the contract for up to two subsequent years (Fiscal
Years 2016-17 and 2017-18) with a not to exceed amount of $50,000 in each respective fiscal
year.
SUMMARY
The District has maintained an annual agreement with Liebert Cassidy Whitmore (LCW) for
employment relations consulting services for a not to exceed amount for $55,000 in FY2014-15.
As part of the FY2015-16 Adopted Budget, $70,000 was included for these services in
anticipation of contract negotiations with the Field Employees Association (FEA). After
reviewing the Human Resources’ FY2015-16 work plan, the General Manager recommends an
additional $10,000 for a total not to exceed amount of $80,000 during this fiscal year which
would require amending the current contract to reflect the not to exceed amount change from
$55,000 to $80,000 and extending the term to June 30, 2016.
The Board Public Contract Bidding, Vendor and Professional Consultant Selection and
Purchasing Policy, Section III.D.4 (“Renewal of Contracts with Professional Consultants”),
allows the Board to authorize the General Manager to extend this contract for two subsequent
years for a not to exceed amount of $50,000 annually without returning to the Board for contract
approval as long as the Board approves the $50,000 in each year’s budget. Therefore, the
General Manager also recommends authorization to extend the contract for up to two subsequent
years (FY2016-17 and FY2017-18) with a not exceed amount of $50,000 in each year.
R-15-77 Page 2
DISCUSSION
The District entered into an agreement with LCW for the period of July 1, 2014 through June 30,
2015 for a not to exceed amount of $55,000. This amount is comprised of approximately $3,500
for participation in the labor consortium which provides the District access to five days of group
training workshops on employee relations, telephone consultations with special counsel for
employment and labor issues, and a monthly newsletter covering employment relations
developments. The balance of the contract is for representational, litigation, and other
employment relations services requested by the District and is billed at an hourly rate for
attorney staff ($180 to $325 per hour) and paraprofessional staff ($105 to $140 per hour).
Anticipating an increased need for employment relations consulting services in FY2015-16, an
additional $15,000 was included in the Adopted Budget, for a total of $70,000, for a Chief
Negotiator to represent the District in negotiation and implementation of a new Memorandum of
Agreement (MOA) with the Field Employees Association, as well as continued consultation on
grievances, occasional disciplinary actions, and other complex labor issues. In April 2015, staff
conducted a review of the Human Resources FY2015-16 work plan and identified additional
services that will be needed from LCW, including additional staff trainings and review of
District Human Resources policies, which are an estimated $10,000. In order to secure these
services, the General Manager recommends increasing the contract amount to a not-to-exceed
amount of $80,000 through June 30, 2016.
As part of recent efforts to streamline processes and operational efficiency, the Board has
granted the General Manager expanded approval authorities. Consistent with this action, the
General Manager is requesting Board authority to approve contract amendments extending the
term from June 30, 2016 to June 30, 2017 and then again to June 30, 2018 for a not-to-exceed
amount of $50,000 annually. With FEA negotiations anticipated to be completed during
FY2015-16, the LCW contract can be decreased accordingly in subsequent years.
FISCAL IMPACT
The FY2015-16 Adopted Budget approved by the Board on March 25, 2015 (Report R-15-44)
includes $70,000 for employment relations legal services. An additional $10,000 will be shifted
from Other Professional Services to fund the full $80,000 contract.
BOARD COMMITTEE REVIEW
This item was not reviewed by any Board Committee.
PUBLIC NOTICE
Notice has been provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
The proposed action is not a project under the California Environmental Quality Act (CEQA)
and no environmental review is required.
R-15-77 Page 3
NEXT STEPS
Upon Board authorization, the General Manager will amend the contract with Liebert Cassidy
Whitmore for an additional $25,000, raising the current $55,000 contract to a not-to-exceed
$80,000, and extend the term to June 30, 2016.
Responsible Department Manager:
Sheryl Schaffner, General Counsel
Kevin Woodhouse, Assistant General Manager
Prepared by:
Kate Drayson, Administrative Services Manager
Candice Basnight, Human Resources Supervisor
Contact person:
Candice Basnight, Human Resources Supervisor
R-15-81
Meeting 15-14
May 27, 2015
AGENDA ITEM 4
AGENDA ITEM
Contract Award for Hazardous Materials Remediation and Improvements to a Tenant Residence
at 4411 Alpine Road, Portola Valley, in the Hawthorns Area of Windy Hill Open Space Preserve
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to enter into a contract with Belz Construction, Inc. of
Orangevale, CA, for a not-to-exceed amount of $188,600, which includes the base bid amount of
$164,000 and a 15% contingency amount of $24,600, to complete a hazardous materials
remediation and improvements to the Alpine Road residence in the Hawthorns Area of Windy
Hill Open Space Preserve.
SUMMARY
A Request for Bids for hazardous materials remediation and improvements to the Alpine Road
tenant residence in the Hawthorns Area of Windy Hill Open Space Preserve was issued on April
22, 2015. Two (2) Bid Proposals were received and opened on Wednesday, May 13, 2015. The
General Manager recommends awarding the contract to the lowest responsive and responsible
bidder, Belz Construction, Inc., for a total not-to-exceed amount of $188,600. The remediation
and habitability improvements are necessary to begin renting out the tenant residence. The
Fiscal Year 2015-16 Budget includes sufficient funds for this contract work.
DISCUSSION
Background
A residence located at 4411 Alpine Road (see Exhibit A) in the Town of Portola Valley was
gifted to the Midpeninsula Regional Open Space District (District) in 2011 as part of the
Hawthorns Property and made as an addition to the Windy Hill Open Space Preserve. The
Spanish style 3 bedroom 2 ½ bath residence was built in the early 1950s. The house has not
been consistently inhabited since 2006. Asbestos and lead abatement, and the following
habitability improvements, are required before the residence can be rented and occupied:
1. Window replacement throughout, with the exception of the two south-facing garage
windows.
2. Bathroom upgrades in both the Master, hallway and garage bathrooms.
3. Demolition of the sunroom (as construction is not weather proof and compromises the
roof and structural components of the house); includes the restoration of outside walls
and doors.
4. Installation of a 2-stage, forced, air heating system.
R-15-81 Page 2
5. Carpeting in bedrooms and hallway.
6. Lighting and electrical upgrades.
Once these improvements have been completed by the end of summer 2015, this residence will
be available for rent by a District employee or caretaker to provide on-site presence, which will
provide added security for the nearby Historical Building Complex (Complex) located at 800
Los Trancos Road (see Exhibit A). Currently, the District has an agreement with Woodside
Private Patrol to assist with daily patrol; however, trespassers still enter the Complex.
Establishing an on-site tenant presence at the Alpine House, in addition to video surveillance of
the Complex, would allow the District to eliminate or reduce the expenses associated with the
Woodside Private Patrol. Currently, these fees total approximately $15,000 per year.
Contractor Selection
A Request for Bids was issued on April 22, 2015 and sent to contractors, subcontractors, and
consultants who had requested to be notified of the Project, as well as to five builders’
exchanges. Legal notices were posted in the Menlo Park Almanac and the San Mateo County
Times. An Invitation to Bid was also posted on the District website.
A mandatory pre-bid meeting and site walk was held at the Project site on May 1, 2015 and was
attended by three (3) general contractors. Sealed bids were due on May 13, 2015, and two (2)
bids were received and opened with the results as follows:
Table 1: Deck Replacement (Base Bid)
Bidder Location Total Bid
Percent Difference
from Project
Estimate of
$185,000
1. Belz Construction, Inc. Orangevale, CA 164,000 89%
2. Omni Construction
Services, Inc.
Burlingame, CA 258,000 139%
Bid Analysis
Upon review of the bid proposals and the contractors' relevant experience and qualifications, the
General Manager recommends awarding the contract to Belz Construction, Inc., which is the
lowest responsible and responsive bidder.
Contingency Amount
A 15% contingency amount is requested for this Project due to the potential for unforeseen
conditions that could be encountered during execution of the work such as dry rot, additional
electrical repairs, or sub-floor repairs depending on the successful removal of asbestos flooring
mastic.
FISCAL IMPACT
The District’s FY2015-16 Hawthorns Budget includes $185,000 from the Hawthorns (Woods
Trust) Fund for the hazardous materials remediation and above listed habitability improvements.
R-15-81 Page 3
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Committee. However, the full Board did review and
approve the FY2015-16 Action Plan and Budget, which lists this project as Priority 1 for the
Real Property Department.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Also, adjoining property owners have
been mailed a copy of the agenda for this public meeting. No additional notice is required.
CEQA COMPLIANCE
The hazardous materials remediation and habitability improvements for this residence are
categorically exempt under Section 15301 (Minor alterations to existing structures) of the
California Environmental Quality Act.
NEXT STEPS
If approved by the Board of Directors, the General Manager will enter into a contract with Belz
Construction, Inc., to perform general construction services for the Project. Activation of the
contract is subject to the contractor meeting all District requirements, including required
insurance and bonding. The Project is scheduled to be completed by the end of August 2015.
Attachment:
1. Site Map
Responsible Department Head:
Michael Williams, Real Property Manager
Prepared by:
Elaina Cuzick, Senior Real Property Agent
Graphics prepared by:
Michelle Childs, GIS Technician
800 Los Trancos Rd.-Historic Building Complex
4411 Alpine Rd
Los
T
r
a
n
c
o
s
R
o
a
d
Alpine
R
o
a
d
Port
o
l
a
R
o
a
d
Midpeninsula RegionalOpen Space DistrictExhibit A: Hawthorns Property Structures
May, 2015
Pa
t
h
:
G
:
\
P
r
o
j
e
c
t
s
\
W
i
n
d
y
_
H
i
l
l
\
W
o
o
d
s
_
G
i
f
t
\
H
a
w
t
h
o
r
n
P
r
o
p
e
r
t
y
S
t
r
u
c
t
u
r
e
s
.
m
x
d
Cr
e
a
t
e
d
B
y
:
m
c
h
i
l
d
s
0 0.250.125Miles
(MROSD)
While the District strives to use the best available digital data, this data does not represent a legal survey and is merely a graphic illustration of geographic features.
Area ofDetail
Win d yHil lO SP
Paved Road
35
280
Unpaved RoadHawthorns Property
84
Major Road
Attachment 1
R-15-83
Meeting 15-14
May 27, 2015
AGENDA ITEM 5
AGENDA ITEM
Use and Management Plan Amendment to Close Two Designated Trail Segments at Purisima
Creek Open Space Preserve to Improve Visitor Safety
GENERAL MANAGER’S RECOMMENDATIONS
The General Manager recommends the Board approve the following recommendations from the
Planning and Natural Resources Committee:
1. Find that the recommended actions are Categorically Exempt under the California
Environmental Quality Act (CEQA).
2. Adopt a Use and Management Plan Amendment to close the majority of the Lobitos
Creek Trail in Purisima Creek Open Space Preserve except for the first ¼ mile.
3. Adopt a Use and Management Plan Amendment to close the last ¼ mile of the North
Ridge Trail in Purisima Creek Open Space Preserve.
SUMMARY
Two remote trail segments in Purisima Creek Open Space Preserve, which total 1.25 miles, have
become impassable or difficult to access safely. Both trails are dead-end segments of longer
trails in interior sections of the Preserve, have low public demand for access, and therefore have
had very low public use for a significant period of time. Over time, with this very infrequent
use, these short trail segments have begun to naturally revegetate. The Planning and Natural
Resources Committee reviewed this topic on February 24, 2015, and unanimously supports the
recommendation for the full Board’s consideration. This Use and Management Plan amendment
would allow removal of these trails from Preserve maps and brochures and improve visitor
safety.
DISCUSSION
Lobitos Creek Trail
The Lobitos Creek Trail segment proposed for closure is a remote, 1-mile trail segment in
Purisima Creek Open Space Preserve, that is a dead-end spur off of the Irish Ridge Trail
(Attachments 1 and 2). This trail segment is located 2.9 miles from the nearest trailhead, which
only has roadside parking for two cars. The closest popular parking area at Higgins Canyon
Road and the Purisima Road intersection is 5.3 miles away. Due to its isolated nature and the
fact that accessing the trail requires an out and back trip, as opposed to being part of a loop, the
trail has been very lightly used. Since 2004, due to a road failure that made it inaccessible for
R-15-83 Page 2
tractor brushing, the Skyline maintenance crew discontinued brushing all but the first 0.25 mile
of the trail, which leads to an interesting old growth redwood tree. The remaining 1.0 mile of
trail has naturally revegetated.
The Lobitos Creek Trail was first designated as an official trail with adoption of a preliminary
use and management plan as part of acquisition of the former Tysen property (Report 97-36),
when all existing roads on the property were opened as trails for hiking only “until the trails
element of the Comprehensive Use and Management Plan is reviewed.” In lieu of a
comprehensive planning process, the Lobitos Creek Trail has remained a designated trail, but is
posted on-site and on the preserve map as “unmaintained”. This can create confusion, with the
potential for visitors to lose their way in a remote section of the Preserve. Therefore, the General
Manager recommends, and the Planning and Natural Resources Committee supports,
maintaining the first segment of the Lobitos Creek Trail only, and removing the unmaintained 1-
mile segment from the Preserve maps and brochures.
North Ridge Trail
The North Ridge Trail is a popular and well used trail particularly by mountain bicyclists. Both
hikers and cyclists use the trail to access the Whittemore Gulch Trail which is also very popular.
After the intersection with the Whittemore Gulch Trail, the North Ridge Trail becomes a
moderate use trail since it is an out and back hike on a steep fire road. However, it is still
popular because it leads to a knoll from which there are stunning views of Half Moon Bay. Near
the end of the trail, the alignment begins a steep descent on a talus slope of broken rock. There
are limited views from this segment of the trail and it descends to a gate at the preserve boundary
that necessitates a quick return up the steep unstable trail surface.
After receiving two complaints about the safety of the trail, the end of the North Ridge Trail was
posted not maintained beyond this point in the fall of 2014. Reopening the last segment of the
trail would take a major reroute or extensive grading and rocking. The public benefit would be
limited since most visitors would avoid the last segment due to its steepness and dead-end. If
approved, the recommended action would terminate the North Ridge Trail prior to this steep
dead-end segment and continue to provide a rigorous out and back experience with beautiful
vistas of the Pacific Ocean on clear days.
FISCAL IMPACT
Implementation of the recommended actions would cost approximately $400 for signing and
potential fencing which will be covered in the Operations Department FY2015-16 budget.
Cessation of maintenance activities on these trails as recommended will result in an incremental
savings of staff time and equipment wear going forward.
BOARD COMMITTEE REVIEW
The District’s Planning and Natural Resources Committee held a meeting on February 24, 2015.
The Committee approved recommending this Use and Management Amendment to the full
Board of Directors by a 3-0 vote.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-15-83 Page 3
CEQA COMPLIANCE
The District concludes that closing segments of the Lobitos Creek Trail and the North Ridge
Trail in Purisima Creek Preserve will not have a significant effect on the environment. The
project is Categorically Exempt from the California Environmental Quality Act (CEQA) under
section 15301 as follows:
Section 15301 exempts the operation, repair, maintenance, or minor alteration of
existing structures or facilities such as trails, which does not expand existing use.
This proposal would make a minor reduction in public access with no or
negligible expansion of use, and therefore falls within the exemptions set out in
section 15301.
NEXT STEPS
If the Board approves the General Manager’s recommendations, maps will be updated and the
closures will be implemented when new maps are available.
Attachments
1. Regional Map of Purisima Creek Preserve Proposed Trail Closures
2. Map of Purisima Creek Preserve Proposed Trail Closures
Responsible Department Head:
Michael Newburn, Operations Department
Prepared by:
Brian Malone, Area Superintendent, Operations Department
Lisa Bankosh, Planner III, Planning Department
Contact person:
Brian Malone, Area Superintendent, Operations Department
Graphics prepared by:
Michele Childs, GIS Technician
P urisimaCree k Tr a i l
North R idge Trail
T a f o n i Trail
H ar k i ns RidgeTrailWhittemoreGulchTrail
B a l d Knob T r a i l
Craig Br i t t o n T r a i l
I
r
i
s
h
R
i
dg
e
T
r
a
i
l
FirTrail
GrabtownGulc
h
Trail
B ordenHatchMillTrail
ElCort e d e M a dera C r e e k T r a il
Lobitos
Cree
k
T
r
a
il
Purisima C r e ek
BearCreek
Lobitos
Creek
A r royo L e o n
T u n i t a s C r e e k
S q u e a l e r Gulch
M c G a r v eyGulch
W est U n i o n C r e e k
El
Corte d e Madera Creek
M i tc h e l C r e e k
Pu r i s i m a C r e e k R d
Higgins C a n y o n R d
Midpeninsula RegionalOpen Space District
Proposed Purisima Creek Preserve Trail Closures
February, 2015
Pa
t
h
:
G
:
\
P
r
o
j
e
c
t
s
\
P
u
r
i
s
i
m
a
_
C
r
e
e
k
_
R
e
d
w
o
o
d
s
\
T
r
a
i
l
C
l
o
s
u
r
e
s
\
P
r
o
p
o
s
e
d
T
r
a
i
l
C
l
o
s
u
r
e
s
_
P
u
r
i
s
i
m
a
.
m
x
d
Cr
e
a
t
e
d
B
y
:
m
c
h
i
l
d
s
0 0.50.25Miles
(MROSD)Other Protected Open Spaceor Park Lands
MROSD Preserves
While the District strives to use the best available digital data, this data does not represent a legal survey and is merely a graphic illustration of geographic features.
L a H o n d aC r ee k
Area ofDetail 280
35
84
HalfMoonBay
35
1
Other Public Agency
Purisima Creek RedwoodsOpen Space Preserve
C.A. WaterService Co.
Use and Management Committee Meeting(2/24/15)Proposed Closure
Trail
Huddart County Park(S.M. Co.)
El Corte de Madera CreekOpen Space Preserve
Teague Hill
35
Non MROSD Conservation or Agricultural Easement
Partial MROSD Ownership
Developed Land
Private Property
Watershed Land
RedwoodCity
K i n g s M o u n t a inRd.
Attachment 1
North R idge Trail
Whi t t e m o r e G u l c h T r a il
A r royo L e o n
80
0
600
1000 1200
1400
40
0
1200
Midpeninsula RegionalOpen Space District
Proposed Purisima Creek Preserve Trail Closures
February, 2015
Pa
t
h
:
G
:
\
P
r
o
j
e
c
t
s
\
P
u
r
i
s
i
m
a
_
C
r
e
e
k
_
R
e
d
w
o
o
d
s
\
T
r
a
i
l
C
l
o
s
u
r
e
s
\
P
r
o
p
o
s
e
d
T
r
a
i
l
C
l
o
s
u
r
e
s
_
P
u
r
i
s
i
m
a
_
z
o
o
m
s
.
m
x
d
Cr
e
a
t
e
d
B
y
:
m
c
h
i
l
d
s
0 1,000500Feet
(MROSD)Other Protected Open Spaceor Park Lands
MROSD Preserves
While the District strives to use the best available digital data, this data does not represent a legal survey and is merely a graphic illustration of geographic features.
Other Public Agency
Use and Management Committee Meeting(2/24/15)Proposed Closure
Trail Non MROSD Conservation or Agricultural Easement
Partial MROSD Ownership
Developed Land
Private Property
Watershed Land
I
r
i
s
h
R
i
d
g
e
Trail
Lobitos
Cre
e
k
T r a i l
Lobito
s
Creek
12
0
0
800
1000
1
6
0
0
60
0
1800
14
0
0
14
0
0
Attachment 2
R-15-84
Meeting 15-14
May 27, 2015
AGENDA ITEM 6
AGENDA ITEM
Update on Actions of Mutual Interest taken by the District and by Lehigh Southwest Cement
Company during the Past Year
GENERAL MANAGER’S RECOMMENDATIONS
Receive a presentation on actions taken over the past year by the District and Lehigh Southwest
Cement Company related to Lehigh Quarry operations.
SUMMARY
The District agreed to dismiss the Midpeninsula Regional Open Space District’s (District)
judicial appeal challenging Lehigh Southwest Cement Company’s (Lehigh) Environmental
Impact Report (EIR), in exchange for various public benefits described herein, and based on
recent progress noted in work necessary to protect air, and water quality, and extensive work
already performed on the restoration of the scenic viewshed (R-14-98).
One of the important conditions of the settlement was an agreement for the District and Lehigh
to participate going forward in conducting regular, open public meetings regarding opportunities
and issues of mutual concern.
DISCUSSION
The Board of Directors of the Midpeninsula Regional Open Space District (District) approved
dismissal of the District’s judicial appeal challenging the Lehigh Southwest Cement Company’s
(Lehigh) Permanente Quarry Reclamation Plan Environmental Impact Report (EIR) in August
2014 (R-14-98). This settlement agreement included Lehigh’s agreement to the following
actions:
1) Convey rights to widen an existing public trail easement on their land;
2) Convey a new public trail easement, serving Rancho San Antonio and
Monte Bello Open Space Preserves;
3) Grant to the District Rights of First Offer and Rights of First Refusal on two properties,
totaling 265 acres, in which the District has a long-term protection interest;
4) Grant to the District a Conditional Grant Deed to a 55 acre Lehigh property buffering the
PG&E trail at Rancho San Antonio Open Space Preserve;
5) Waive the right to recover the $9,404 which is the District’s half of the $18,808 total
costs awarded by the lower court; and
6) Participate with the District going forward in conducting regular, open, public meetings
in which Lehigh and the District can discuss opportunities and issues of mutual concern.
R-15-84 Page 2
Additionally, the District received the final results from the air quality monitoring study
completed for Rancho San Antonio OSP in October 2014 (R-14-126). The data collected during
the study period showed that the air quality at Rancho reflected a low-impact environment, with
some effect from the nearby industrial (Lehigh Southwest Cement Plant and Quarry) and urban
areas.
Kari Saragusa, President of Lehigh Southwest, will present actions taken by Lehigh over the past
year that may be of interest to the District and the Community.
FISCAL IMPACT
There is no fiscal impact associated with this presentation.
BOARD COMMITTEE REVIEW
There was no committee review of this item. Regular public meetings with the District and
Lehigh are a commitment made as part of the settlement agreement
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
This presentation is not a project under CEQA.
NEXT STEPS
The General Manager anticipates a second public meeting for Lehigh updates sometime during
2016.
Responsible Department Manager:
Stephen E. Abbors, General Manager
Prepared by:
Kirk Lenington, Natural Resources Manager
R-15-79
Meeting 15-14
May 27, 2015
AGENDA ITEM 7
AGENDA ITEM
Fiscal Year 2014-15 Action Plan Year End Review and List of Accomplishments
GENERAL MANAGER’S RECOMMENDATION
Accept the Fiscal Year 2014-15 Action Plan Year End Review and List of Major
Accomplishments.
SUMMARY
The Fiscal Year (FY) 2014-15 Action Plan was adopted by the Board of Directors (Board) on
March 26, 2014. The Year-End Action Plan Review provides the Board with information on the
status of each key project at the end of the fiscal year and the reason(s) for any variance from the
anticipated schedule. In addition, a list of the District’s major accomplishments is included,
many of which are in addition to the list of Action Plan Key Projects that were originally
approved by the Board for the fiscal year.
DISCUSSION
The FY2014-15 Action Plan, for the period April 1, 2014 to March 31, 2015, was adopted by the
Board at its Regular meeting on March 26, 2014 (Report R-14-59). Midyear changes to the
Action Plan were reviewed and approved by the Board at its Regular Meeting on December 17,
2014 (R-14-153). Over the course of last fiscal year, the District made substantial progress on 92
Key Action Plan Projects, or 87% of the total project list. Of these, the District completed the
projected scope of work for 54 Key Projects as of March 31, 2014 (the end of the fiscal year) and
completed the scopes of work for (3) three additional projects as of the date of this report, for a
total percent completion to date of 54%, which is similar to the prior fiscal year’s 55%
completion rate. A total of 35 Key Projects, or 33%, remain in progress, and the remaining 14
projects, or 13%, were deferred.
Most noteworthy is the total percent complete for District-Wide projects, which are the highest
priority projects for the agency. Of the 19 total District-Wide Key Projects, the scopes of work
for 14 of these projects (74%) have been completed to date, with work in progress for the
remaining 5 projects. Please refer to Attachment 1 for detailed information on each Key Project.
In addition to providing a status update to the FY2014-15 Action Plan Key Projects, a
comprehensive list of the District’s major accomplishments is also included as Attachment 2 to
showcase the impact made to each of the three legs of the District’s mission in a more
straightforward way for the public. The accomplishments are listed by five major categories: (1)
R-15-79 Page 2
Access and Education, (2) Protection and Restoration, (3) Acquisition and Preservation, (4)
General/Midpen-Wide Support of Mission, and Awards/Grants/Recognition. The list includes
major and notable projects and milestones that were completed as part of the FY2014-15 Action
Plan as well as those relating to unanticipated projects.
Highlights of the major accomplishments are provided below.
• New Public Access Facilities in the Mindego Area of Russian Ridge Open Space
Preserve (OSP): Mindego Gateway parking area, Mindego Hill trail, and Ancient Oaks
trail extension
• New Bald Mountain parking area at Sierra Azul OPS with 24 vehicles spaces, 4 adjacent
roadside spaces, restroom, and signboards
• Board approval of the initial 5-year Measure AA Projects List
• Over 20,000 hours of volunteer service from over 500 volunteers who completed 90
outdoor service projects and 233 docent programs
• An additional 2 miles of the Umunhum trail to the summit
• First phase of the Oljon Trail in El Corte de Madera Creek OSP
• Board-approved Integrated Pest Management Program
• Extension of a US Fish and Wildlife Recovery permit to provide Endangered Species Act
compliance for habitat improvement projects in occupied San Francisco garter snake and
California red-legged frog habitat for all of the La Honda Creek OSP and Mindego Area
of Russian Ridge OSP
• Final phase of a 20 year resource management project to remove non-native eucalyptus
trees at Pulgas Ridge OSP
• Air quality monitoring study at Rancho San Antonio OSP to assess impacts of Lehigh
Quarry activities
• Protection of 521 additional acres of open space lands with $740,000 in partnership funds
and a $362,500 gift of land
• Land exchange with Ridge Vineyards to protect scenic Monte Bello ridgeline, preserve
public recreation and an important wildlife corridor, and resolve an historic
encroachment, resulting in a net increase of 25.28 acres of protected land
• Public education regarding the $300 million General Obligation Bond, which was passed
by a 68.0% super majority of the voters in June 2014.
• Board-adopted policy on Employee Compensation Guiding Principles
• Exceptional Public Outreach & Advocacy Award for a large district by the California
Special Districts Association (CSDA) for the Vision Plan Project
FISCAL IMPACT
The Year-End Review of the FY2014-15 Action Plan has no fiscal impact on the FY2015-16
budget, and merely reviews work alread y performed.
BOARD COMMITTEE REVIEW
This item was not previously discussed by a Committee.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
R-15-79 Page 3
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act (CEQA)
and no environmental review is required.
NEXT STEPS
Staff is currently preparing the Year-End Budget Review, which is scheduled to be presented to
the Board at its June 24, 2015 Regular Meeting after the year-end close and annual audit is
complete.
Attachments:
1. FY2014-15 Action Plan Review
2. FY2014-15 Major Accomplishments
Responsible Department Manager:
Kate Drayson, Administrative Services Manager
Prepared by:
Kate Drayson, Administrative Services Manager
Mike Williams, Real Property Manager
Kirk Lenington, Natural Resources Manager
Shelly Lewis, Public Affairs Manager
Jane Mark, Planning Manager
Michael Newburn, Operations Manager
Tina Hugg, Senior Planner
Gordon Baillie, Operations Management Analyst
Elaina Cuzick, Senior Real Property Specialist
Peggy Koenig, Public Affairs Specialist
Amudha Sankar, Senior Administrative Assistant
Frank Hernandez, Finance and Budget Analyst
Contact person:
Kate Drayson, Administrative Services Manager
ATTACHMENT 1
DISTRICT WIDE - 1 of 5
PROGRAM: STRATEGIC PLANNING
Priority 1 - NOTE: All District-Wide Projects are Priority 1 unless deferred
Vision Plan
Document
Preparation
Prepare final paper and digital Vision Plan documentation as
well as GIS Conservation Atlas.
Completed Public distribution and posting of the
final Vision Plan document and atlas is
underway.
Vision Plan
Implementation
Guide
Develop plan for implementing Vision Plan Priority Actions.
Implementation Plan will evaluate staffing and consultant
resource needs, budgetary needs, major milestones, and
timeline for implementing Priority Actions. Staffing evaluations
will include Operations staffing needs
Completed Initial 5-Year Implementation Plan was
adopted by the Board on October 29,
2014.
Capital Finance
Program
Management - Continue to work with consultants to research
and lay the groundwork for a capital finance project.
Public Affairs - Continue to inform the public about the
District's Mission, Strategic direction, and Programs
Completed
Evaluate
Business Model
Work with consultant to evaluate organizational structure,
staffing, processes and procedures to most effectively and
efficiently implement the District's Vision Plan.
Completed
as of May 27,
2015
Additional time was needed for
comprehensive analysis and additional
employee input.
Board acceptance of the final report is
scheduled for May 27, 2015.
Implementation of recommendations
will continue throughout FY2015-16.
PROGRAM: PUBLIC RECREATION AND ACCESS
Mount
Umunhum
Public Access
Implementation
(Radar tower
interim repairs)
Secure radar tower for interim "life safety" repairs as defined
by Santa Clara County. Complete final radar tower design
detailing and permitting. Advertise, go out to bid, award and
construct repairs. Close out project in fall 2014.
In Progress Due to high initial bids of $416,450
over the Board-approved total project
budget, Board directed scope revisions
to reflect only items needed for interim
collapse prevention (original intent) and
a rebid.
Interim repairs anticipated for
completion in Q1/Q2 FY2015-16.
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
Key Project
DISTRICT-WIDE
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
ATTACHMENT 1
DISTRICT WIDE - 2 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
Key Project
DISTRICT-WIDE
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: PUBLIC RECREATION AND ACCESS (Cont'd)
Mount
Umunhum
Public Access
Implementation
(Bald Mt
parking area)
Cost match for State Coastal Conservancy (SCC) grant, who
will be asked for $430k reimbursement of these funds for a
total District cost match of $230,000. Coordinate with County,
resource agencies, and consultant team to obtain permits. Bid
project competitely and complete parking lot construction.
Completed Grand opening for new parking area
was held on November 7, 2014.
Mount
Umunhum
Public Access
Implementation
(Purple martin
restoration)
Restore populations of avian species thought to be extirpated
from the area but found at Mt. Um. Make presence of Purple
Martins a flagship species for the restoration of the summit as
a whole. Coordinate with regional specialists, SFBBO.
Develop design. Construction of trial nest box installation.
Completed Approximately 10 nest boxes have
been installed at varous locations.
Mindego
Gateway Project
- POST Funded
(Ancient Oaks
Connector
Trail)
Complete design, permitting and construction of the Ancient
Oaks Connector Trail.
Completed Grand opening for Ancient Oaks
connector trail was held on May 7,
2015.
Mindego Area
(Mindego Hill
Trail)
Provide access to Mindego Hill. Public's first introduction to
cattle grazing operations on District lands. Construct trail to
top of Mindego Hill. Initiate planning for demolition of
structure(s) as required as a condition of the County grading
permit to build the trail.
Completed Mindego Hill Trail is complete.
Opening of the trail is scheduled to
occur in Spring 2016, after structures
demolition is complete and grazing
lease is in place.
Mindego Area
(Silva
Driveway)
Fire code-related driveway and turnaround upgrades, water
tank system, and hydrant. Target completion date is
September 2014 to comply with Mindego Gateway MOU.
Refer to Real Property Action Plan for remaining house
improvements.
Completed
ATTACHMENT 1
DISTRICT WIDE - 3 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
Key Project
DISTRICT-WIDE
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: PUBLIC RECREATION AND ACCESS (Cont'd)
Mindego Area
(Silva
Driveway)
Fire code-related driveway and turnaround upgrades, water
tank system, and hydrant. Target completion date is
September 2014 to comply with Mindego Gateway MOU.
Refer to Real Property Action Plan for remaining house
improvements.
Completed
PROGRAM: RESOURCE MANAGEMENT
Integrated Pest
Management
Program
Develop an integrated pest management program and start
the environmental review. Gather and address public input.
Completed Integrated Pest Management Program
and Environmental Impact Report
adopted by Board on December 10,
2014.
Lupin Water
Diversion and
Illegal Grading
Coordinate with Operations, Legal, Natural Resources, and
General Manager's Office to protect water and natural
resources.
Completed Informed Lupin of their illegal water
diverson and road encroachment on
the Hendrys Creek Property. Staff
removed illegal water lines and
returned lines after Lupin signed form
acknowledging receipt of return
personal property from District. Staff
restored and winterized road
encroachment on Hendrys Creek
property. Legal, Operations and Real
Property have assisted Santa Clara
County District Attorney's Office in its
investigation regarding water diversion
and road grading encroachment.
ATTACHMENT 1
DISTRICT WIDE - 4 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
Key Project
DISTRICT-WIDE
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: RESOURCE MANAGEMENT (Cont'd)
Endangered
Species Act
Take Permit:
Safe Harbors
Agreement
Develop agreement with US Fish and Wildlife Service to
permit take of listed species when implementing projects.
In Progress US Fish and Wildlife Service staff
support District approach for
streamlined, District-wide
programmatic consultation. Agencies
agreed to interim approach of
expanded recovery permit and
application has been submitted as of
April 2015.
FY2015-16 Q1 - Submitted amendment
for existing recovery permit (interim
permitting)
FY2015-16 Q3/Q4 - Initiate
consultation with Army Corps &
USFWS for 30 year, programmatic
consultation.
PROGRAM: AGRICULTURAL LAND MANAGEMENT
La Honda Creek
Event
Center/Apple
Orchard
1. Develop Special Use Requirements for LGBT Rodeo.
2. Work with POST to obtain temporary use of adjoining 10
acres for interim LGBT Rodeo event in 2014 and possibly
2015.
3. Develop Facilities Use Agreement and associated
protocols for special uses of the Event Center.
4. Implement stewardship projects with Resource Legacy
grant funds with POST on the Event Center and Apple
Orchard.
5. Initiate Planning Process to incorporate these properties in
a La Honda Creek Master Plan amendment
6. Work with POST on riparian buffer protections on adjoining
POST lands to the west.
Items 1 & 2
were not
required.
Completed
Items 3 & 4
In Progress
Items 5 & 6
Additional time is needed to assess the
uses and needs of the Event Center,
including its use as a potential future
coastal field facility and as public
staging for the Preserve.
Initiated riparian easement and survey
work for Item 6 with POST and POST's
tenant, Vida Verde, on adjacent
properties to the Event Center.
Items 1 & 2 - the LGBT rodeo did not
request use of the Event Center (EC),
therefore these tasks were no longer
required.
Completed Item 3 - Interim Facilities
Use Agreement and fee schedule in
July 2014 with one equestrian training
held at the EC.
Completed 4 improvements at the EC
and Apple Orchard (AO) working with
POST: 1) installation of a wildlife
friendly riparian fence (EC); (2)
resurfacing of the main driveway (EC);
(3) road assessment (AO); (4) interim
grazing license (AO); and (5) French
broom removal (AO).
Mindego
Grazing
Infrastructure
Install water system and new corrals to reintroduce grazing to
Russian Ridge OSP.
Completed Tasks for FY2015-16 include new
fencing at Mindego.
ATTACHMENT 1
DISTRICT WIDE - 5 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
Key Project
DISTRICT-WIDE
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: LONG RANGE PLANNING
Cooley Landing Coordinate with City and provide technical assistance during
Phase 3 - Education Center design. Complete outstanding
easement/agreement/institutional control agreements with
City and other agencies. If asked by City, evaluate the
following uses: fishing, kayaking, canoeing. Assist City with
other Phases of work, including amendments to U&M Plan
and Partnership Agreement.
In Progress Delays due to change in City staff and
departure of the City's consultant
project manager. Also, City is currently
focused on obtaining an operator for
the building.
Phase 3 coordination with City
completed.
New SFPUC
Bay Trail
Easement and
Bay Trail Design
Implementation
Obtain concurrence on final trail alignment from SFPUC,
complete environmental analysis of Bay Trail alignment, and
complete trail easement conveyance by SFPUC. For grant,
coordinate with the Cities of East Palo Alto and Menlo Park,
and San Francisquito Joint Powers Authority to establish
project lead.
In Progress SFPUC requested additional work to
evaluate drainage and turning radius
along the affected service road. This
work could not commence onsite for
approximately 6 months due to the
construction of the Hetch Hetchy
pipepline.
Completed additional topo and bio
surveys for the revised trail alignment.
Presented revised alignment to SFPUC
and submitted revision on the public
trail easement agreement to SFPUC.
2015-16 Q4- Anticipate CEQA
completetion
PROGRAM: ADMINISTRATIVE SUPPORT
Organizational
Health
Activities aimed at team building, recognition and
appreciation, employee growth and development, employee
health and morale, and maintenance of a realistic workload.
Completed Additional activities to foster strong
organizational health continue into
FY2015-16.
ATTACHMENT 1
REAL PROPERTY - 1 of 5
PROGRAM: GREENBELT PRESERVATION
Priority 1
POST Hendrys
Creek property,
Land Purchase
Partnership &
Restoration
Land Conservation:
1. Property Purchase with partnership funds.
2. Conservation Easement & Management Plan with Santa
Clara Valley Water District (SCVWD).
Completed
as of May 13,
2015
New Land
Purchases
Pursue the purchase and gift of fee and conservation
easement as new land additions to Purisima Creek
Redwoods, La Honda Creek, Long Ridge, Sierra Azul
Completed 1
Purchase &
Accepted 2
Gifts; 2nd
Purchase
Completed in
May 2015
1. Completed 40 acre Burton addition
to Sierra Azul OSP
2. Received 2 gifts of Redwood Park
parcels as additions to Purisima Creek
Redwood OSP
3. Purchase of Ashworth addition to La
Honda Creek OSP completed in May
2015
Priority 2
Land Purchase
Partnerships
Cooperatively work with local land preservation organizations
on the following property partnerships:
1. Bear Creek Redwoods - Santa Clara County Parks
2. Monte Bello - Santa Clara County Parks
3. Alpine Ranch - POST
Completed 2
Property
Partnerships
Bear Creek Redwoods - Moody Gulch
was delayed due to the request for
additional edits and additions from
three adjoining communities, which are
currently under review by the District
and Santa Clara County.
1. Completed 60 acre Lyson addition to
Monte Bello OSP in partnership with
Santa Clara Co. Parks
2. Completed 353 acre Alpine Ranch
Conservation Easement w/ POST as
potential future addition to Pescadero
Creek County Park
Priority 3 - None
PROGRAM: PROPERTY RIGHTS STEWARDSHIP
Priority 1
Ridge Vineyards
Property
Exchange,
Monte Bello
Upon obtaining Board approval, record fee property exchange
in 2014 and easement property exchange in 2015 to resolve
historic encroachment, protect scenic ridgeline and enhance
compatible agricultural uses. Review hydrogeology study with
Monte Bello Road neighbors and recirculate CEQA analysis.
Completed Completed fee and easement
exchange providing a net increase of
over 25 acres of protected open space
and agricultural land and resolving 40
year old encroachment.
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
REAL PROPERTY
Key Project CommentsScope
ATTACHMENT 1
REAL PROPERTY - 2 of 5
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
REAL PROPERTY
Key Project CommentsScope
PROGRAM: PROPERTY RIGHTS STEWARDSHIP (cont'd)
Priority 1 (cont'd)
Encroachment
Resolution
Saratoga Gap - Gullicksen - monitor remediation of site as
part the Santa Clara County lawsuit.
Deferred Due to Santa Clara County Court
delays.
Water
Agreement with
Presentation
Center, Bear
Creek
Redwoods
Relocate portion of water line w/ the Presentation Center &
abandon unstable portion of water line. Amend Alma Water
Agreement w/ Presentation Center to address maintenance
and repair based on proportional use of system.
In Progress Landslide/pipeline relocation delayed
due to Mahronich litigation with
Presentation Center.
Worked with Presentation Center to
install check valves on Alma Water
Line.
Lehigh Quarry
Settlement
Executed 2 trail easements, 2 rights of first refusal for
properties buffering PG&E Trail, and conditional grant deed to
protect viewshed at Rancho San Antonio Open Space
Preserve.
Completed As part of a settlement with Lehigh, the
following transactional documents were
negotiated and recorded:
1. New public trail easement totaling
3.2 acres at Monte Bello OSP.
2. Amended Quarry Trail easement
widening easement from 20 to 200 feet
at Rancho San Antonio OSP.
3. Two Rights of First Offer & Right of
First Refusal for 210 acres and 55
acres adjacent to the PG&E Trail at
Rancho San Antonio OSP.
In addition, the District received a
Conditional Grant Deed that the District
can record in the event Lehigh
reactivates and raises the East
Material Storage Area.
Priority 2 - None
Priority 3 - None
ATTACHMENT 1
REAL PROPERTY - 3 of 5
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
REAL PROPERTY
Key Project CommentsScope
PROGRAM: REVENUE GENERATION
Priority 1
New Land
Rental Property
Transition - Silva
Transition new residence to rental property.
Planning - Continue to make road and water improvements
for county fire to remove red tag.
Real Property - Make repairs and clean residence. If
residence does not have current tenant - list the residence for
rent. Enter into lease with new tenant.
Completed
Road/Fire
Items;
House
Repairs
Deferred
House repairs delayed to FY2015-16
until County signs off on completed
road and water improvements and
removal of red tag on property.
Priority 2
New Land
Rental Property
Transition -
Alpine Road
House -
Hawthorns
Transition residence to employee residence. Contract with
Project Manager to complete asbestos/lead abatement,
window replacement, bathroom upgrades, flooring installation,
heating/electrical and roof and gutter repairs.
Deferred During prime construction season
(April - October), Real Property staff
assisted with preparation of Measure
AA scheduling, prioritization, and multi-
year costing to meet October deadline
for 5-Year Measure AA project list
development. As a result, house
repairs are now scheduled for FY2015-
16.
Black Mountain
Communication
Tower Lease
(old Stanford tower
site)
1. Lease site to new communications tenant.
2. Pursue potential partnership with Santa Clara County
Communication for exchange of communication services.
Deferred Staff was redirected to complete a
master lease for a higher priority
communications site (prior ACE
Communications ) at Black Mountain to
secure a long term agreement for
District Radio equipment use of the
communication tower facilities at
Tomita Hill in Sierra Azul.
Priority 3 - None
ATTACHMENT 1
REAL PROPERTY - 4 of 5
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
REAL PROPERTY
Key Project CommentsScope
PROGRAM: PUBLIC SAFETY, LAW ENFORCEMENT, AND FIRE PROTECTION
Priority 1
Site Restoration -
former Lobner
property, Monte
Bello &
Saratoga Gap
cabins
1. Structures Assessment
3. Get demolition permits
4. Demolish Structures
5. Site restoration
Completed
Priority 2 - None
Priority 3 - None
PROGRAM: AGRICULTURAL LAND STEWARDSHIP
Priority 1 - None
Priority 2
Christmas Tree
Farm New
Lease
Develop new 25-year lease incorporating a new rental rate
structure and management guidelines
Deferred Tenant requested delay until FY2015-
16.
Priority 3 - None
PROGRAM: PUBLIC RECREATION AND ACCESS
Priority 1
Purisima to the
Sea Trail
Acquire new land in the Purisima/Lobitos Creek Watershed
corridor for future Purisima to the Sea trail from Skyline Area.
Work with private property owner of Purisima Farms property
to pursue lot line adjustment (LLA) separating ownership of
upland and private agricultural area of property.
Completed
one
purchase
Purisima
Farms LLA In
Progress
Pursuit of the LLA has required
additional time to work with the private
property owner to address privacy
concerns/buffer between the upland
area to be transferred to District and
the residential and agricultural area to
be retained by the owner.
Purchased 40 acre Riggs addition to
Purisima Creek Redwoods OSP.
Survey work for the Purisima Farms
Uplands Property is complete.
Submittal of the LLA with San Mateo
County is scheduled in FY15-16.
ATTACHMENT 1
REAL PROPERTY - 5 of 5
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
REAL PROPERTY
Key Project CommentsScope
PROGRAM: PUBLIC RECREATION AND ACCESS (Cont'd)
Priority 1 (Cont'd)
Potential Access
Easements - Mt.
Umunhum
Work with neighboring land owners to improve road access
easements along Mt. Umunhum Road.
In Progress Agreements have not yet been reached
with the neighboring land owners.
Negotiations and discussions on Mt.
Umunhum road access easements are
ongoing.
Bear Creek
Stables
RFP/Lease
1. Complete development of the Bear Creek Stables site plan
and lease.
2. Identify possible capital improvements for stable area.
In Progress Bear Creek Stables Request for
Proposals/Lease development delayed
to FY2015-16 to follow approval of the
Bear Creek Stables Site Plan.
Refer to Planning Department Action
Plan for status on Bear Creek Stables
Site plan.
Priority 2 - None
Priority 3 - None
ATTACHMENT 1
PLANNING - 1 of 5
PROGRAM: LONG RANGE PLANNING
Priority 1 - None
Priority 2
Administrative
Office Long-term
Facility Plan
Scope for FY14-15 and FY15-16 includes: compile and
update previous 2009 Administrative Office facility analyses
evaluating historical trends, market conditions, staffing, and
projected staffing. Present analysis and potential scenarios
to address these facility needs in FY2015-16 to PNR
Committee.
Completed Completed preliminary work to compile
prior 2009 facilities analysis, and refine
the project scope, schedule, and
project approach. This information was
then presented to the PNR Committee
on March 10, 2015. This is a multi-year
project that is continuing into FY15-16.
Priority 3
Accessibility
Plan Update
Review District's ADA policy and update accessibilty plan that
was completed in the early 1990's. Utilize consultant to assist
with this process.
In Progress Project focus shifted from preparing the
ADA plan update to providing ADA
training for staff and policy research
given a shift in lead department (from
Real Property to Planning) and staff
capacity to expedite completion of the
Bear Creek Stables Site Plan.
ADA awareness training implemented
for Department Managers and key
staff; also focused on development of
policies and procedures and website
updates. The ADA Plan update is
scheduled for Q2-Q3 FY15-16.
PROGRAM: GEOGRAPHIC AND INFORMATION SYSTEMS SERVICES
Priority 1
ArcGIS Server
Installation
Work with Administration/IT to install ArcGIS Server software
and complete initial setup/troubleshooting.
Installation
Completed;
set-up and
trouble
shooting
In Progress
Setup and troubleshooting moved to
FY15-16 due to reduced staff capacity
given resignation of GIS intern and the
unanticipated addition of the Priority
Conservation Areas project, which
required significant data analysis,
mapping, and assessment.
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PLANNING
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
ATTACHMENT 1
PLANNING - 2 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PLANNING
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: GEOGRAPHIC AND INFORMATION SYSTEMS SERVICES (Cont'd)
Priority 1 (Cont'd)
Special Status
Species Map
Revisions
Address map revisions as expected from the US Fish and
Wildlife Service.
1st phase
Completed;
2nd phase
In Progress
An additional phase was requested by
Fish and Wildlife that requires further
consultation by US Army Corps during
FY15-16.
Election
Mapping
Review County Elections Offices' GIS data to ensure that the
District's ward boundaries are accurate in their system. Obtain
County Elections' database and conduct GIS analysis to
confirm its accuracy.
Completed
Priority 2 - None
Priority 3 - None
PROGRAM: PUBLIC RECREATION AND ACCESS
Priority 1
El Corte de
Madera Creek
Staging Area
and Trail
Improvements
(Staging Area)
Pursue recoup of costs incurred to correct drainage system
issues. Submit reimbursement requests to grantors for
staging area and Phase 1 trail construction.
In Progress Project manager required to prepare
the necessary supporting
documentation for cost recovery was
redirected to develop the Measure AA
5-Year Implementation Plan.
Grant reimbursement requests
submitted. Documentation for cost
recovery has been assembled. Cost
recoup efforts ongoing. First date of
mediation is scheduled for June 4.
Mt. Um
Guadalupe
Creek Overlook
and Bridges
Planning and
Design
Research and design options for destination overlook
platform, railings, and seating, and also up to two trail bridges
over Guadalupe Creek as part of the Mt. Umunhum Trail.
Apply for permits.
Completed Secured contract with bridge
manufacturer for fabrication of the
bridges. Bridge installation is
scheduled for Q3 FY15-16 and is
dependent on the availability of
helicopter to bring in footings and
bridges for installation.
ATTACHMENT 1
PLANNING - 3 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PLANNING
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: PUBLIC RECREATION AND ACCESS (Cont'd)
Priority 1 (Cont'd)
Bear Creek
Redwoods
Preserve
Plan/CEQA
FY14-15 and FY15-16 scope includes: conduct community
outreach, public meeting(s) and contract consultants to
update Alma College assessment (retaining walls); update
road/trails assessment; conduct pond inundation study and
CEQA review.
Completed Expedited planning and environmental
review process underway for Bear
Creek Redwoods Preserve Plan,
Stables Site Plan and Alma College
Site Rehabilitation Plan. CEQA
targeted for Q3 FY2015-16. As of FY14-
15 year end, Alma College & Preserve
Plan/CEQA consultants were
contracted, community outreach
began, and traffic study was complete.
Pond inundation study and RTI update
will begin in FY15-16 Q3.
Bear Creek
Redwoods
(BCR) Stables
Plan
FY14-15 and FY15-16 scope includes: change lead
department from Real Property to Planning. With consultant
assistance, develop proposed BCR Stables Plan, (including
site plan, management guidelines, and improvement
standards) and complete CEQA for plan.
Completed CEQA/EIR scheduled to be completed
during fall 2015. Board approval
scheduled for Q3/Q4 FY15-16
Mt Umunhum
Public Access
Implementation:
New Road Gate
Conduct neighbor outreach, contract gate installation and
automation, long-term maintenance contract.
Deferred Resolution of road access issues along
Mount Umunhumn Road is required
prior to proceeding with the installation
of a new gate.
Priority 2 - None
Priority 3
El Corte de
Madera Creek
Staging Area
and Trail
Improvements
(Phase III/IV -
Oljon Trail)
If time allows, complete trail design and permitting for Phase
III/IV trails. Complete Phase II culvert and Phase IV
puncheon permitting. If time allows, complete "No Parking"
signage component of staging area project, including County
Board of Supervisor and Caltrans approval.
In Progress Permitting was delayed to allow for a
slight realignment of the proposed new
trail and a change in the design of the
drainage crossing to reduce permitting
requirements while still meeting goals
of the watershed protection program.
Design and permitting is expected to
be completed by summer 2015.
Estimated construction scheduled for
summer 2016.
ATTACHMENT 1
PLANNING - 4 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PLANNING
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: PUBLIC RECREATION AND ACCESS (Cont'd)
Priority 3
Mt. Um SCVWD
antenna
relocation and
USGS
equipment
relocation
Work with partner agencies USGS to relocate ground sensing
equipment away from summit of Mount Umunhum where
greatest crowds are expected; relocate SCVWD weather
antenna to roof of radar tower; enter into lease agreements
with both agencies.
In Progress Antenna can no longer be placed on
top of the radar tower given restricted
access to the building. Working with
SCVWD meterology staff to identify a
new suitable location.
Interim radar tower repairs do not allow
for safe access to the roof for
installation/maintenance of the
antenna. Therefore, new antenna
location is required.
PROGRAM: PUBLIC SAFETY, LAW ENFORCEMENT, AND FIRE PROTECTION
Priority 1
Fremont Older
Staging Area
Public Safety
Improvements
Negotiate canopy and other site safety improvements with the
Country Club; seek Board approval of site improvements;
complete construction plans and secure permits; prepare bid
package, solicit bids, and administer contract. Project scope
contingent on negotiations with Country Club.
In Progress Delays in permitting pending
confirmation from Santa Clara County
that District can apply for a variance
given that the canopy poles do not
meet the setback requirements for
accessory structures per County
ordinance.
Presented update to PNR Committee
in October 2014. Board approved
award of contract for consultant firm in
January 2015. Design plans
completed. Preliminary permitting
review underway. Construction is
scheduled for FY2015-16.
Priority 2 - None
Priority 3 - None
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION
Priority 1
District Water
Rights
Evaluation
With the assistance of water resources consultants, more
effectively identify and maintain the water resources present
on District lands, and properly report its water use to the State
Water Resources Control Board and the San Gregorio Creek
Watermaster.
Completed Project is ongoing. Reporting forms
submitted for 2014 and forms for 2015
are in progress.
Mindego Area:
Demolition and
Public Access
Complete surveys for bats, woodrats, hazardous materials,
and remediation plan for corral in order to complete
implementation of demolition and corral clean up in FY2015-
16.
Completed Surveys for bats and hazardous
materials completed. Corral soil
sampling showed minimal soil
contamination, so no further
remediation required. Demolition on
track for July.
ATTACHMENT 1
PLANNING - 5 of 5
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PLANNING
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION (Cont'd)
Priority 2 - None
Priority 3
POST Hendrys
Creek Property
Land
Restoration
Schedule is dependent upon SCVWD schedule for
environmental review. Following CEQA completion: develop
plans and specs for a) SWPPP preparation, b) permitting, and
c) contractor bidding. Coordinate with SC County, SCVWD,
and regulatory agencies including DFW, USFWS, RWQCB,
ACOE.
CEQA
Completed
Remaining
work In
Progress
CEQA was delayed due to need to
coordinate with multiple permitting
agencies and SCVWD, which delayed
subsequent restoration work.
Design of restoration work is scheduled
to begin Q3 FY15-16 due to current
project manager focus on Mount
Umunhum public access projects.
PROGRAM: CULTURAL RESOURCE STEWARDSHIP
Priority 1
Hawthorns Site
Management
Phase I (partner
development)
Complete outreach and coordination for partnership
development for long-term care and maintenance of historic
structures. Implement further stabilization only if needed.
Completed Presented phased partnership
approach with Richard and Ann Crevelt
for rehabilitation, reuse, and
maintenance of the Hawthorn Historic
Complex to PNR Committee during Q4
FY15-16. Board reviewed and
approved partnership approach and
issuance of a one-year permit-to-enter
to Crevelt to begin initial planning, site
cleanup, and other preliminary work
during Q4 FY15-16.
Priority 2 - None
Priority 3 - None
ATTACHMENT 1
NATURAL RESOURCES - 1 of 4
PROGRAM: RESOURCE MANAGEMENT
Priority 1
Sudden Oak
Death
Monitoring &
Research
Continue treatment for and research of Sudden Oak Death.Completed 10-Year Review is scheduled for Q2 of
FY2015-16. Multi-year project will
continue through 2015-16.
Mindego Ranch
Aquatic Species
Management
Plan
Define a habitat restoration and long-term management plan
for and collect additonal San Francisco Garter Snake and
other sensitive aquatic species distribution and abundance
data.
*Board action on November 20, 2013 authorized contract.
Completed Habitat restoration and long-term
management plan completed; Year 1 of
SFGS monitoring completed. SFGS
monitoring on-going. Specific pond
restoration plans to be completed in
FY2016-17. Multi-year project will
continue through 2018-19.
Priority 2
Control of
Slender False
Brome
Manage slender false brome on preserves and oversee a cost
reimbursement program to encourage District neighbors to
eradicate Slender False Brome, which might invade District
lands through contracts with San Mateo Resource
Conservation District.
In Progress San Mateo County Resource
Conservation District was only able to
partially complete survey and treatment
work due to RCD staff vacancy.
San Mateo County Resource
Conservation District has filled their
staff vacancy as of May, 2015. 10-Year
Review is scheduled for Q2 of FY2015-
16.
Priority 3
Monitor Prior
Grassland Burns
Collect additional data on grassland response to prior
grassland burns at Russian Ridge OSP.
Completed Data from project will be used in
development of Prescribed Fire
Program Development in FY2015-16.
Carbon
Sequestration /
Climate Change
Analysis
Hire consultant(s) to evaluate opportunities for carbon
sequestration on District Preserves and calculate potential
carbon credits, including evaluation of future climate change
models. Refer to Restoration Forestry Demonstration Project
Deferred Insufficient staff capacity due to greater
than anticipated workload for the
Lehigh project, Event Center and Apple
Orchard riparian easement work, and
La Honda Creek Roads/Watershed
Protection sediment control projects.
Project is scheduled for Q3 FY2015-16
and will benefit from the additional
assistance of an outside professional
on loan to the District through the Santa
Clara County Management Talent
Exchange Program.
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
NATURAL RESOURCES
Key Project Comments
ATTACHMENT 1
NATURAL RESOURCES - 2 of 4
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
NATURAL RESOURCES
Key Project Comments
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION
Priority 1
Guadalupe River
Mercury Total
Maximum Daily
Load (TMDL)
Implement third year of the coordinated monitoring effort to
assess TMDL implementation success to comply with
Regional Water Quality Control Board orders.
Completed Multi-year project will continue through
2016-17. FY2015-16 monitoring
includes sediment sampling for
mercury levels in streams and
reservoirs.
La Honda Creek
Master Plan
Phase I
Implementation -
Roads
Watershed
Protection
Upgrade
Design ranch road upgrade program to prevent erosion and
sediment input to anadromous streams at priority sites.
Completed Permits for road work obtained, grant
executed and construction scheduled
for FY2015-16.
El Corte de
Madera Creek
Watershed
Protection
Program
Reduce sedimentation to ECdM and San Gregorio Creeks.
Construction at 4 locations, construction oversight, design.
Preconstruction biological monitoring. Complete second phase
of road fill removal/trail restoration to close abandoned
alignments.
In Progress Construction of bridge not completed in
FY2014-15 due to longer than
anticipated construction times at other
treament sites. Construction to be
completed in FY2015-16.
Construction at 3 of the 4 locations
have been completed. Construction of
Phase III to occur Q1-Q3 of FY2015-
16.
Rebuild Pond
DR05
Repair failed Pond DR05: submit for permits; bid and
construct the project.
Completed
Mindego Ranch
Landfill
Remediation
Complete stormwater runoff control plan and install signs
restricting access to area.
Completed Obtained final close-out with San
Francisco Bay Regional Water Quality
Control Board.
Mindego Habitat
Enhancement
Plan
Implementation
Begin implementation of bullfrog eradication due to timing of
drying of lake (for most cost-effective and biologically effective
outcome).
Completed Adult bullfrogs still present on property
and continue to attempt breeding.
ATTACHMENT 1
NATURAL RESOURCES - 3 of 4
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
NATURAL RESOURCES
Key Project Comments
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION (Cont'd)
Priority 2
Restoration
Forestry
Demonstration
Project
Retain Registered Professional Forester to identify suitable
pilot project site and necessary plans to permit timber harvest
to restore degraded forest land and to evaluate opportunities
for carbon sequestration.
Deferred Limited staff capacity due to greater
than expected workload for the Lehigh
Project, Event Center and Apple
Orchard purchase, and La Honda
Creek Roads/Watershed Protection
sediment control projects.
Project is scheduled for Q3 FY2015-16.
Priority 3
PROGRAM: AGRICULTURAL LAND MANAGEMENT
Priority 1
La Honda Creek
Grazing
Infrastructure
Work with McDonald Ranch tenant to improve water system
infrastructure and fencing to reintroduce grazing to La Honda
Creek OSP.
In Progress Tenant requires additional time to
complete the fencing improvements,
which will be completed in FY2015-16.
In FY14-15, District contrator
completed the water system
improvements and tenant installed
portions of the fencing. Infrastructure
work has re-opened 3 of 4 pastures for
grazing. District to install additional
infrastructure improvements through
FY2016-17.
Priority 2
Big Dipper
Ranch Water
System
Infrastructure
Develop and improve water system infrastructure by
separating residential and livestock water system at Big
Dipper Ranch (Skyline Ridge OSP).
Deferred Limited staff capacity did not allow this
project to proceed in FY2014-15 due to
longer than anticipated time to manage
the La Honda Creek/McDonald Ranch
and Mindego Ranch infrastructure
projects.
Project is scheduled for Q3-Q4 FY2015-
16.
Toto Ranch
Grazing
Management
Plan
Work with tenant to develop grazing management plan for
Toto Ranch area of Tunitas Creek OSP.
Deferred Limited staff capacity did not allow this
project to proceed in FY2014-15 due to
longer than anticipated time to manage
the La Honda Creek/McDonald Ranch
and Mindego Ranch infrastructure
projects.
Project is scheduled for Q1 FY2015-16.
ATTACHMENT 1
NATURAL RESOURCES - 4 of 4
Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
NATURAL RESOURCES
Key Project Comments
PROGRAM: AGRICULTURAL LAND MANAGEMENT (Cont'd)
Priority 3
Madonna Creek
Agricultural
Production Plan
Phase 1 - Work with tenant to develop alternative water
source at Madonna Creek area of Miramontes Ridge OSP.
Deferred Limited staff capacity did not allow this
project to proceed in FY2014-15 due to
longer than anticipated time to manage
the La Honda Creek/McDonald Ranch
and Mindego Ranch infrastructure
projects.
Project is scheduled for Q1 FY2015-16
to hire a consultant to develop plan,
with the plan scheduled to be
completed in FY2016-17.
ATTACHMENT 1
Operations - Page 1 of 3
PROGRAM: PUBLIC SAFETY, LAW ENFORCEMENT, AND FIRE PROTECTION
Priority 1
Ensure
Continued Radio
Dispatch
Services
Renew or rebid radio dispatch services. The current
agreement ends on June 30, 2015, with an option for a two
year renewal. Research options for alternate emergency radio
dispatch providers and decide whether to go with an alternate
provider or to continue services with the City of Mountain
View.
In Progress Waiting for City of Mountain View to
approve extension of current
agreement.
To be completed by June 2015.
Vehicle Bridge
Evaluation and
Repair
Finalize bridge designs and apply for required permits for
selected bridges.
Completed
Other Power-
Driven Mobility
Devices Policy
(OPDMD)
Develop, approve, and implement policies for Other Power-
Driven Mobility Devices to meet current Americans with
Disabilities Act (ADA) standards while at the same time
regulating their use for safety and pollution concerns.
In Progress Additional time needed to coordinate
on other ADA issues.
Reviewed by PNR Committee on April
14, 2015. Policy is sheduled to for
Board review and approval in June
2015.
Priority 2 - None
Priority 3 - None
PROGRAM: PUBLIC RECREATIONAL ACCESS
Priority 1
Mount
Umunhum
Public Access
Implementation
(Bald Mt to
summit trail)
Construct a trail connection between the Umunhum Summit
and the Bald Mountain staging area. Partially funded by State
Coastal Conservancy. Trail construction to be done in
segments. Three year completion schedule will accommodate
crew scheduling and match timeline of other projects required
to open summit.
Completed Due to dry weather, construction is
ahead of schedule. This is multi-year
trail construction project.
Priority 2
Stevens Creek
Trail Bridge
Repair
Conduct permitting and design for repair or replacement of
failing bridge on the Stevens Canyon Trail.
In Progress Project scope and budget was
expanded to include an additional new
trail bridge in the same area for
economy of scale.
Conceptual design for two bridges is
done.
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
OPERATIONS
Key Project Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
ATTACHMENT 1
Operations - Page 2 of 3
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
OPERATIONS
Key Project Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: PUBLIC RECREATIONAL ACCESS (Cont'd)
Priority 2 (Cont'd)
Replace Lower
Purisima Creek
Preserve
Restroom
Demolish and dispose of existing restroom and vault.
Replace with new restroom.
In Progress Required more permits than
anticipated.
Replace and
Upgrade
Preserve
Signboards
Replace deteriorating wood frame signboards with six metal
frame signboards.
Completed
Priority 3
Replace Skyline
Ridge Preserve
Entrance Sign
Replace deteriorating wooden entrance sign to Skyline Ridge
Preserve.
In Progress Sign has been purchased and
installation planned by end of May
2015
PROGRAM: ENVIRONMENTAL RESTORATION AND REMEDIATION
Priority 1 - None
Priority 2
Demolition and
Clean up of
Abandoned
Structures
[Foothills Area]
Evaluate and choose highest priority structures for demolition
in the Foothills area. Contract out the demolition and clean
up of listed structures. Only buildings deemed not to have
historic value will be included in this project.
Completed
Demolition and
Clean up of
Abandoned
Structures
[Skyline]
Evaluate and choose highest priority structures for demolition
in the Skyline area. Obtain permits as necessary. Only
buildings deemed not to have historic value will be included in
this project.
Completed
Priority 3
Removal of
Abandoned
Vehicles
Remove easily accessible abandoned vehicles and evaluate
the impacts versus benefits of removing more remote
vehicles.
Deferred Significant Biological Resources
Present (San Francisco Dusky Footed
Woodrat). Costs exceeded benefits.
ATTACHMENT 1
Operations - Page 3 of 3
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
OPERATIONS
Key Project Scope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances Comments
PROGRAM: STAFF FACILITY INFRASTRUCTURE
Priority 1 - None
Priority 2
Skyline Facility
Improvements
- HVAC
Install new HVAC system at ground level and roof over well
that houses current HVAC on the office roof.
Completed
as of April
2015
Skyline Facility
Improvements
- Driveway
Repave Driveway to improve Skyline office driveway surface.Deferred Will revisit driveway repaving as part of
the larger District-wide Staff Facilities
Planning Project.
Upgrade two
Above Ground
Fuel Tanks at
Field Offices
Upgrade fuel tanks as necessary to meet new regulatory
requirements. Requirements are still being finalized. District
may qualify for an exemption from this requirement, but this is
not yet confirmed.
In Progress Waiting on California Air Resources
Board determination on exemption.
Priority 3 - None
ATTACHMENT 1
PUBLIC AFFAIRS - 1 of 2
PROGRAM: PUBLIC INFORMATION, MEDIA AND OUTREACH
Priority 1
Website
Migration and
Update
Work with consultant to reprogram website for reliability and
performance; revamp look and feel.
Completed Beta testing underway; new website to
launch in early June 2015.
District- related
Public Events
Schedule success-story events around completeled and
groundbreaking projects throughout the District. For example:
Mt. Umunhum; La Honda; El Corte de Madera parking lot, etc.
Completed Bald Mountain Parking lot Ground
Breaking; Bald Mountain Parking lot
Ribbon Cutting; Mindego Gateway
Dedication
Memorial
Recognition
Research different opportunities to recognize individuals per
constituent memorial requests other than benches and/or trail
naming and make recommendations.
In Progress Available resources were dedicated to
researching what currently exists on
District preserves and thus did not
have resources to research other park
and open space programs.
Inventory completed; research ongoing
Priority 2
Roadside
Signage
Initiate contact with Caltrans to determine process for sighting
and approving freeway directional signage to preserves;
review District signage.
Completed MROSD Signage inventory completed;
contact made with Caltrans
Oral History
Project
Schedule formal oral history of Nonette Hanko about
formation of District.
Completed Final publication in May or June 2015
Transistion
Redesigned
Maps and
Brochures
Revise the look and feel of remaining maps and brochures to
better reflect the District and its visitors; add color.
Completed
Priority 3
Health Incentive
Program;
Healthy
Parks/Healthy
People
Continue to promote health-related messages through various
means including 3-5 minute health video in preserves. Create
and launch unique page on District website.
Completed
revised
scope
Instead of videos, contracted for Walk-
with-a-Doc program, which launched in
March as part of Healthy Parks
Initiative
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PUBLIC AFFAIRS
Key Project CommentsScope
ATTACHMENT 1
PUBLIC AFFAIRS - 2 of 2
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
PUBLIC AFFAIRS
Key Project CommentsScope
PROGRAM: LEGISLATIVE
Priority 1
State & Federal
Legislation
Work with the District's legislative advocate and with
legislators and their staff to ensure the District remains active
and informed about the state of current and changing political
landscape. Seek coordination and support from other special
districts.
Completed Complete scope of work for FY14-15.
Coordination and review of proposed
legislation is ongoing.
PROGRAM: COMMUNITY INVOLVEMENT AND EDUCATION
Priority 1
Community-
hosted Outreach
Events
Expand the Community Outreach Volunteer Program to
include a more diverse membership. Identify key corporate
orgranizations to build relationships to raise awareness of
District for employees.
Completed
Collaborative
Family
Programming
Continue to research and establish partnerships; implement
joint activities; incorporate methodology, information and
contacts from Diversity Outreach efforts.
Completed
Outdoor Activity
Docent and
Volunteer
Training
Organize District's biennial Outdoor Activity Docent and
Volunteer training for 2014 to provide natural history hikes
and rides to the public. Recruit for and manage 2014 spring
Trail Patrol and fall Crew Leader training classes.
Completed
Priority 2
Volunteer
Recognition
Event
Plan, coordinate, implement, and evaluate 2014 Volunteer
Recognition Event to recognize volunteers for their
contributions to the District's successes.
Completed
Priority 3 - None
ATTACHMENT 1
ADMINISTRATION - 1 of 3
PROGRAM: INFORMATION TECHNOLOGY
Priority 1
Information
Technology
Strategic Plan
The FY14-15 and FY15-16 scope includes: hire a consultant
to evaluate the District's short and long term IT needs and
develop a strategic plan to guide implementation.
Complete Project scope refined in March/April.
RFP issued in May 2015. Award of
contract expected in June. Completion
of the IST Strategic Plan scheduled for
Q2 FY15-16.
Document
Management
System
Phase I: Implement an electronic document imaging system
to convert District documents to digital format and store them
in a searchable database for easy retrieval. Phase II:
I l t i t f ith IAFS
Deferred Resignation of employee shifted work
to other positions resulting in the
project delay.
Project is included in the FY2015-16
Action Plan.
Priority 2 - None
Priority 3
District-wide
Intranet
Design intranet site interface and determine and develop
content. Pilot launch in Administration and Operations.
In Progress More time was required of IT staff to
address day-to-day IT needs than
anticipated. Also received limited input
and content from departmental staff to
populate the intranet given other
project priorities.
Intranet Structure has been designed
and some content has been uploaded.
PROGRAM: HUMAN RESOURCES
Priority 1 - None
Priority 2
Remote Access
Policy
Consider the feasibility of Remote Access and Telecommute
Policies for District employees
In Progress Review of policy and consideration of
implementation to occur during
employee benefits evaluation
concurrent with labor negotiations.
A draft policy has been developed and
is currently under review.
Performance
Planning and
Evaluation
Process and
Forms
Develop new Manager, Supervisor, Office and Field staff
process and forms.
In Progress Numerous HR efforts, including key
recruitments and negotiations, have
taken priority over this action item.
Manager/Supervisor forms have been
completed and are currently in use.
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
ADMINISTRATION
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
ATTACHMENT 1
ADMINISTRATION - 2 of 3
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
ADMINISTRATION
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: HUMAN RESOURCES (Cont'd)
Priority 3
Occupational
Risk
Management
Program
Research existing Risk Management Programs (RMP) to
identify best practices; develop and implement an RMP for
District.
In Progress Key recruitments, negotiations, legal
disputes, and staff resignation
impacted the available capacity in
Admin, Legal, and HR for this project.
Staff in Admin, Legal, and HR have
met to identify and define the key
elements of a viable risk management
program.
Training
Database
Work with consultant to add multiple user access, more
reports, and more data fields to database.
In Progress Much of the work for this project is
completed and now in a maintenance
mode. The final enhancement to allow
for multiple user access is more
complex and therefore taking more
time to complete than anticipated.
This work is complete except for the
multiple user access. Expected
completion August 2015
PROGRAM: DISTRICT CLERK SERVICES
Priority 1
Update Board,
Administrative,
and other
District Policies
Update existing District Board and Administrative policies to
reflect current practices, changes to state law, propose new
policies as needed, and convert to a consistent format.
Completed All Board policies have been converted
to the new format. About half of the
existing Administrative policies have
been updated and converted to the
new format. Policy
updates/development is ongoing.
PROGRAM: FINANCIAL MANAGEMENT
Priority 1
Five-Year
Forecast of
District's Capital
Plan
Develop a 5-year capital budget forecast.Completed Staff prepared a 5-Year CIP for
FY2015-16 which the Board reviewed
on February 25, 2015. Due to the
limited usefulness of years 4 and 5 of
the forecast, the Board directed staff to
revert back to the 3-year Forecast.
Annual audit
and single audit
for Mt.
Umunhum (Core
Review and evaluate the District's financial statements in
compliance with regulations.
Completed
ATTACHMENT 1
ADMINISTRATION - 3 of 3
YEAR-END REVIEW OF FY 2014-15 ACTION PLAN KEY PROJECTS:
ADMINISTRATION
Key Project CommentsScope
FY14-15
Project
Scope
Status
Reasons for Delays/Variances
PROGRAM: FINANCIAL MANAGEMENT (Cont'd)
Priority 2
Integrated
Accounting and
Financial
System -
Phase II
1. Evaluate Payroll options and HR module. Depending on
outcome of evaluation, implementation of new modules may
occur in FY2014-15.
2. Develop a consistent Project Accounting account structure
in IAFS to provide accurate expenditure for capital and other
projects.
In Progress
Completed
Delay in implementing HR module due
to need to first complete ADP payroll
migration to cloud-based system; this
first delay pushed schedule out to high
impact time for
HR/recruitments/negotiations, which
took priority over this action item.
Decision was made to continue to
outsource payroll with ADP.
Implementation of the HR module is
scheduled for FY15-16.
Priority 3 - None
PROGRAM: ADMINISTRATIVE SUPPORT
Priority 1
Employee
Compensation
Guiding
Principles
Research public agency compensation principles best
practices, develop draft policy regarding Board philosophy for
employee compensation, and discussions with ABC and the
Board.
Completed
Priority 2
Administrative
Office
Reshingling
Hire contractor to replace the shingles on the Administrative
Office building.
Completed
Priority 3 - None
Midpeninsula Regional Open Space District
Fiscal Year 2014-15
Accomplishments
Attachment 2
Page 2
FISCAL YEAR 2014-15 ACCOMPLISHMENTS
Midpeninsula Regional Open Space District Mission Statement:
To acquire and preserve a regional greenbelt of open space land in perpetuity; protect and restore
the natural environment; and provide opportunities for ecologically sensitive public enjoyment
and education.
ACCESS AND EDUCATION
COMPLETED:
• New extension of the Mindego Hill trail to the top of the prominent Mindego Hill at Russian
Ridge Open Space Preserve (OSP).
• Opening of the Mindego Gateway parking area at Russian Ridge OSP.
• New Ancient Oaks trail extension, which included construction of two bridges and three
puncheons at Russian Ridge OSP.
• New Bald Mountain parking area with 24 vehicles spaces, 4 adjacent roadside spaces,
restroom, and signboards.
• New electronic gate at Mount Umunhum Road north of the Bald Mountain parking area, as
well as replacement of guard rail and installation of speed limit signs.
• Peter’s Creek bridge replacement at Long Ridge OSP, including reuse of the deconstructed
wood.
• Culvert system replacement at Bear Creek OSP with a rocked drainage structure.
• Reroute of a section of the Coyote Ridge trail to avoid an area prone to erosion at Fremont
Older OSP.
• Relocation of an unused 5,000 gallon water tank to the Bear Creek stables site to provide
additional water storage capacity.
• Board approval of the initial 5-year Measure AA Projects List.
• Dedication of the Bo Gimbal trail in honor of this long time District volunteer who built many
trails in the area.
• Recognition of over 500 District volunteers and over 20,000 hours of service at the 2014
Volunteer Recognition Event.
• Multiple volunteer projects and new volunteer recruits, including:
- 82 outdoor service projects with volunteers
- 5 Eagle Scout projects
- 3 park management internships projects
- 2 Girl Scout Gold Award projects
- Over 20 new recruits to assist with community outreach events
- 45 new recruits for volunteer trail patrol for a total of 165 active volunteer trail patrols
- 30 new volunteers as part of the Advanced Resource Management Squad (ARMS),
and doubling of the annual hours of service with a total of 1,370 hours
Attachment 2
Page 3
• More than 3,300 participants in 233 docent-led interpretive activities, including hikes,
mountain bike rides, and canine companion walks with topics such as watersheds, fungi, Anza
expedition, bats, oaks, Ohlone medicine, early morning birding, and many more.
• 30 docent-led request hikes for a variety of groups, including scouts, alumni, church,
environmental non-profits, home school, and colleges with a total of 450 participants.
• Welcomed 2,245 adults and 1,211 children to the Daniels Nature Center, which was open 67
days during the year.
• Spaces & Species field trips to 785 students (3rd-5th grades) at Skyline Ridge Preserve led by
Outdoor Education Leader docents. Out of the 32 classes that participated in the program, 9
classes received funding for transportation assistance.
• Nature discovery education at Los Trancos, Monte Bello, and Windy Hill Preserves in
partnership with Environmental Volunteers, in which an additional 2,200 elementary school
students participated.
• Launched the Walk-with-a-Doc program and hosted two walks with the San Mateo County
Medical Association, which were led by bilingual physician volunteers, expanding Midpen’s
outreach to new preserve visitors.
• Engaged in Bay Area Healthy Parks Healthy People Initiative with “first Saturday of the
month” programs.
• Graduated 20 people in the bi-annual, 12-week training course for Outdoor Activity Docents
to serve as ambassadors to engage the public in a deeper understanding of the area’s natural
environments and land conservation.
• Provided Docents with enrichment trainings on topics that included river otter ecology,
wildlife tracking, climate change, and redwood conservation.
• Entered into a partnership agreement with Latino Outdoors, a non-profit organization
dedicated to building the capacity of environmental groups to work with diverse audiences, to
lead Spanish-language hikes and provide trainings to staff and volunteers.
• Led 2 Spanish-language hikes and two classroom activities for English language learners, all
native speakers of Spanish.
• Hosted the Wingding Family Fest – 4th annual event at Skyline Ridge Preserve in
collaboration with Santa Clara Valley Audubon Society, welcoming approximately 200
participants.
• Organized the second African American History Month Celebration at Ravenswood OSP,
with over 120 guests, including 50 children.
• Participated in 23 community events such as community-wide festivals, employer health and
benefits fairs, nature education events, and conferences organized by cities and towns, non-
profit organizations, and businesses.
• Sponsored and led field trip to Woods Trail for the Biennial California Native Plant Society
Conference.
• Offered educational presentations on a variety of topics, including:
Attachment 2
Page 4
- Presented the District’s grazing program to the UC Cooperative Extension Range
Camp.
- Presented to the National Society for Range Management on the California Certified
Rangeland Manager Program and on management practices for California Rangelands.
- Discussed environmental careers at the Saratoga High School Career Day.
- Provided an overview of the Integrated Pest Management Program to California State
Parks and the Santa Clara County Weed Management Area.
• Ranger enforcement of ordinances through written warnings and citations, and emergency
response, including:
- Over 1000 citations
- 481 written warnings
- 26 bicycle accidents
- 25 medical incidents
- 10 motor vehicle accidents
- 1 fatality
• Promotion of the District’s website, resulting in 961,947 Page Views with 64% of visits from
new visitors to the website, 26% using a mobile device to access the site (52% increase from
prior year), and 11% using a tablet to access the site (19% increase from prior year)
• Increased Facebook followers from 2,275 to 5,250 (131% increase) with 340 Facebook Posts
for 752,944 total impressions.
• Increased Twitter followers from 1,202 to 1,593 (32% increase) with 754 Tweets for 191,066
total impressions.
• Maintained a strong presence in media outlets, including:
- Earned 134 media (print and broadcast) stories, including 9 targeted stories to diverse
audiences, 14 to families and youth, and 23 providing information about Measure AA
- 21 rebroadcasts of District videos
- 28 mentions on Radio and/or TV
MAJOR MILESTONES ACCOMPLISHED:
• Completed the evaluation, design, and permitting for two footbridges across Stevens Creek in
Monte Bello OSP.
• Finalized the Harkins Bridge design and applied for required permits (Purisima Creek OSP).
• Extended the Umunhum trail to the summit by an additional two miles.
• Held two successful public workshops to kickoff the Bear Creek Stable Site Plan project.
• Received permits and constructed the first phase of the Oljon Trail in El Corte de Madera
Creek Open Space Preserve.
• Awarded the Radar Tower Interim Repair Project contract to begin the repair work in April.
• Confirmed the design goals and conceptual design for the Mt. Um Guadalupe Creek Overlook
and Bridges with the Planning and Natural Resources Committee.
• Selected a partner for the Hawthorn Historic Complex to complete site rehabilitation and
restoration work.
Attachment 2
Page 5
• Cleared downed trees and blocked culverts resulting from strong storms in December, 2014.
• Completed preliminary feasibility studies for a trail alignment and parking lot associated with
the Purisima-to-the-Sea Regional Trail Project.
• Coordinated with the City of East Palo Alto on the design and construction of the new Nature
Education Center at Cooley Landing Park.
• Continued work to secure a new San Francisco Public Utilities Commission Bay Trail
Easement to close a critical gap along the Bay Trail alignment north of East Palo Alto.
• Major progress in updating the District’s website platform for ease-of-use, mobile
accessibility and system stability.
PROTECTION AND RESTORATION
COMPLETED:
• Development of the Integrated Pest Management Program with the creation of a Guidance
Manual describing the program and Environmental Impact Report, which were adopted by the
Board on December 10, 2014.
• Partnership with San Mateo County Parks on a bioblitz at Memorial Park in collaboration
with Cal Academy and other organizations.
• Reconstruction of Pond DR05 at Driscoll Ranch, including the removal of nonnative fish to
enhance breeding habitat for California red-legged frog.
• Extension of a US Fish and Wildlife Recovery permit under the U.S. Endangered Species Act
to include all of the La Honda Creek OSP and the Mindego Ranch portion of Russian Ridge
OSP. This permit provides Endangered Species Act compliance for habitat improvement
projects in occupied San Francisco garter snake and California red-legged frog habitat.
• Entered into a Memorandum of Understanding (MOU) with the California Department of Fish
and Wildlife for the recovery of San Francisco garter snake. This permit will allow the
construction, operation, and maintenance of the facilities at the Mindego Ranch area of
Russian Ridge Open Space Preserve.
• Surveys for California red-legged frog at the La Honda Creek OSP. Despite a low water year,
young of the year frogs were observed in one of the recently repaired stock ponds, indicating
breeding success of the frogs at the site.
• Completion of new “duck barn” and duck pond at Deer Hollow Farm.
• Due to the ongoing drought, reduced the number of livestock on all 10,800 acres of land that
are part of the active conservation grazing program.
• Improvements and major repairs in support of conservation grazing:
- New grazing infrastructure around the Red Barn area of La Honda Creek OSP and
began grazing the pasture immediately adjacent to the Red Barn.
- Riparian protection fencing along a La Honda Creek tributary and along the eastern
perimeter of another pasture to resume conservation grazing on three pastures.
- Road and fence improvements, and nearly 26,000 feet of pipe and 23 new water
troughs.
Attachment 2
Page 6
- New rangeland management plans and selection of a conservation grazing tenant to
manage the Apple Orchard and Event Center parcels of La Honda Creek OSP.
- New corral at Mindego Ranch.
- Water system repairs and upgrade at Mindego Ranch, including two 5,000 gallon
water storage tanks, approximately 11,000 linear feet of buried pipe, six concrete
water troughs, and a solar-powered water pump to provide water to the storage tanks.
• Removal of an abandoned water tank from the hilltop of Pulgas Ridge OSP.
• Demolition of more than 25 abandoned and dilapidated structures on six properties and site
restoration to a more natural condition (Sierra Azul, Monte Bello, and La Honda OSPs).
• The publishing of an article about red-bellied newts within Monte Bello OSP by the
University of California, Berkeley scientists using information collected by District staff and
volunteers.
• Removal of an old dump site along Guadalupe Creek and fence installation to prevent future
dumping and protect riparian habitat at Sierra Azul OSP.
• Final phase of a 20 year resource management project to remove non-native eucalyptus trees
at Pulgas Ridge OSP.
MAJOR MILESTONES ACCOMPLISHED:
• Managed year-long air quality monitoring study at Rancho San Antonio OSP to assess
impacts of Lehigh Quarry activities. Provided final report to Board and interested parties and
presented the results of the study to Rancho San Antonio neighbors and Cupertino residents.
• Issued a Request for Proposals and selected consultants to assist with the cleanup of the
Mindego ranch corral.
• Worked with the National Marine Fisheries Service to conduct a survey of Permanente Creek
within Rancho San Antonio to assess habitat for steelhead trout. This survey will support
Santa Clara Valley Water District’s desire to evaluate the concrete diversion channel between
Stevens Creek and Permanente Creek for modifications that would improve fish passage up
into Rancho San Antonio, as well as Lehigh Southwest Cement’s commitment to restore
approximately 3.5 miles of the creek.
• Annual watering and weeding of native plants around the new staging area and
commemorative decks at the Mindego Gateway Staging area.
• Removal of yellow star thistle from the Native American bulb garden at the Mindego
Gateway and surrounding area by volunteers.
• Purple star thistle invasive plant control around Mindego Lake and Big Spring.
• Prepared scope/bid documents for demolition and site restoration of the former Lobner
property, which includes removing five cabins & site restoration.
• Contracted with the San Mateo County Resource Conservation District to treat slender false
brome (SFB) on neighboring properties to Thornewood OSP as well as other surrounding
private parcels. Field staff, contractors, and volunteers continued to treat SFB in District
preserves.
Attachment 2
Page 7
• Partnered with U.S. Geological Survey to complete the first year of a multiyear study to
determine population size of San Francisco Garter Snake in Mindego Ranch at Russian Ridge
OSP.
• Continued Sudden Oak Death research partnership and preventive treatment for the 10th year,
with matching funding from the US Forest Service.
• Received permits for La Honda Creek Watershed Protection Plan project, funded in part
through a grant from the Fisheries Restoration Grant Program administered by the California
Department of Fish and Wildlife.
• Continued research partnerships through the Resource Management Grants Program with
regional universities and organizations to conduct research on natural and cultural resources
on District preserves.
• Drafted the Initial Study/Proposed Mitigated Negative Declaration (IS/MND) for the Hendrys
Creek Restoration Project and continued work on developing a Long-Term Management Plan
(LTMP) and Conservation Easement (CE) for the property in partnership with the Santa Clara
Valley Water District.
• Annual surveys of deer populations on District preserves.
• Monitoring of grassland communities at Russian Ridge OSP.
• Continued to identify, map, manage, and protect District water rights.
• Began environmental analysis for the removal of more than 12 abandoned cars at Long Ridge
OSP.
• Continued assistance to state and county agencies in efforts to eradicate marijuana grows to
enhance public safety and protect water quality in the preserves.
• Worked with Peninsula Open Space Trust to administer resource protection projects at the
Apple Orchard and Event Center properties, which included riparian fencing, grading and
rocking access roads, and spring development.
• Assessed a riparian easement along San Gregorio Creek.
ACQUISITION AND PRESERVATION
COMPLETED
• Purchase, exchange, or partnership with other conservation agencies to protect 521 acres of
open space lands with $740,000 in partnership funds and a $362,500 gift of land, including:
- Purchased the 60 acre Lysons property securing the land needed for the Stevens Creek
regional trail.
- Purchased a conservation easement over the 353 acre Peninsula Open Space Trust
(POST) property as a potential future addition to San Mateo County’s Pescadero
Creek Park Complex.
- Purchased the 40.2 acre Riggs property, helping protect the Lobitos Creek Watershed,
which provides spawning habitat for Coho Salmon and Steelhead.
- Purchased the 40 acre Burton/Robinson property. Entered into a license with
Robinson to clean up vehicles, equipment, horses, personal property and debris.
Attachment 2
Page 8
- Redwood Park Gifts – Two gifts of Redwood Park parcels totaling 0.17 acre addition
to Purisima Creek Redwoods OSP.
- For the 117 acre Hendrys Creek Property, the 4th Draft of Conservation Easement and
Long Term Management Plan with SCVWD was sent to permitting agencies for
review. Prepared an Initial Study/Mitigated Negative Declaration for release in April.
• Property exchange with Ridge Vineyards to protect scenic Monte Bello ridgeline, preserve
public recreation and a wildlife corridor, provide for compatible vineyard planting and resolve
historic encroachment, resulting in net increase of 25.28 acres of protected land.
• Negotiation with Lehigh Quarry to convey the following property rights to the District:
- A new trail easement covering 3.2 acres and a widening of the existing Quarry trail
easement from 20 to 200 feet.
- Receipt of two rights of first offer and first refusal on a 210 acre and 55 acre parcel
buffering Rancho San Antonio OSP.
• Recorded an easement and quitclaim deeds to protect District water rights as part of
Settlement Agreements.
• Resolution of a private party vehicle storage encroachment at El Corte de Madera OSP.
MAJOR MILESTONES ACCOMPLISHED:
• Continued progress on obtaining potential access easements along Mt. Umunhum Road,
including:
- Discussions with affected property owners
- Surveys to identify extend of roadway improvements
- Options to address site security
• Prepared maps and legal descriptions for lot line adjustment application to San Mateo County
to provide for transfer of the 250 acre Purisima Uplands (Giusti) property, which will
complete the Purisima-to-the-Sea Trail corridor from Bald Knob to Verde Road.
• Resource surveys for the proposed purchase of the Hendry’s Creek property.
• Development of a Preliminary Use and Management Plan for the Driscoll Event Center and
Apple Orchard properties, to accompany a Lease and Management Agreement with POST.
• Worked with Santa Clara County Code Enforcement and Planning to evaluate a third party
landfill encroachment on District lands and its potential impacts to the Stevens creek drainage.
• Identification of eight (8) proposed Priority Conservation Areas (PCAs) in San Mateo County
and nine (9) in Santa Clara County for potential inclusion in the Association of Bay Area
Governments’ PCA nomination process.
GENERAL/MIDPEN-WIDE SUPPORT OF MISSION
• Responses to multiple public inquiries, media interviews, and requests for transmittals of
District information regarding the District’s $300 Million General Obligation Bond measure
that was part of the June 3, 2014 ballot. The District is happy to report successful passage of
the General Obligation Bond by a 67.8% super majority of the voters.
Attachment 2
Page 9
• 2014-15 Update to the Strategic Plan, which serves to guide the development of the annual
Action Plan and Budget.
• Preparation of the FY2015-16 Action Plan and Budget, which includes 157 Key Projects.
• Initiation of the Financial and Operational Sustainability Model Study to evaluate existing
District workflow processes, staff capacity, and organizational structure, and identify options
to accelerate completion of high priority projects while continuing to carry out the daily on-
going business in a financially prudent and sustainable manner.
• Numerous employee trainings to enhance organizational efficiency, employee safety, and
leadership skills, including:
- Water truck training focused on drafting, driving, and water delivery skills
- Aerial lift truck use
- Wildland fire refresher
- Harassment Prevention
- Fair and Impartial Policing
- Participation of three employees in the Santa Clara County Leadership Academy
• Development of cost estimates and preparation of project scopes and timelines for
implementing the projects funded through the successful passage of Measure AA.
• Presentations to 17 city and town council meetings, non-profit organizations, industry
associations, and schools, including 6 presentations for youth audiences.
• Successful recruitments and hirings for several new positions and numerous vacancies.
• Creation of a Memorial Inventory that includes a full inventory of all preserves.
• Board approval of the Volunteer Memorial Program Plan.
• Repairs and improvements to staff facilities, including:
- Replacement of the Heating, Ventilation and Air Conditioning system (HVAC) and
development of conceptual designs for a heavy equipment shelter and shop awning at
the Skyline Field Office
- Roof replacement and HVAC repairs and recalibration at the Administrative Office
- Installation of outdoor motion-sensor lights at the Administrative Office to increase
building security and employee safety
• Database and systems improvements, including:
- Renovations to the Training database
- Upgrades to the Citations/Incidents database and the Permits database to better
respond to information requests
• Refunded the 2004 Bonds, resulting in a savings of $7.3 million.
• New cloud payroll system upgrade to provide real-time processing, improved reports, and
improved user interface.
• New guidelines and systems to assist with Measure AA project tracking, including:
- Project Management and Construction labor tracking spreadsheets
- Revised Capitalization thresholds to better align with best practices
- New project account structure to improve project cost tracking
Attachment 2
Page 10
- New Capital Projects Fund to facilitate implementation of the new capitalization
thresholds.
• Further streamlined the Midyear Action Plan and Budget process, reducing administrative
workload while still providing thorough information to the Board.
• Developed a new public-friendly format to present the FY2015-16 Budget, which includes the
3-Year Capital Improvement Plan, department budget sections, and District overview.
• Presentation of the FY2013-14 Year-End Review and Annual Audit.
• Comprehensive review and updates of 10 separate Administrative Policies.
• Board adoption of an Employee Compensation Guiding Principles Policy.
• Preparation of the District’s Vision Plan document and Conservation Atlas.
• Major improvements to the District’s Geographic Information Systems, including:
- Revisions to the Special Status Species mapping information
- New custom watershed layer with accurate boundaries
• Wayfinding data updates, including:
- Google Maps driving directions on District’s website
- Updates to 19 signboard maps
- Patrol Map Book Update
- Digital Wall Map Update
• Board approval of a new Construction & Demolition Waste Stream Diversion Policy to set
recycling and waste diversion guidelines for future District projects.
• Coordination and hosting of two employee events, a staff appreciation event at Mt. Umunhum
and a staff recognition event.
AWARDS/GRANTS/RECOGNITION
• California Fisheries Restoration Grant for road improvements and sediment reduction projects
in the Driscoll Ranch Area of La Honda Creek OSP.
• Received the Exceptional Public Outreach & Advocacy Award for a large district by the
California Special Districts Association (CSDA) for the Vision Plan Project.
• Named a finalist in PR News’ Nonprofit PR Awards in the category of Public Affairs / Issues
Management for the Vision Plan Project.
• In partnership with the San Mateo County Resource Conservation District, received a grant to
restore in-stream habitat for steelhead and Coho salmon within San Gregorio Creek at La
Honda Creek OSP.
• Submitted grant reimbursement requests for work related to the El Corte de Madera Creek
staging area and Phase I trail construction.
• Selection of the District’s Vision Plan Top 25 Story Board (Map Tour) to showcase at the
ESRI Redlands company’s gallery.
Attachment 2
R-15-82
Meeting 15-14
May 27, 2015
AGENDA ITEM 8
AGENDA ITEM
Acceptance of the Financial and Operational Sustainability Model Study Final Report
GENERAL MANAGER’S RECOMMENDATION
Accept the Financial and Operational Sustainability Model Study Final Report prepared by
Management Partners.
SUMMARY
The Financial and Operational Sustainability Model (FOSM) Study began in August 2014
following a competitive consultant selection process and the Board’s authorization of a contract
with Management Partners. The purpose of the FOSM Study is to strategically evaluate the
District’s workflow processes, staff capacity, and organizational structure and identify options to
accelerate completion of high priority projects while continuing to carry out the daily on-going
business of the District in a financially prudent and sustainable manner. This study was
implemented at a critical time in the District’s history, following completion of the Vision Plan
and the successful passage by the voters of Measure AA to fund priority Vision Plan capital
projects.
At a Study Session on March 25, 2015, Management Partners updated the Board about the
FOSM Study final recommendations and confirmed the short- and long-term financial
sustainability of these recommendations. As part of the FY2015-16 Budget and Action Plan
adoption that night, the Board approved several high-priority new positions recommended by the
FOSM Study to begin the organizational restructuring, as well as specific near-term FOSM
implementation tasks. Management Partners has now completed the FOSM Study Final Report,
memorializing the study scope, process, conclusions and implementation recommendations in a
thorough report that will help guide the District’s growth and transformation for years to come.
The General Manager recommends Board acceptance of Management Partners’ final report.
DISCUSSION
The FOSM Study Report Executive Summary is provided as Attachment 1. The full study
report, which is nearly 100 pages long, was provided to Board members electronically, and is
available electronically through the District’s website. The FOSM Study is the most
comprehensive District-wide organizational study that has been conducted in the District’s 43
year history.
R-15-82 Page 2
The study began with an organizational scan and research phase, which included extensive
review of District information, benchmark surveying of peer agencies, other best practices
research, interviews and focus groups with District employees and work teams, and a
comprehensive tour of District preserves and key projects. Management Partners provided an
update to the Board of Directors on November 12, 2014, about the themes that emerged from this
initial phase of work. The study then entered its analysis and model development phase. On
January 28, 2015, Management Partners updated the Board of Directors on this phase, including
discussion of guiding principles to frame organization structure options and progress on the
development of organizational structure options. The final phase of the study was to refine the
recommended organizational structure and apply the fiscal model to confirm short- and long-
term financial sustainability. Management Partners presented the final FOSM Study
recommendations and confirmed the financial sustainability of the recommendations at a study
session with the Board on March 25, 2015.
During the course of the FOSM Study, in addition to the three presentations to the Board of
Directors summarized above, numerous written updates were provided to all employees. In
addition, during the critical analysis phase, the General Manager recommended and the Board
approved on February 25, 2015, a scope and schedule extension for the study to allow additional
engagement with District staff required to carefully develop the final recommendations. The
additional time and resources allowed more review and input from District management,
additional briefings from Management Partners to the Department Managers team, as well as two
meetings for all employees that were held on March 25, 2015, before the study session with the
Board of Directors.
The FOSM Study Report discusses in detail the study methodology, the changing environment of
the District, operational sustainability challenges and opportunities across all core business
functions, guiding principles and strategic objectives to be applied to the organization structure
options, financial sustainability of the recommended option, and a road map to implementation.
Numerous FOSM implementation steps have already begun following Board approval of a
master implementation contract with Management Partners and FY2015-16 Action Plan and
Budget approvals.
FISCAL IMPACT
The cost to complete the FOSM study is a not-to-exceed amount of $128,675, which includes the
initial project proposal amount of $107,900, a ten percent contingency amount of $10,790, and
an amendment of $9,985 (R-15-34) which was adopted by the Board at its February 25, 2015
regular meeting.
BOARD COMMITTEE REVIEW
This study was included in the FY2014-15 Action Plan and Budget, which was reviewed by the
Action Plan and Budget Committee and recommended to the full Board in late February, 2014.
Due to the magnitude and importance of this study, full Board input was sought at several key
milestones during the study.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-15-82 Page 3
CEQA COMPLIANCE
This item is not a project subject to the California Environmental Quality Act.
NEXT STEPS
Following the Board’s acceptance of the FOSM Study Report, the General Manager’s Office will
continue its focus on implementing priority steps of the FOSM, including critical position
recruitments, reorganization transition plans, and other focused studies.
Attachments
1. FOSM Study Report Executive Summary
Responsible Department Head:
Steve Abbors, General Manager
Prepared by:
Kevin S. Woodhouse, Assistant General Manager
May 2015
Midpeninsula Regional Open Space District
Financial and Operational Sustainability Model
Attachment 1
1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM
2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191
3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191
May 22, 2015
Mr. Steve Abbors
General Manager
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, CA 94022
Dear Mr. Abbors:
Management Partners is pleased to provide this report of Financial and Operational
Sustainability Model (FOSM) study. This report is the culmination of work completed over the
past nine months and reflects extensive learning, research and analysis, application of best
practices, and importantly, collaboration with the District to develop a preferred organization
structure that aligns functional responsibilities in a manner that supports the District’s mission
and Vision for the future. The analysis and recommendations contained in this report have been
reviewed with staff and were presented to the Board over the course of three public study
sessions (November, 2014 and January and March 2015).
We appreciate your collaboration and the collaboration of other individuals in the District
throughout this engagement. Each person’s candor, energy and ideas for improvement were
helpful as we carried out this important work.
To assist with implementation, we are providing an Implementation Action Plan under separate
cover. The plan will identify key steps needed to complete each recommendation, the
individual who will be responsible, the estimated task time for completion as well as the
suggested priority (short‐, medium‐ or long‐term). Nancy Hetrick and other members of the
Management Partners team remain available and committed to working with you and your
team as the District moves into the implementation phase of FOSM.
Sincerely,
Gerald E. Newfarmer
President and CEO
Attachment 1
Financial and Operational Sustainability Model
Table of Contents Management Partners
i
Table of Contents
Executive Summary .................................................................................................................................. 1
Structure of the Report .................................................................................................................... 3
Key Recommendations .................................................................................................................... 5
Methodology .............................................................................................................................................. 7
The Changing Environment of the District ....................................................................................... 10
Developing a Strategic Plan .......................................................................................................... 10
Developing a Vision Plan and Presenting Measure AA to Voters .......................................... 11
The Challenge of Measure AA Funding ..................................................................................... 11
Operating with Greater Public Visibility .................................................................................... 13
Introducing the FOSM ................................................................................................................... 14
Sustainability Challenges and Opportunities ................................................................................... 15
Defining Sustainability .................................................................................................................. 15
Project Planning and Delivery ...................................................................................................... 15
Increased Pressure to Deliver Projects on Time and On Budget.............................................. 16
Establishing Clear Priorities for Staff ....................................................................................... 17
A New Project Delivery Approach ........................................................................................... 18
Project Management Systems and Tools .................................................................................. 21
Increasing Staff Capacity through Contractors ........................................................................ 23
Building a Dependable Engineering/Construction Management Function............................. 24
Cultivating Collaboration and Partnerships ............................................................................ 24
Land and Property Acquisition .................................................................................................... 25
Operations ....................................................................................................................................... 27
District Growth Over the Last Ten Years ................................................................................ 27
Determining Operational Staffing Needs ................................................................................. 29
Modernizing How Workload is Managed ................................................................................. 35
Operations Staff Deployment ................................................................................................... 36
Ranger Deployment .................................................................................................................. 38
Natural Resources Support to the District ............................................................................... 39
Field Office Challenges ............................................................................................................. 40
Attachment 1
Financial and Operational Sustainability Model
Table of Contents Management Partners
ii
Planning for Facilities to Meet Operations Staff Expansion .................................................... 40
Management Support and Systems ............................................................................................. 41
Peer Comparison ....................................................................................................................... 42
Financial Management ............................................................................................................. 43
Purchasing ................................................................................................................................ 45
Information Technology and Systems....................................................................................... 46
Human Resources ..................................................................................................................... 49
Facility Management ................................................................................................................ 50
Document Management ........................................................................................................... 51
General Manager’s Office ......................................................................................................... 51
General Counsel’s Office ........................................................................................................... 53
Building the Sustainable Organization Structure ............................................................................ 55
Guiding Principles ......................................................................................................................... 55
Organizational Design Strategic Objectives ............................................................................... 56
Organization Structure Options ................................................................................................... 56
Option 1 – Parallel Organization for Measure AA .................................................................. 58
Option 2 – Matrix Organization .............................................................................................. 59
Option 3 – Integrated Core Business Model ............................................................................. 61
Staffing Projections ........................................................................................................................ 65
Projections Methodology .......................................................................................................... 66
Projections ................................................................................................................................ 68
Financial Sustainability ......................................................................................................................... 71
Midpeninsula’s Fiscal Model ........................................................................................................ 71
Model Stress Testing ...................................................................................................................... 73
Risk Factors ..................................................................................................................................... 74
Road Map to Implementation ............................................................................................................... 75
Change Management Strategy ..................................................................................................... 75
Planning ................................................................................................................................... 76
Defined Governance .................................................................................................................. 76
Committed Leadership .............................................................................................................. 77
Informed Stakeholders ............................................................................................................... 77
Aligned Workforce .................................................................................................................... 78
Phasing: How do we get started with these changes? ............................................................... 78
Conclusion ................................................................................................................................................ 80
Attachment A – List of Recommendations ......................................................................................... 82
Attachment 1
Financial and Operational Sustainability Model
Table of Contents Management Partners
iii
Tables
Acres of Owned and Managed Lands ............................................................................. 31
Peer Comparison of Ranger Staffing Levels and Responsibilities ............................ 32
Internal Support Staffing Among Peer Organizations ................................................ 43
Business Lines and Corresponding Departments ......................................................... 65
Workload Data Used for Scaling Ratios.......................................................................... 67
Staffing Model Projected Staffing Increases by Business Line ................................. 69
Summary of Key Assumptions of the Fiscal Model ..................................................... 72
Figures
Figure 1. Current and Projected Workload ...................................................................................... 12
Figure 2. Projected Cumulative Capital Expenditure with and without Measure AA ........... 13
Figure 3. Annual Capital Expenditure Projection for the District .............................................. 17
Figure 4. Cumulative Projected Capital Expenditures with and without Measure AA ......... 17
Figure 5. Ten‐year History of District Acreage by Type ............................................................... 28
Figure 6. Ten‐Year History of Operations Staffing Levels ........................................................... 28
Figure 7. Acres of District Land per Operations FTE .................................................................... 29
Figure 8. Miles of District Trails per Operations FTE ................................................................... 30
Figure 9. Percentage of Publically Accessible Land ...................................................................... 31
Figure 10. East Bay Regional Park District Pipeline Program ....................................................... 34
Figure 11. Maintenance Crew Hours by Responsibility Type for FY 2013‐14 ............................ 37
Figure 12. Parallel Measure AA Structure ......................................................................................... 59
Figure 13. Matrix Measure AA Structure ........................................................................................... 61
Figure 14. Integrated Core Service Structure .................................................................................... 62
Figure 15. Planning and Project Delivery .......................................................................................... 63
Figure 16. Operations and Visitor Services ....................................................................................... 63
Figure 17. Finance and Administrative Support .............................................................................. 64
Figure 18. Office of the General Manager ......................................................................................... 64
Figure 19. Applied Scaling Criteria by Department ........................................................................ 66
Figure 20. Projected Staffing by Business Line ................................................................................ 69
Figure 21. Operational Expenses as Percentage of Tax Revenue .................................................. 73
Figure 22. Operational Expenses as Percentage of Tax Revenue With One Great
Recession ............................................................................................................................... 74
Attachment 1
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
1
Executive Summary
In 2014, the Midpeninsula Regional Open Space District (District)
adopted an ambitious 30 year Vision Plan based on extensive constituent
engagement and secured broad public support to implement the plan
with the passing of Measure AA. The initiative brings $300 million in
bond capacity to implement the plan’s elements. To support the District’s
commitment to connect the public with an additional 47,000 acres of
preserve land and over 180 new miles of trails, and position the agency to
develop additional facilities to open new preserve areas for public
enjoyment, the agency chose to evaluate its structure, capacity, and
financial readiness. This has come to be referred to as the FOSM
(Financial and Operational Sustainability Model).
The growth in size, scale and impact of the District is significant. Every
dimension of District work must scale up in order to keep pace with
Vision Plan goals and the obligations that come with issuance of bonds.
Significant change is anticipated with the implementation of the Vision
Plan and this requires strategic thinking and thoughtful implementation.
The Financial and Operational Sustainability Model is a proactive effort
to address the changing demands on the organization. It is
unprecedented work that requires commitment, careful pacing, and a
deliberate change management process. Through FOSM the District is
committing to a strategic approach to planning for the future that:
Anticipates change
Is action‐oriented
Is necessarily dynamic and interactive
Provides a framework that is scalable
Allows for sustainable staffing in the short and long term
Three Sustainability Challenges
The Measure AA success provides additional revenue to the District for
capital projects that will increase public access to preserve land, enhance
habitat restoration, and increase the acreage of protected open space
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
2
lands. It represents a major infusion of resources to support the District’s
mission, and the District will be challenged to accomplish more work
than it ever has. In the private sector, one might compare the District to a
“start‐up” company which has just secured venture capital funding. The
challenge for the organization is now to execute and grow its capabilities
to perform in an effective and efficient manner. The themes that emerged
during extensive interviews parallel the issues that “start‐ups” face with a
rapid increase in service demand. To meet the pace of unprecedented
growth, the District must solve three sustainability challenges:
1. Develop business and management information systems (i.e.,
maintenance, client, and project management systems);
2. Address the expectations and project demands created by the
success of Measure AA (i.e., tripling capital and acquisition
spending); and,
3. Gradually transform the District’s primary focus from acquisition
to new long‐term operational responsibilities.
High‐performing organizations share certain structure characteristics.
They are designed around outcomes, not individual specialties, and
reflect how the team is expected to work together. Such organizations are
structured with a clear chain of command but have an expectation of
horizontal teamwork to achieve desired outcomes. Finally, they create
boundary‐crossing partnerships that encourage collaboration.
Through the lens of these effective organization concepts, Management
Partners developed a set of guiding principles unique to Midpeninsula
that provide a framework for organization alternatives. The guiding
principles reflect the unique challenges and opportunities facing the
organization and serve to guide and inform the implementation of FOSM
changes.
The recommendations contained in this report inform, reflect, and
accompany the change that has already begun at Midpeninsula. FOSM
requires a new way of doing business, including greater accountability,
investment in systems and tools, and a reporting structure that benefits
from clear lines of responsibility and functional alignment. At the same
time, FOSM maintains the existing culture of passion and teamwork and
is firmly grounded in the organizational values that make the District
special.
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
3
Structure of the Report
This reports reflects the results of seven months of collaborative work. In
the first section, Management Partners reviews the methodology used.
The process began with extensive outreach and engagement with staff.
This collaborative and iterative approach continued throughout as
observations were made and recommendations developed.
Next, we present the drivers of Midpeninisula’s changing environment.
Reflecting on these drivers provides context to the review of
organizational challenges and opportunities that follow.
In the Changing Environment section of this report we observe that as a
result of Vision Plan implementation, the District can plan to transition
over the course of the next few decades from an organization largely
focused on land acquisition to one focused on project delivery, and then
to one focused on operations and maintenance. Each step along this
continuum will require staffing adjustments and organizational change
and development. Short‐term efforts to prepare for Vision Plan
implementation will largely be focused on staffing to ensure that project
delivery can be carried out with efficiency. And to ensure that policies are
developed so that operations and maintenance functions are being
appropriately built up as preserves are opened to the public and more
land is acquired, while also addressing current workload needs.
In the short term, implementation will require the District to focus more
heavily on capital improvement project delivery as it works to make more
lands publically accessible by constructing staging areas and trails. This
transition will put immediate strain on the organization’s planning,
construction, and project delivery functions, which will likely require
immediate support. Making District lands publically accessible will also
create long‐term effects on visitor and field services which must be
hat will be required, and the individuals responsible for ensuring
n time” staff increases and insufficient capacity to manage an increasing
workload.
Following the Changing Environment, Management Partners reports on
the sustainability challenges and opportunities facing Midpeninsula. This
section of the report is organized by service area in the following manner:
Planning and project delivery
Land and property acquisition
Operations
Management support and systems
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
4
Each section contains observations based on qualitative input and data
analysis and includes corresponding recommendations. The observations
have been reviewed with staff at all levels and presented to the Board in
earlier study sessions. The complete set of FOSM recommendations are
presented as Attachment A.
First and foremost, achievement of the Vision Plan and the obligations of
Measure AA put significant pressure to deliver projects as well as
additional expectations for transparency on the District. As a result of
Measure AA, the District will have to more regularly report how much
money has been spent and what tasks have been completed for the
various key projects. This expectation will require a significant
investment in business and management systems used to track projects
and their corresponding costs, as well as an investment in the staff
necessary to develop, implement, and monitor these systems. Setting up
and implementing these systems should be considered the first and
foremost priority to prepare for the full implementation of Measure AA.
The facilities that house the District’s headquarters along with the Skyline
and Foothills field offices are essentially at capacity. The District has been
waiting for the results of this FOSM study to inform the development of a
facilities plan that will lay out how District facilities will expand or be
reconfigured to allow for a robust staffing augmentation that will be
required as a result of Measure AA planning and implementation.
There is a tension within the organization between the need to focus on
program and project delivery and ongoing operations to sustain existing
and future infrastructure. This needs to be managed proactively.
Gradually adding operations staff and addressing the systems and facility
deficits in the near term, and creating a project delivery process that
systematically considers operational impacts early in the process, will
help alleviate this tension.
Supporting employees with the significant organization changes in
mission and structure will be as important as getting project delivery
right. Thinking about and creating a strategy to supply employees with
the resources they need to do the work, regular communication regarding
the agency’s changes, successes and lessons learned as well as regularly
celebrating milestones, will allow the agency to deliver results and
maintain the momentum over the long term. Due to the 30‐year time
horizon of the Vision Plan, the agency will continue to evolve and shift to
respond to the changing needs. To sustain the work necessary to connect
the public to open space areas and improve access to lands, succession
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
5
planning will play a key role in building the agency’s capacity to meet
these ongoing commitments to citizens.
Key Recommendations
The recommendations presented in this report will begin a process of
organizational change that will fundamentally alter the operating
environment within the District. More specifically, the funding attached
to Measure AA and the implementation of the Vision Plan will prompt:
A balanced organizational focus on public access and education,
restoration, and continuing acquisition of land
Greater attention to visitor services and customer engagement
Focus on project delivery and greater pressure to complete
projects on time and under budget
Stronger commitment to transparency in efforts to report Measure
AA funding usage
Scaled up operation with significantly more employees and more
contracts to manage
Structural reorganization of district functions
Management Partners developed guiding principles in conjunction with
Midpeninsula’s Executive Team to inform the evaluation of various
organization models. These principles and the model options that were
explored are contained in the report section that follows the sustainability
challenges and opportunities: Building a Sustainable Organization
Structure. Management Partners’ analysis of three structure options
resulted in a preferred model referred to as the Integrate Core Services
Model. The model has been reviewed with staff at all levels and received
Board input during its January 28 study session. Key components of this
model include:
Alignment of finance and administrative services within a single
department under the leadership of a CFO/Administrative
Services Director
Centralization of information systems and technology under an
IST manager that reports to the CFO
Formation of an Engineering and Construction department that
together with Planning and Real Property reports to a single
Assistant General Manager
Splitting of the Operations department into two to address greater
demand for visitor services, growth, and increases in District
assets that require regular, ongoing maintenance
Attachment 1
Financial and Operational Sustainability Model
Executive Summary Management Partners
6
Alignment of the new Visitor Services and Land and Facilities
departments with the Natural Resources department under a
single Assistant General Manager
Moving of the Public Affairs team to the General Manager’s office
to leverage the capacity and resources it provides District‐wide
Also as part of the Building a Sustainable Organization Structure section,
Management Partners offers staffing projections by major service area.
These are based on criteria established using data obtained from the
District and current workload ratios. The projections demonstrate
anticipated growth in the near term (next five years) and long‐term (30
years). Management Partners recommends the District periodically and
systematically re‐evaluate these projections over time. The Board will
have an opportunity to assess organizational staffing needs through
annual budget requests made by the General Manager.
In light of the staffing projections, Management Partners conducted a
stress test of the District’s robust fiscal model to determine the
reasonableness of its assumptions and the ability for the organization to
increase staff at the rate that is projected. Based on the stress test and the
conservative nature of the assumptions built into the model, Management
Partners concluded the District is well‐positioned to fund its anticipated
growth.
The changes proposed through FOSM will not happen easily and must
take time. The FOSM report contains 60 recommendations. Just as the
process to identify these recommendations was thoughtful, engaging, and
evolutionary, so must the implementation process be deliberate, adaptive,
and paced to reflect and adjust to the changing environment. The Road
Map for Implementation provides a framework for moving forward. In
addition, the District ‐ with Management Partners’ support ‐ will develop
implementation plans that detail the steps that must be taken, the
resources that will be required, and the individuals responsible for
ensuring successful completion.
Management Partners looks forward to continuing to support
Midpeninsula on its inspired journey. This is a time of great opportunity.
The organization is filled with smart, capable, and committed people who
believe in the work they do and with the right tools and support will
carry Midpeninsula successfully into the future.
Attachment 1
May 2015
Midpeninsula Regional Open Space District
Financial and Operational Sustainability Model
May 22, 2015
Mr. Steve Abbors
General Manager
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, CA 94022
Dear Mr. Abbors:
Management Partners is pleased to provide this report of Financial and Operational
Sustainability Model (FOSM) study. This report is the culmination of work completed over the
past nine months and reflects extensive learning, research and analysis, application of best
practices, and importantly, collaboration with the District to develop a preferred organization
structure that aligns functional responsibilities in a manner that supports the District’s mission
and Vision for the future. The analysis and recommendations contained in this report have been
reviewed with staff and were presented to the Board over the course of three public study
sessions (November, 2014 and January and March 2015).
We appreciate your collaboration and the collaboration of other individuals in the District
throughout this engagement. Each person’s candor, energy and ideas for improvement were
helpful as we carried out this important work.
To assist with implementation, we are providing an Implementation Action Plan under separate
cover. The plan will identify key steps needed to complete each recommendation, the
individual who will be responsible, the estimated task time for completion as well as the
suggested priority (short-, medium- or long-term). Nancy Hetrick and other members of the
Management Partners team remain available and committed to working with you and your
team as the District moves into the implementation phase of FOSM.
Sincerely,
Gerald E. Newfarmer
President and CEO
1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM
2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191
3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • 949 222 1082 • FAX 408 453 6191
Financial and Operational Sustainability Model
Table of Contents Management Partners
Table of Contents
Executive Summary .................................................................................................................................. 1
Three Sustainability Challenges ..................................................................................................... 1
Structure of the Report .................................................................................................................... 3
Key Recommendations .................................................................................................................... 5
Methodology .............................................................................................................................................. 7
The Changing Environment of the District ....................................................................................... 10
Developing a Strategic Plan .......................................................................................................... 10
Developing a Vision Plan and Presenting Measure AA to Voters .......................................... 11
The Challenge of Measure AA Funding ..................................................................................... 11
Operating with Greater Public Visibility .................................................................................... 13
Introducing the FOSM ................................................................................................................... 14
Sustainability Challenges and Opportunities ................................................................................... 15
Defining Sustainability .................................................................................................................. 15
Project Planning and Delivery ...................................................................................................... 15
Increased Pressure to Deliver Projects on Time and On Budget ............................................. 16
Establishing Clear Priorities for Staff ....................................................................................... 17
A New Project Delivery Approach ........................................................................................... 18
Project Management Systems and Tools .................................................................................. 21
Increasing Staff Capacity through Contractors ........................................................................ 23
Building a Dependable Engineering/Construction Management Function ............................ 24
Cultivating Collaboration and Partnerships ............................................................................ 24
Land and Property Acquisition .................................................................................................... 25
Operations ....................................................................................................................................... 27
District Growth Over the Last Ten Years ................................................................................ 27
Determining Operational Staffing Needs ................................................................................. 29
Modernizing How Workload is Managed................................................................................. 35
Operations Staff Deployment ................................................................................................... 36
Ranger Deployment .................................................................................................................. 38
Natural Resources Support to the District ............................................................................... 39
i
Financial and Operational Sustainability Model
Table of Contents Management Partners
Field Office Challenges ............................................................................................................. 40
Planning for Facilities to Meet Operations Staff Expansion .................................................... 40
Management Support and Systems ............................................................................................. 41
Peer Comparison ....................................................................................................................... 42
Financial Management ............................................................................................................. 43
Purchasing ................................................................................................................................ 45
Information Technology and Systems....................................................................................... 46
Human Resources ..................................................................................................................... 49
Facility Management ................................................................................................................ 50
Document Management ........................................................................................................... 51
General Manager’s Office ......................................................................................................... 51
Office of the General Counsel ................................................................................................... 53
Building the Sustainable Organization Structure ............................................................................ 55
Guiding Principles ......................................................................................................................... 55
Organizational Design Strategic Objectives ............................................................................... 56
Organization Structure Options ................................................................................................... 56
Option 1 – Parallel Organization for Measure AA .................................................................. 58
Option 2 – Matrix Organization .............................................................................................. 59
Option 3 – Integrated Core Business Model............................................................................. 61
Staffing Projections......................................................................................................................... 65
Projections Methodology .......................................................................................................... 66
Projections ................................................................................................................................ 68
Financial Sustainability ......................................................................................................................... 71
Midpeninsula’s Fiscal Model ........................................................................................................ 71
Model Stress Testing ...................................................................................................................... 73
Risk Factors ..................................................................................................................................... 74
Road Map to Implementation ............................................................................................................... 75
Change Management Strategy ..................................................................................................... 75
Planning ................................................................................................................................... 76
Defined Governance .................................................................................................................. 76
Committed Leadership .............................................................................................................. 77
Informed Stakeholders ............................................................................................................... 77
Aligned Workforce .................................................................................................................... 78
Phasing: How do we get started with these changes? ............................................................... 78
Conclusion ................................................................................................................................................ 80
Attachment A – List of Recommendations ......................................................................................... 82
ii
Financial and Operational Sustainability Model
Table of Contents Management Partners
Tables
Acres of Owned and Managed Lands ............................................................................. 31
Peer Comparison of Ranger Staffing Levels and Responsibilities ............................ 32
Internal Support Staffing Among Peer Organizations ................................................ 43
Business Lines and Corresponding Departments ......................................................... 65
Workload Data Used for Scaling Ratios.......................................................................... 67
Staffing Model Projected Staffing Increases by Business Line ................................. 69
Summary of Key Assumptions of the Fiscal Model ..................................................... 72
Figures
Figure 1. Current and Projected Workload ...................................................................................... 12
Figure 2. Projected Cumulative Capital Expenditure with and without Measure AA ........... 13
Figure 3. Annual Capital Expenditure Projection for the District .............................................. 17
Figure 4. Cumulative Projected Capital Expenditures with and without Measure AA ......... 17
Figure 5. Ten-year History of District Acreage by Type ............................................................... 28
Figure 6. Ten-Year History of Operations Staffing Levels ........................................................... 28
Figure 7. Acres of District Land per Operations FTE .................................................................... 29
Figure 8. Miles of District Trails per Operations FTE ................................................................... 30
Figure 9. Percentage of Publically Accessible Land ...................................................................... 31
Figure 10. East Bay Regional Park District Pipeline Program ....................................................... 34
Figure 11. Maintenance Crew Hours by Responsibility Type for FY 2013-14 ............................ 37
Figure 12. Parallel Measure AA Structure ......................................................................................... 59
Figure 13. Matrix Measure AA Structure ........................................................................................... 61
Figure 14. Integrated Core Service Structure .................................................................................... 62
Figure 15. Planning and Project Delivery .......................................................................................... 63
Figure 16. Operations and Visitor Services ....................................................................................... 63
Figure 17. Finance and Administrative Support .............................................................................. 64
Figure 18. Office of the General Manager ......................................................................................... 64
Figure 19. Applied Scaling Criteria by Department ........................................................................ 66
Figure 20. Projected Staffing by Business Line ................................................................................ 69
Figure 21. Operational Expenses as Percentage of Tax Revenue .................................................. 73
Figure 22. Operational Expenses as Percentage of Tax Revenue With One Great
Recession ............................................................................................................................... 74
iii
Financial and Operational Sustainability Model
Executive Summary Management Partners
Executive Summary
In 2014, the Midpeninsula Regional Open Space District (District)
adopted an ambitious 30 year Vision Plan based on extensive constituent
engagement and secured broad public support to implement the plan
with the passing of Measure AA. The initiative brings $300 million in
bond capacity to implement the plan’s elements. To support the District’s
commitment to connect the public with an additional 47,000 acres of
preserve land and over 180 new miles of trails, and position the agency to
develop additional facilities to open new preserve areas for public
enjoyment, the agency chose to evaluate its structure, capacity, and
financial readiness. This has come to be referred to as the FOSM
(Financial and Operational Sustainability Model).
The growth in size, scale and impact of the District is significant. Every
dimension of District work must scale up in order to keep pace with
Vision Plan goals and the obligations that come with issuance of bonds.
Significant change is anticipated with the implementation of the Vision
Plan and this requires strategic thinking and thoughtful implementation.
The Financial and Operational Sustainability Model is a proactive effort
to address the changing demands on the organization. It is
unprecedented work that requires commitment, careful pacing, and a
deliberate change management process. Through FOSM the District is
committing to a strategic approach to planning for the future that:
• Anticipates change
• Is action-oriented
• Is necessarily dynamic and interactive
• Provides a framework that is scalable
• Allows for sustainable staffing in the short and long term
Three Sustainability Challenges
The Measure AA success provides additional revenue to the District for
capital projects that will increase public access to preserve land, enhance
habitat restoration, and increase the acreage of protected open space
1
Financial and Operational Sustainability Model
Executive Summary Management Partners
lands. It represents a major infusion of resources to support the District’s
mission, and the District will be challenged to accomplish more work
than it ever has. In the private sector, one might compare the District to a
“start-up” company which has just secured venture capital funding. The
challenge for the organization is now to execute and grow its capabilities
to perform in an effective and efficient manner. The themes that emerged
during extensive interviews parallel the issues that “start-ups” face with a
rapid increase in service demand. To meet the pace of unprecedented
growth, the District must solve three sustainability challenges:
1. Develop business and management information systems (i.e.,
maintenance, client, and project management systems);
2. Address the expectations and project demands created by the
success of Measure AA (i.e., tripling capital and acquisition
spending); and,
3. Gradually transform the District’s primary focus from acquisition
to new long-term operational responsibilities.
High-performing organizations share certain structure characteristics.
They are designed around outcomes, not individual specialties, and
reflect how the team is expected to work together. Such organizations are
structured with a clear chain of command but have an expectation of
horizontal teamwork to achieve desired outcomes. Finally, they create
boundary-crossing partnerships that encourage collaboration.
Through the lens of these effective organization concepts, Management
Partners developed a set of guiding principles unique to Midpeninsula
that provide a framework for organization alternatives. The guiding
principles reflect the unique challenges and opportunities facing the
organization and serve to guide and inform the implementation of FOSM
changes.
The recommendations contained in this report inform, reflect, and
accompany the change that has already begun at Midpeninsula. FOSM
requires a new way of doing business, including greater accountability,
investment in systems and tools, and a reporting structure that benefits
from clear lines of responsibility and functional alignment. At the same
time, FOSM maintains the existing culture of passion and teamwork and
is firmly grounded in the organizational values that make the District
special.
2
Financial and Operational Sustainability Model
Executive Summary Management Partners
Structure of the Report
This reports reflects the results of seven months of collaborative work. In
the first section, Management Partners reviews the methodology used.
The process began with extensive outreach and engagement with staff.
This collaborative and iterative approach continued throughout as
observations were made and recommendations developed.
Next, we present the drivers of Midpeninisula’s changing environment.
Reflecting on these drivers provides context to the review of
organizational challenges and opportunities that follow.
In the Changing Environment section of this report we observe that as a
result of Vision Plan implementation, the District can plan to transition
over the course of the next few decades from an organization largely
focused on land acquisition to one focused on project delivery, and then
to one focused on operations and maintenance. Each step along this
continuum will require staffing adjustments and organizational change
and development. Short-term efforts to prepare for Vision Plan
implementation will largely be focused on staffing to ensure that project
delivery can be carried out with efficiency. And to ensure that policies are
developed so that operations and maintenance functions are being
appropriately built up as preserves are opened to the public and more
land is acquired, while also addressing current workload needs.
In the short term, implementation will require the District to focus more
heavily on capital improvement project delivery as it works to make more
lands publically accessible by constructing staging areas and trails. This
transition will put immediate strain on the organization’s planning,
construction, and project delivery functions, which will likely require
immediate support. Making District lands publically accessible will also
create long-term effects on visitor and field services which must be
anticipated and gradually addressed to prevent the need for “just in
time” staff increases and insufficient capacity to manage an increasing
workload.
Following the Changing Environment, Management Partners reports on
the sustainability challenges and opportunities facing Midpeninsula. This
section of the report is organized by service area in the following manner:
• Planning and project delivery
• Land and property acquisition
• Operations
• Management support and systems
3
Financial and Operational Sustainability Model
Executive Summary Management Partners
Each section contains observations based on qualitative input and data
analysis and includes corresponding recommendations. The observations
have been reviewed with staff at all levels and presented to the Board in
earlier study sessions. The complete set of FOSM recommendations are
presented as Attachment A.
First and foremost, achievement of the Vision Plan and the obligations of
Measure AA put significant pressure to deliver projects as well as
additional expectations for transparency on the District. As a result of
Measure AA, the District will have to more regularly report how much
money has been spent and what tasks have been completed for the
various key projects. This expectation will require a significant
investment in business and management systems used to track projects
and their corresponding costs, as well as an investment in the staff
necessary to develop, implement, and monitor these systems. Setting up
and implementing these systems should be considered the first and
foremost priority to prepare for the full implementation of Measure AA.
The facilities that house the District’s headquarters along with the Skyline
and Foothills field offices are essentially at capacity. The District has been
waiting for the results of this FOSM study to inform the development of a
facilities plan that will lay out how District facilities will expand or be
reconfigured to allow for a robust staffing augmentation that will be
required as a result of Measure AA planning and implementation.
There is a tension within the organization between the need to focus on
program and project delivery and ongoing operations to sustain existing
and future infrastructure. This needs to be managed proactively.
Gradually adding operations staff and addressing the systems and facility
deficits in the near term, and creating a project delivery process that
systematically considers operational impacts early in the process, will
help alleviate this tension.
Supporting employees with the significant organization changes in
mission and structure will be as important as getting project delivery
right. Thinking about and creating a strategy to supply employees with
the resources they need to do the work, regular communication regarding
the agency’s changes, successes and lessons learned as well as regularly
celebrating milestones, will allow the agency to deliver results and
maintain the momentum over the long term. Due to the 30-year time
horizon of the Vision Plan, the agency will continue to evolve and shift to
respond to the changing needs. To sustain the work necessary to connect
the public to open space areas and improve access to lands, succession
4
Financial and Operational Sustainability Model
Executive Summary Management Partners
planning will play a key role in building the agency’s capacity to meet
these ongoing commitments to citizens.
Key Recommendations
The recommendations presented in this report will begin a process of
organizational change that will fundamentally alter the operating
environment within the District. More specifically, the funding attached
to Measure AA and the implementation of the Vision Plan will prompt:
• A balanced organizational focus on public access and education,
restoration, and continuing acquisition of land
• Greater attention to visitor services and customer engagement
• Focus on project delivery and greater pressure to complete
projects on time and under budget
• Stronger commitment to transparency in efforts to report Measure
AA funding usage
• Scaled up operation with significantly more employees and more
contracts to manage
• Structural reorganization of district functions
Management Partners developed guiding principles in conjunction with
Midpeninsula’s Executive Team to inform the evaluation of various
organization models. These principles and the model options that were
explored are contained in the report section that follows the sustainability
challenges and opportunities: Building a Sustainable Organization
Structure. Management Partners’ analysis of three structure options
resulted in a preferred model referred to as the Integrate Core Services
Model. The model has been reviewed with staff at all levels and received
Board input during its January 28 study session. Key components of this
model include:
• Alignment of finance and administrative services within a single
department under the leadership of a CFO/Administrative
Services Director
• Centralization of information systems and technology under an
IST manager that reports to the CFO
• Formation of an Engineering and Construction department that
together with Planning and Real Property reports to a single
Assistant General Manager
• Splitting of the Operations department into two to address greater
demand for visitor services, growth, and increases in District
assets that require regular, ongoing maintenance
5
Financial and Operational Sustainability Model
Executive Summary Management Partners
• Alignment of the new Visitor Services and Land and Facilities
departments with the Natural Resources department under a
single Assistant General Manager
• Moving of the Public Affairs team to the General Manager’s office
to leverage the capacity and resources it provides District-wide
Also as part of the Building a Sustainable Organization Structure section,
Management Partners offers staffing projections by major service area.
These are based on criteria established using data obtained from the
District and current workload ratios. The projections demonstrate
anticipated growth in the near term (next five years) and long-term (30
years). Management Partners recommends the District periodically and
systematically re-evaluate these projections over time. The Board will
have an opportunity to assess organizational staffing needs through
annual budget requests made by the General Manager.
In light of the staffing projections, Management Partners conducted a
stress test of the District’s robust fiscal model to determine the
reasonableness of its assumptions and the ability for the organization to
increase staff at the rate that is projected. Based on the stress test and the
conservative nature of the assumptions built into the model, Management
Partners concluded the District is well-positioned to fund its anticipated
growth.
The changes proposed through FOSM will not happen easily and must
take time. The FOSM report contains 60 recommendations. Just as the
process to identify these recommendations was thoughtful, engaging, and
evolutionary, so must the implementation process be deliberate, adaptive,
and paced to reflect and adjust to the changing environment. The Road
Map for Implementation provides a framework for moving forward. In
addition, the District - with Management Partners’ support - will develop
implementation plans that detail the steps that must be taken, the
resources that will be required, and the individuals responsible for
ensuring successful completion.
Management Partners looks forward to continuing to support
Midpeninsula on its inspired journey. This is a time of great opportunity.
The organization is filled with smart, capable, and committed people who
believe in the work they do and with the right tools and support will
carry Midpeninsula successfully into the future.
6
Financial and Operational Sustainability Model
Methodology Management Partners
Methodology
Management Partners began work on the Financial and Operational
Sustainability Model (FOSM) with a thoughtful and engaging learning
phase. The firm reviewed extensive background information related to
services and functions of the District along with information specific to
the Vision Plan and Measure AA priority projects. We administered a
benchmarking survey of peer agencies to obtain insight on the
organization structure, staffing, and practices of similar organizations
and conducted extensive employee engagement, including a day-long
field tour hosted by department staff.
The peer survey included agencies with similarities to the District. Peers
were selected based on their mission, assets (such as preserves, trail
services and total acres), total expenditures, and organization size. Of the
seven agencies contacted, five responded including the East Bay Regional
Park District, Marin County Parks and Open Space, Santa Clara County
Parks and Recreation Department, and Boulder County Parks and Open
Space and Jefferson County Open Space, Colorado. This review included
an assessment of best practices used by the other agencies that may be
applicable to the District.
More than 25 District employees participated in individual interviews,
including members of the leadership team and staff responsible for
various District programs. All District employees were offered an
opportunity to provide input and 60 frontline staff participated in five
focus groups. An additional large group interview was offered to those
who were unable to participate in earlier discussions. Our team also
joined District field staff in a dawn to dusk tour of the District’s preserves
and facilities. To aid in information collection and understanding,
Management Partners met with teams of agency experts on specific topics
including: Measure AA Project Group, Operational Impact Group,
Capital Projects Group, Acquisitions Group, Coastal and Grazing Group,
and the Financial Modeling Group. Finally, we conducted several
additional interviews to take a deeper look at the District’s current
information technology systems and capabilities.
7
Financial and Operational Sustainability Model
Methodology Management Partners
In interviews, discussions focused on what’s working, what’s not working,
and what needs improvement to build a sustainable organization and implement
the MAA projects. It is clear that employees working for the District
believe in the agency’s mission to preserve natural resources. Each
individual and group we met with clearly communicated their
commitment to the agency’s mission and purpose. Employee
commitment and alignment with an agency’s mission is critical to
building a high performing organization. The District has successfully
accomplished this component of organizational sustainability. As we
probed deeper, other themes emerged that are typical of agencies in the
midst of rapid growth. These themes are explored throughout the report.
The data collection phase provided the substance to construct a
framework to evaluate the organization models. To do this, we created
guiding principles, strategic objectives, and identified the agency’s key
services areas. With these tools, the Management Partners’ team spent
November 2014 through January 2015 reviewing comparable agency
organization models and designing a variety of organization structure
alternatives. Each model reflects a sustainable strategy to build agency
capacity in the following areas:
• Administrative Systems;
• Program and Project Delivery;
• Delivery of the Vision Plan – Measure AA Projects; and
• Change and Adaptation.
This process was highly iterative and involved collaboration with the
Executive Team, Controller, and department managers as the three
organization options evolved. The Board of Directors received a briefing
regarding this information at a Study Session on January 28, 2015.
Next, Management Partners tested Midpeninsula’s fiscal model. We
found that the assumptions built into the current fiscal model support the
staffing projections anticipated of the recommended structure. Even with
the inclusion of a major future recession, similar to the Great Recession of
2008, Midpeninsula’s expenditures do not exceed revenues until 2043.
The test showed there is ample time to make financial adjustments and
respond should such a downturn occur again. Moreover, Midpeninsula’s
history of conservative revenue and expenditures assumptions along
with the pattern of spending less than budgeted each year, provides
further assurance of sustainability. Finally, the financial model includes a
“self-correcting” component so if revenues decline expenditures will
correspondingly decrease.
8
Financial and Operational Sustainability Model
Methodology Management Partners
Lastly, the FOSM included the development of ratios or multipliers to
provide a system to calculate additional staff needs based on workload
growth over time within the preferred organization structure. The
criteria reflect a combination of best practices and Midpeninsula’s past
performance. As such, the criteria are different across the array of
department and divisions. For Visitor Services and Land and Facilities
Services, the number of miles of trail was used. For Planning,
Engineering and Construction, and Natural Resources, the number of
projects provides a meaningful calculation. We relied on staff ratios to
calculate internal service department needs. Despite the lack of available
models, staff projections for Real Property, Public Affairs, and the
General Manager’s Office reflect our best professional estimates.
Management Partners worked closely with Midpeninsula throughout this
engagement utilizing the Executive Team and an internal project team
structure to inform understanding, test assumptions, and affirm
recommendations. Midpeninsula’s internal project team consisted of
managers in addition to a couple of key staff. In addition, Management
Partners briefed all staff and the Board in open public session as major
milestones in the engagement were achieved. Study session check-ins
with the Board occurred in November 2014, and January and March 2015.
The positive working relationship developed between Midpeninsula and
Management Partners over the past seven months continues as work
shifts into implementation.
9
Financial and Operational Sustainability Model
The Changing Environment of the District Management Partners
The Changing Environment of the District
As a result of a 1972 voter initiative, the Midpeninsula Regional Open
Space District was established to preserve the regional greenbelt in
northwestern Santa Clara County. Since then, through a number of
additional voter initiatives, the District’s acreage expanded to include
significant portions of San Mateo County and a small portion of Santa
Cruz County.
With a determined focus on preservation, the District spent the
subsequent decades building a network of open space preserves with
diverse ecosystems. Its preserves include redwood, oak, and fir forests,
chaparral-covered hillsides, riparian corridors, grasslands, and wetlands.
Up until the last few years, the District remained steadfastly oriented
around its foundational goal of preservation, with a special emphasis on
land acquisition and environmental restoration.
Developing a Strategic Plan
In September 2011, the Board adopted the Midpeninsula Regional Open
Space District Strategic Plan. The plan signaled a policy shift from an
overriding focus on acquisition to a balanced focus on all three legs of the
mission – acquisition, restoration, and public access/education, marking a
considerable shift in organizational priorities for employees. With the
Strategic Plan, the organization began to place greater focus on
developing its preserves and introducing the necessary infrastructure to
facilitate public access, such as parking lots, restrooms, and other staging
area amenities.
With “public enjoyment and education” written into the organization’s
mission, the Strategic Plan also presented the District as a much more
outwardly focused organization. The plan acknowledged a need to better
understand and connect with the District’s communities and partners by
establishing three core goals:
1. Promote and establish a common conservation vision with partner
agencies
10
Financial and Operational Sustainability Model
The Changing Environment of the District Management Partners
2. Connect people to open space and a regional vision
3. Strengthen financial and staffing resources to fulfill the mission
In short, the District’s Strategic Plan marked an important shift in the
trajectory of the organization and provided the foundation for the Vision
Plan and Measure AA.
Developing a Vision Plan and Presenting Measure AA to Voters
With the organization’s direction articulated in its Strategic Plan, the
District embarked on a subsequent effort in 2012 to develop a long-term
organizational vision that reflects the interests and needs of its
communities and partners. The Vision Plan became a major priority for
the District as it realized a need to build alignment and understanding
with its major stakeholders and create an informed public.
Over an 18-month period, 2,200 participants provided input in the design
of a roadmap for future District work. Although the organization had
historically focused its attention on conservation and restoration of
preserves, the 2014 Vision Plan built off the strategic plan and articulated
a number of specific projects designed to open up the District’s closed
acres to the public by developing staging areas, trails, appropriate
signage, and other amenities.
To fund these projects, the District presented Measure AA, a $300 million
general obligation bond measure, to voters in June 2014. The bond
measure was approved by over two-thirds of voters, authorizing the
District to use Measure AA funding to support four major goal areas:
• Protecting natural open space lands
• Opening preserves or areas of preserves that are currently closed
• Constructing public access improvements such as new trails and
staging areas
• Restoring and enhancing open space land, including forest,
streams, watersheds, and coastal ranch areas
The Challenge of Measure AA Funding
The success of Measure AA will give the District the financial resources to
fully implement its long-term Vision Plan. While it represents a major
infusion of resources to support the District’s mission, it will entail a
dramatic increase in workload, especially in the area of project delivery
and construction.
11
Financial and Operational Sustainability Model
The Changing Environment of the District Management Partners
Figure 1 shows the dramatic growth in anticipated land and trails that
will require conservation, restoration, and access based on the 2014
Vision Plan. Publicly accessible miles of trail is anticipated to nearly
double from 230 to over 400 miles, while land acreage will grow from
62,300 to more than 100,000 acres.
Figure 1. Current and Projected Workload
Figure 2 depicts the District’s capital expenditures over the next 30 years
based on its current work plan, with and without Vision Plan projects
funded through Measure AA. The work plan that includes Measure AA
proposes $603 million in capital expenditures by 2044, which essentially
doubles the District’s current, non-Measure AA work plan projections.
These statistics are particularly important because the District has
historically expended only about 50 to 70% of its planned annual capital
expenditure budget, meaning that even without Measure AA funding,
the District has been challenged to meet capital expenditure
commitments each year.
62,300
230
283
0
50
100
150
200
250
300
350
400
450
0
20,000
40,000
60,000
80,000
100,000
120,000
Mi
l
e
s
T
r
a
i
l
s
Ac
r
e
s
o
f
L
a
n
d
Acres of Land Miles of Trail
12
Financial and Operational Sustainability Model
The Changing Environment of the District Management Partners
Figure 2. Projected Cumulative Capital Expenditure with and without Measure AA
A parallel to the District’s current situation can be drawn from the private
sector. One might compare the District to a “start-up” company which
has just secured substantial venture capital funding. The District has
traditionally described itself as a small organization whose success has
been built from the expertise and success of its high-performing
employees. The challenge for the organization is now to execute and
grow its capabilities to perform in an effective and efficient manner.
Operating with Greater Public Visibility
Prior to the Strategic Plan, District staff felt they operated in a space that
was less visible to the public. Despite compliance with all Brown Act
requirements, without a mission focused around public access and
education, much of the preservation work has been pursued with little
public input and minimal public attendance at Board meetings.
The Strategic Plan, Vision Plan, and Measure AA each solicited public
outreach above and beyond what is required and memorialized the
public’s interests for greater access to preserves, causing the
organization’s visibility to grow dramatically over the past several years.
As for the future, District staff understands that public expectations will
only continue to grow, especially as more preserves are developed for
public access.
603.23
275.44
0.00
100.00
200.00
300.00
400.00
500.00
600.00
700.00
mi
l
l
i
o
n
s
d
o
l
l
a
r
s
(
$
)
Total Cumulative Capital Expenditure
Total Cumulative Capital Expenditure - Without MAA
13
Financial and Operational Sustainability Model
The Changing Environment of the District Management Partners
Introducing the FOSM
The District engaged Management Partners to help develop a strategy to
give current employees the tools and resources they need to effectively
absorb this added workload and successfully implement the Vision Plan
projects in a way that supports long-term organizational sustainability.
Every recommendation incorporated into this FOSM report has emerged
from this fundamental question: what changes need to occur in the short
and long term to prepare the District for the significant and urgent
pressure exerted by Measure AA funding and the Vision Plan project
schedule?
14
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Sustainability Challenges and Opportunities
The Financial and Operational and Sustainability Model (FOSM) is a
strategic and deliberate approach to manage how the District plans to
grow over the next several decades. This section of the report presents the
major challenges and opportunities around organizational sustainability
with a focus on core District functions, including project planning and
delivery, land and property acquisition, operations, and management
support and systems.
Defining Sustainability
Because the term sustainability can carry different meanings for different
individuals, it is worth clarifying what is meant by the term in this report.
For the FOSM, sustainability implies an organizational commitment to
the “double bottom line,” meaning the District must embody and work
towards two key forms of sustainability, including:
• Economic sustainability: the District must be financially viable in
the long-term
• Organizational sustainability: the District must build an optimal
organizational structure that supports high quality performance
and results in the long-term
Committing to a double bottom line strategy involves assessing risks and
challenges to the organization’s success over time, identifying ways to
build staff capacity across the organization, and engaging in systems
thinking at a macro-level. The FOSM approach outlined in this report
identifies both short and long term recommendations involving strategic
investments in organizational resources and staffing, as well as structural
changes to better align complementary functions and achieve greater
efficiencies.
Project Planning and Delivery
The implementation of the District’s Vision Plan and the additional
funding from Measure AA will have a significant impact on how District
projects are managed and delivered. The implementation of the Vision
15
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Plan and Measure AA will require a significant shift in priorities for staff.
For decades the District has been focused around preservation and
acquisition, which are long-term endeavors that require persistent follow-
up, but take time to materialize. Over 60% of the projects listed in the
five-year work plan for Measure AA (dated March 25, 2015) result in
greater public access to District lands, meaning the District will be more
focused on project delivery of public access projects (building staging
areas and trails) than it has been in the past. A greater focus on public
access project delivery requires staff to operate under more short-term
time horizons and with greater transparency to the public. This transition
will require District staff in every department and function to cultivate
new skill sets, but more importantly, the transition will require an
organizational culture shift that embraces realistic work planning and
holds staff accountable for completing projects on time and on budget.
More specifically, the organization will have to be more diligent in
monitoring project milestones and holding staff accountable for results,
while managing a more robust workload.
Increased Pressure to Deliver Projects on Time and On Budget
Measure AA projects will be funded through a combination of tax exempt
and taxable bonds. For projects funded through tax exempt bonds issued
under Measure AA, the District must show a reasonable expectation of
spending 85% of bond proceeds within the three-year period following
each bond issuance. This means that the District must reasonably
schedule sufficient Measure AA project work and allocate an average of
$10 million of corresponding project spending per year over 30 years in
Measure AA capital spending. Moreover, in addition to Measure AA
capital projects, the District will also be carrying out capital projects that
are not supported by Measure AA. Figure 3 shows projected annual
expenditures for capital projects that will be implemented as part of
Measure AA and those that are expected to come from alternative
funding sources. Figure 4 shows the cumulative projected capital
expenditures with and without Measure AA, which effectively conveys
the magnitude of additional project delivery work that will be required
over the next 30 years. The District’s ability to meet the challenge of
Measure AA in the area of project delivery will depend on a number of
changes to its organizational systems and culture.
16
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Figure 3. Annual Capital Expenditure Projection for the District
Source: Financial forecast provided by the Midpeninsula Regional Open Space District Controller.
Figure 4. Cumulative Projected Capital Expenditures with and without Measure AA
Source: Financial forecast provided by the Midpeninsula Regional Open Space District Controller.
Establishing Clear Priorities for Staff
Based on the forecasted increase in project delivery work and
expectations, establishing clear priorities and maintaining a focus on
these priorities will be essential as employees aim to successfully carry
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
In
M
i
l
l
i
o
n
s
Total CAPEX Non MAA CAPEX
MAA CAPEX Linear (Non MAA CAPEX)
Linear (MAA CAPEX)
0
50
100
150
200
250
In
M
i
l
l
i
o
n
s
CUMM TOTAL CAPEX CUMM NON MAA CAPEX
17
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
out this work. Historically, the District has been able to execute only 55%
to 74% of its capital improvement projects annually.
Across the District, staff reported that projects are often placed on hold
due to changing priorities, often times resulting in reworking the plans
when the project is picked up again. This practice appears to be woven
into the District’s culture to respond as Board priorities shift and
opportunities emerge. In order to create a more mature organization with
systems capable of managing a more expansive project delivery
workload, the District will have to first learn to commit to its short and
long terms plans and create priorities that are more consistent over time.
Recommendation 1. Develop mechanisms that
periodically clarify and reinforce organizational
priorities for staff, so that work can be planned and
managed in alignment with those priorities. Such
mechanisms include annual or semi-annual Board
workshops that present progress toward existing District
priorities, solicit feedback from Board members on how
future priorities should change or evolve, and importantly,
communicate tradeoffs that must occur if priorities shift or
new priorities are added.
Recommendation 2. Develop a communication strategy
to regularly provide information updates to the Board
and public regarding project progress and results, and
promote transparency to build public trust. This will also
supply the Board of Directors with key messages and
allow them to remain focused on “big picture” policy
issues and Board-approved priorities to empower the
General Manager to focus on the implementation of the
Board’s policy direction to reduce the temptation to shift
Board priorities midstream.
A New Project Delivery Approach
Balancing the broadened mission generates a sense of urgency and
creates pressure to deliver more projects. The Vision Plan and Measure
AA increase visibility of District projects. There will be greater public
interest around spending and greater need to monitor the number of
projects being delivered. As such, to respond to the urgency and
pressure, the District will need to add capacity (people, expertise,
services) in the area of project planning and delivery to meet the
increased demands.
18
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
The District lacks an established, uniform, and shared project delivery
approach that is shared among all project managers. Without a path for
project delivery from inception to completion, it is unlikely the District
will keep pace with the added workload.
Currently, project delivery teams are organized on an ad-hoc basis.
Projects are managed using a “cradle to grave” approach where the
project planner develops the preliminary project, design and follows
through with construction management. This model for project delivery
is appropriate for a small-scale organization with a limited number of
projects. Scaling up project delivery efforts to match Vision Plan
commitments requires a strategic approach that increases staff efficiency
and leverages their abilities by assembling project teams and dividing the
workload in accordance to staff skill and expertise.
Heightening efficiency of project delivery will require comprehensive
project planning to assess the departments, divisions and contractors
working to move the project forward. A comprehensive project delivery
approach requires staff to delineate project scope, cost, schedule, staffing,
staff capacity, risk factors, goals and objectives, third party agreements,
regulatory issues, public input, and project owners through the life of the
project, along with the appropriate ownership hand-off points. Critical to
this approach is the fact that the project leader will change over the life of
the project.
Building a comprehensive approach to project delivery requires that a
project team is formed at the start with designated leads to carry specific
phases of the project through to completion. Each project lead transfers
responsibility for project management at the completion of their phase of
implementation (i.e., from a lead in project planning to a lead in
engineering and construction). Each project team member remains
involved through to the end. This approach ensures each department or
division “owns” parts of a project for a specific period of time and
delivers a fixed set of services while ensuring that institutional and
technical project knowledge is retained and accessible throughout the life
of the project. In this way, the project ownership belongs to the team,
rather than an individual.
This approach provides several enhancements to the District’s current
process, as it:
1. Retains a high degree of organizational collaboration. The
comprehensive review of the projects from start to finish requires
that representatives from all departments involved in the project
19
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
from start to finish are at the table in the initial planning phase.
Project owners are clearly identified along with their respective
roles and responsibilities early in the project’s life cycle.
2. Promotes clear and continuous communications throughout the
project’s life cycle. The comprehensive approach allows for
proper “hand-off” of a project from one lead to another lead, with
clear communication of roles and responsibilities to facilitate
effective and efficient decision-making. Communications
horizontally as well as vertically within the organization are
needed to ensure successful delivery of the project.
3. Improves quality and quantity of information exchanged. The
comprehensive approach to project delivery improves the quality
and quantity of information exchanged throughout the
organization on a given project. This allows team members to
anticipate and incorporate the project responsibilities in their
individual work plans. More importantly, establishing a shared
understanding of the project, owners, timing, and roles and
responsibilities reduces reprioritization of work, improves the
focus on project management, and ensures alignment amongst all
project team members.
4. Mobilizes problem-solving and trouble-shooting resources. The
comprehensive approach to project delivery assembles a cadre of
problem-solving and trouble-shooting resources led by a technical
expert that has the greatest experience and knowledge during that
particular phase of work to facilitate problem-solving. Delivering
projects comes with anticipated and unanticipated issues. This
approach provides adaptive and responsive resources to problem
solving related to scope, budget and scheduling and puts projects
back on course. Designing project solutions also has the benefit of
potentially leveraging lessons learned from concurrent and past
work.
5. Empowers employees. High functioning organizations “give the
work back to the employee.” With decision-making authority
vested in the project delivery team, problem solving happens
within its members. If an organization depends on one person or
even a limited number of individuals to make organizational
decisions, projects stop and the backlog of work grows and
undermines the overall work plan of an organization.
20
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 3. Convene internal stakeholders to
develop a refined, comprehensive project delivery
approach that ensures proper oversight, clarity of roles,
prioritization, predictability, and follow-through. Such
an approach should move away from a generalist model
with a single project manager carrying the project through
to completion to a team-based, specialist model that
enables multiple technical experts to move the project
forward.
To illustrate the benefits of a specialist model, it is worth exploring how
the District currently manages the California Environmental Quality Act
(CEQA) review process and how the process would be affected by a more
comprehensive project delivery approach. Currently, the District lacks a
uniform environmental review process to inform project management
and project delivery and ensure consistency. This can create project
delays and inefficiencies, forcing managers to “reinvent the wheel”
whenever a new review is required. Without a uniform process, project
managers may not anticipate all steps involved in CEQA review and
underestimate the time it takes to complete the process and/or
incorporate mitigation measures that differ for very similar projects.
Recommendation 4. Integrate specialized functions,
such as CEQA review, that play a critical role in project
delivery and integrate them into the District’s project
delivery approach and identify procedural changes and
methods of centralization that lead to greater consistency
and efficiencies Another area ripe for this type of
centralization and specialization is contract administration
for certain functions such as trail and staging area
construction, habitat restoration, etc.
Project Management Systems and Tools
The District’s work plan efforts have been described as aspirational, with
general agreement that staff incorporate more projects into their annual
work plans than can be successfully managed with current resources.
Changing the current District project management dynamic will require a
focus on retooling certain aspects of the organization’s culture and also
institutionalizing new practices for developing project budgets and work
plans and holding staff accountable to project milestones.
Staff reported that each employee relies on their own approach to
managing a project. This leads to inconsistent project management and
21
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
delivery in the organization. It also makes internal accountability
unrealistic and reduces the likelihood of timely project delivery.
Elements of successful project management structures include: defined
project scope, timeline and milestones, project participants, clearly
defined roles and responsibilities, identification of anticipated barriers or
challenges along with corresponding strategies to overcome them, and a
mechanism to alert team members when the project veers off course to
allow for timely problem solving and course correction.
Lack of project management tools and systems severely impact Measure
AA planning, accountability and decision making at both the
administrative and policy levels. Currently, the District’s project budgets
and action plans are recorded, stored, and monitored differently across
the organization. Many managers are leading projects without clear and
measureable milestones to which they are held accountable and without a
clear understanding of the resources necessary to carry out the work.
Comprehensive and integrated project management tools understood
and accessible across the organization will provide the platform from
which information, decision-making, and accountability will flow.
Without such tools, projects will continue to lack a formal project
structure that would otherwise ensure on-time/under-budget project
completion.
Currently, project budgets that are assembled to inform work planning
do not accurately or consistently account for the total cost of project
delivery, including staff time and indirect costs associated with
administrative support functions and organizational overhead. Without
documented direct and indirect costs, it is impossible to create a
prioritized work plan that realistically considers the capacity of existing
staff and the availability of organizational resources.
The lack of an organization-wide uniform project management system
also diminishes the ability for individuals and different groups across the
organization to review, monitor, and document project budgets and
action plans. This has a negative effect on the organization in a number
of ways. Without a project management system, many managers are
leading projects without a detailed project schedule that includes
measureable milestones to which they are accountable, and without a
clear understanding of the resources necessary to get the work done. The
District is currently looking at Projector as a project management tool to
integrate with the finance and accounting system, New World System. As
the organization expands its workload and it becomes necessary to more
frequently report on the status of projects, more uniformity in project
22
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
management will create efficiencies within the organization and work
groups or individual staff members will no longer have to look for their
own solution.
Recommendation 5. Complete a comprehensive
requirements analysis and establish a plan to procure
and implement a uniform Project Management System.
The District is currently evaluating the implementation of
a project management system to improve management
and reporting of project schedules, budgets, milestone, etc.
The District should ensure that clear requirements exist
and vendor solutions are accurately mapped against those
requirements. The system should incorporate agreed-
upon formal project planning elements such as the creation
of a documented project purpose and scope, resource
requirements, timeline, success criteria, etc.
Recommendation 6. Develop a consistent format for
project budgets using a procured project management
system that informs work planning and accounts for the
total cost of project delivery, including staff time and
indirect costs associated with administrative support
functions and organizational overhead.
Increasing Staff Capacity through Contractors
The increase in the number of District projects over the next several
decades will require more people and additional expertise, both of which
can be made available to the District if it solicits qualified contractors who
can assist in the short and long term. Adding to short-term staff capacity
by developing an ongoing list of qualified contracts, including planning,
engineering, construction, and project delivery firms, is considered a best
practice and should be pursued immediately. This is particularly essential
as the number and variety of capital improvement projects expands as
Measure AA funding is made available.
Recommendation 7. Expand the list of pre-approved,
on-call consultants and contractors that can be available
to support the District in its planning, engineering,
construction, and project delivery functions. An
expanded list that includes services beyond the current
available on-call list of biological and hazardous materials
experts will give the District greater flexibility and
through-put by having a ready team of outside experts
23
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
available to support all aspects of project delivery and
remain in compliance with District policy and state law
regarding contractor selection processes. Board approval
of an on-call list of experts for not-to-exceed contract
amounts will streamline the hiring process and allow staff
to quickly retain the necessary services as needs arise.
Recommendation 8. Review current contracting/bidding
policies/practices to identify opportunities to streamline
these policies/practices.
Building a Dependable Engineering/Construction
Management Function
The 2014 Vision Plan calls for an increase in the number of projects that
will involve engineering and construction services. Creating a
professional, on-staff engineering capability and increasing the existing
construction project management capability would allow the District to
efficiently and effectively oversee and manage such projects.
As the District focuses more on project delivery, the need for in-house
engineering and construction management staff capacity will grow. More
specifically, the planning function should not be burdened with the
responsibility of overseeing the execution of projects. An engineering and
construction unit, with expertise in project delivery, should be
responsible for design and construction. Such a transition will require not
only additional staff but a restructuring of the organization as well.
Recommendation 9. Create an Engineering and
Construction Department and hire an Engineering and
Construction Manager to oversee the following project
delivery functions: design, permitting and engineering;
construction management; and Measure AA project
delivery oversight. This department will report to the
Assistant General Manager for Project Planning and
Delivery. Initially, staffing would be minimal as the
Engineering and Construction Manager would manage a
small team of project managers and be responsible for
managing consultant project managers/inspectors.
Cultivating Collaboration and Partnerships
The District has been challenged to meet project timelines due to lengthy
reviews by outside permitting agencies. A number of projects that will be
implemented as part of Measure AA will require a strong partnership
24
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
with agencies that provide additional regulatory review such as San
Mateo County. A more careful consideration of the time it takes to
complete the permitting process should be taken into account when
formulating project budgets.
Recommendation 10. Meet with local jurisdictions to
discuss opportunities to improve the permit processing
time associated with certain types of permits.
Land and Property Acquisition
The project planning and delivery process often begins with the
acquisition of land. The success of the Vision Plan as funded by Measure
AA depends partly on the District’s ability to identify and acquire new
land and property. This work is important and time consuming, and
requires a deliberate approach with criteria and strategies that guide and
inform the process.
Land acquisition is becoming more complicated and difficult to manage
as time passes. Newly acquired assets are less pristine, with structures
that need rehabilitation or demolition, remediation to resolve
contamination issues, tenants that need services and monitoring, along
with natural resource management needs. Such purchases require more
staff time in the pre-purchasing period as well as additional site
evaluations prior to purchase. Measure AA will require a strategic focus
on land acquisition, despite these challenges.
Over the past six years, Real Property staff have assisted with District-
wide projects including the Strategic Plan, Vision Plan and Measure AA.
These efforts have left the small acquisitions team with less capacity to
pursue strategic land purchases. With the results of these planning efforts
now in place, the time is right to establish additional guidance beyond the
Vision Plan priorities to further inform the land acquisition strategy and
to better assess the long term management and maintenance
requirements, costs, and potential liabilities that may accompany new
purchases (i.e., existing tenants/uses, condition of property
improvements, known contaminants) to further inform the decision
making process. The design of a property acquisition plan provides a
strategic framework with defined policies and goals.
25
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 11. Create a Property Acquisitions Plan
that clearly communicates District acquisition policies
and goals that provides a road map for strategic land
acquisition. The Plan should reflect the Board-approved
Vision Plan priorities and communicate internal processes
and a system for assessing short-term and long-term
maintenance and management requirements, costs, and
potential liabilities for new properties.
The Real Property department currently has responsibility for managing
leases and tenants as a result of acquisition efforts. The District maintains
lease agreements for residential homes, horse stable operations, wineries,
communication towers, agricultural property, and grazing. This
responsibility is time-intensive and pulls Real Property staff from
proactive acquisition efforts.
Operations staff is often involved in supporting this work. Operations
staff is responsible for responding to work order requests that involve
maintenance of leased land and buildings, securing properties,
monitoring tenant compliance with lease terms in the field, and alerting
both the tenant and the Real Property group when violations are
observed. Based on how the District delivers property management
services, relocating this function will promote better alignment. Bringing
all District staff involved in management and day to day operations of the
lease agreements will improve information flow, problem solving, and
service delivery. Moving responsibility for ongoing property
management activities to a new Land and Field Services Department
where the responsibility for facilities resides will free up staff time for this
purpose.
Recommendation 12. Restructure the Real Property
function to focus on land and property acquisition, and
move the property management function to a Facilities
division in the new Land and Field Services Department.
This shift will allow Real Property staff to focus more
specifically on pre-acquisition assessments, strategic
acquisition, and the development of appropriate lease
agreements, and Land and Field Services will monitor
lease agreements and work with the rest of the operations
team to ensure District assets are well maintained and
cared for.
26
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Operations
As the District transitions from an organization focused on land
preservation to one with a balanced mission directed toward
preservation, restoration, and public access, it will need to reconsider
how it manages and deploys its operational resources. A preserve that is
open to the public, for example, will absorb more staff capacity in terms
of maintenance and patrol functions than one that is closed to the public.
The District must plan for this as it begins opening more of its closed
preserves for public access. Moreover, the expanded Measure AA capital
improvement program will exert tremendous pressure on both District
rangers and maintenance staff as the number of assets to patrol and
maintain grow over the next 30 years. Such an expansion in existing
workload will require a restructuring of current operations, a
modernization of how workload is managed and monitored, a
reassessment of how resources are deployed, and a careful consideration
of how facilities ought to expand.
District Growth Over the Last Ten Years
The District’s expansion over the last ten years has been impressive. As
indicated in Figure 5, acres closed to the public have expanded from
16,787 in 2004 to 29,479 in 2014, while the number of acres open to the
public have remained relatively constant during the same period. In fact,
nearly all expansion over the last ten years has been driven by the
acquisition of lands that remain closed to the public. This rapid growth in
closed preserves reflected the District’s primary focus on land
preservation.
27
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Figure 5. Ten-year History of District Acreage by Type
Source: Midpeninsula Regional Open Space District Operations Department.
Figure 6 presents a ten-year history of staffing levels within the
Operations department by type of staff. The numbers of both patrol staff
and maintenance staff have been steadily rising over the last ten years. As
Measure AA is implemented and more preserves are opened for public
access, the District must strategically invest in operational staffing
resources in the long term (see section on Staffing Projections). How the
district should approach this investment, what factors it should consider
when developing new positions, and how it should structure the work of
these employees, is explored throughout this section of the report.
Figure 6. Ten-Year History of Operations Staffing Levels
Source: Midpeninsula Regional Open Space District Operations Department.
27,148 27,154 27,182 27,185 27,186 27,291 27,574 27,591 27,591
27,59127,591
16,787 17,939
22,333 23,177
24,559 25,478 26,445 27,196 27,739
29,47929,479
12,000
14,000
16,000
18,000
20,000
22,000
24,000
26,000
28,000
30,000
32,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Ac
r
e
s
Open Acres Closed Acres
26.3 27.8 28.8
30.8 30.8 30.8 30.8 30.8 30.8 31.3
33.3
19.0
21.0 22.0 22.0 22.0 23.0 23.0 23.0
25.0 25.0 25.0
10
15
20
25
30
35
FY 2004-
05
FY 2005-
06
FY 2006-
07
FY 2007-
08
FY 2008-
09
FY 2009-
10
FY 2010-
11
FY 2011-
12
FY 2012-
13
FY 2013-
14
FY 2014-
15
Fu
l
l
T
i
m
e
E
q
u
i
v
a
l
e
n
t
(
F
T
E
)
E
m
p
l
o
y
e
e
s
Maintenance Staff (FTEs)Patrol Staff (FTEs)
28
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Determining Operational Staffing Needs
Existing Operational Staffing.
Existing operational staff, including rangers and maintenance employees,
has gradually increased over the last decade at pace with the expansion of
the District’s managed land assets. Figure 7 shows operational staffing
levels compared to total acres and Figure 8 shows operational staffing
levels compared to total trail miles. Based on these figures, the District
operations staffing history indicates that ranger and maintenance staffing
is generally keeping pace with workload demands; however, increases in
special projects and/or other assignments like public outreach and events
can stretch staffing thin.
Figure 7. Acres of District Land per Operations FTE
Source: Midpeninsula Regional Open Space District Operations Department.
1,808 1,748 1,839 1,747 1,795 1,825 1,862 1,884 1,948 1,927 1,815
2,503 2,314 2,408 2,446 2,512 2,443 2,493 2,523 2,399 2,412 2,418
965 920 949 931 956 956 975 987 971 953 926
0
500
1,000
1,500
2,000
2,500
3,000
FY 2004-
05
FY 2005-
06
FY 2006-
07
FY 2007-
08
FY 2008-
09
FY 2009-
10
FY 2010-
11
FY 2011-
12
FY 2012-
13
FY 2013-
14
FY 2014-
15
Nu
m
b
e
r
o
f
A
c
r
e
s
p
e
r
F
T
E
Maintenance Staff per Acre Patrol Staff per Acre
Total Operational Staff per Acre
29
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Figure 8. Miles of District Trails per Operations FTE
Source: Midpeninsula Regional Open Space District Operations Department.
The appropriate staffing levels for the maintenance and ranger functions
is challenging to determine based on the District’s own history because
Operations has not consistently measured its workload to gauge how
well staff are keeping up with demands and how quickly they are
completing assigned tasks. Measuring workload beyond simple
indicators such as land acreage and trail miles requires a capable work
order management system and systematic documentation of the patrol
function, both of which are lacking in the District (See Recommendation
17).
Peer Staffing Analysis
The District hoped that a peer agency analysis would help develop
indicators to guide appropriate operational staffing as the District
expands, but each peer has very different operational realities that make
such indicators difficult to establish. For example, Table 1 and Figure 9
show that the District is relatively unique in its ratio of publically
accessible acreage compared to non-publically accessible acreage. The
degree to which an acre of land will require regular patrolling or
maintenance is dependent on its usage and the types of facilities and
equipment it houses.
12.3 11.8 11.6 10.8
12.1 12.2 12.4 12.6 12.3 12.3 11.6
17.1
15.6 15.2 15.2
16.9 16.3 16.6 16.9
15.2 15.4 15.4
6.6 6.2 6.0 5.8 6.4 6.4 6.5 6.6 6.1 6.1 5.9
0
5
10
15
20
FY 2004-
05
FY 2005-
06
FY 2006-
07
FY 2007-
08
FY 2008-
09
FY 2009-
10
FY 2010-
11
FY 2011-
12
FY 2012-
13
FY 2013-
14
FY 2014-
15
Tr
a
i
l
M
i
l
e
s
p
e
r
F
T
E
Maintenance Staff per Trail Mile Patrol Staff per Trail Mile
Total Operational Staff per Trail Mile
30
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Acres of Owned and Managed Lands
Midpeninsula
Regional Open
Space District
East Bay
Regional
Park
District
Santa Clara
County Parks
and Recreation
Department
Marin County
Parks
Boulder
County
Parks and
Open Space
Jefferson
County
Open Space
and Parks
Publically Accessible 28,925 114,000 42,372 15,572 35,138 53,051
Not Publically Accessible 31,682 32,349 6,889 3,940 64,165 700
Source: As reported by each agency.
Figure 9. Percentage of Publically Accessible Land
Source: As reported by each agency.
A peer comparison of ranger staff is also complicated by the fact that
organizations have rangers perform different sets of responsibilities,
making straightforward benchmarks challenging to identify. As noted in
Table 2, it is common within the District’s peer organizations to have
rangers perform duties associated with patrol, emergency response, and
enforcement. The degree to which rangers also perform maintenance
responsibilities (trail, park and facilities maintenance), or interpretive
responsibilities (educational programming, visitor services), however,
varies from peer to peer. More specifically, the District’s rangers have
fewer responsibilities compared to their peers with regard to
maintenance and interpretative duties.
47.7%
77.9%86.0%79.8%
35.4%
98.7%
75.6%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
Midpeninsula
Regional Open
Space District
East Bay Regional
Park District
Santa Clara
County Parks and
Recreations
Department
Marin County
Parks
Boulder County
Parks and Open
Space
Jefferson County
Open Space and
Parks
% of Publically Accessible Land Peer Average
31
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Peer Comparison of Ranger Staffing Levels and Responsibilities
Midpeninsula
Regional Open
Space District
East Bay
Regional
Park District
Santa Clara
County Parks
and
Recreation
Department
Marin
County
Parks
Boulder
County
Parks
and
Open
Space
Jefferson
County Open
Space and
Parks
# FTEs 24 2561 49 292 14 113
Patrol4 Yes Unavailable Yes Yes Yes Yes
Emergency Yes Unavailable Yes Yes Yes Yes
Enforcement Yes Unavailable Yes Yes Yes Yes
Maintenance Low Unavailable Low High5 Low Medium6
Interpretive Low Unavailable High High High High
Source: As reported by each agency.
Note: “Low” indicates tasks are performed as needed. “Medium” indicates there is an expectation to perform the task on
a regular basis. “High” indicates an integral part of their function.
1 This number includes 90 FTEs in the police department.
2There are 13 rangers for Open Space division and 16 rangers for the Parks division.
3 This number does not include 2 seasonal rangers.
4 Patrol of non-publically accessible spaces varies depending on the agency. Boulder County has scheduled check-ins for its
closed lands. However, its 37,296 acres of easements are monitored by volunteers. Marin County’s easements are also
monitored by volunteers. Jefferson and Santa Clara County’s closed lands are patrolled at the discretion of the rangers.
5 Two rangers in the Open Space division are assigned to construction. Parks rangers are expected to perform regular
ground maintenance.
6 The rangers collectively perform maintenance duties as needed, but 5 of the rangers are expected to perform regular
maintenance.
The District has had a relatively small portion of its land open to the
public and has outsourced interpretive functions to docents. As Measure
AA and other capital projects are implemented, more District acreage will
be open to the public which will present additional expectations for
interpretive programs. As outreach programs attract users and
programming grows, visitor service resources including naturalists and
interpretive staff will increase. Looking at peer organizations like
Jefferson County Open Space and Parks, the most natural place for
docent and volunteer program responsibilities to fall is aligned with the
ranger function, who will be more involved in front line service delivery
activities that include public safety, education, and interpretive services.
Joining the public facing functions of volunteer and docent programs
with rangers (patrol) brings like services together in alignment and leads
to improved performance of growing educational services planned by the
District. This new unit will be positioned to meet the challenge of
increased access and public use of the preserves and equipped to respond
to their demands.
32
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 13. Establish a “visitor services”
function of the organization to provide public facing
services and activities. Restructure the organization to
align docents, volunteers, and rangers to meet the array of
visitor services.
The other major division of the Operations department is maintenance.
Maintenance staff are charged with the maintenance and upkeep of the
District’s assets. This includes trails, facilities, and other assets. This
purpose is distinctly different from the mission of visitor services.
Further, the current structure of operations does not provide the
opportunity for maintenance staff to advance to leadership positions in
the department. Current practices dictate that to be a superintendent of
operations you must also be a peace officer with specific classification and
licensing. Although an Operations Manager currently oversees
maintenance and patrol, as it grows, the District will require additional
supervision of this group.
As new preserves and public assets become available through the
implementation of the District’s vision plan, both maintenance and patrol
will experience significant increases in staffing. The formation of discrete
organizational units reporting to a single Assistant General Manager
provides the District capacity to grow in both size and skills (i.e., field
maintenance, facilities maintenance, trails and construction) and to
strengthen the management practices for each.
Recommendation 14. Separate the patrol and
maintenance functions into two distinct organizational
units, Visitor Services (for patrol staff) and Land and
Facilities Services (for maintenance staff).
Recommendation 15. Create Manager-level positions to
lead the Visitor Services and Land and Facilities Services
groups. Having the maintenance function supervised by a
different manager will give it a greater voice, level of
authority, leadership, and strategic role within the agency
as well as provide maintenance staff greater opportunity to
advance into leadership positions.
Policy to Guide Operational Staffing
The District lacks a policy framework to estimate long term operating
costs that address staffing needs or expanding the number and variety of
service contracts to align staffing and workload responsibilities. This
33
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
policy framework is different from the internal project delivery work flow
system also referred to as the project delivery conveyor belt. The former
aids in long term policy-level decision making and the later provides
operating-level details about the steps and hand-offs necessary to deliver
a project.
Measure AA will have a long-term effect on the District that will
significantly increase patrol and maintenance responsibilities associated
with its growing assets over the next three decades. In order to prepare
for this in advance, the District would be wise to establish a long term
operating cost framework that contemplates staffing adjustments into a
project vetting process and is regularly reviewed by the Board. An
example of this is the Pipeline program developed and instituted in the
East Bay Regional Park District (EBRPD), as described in Figure 10.
Figure 10. East Bay Regional Park District Pipeline Program
Description of EBRPD Pipeline Program
In order to ensure ongoing financial sustainability, EBRPD has
developed its “Pipeline” program to carefully forecast future operating
costs to ensure that the district can support its modest but active efforts
to acquire and develop new park assets in the long term. In addition to
listing the potential funding source for each active project in the active
capital improvement plan (CIP) project schedule, the pipeline program
requires that staff develop estimates for:
1. Start-up costs – estimated costs for vehicles, office, or
maintenance equipment necessary to purchase at completion of
project
2. Personnel requirements – estimated number of full-time
equivalent (FTE) employees required to support assets upon
completion of project, including a combination of Operations,
Public Safety, and Maintenance employees.
3. Total wages – estimated annual salary cost to be incorporated
into base-budget appropriations
4. Total base supplies and services – estimated cost associated with
maintenance of new facility on an ongoing basis to be
incorporated into the base-budget appropriations
5. Revenue – estimated new revenue to be collected from assets, if
significant
Adding pipeline estimates to the CIP project schedule allows the Board
to consider future land acquisitions and development projects in relation
to their anticipated long-term effect on the organization. Pipeline
34
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
projects are only identified as priorities for funding when financial
capacity is available and the project is considered in the context of all
budget requests. As part of its annual budget, EBRPD performs a five-
year forecast that integrates pipeline estimates for each active capital
improvement project, making the forecast much more realistic.
As the District scales up its operation, it would be wise to build policy
around how to ensure that future land acquisitions and development
projects are undertaken with long-term organizational sustainability in
mind.
Recommendation 16. Develop guiding policy similar to
the East Bay Regional Park District Pipeline Program
that requires District staff to develop estimates for start-
up costs as well as ongoing maintenance, safety, and
staffing costs for each development project or future land
acquisition before the Board commits to the project or
purchase.
Modernizing How Workload is Managed
In absence of a capable work order management system and reliable
workload and performance indicators, operational decision-making has
not been informed by reliable data. In preparation for Measure AA
implementation, the Operations Department collected over 15 years of
data on its staffing levels (full-time equivalent positions or FTEs) and
evolving workload (land acres and trail miles by type). Additional
information was consolidated around preserve visitation, patrol patterns,
maintenance responsibilities, and enforcement incidents. This
information was only recently made available to the District and could be
very valuable from a management perspective if collected and monitored
regularly.
A computerized work order management system would not only
produce reliable data, but it could help guide staff deployment and
effectively prioritize competing projects. Staff indicated that priorities are
unclear and the District lacks a system for forecast work over 30-, 60-, or
90-day periods. Currently, the Skyline team uses a white board to map
out two weeks’ worth of work on a regular basis, a practice that staff
appreciates yet does not produce a record of the work that has been
accomplished.
35
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 17. Purchase and implement a
computerized maintenance management system (CMMS)
and provide training on its use.
The remote nature of preserves makes it challenging to secure technology
that provides for field staff communication and project tracking. The
District was testing mobile laptops for use in the field when interviews
were conducted, but sporadic connectivity issues were generating
skepticism among staff of the utility of such an investment.
Recommendation 18. Explore new reliable
communication technology (i.e., email, voice and visual
systems, tough books) to ensure field staff have the
information and tools to effectively perform their job
responsibilities.
Operations Staff Deployment
The District has relied on contractors to perform a range of operational
roles and responsibilities involving both routine maintenance and capital
improvement projects. More specifically, the District frequently relies on
contractors to perform road maintenance (potholes, sweeping, paving,
and repairs), fleet maintenance, sign construction, parking lot and
restroom construction, environmental reviews, and some trail
construction.
Conversely, the District has frequently relied on its operational staff to
implement certain types of special projects which most typically involve
the construction or refurbishment of District trails. These special projects
invariably divert the attention of maintenance staff away from scheduled
maintenance responsibilities and habitat restoration. Figure 11 shows that
maintenance staff estimate that 40% of total crew hours for FY 2013-14
has been dedicated to capital projects, including the construction of trails
and roads.
36
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Figure 11. Maintenance Crew Hours by Responsibility Type for FY 2013-14
Source: Midpeninsula Regional Open Space District Operations Department.
Assigning maintenance staff to these special projects reduces the number
of full-time equivalent (FTE) employees who are actively managing the
existing trail networks and attending to maintenance work orders. As a
result, deferred maintenance is growing, trail maintenance schedules are
falling behind, and the maintenance backlog has continued to grow
despite recent increases in maintenance staffing levels. Moreover, having
operational staff frequently brought into special projects also makes
traditional efficiency measures (the number of trail miles managed per
FTE and the number of acres maintained per FTE) less meaningful and
difficult to benchmark across other agencies.
Recommendation 19. Establish a special
projects/construction team that is dedicated to the
delivery of special projects like trails construction. This
team can be staffed on a rotational basis to allow a greater
number of maintenance staff the opportunity to work on
special projects and will increase maintenance capacity for
routine maintenance work.
Recommendation 20. Explore opportunities to partner
with the private sector to provide existing staff with the
capacity to address maintenance backlogs and deferred
maintenance. Specifically, the District should explore the
potential to outsource the following tasks: road and
parking lot resurfacing (i.e., least complex in nature);
brushing work around existing buildings; maintenance of
Capital projects
(construction of trails
and roads),
11,840, 40%
Facilities maintenance,
3,236, 11%
Habitat restoration,
3,281, 11%Trail and preserve maintenance
(brushing trails and
vegetation clearing),
10,989, 38%
37
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
existing buildings (i.e., painting district offices); tall tree
trimming and maintenance (e.g., requiring a bucket truck);
vehicle maintenance; and water system maintenance.
It is worth noting that having habitat restoration as an important goal of
the District complicates trail construction as it requires that workers
building trails have the knowledge to identify non-native species and
carry out the appropriate eradication techniques. In order to ensure
habitat restoration is kept in mind as a goal during trail construction, the
District has relied on its own staff to construct and refurbish trails on a
fairly regular basis. Throughout interviews, employees commented on
the high-quality work that District maintenance crews have carried out
with regard to habitat restoration and trail construction. A number of
employees also noted that contractors who have been hired to build trails
for the District have not delivered services of the same quality as District
staff members.
Recommendation 21. Develop a field staff onboarding/
training program that outlines the variety of details and
standards used for trails construction and maintenance
work throughout the District.
Ranger Deployment
District rangers do not follow a routinized patrol schedule, but travel
freely from preserve to preserve, visiting high visitation preserves more
frequently than preserves with fewer visitors. Rangers are expected to
maintain a log of their patrols which are reported to supervisors
regularly. In terms of planning patrol routes ahead of time, intuition and
experience are the primarily tools relied upon to direct rangers, both of
which are difficult to institutionalize and are vulnerable in the face of
staff turnover.
District rangers have a good relationship with local police departments.
Because District rangers do not carry firearms, having service agreements
in place is an additional measure that could be explored to better ensure
the safety of preserve visitors as more sites are opened to the public.
Recommendation 22. Maintain effective working
relationships with local police and fire departments and
as the District expands periodically evaluate automatic
aid protocols and response.
The Operations Department expects a number of retirements, which
could create an issue with regard to operational staff capacity if the
38
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
District is not proactive in its recruitment efforts. Because ranger staff
does not rely on temporary or seasonal workers to back-fill staff
shortages, a few retirements could have a large effect on the District’s
enforcement capacity in the short term. Given that it takes approximately
six months to recruit a ranger and six additional months to have the new
staff member fully trained, the District should consider planning for this
as soon as possible.
Recommendation 23. Develop a seasonal employment
program for patrol work. The program should support
increased project and visitor demands during the busiest
months and provide for succession planning to build
knowledge and capacity as position vacancies occur over
time.
Natural Resources Support to the District
The Natural Resources function is involved in all facets of District
services and projects. Based on our analysis, this function falls within the
Operations business line or service area given the field orientation of
much of the department’s work. It is poised, within the current structure,
to adapt to near and long term growth projections. However, to ensure
that it contains the full array of expertise to support the project work plan
and inform District conservation and restoration policies, it will be
necessary to evaluate position descriptions to ensure the District has the
appropriate staffing classifications.
Recommendation 24. Complete a Natural Resources
Position Classification Study to ensure appropriate
staffing types and levels are in place and recruited for in
the future. (Underway)
Lands leased to grazing tenants now total over 11,000 acres, or nearly a
sixth of the District’s total land acreage. These are lands that have been
added over the last 10 years and represent a significant shift in District
land management. The District’s purchase and management of rangeland
properties has outpaced the capacity of the Rangeland Ecologist and Real
Property Specialist positions to manage and restore these properties
while also working with the District’s grazing tenants to manage their
grazing operations.
The creation of the Land and Facilities Department, comprised of the
maintenance functions currently housed in the Operations department
along with the lease and rental management function of the Real Property
39
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
department, will allow the District to incorporate these working
landscapes into the maintenance operations of the District, using the
technical expertise of the Rangeland Ecologist position from the Natural
Resources Department to support land management and maintenance
decisions.
Recommendation 25. Expand grazing property
management as a function of the new Land and Facilities
Management department
Field Office Challenges
The District has two field offices that structurally mirror one another in
terms of their staffing levels and operational resources but do not take
advantage of economies of scale and could improve their resource
sharing. Each field office has its own maintenance and patrol staff and
operate independently from one another. In fact, in many cases the field
offices have each developed their own home-grown solutions to
operational problems such as the lack of a District-wide work order
management system. The result has been creating systems or processes
that are not compatible and can sometimes be duplicative. There also
exists, to some degree, a reluctance to share equipment between the two
field offices. This may lead to an overinvestment in the District’s fleet and
equipment. These inefficiencies are structurally embedded within the
organization due to the organizational separation of the two field offices.
Greater efficiencies can be achieved by organizing staff by work function,
rather than location.
Recommendation 26. Create crews that focus on specific
work functions and incorporate a rotational program that
allows for continued professional growth and
development of staff. Areas of expertise include
resource/pesticide management, trails and patrol, visitor
programs, etc. Assigning staff to specific work functions
will also allow them to deepen their knowledge in a given
area and work more productively as they gain more
experience.
Planning for Facilities to Meet Operations Staff Expansion
Within the next several years, the District will need to reevaluate its
utilization of its existing facilities and develop a plan for expansion that
will likely include the opening of additional office space for project
delivery and administrative staff as well as additional field offices or
40
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
outposts. While planning for this expansion, it will be important to re-
consider where staff is located to try and reduce the amount of time that
is spent going to and from destinations as acreage continues to increase.
Recommendation 27. Complete a facilities needs study to
determine mid and long term field facility needs and
investigate alternate maintenance facilities to
accommodate future growth.
Maintenance and upkeep of District facilities that house agency staff and
equipment are a functional responsibility of Operations. With the
anticipated growth in facilities, the function needs to be developed to
meet the growing number of facilities and corresponding maintenance
that will be required. Developing a Facilities division or unit within
Operations provides this focus. And, as discussed in the Land and
Property Acquisition portion of this report, as the property management
function for District acquired land is relocated to Operations, the
organization’s resources will be maximized by housing facilities
maintenance and the property management function within the same
unit.
Further, to deliver efficient and effective services, high performing
facilities management systems depend on the development and
maintenance of resources like facilities inventories, facilities maintenance
schedules, and multi-year facilities improvement plans. These tools
inform staff work plans, budgets, and long term financial plans. The
District would benefit from creating and maintaining these tools.
Recommendation 28. Consolidate facility
maintenance/property management into the Land and
Facilities group.
Recommendation 29. Create a facilities maintenance and
improvement plan to guide work plans and inform
financial decision making.
Management Support and Systems
Over the next three decades, the District anticipates its preserved land
will expand to 100,000 acres with over 400 miles of trails. To manage this
expansion and also begin opening a greater portion of its acres and trails
to the public, the District will need to scale up its operations, and expand
its facilities to make room for new personnel. Supporting this
significantly larger workforce will require a considerable investment in
41
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
the District’s management and information systems. This investment will
include a modernization of the District’s approach to information
technology (IT), financial management, human resource management,
facility management, and document management. The vision tied to
Measure AA cannot be implemented unless these support functions, and
the management and information systems that support them, are in place.
Moreover, the efficiency and productivity of these support functions have
a direct bearing on the District’s ability to keep pace with Measure AA’s
implementation schedule. After all, in order to construct a staging area or
open new trails, the District must have a well-trained and qualified
workforce, audited financial statements, appropriate systems in place to
support cost accounting and grant reporting, policies and procedures to
govern contract relationships and purchasing decisions, appropriate IT
systems for monitoring project expenditures, and much more.
In addition to strong internal support functions, a sustainable and
scalable organization also depends on clear leadership and direction from
the General Manager’s office. Organizational functions such as real
property, planning, natural resources, project delivery, patrol,
maintenance, and property management all require a corporate support
system that sheds light on organizational priorities (through executive
leadership and management) as well as the foundational tools and
support of internal support functions (such as accounting, human
resources, and information technology).
Aligning internal support functions, such as human resources, finance,
purchasing, information technology, and GIS requires shifting internal
reporting relationships to support and keep pace with organizational
needs. Having these operations centralized into a single administrative
unit will build capacity within the organization and create economies of
scale. In this section, Management Partners reviews the systems and
alignment of these critical functions as they relate to the anticipated
growth and corporate support needs of the organization.
Peer Comparison
Table 3 compares the District’s internal support staffing profile with peer
agencies. The table suggests that the District’s finance function is
understaffed, particularly considering that County-supported park
systems can often rely on centralized finance personnel in addition to the
finance staff they have internal to their own Department. Even those park
systems with centralized, County-wide finance support have a more
robust finance operation internal to their departments as compared to the
District.
42
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Internal Support Staffing Among Peer Organizations
Midpeninsula
Regional Open
Space District
East Bay
Regional
Park
District
Santa Clara
County
Parks and
Recreation
Department
Marin
County
Parks
Boulder County
Parks and Open
Space
Jefferson
County Open
Space and
Parks
Information
Services
21 7
1,
with county
support
7, with
county
support
1,
with County
Support
1,
with County
Support
Human
Resources
5.0 15.3
3,
with county
support
1,
with County
Support 1,
with County
Support
Finance
3.32 18.3
6,
with county
support
6,
with County
Support
Public Affairs
11.0 20.2 1 23
12,
with County
Support 3.5
Source: As reported by each agency.
1 This number includes IT Administrator and IT Technician of the administrative services division.
2This number includes Controller, Accountant, Accounting Technician, and Sr. Accounting Technician.
3 This number is projected to change to 4.
Financial Management
On July 1, 2012 the District implemented an enterprise resource planning
software (ERP) to provide the District with an integrated platform for
financial and human resources management. As with any ERP system,
there was a major change in business processes, as well as the fact that a
large number of staff were required to become proficient in its use. The
District has made large strides in its adaptation to use the system and
continues its efforts to improve and streamline business processes. In
that regard, the 2014 Management Letter prepared by the external auditor
proffered several suggestions for further improvement in areas of fund
accounting, grant management and project accounting. During the 2014-
2015 fiscal year, the District has made the recommended changes to its
fund accounting and has also set up a project numbering structure to
facilitate reporting of Measure AA expenditures. Also, the District has
undertaken a review of its chart of accounts to provide improved cost
accounting of its projects.
43
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 30. Document the business and
technology requirements for an integrated budget and
cost accounting system that enables the District to
perform 1) general ledger and fund accounting; 2) project
accounting; 3) grant billing and reconciliation; and 4)
grant documentation and organization. Each of these
functionalities were identified as recommended changes in
the findings from the 2014 Audit Letter and are critical to
the success of Measure AA implementation and reporting.
Implementing the above recommendation and supporting the District in
setting up the systems necessary to report Measure AA expenditures will
require the full-time leadership of a finance professional well-versed in
public accounting best practices. The part-time Controller position does
not provide the necessary support for a rapidly growing organization.
Recommendation 31. Create a Chief Financial Officer
(CFO)/Director of Administrative Services executive
level position responsible for the realigned
administrative services functions to provide financial
and other administrative services expertise and
leadership in these areas within the organization.
Recommendation 32. Develop a transition plan to shift
financial responsibility and management for the District,
including managing the Controller’s fiscal model, from
the part-time Controller to the new CFO/Director of
Administrative Services. Typically, a Board-appointed
District Controller performs a financial oversight function
but does not provide direct supervision over finance and
accounting staff.
The District has invested significant time and cost in implementing the
New World Systems financial software. This software platform provides
a solid foundation for the District’s financial system and should be
viewed as a long-term solution. To this end, the District should remain at
or near the most current release of the software, invest in ongoing staff
training, and attend annual user conferences. In addition, the District
should continue to explore opportunities to further leverage the New
World Systems software. As an example, the District is currently
migrating fixed assets into this software system. There are likely other
opportunities to streamline or replace offline systems by improving the
use of the New World Systems financial software.
44
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 33. Maintain the New World Systems
financial software at or near the current release and
continue to leverage the system to its full potential. The
ability to leverage the system will likely require an
investment in finance and IT staff training and will be
addressed in the District Information Systems and
Technology plan to be developed in the summer/fall 2015.
The District recently updated its financial policies that guide its overall
strategy in planning for a sustainable future. In November 2014, the
District adopted a Fund Balance Policy in Accordance with GASB
Statement No. 54 to identify the required components of fund balance,
the level of management authorized to approve or change target balances
in each fund, the amounts that the District will strive to maintain in each
fund, and the conditions under which fund balances may be spent,
reimbursed, and reviewed. In December 2014, the District adopted
revisions to its Capital Expenditures and Depreciable Fixed Assets policy.
Continuing to track, and update as necessary, financial management
policies and procedures is a significant best practice.
Recommendation 34. Review, update, or develop
financial management policies and procedures to enable
appropriate, accountable, and fiscally sound decisions at
the lowest possible level within the organization.
Purchasing
An organization’s purchasing function can bolster staff capacity or absorb
it. A helpful and supportive purchasing function requires focus,
structure, and processes. Currently, the District is supported by a
decentralized purchasing function with a very limited set of policies to
guide staff in their purchasing decisions. Centralizing the function within
the Finance Division will provide accountability and the system support
structure necessary to position the organization for success.
Recommendation 35. Centralize the purchasing function
within the Finance and Administrative Services
Department. The Finance division should build a
requisition system, identify opportunities to aggregate
purchases to gain economies of scales, and develop the
ability to analyze trends to ensure effective use of
resources.
45
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Information Technology and Systems
While existing IT systems appear to be meeting basic business and
operational needs, the District’s IT function has not been managed
strategically. Consequently, the District has assembled a number of
standalone access systems over the years, including a contract database, a
training database, and a permits database. However, no single division
or manager is responsible for ensuring these resources are adequately
maintained, accessible, and non-duplicative. The use of multiple systems,
including both commercial-off-the-shelf and in-house developed
applications, inhibits information access and sharing. Moreover, these
relatively isolated technology solutions and non-integrated databases
significantly impact staff and organizational efficiency. To obtain the
benefits from technology that many peer agencies are enjoying, the
District needs to make technology planning, implementation, and
support a priority.
The current informal approach to technology planning and management
treats information technology as a “back office” function instead of a
strategic one. Day to day technology management activities are left to the
IT Administrator, with limited guidance and input from departments or
management. Existing staff are at capacity responding to daily
information technology needs and are unable to dedicate time to
developing strategic goals or improvement projects. As a result, existing
and planned technology projects are not being executed within a formal
and accountable structure necessary to actually achieve results. A
Technology Strategic Plan would provide the District with a guide for
how technology will be planned, procured, implemented, and managed.
Recommendation 36. Develop and implement a
Technology Strategic Plan to provide a roadmap for the
District’s short and long term implementation and
management of technology. The Plan should focus
heavily on core systems (cost accounting, payroll, human
resource, project management, and document
management) including those on the critical path to
support Measure AA. It should also establish the
foundation for a highly integrated environment where
systems have automated interfaces to share information
without staff intervention. In order to develop a successful
Technology Plan, the District must allow for an objective
evaluation of the existing technical infrastructure,
applications, and technology service delivery capabilities.
46
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
In addition, it must allow department stakeholders to have
a voice in the plan and in the prioritization of the projects
within the Plan. (Note: the District has already drafted a
request for proposals (RFP) to solicit a consulting firm to
develop a Technology Strategic Plan).
Management and information technology systems improvements have
been inconsistently valued or championed by the organization’s
leadership which inhibits initiative and real progress in meeting critical
system needs. A united, consistent, and visible voice regarding the
strategically critical need for good management and information
technology systems across the organization will be required for the
aggressive action needed to address these needs.
Recommendation 37. Implement an IT governance
structure that promotes effective planning, priority
setting, and accountability of District technology
resources (staff, funding, hardware and software) with
business priorities. For example, for each technology
project, the District should identify the operational or
business leader ultimately responsible for the use of the
technology and success of the technology projects. This
approach ensures the involvement of user department staff
in project planning, implementation, and ongoing
management.
The existing Information Technology (IT) Services Group consists of an IT
Administrator, IT Technician, and a part-time IT Intern. Over the past few
years, it has become more challenging for IT to provide quality support
and deliverables to the District as staffing increases and technology needs
mature. With day-to-day operations that demand immediate attention, IT
staff are often unable to proactively plan and work on extended projects
that would ensure application of best practices that are common to other
businesses and government agencies. When considering the upcoming
technology procurements and implementation needed to support a much
larger District workforce, it becomes clear that additional IT leadership
and support staff are needed. Moreover, the District should recognize
that as more technology is implemented, and the overall reliance on
technology increases, the IT budget will likely need to increase in order to
support ongoing operations and maintenance. If technology is
implemented correctly, the increase in District-wide staff efficiency and
effectiveness should offset the cost of the technology.
47
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 38. Augment the existing IT staff with
an IT Division Manager and an additional IT Specialist.
The geographic information system (GIS) program is a core and critical
function for the District. The GIS program serves the District by
enhancing the understanding of ecosystem processes, providing data
analyses to improve land protection efficiencies and effectiveness,
facilitating integration of baseline data, serving as a feature location
database, and providing valuable information and visuals for
presentations. The GIS program serves the entire District and assists in a
significant percentage of all action plan projects. Currently, however, the
program is housed in Planning and the current GIS group is unable to
meet the growing demands of the District. These demands are now felt
from all District departments who now rely on GIS to access a large
variety of geo-based data and visual products. As the GIS group
continues to increase the number of functions it supports and takes on a
larger role in large District-wide projects, it becomes more important that
this group be adequately staffed and appropriately positioned and
integrated within the Information Technology organizational structure to
best serve all divisions.
Recommendation 39. Integrate the GIS Services group
into a new Information Systems and Technology
department to better reflect its District-wide service role
and augment existing GIS staff with one GIS specialist
position.
While the District is performing periodic backup of the current servers to
a neighboring facility, it is not a sufficient disaster recovery strategy,
particularly as the District increases reliance on technology for day-to-day
business and operational activities. While the current approach provides
redundancy for a site specific failure, it does not provide adequate
protection from an area disaster. The District should establish business
continuity requirements, then implement a long-term disaster recovery
plan that meets those requirements.
Recommendation 40. Develop and implement a formal
technology disaster recovery plan sufficient to address
protection from an area (not site specific) disaster.
Implementation of an effective disaster recovery plan
includes installing the hardware, software, equipment,
and/or services necessary to support a recovery according
to business continuity requirements. A key component to
establishing a disaster recovery plan is to fully document
48
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
recovery processes such that a recovery can be successfully
performed by an experienced IT professional with little or
minimal knowledge of the District. Once a plan is
implemented, the District should test the plan on a bi-
annual basis to ensure that a recovery can be successful.
The District is currently not using a help desk management solution to
manage requests for technology services. It is important the District
establish the use of a formal help desk software solution to track,
prioritize, monitor, and report on help desk activities to establish a
knowledge base and develop appropriate documentation.
Recommendation 41. Implement a desktop management
(help desk) solution to manage requests for technology
to track, monitor, and report on help desk activities. This
would establish a database of frequently asked questions,
reduce the reliance on IT staff, automate updates, develop
appropriate documentation, and improve inventory
tracking. (The District currently has a tool, SpiceWorks,
capable of providing this functionality.)
The District’s Information Technology function is also understaffed to
meet the current key information technology needs of the organization,
strategically plan for the future, and provide the leadership to move the
IT platform to 2015 expectations. The District’s information technology
needs have moved well beyond help desk service levels. While staff may
be interested in meeting such needs, there is no capacity as a result of the
need to respond to urgent, but not strategically important issues, on a
daily basis.
Recommendation 42. Create a Special Projects Manager
position to provide project management support for
internal support systems (i.e., IST implementation plan,
records management system, purchasing process and
procedures). This position will report to the Chief
Financial Officer/Director of Administrative Services and
provide special projects capacity and support beyond
Information Technology project.
Human Resources
A variety of personnel and critical staffing needs will require Human
Resources to be more innovative as well as efficient to meet the demands
of the organization. The organization needs to increase staffing on an
expedited basis, review impacted classifications, and address employee
49
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
and labor relations issues. This will require a re-positioning and
rethinking of how Human Resources work gets done. Expanding capacity
in Human Resources will help ensure employees are supported through
the initial FOSM implementation and in creating a long standing culture
and organization climate that is adaptive. Human Resources will require
greater visibility in the organization.
Recommendation 43. Establish a Human Resource
management level position responsible for planning and
meeting critical recruitment issues and sustaining a
committed workforce.
District staff levels have grown at an annual rate of 4.8% since Fiscal Year
(FY) 2004-05 which challenge Human Resource’s ability to forecast
workload requirements and hire qualified staff. Current Human
Resources capacity and systems will be unable to meet the demand
without updated classification and employee relations policies and
procedures along with innovative hiring strategies.
Recommendation 44. Hire interim, temporary, or contract
Human Resources staff to meet the need for recruitment
of positions on the organization’s critical FOSM
implementation path.
A number of key human resource policies have not been developed
within the District or are not fully understood across the management
team. Examples include the process for filing and addressing an
employee grievance, the process of handling acting assignments and
people working out of class, procedures for requesting and authorizing a
reclassification, and the process for establishing new positions and new
classifications.
Recommendation 45. Develop reclassification policies
and procedures to streamline classifications and
effectively respond to organization staffing needs.
Facility Management
Facilities management planning and maintenance responsibilities are
spread across the organization. Having a decentralized facilities
management function is an inefficient use of staff. IT and maintenance
staff are regularly called upon to address facility maintenance issues
which can impact up to 25% of their capacity to perform regular line
duties. Moreover, existing office space is severely constrained and
planning for an expanded work force must become a priority.
50
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Recommendation 46. Reassign facility management
responsibilities to Operations and develop a resource
allocation plan which includes existing staff and contract
services to maintain District facilities.
Recommendation 47. Complete a facility master plan to
address the District office and operational needs for the
next decade.
Document Management
A core technology for virtually all public agencies is an electronic
document management system (EDMS). This technology has many
benefits (e.g. reduction of hardcopies, improved information sharing,
increased transparency, facilitating easier searching of documents,
supporting retention standards, etc.) for an organization. The full value
of an EDMS is realized when it is tightly integrated with other core
systems such as finance, HR, payroll, GIS, etc. Document management
system implementations are inherently risky and expensive. To mitigate
the project risk, the District should establish clear business requirements
to ensure the best fit vendor solution is purchased and implemented. In
addition, it is important that District staff have clear expectations as to
what is being implemented and how they will be expected to use the
system.
Recommendation 48. Complete a comprehensive
requirements analysis and establish a formal project
plan to procure and implement a document management
system.
General Manager’s Office
The General Manager’s Office will play a critical role in guiding the
organization through the transformation that will occur with
implementation of the FOSM recommendations as the organization
pursues its vision. It will take leadership and a careful focus on clear,
internal communication. District staff must understand the rationale
behind changes as they occur and the General Manager’s Office will be
unilaterally responsible for communicating a compelling case for change.
To accomplish this, the General Manager’s Office must restructure itself
to build additional leadership capacity and further enhance internal and
external communication.
51
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
Building Leadership Capacity
The District’s executive leadership team has included the General
Manager and two Assistant General Managers together with the Board-
appointed General Counsel and Controller. In the recent past, the
Assistant General Managers have played a tactical role in the
implementation of special projects. These tactical assignments are
appropriate for a small, stable organization with strong systems to
support existing staff. However, the District will soon be undergoing a
period of tremendous transition and growth which creates a pressing
need for organizational leadership. To build this leadership capacity
within the executive team, the Assistant General Managers must delegate
the tactical implementation of key special projects to skilled managers
elsewhere in the organization.
Recommendation 49. Assign the tactical implementation
of special projects to skilled managers elsewhere in the
organization. This delegation will require a clear
communication of expectations regarding special project
implementation, routine check-ins, and project updates to
the executive management team, genuine employee
empowerment to perform the analytical tasks associated
with project work, and constant support and
communication from the executive management team.
These efforts will create capacity within the executive
management team to focus more on strategy and
organizational leadership.
Even with the tactical implementation of special projects reassigned to
District managers, the General Manager’s Office will need additional
analytical capacity to track and monitor all annual projects, especially
those related to capital improvements tied to Measure AA funding. This
monitoring should happen centrally to ensure the executive management
team is fully aware when projects are off track and require problem
solving.
Recommendation 50. Establish a senior management
analyst position that reports directly to the General
Manager to monitor District project delivery, provide
annual CIP project oversight
The District’s enabling language limits the General Manager’s spending
authority by not allowing staff to make decisions at the lowest possible
level and be accountable for results. As a result of the $25,000 purchasing
52
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
authority limitation, for example, staff spends an unnecessarily
significant amount of time processing Board staff reports for bid awards
or professional services contracts instead of program or project delivery.
Having to present staff reports to the Board for such contracts
unnecessarily pulls staff capacity from the executive management team.
Recommendation 51. Increase the General Manager’s
spending authority.
Enhancing Communication
Implementing the recommendations tied to this report will require a
focused, united, and consistent voice across the organization. The
District’s executive management team will have to regularly
communicate the organization’s plans for the future, including the
rationale behind changes as well as how change will be carried out over
time. Implementing the Vision Plan will also demand closer attention on
District branding, constant project progress reporting, creating public
relations opportunities to market District assets, and continued
connecting with the public. All these goals can be most effectively
accomplished by bringing Public Affairs into the General Manager’s
Office.
Recommendation 52. Locate the Public Affairs team
within the General Manager’s Office and establish
expectations for the team to focus on both external and
internal communication. This restructuring will expand
the focus of the Public Affairs team to District-wide issues
and communication challenges.
Office of the General Counsel
The Office of the General Counsel is staffed by a full-time, board-
appointed General Counsel and two support positions, including an
assistant general counsel (approximately 0.8 FTE) and a risk management
coordinator (0.5 FTE). This team of three employees provides sufficient
legal and risk management services to the District at this time, given the
existing workload across the organization. Nevertheless, land
acquisitions are becoming more complicated as time passes, with many
newly acquired properties coming to the District with legal issues related
to contamination, encroachment, maintenance, or tenant eviction.
As the District’s workload expands and Measure AA enables an even
more robust effort to acquire new properties, this will generate additional
53
Financial and Operational Sustainability Model
Sustainability Challenges and Opportunities Management Partners
demands for legal services. The District may consider looking into
opportunities to supplement existing legal services staff with contracted
legal support. Similarly, there will be a concurrent increase in the
number of contracts for goods and services, more employees brought on
board, and more interactions with the public and neighbors, all with
attendant increases in need for every day legal services and increasing
potential for legal disputes to avoid or manage. As the District’s profile
increases, and its property inventory expands, there will be an increasing
demand for risk management services and general and special legal
services. This support will need to be scaled accordingly, though it is
difficult to estimate at this juncture.
Recommendation 53. Maintain existing staffing levels
within the Office of the General Counsel; as workload
expands with Measure AA implementation and the
growth of complex land acquisitions, evaluate
opportunities for supplemental contracted and/or in-
house legal and risk management support over time.
Recommendation 54. Assess the need for a centralized
risk management function under the direction of a risk
manager as the size and scale of District operations
increases over time.
54
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Building the Sustainable Organization Structure
High performing organizations share certain structural characteristics.
They are designed around outcomes, not individual specialties, and
reflect how the team is expected to work together. Such organizations are
structured with a clear chain of command but have an expectation of
horizontal teamwork to achieve desired outcomes. Finally, they create
boundary-crossing partnerships that encourage collaboration.
Through the lens of these effective organization concepts, Management
Partners developed a set of guiding principles unique to Midpeninsula
that provide a framework for organization alternatives. These guiding
principles were reviewed with the Board during its January 28, 2015
study session.
Effective organization structures should:
1. Be designed around desired outcomes, not specialties.
2. Be based on clear outcomes of the organization and how the team
is expected to work together to achieve them.
3. Be clear about the chain of command, but expect horizontal
teamwork to achieve desired outcomes.
4. Create boundary-crossing partnerships that encourage
collaboration.
Guiding Principles
The following set of principles was developed as a guide for decision-
making regarding alternative organization structures.
1. The goals outlined in the Vision Plan will drive the work of the
organization and it will be structured to be transparent and
accountable to the taxpayer.
2. Functions will be structurally aligned in a manner that ensures
successful program and project management that clearly
delineates roles and responsibilities to build accountability and
promotes efficiency and effective operations.
55
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
3. The organization will utilize integrated and effective business,
administrative, and information systems to enable a sustainable
and fiscally viable organization.
4. The District’s project delivery objectives will be achieved through
a disciplined project management approach with clearly defined
roles and responsibilities reflecting areas of expertise.
5. Leadership, decision making authority, and information flow will
encourage organizational effectiveness, performance, and
accountability.
6. The organization will facilitate employee development and
growth including through career-paths that provide opportunities
for advancement.
7. The organization will be scalable to ensure sustainable alignment
of core functions and meet changing demands for service over
time.
Organizational Design Strategic Objectives
In addition, the following set of strategic objectives form the basis of
FOSM implementation priorities and highlight the District’s need for
organizational change and increased capacity to meet a demanding work
program.
1. Administrative Systems: Develop administrative and information
systems required for efficient and effective management,
accountability, and strong customer service.
2. Program and Project Delivery: Position the organization to deliver
programs and projects efficiently through effective and
accountable systems, defined responsibilities, and a capable and
collaborative workforce.
3. MAA Program: Integrate Measure AA program and project
delivery within a defined Capital Improvement Program (CIP)
with oversight that ensures accountability and facilitates the
delivery of projects within a team-based framework.
4. Further Develop the Organization’s Capacity to Change and Adapt:
Expand capacity and develop the District’s ability to adapt and
scale up over time.
Organization Structure Options
The District’s mission to preserve natural resources and provide greater
access to them serves to attract and retain high quality employees.
However, the existing structure does not fully leverage the team’s
56
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
capacity to meet the demands of Measure AA projects or fulfill the
District’s Vision. The current model is not easily scalable and relies on
broad skills that are tapped as needed to get the job done.
To enable reliable growth the District must structure itself in a manner
that aligns similar services to improve business performance so that work
is completed more quickly, with less effort, and provides for improved
results. An aligned organization structure visually depicts and defines
the reporting relationships and clear workflow paths within an
organization. It also provides a roadmap for promotions and creates
employee advancement tracks. More significantly, effective alignment
makes the organization flexible and scalable. The result in a more
sustainable structure.
Management Partners observes that Midpeninsula has three key service
areas: planning and project delivery (front end work), operations and
visitor services (back end work), and administration and internal support,
which provides the foundation and support necessary for the other
service areas to be successful. These three business lines and the structure
and accountability to service them are not easily identifiable on the
current organization chart.
The existing structure is designed around functional specialties and
employee relations objectives which results in less efficient operations
and a lack of accountability for results. Core organization functions need
to be in alignment to enable effective program management, project
delivery, and efficient operations. The following recommendations to
structure the District’s three primary service areas with clear lines of
accountability and leadership apply to each of the organization models
that follow.
Recommendation 55. Align the District’s administrative
services functions of finance, human resources, and
information technology under a new Chief Financial
Officer (CFO)/Director of Administrative Services.
Recommendation 56. Ensure collaboration, effective
communication, and project completion by having the
managers of Real Property, Planning, and Capital
Projects/Engineering report to the same Assistant
General Manager.
57
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Recommendation 57. Align the field-focused functions
under the same Assistant General Manager to maintain
open communication, shared resources, and a customer-
driven approach.
Management Partners worked closely with the Executive Team to
develop and analyze alternative structures that could best meet the
objectives laid out in the guiding principles and strategic objectives and
address critical needs of the organization. The resulting alternatives fall
into three categories: parallel organization, matrix organization, and
integrated core business organization. An evaluation of each is listed
below using the guiding principles as the “yard stick” or measurement of
effectiveness. The models were reviewed in detail with the Board of
Directors at their January 28, 2015 Board study session.
Option 1 – Parallel Organization for Measure AA
The first option that Management Partners considered placed a bright
spotlight on the delivery of projects funded by Measure AA. It created a
parallel structure that would operate with a single mission of delivering
Measure AA projects. All functions associated with the delivery of this
work program from planning through construction would report to a
single manager charged with delivery of projects. Measure AA demands
throughput; a reliable and transparent structure; and full accountability.
This model achieves that result, but at a cost to efficiency and with the
risk of establishing a competing, rather than collaborative, team
environment.
In addition to setting up the parallel Measure AA department, this model
addresses the business need for integrated business and information
systems by aligning all administrative functions under a single leader. It
also creates a Capital Improvement Program (CIP) engineering and
construction team and divides the existing Operations department into
two departments to address growing demand for visitor services and
increases in workload for maintenance staff. The pros and cons of this
model were reviewed with the Board during a study session and are
summarized below.
Parallel Option – creates a parallel organization around Measure AA
project delivery intentionally doubling functions to support increased
project delivery and clear accountability (Figure 12).
Pros a) Clear Measure AA responsibilities
b) Transparency and accountability for Measure AA
58
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
c) Integrated business and information systems
Cons a) Duplicative
b) Highly inefficient
c) May undermine teamwork culture of District
d) Non-Measure AA project delivery roles and responsibilities
unclear
Figure 12. Parallel Measure AA Structure
General Manager
Operations
Finance and
Administrative
Services
Public Affairs
Finance
Human Resources
Information Technology
Board of Directors
Planning, Stewardship
and Development
Planning
Natural Resources
Real Property
Controller/CFO
General Counsel
MAA Program
Management and
Project Delivery
Planning
Real Property
Natural Resources
Engineering /
Construction
Support
Interpretive Programs
(Volunteers/Docents)
Maintenance
Ranger Program
Facilities/Property
Management
Land and Facilities
Visitor Services
Capital Improvement
Program (design and
construction)
Option 2 – Matrix Organization
The second option applies a matrix structure that draws upon resources
from within the organization to deliver projects through a Measure AA
Program Manager that reports to the General Manager. Matrix models
have proven to be highly effective for organizations charged with
delivering a major project or initiative. The model maintains
accountability through defined leadership but allows for other regular
operations to continue uninterrupted. The challenge in this case is that
Midpeninisula is not implementing one or two large projects after which
59
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
regular activities resume. Midpeninsula has an ambitious, long-term
commitment to deliver a multitude of projects. The matrix model may aid
in short term delivery demands as the organization shifts and changes,
but this is not preferred long-term solution.
Matrix Option – establishes a leadership position related to Measure AA
projects that draws all resources from within current organization
structure. (Figure 13)
Pros a) Clear Measure AA responsibilities
b) Integrated business and information systems
c) Staff development and succession opportunities
Cons a) Lacks functional alignment
b) Lacks transparency and accountability for all other project
delivery
c) Staff may become overwhelmed and challenged to focus on
priorities
b) Unscalable
60
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Figure 13. Matrix Measure AA Structure
Option 3 – Integrated Core Business Model
The final model incorporates the culture of collaboration at the heart of
Midpeninsula while establishing a framework for scalable growth, clear
lines of responsibility and accountability, and identifiable paths for
succession. This model recognizes that despite the incredible impact
Measure AA has on the organization’s ability to grow and expand, it is
simply one funding source for delivery on the promise outlined in the
Vision Plan. As such, Midpeninsula must organize itself in a manner that
supports an integrated approach to delivering both projects and services
in the long term. Separating Measure AA does not support that need.
Integrated Core Business Option (i.e., project planning and delivery/visitor
and field service/administrative support) – clusters like functions to
capture synergies, maximize information flow, and enhances capacity to
deliver three times the output as well as integrates Measure AA projects
implementation into core business model. (Figure 14)
61
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Pros a) Clear Measure AA responsibilities
b) Transparency and accountability for Measure AA
c) Aligns functions by three core business lines of the District
d) Scalable and provides for long term sustainability
e) Staff development and succession opportunities
f) Integrate business and information systems
Cons a) Absent effective leadership, commitment to new roles and
improved systems, organization can fall into old patterns of
inadequate accountability and slow decision making
Figure 14. Integrated Core Service Structure
The organization charts shown on the next two pages (figures 15, 16, 17,
and 18) present the alignment of functions by major business area and the
General Manager’s Office. Discussion regarding the organization
structure within these departments has begun and will be developed
during the implementation stages of the FOSM.
General Manager
Visitor and Field
Services
Assistant General
Manager Finance and
Administrative Services
CFO / Director of
Administrative Services
Finance
Manager
Human Resources
Manager
Information
Technology
Manager
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
Planning
Manager
Real Property
Manager
General Counsel
Controller
Executive Assistant
Engineering and
Construction
Manager
Natural Resources
Manager
Visitor Services
Manager
Land and Facilities
Services
Manager
Special Projects and
Program Management
Senior Management Analyst
Public Affairs
Manager
District Clerk
Special Projects
Manager
62
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Figure 15. Planning and Project Delivery
Figure 16. Operations and Visitor Services
General Manager
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
Planning
Manager
Real Property
Manager
General Counsel
Controller
Engineering and
Construction
Manager
Land acquisition
Property acquisition
CEQA
Current planning
Long-range planning
Regional trails
coordination
Signage
Design and
engineering
Construction
MAA project delivery
Permits
Visitor and Field
Services
Assistant General
Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
General Manager
Visitor and Field
Services
Assistant General
Manager
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
General Counsel
Controller
Ranger program
Docent/volunteer
program
Public safety
District stewardship
Grazing
Pest management
Vegetation management
Wildlife management
Field maintenance
Facilities maintenance
Property and land
management
Trails and construction
Natural Resources
Manager
Visitor Services
Manager
Land and Facilities
Services
Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
63
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Figure 17. Finance and Administrative Support
Figure 18. Office of the General Manager
General Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
Finance
Manager
Human Resources
Manager
Information
Technology
Manager
Board of Directors
General Counsel
Controller
Accounting
Procurement
Budget
Recruitment
Benefits
Classification and
compensation
Employee recognition
Organizational
development
Performance management
Training
Workers’ compensation
Safety
ADA compliance
Systems
GIS
Web maintenance
Support
Records management
Special Projects
Manager
Visitor and Field
Services
Assistant General
Manager
Project Planning and
Delivery
Assistant General
Manager
General Manager
Visitor and Field
Services
Assistant General
Manager
Project Planning and
Delivery
Assistant General
Manager
Executive Assistant
Intergovernmental
Internal communication
Media
Outreach
Special Projects and
Program Management
Senior Management Analyst
Public Affairs
Manager
District Clerk
Board of Directors
General Counsel
Controller
64
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Staffing Projections
In addition to developing a recommended organization structure that
allows for significant growth in staffing and a shift in mission, the FOSM
calls for a high-level projection of staffing needs over the next 30 years.
Such a projection is a reasonable best estimate given the many factors that
may alter the trajectory of the District over 30 years. However, using
existing assumptions from the Vision Plan, which identifies specific
projects and goals, and based on current staffing ratios, Management
Partners developed a series of operating assumptions for staffing
projections that are based on objective criteria. These criteria are based on
analysis of workload projections and current operating practices,
including gaps and limitations.
Based on Management Partners’ analysis, the following operating
assumptions were applied:
• Planning and project delivery workload will ramp up in the near
term and then plateau
• The greatest area of growth over time will be in Visitor and Field
Services (“Operations” under the organization model)
• Finance and Administrative Services must keep pace with the
growing organization
• Demand for in-house natural resources expertise will be ongoing
with support for both project planning and visitor and field
services
The staffing projections are organized by business lines (service area) and
department, as summarized in Table 4.
Business Lines and Corresponding Departments
Business Line Departments
Project Planning and Delivery Engineering and Construction
Planning
Real Property
Visitor and Field Services Natural Resources
Visitor Services
Land and Facilities Services
Administrative Support
Finance and Administrative
Services
Finance
Human Resources
I.T.
Office of the General Manager
65
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Projections Methodology
In order to provide projections for anticipated staffing, Management
Partners established scaling criteria as shown in Figure 19. The new
Visitor Services and Land and Facilities Services departments are scaled
based on projected increases in miles of trail. Planning and Natural
Resources are scaled based on the number of projects. The number of
projected Engineering and Construction staff that will be needed is linked
to the increases projected in the Planning department. The administrative
support for the organization is scaled based on the size of the
organization. A scaling criterion is not applied for other departments. The
model accounts for an increase of two staff members in the Office of the
General Manager based on anticipated support required to implement
internal special projects and monitoring and report of Measure AA
project delivery.
Figure 19. Applied Scaling Criteria by Department
The miles of trail is used as a workload measure to scale staffing levels for
Visitor Services and Land and Facilities Services departments. The trail-
miles data is used as a proxy to indicate future workload of visitations,
patrol, maintenance, and other-related factors. Two separate ratios are
calculated based on the number of existing trail miles and the current
number of staff for Visitor Services and Land and Facilities services. The
ratios are then applied to the projected number of trail miles in 2020 and
in 2045 to derive projections for staffing levels of Visitor Services and
•Visitor Services
•Land and Facilities ServicesMiles of Trail
•Planning
•Natural Resources
•Engineering and Construction
(based on Planning throughput)
# of Projects
•Administrative support (Visitor and Field Services)
•Finance and Administrative Services (Finance, HR, IT) # of Staff
•Real Property
•Public Affairs
•General Manager and other Board appointees
No Criteria
66
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Land Facilities Services departments. The trail mile data and its sources
are summarized in Table 5.
Number of projects is used as a workload measure to scale staffing levels
for Planning and Natural Resources departments. The model anticipates
an initial increase in the number of projects and then remains constant
until the completion of Measure AA due to the staggered and phased
nature of the projects. Separate ratios are calculated based on the sum of
projects of specific categories in FY 2013-14 (Real Property, Planning,
Natural Resources, and Operations) and the current number of staff for
Planning and Natural Resources departments. The ratios are then applied
to the sum of projects from the designated categories in FY 2015-16 to
derive projections for staffing levels of the Planning and Natural
Resources departments. The staffing in these departments is projected to
remain at FY 2015-16 levels until the completion of the Measure AA
assuming no additional infusion of funds or policy direction to deliver
projects at a faster rate. The project data used and its sources are
summarized in Table 5.
As the functions of the Engineering and Construction department closely
support the functions of the Planning department, the staffing projections
are directly correlated. The projections model assumes one additional
Engineering and Construction staff for every three to four additional
Planning staff.
Workload Data Used for Scaling Ratios
Workload Data Base year 2020 2045
Trail Miles 2301 2832 4113
# of Projects 464 1025 1025
1 2015 trail miles provided by the District.
2 53 miles to be added within the first 5 years of Measure AA project implementation according to
Planning Manager’s Memo (2/19/2015).
3 181 miles of trails added to 2015 trail miles by tabulation of “Top 25 Projects” hard and soft cost
spreadsheets.
4 FY 2013-14 project count from Year-End Action Plan (Real Property, Planning, Natural Resources,
and Operations).
5 Increased number of projects from Measure AA implementation as indicated by FY 2015-16
Action Plan Key Projects (Real Property, Planning, Natural Resources, and Operations).
The number of operations staff is used as a workload measure to scale
administrative support staffing levels. The model assumes that the
support needs will uniformly increase. A ratio is calculated based on the
current number of support staff and the current number of operation staff
in the business line (Visitor Services, Land and Facilities Services, and
67
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Natural Resources departments). The ratio is then applied to the
projected staffing levels of the operational staff to derive the projections
for the administrative support staff of Visitor and Field services.
The number of total staff is used as a workload measure to scale staffing
levels for Finance and Administrative Services business line. The model
assumes that the support needs will uniformly increase. Separate ratios
are calculated based on the current number of staff for each support
function (finance, human resources, and information systems and
technology) and the current size of the organization. These ratios are
independently applied to the projected size of the organization to derive
projections for the staffing levels of Finance and Administrative Services.
Using the scaling criteria, the projection methodology establishes ranges
of staff increases to compensate for the imprecise nature of long-range
staffing forecasts. These projections will need to be reviewed and refined
over time, with specific staffing requests occurring primarily during the
annual budget process.
Projections
The results of the staffing model reported in Table 6 project that the
District will need to increase staffing by 41 to 51 positions over the next
five years (a 10% margin is used to create the range) to fully realize the
five-year vision plan objectives and ensure adequate staff support. The
staffing increases in business areas of Project Planning and Delivery and
Finance and Administrative Services are expected to plateau after the five
year mark, while in Visitor and Field Services staffing needs will continue
to increase as Vision Plan projects come online and require long term
operation and maintenance. The District’s projected staffing profile by
business line is shown in Figure 20. Changes in the number or type of
projects to be completed within this time period could alter the position
counts (i.e., fewer projects that result in new trail miles to be maintained
or a reduction in the number of overall projects delivered by planning
and project delivery teams).
68
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Staffing Model Projected Staffing Increases by Business Line
Business Line Departments
Projected
Increase
by 2020
Projected
Increases
2020 to
2045
Total
Projected
Increase
Project Planning
and Delivery
Engineering and Construction
Planning
Real Property 10 to 13 TBD 10 to 13+
Visitor and Field
Services
Natural Resources
Visitor Services
Land and Facilities Services
Administrative Support 20 to 25 37 to 45 57 to 70
Finance and
Administrative
Services
Finance
Human Resources
I.T. 9 to 11 6 to 8 15 to 19
Office of the
General Manager
2 0 2
Projected Staffing
Increase (Range)
41 to 51 43 to 53 84 to 104
Figure 20. Projected Staffing by Business Line
0
20
40
60
80
100
120
140
160
Project Planning and
Delivery
Visitor and Field
Services
Finance and
Administrative
Services
Office of the General
Manager and Misc.
Fu
l
l
-Ti
m
e
E
q
u
i
v
a
l
e
n
t
E
m
p
l
o
y
e
e
s
Current Projected Increases by 2020 Projected Increases 2020 - 2045
69
Financial and Operational Sustainability Model
Building the Sustainable Organization Structure Management Partners
Specific positions and the timing of the additions will be assessed and
recommended to the Board by department managers based on justified
need. To justify new staffing needs, managers will be equipped to use the
criteria applied by Management Partners as well as enhanced workload
metrics as real-time workload data become available with the
development of new information management systems.
70
Financial and Operational Sustainability Model
Financial Sustainability Management Partners
Financial Sustainability
The District must grow significantly to fully achieve the goals outlined in
the Vision Plan. A key driver for pursing the FOSM study was to assess
the organization’s ability to financially meet the workload demands of
implementing its ambitious Vision Plan. The District’s Controller
maintains a 30-year financial model that is continuously updated to
address the changing environment of the District and reflect the most
currently information available. The fiscal model applies a series of
assumptions that drive the forecast. There are several risk-factors that
require monitoring over time; however, the organization will have ample
time to respond and take corrective action if one or more of the risk-
factors materialize.
Midpeninsula’s Fiscal Model
The District Controller’s 30-year financial model is driven by assumptions
in four main categories: tax revenues, operating expenditures, non-
Measure AA capital expenditures, and Measure AA-related expenditures.
The Controller assumes an annual tax revenue growth rate of 5.0% in the
first ten years and a lower rate of 4.5% in the years that follow. These tax
rates are lower than the 20-year historic average annual growth rate of
6.4%. The expenditure side of the model includes aggressive assumptions
for operating and capital costs. The Controller assumes an ambitious
addition of 40 employees by FY 2017-18 and non-Measure AA capital
expenditure assumptions include a $20 million investment by FY 2018-19
for anticipated facility costs. Finally, the Measure AA-related expenditure
assumptions include labor costs and a generous assumption for
contingency costs. The details of these assumptions are outlined in Table
7.
71
Financial and Operational Sustainability Model
Financial Sustainability Management Partners
Summary of Key Assumptions of the Fiscal Model
Category Key Assumptions Notes
Tax Revenues
FY 2015-16 base: $36.3 million
FY 2015-29 annual growth rate: 5.0%
FY 2030-45 annual growth rate: 4.25%
The average annual growth rate of
assessed valuation in the District for the
last 20 years is 6.4%.
Operating
Expenditure
FY 2015-18 accounts for 40 additional
employees
FY 2017-18 base: $24.8 million
FY 2015-29 annual growth rate: 7.0%
FY 2030-45 annual growth rate: 5.25%
The average annual growth rate of
operating expenditure over the past 5
years is 6.0%.
Non-Measure AA
Capital Expenditure
FY 2016-19 accounts for $20 million in
new facilities.
FY 2015-16 base: $3.9 million
FY 2015-29 annual growth rate: 5.0%
FY 2030-45 annual growth rate: 4.25%
The average annual growth rate of
capital expenditure has a fluctuating
historic trend.
Measure AA
Expenditure
Bond proceeds every 3 years.
Measure AA labor expenditures are
12.5% of total Measure AA
expenditures.
Grant income will fund 8.0% of the
Measure AA project expenditures.
Bond debt service is calculated based on
economic assumptions by the
Controller.
Measure AA capital expenditure is
informed by work plans, which includes
generous contingencies.
Measure AA grant income projections
amount to $24 million over 30 years.
The fiscal model forecasts a stable future under the Controller’s
conservative assumptions. Even with an increase of 40 positions in the
next three years and ongoing expenditure increases, the operational
expenditures remain below 90% of projected tax revenue over the full 30
year period as shown in Figure 21. In other words, the tax revenues will
be sufficient to support the growth of the organization’s operational
expenses in the defined time frame.
72
Financial and Operational Sustainability Model
Financial Sustainability Management Partners
Figure 21. Operational Expenses as Percentage of Tax Revenue
Model Stress Testing
The Controller’s fiscal model was tested with a “Great Recession”
scenario to assess the District’s capacity to respond to drastic economic
scenarios. The test applied a worst-case scenario by inserting the tax rate
realized by the District during the worst years of the Great Recession for a
four years period and making no reductions to expenditures. While this
scenario is unlikely since the District would likely constrain or reduce
expenditure as revenue decline, the test reveals the strength of the
District’s financial position. As shown in Figure 22, the District reaches
100% of tax revenue approximately ten years following the major
recession. This affords the District ample time to adjust for the economic
correction.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
1
4
-
1
5
1
5
-
1
6
1
6
-
1
7
1
7
-
1
8
1
8
-
1
9
1
9
-
2
0
2
0
-
2
1
2
1
-
2
2
2
2
-
2
3
2
3
-
2
4
2
4
-
2
5
2
5
-
2
6
2
6
-
2
7
2
7
-
2
8
2
8
-
2
9
2
9
-
3
0
3
0
-
3
1
3
1
-
3
2
3
2
-
3
3
3
3
-
3
4
3
4
-
3
5
3
5
-
3
6
3
6
-
3
7
3
7
-
3
8
3
8
-
3
9
3
9
-
4
0
4
0
-
4
1
4
1
-
4
2
4
2
-
4
3
4
3
-
4
4
4
4
-
4
5
Operating Exp/Taxes
73
Financial and Operational Sustainability Model
Financial Sustainability Management Partners
Figure 22. Operational Expenses as Percentage of Tax Revenue With One Great Recession
Note: Great Recession-level 2.27% AV growth occurs from FY 2025-29
Risk Factors
There are several risk factors to monitor regardless of the strong financial
position forecast by the Controller’s fiscal model. First, if the assessed
value does not grow as predicted, the organization may experience
resource constraints, as 75% of current revenue is from property taxes.
Second, if the organization takes on more non-General Obligation (GO)
debt than it is able to service, the resulting debt service expenditure could
threaten the fiscal health of the organization. Third, if operational
expenditures grow faster than projected, the ongoing tax revenue will not
be sufficient to support the operations of the organization. The last risk
factor is the organization’s inability to spend down bond proceeds. While
important to monitor the potential for these risks, the dynamic nature of
the Controller’s fiscal model allows the District to predict, plan, and
adapt to the economic conditions and respond before a risk becomes
detrimental to the financial health of the organization.
FY 2043-44
0%
20%
40%
60%
80%
100%
120%
1
4
-
1
5
1
5
-
1
6
1
6
-
1
7
1
7
-
1
8
1
8
-
1
9
1
9
-
2
0
2
0
-
2
1
2
1
-
2
2
2
2
-
2
3
2
3
-
2
4
2
4
-
2
5
2
5
-
2
6
2
6
-
2
7
2
7
-
2
8
2
8
-
2
9
2
9
-
3
0
3
0
-
3
1
3
1
-
3
2
3
2
-
3
3
3
3
-
3
4
3
4
-
3
5
3
5
-
3
6
3
6
-
3
7
3
7
-
3
8
3
8
-
3
9
3
9
-
4
0
4
0
-
4
1
4
1
-
4
2
4
2
-
4
3
4
3
-
4
4
4
4
-
4
5
74
Financial and Operational Sustainability Model
Road Map to Implementation Management Partners
Road Map to Implementation
The District has a number of goals and objectives across several critical
plans for action (annual Action Plans, Measure AA top 25 projects,
administrative and business improvements). Strategies for implementing
them require close coordination and clear priorities to enable staff to be
accountable and for projects to be successfully implemented. Two tools
will facilitate successful implementation: 1) a change management
approach and 2) phasing actions.
District staff is committed, engaged, and enthusiastic about the work and
mission of the organization. This provides a good platform from which to
launch organization change and institute business and system
improvements that position the organization to achieve its ambitious
vision. Staff are committed to the vision and mission. However, many
feel challenged by the current and proposed work program and
implementation of Measure AA.
Change Management Strategy
Managing change is not enough. Organizational change needed to
develop an effective Measure AA implementation plan and new
administrative systems will require dedicated executive level leadership,
a continuing sense of urgency, and adequate resource allocations.
There are five components to successful change management:
• Planning
• Defined governance
• Committed leadership
• Informed stakeholders, and
• Aligned workforce 1
1 Change Management Best Practices: Five Key Factors Common in Managing
Organizational Change, Queensland Government, 2009 available at
www.psc.qld.gov.au/publications/subject-specific-publications/assets/change-
management-best-practice-guide.pdf
75
Financial and Operational Sustainability Model
Road Map to Implementation Management Partners
Planning
Proper project planning requires high quality systems, full team
engagement, clearly defined outcomes, thorough risk assessments,
autonomy and delegation of decision making, timely problem solving,
and proper monitoring. As the District proceeds with the
recommendations to institute management and information systems and
develop a systematic project delivery approach, the organization will be
successfully positioned to deliver results.
Defined Governance
The Board and senior and executive management seek extensive analysis
and detailed information before decisions are made, which can be both
ineffective and inefficient. Delegating work that belongs to division
heads and managers frees up time for senior and executive management
to focus on “big picture” Vision implementation and support the needs of
elected officials and policy decision-making. Performance plans that
cascade from the Board to the General Manager to Assistant General
Managers to department heads play a critical role in aligning high-level
goals down into the organization.
Clarification regarding roles and responsibilities of the District
governance system further positions the agency for successful results.
The Board, leadership team, and staff each own different parts of the
governance continuum. The Board provides policy level review and
decision-making. This should include revising existing policies and
procedures regarding Board relationships with staff. Staff is charged
with focusing on implementing the vision and administering the District
work plan through Board-established clear work plan priorities and
direction.
Recommendation 58. Support effective Board and staff
working relationships by defining clear roles and
responsibilities and reviewing and updating policies and
procedures that effect these interactions. When adequate
role definition, policies, and systems are in place, trust and
accountability within and outside the organization will
increase. This will enable policy makers to focus on policy
and strategic direction instead of operations and
administration.
76
Financial and Operational Sustainability Model
Road Map to Implementation Management Partners
Committed Leadership
By forming a coalition of change leaders throughout the organization,
District leadership should ensure staff has the tools, training, and
resources to complete the work and achieve the defined outcomes.
To achieve alignment through all levels of the organization, it is crucial to
provide staff policies and procedures (personnel, purchasing, project
management, property acquisition) that frame and clarify the
performance expectations, employment boundaries, and the work
climate. Establishing clear meeting management practices will help
ensure purpose driven, productive and meaningful results. As work
becomes more complex, effective and efficient meeting management will
be critical to administrative success. Likewise, delegating problem
solving and decision making to employees that are aligned at all levels of
the organization improves work flow processing and keeps.
Recommendation 59. Establish meeting management and
delegation practices that ensure productive and
meaningful results and utilize the expertise and skills of
staff.
Informed Stakeholders
Measure AA implementation and change management will require a
coalition of committed, accountable leaders, with a common vision of
what success looks like and clear outcomes that are thoroughly
communicated.
Creating and communicating a vision for organization change
accompanied by a sense of urgency enables staff members to connect
incremental tasks to the broader purpose of their work. Frequent and
regular communication (i.e., employee newsletter, shared calendars, joint
administration and field staff events) will help staff understand what is
being asked of them and set a context for future directives, planning and
associated action plans.
Recommendation 60. Establish an internal and external
communication strategy for FOSM Implementation.
Clear and frequent communication from management
about how organizational changes will affect the
workforce is seen as underdeveloped by many employees.
Having many District operations based in different
buildings and different areas can make communication
challenging without an intentional, organized effort.
77
Financial and Operational Sustainability Model
Road Map to Implementation Management Partners
Aligned Workforce
As reviewed in detail within the organization structure section of this
report, alignment is a critical component of an agency’s success. We
previously recommended a structure that will include the reorganization
of some activities and the addition of functional capacities consistent with
the three business lines: Planning and Project Delivery, Operations and
Visitor Services and Administration and internal Support.
Phasing: How do we get started with these changes?
Phase I
As has been discussed, the foundational management and information
systems must be developed first. Since it is necessary to supporting
operations, project delivery, and the District’s institutional infrastructure,
conducting an information systems and technology (IST) study and
designing an implementation plan regarding the study findings will help
to immediately address three vital systems: maintenance management,
project management, and client management.
Also, developing position descriptions and beginning the recruitment
process for the Chief Financial Officer/Administrative Services Director
and the Information Technology Manager positions, will allow the
District to align the administrative functions and move quickly to
implement the IST plan. This action builds the administrative leadership
team quickly.
To support the District project planning and delivery structure,
recruitment of an Engineering and Construction Manager will provide an
owner of this critical new function in the District. This position will be
responsible for moving projects from the planning phase to building and
construction. This will offer staff the structure and direction for work and
will provide critical resources to support problem solving.
An additional phasing plan is necessary to define the transition steps to
align the operations team structure that will lead to the new Visitor
Services and Land and Field Services departments. The phasing plan will
address both the timing and relocation of positions from Public Affairs
and Real Property groups.
Refinements to positions and titles in Natural Resources and Human
Resources will ensure the District has the expertise and confirm each
function is properly resourced to perform the new volume of work.
78
Financial and Operational Sustainability Model
Road Map to Implementation Management Partners
Phase II and III
Following completion of Phase I, the organization will be positioned to
formalize the new organization structure, consistent with the District’s
business lines, and establish the new Engineering and Construction
Department, communicate the phasing plan and detailed changes plus
timeline regarding the Operations function along with the timing of IST
implementation work.
The change envisioned through the FOSM will take time and ongoing
commitment. An implementation plan that prioritizes the
recommendations contained in this report will be developed in
conjunction with management and will be used to guide, inform and
track progress.
79
Financial and Operational Sustainability Model
Conclusion Management Partners
Conclusion
The Financial and Operational Sustainability Model report is the final
component of a deliberate and thoughtful four piece strategy to transform
the District to meet new constituent interests and build a long term
strategy for sustainable operations. Positioning the organization to use its
current and Measure AA resources responsibly in the long run is
unprecedented work for typical organizations and reflects a best
practice. The study identified a number of opportunities to position the
District to accomplish the 2014 Vision Plan. The District workload is
proposed to more than double over the next 30 years through Measure
AA funding. Focusing resources, attention, and recommended changes
on three key areas will position the District to achieve its work plan:
1) Developing core management and information systems will
increase staff efficiency and provide data necessary to monitor,
adapt, and inform stakeholders regarding Vision Plan progress.
2) Aligning organization functions within the Districts by its three
business lines (Project Planning and Delivery; Operations and
Visitor Services; and Administration and Internal Support) will
improve the efficiency and effectiveness of operations.
3) Delineating and documenting a structure for the workflow of
District projects will allow the organization to deliver results and
meet public expectations.
Capitalizing on these opportunities requires a renewed commitment to
roles and responsibilities. Foremost, a commitment to clear priorities and
direction as well as patience and persistence is required by leaders in the
organization. Change is hard. However, the ambiguity that is inherent in
the midst of change can be diminished through disciplined practices that
include planning (timing, training, tools, problem solving), defined
governance, committed leadership, aligning the workforce, and regular
communication with stakeholders.
District employees reported that the mission of the agency keeps them
inspired and engaged in preservation, restoration, and expanding public
access opportunities. Most agencies spend decades investing in resources
80
Financial and Operational Sustainability Model
Conclusion Management Partners
to establish and build employee commitment to its mission. Valuable,
unique, and refreshing, the District can check this leadership challenge off
its list. Although significant, FOSM recommendations can harness the
commitment to the mission to fuel the tasks ahead. This is an exciting
time in the District’s history and an opportunity for each individual to
contribute to the legacy of the agency’s transformation.
81
Financial and Operational Sustainability Model
Attachment A – List of Recommendations Management Partners
Attachment A – List of Recommendations
Recommendation 1. Develop mechanisms that periodically clarify and reinforce
organizational priorities for staff, so that work can be planned and managed in alignment
with those priorities.
Recommendation 2. Develop a communication strategy to regularly provide information
updates to the Board and public regarding project progress and results, and promote
transparency to build public trust.
Recommendation 3. Convene internal stakeholders to develop a refined, comprehensive
project delivery approach that ensures proper oversight, clarity of roles, prioritization,
predictability, and follow-through.
Recommendation 4. Integrate specialized functions, such as CEQA review, that play a
critical role in project delivery and integrate them into the District’s project delivery
approach and identify procedural changes and methods of centralization that lead to greater
consistency and efficiencies
Recommendation 5. Complete a comprehensive requirements analysis and establish a plan
to procure and implement a uniform Project Management System.
Recommendation 6. Develop a consistent format for project budgets using a procured
project management system that informs work planning and accounts for the total cost of
project delivery, including staff time and indirect costs associated with administrative
support functions and organizational overhead.
Recommendation 7. Expand the list of pre-approved, on-call consultants and contractors
that can be available to support the District in its planning, engineering, construction, and
project delivery functions.
Recommendation 8. Review current contracting/bidding policies/practices to identify
opportunities to streamline these policies/practices.
Recommendation 9. Create an Engineering and Construction Department and hire an
Engineering and Construction Manager to oversee the following project delivery functions:
design, permitting and engineering; construction management; and Measure AA project
delivery oversight.
Recommendation 10. Meet with local jurisdictions to discuss opportunities to improve the
permit processing time associated with certain types of permits.
Recommendation 11. Create a Property Acquisitions Plan that clearly communicates
District acquisition policies and goals that provides a road map for strategic land acquisition.
Recommendation 12. Restructure the Real Property function to focus on land and property
acquisition, and move the property management function to a Facilities division in the new
Land and Field Services Department.
Recommendation 13. Establish a “visitor services” function of the organization to provide
public facing services and activities. Restructure the organization to align docents,
volunteers, and rangers to meet the array of visitor services.
82
Financial and Operational Sustainability Model
Attachment A – List of Recommendations Management Partners
Recommendation 14. Separate the patrol and maintenance functions into two distinct
organizational units, Visitor Services (for patrol staff) and Land and Facilities Services (for
maintenance staff).
Recommendation 15. Create Manager-level positions to lead the Visitor Services and Land
and Facilities Services groups.
Recommendation 16. Develop guiding policy similar to the East Bay Regional Park District
Pipeline Program that requires District staff to develop estimates for start-up costs as well as
ongoing maintenance, safety, and staffing costs for each development project or future land
acquisition before the Board commits to the project or purchase.
Recommendation 17. Purchase and implement a computerized maintenance management
system (CMMS) and provide training on its use.
Recommendation 18. Explore new reliable communication technology (i.e., email, voice and
visual systems, tough books) to ensure field staff have the information and tools to
effectively perform their job responsibilities.
Recommendation 19. Establish a special projects/construction team that is dedicated to the
delivery of special projects like trails construction.
Recommendation 20. Explore opportunities to partner with the private sector to provide
existing staff with the capacity to address maintenance backlogs and deferred maintenance.
Recommendation 21. Develop a field staff onboarding/ training program that outlines the
variety of details and standards used for trails construction and maintenance work
throughout the District.
Recommendation 22. Maintain effective working relationships with local police and fire
departments and as the District expands periodically evaluate automatic aid protocols and
response.
Recommendation 23. Develop a seasonal employment program for patrol work.
Recommendation 24. Complete a Natural Resources Position Classification Study to ensure
appropriate staffing types and levels are in place and recruited for in the future. (Underway)
Recommendation 25. Expand grazing property management as a function of the new Land
and Facilities Management department
Recommendation 26. Create crews that focus on specific work functions and incorporate a
rotational program that allows for continued professional growth and development of staff.
Recommendation 27. Complete a facilities needs study to determine mid and long term
field facility needs and investigate alternate maintenance facilities to accommodate future
growth.
Recommendation 28. Consolidate facility maintenance/property management into the Land
and Facilities group.
Recommendation 29. Create a facilities maintenance and improvement plan to guide work
plans and inform financial decision making.
83
Financial and Operational Sustainability Model
Attachment A – List of Recommendations Management Partners
Recommendation 30. Document the business and technology requirements for an
integrated budget and cost accounting system that enables the District to perform 1) general
ledger and fund accounting; 2) project accounting; 3) grant billing and reconciliation; and 4)
grant documentation and organization.
Recommendation 31. Create a Chief Financial Officer (CFO)/Director of Administrative
Services executive level position responsible for the realigned administrative services
functions to provide financial and other administrative services expertise and leadership in
these areas within the organization.
Recommendation 32. Develop a transition plan to shift financial responsibility and
management for the District, including managing the Controller’s fiscal model, from the
part-time Controller to the new CFO/Director of Administrative Services.
Recommendation 33. Maintain the New World Systems financial software at or near the
current release and continue to leverage the system to its full potential.
Recommendation 34. Review, update, or develop financial management policies and
procedures to enable appropriate, accountable, and fiscally sound decisions at the lowest
possible level within the organization.
Recommendation 35. Centralize the purchasing function within the Finance and
Administrative Services Department.
Recommendation 36. Develop and implement a Technology Strategic Plan to provide a
roadmap for the District’s short and long term implementation and management of
technology.
Recommendation 37. Implement an IT governance structure that promotes effective
planning, priority setting, and accountability of District technology resources (staff, funding,
hardware and software) with business priorities.
Recommendation 38. Augment the existing IT staff with an IT Division Manager and an
additional IT Specialist.
Recommendation 39. Integrate the GIS Services group into a new Information Systems and
Technology department to better reflect its District-wide service role and augment existing
GIS staff with one GIS specialist position.
Recommendation 40. Develop and implement a formal technology disaster recovery plan
sufficient to address protection from an area (not site specific) disaster.
Recommendation 41. Implement a desktop management (help desk) solution to manage
requests for technology to track, monitor, and report on help desk activities.
Recommendation 42. Create a Special Projects Manager position to provide project
management support for internal support systems (i.e., IST implementation plan, records
management system, purchasing process and procedures).
Recommendation 43. Establish a Human Resource management level position responsible
for planning and meeting critical recruitment issues and sustaining a committed workforce.
84
Financial and Operational Sustainability Model
Attachment A – List of Recommendations Management Partners
Recommendation 44. Hire interim, temporary, or contract Human Resources staff to meet
the need for recruitment of positions on the organization’s critical FOSM implementation
path.
Recommendation 45. Develop reclassification policies and procedures to streamline
classifications and effectively respond to organization staffing needs.
Recommendation 46. Reassign facility management responsibilities to Operations and
develop a resource allocation plan which includes existing staff and contract services to
maintain District facilities.
Recommendation 47. Complete a facility master plan to address the District office and
operational needs for the next decade.
Recommendation 48. Complete a comprehensive requirements analysis and establish a
formal project plan to procure and implement a document management system.
Recommendation 49. Assign the tactical implementation of special projects to skilled
managers elsewhere in the organization.
Recommendation 50. Establish a senior management analyst position that reports directly
to the General Manager to monitor District project delivery, provide annual CIP project
oversight
Recommendation 51. Increase the General Manager’s spending authority.
Recommendation 52. Locate the Public Affairs team within the General Manager’s Office
and establish expectations for the team to focus on both external and internal
communication.
Recommendation 53. Maintain existing staffing levels within the General Counsel’s Office;
as workload expands with Measure AA implementation and the growth of complex land
acquisitions, evaluate opportunities for supplemental contracted and/or in-house legal and
risk management support over time.
Recommendation 54. Assess the need for a centralized risk management function under the
direction of a risk manager as the size and scale of District operations increases over time.
Recommendation 55. Align the District’s administrative services functions of finance,
human resources, and information technology under a new Chief Financial Officer
(CFO)/Director of Administrative Services.
Recommendation 56. Ensure collaboration, effective communication, and project
completion by having the managers of Real Property, Planning, and Capital
Projects/Engineering report to the same Assistant General Manager.
Recommendation 57. Align the field-focused functions under the same Assistant General
Manager to maintain open communication, shared resources, and a customer-driven
approach.
Recommendation 58. Support effective Board and staff working relationships by defining
clear roles and responsibilities and reviewing and updating policies and procedures that
effect these interactions.
85
Financial and Operational Sustainability Model
Attachment A – List of Recommendations Management Partners
Recommendation 59. Establish meeting management and delegation practices that ensure
productive and meaningful results and utilize the expertise and skills of staff.
Recommendation 60. Establish an internal and external communication strategy for FOSM
Implementation.
86