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HomeMy Public PortalAbout20160210 - Agenda Packet - Board of Directors (BOD) - 16-03 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, February 10, 2016 5:30 PM A G E N D A 5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: Santa Clara County Assessor Parcel Number 558-46-001 Agency Negotiator: Allen Ishibashi, Senior Real Property Agent Negotiating Party: Lowell and Pamela Freudenberg Under Negotiation: Terms of real property transaction 2. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Significant exposure to litigation pursuant to 54956.9(b): (one potential case) 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. ADOPTION OF AGENDA SPECIAL ORDERS OF THE DAY • Informational Presentation regarding the San Francisco Bay Restoration Authority by Amy Meeting 16-03 Hutzel, Deputy Executive Officer of the State Coastal Conservancy 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 Board Meeting Minutes: January 27, 2016 2. Approve Claims Report 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. 3. Fiscal Year 2015-16 Action Plan and Budget Midyear Adjustments (R-16-14) Staff Contact: Kate Drayson, Administrative Services Manager General Manager’s Recommendation: 1. Adopt a resolution approving the proposed FY2015-16 Action Plan and Budget Midyear adjustments to cover new or unanticipated projects and expenses and the 3-month extension of the fiscal year. 2. Approve the change in eligible Land and Associated Costs expenses to include only those known at the close of escrow. 4. Proposed New Positions and Position Reclassifications (R-16-15) Staff Contact: Ana Ruiz, Assistant General Manager General Manager’s Recommendation: As part of the FY2015-16 Midyear Budget Adjustments: 1. Approve the addition of eight new positions to proceed with ramping up staff capacity to increase project delivery and enhance service delivery, as recommended by the Financial and Operational Sustainability Model (FOSM). 2. Approve the reclassification of three existing positions to continue with the FOSM reorganization recommendations. 3. Adopt a Resolution approving the updated Classification and Compensation Plan to reflect the addition of the proposed new job classifications per Recommendations 1 and 2 above and as further described in the staff report. 4. Delegate to the General Manager the approval of final job descriptions for job classifications previously approved by the Board of Directors, as well as final salary range adjustments within a ten percent margin for new classifications. 5. Sudden Oak Death-Ten-Year Update (R-16-06) Staff Contact: Cindy Roessler, Senior Resource Management Specialist, Natural Resources General Manager’s Recommendation: 1. Receive a presentation on the actions taken over the past ten years regarding Sudden Oak Death in the preserves and new information regarding related diseases. 2. Authorize the General Manager to pursue additional Sudden Oak Death and related research and management responses for a total amount of approximately $524,000 in the next ten years, with funding for future fiscal year expenditures to be considered for approval by the Board during the annual budget preparation process. 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 • February 9, 2016 Legislative, Funding and Public Affairs Meeting B. Staff Reports C. Director Reports INFORMATIONAL MEMORANDA • Alma College Site Rehabilitation Plan • La Honda Creek Open Space Preserve Public Access Projects • Board Retreat Debrief ADJOURNMENT In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting, please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the District to make reasonable arrangements to ensure accessibility to this meeting. Written materials relating to an item on this Agenda that are considered to be a public record and are distributed to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s Administrative Office located at 330 Distel Circle, Los Altos, California 94022. CERTIFICATION OF POSTING OF AGENDA I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that the foregoing agenda for the special meeting of the MROSD Board of Directors was posted and available for review on February 5, 2016, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. The agenda and any additional written materials are also available on the District’s web site at http://www.openspace.org. Jennifer Woodworth, MMC District Clerk January 27, 2016 Board Meeting 16-02 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 January 27, 2016 DRAFT MINUTES SPECIAL MEETING – CLOSED SESSION CALL TO ORDER President Kishimoto called the special meeting of the Midpeninsula Regional Open Space District to order at 5:00 p.m. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto, and Curt Riffle Members Absent: Pete Siemens Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz, General Counsel Sheryl Schaffner, Planning Manager Jane Mark, Planner III Gretchen Laustsen, Real Property Manager Mike Williams, Senior Real Property Agent, Elaina Cuzick Public comments opened at 5:00 p.m. No speakers present. 1. Conference with Real Property Negotiators (Government Code Section 54956 .8) Property: 19100 Bear Creek Road, Los Gatos, CA (Portion of Santa Clara County APN 544-32-001) Agency Negotiator: Elaina Cuzick, Senior Real Property Agent Negotiating Party: Pam Ashford Under Negotiation: Terms of real property transaction 2. Conference with Legal Counsel – Anticipated Litigation Meeting 16-02 Page 2 Initiation of litigation pursuant to Government Code 54956.9(c): (one potential case) The Board of Directors recessed the special meeting at 6:57 p.m. REGULAR MEETING – BOARD MEETING The Board of Directors returned to the special meeting of Midpeninsula Regional Open Space District to order at 7:01 p.m. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto, and Curt Riffle Members Absent: Pete Siemens Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz, Assistant General Manager Kevin Woodhouse, General Counsel Sheryl Schaffner, and District Clerk Jennifer Woodworth President Kishimoto reported the Board met in closed session, and no reportable action was taken. The second closed session agenda item was continued to after the close of the regular meeting. ORAL COMMUNICATIONS No speakers present. ADOPTION OF AGENDA Motion: Director Riffle moved, and Director Hanko seconded the motion to adopt the agenda. VOTE: 6-0-0 (Director Siemens absent.) SPECIAL ORDERS OF THE DAY • Proclamation Honoring Loro Paterson on her Retirement President Kishimoto presented a Proclamation Honoring Loro Paterson on her Retirement. Director Hassett shared his appreciation for Loro and her service to the residents of the Skyline community. Georgia Stigall, resident of the South Skyline region, expressed her gratitude to Loro for her service to the residents. • Introduction of new staff members: o Stefan Jaskulak, Chief Financial Officer/Administrative Services Director o Garrett Dunwoody, Information Systems and Technology Manager Meeting 16-02 Page 3 • Bay Area Ridge Trail Council Appreciation of MROSD Partnership, including Recognition of Jed Cyr Janet McBride Executive Director of the Bay Area Ridge Trail Council provided a report on the current and planned areas of the Bay Area Ridge Trail. Ms. McBride thanked the District for its many years of support and its ongoing vision for the area including the planned opening of Mt. Umunhum. Sandy Sommer, member of the Bay Area Ridge Trail Board of Directors, thanked Director Cyr for his twelve years of service on the Council. Bill Long, Chair of the Bay Area Ridge Trail Board of Directors, thanked Planning Manager Jane Mark for her work on the Bay Area Ridge Trail while she was a Santa Clara County staff member. • Informational Update from Peninsula Open Space Trust Regarding Alpine Ranch and Trails Walter Moore, President of the Peninsula Open Space Trust (POST), provided an overview of current and planned regional trail corridors in the District. Neal Sharma, POST Stewardship Project Manager, described how Alpine Ranch fits into several regional trail corridors. Mr. Sharma provided an update of on the Ollie Mayer Hikers Hut in the County Park, including several upgrades to allow for hiking group use, including restrooms, kitchen area, and decking. Finally, Mr. Sharma explained POST is currently seeking a long term lease resident for the Main House at the Alpine Ranch. Mr. Moore described the proposed California Coastal Trail, which is a Measure AA project, and explained there is currently no agency that can maintain trails that are not on District lands. One option POST is currently exploring is possible creation of an endowment to cover maintenance. CONSENT CALENDAR 1. Approve Board Meeting Minutes: January 13, 2016 2. Approve Claims Report Motion: Director Cyr moved, and Director Harris seconded the motion to approve the Cyr, Harris. VOTE: 6-0-0 (Director Siemens absent.) BOARD BUSINESS 3. Appointment of Board of Directors Standing Committee Members for Calendar Year 2016 (R-16-08) Meeting 16-02 Page 4 Motion: Director Harris moved, and Director Hassett seconded the motion to approve the Board President’s appointments to the Board Standing Committees, as well as approve the appointments of Board representatives to other bodies, and determine the compensation status for attendance at Board Committee meetings. Additionally, President Kishimoto appointed alternates to serve on the Real Property Committee for the meetings on February 16 and 23, 2016. Director Harris will serve as an alternate on February 16th, and Director Riffle will serve as an alternate on February 23rd. Director Kishimoto will serve as an alternate for both meetings. VOTE: 6-0-0 (Director Siemens absent.) INFORMATIONAL REPORTS A. Committee Reports Director Cyr and Director Hassett reported the Planning and Natural Resources Committee met to receive an update on the Slender False Brome program. B. Staff Reports Assistant General Manager Kevin Woodhouse and Assistant General Manager Ana Ruiz provided updates regarding implementation of the Financial and Operational Sustainability Model, including new staff members and creation of the Project Delivery Process to facilitate project management among the departments. General Manager Steve Abbors provided an update on the fog harvesting project initiated by the District’s Innovation Team. Staff will provide a report to the Board of Directors in the future. C. Director Reports The Board members submitted their compensatory reports. Director Hassett reported an increase in water levels for wells located along the ridgeline. Director Cyr reported his attendance at the Cultural Relevancy and Inclusion in Outdoor Organizations Conference at Berkeley today. Director Cyr reported on several items the District may be interested in pursuing, including diversity training. Director Hanko reported that she and Director Kishimoto presented at the Palo Alto City Council meeting on Monday. Director Harris reported she presented to the Redwood City Council on Monday night and suggested that the Board members continue to provide this type of presentations. Director Kishimoto reported her attendance at a meeting of the Santa Clara Valley Water District Water Commission and will serve as the Commission’s Chair for the coming year. Meeting 16-02 Page 5 ADJOURN TO CLOSED SESSION President Kishimoto adjourned the regular meeting of the Board of Directors of the Midpeninsula Regional Open Space District and reconvened into closed session at 8:03 p.m. CLOSED SESSION REPORT The Board of Directors returned to open session at 9:04 p.m. No reportable action was taken. ADJOURNMENT President Kishimoto adjourned the special meeting of the Board of Directors of the Midpeninsula Regional Open Space District into closed session at 9:04 p.m. ________________________________ Jennifer Woodworth, MMC District Clerk page 1 of 2 CLAIMS REPORT MEETING 16-03 DATE 02-10-2016 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 71348 10413 - DOWNTOWN FORD 3 Ford F350 Trucks - M208, M210, M211 01/27/2016 150,273.94 71383 *10215 - CALPERS-FISCAL SERVICES DIVISION Monthly Employee Health Insurance 02/01/2016 146,247.99 71389 *11152 - WELLINGTON PARK INVESTORS AO2, AO3, AO4 Monthly Rent - February 02/01/2016 24,754.00 71409 11354 - ENVIRONMENTAL SCIENCE ASSOCIATES Stevens Creek Trail Bridges Engineering Consultant - MB 02/03/2016 14,182.50 71433 11519 - PRICE, POSTEL & PARMA LLP Mt.Um Road Access Trail & Property Rights - SA 02/03/2016 13,558.69 71366 10665 - PAVEMENT ENGINEERING INC Mt Um Road Design Consultant - SA 01/27/2016 12,281.25 71424 11600 - MNS ENGINEERS INC.Water Systems Consulting - BCR 02/03/2016 8,785.00 71351 11177 - HARRIS CONSTRUCTION House Repairs, Water Heater Replacement - TOTO, LHC, rentals 01/27/2016 6,999.25 71444 *10969 - THE BANK OF NEW YORK MELLON TRUST CO NA Trustee & Admin Fees 02/03/2016 6,325.00 71368 *10180 - PG & E Electricity/gas 01/16 01/27/2016 6,204.06 71386 *10419 - THE LINCOLN NATIONAL LIFE INSURANCE COMPANY Monthly Employee AD&D and LTD Insurance 02/01/2016 5,809.73 71428 10076 - OFFICE TEAM Temporary Staffing - SFO, Planning and AO Reception 02/03/2016 4,986.00 71347 10463 - DELL BUSINESS CREDIT 8 Notebook Computers 01/27/2016 4,883.21 71423 10031 - MILLS DESIGN Map designs: LHC, LT, MB, PCR, PIC, PR, RR, RSA, RW, SA, SCS, SJH, SR, TH, TW, WH 02/03/2016 4,615.00 71405 11520 - COMMUNITY INITIATIVES Latino Outdoors Project Partnership 02/03/2016 3,520.00 71373 11432 - SAN MATEO COUNTY RESOURCE CONSERVATION DISTRICT Slender false brome treatment - December 2015 01/27/2016 3,234.66 71363 10578 - OLD REPUBLIC TITLE CO Title work for Hwy 17 wildlife crossing 01/27/2016 2,485.00 71344 *10022 - CONCERN Quarterly Fee for Employee Assistance Program 01/27/2016 2,467.50 71385 10211 - PUBLIC POLICY ADVOCATES Legislative Advocacy Consulting Services 02/01/2016 2,333.34 71352 10222 - HERTZ EQUIPMENT RENTAL INC EQUIPMENT RENTAL Sear Ranch Road- LHC 01/27/2016 2,269.69 71416 10351 - GOLDEN WEST COLLISION CENTER Repairs to P104 (insurance claim submitted for reimbursement)02/03/2016 2,109.71 71377 *10583 - TELEPACIFIC COMMUNICATIONS Monthly Telephone Service + SAO Internet [01/2016]01/27/2016 2,018.77 71438 11427 - SAN MATEO COUNTY MEDICAL ASSOCIATION Walk with a Doc 2016 Sponsorship 02/03/2016 2,000.00 71447 99999 - Glenda Shaw Return of security deposit - Bear Creek 02/03/2016 2,000.00 71392 *10032 - DEL REY BUILDING MAINTENANCE AO Building Maintenance - January 02/01/2016 1,815.00 71435 11282 - PROELIA DEFENSE AND ARREST TACTICS, LLC Defensive Tactics Training - January, 2016 02/03/2016 1,749.96 71384 *10212 - PINNACLE TOWERS INC Monthly Tower rental - Crown communication site id 871823 02/01/2016 1,680.21 71387 *11003 - UNITED ADMINISTRATIVE SERVICES Monthly Employee Life Insurace 02/01/2016 1,566.26 71425 10125 - MOFFETT SUPPLY COMPANY INC PUBLIC RESTROOMS SUPPLIES 02/03/2016 1,555.07 71345 11318 - CONFLUENCE RESTORATION Mindego Monthly Vegetation Maintenance - RR 01/27/2016 1,434.50 71356 10626 - KOFF & ASSOCIATES INC Classification & Compensation Consulting (review of IST Division)01/27/2016 1,320.00 71388 *10213 - VISION SERVICE PLAN-CA Monthly Employee Vision Insurance 02/01/2016 1,149.56 71362 10076 - OFFICE TEAM Temporary Planning Admin. Assistant (weekly)01/27/2016 1,140.80 71369 10265 - PRIORITY 1 Install light/radio - M213 01/27/2016 1,115.99 71360 10190 - METROMOBILE COMMUNICATIONS Repeater Repair, Radio installation and Parts 01/27/2016 1,082.73 71430 10079 - PAGE & TURNBULL Alma College Landscape Technical Report - BCR 02/03/2016 1,045.00 71336 10010 - ARRANGED4COMFORT Lateral File Cabinet for AO Remodel 01/27/2016 1,017.90 71370 10195 - REDWOOD GENERAL TIRE CO INC P95 TIRES 01/27/2016 1,007.50 71340 10840 - CALIFORNIA PENSION GROUP, LLC Consulting Services - December 2015 01/27/2016 1,000.00 71403 10014 - CCOI GATE & FENCE Gate Repair and Maintenace Service (SA)02/03/2016 985.06 71349 10187 - GARDENLAND POWER EQUIPMENT Brushing Equipment, Pruner and Chainsaw Service, Parts 01/27/2016 980.46 71374 *10580 - SHARP BUSINESS SYSTEMS Sharp Copier Usage for 12/2015 01/27/2016 860.61 71410 10524 - ERGO WORKS Ergonomic Chair, Keyboard and Keypad 02/03/2016 849.05 71372 11479 - ROOTID Monthly Website Maintenance 01/27/2016 823.50 71333 10001 - AARON'S SEPTIC TANK SERVICE SEPTIC TANK PUMPING - MB 01/27/2016 800.00 71421 10189 - LIFE ASSIST First Aid Supplies 02/03/2016 747.67 71399 10289 - CAL-LINE EQUIPMENT INC Wood Chipper Service M18 02/03/2016 691.78 page 2 of 2 CLAIMS REPORT MEETING 16-03 DATE 02-10-2016 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 71417 *10173 - GREEN WASTE Monthly SFO GARBAGE 02/03/2016 683.40 71398 10141 - BIG CREEK LUMBER CO INC Lumber for fencing - FFO 02/03/2016 682.61 71441 10143 - SUMMIT UNIFORMS New Employee Uniform 02/03/2016 644.89 71358 10058 - LIEBERT CASSIDY WHITMORE HR Consulting Services Dec. 2015 01/27/2016 578.00 71382 99999 - Anthai Recycling, Inc.Greenwaste bins for Driscoll - LHC 01/27/2016 550.00 71364 10271 - ORLANDI TRAILER INC Trailer Hitches 01/27/2016 500.47 71355 11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY Portable Radio Batteries 01/27/2016 489.27 71445 10803 - VALMONT COMPOSITE STRUCTURES Safety Supplies 02/03/2016 459.74 71350 10351 - GOLDEN WEST COLLISION CENTER Auto Body repairs P87 01/27/2016 446.37 71431 10253 - PETERSON TRACTOR CO Equipment Maintenance and Parts, Tractor Supplies 02/03/2016 401.96 71391 *10029 - CURT RIFFLE January Director meetings 02/01/2016 400.00 71440 10302 - STEVENS CREEK QUARRY INC Concrete Recycling (DHF)02/03/2016 390.00 71437 11054 - SAN MATEO COUNTY HUMAN RESOURCES DEPARTMENT Project Management Training 02/03/2016 360.00 71443 10468 - TANNERHECHT ARCHITECTURE, INC.AO Office Remodel Consultant 02/03/2016 351.51 71420 11376 - LAND TRUST OF SANTA CRUZ COUNTY Highway 17 - Wildlife connectivity improvements 02/03/2016 350.00 71339 10322 - CALIFORNIA CHAMBER OF COMMERCE Labor Law Digest and Posters 01/27/2016 332.56 71432 10209 - PETTY CASH-MROSD SFO petty cash reimbursement 02/03/2016 324.81 71418 10043 - HOWARD ROME MARTIN & RIDLEY LLP Legal services for Mahronich vs Presentation Center - BCR 02/03/2016 308.47 71379 10326 - TOTAL ADMINISTRATIVE SERVICES CORP. (TASC)FSA Administrative Fee 1/01/16-12/31/16 01/27/2016 300.00 71393 *10050 - JED CYR January Director meetings 02/01/2016 300.00 71394 *10057 - LARRY HASSETT January Director meetings 02/01/2016 300.00 71397 *10118 - YORIKO KISHIMOTO January Director meetings 02/01/2016 300.00 71375 10447 - SIMMS PLUMBING & WATER EQUIPMENT Repair water leak at rental residence - LHC 01/27/2016 298.73 R-16-14 Meeting 16-03 February 10, 2016 AGENDA ITEM 3 AGENDA ITEM Fiscal Year 2015-16 Action Plan and Budget Midyear Adjustments GENERAL MANAGER’S RECOMMENDATIONS 1. Adopt a resolution approving the proposed FY2015-16 Action Plan and Budget Midyear adjustments to cover new or unanticipated projects and expenses and the 3-month extension of the fiscal year. 2. Approve the change in eligible Land and Associated Costs expenses to include only those known at the close of escrow. SUMMARY In July 2015, the Board of Directors (Board) approved the General Manager’s recommendation to change the District’s fiscal year from April 1 – March 31 to July 1 – June 30, and extend the current fiscal year by three months to cover the one-time 15-month period from April 1, 2015 through June 30, 2016. This report presents the Action Plan and Budget adjustments needed to cover the additional three months, as well as adjustments to reflect new or unanticipated projects and expenses, including the salary and benefit enhancements approved by the Board in July 2015. A total of 23 new Action Plan Key Projects are proposed, accommodated by other project delays, deferrals or completions, and the addition of 3 months to the fiscal year. The original adopted FY2015-16 Budget of $55.7 million is proposed to increase by $12.2 million for a total FY2015-16 fifteen-month District Budget of $67.9 million. As part of this report, the General Manager is also forwarding a recommendation from the District’s external financial auditor that expenses in the Land and Associated Costs category be limited to only those known at close of escrow and not include expenses incurred five years after the land purchase, as is currently practiced. This recommendation is also supported by the District Controller. DISCUSSION The Board of Directors (Board) adopted the FY2015-16 Action Plan and Budget at the March 25, 2015 regular meeting (Reports R-15-44 and R-15-46) for the fiscal year period from April 1, 2015 through March 31, 2016. In order to provide adequate time to prepare and review the District’s annual action plan and budget, as well as improve the accuracy of revenue and expenditure projections, the Board approved a resolution on July 22, 2015 to reset the District’s fiscal year to July 1 through June 30 and extend FY2015-16 by three months to transition to the new fiscal year (R-15-104). The General Manager recommends Board approval of additional funds to cover the period from April 1, 2016 through June 30, 2016, as well as budget increases to cover new projects and R-16-14 Page 2 additional expenses not previously anticipated for FY2015-16. These adjustments are consistent with Board direction given at the November 17, 2015 Board Retreat, which emphasized six priority focus areas, including implementation of the District’s new business model (includes staff facilities) and the opening of Bear Creek Redwoods, Mt. Umunhum Summit, and La Honda Creek Open Space Preserves to public access. Part I: Action Plan Projects The proposed changes to the FY2015-16 Action Plan reflect new projects for this fiscal year, deferred projects, and projects with budget increases, as well as project funding for the 5th quarter (April through June) of the extended fiscal year. New Projects – A total of 23 new projects and land purchases have been identified for inclusion as part of the FY2015-16 Action Plan. All new capital project costs, except land purchases, would be covered by savings in other projects. Land (total budget increase of $5,204,600): • MAA 1-3: Miramontes Ridge Land Conservation ($55,600) • MAA 7-1: La Honda Creek Driscoll Ranch Area Land Conservation ($3,528,000) • MAA 15-1: Long Ridge Land Conservation ($813,000) • MAA 24-1: Sierra Azul – Rancho de Guadalupe Land Conservation ($808,000) • Pursue New Land conservation Opportunities ($1,665,000) Capital Projects (total budget increase of $881,500): • MAA 5-6: La Honda Creek Sears Ranch Road Repairs Phase II ($154,000) • MAA 7-1: La Honda Creek: Event Center and Apple Orchard Access Road Repair ($28,000) • MAA 21-3: Bear Creek Water System Improvements ($176,000) • MAA 21-5: Bear Creek Redwoods: Public Access, Roads and Trails Upgrade ($50,000) • MAA 21-7: Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment ($75,000) • MAA 21-8: Bear Creek Redwoods: Ponds Restoration ($75,000) • MAA 22-1: POST Hendrys Creek Property Land Restoration (Nat Res staff time) • Farm Labor Housing Program – Sears Ranch ($65,000) • Madonna Creek Stables Plan and Lease ($9,000) • Project and Construction Management Software Implementation ($80,000) • IT Infrastructure Upgrades ($169,500) Operating Projects (total budget increase of $137,000): • Administration Office Relocation Investigation (staff time only) • Diverse Media Outreach ($10,000) • Driscoll/McDonald Water Systems Hydrologic Analysis ($12,000) • Employee Leadership Academy (staff time only) • Employee On-boarding Program (staff time only) • Stevens Canyon - Water Dispute at Saratoga Gap OSP ($50,000) • Superbowl Super Community Video Spot ($15,000) • Water Rights and Resources Assessment ($50,000) R-16-14 Page 3 Deferred Projects – The completion date for the following nine projects has moved from FY2015-16 to FY2016-17 or beyond due to external delays (e.g., drought, other agencies, etc.) or the need for District staff to focus on other higher priority projects. The associated budget savings are indicated in parentheses. Capital Projects/Land (total budget savings of $365,500): • MAA 10-2: Coordination w/ San Mateo County to address Alpine Road and Drainage Improvements via Memorandum of Understanding ($35,000) • MAA 11-1: Rancho San Antonio New Trails to Connect Quarry Trail to Black Mountain Trail ($8,000) • MAA 21-1: Bear Creek Redwoods Land Conservation – Moody Gulch ($122,500) • Document Management System ($100,000) • Prescribed Fire Program Development ($100,000) Operating Projects (total budget savings of $92,000): • Measure AA Project Tours ($2,000) • Redesign District's Self-guided Trails; Add audio component ($20,000) • Restoration Forestry Demonstration Project ($60,000) Projects with Budget Increases – The following projects have budget increases. Increases are noted in parentheses. Land (total additional increase of $3,950,000): • MAA 2-2: Ravenswood Bay Trail Easement, CEQA ($10,000) • MAA 5-1: La Honda Creek Upper Area Land Conservation ($940,000) • MAA 22-2: Sierra Azul Cathedral Oaks Land Conservation ($70,000) • MAA 23-1: Sierra Azul Mt. Umunhum Trail and Property Rights ($1,065,000) • MAA 25-1: Sierra Azul Loma Prieta Land Conservation ($200,000) Capital Projects (total additional increase of $724,000): • MAA 2-2: Ravenswood Bay Trail Design and Implementation ($38,000) • MAA 4-4: El Corte de Madera Oljon Trail Implementation Phases III/IV ($45,000) • MAA 22-1: POST Hendrys Creek Property Land Restoration ($20,000) • MAA 23-4: Mt. Umunhum Summit Restoration, Parking & Landing Zone ($289,000) • MAA 23-6: Mt Umunhum Road Design, Permitting & Implementation ($30,000) • District Intranet ($50,000) • Mt Umunhum Radar Tower Repair Implementation ($200,000) • New Land Rental Property Transition – Hawthorns Alpine Road House ($12,000) • New Land Rental Property Transition – Silva ($40,000) Operating Projects (total additional increase of $225,400): • AO3 and AO4 Office Space Build-Out ($30,000) • Bear Creek Stables RFP/Lease ($10,000) • Board Room PA System Upgrades ($10,000) • Historical and Conservation Events ($6,000) • Integrated Pest Management (IPM) Program Implementation ($68,700) • Marbled Murrelet Recovery Planning ($50,000) • Mindego Ranch Aquatic Species Habitat Enhancement Plan Implementation ($25,700) R-16-14 Page 4 • Open Road Program Sponsorship ($25,000) Part II: Proposed Changes to the FY2015-16 Budget The proposed Midyear changes result in a net total budget increase of $12.2 million, or 22%, for a total FY2015-16 District Budget of $67.9 million for the 15-month period from April 1, 2015 through June 30, 2016. Where possible, the budget increases are offset by savings elsewhere. Table 1 below summarizes the proposed budget adjustments by budget category and Table 2 provides the breakdown by funding source. Attachment 1 provides the detail by department. Table 1: Proposed Changes to the FY2015-16 Budget by Category Table 2: Proposed Changes to the FY2015-16 Budget by Funding Source 1. Operating Budget Key changes to the FY2015-16 Operating Budget total $7.7 million, for a 36% increase over the adopted budget, and are primarily driven by the following: Salaries and Benefits District gross salaries and benefits are proposed to increase by 30%, with the one-time three- month fiscal year extension accounting for 95% of the increase. Staff costs from April through FY2015-16 Adopted Budget Proposed Budget Change FY2015-16 Modified Budget % Change from FY2015-16 Adopted Budget DISTRICT BUDGET BY EXPENDITURE CATEGORY Salaries and Benefits 16,693,125 5,054,107 21,747,232 30% (1,299,281) 833,311 (465,970) -64% Net Salaries and Benefits 15,393,844 5,887,418 21,281,262 38% Services and Supplies 5,789,463 1,777,675 7,567,138 31% Total Operating Expenditures 21,183,307 7,665,093 28,848,400 36% 6,637,311 (2,332,311) 4,305,000 -35% 3,777,000 381,000 4,158,000 10% Total Capital Expenditures 10,414,311 (1,951,311) 8,463,000 -19% 12,076,670 4,669,600 16,746,270 39% 210,000 1,665,000 1,875,000 793% Total Land and Associated Costs 12,286,670 6,334,600 18,621,270 52% 79,999 - 79,999 0% 715,245 143,000 858,245 20% Total Property Management 795,244 143,000 938,244 18% 11,062,744 6,193 11,068,937 0% Total Other Expenditures 11,062,744 6,193 11,068,937 0% 55,742,276 12,197,575 67,939,851 22% MAA Capital TOTAL DISTRICT BUDGET MAA Land and Associated Costs Non-MAA Capital MAA Property Management Debt Service Less: MAA Reimbursible Staff Costs Non-MAA Property Management Non-MAA Land and Associated Costs DISTRICT BUDGET BY DEPARTMENT (excludes Hawthorn Fund) FY2015-16 Adopted Budget Proposed Budget Change FY2015-16 Modified Budget % Change from FY2015-16 Adopted Budget 36,497,296 9,860,286 46,357,582 27% 18,793,980 2,337,289 21,131,269 12% 451,000 - 451,000 0% 55,742,276 12,197,575 67,939,851 22%TOTAL DISTRICT BUDGET Measure AA Grants General Fund DISTRICT BUDGET BY FUNDING SOURCE (excludes Hawthorn Fund) R-16-14 Page 5 June are higher than the winter months due to seasonal employees who primarily work from April through October during the construction season. Other changes include: • A 3% salary increase and enhanced medical benefits approved by the Board on July 22, 2015 (Report R-15-110). • An additional 5% salary increase (8% total when combined with the 3% listed above) to the Equipment Maintenance/Operator classification, plus conversion of four Ranger positions to Lead Ranger with a 5% salary increase. • Position reclassifications and compensation changes in the Natural Resources Department. • Step increases, merit pay, and increased vacation sell-back for employees. • Acting Pay and backfills for vacant positions. • An increase in retirement medical costs in order to increase funding of the District’s Other Public Employee Benefits (OPEB) unfunded liability with CalPERS. In addition to the changes discussed above, since staff prepared the FY2015-16 budget last winter, an analysis of the Measure AA costs has determined that not all labor costs originally budgeted to Measure AA projects are eligible for bond reimbursement. Project delays and deferrals have also reduced projected Measure AA reimbursable labor costs in FY2015-16. In addition, Measure AA reimbursable labor costs were overestimated. As a result, a net-zero shift of $833,000 from the Measure AA capital budget to the operating budget is required, bringing the net General Fund salaries and benefits increase to $5.9 million or 38% over the adopted budget. Services and Supplies The services and supplies budget is proposed to increase by $1.8 million (31%) and includes costs related to the one-time three-month fiscal year extension from April 1 through June 30, 2016 for routine operational expenses ($1.3 million) such as utilities, leases, supplies, fuel, maintenance agreements, training/conferences, etc. In addition, proposed new Action Plan Projects that have been identified for FY2015-16 are reflected as well as unanticipated or higher than anticipated expenses, partially offset by savings, for a net projects increase of $478,000. 2. Capital Budget Despite the new projects and projects with cost increases discussed in the Action Plan section above, the capital budget is proposed to decrease by $2.0 million to $8.5 million due to project delays, deferrals, and/or savings, primarily in the Natural Resources and Planning Departments. Significant cost savings result from deferrals of grazing infrastructure and public access projects at La Honda Creek OSP; delays on the Cooley Landing Site Plan project as the City of East Palo identifies additional City resources needed for the project; and savings on the Russian Ridge True Ranch Remediation, Demo, & Restoration project because hazardous materials test results were negative, thereby obviating the need for remediation. The $2.3 million Measure AA capital budget decrease includes staff costs shifted to the General Fund. The variance between the FY2015-16 Adopted Total Measure AA Capital Budget and Proposed Midyear Measure AA Capital Budget is a $2.3 million, or 35%, reduction. When compared to the Measure AA Three-Year Capital Improvement Plan (CIP) funding of $45 million in Measure AA General Obligation Bonds (issued in August 2015), the decrease is 5% this amount. However, it is anticipated that the additional positions projected to be added this year and next will enable staff to complete the projects and expend the funds within the three-year time-frame. R-16-14 Page 6 3. Land and Associated Costs The Land and Associated Costs budget is proposed to increase by $6.3 million (52%), of which, $4.7 million is eligible for Measure AA funding and comprises 75% of the proposed increase. Of the proposed new Land budget of $18.6 million, $9.3 million has been expensed as of December 15, 2015. The remaining funds would cover the costs for additional land purchases identified for the remainder of this fiscal year (through end of June 2016). The new Land opportunities being pursued are at Miramontes Ridge (MAA 1), Upper La Honda Creek (MAA 5), Driscoll Ranch Area of La Honda Creek (MAA 7), Long Ridge (MAA 15), Cathedral Oaks Area of Sierra Azul (MAA 22), Rancho de Guadalupe Area of Sierra Azul (MAA 24) and Loma Prieta Area of Sierra Azul (MAA 25). For non-Measure AA projects, the District is securing additional public access rights within the Mt Umunhum area of Sierra Azul Open Space Preserve. Other land conservation opportunities are at Fremont Older, Purisima Creek Redwoods, and in the Lower San Gregorio Creek watershed. Proposed Change to Eligible Land and Associated Costs On March 26, 2008, the Board approved the FY2008-09 District Budget (Report R-08-41), which included the following change affecting the costs that are eligible for inclusion in the Land budget: “extend the time period from 18 months to 5 years from the close of escrow date for identified projects that are associated with new land purchases, such as demolitions and site clean-up.” At the time, the period of 18 months was felt to be an insufficient amount of time to accomplish the capital projects associated with land purchases given other Planning department priorities. In application, this change has proven more onerous than helpful with Planning and Natural Resources departments’ projects being budgeted in the Real Property Department and requiring Real Property approval for expenditures. In addition, it has led to confusion and duplicate staff work as the projects are reflected in both departments’ Action Plans. Finally, Generally Accepted Accounting Principles (GAAP) are contrary to this practice and the District’s financial auditor recommends this practice be discontinued immediately. Accordingly, the General Manager recommends that eligible Land and Associated Costs include only those known at the close of escrow. Other costs incurred after escrow would not be included as part of the Land budget and would instead be assigned to either the Operating or Capital budgets. 4. Property Management Program The Property Management Program increase results from the net-zero transfer of $143,000 from the Land budget. Under the Land definition change discussed above under Land and Associated Costs, $143,000 in expenses for habitability improvements to the new INE and Silva tenant residences fall under the Property Management Program rather than Land. 5. Debt Service Only one additional note is due in May 2016 for an increase of $6,193 to the Debt Service budget. R-16-14 Page 7 Part III: Department Summaries Salary and Benefits Budget for all Departments As discussed above, salaries and benefits increased in all departments primarily due to Board approved salary and benefit increases and the three month fiscal year extension. In addition, when the nine new positions were added as part of the FY2015-16 Adopted Budget, the staffing expenses were not assigned to departments, but instead to the total District Budget, so the costs were not reflected in the individual departmental budgets. As part of the Midyear budget adjustments, these new positions and their associated costs, are now reflected in the appropriate departmental budgets. A summary of key changes are discussed by department below. Administrative Services Department The Administrative Services salaries and benefits increase includes the assignment of four of the new positions to its budget, prorated by anticipated month of hire: Special Projects Manager, Information Technology Division Manager, GIS Specialist, and IT Specialist. In addition, the annual unfunded liability contribution for the District’s retirement medical trust fund is increased by $68,000, for a total of $150,000 for FY2015-16, per the District Controller’s recommendation. Significant services and supplies and capital budget increases are driven by the Information Systems and Technology (IST ) Strategic Plan implementation items, including hardware and network improvements ($246,600), District Intranet consultant and software ($50,000), and new Project Management Software ($80,000). Administrative Office expenses also increased due to the lease of additional office space (AO4) from December 2015 through March 2016 ($84,000), $30,000 to furnish the new space, and AO2/AO3/AO4 lease payments from April through June 2016 ($43,000). General Counsel’s Office In addition to the general salaries and benefits increase discussed above, the General Counsel’s Office includes additional funds to cover higher than budgeted vacation sell-back and merit pay expenses. General Manager’s Office The General Manager’s Office salaries and benefits increase includes the assignment of the new CFO/Director of Administrative Services position to its budget with an estimated date of hire in January 2016. The 17% services and supplies increase reflects routine expenses expected from April through June 2016. Natural Resources In addition to the general salaries and benefits increase discussed above, the Natural Resources Department includes increases associated with the reclassification of positions approved by the Board in September 2015. The services and supplies increase of $335,500 reflects the addition of two new projects ($62,000) as well as funding from April through June for ongoing projects such as the Mindego Ranch Aquatic Species Habitat Enhancement Plan Implementation, Integrated Pest Management Program, and Control of Slender False Brome. The $50,000 capital budget reduction reflects project delays and savings and the shift of some Measure AA labor costs to the General Fund. R-16-14 Page 8 Operations The Operations salaries and benefits increase includes the assignment of one new Ranger and one Supervising Ranger to its budget with estimated dates of hire in January 2016. Services and supplies increased by $457,000 to cover routine operating expenses from April through June 2016 and the $475,000 capital budget reduction reflects project savings and the shift of Measure AA labor costs to the General Fund. Planning The Planning Department’s salaries and benefits increase includes the assignment of the new Engineering and Construction Manager position to its budget, until the new Engineering and Construction Department is established, with an estimated new date of hire in February 2016. The services and supplies increase is driven primarily by the addition of GIS hardware and software, as recommended by the IST Strategic Plan, and temporary office help to cover the vacant Administrative Assistant position. The $1.4 million capital budget decrease results from significant schedule delays in working with the City of East Palo Alto on the next phases of the Cooley Landing Interpretive Facilities project ($826,000), additional water supply analysis that has resulted in the delay of the Bear Creek Redwoods Public Access Phase I ($100,000) and Alma College Site Rehabilitation Plan ($70,000) projects, permitting delays for the installation of the new canopy as part of the Fremont Older Staging Area Public Safety Improvements ($150,000) project, and the shift of $405,000 of Measure AA labor costs to the General Fund. Partially offsetting these savings are cost increases in other projects, including the Mt Umunhum Radar Tower Repairs ($200,000) which was rescheduled from last fiscal year to FY2015-16, and the Mt Umunhum Summit Restoration, Parking, and Landing Zone ($289,000) for interpretive design, initial construction, and installation of new gates and fencing. Lastly, two new projects were added to the Action Plan: MAA 21-3: Bear Creek Redwoods Water System Improvements ($176,000) and MAA 5-6: La Honda Creek Sears Ranch Road Repair ($154,000). Public Affairs The Public Affairs Department salaries and benefit increase reflects the Board approved general increases discussed above and is partially offset by current and projected position vacancies. The services and supplies increase includes increased funding for two new projects ($25,000 and $64,000) to cover costs on existing projects from April through June of 2016 and $109,000 for routine operating expenses. Real Property The Real Property Department salaries and benefit increase reflects the Board approved general increases discussed above and is partially offset by a position vacancy in the first part of the year. The Land Acquisition budget has increased substantially due to several significant property purchases totaling $9.3 million during the first nine months of the fiscal year, most significantly, the Event Center and Apple Orchard Purchase at $6.1 million. The Land budget is proposed to increase by $6.3 million to $18.6 million (52%) to fund upcoming likely acquisitions through June, including Mt Umunhum Road ($880,000) and the Wilson-Cunha Property ($3 million). BOARD COMMITTEE REVIEW This report was reviewed by the Action Plan and Budget Committee (ABC) on January 12, 2016. The ABC recommends the Board approve the proposed Action Plan and Budget adjustments. R-16-14 Page 9 FISCAL IMPACT Board approval of the FY2015-16 proposed budget amendments would increase the District’s FY2015-16 total Budget by $12.2 million to cover the extended fifteen month fiscal year from April 1, 2015 through June 30, 2016. This increase would be covered by the Controller’s revised revenue estimate of $45.4 million, reflecting the spring property tax installments, Measure AA funding of $21.1 million, and other reserves. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE This proposed action is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS Upon Board approval, staff will make the necessary Action Plan and Budget adjustments. Attachment: 1. Resolution 2. FY2015-16 Midyear Budget Changes by Department Responsible Department Manager: Ana Ruiz, AICP, Assistant General Manager Kevin Woodhouse, Assistant General Manager Kate Drayson, Administrative Services Manager Prepared by: Kate Drayson, Administrative Services Manager Nicole Gonzales, Finance and Budget Analyst Michael Newburn, Operations Manager Michael Williams, Real Property Manager Kirk Lenington, Natural Resources Manager Jane Mark, Planning Manager Shelly Lewis, Public Affairs Manager Gordon Baillie, Management Analyst, Operations Elaina Cuzick, Senior Real Property Agent Tina Hugg, Senior Planner Peggy Koenig, Public Affairs Specialist Amudha Sankar, Senior Finance and Accounting Technician Contact person: Kate Drayson, Administrative Services Manager Resolutions/2016/16-__Midyear Budget Adjustments RESOLUTION NO. 16-___ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT MODIFYING THE BUDGET FOR FISCAL YEAR 2015-16 The Board of Directors of the Midpeninsula Regional Open Space District does resolve as follows: SECTION ONE. Amend the budget for the Midpeninsula Regional Open Space District for the Fiscal Year 2015-16 as set forth in Exhibit A attached hereto. SECTION TWO. Monies are hereby appropriated in accordance with said budget. * * * * * * * * * * * * * * * * * * * * PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on ____, 2016, at a regular meeting thereof, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary Board of Directors President Board of Directors APPROVED AS TO FORM: General Counsel I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. District Clerk ATTACHMENT 1 EXHIBIT A Midpeninsula Regional Open Space District Proposed Midyear Budget Summary FY2015-16 2015-2016 2015-2016 Per centage Adopted Modified Change from 2015-16 Budget Budget Adopted I.Revenues A.Tax Revenues 36,305,000 45,430,000 27.0% B.Santa Clara County Parks Income 325,500 325,500 0.0% C.Grant Income - Acquisition Grant - - 0.0% Grant Income - Development Grant 451,000 451,000 0.0% D.Interest Income 145,000 145,000 0.0% E.Property Management-Rental Income 1,261,000 1,261,000 0.0% F. Other Income 175,000 175,000 0.0% G.Land Donation - - 0.0% TOTAL REVENUES 38,662,500 47,787,500 23.5% II.Change in Reser ves (16,284,532) (20,152,351) 74.1% III.Expenditures A. 1.Interest 6,707,015 6,713,208 0.1% 2.Principal 4,355,729 4,355,729 0.0% Debt Ser vice Subtotal 11,062,744 11,068,937 0.1% B.Salaries 1.Board Appointees 452,099 622,338 37.0% 2.General Manager Appointees 10,685,569 15,176,242 43.8% 3.Vacation Payout 80,500 86,000 8.2% Salaries Subtotal 11,218,168 15,884,580 43.3% C.Benefits 4,149,676 5,364,182 30.7% D.Director's Fees 26,000 32,500 22.4% Salaries and Benefits Subtotal 15,393,844 21,281,262 39.9% Debt Service EXHIBIT A Midpeninsula Regional Open Space District Proposed Midyear Budget Summary FY2015-16 2015-2016 2015-2016 Per centage Adopted Modified Change from 2015-16 Budget Budget Adopted E.Services and Supplies 5,789,463 7,567,138 30.1% F.Fixed Assets 1.New & Prior Land Purchases 11,000,000 17,805,000 80.1% 2.Real Property Support Costs - Appraisals, Title, Legal, Engineering 1,286,670 816,270 -50.1% 3.Structures and Improvements 9,359,311 8,309,244 -26.1% 4.Field/Office Equipment 214,000 384,000 30.1% 5.Vehicles 841,000 708,000 -34.1% Fixed Assets Subtotal 22,700,981 28,022,514 36.9% TOTAL BUDGET 54,947,032 67,939,851 29.5% ATTACHMENT 2 2/9/20164:24 PM FY2015-16 Adopted Budget Proposed Budget Change FY2015-16 Modified Budget % Change from FY2015-16 Adopted Budget Administration Salaries and Benefits 1,717,624 631,001 2,348,625 37% Services and Supplies 1,318,026 460,281 1,778,307 35% Total Operating Expendiutres 3,035,650 1,091,282 4,126,932 36% Non-MAA Capital 164,000 170,000 334,000 104% 3,199,650 1,261,282 4,460,932 39% General Manager Salaries and Benefits 1,124,026 417,550 1,541,576 37% Services and Supplies 400,425 68,175 468,600 17% Total Operating Expenditures 1,524,451 485,725 2,010,176 32% 1,524,451 485,725 2,010,176 32% General Counsel Salaries and Benefits 462,404 167,726 630,130 36% Services and Supplies 61,915 - 61,915 0% Total Operating Expenditures 524,319 167,726 692,045 32% 524,319 167,726 692,045 32% Natural Resources Salaries and Benefits 1,169,398 416,511 1,585,909 36% Less: MAA Reimbursible Staff Costs (125,500) 85,500 (40,000) -68% Net Salaries and Benefits 1,043,898 502,011 1,545,909 48% Services and Supplies 735,930 335,500 1,071,430 46% Total Operating Expenditures 1,779,828 837,511 2,617,339 47% MAA Capital 1,777,500 (231,500) 1,546,000 -13% Non-MAA Capital 235,000 (50,000) 185,000 -21% Total Capital Expenditures 2,012,500 (281,500) 1,731,000 -14% 3,792,328 556,011 4,348,339 15% Operations Salaries and Benefits 7,305,639 2,894,648 10,200,287 40% Less: MAA Reimbursible Staff Costs (646,000) 342,000 (304,000) -53% Net Salaries and Benefits 6,659,639 3,236,648 9,896,287 49% Services and Supplies 2,074,427 457,189 2,531,616 22% Total Operating Expenditures 8,734,066 3,693,837 12,427,903 42% MAA Capital 760,000 (342,000) 418,000 -45% Non-MAA Capital 1,771,000 (133,000) 1,638,000 -8% Total Capital Expenditures 2,531,000 (475,000) 2,056,000 -19% 11,265,066 3,218,837 14,483,903 29% Planning Salaries and Benefits 1,567,119 1,056,828 2,623,947 67% Less: MAA Reimbursible Staff Costs (505,811) 405,811 (100,000) -80% Net Salaries and Benefits 1,061,308 1,462,639 2,523,947 138% Services and Supplies 355,720 61,300 417,020 17% Total Operating Expenditures 1,417,028 1,523,939 2,940,967 108% MAA Capital 4,099,811 (1,808,811) 2,341,000 -44% Non-MAA Capital 1,607,000 394,000 2,001,000 25% Total Capital Expenditures 5,706,811 (1,414,811) 4,342,000 -25% 7,123,839 109,128 7,282,967 2% DISTRICT BUDGET BY DEPARTMENT (excludes Hawthorn Fund) Total Administration Expenditures Total General Manager Expenditures Total General Counsel Expenditures Total Natural Resources Expenditures Total Operations Expenditures Total Planning Expenditures ATTACHMENT 2 2/9/20164:24 PM FY2015-16 Adopted Budget Proposed Budget Change FY2015-16 Modified Budget % Change from FY2015-16 Adopted Budget DISTRICT BUDGET BY DEPARTMENT (excludes Hawthorn Fund) Public Affairs Salaries and Benefits 1,241,881 301,212 1,543,093 24% Services and Supplies 719,690 197,525 917,215 27% Total Operating Expenditures 1,961,571 498,737 2,460,308 25% 1,961,571 498,737 2,460,308 25% Real Property Salaries and Benefits 980,242 293,425 1,273,667 30% Less: MAA Reimbursible Staff Costs (21,970) - (21,970) 0% Net Salaries and Benefits 958,272 293,425 1,251,697 31% Services and Supplies 123,330 197,705 321,035 160% Total Operating Expenditures 1,081,602 491,130 1,572,732 45% MAA Land and Associated Costs 12,076,670 4,669,600 16,746,270 39% Non-MAA Land and Associated Costs 210,000 1,665,000 1,875,000 793% Total Land and Associated Costs 12,286,670 6,334,600 18,621,270 52% MAA Property Management 79,999 - 79,999 0% Non-MAA Property Management 715,245 143,000 858,245 20% Total Property Management 795,244 143,000 938,244 18% Debt Service 11,062,744 6,193 11,068,937 0% 14,163,516 6,974,923 32,201,183 49%Total Real Property Expenditures Total Public Affairs Expenditures R-16-15 Meeting 16-03 February 10, 2016 AGENDA ITEM 4 AGENDA ITEM Proposed New Positions and Position Reclassifications GENERAL MANAGER’S RECOMMENDATIONS As part of the FY2015-16 Midyear Budget Adjustments: 1. Approve the addition of eight new positions to proceed with ramping up staff capacity to increase project delivery and enhance service delivery, as recommended by the Financial and Operational Sustainability Model (FOSM). 2. Approve the reclassification of three existing positions to continue with the FOSM reorganization recommendations. 3. Adopt a Resolution approving the updated Classification and Compensation Plan to reflect the addition of the proposed new job classifications per Recommendations 1 and 2 above and as further described in the staff report. 4. Delegate to the General Manager the approval of final job descriptions for job classifications previously approved by the Board of Directors, as well as final salary range adjustments within a ten percent margin for new classifications. SUMMARY To proceed with FOSM recommendations and increase the Midpeninsula Regional Open Space District’s (District) project delivery output to meet Measure AA commitments, as well as enhance the quality and effectiveness of our service delivery, the General Manager recommends eight (8) new positions and three (3) reclassifications at this time. Per the FOSM financial analysis and the District Controller’s 30-Year Financial Model, these proposed staffing changes are financially sustainable over the long-term. Up to 40 new positions have been envisioned over the first 5 years of FOSM implementation. Since December 2014, the Board has approved 14 new positions. To help increase efficiencies in the District’s hiring process, the General Manager also recommends the following two changes in practice. First, delegate authority to the General Manager for approval of final detailed job descriptions for classifications once the Board of Directors (Board) has authorized the classification, salary range, and summary job description, rather than the current practice in which the Board reviews and approves the detailed job description. Second, delegate authority to the General Manager to adjust salary ranges the Board has already approved up to a 10% margin for new classifications, as may be needed during the hiring process to remain competitive in the job market, as long as the new range authorized by the General Manager is adopted by the full Board of Directors in an open public session prior to commencement of work by the new hire in that new classification. R-16-15 Page 2 DISCUSSION The District kicked-off implementation of the FOSM this past June following the Board’s acceptance of the study at the May 27, 2015 meeting. The FOSM resulted in 60 recommendations that organize the District to grow sustainably, as well as enhance staffing capacity and District systems to deliver the Vision Plan and Measure AA. The initial FOSM recommendations are well underway. Some have been completed and others are nearing completion. These include: • Executive recruitments; • Natural Resources class and compensation study; • Project delivery process design; • Information Systems and Technology Strategic Plan; and, • Operations Phasing Plan (transition to Visitor Services and Land and Facilities Services Departments). As the District refines the agency’s alignment to reflect four core functional areas of work (Project Planning and Delivery; Visitor and Field Services; Finance and Administrative Services; and General Manager’s Office), staffing levels will need to increase in order to deliver the increased volume of projects resulting from Measure AA. As forecast by Management Partners in the FOSM study, initially 42 to 51 positions would be added within a 5-year span. These positions can be funded, and are fiscally sustainable over the long-term within our current 30- year financial plan. Based on the FOSM recommendations and noted prioritization listed below, the General Manager requests funding for eight (8) new positions and the reclassification of three (3) existing positions as a mid-year budget amendment. These recommended changes are listed below in priority order and subsequently grouped by the four core functional areas of work. Proposed New Positions By Priority: Priority 1: Land and Facilities Services Manager  FOSM Recommendation 15: Create Manager-level position to lead the Visitor Services and Land and Facilities Services groups  Budgeted at the Department Manager Level, $118,128 to $147,528  Critical position to establish, begin forming and lead the new Land and Facilities Services Department, which will be in charge of all maintenance activities, crew- related construction projects, and facilities/property management for the District. Priority 2: Water Resources Specialist  FOSM Recommendation 57: Align the field-focused functions under the same Assistant General Manager to maintain open communication, shared resources, and a customer service driven approach  Budgeted at the Resource Management Specialist III level, $88,152 to $110,076  Critical position to address the District’s growing and multiple water resource and water rights needs. Essential functions include: • Inventory, map, and track all water rights. • Submit periodic monitoring and usage reports, as required. • Secure additional water rights throughout District lands. R-16-15 Page 3 • Work with Real Property to secure water rights property data as part of new land purchases. • Work with Legal and other departments regarding water rights claims, illegal water diversions, etc. • Assess District-wide water availability; prepare plan for filling in “gaps”. • Secure additional and secondary sources of water where needed; including secondary water storage capacity. • Manage water quality sampling and water monitoring program. • Conduct assessments of water usage and water supply systems and develop strategies for reaching water conservation goals and expanding water capacity. • Recommend new or revised policies or procedures to support water resource and conservation goals. • Provide technical design support for water retention basins, ponds, storage tanks Priority 3: Open Space Technician  FOSM Recommendation 26: Create crews that focus on specific work function and incorporate a rotational program that allow for continued professional growth and development of staff  Budgeted at the Open Space Technician level, $54,120 to $67,584  Position identified to support the large increase in trail construction, and ongoing maintenance and vegetation management work related to the opening of Bear Creek Redwoods. Priority 4: Capital Project Manager II  FOSM Recommendation 9: Create an Engineering and Construction Department and hire an Engineering and Construction Manager to oversee the project delivery functions  Budgeted at the Planner II Level, $72,528 to $90,564  Position would provide additional construction management capacity given large workload (staff facilities, bridge replacements, La Honda/BCR/Mt Um improvements, tenant residence repairs, Alma College, site cleanups and remediation, Bear Creek Stables, Bay Trail construction, etc.) and establish a tiered structure for the new Engineering & Construction Department. Priority 5: Planner II  Per the FOSM (page 67), the staffing projections for the Planning and Engineering and Construction Departments assumes a staffing ratio of 4:1, with 4 Planners for every 1 Capital Project Manager at the high end and 3:1 at the low end. With the proposed new Capital Project Manager II, the ratio would be 2:1. Already, we are beginning to experience the misalignment with Capital Project Managers having to take on some Planning tasks to push their projects forward, which is not efficient and requires a very different set of skills and expertise not associated with construction management.  Budgeted at the Planner II Level, $72,528 to $90,564  Position would provide additional planning capacity needed to take projects from concept planning, through the public participation process, CEQA analysis, and final project approval before a project is ready for final design and implementation/construction, at which time it is handed to Engineering and R-16-15 Page 4 Construction. Moreover, given the long lag time in implementing the La Honda Master Plan, follow up work to reconnect with the public prior to implementation of key projects is necessary to ensure that the implementation of the projects are well received. This is particularly true for the opening of new parking areas and new Preserve areas. Priority 6: Property Management Specialist II  FOSM 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 Facilities Services Department  Budgeted at Real Property Specialist II Level, $79,944 to $99,840  In transferring the Property Management function to the new Land and Facilities Services Department, the communications, historic structures, and administrative office leases will shift to this new department (currently handled by Real Property Agents). In the last year, this workload has included 12 different lease negotiations. Management of outside tenant residential leases and grazing/agricultural leases will also shift. In addition, management of employee tenant leases will be shifting from Operations to Land and Facilities Services. This position, as well as other positions in the new Property Management Program, will continue to manage outside tenant residential leases and grazing/agricultural leases. These actions will centralize the lease management functions for the District into one program under the Land and Facilities Services Department.  Moreover, additional capacity within the Property Management division of the new Land and Facilities Services Department is also needed to address the backlog of tenant residence improvements, day to day tenant repairs, including grazing infrastructure, and improve the District’s overall management and tracking of structures. The assistance this additional capacity will provide related to grazing leases and tenants will also allow the District’s Rangeland Ecologist in Natural Resources to focus more on grazing policy and the development of rangeland management plans. Priority 7: Procurement and Contracting Agent/Specialist  FOSM Recommendation 35: Centralize the purchasing function within the Finance and Administrative Services Department  Budgeted at the Management Analyst II level, $79,944 to $99,840  Needed to establish a procurement and contracting function and perform the following essential functions to keep project managers focused on project management versus contract and grant administration given the higher project workload: • Analyzes Statement of Work and project plans to evaluate acquisition and contract requirements and determines appropriate solicitation process, such as Requests for Proposal (RFP), Invitation to Bid (ITB), Request for Quotation (RFQ) and Requests for Information (RFI) • Assists in defining specifications and developing solicitation documents. • Provides leadership, coordination and assistance to departments to plan, solicit, and evaluate proposals and bids; • Reviews and ensures compliance to procurement policies and procedures • Advertises and solicits quotations and bids; • Prepares and/or negotiates contract prices, terms and conditions; R-16-15 Page 5 • Negotiates fixed-price, cost-type, or incentive-type contracts; • Prepares various correspondences and reports; • Manages On-Call Contracts, Prequalified Consultant File, Contractor Bidding File; • Monitors funding contracts and expenditures, submits financial reports, requests reimbursements and closes grants and encumbrances. • Provide training to departments to ensure effective and consistent use of procurement policies and procedures Priority 8: Reclassification of Operations Manager to Visitor Services Manager  No budget impact; position remains budgeted at the Department Manager level, $118,128 to $147,528  Recommendation 15: Create Manager-level position to lead the Visitor Services Department  The reclassification would take effect once the Land and Facilities Services Manager position is filled. Priority 9: Reclassification of Senior Real Property Specialist to Senior Property Management Specialist  No budget impact; position remains budgeted at the Senior Real Property Specialist level, $90,300 to $112,776  FOSM 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.  Reclassification serves to reflect the position’s transition to the Land and Facilities Services department and its focus on Property Management; the reclassification would take effect once the Land and Facilities Services Manager position is filled. Priority 10: Reclassification of Real Property Specialist I to Property Management Specialist I  No budget impact; position remains budgeted at the Real Property Specialist I level, $67,392 to $84,144  FOSM 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.  Reclassification serves to reflect the position’s transition to the Land and Facilities Services department and its focus on Property Management; the reclassification would take effect once the Land and Facilities Services Manager position is filled and this function transfers to Land and Facilities Services department. Priority 11: Senior Administrative Assistant  Budgeted at the Senior Administrative Assistant level, $61,116 to $76,332  The two Assistant General Managers have not had assigned administrative support and so have needed to provide those services themselves. This is not an effective use of their time. With the addition of the new Chief Financial Officer at that same organizational level, new, shared administrative capacity is needed to assist these three senior managers with meeting timely correspondences, tracking of reviews and approvals, managing schedules and emails, project/task coordination, etc., given the large ramp-up of project and issues reviews, increased coordination and R-16-15 Page 6 communication needs, and overall expanse of workload and project/program delivery requirements. Proposed New Positions By Core Functional Areas: Project Planning and Delivery: • Capital Project Manager II (priority 4) • Planner II (priority 5) Visitor and Field Services: • Land and Facilities Services Manager (priority 1) • Water Resources Specialist (priority 2) • Open Space Technician (priority 3) • Property Management Specialist II (priority 6) • Reclassification of Operations Manager to Visitor Services Manager (priority 8) • Reclassification of Senior Real Property Specialist to Senior Property Management Specialist (priority 9) • Reclassification of Real Property Specialist I to Property Management Specialist I (priority 10) Finance and Administrative Services: • Procurement and Contracting Agent/Specialist (priority 7) General Manager’s Office: • Senior Administrative Assistant (priority 11) With the exception of the Land and Facilities Services Manager position recommended above, additional new position requests and/or reclassification requests related to the transition of the Operations Department into the Visitors Services Department and Land and Facilities Services Department are anticipated to be brought to the Board for consideration early spring 2016. Staff continues to work with Management Partners on the design and phasing of this transition, but it is too early in the process at this point in time to identify new position or reclassification priorities. However, the Board’s consideration of recommendations in early spring 2016 will allow time for priority recruitments and/or reclassifications in order to commence the departmental split at the beginning of FY2016-17. Proposed General Manager Approval of Job Classifications The General Manager recommends that once the Board has authorized funding related to new positions or reclassifications, such as for those recommended above, the General Manager is authorized to approve the final job descriptions without returning to the Board for approval. At the time of the Board’s funding consideration for each new position or reclassification, the General Manager will describe the responsibilities of the position, its place in the organizational structure, salary range, and justification for the position. The Board would also amend by resolution the classification and compensation schedule at the time of the Board’s funding consideration. The General Manager subsequently would ensure the final job description is fully consistent with the information presented when the Board approved the new/reclassified position. This change in practice would allow increased administrative efficiency related to implementation of the FOSM by delegating this administrative step to the General Manager. R-16-15 Page 7 In addition, the Board is asked to consider authorizing the General Manager to make final salary range adjustments up to +/- 10% of the range originally approved by the Board if market comparisons or recruitment strategy necessitate such adjustments. At the time of original Board consideration of the new position, the General Manager recommends a salary range that appears competitive based on information available at that time, and the Board adopts revisions to the publically posted classification and compensation schedule. Once the final job description is completed, more comprehensive market analysis can be completed if necessary to verify the originally adopted salary range. If this analysis results in the need to adjust a salary range by no more than +/- 10%, recruitment efficiency could be improved by authorizing the General Manager to make this adjustment rather than returning to the Board for approval prior to continuing with the recruitment process. In addition, a recruitment that does not result in a qualified candidate could indicate the salary range is too low, necessitating salary range adjustment before beginning a second recruitment effort. If salary range adjustments by the General Manager are necessary based on market data or recruitment strategy, the final salary range would be brought back to the full Board for adoption in an open public session prior to commencement of work by the new hire in that new classification. The California Public Employees’ Retirement System compensation guidelines require this final step of salary range adoption by the agency legislative body. BOARD COMMITTEE REVIEW This report was reviewed by the Action Plan and Budget Committee (ABC) on January 12, 2016 at which time the ABC recommended that the report be forwarded to the Board for approval. Minor modifications were made to the Procurement and Contracting Agent/Specialist following the January meeting of which the ABC was notified via email. FISCAL IMPACT The table below reflects the pro-rated costs of each position for FY2015-16, based on anticipated month of hire, as well as the annualized cost of the positions for FY2016-17. Approval of these proposed new positions would increase the District’s FY2015-16 operating budget by $312,991 to $29.1 million. The costs for next fiscal year would be included as part of the Proposed FY2016-17 Budget. Position FY2015-16 Pro-Rated Cost FY2016-17 Annualized Cost * Position 1: Land & Facilities Manager 73,413 159,678 Position 2: Water Resources Specialist 40,588 134,710 Position 3: Open Space Technician 27,258 89,692 Position 4: Capital Project Manager II 48,205 126,641 Position 5: Planner II 26,792 126,641 Position 6: Property Management Specialist II 37,377 123,865 Position 7: Procurement & Contracting Specialist 31,609 123,865 Position 8: Senior Administrative Assistant 27,748 91,346 Total New Positions Cost 312,991 976,438 * Includes 3% COLA effective July 1, 2016 R-16-15 Page 8 PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS If approved by the Board, the General Manager would proceed with the recruitment and reclassification process for the proposed midyear positions. . Attachment 1. Proposed Organizational Chart with the New and Reclassified Positions 2. Resolution Approving the District Classification and Compensation Plan and Appropriating Additional Monies to Cover these Expenses Responsible Manager: Steve Abbors, General Manager Prepared by: Ana Ruiz, AICP, Assistant General Manager Kevin Woodhouse, Assistant General Manager Midpeninsula Regional Open Space District FOSM Organization Chart General Manager Visitor and Field Services Assistant General Manager Finance and Administrative Services CFO / Director of Administrative Services Finance Manager Human Resources Manager Information Systems and 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 Ranger program Docent/volunteer program Education and interpretive programs Vegetation management Wildlife management Natural sciences Environmental monitoring Natural Resources Manager Visitor Services Manager Land and Facilities Services Manager Pre-acquisition assessment Land and property acquisition Property rights CEQA Current planning Long-range planning Regional trails coordination Special Projects and Program Management Senior Management Analyst Public Affairs Manager Accounting Procurement Budget and financial planning Recruitment Benefits Classification and compensation Employee recognition Organizational development Performance management Training Workers’ compensation Safety ADA compliance District Clerk Special Projects Manager PUBLIC Senior Administrative Assistant Design and engineering Construction management MAA project delivery Permits Construction Field maintenance Facilities maintenance Property and land management Trail construction Systems GIS Web maintenance Support/ Help Desk Network Systems Intergovernmental partnerships Internal communication Media Outreach Legislation tracking Capital Project Manager II Planner II Water Resources Specialist Senior Property Management Specialist Procurement and Contracting Agent/ Specialist Property Management Specialist II Property Management Specialist I Open Space TechnicanReclassification New Attachment 1 Resolutions/2016/16-__Midyear New Positions RESOLUTION NO. 16-___ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT MODIFYING THE BUDGET FOR FISCAL YEAR 2015-16 The Board of Directors of the Midpeninsula Regional Open Space District does resolve as follows: SECTION ONE. Amend the budget for the Midpeninsula Regional Open Space District for the Fiscal Year 2015-16 by adding $312,991 to the salaries and Benefits budget. SECTION TWO. Approve amendments to the Position Classification and Compensation Plan as set forth in Exhibit A attached hereto. SECTION THREE. Monies are hereby appropriated in accordance with said budget. * * * * * * * * * * * * * * * * * * * * PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on ____, 2016, at a regular meeting thereof, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary Board of Directors President Board of Directors APPROVED AS TO FORM: General Counsel I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. District Clerk ATTACHMENT 2 Time Minimum Maximum Minimum Maximum Minimum Maximum Base Seasonal Open Space Technician 18.946 23.654 3,284 4,100 39,408 49,200 Part-time Seasonal Ranger Aide 18.946 23.654 3,284 4,100 39,408 49,200 Part-time Seasonal Ranger 24.179 30.190 4,191 5,233 50,292 62,796 Part-time Farm Maintenance Worker 26.019 32.492 4,510 5,632 54,120 67,584 Full-time Open Space Technician*26.019 32.492 4,510 5,632 54,120 67,584 Full-time Administrative Assistant 26.660 33.283 4,621 5,769 55,452 69,228 Full-time Accounting Technician 27.981 34.944 4,850 6,057 58,200 72,684 Full-time Human Resources Technician 27.981 34.944 4,850 6,057 58,200 72,684 Full-time GIS Technician 28.690 35.827 4,973 6,210 59,676 74,520 Full-time Lead Open Space Technician*28.690 35.827 4,973 6,210 59,676 74,520 Full-time Volunteer Program Lead 28.690 35.827 4,973 6,210 59,676 74,520 Full-time Risk Management Coordinator 29.383 36.698 5,093 6,361 61,116 76,332 Full-time Senior Administrative Assistant 29.383 36.698 5,093 6,361 61,116 76,332 Full-time Information Technology Technician 30.121 37.615 5,221 6,520 62,652 78,240 Full-time Public Affairs Program Coordinator 30.121 37.615 5,221 6,520 62,652 78,240 Full-time Ranger 30.121 37.615 5,221 6,520 62,652 78,240 Full-time Senior Finance & Accounting Technician 30.854 38.533 5,348 6,679 64,176 80,148 Full-time Equipment Mechanic/Operator 31.627 39.496 5,482 6,846 65,784 82,152 Full-time Executive Assistant 31.627 39.496 5,482 6,846 65,784 82,152 Full-time Lead Ranger 31.627 39.496 5,482 6,846 65,784 82,152 Full-time Property Management Specialist I 32.400 40.454 5,616 7,012 67,392 84,144 Full-time Real Property Specialist I 32.400 40.454 5,616 7,012 67,392 84,144 Full-time Planner I 33.208 41.463 5,756 7,187 69,072 86,244 Full-time Docent Program Manager 34.021 42.479 5,897 7,363 70,764 88,356 Full-time Resource Management Specialist I 34.021 42.479 5,897 7,363 70,764 88,356 Full-time Volunteer Program Manager 34.021 42.479 5,897 7,363 70,764 88,356 Full-time Accountant 34.869 43.540 6,044 7,547 72,528 90,564 Full-time Capital Projects Manager II 34.869 43.540 6,044 7,547 72,528 90,564 Full-time Planner II 34.869 43.540 6,044 7,547 72,528 90,564 Full-time Management Analyst I 34.869 43.540 6,044 7,547 72,528 90,564 Full-time Community Outreach Specialist 36.606 45.721 6,345 7,925 76,140 95,100 Full-time Public Affairs Specialist 36.606 45.721 6,345 7,925 76,140 95,100 Full-time Resource Management Specialist II 37.500 46.835 6,500 8,118 78,000 97,416 Full-time Maintenance, Construction & Resource Supervisor 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Management Analyst II 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Procurement & Contracting Agent/Specialist 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Property Management Specialist II 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Real Property Specialist II 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Supervising Ranger 38.435 48.000 6,662 8,320 79,944 99,840 Full-time Information Technology Administrator 39.381 49.177 6,826 8,524 81,912 102,288 Full-time Website Administrator 39.381 49.177 6,826 8,524 81,912 102,288 Full-time Legislative/External Affairs Specialist 41.348 51.640 7,167 8,951 86,004 107,412 Full-time 6 19 23 24 Midpeninsula Regional Open Space District - CLASSIFICATION & COMPENSATION PLAN Fiscal Year 2015/2016 - Effective 02/11/2016 Last revised: 1/14/16, 09/14/2015, 8/26/15, 7/22/2015, 7/01/2015, 2/12/2015, 1/19/2015, 7/01/2014 Classification Title Step Hourly Range $Monthly Range $Annual Range $ Range # 24 6 16 19 20 22 22 23 23 30 29 30 30 26 28 25 27 27 27 28 25 25 36 31 31 34 33 33 35 35 35 35 31 31 36 35 35 38 Time Minimum Maximum Minimum Maximum Minimum Maximum BaseClassification Title Step Hourly Range $Monthly Range $Annual Range $ Range # Capital Projects Manager III**42.381 52.921 7,346 9,173 88,152 110,076 Full-time Planner III 42.381 52.921 7,346 9,173 88,152 110,076 Full-time Resource Management Specialist III 42.381 52.921 7,346 9,173 88,152 110,076 Full-time GIS Administrator 43.413 54.219 7,525 9,398 90,300 112,776 Full-time Senior Property Management Specialist 43.413 54.219 7,525 9,398 90,300 112,776 Full-time Senior Real Property Specialist 43.413 54.219 7,525 9,398 90,300 112,776 Full-time Special Projects Manager**^43.413 54.219 7,525 9,398 90,300 112,776 Full-time District Clerk 44.498 55.575 7,713 9,633 92,556 115,596 Full-time Senior Accountant 44.498 55.575 7,713 9,633 92,556 115,596 Full-time Senior Management Analyst 44.498 55.575 7,713 9,633 92,556 115,596 Full-time Media Communications Supervisor 45.583 56.925 7,901 9,867 94,812 118,404 Full-time Area Superintendent 46.725 58.356 8,099 10,115 97,188 121,380 Full-time Human Resources Supervisor 46.725 58.356 8,099 10,115 97,188 121,380 Full-time Senior Planner 46.725 58.356 8,099 10,115 97,188 121,380 Full-time Senior Resource Mgmt Specialist 46.725 58.356 8,099 10,115 97,188 121,380 Full-time Assistant General Counsel I 50.256 62.769 8,711 10,880 104,532 130,560 Full-time Assistant General Counsel II 52.771 65.902 9,147 11,423 109,764 137,076 Full-time Information Systems & Technology Manager 52.771 65.902 9,147 11,423 109,764 137,076 Full-time Administrative Services Manager^56.792 70.927 9,844 12,294 118,128 147,528 Full-time Engineering & Construction Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Land & Facilities Services Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Natural Resources Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Operations Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Planning Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Public Affairs Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Real Property Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Visitor Services Manager 56.792 70.927 9,844 12,294 118,128 147,528 Full-time Assistant General Manager 69.035 86.215 11,966 14,944 143,592 179,328 Full-time Chief Financial Officer/Director of Administrative Services 69.035 86.215 11,966 14,944 143,592 179,328 Full-time * OST will receive an additional 1% stipend for Class A or B license; Lead OST 1% for Class A. Board Appointee Group Compensation Hourly Salary Monthly Salary Annual Salary Effective Date Last Revised General Manager $113.361 $19,649 $235,792 4/1/2015 8/26/2015 Controller - Part-time position $86.833 $15,051 $180,612 4/1/2015 8/12/2015 General Counsel $101.996 $17,679 $212,152 4/1/2015 8/12/2015 43 43 39 51 40 46 39 40 40 41 41 41 42 43 43 ** These positions were previously approved by the Board on March 25, 2015 ^ With the CFO/Director of Administrative Services position now filled, the Special Projects Manager position will also be filled and the Administration Services Manager position removed from the Classification and Compensation Plan. 39 40 59 51 59 48 51 51 51 51 51 48 51 51 R-16-06 Meeting 16-03 February 10, 2016 AGENDA ITEM 5 AGENDA ITEM Sudden Oak Death-Ten-Year Update GENERAL MANAGER’S RECOMMENDATIONS 1. Receive a presentation on the actions taken over the past ten years regarding Sudden Oak Death in the preserves and new information regarding related diseases. 2. Authorize the General Manager to pursue additional Sudden Oak Death and related research and management responses for a total amount of approximately $524,000 in the next ten years, with funding for future fiscal year expenditures to be considered for approval by the Board during the annual budget preparation process. SUMMARY Sudden Oak Death (SOD), a plant disease caused by the fungus-like pathogen Phytophthora ramorum, is responsible for killing millions of oaks and tanoaks throughout California’s forests. On December 14, 2005, the Board of Directors adopted a ten-year plan at a total cost of $350,000 to address SOD on the preserves by treating specimen trees with preventative measures, mapping potentially resistant trees, and funding SOD research (R-05-122). Over the past decade, research on District preserves and other wildland areas indicates that removing bay trees from the vicinity of oak trees may protect them from SOD if undertaken early enough, however, several more years of testing this and other methods during wet years will be necessary to confirm their effectiveness. SOD research on District preserves is providing valuable information to the District and other land managers on how to slow the spread of SOD and otherwise respond to the changed conditions in California’s forests. New related diseases were discovered in California’s native plant nurseries last year and the effects on District preserves are being evaluated. This report provides the status of past SOD research and management actions and recommends future actions for a total amount of District funds of approximately $524,000 in the next ten years. Staff will seek matching funds and in-kind services from other agencies and researchers. DISCUSSION Since 2000, SOD has spread from what is believed to be its initial core in the Long Ridge, Saratoga Gap and Skyline Ridge Open Space Preserves in a northerly and easterly direction primarily as a result of weather conditions. District staff has implemented best management practices to control SOD infestations that might be caused by human activities. Per the ten-year SOD plan approved by the Board in 2005, the District’s response to SOD has focused on three main areas: 1) protect individual, prominent specimen oak trees and stands of oaks from SOD through preventative treatment measures, 2) identify and support research to determine if some R-16-06 Page 2 tanoak trees are potentially resistant to SOD, and 3) collaborate on SOD research to help guide land management decisions. Attachment 1 provides detailed background information on this forest disease, SOD-related management actions the District has undertaken in the past decade, and recommended actions for the future. Research results on District preserves and research otherwise partially funded by the District are providing guidelines on how to manage SOD areas to slow the spread of infestation and minimize hazardous conditions. Additionally, these research results are providing baseline information on the SOD pathogen and its host plants. However, as a cryptic forest disease, no cure to SOD has been discovered nor is one anticipated in the near future that can be quickly implemented across millions of acres of susceptible forests in California (and other states and countries). District supported research results have been published and are otherwise readily available to other park agencies on websites and through conferences and trainings due to our partnership with university researchers, forest agencies and the California Oak Mortality Task Force. The major results from the last 10 years of District and partner funded research are detailed within the report sections below. SOD Infection of District Forests District preserves are some of the most heavily SOD impacted areas in the state because the Santa Cruz Mountains along with Marin County are the original locations where SOD spread from infested commercial nurseries to wildland forests of California. SOD infestations have gradually spread after warm, wet springs which are the best conditions for the pathogen’s spores to be blown to additional host plants in moist forests. Currently, SOD-infected trees have been confirmed by laboratory samples or probable SOD symptoms have been detected by aerial surveys and staff observations in all District preserves except Fremont Older, Loma Prieta, Pulgas Ridge, and St. Joseph’s Hill. Ravenswood, Toto Ranch and Tunitas Open Space Preserves do not have SOD-susceptible vegetation. The core of the infestation continues to be in the South Skyline preserves. Overall, approximately 15,600 acres of tree mortality from SOD have been detected in 15 counties of the central California coast by the US Forest Service (USDA-FS). Treatment of Specimen Oak Trees The District is protecting approximately 461 oak trunks (either as individual large-sized and multi-trunked trees or collectively in forest stands) from SOD in eight preserves by two preventative measures: removal of bay trees in the vicinity of oak and tanoak trees; and annual application of a fungicide that helps oaks and tanoaks resist SOD infection if applied early enough. Drs. Ted Swiecki and Elizabeth Bernhardt of Phytosphere Research have provided professional expertise in designing research-based SOD preventative treatments, monitored the treatment methods, and are publishing and presenting their results. SOD levels have been lower in most areas treated by bay removal compared to nearby control plots in the District preserves, but there has been no detectable level of difference in the fungicide-treated plots compared to nearby control plots. On a preliminary basis, the results of the research on these treatment methods indicates that 1) bay removal treatment may be effective, and 2) fungicide treatment may not provide enough protection for the level of effort expended. However, it will be necessary to continue the treatment methods and science-based monitoring for several wet years in order to determine if these preventative treatment methods R-16-06 Page 3 are effective because recent SOD disease pressure has been low due to low rainfall since 2011, delaying the spread of the disease statewide. SOD-Resistant Trees Tanoaks are the most susceptible host plant to SOD. Since 2006, the District has been working with USDA-FS and University of California Berkeley to conduct research on the resistance of tanoaks to the SOD pathogen. The goal is to identify individual trees that are genetically resistant to SOD to assist future replanting of heavily infested SOD forests. Acorn and leaf samples were collected from approximately 35 tanoak trees in the Santa Cruz Mountains by District staff and volunteers to assist in this study along with numerous other samples taken by others throughout California. On a preliminary basis, some tanoak saplings have shown high tolerance to SOD in both laboratory and field experiments, and tanoak genes have been identified that may be responsible for increased resistance to SOD. Additional years of testing saplings in the field, and additional genetic studies will be necessary to determine if a resistance strategy can be developed for tanoaks. SOD Research Most of the District-funded SOD research has occurred as an integral part of the treatment and resistance projects described above. In addition to these specific research projects, the District has also supported SOD research on District preserves in non-monetary ways, such as studying infection pathways, tanoak pollinators and mapping of infested forests. SOD research partially funded by the District and conducted on District preserves unexpectedly resulted in two major research findings in the last decade: canyon live oaks were discovered to be susceptible to SOD; and the legal pesticide label for fungicide treatment of oaks as a SOD preventative method was revised to prevent phytotoxic effects on large oak trees. As a result, the District and many other entities added canyon live oaks to their SOD management focus and changed the amount of fungicide they were injecting into oak trees. In 2013, the USDA-FS published A Reference Manual for Managing Sudden Oak Death in California written by Drs. Swiecki and Bernhardt. SOD research on MROSD preserves provided information to produce this useful publication and one of the Ancient Oaks from Russian Ridge OSP is featured in a photograph on the cover. The manual is providing guidance to park agencies and land owners and is available on the internet at http://www.fs.fed.us/psw/publications/documents/psw_gtr242/ . All the research conducted with District funds and on District preserves has been published and presented in professional SOD forums. There have been dozens of scientific publications and presentations which have included results from research conducted on District preserves. By funding and otherwise supporting scientific research, we can project what changes SOD might cause in the preserves, test which management responses might most effectively protect preserve visitors and adjacent land owners, and protect and restore the natural biodiversity of some of the infected preserve forests despite the onslaught of large scale changes. The District has been one of several interest groups funding this research out of their mission to protect wildland areas. Major funds for SOD research and management have been provided by the USDA-FS, USDA Animal and Plant Health Inspection Service, California Department of Forestry and Fire Protection, California Department of Food & Agriculture, the Gordon and R-16-06 Page 4 Betty Moore Foundation, San Francisco Public Utilities Commission, Marin Municipal Water District, nonprofit partners of the National Parks Service, Cooperative Extension Services and California Universities in the approximate total amounts of five to twenty million dollars per year for the past 15 years. Recommendations for Future SOD Actions Understanding the possibility of managing a large-scale forest epidemic such as Sudden Oak Death is expected to take decades and require multiple approaches. Collaboration with scientific experts will be necessary to determine trends and the efficacy of different approaches. Staff recommends that existing and new SOD research and management actions be funded over the next ten years as summarized below. Costs are estimates and would be augmented with matching funding or in-kind services from SOD partners. 1) SOD TREATMENT: a) Continued Preventative Treatments on Individual Specimen Oaks ($178,000)- Continue removal of bays and fungicide application at existing treatment sites protecting approximately 410 oak trunks in eight preserves until research results clearly determine the effectiveness of these methods during wet years. At that point a decision will be made whether to continue any of the treatment methods at these locations and whether to expand any treatment methods to other preserve locations. b) Preventative Treatment for Tanoak Stands ($60,500) - Identify tanoak forests in District preserves which do not currently show signs of SOD infestation and protect these with preventative measures. c) Bear Creek Redwoods SOD Response Plan ($40,000) - Design and implement a SOD response plan for Bear Creek Redwoods Open Space Preserve including restoration of disturbed hillsides and wildfire fuel reduction. 2) SOD-RESISTANT TANOAKS ($40,000): Support tanoak resistance studies by assessing the survival of prior study trees, collecting acorns from new study trees, and funding field experiments and genetic studies of the UC-Berkeley researchers. 3) BEST MANAGEMENT DISEASE PRACTICES ($20,000): Consistent with the District’s new Integrated Pest Management Program, review District best management practices in light of new SOD research to ensure that staff, visitors, volunteers and contractors are avoiding the spread of SOD and other exotic diseases to and from the preserves. Recommendations to Respond to New Root Disease Outbreak in Native Plant Nurseries Additional exotic plant diseases have recently been identified in native plant nurseries in California that are caused by other non-native species of Phytophthora. These pathogens infect the roots and soil of nursery grown plants which then can be introduced to restoration sites through installation of infected nursery stock and can spread farther into adjacent natural areas. The long-term effect of these unintended introductions of plant diseases into developed landscapes and wildlands throughout the state are currently unknown. A wide range of native R-16-06 Page 5 California forest and brush plants are known to be susceptible to these root diseases and preliminary investigations have found numerous plants (including three rare species) dying at restoration sites and that the root pathogen has spread into adjacent undisturbed natural areas. In response, the District cancelled all plant orders for one year and is working with its main nursery to provide disease-free plants for future projects. All restoration planting sites in the preserves need to be surveyed to determine if they have been contaminated and if any responses are warranted. Management of these root diseases has been added to the SOD program because they are related plant diseases that could substantially affect the health of forests on District preserves. The General Manager recommends that the following management actions be funded to evaluate and respond to this new threat to forests on District preserves: 4) DISEASE-FREE RESTORATION PLANTS: a) Develop Clean Nursery Practices ($5,500) - Work with a native plant nursery to revise and test propagation practices in order to produce disease-free plants for restoration at Mt. Umunhum and other future projects. b) New Nursery Location ($75,000) - As necessary, investigate locations on District preserves to build a new nursery facility that can be efficiently operated in a sanitary manner. 5) INSPECT AND REMEDIATE PRIOR PLANTING SITES ($105,000): Inspect all planting sites on District preserves for root pathogens and develop a response plan as needed to cleanup or contain exotic destructive diseases. FISCAL IMPACT The District has spent a total of approximately $225,000 and averaged about 150 hours per year on SOD research and management over the past decade compared to the $350,000 projected ten years ago. Annual funding of SOD research was substantially reduced during the economic downturn starting in 2009. The District investment in the past ten years has been matched by approximately $390,000 of matching funds and in-kind contributions from other agencies, university researchers, and expert consultants. The recommended future research and management actions to respond to both SOD and nursery diseases described above would cost approximately $524,000 over the next ten years. The Natural Resources Department expects to expend $20,000 in the remainder of FY2015-16 on continuing SOD research and treatment projects, an amount which is currently available in the FY2015-16 budget. Funding for future fiscal year expenditures will be reviewed and approved by the Board during the annual budget preparation process and contracts over $50,000 will be brought to the Board for approval. Staff will continue to seek matching funds and in-kind services from other agencies and researchers. R-16-06 Page 6 BOARD COMMITTEE REVIEW Because of high interest of the entire Board in SOD management in previous years, this item has been brought to the entire Board. PUBLIC NOTICE Public notice was provided as required by the Brown Act. Additional public notices were sent to the Resource Management and Sudden Oak Death contact lists. CEQA COMPLIANCE The SOD research and treatment actions are included in the Final Environmental Impact Report for the Integrated Pest Management Program approved by the Board on December 10, 2014 (R- 14-148). Any new activities associated with SOD or new nursery diseases will be evaluated to determine if new environmental reviews are required. NEXT STEPS Upon Board authorization, the General Manager will direct staff to continue existing SOD research and management measures, and will develop additional SOD research and management projects and nursery disease activities consistent with the recommendations outlined herein. Funding for future fiscal year expenditures will be considered by the Board during the annual budget approval process. Attachment 1. Background Information on Sudden Oak Death and Past and Future Recommended Research and Management Actions Responsible Department Head: Kirk Lenington, Natural Resources Prepared by: Cindy Roessler, Senior Resource Management Specialist, Natural Resources Attachment 1: Background Information on Sudden Oak Death and Past and Future Recommended Research and Management Actions This attachment provides background information on the forest pathogen Sudden Oak Death and a description of the broad range of SOD-related actions undertaken by Midpeninsula Regional Open Space District in the years 2005 to 2015 after preparing a Ten-Year SOD Plan. It also recommends future research and management actions to manage this and related forest diseases in District preserves. Background Information on Sudden Oak Death Sudden Oak Death was first recognized in 1995 by large-scale die-off of tanoak trees in Marin, Santa Cruz and Monterey Counties. By 2000, Phytophthora ramorum, a water mold introduced into California on contaminated nursery stock, was diagnosed as the pathogen causing these symptoms. Fourteen California counties along the north coast and around San Francisco Bay have confirmed SOD infestations along with one county in southern Oregon. SOD also has been found as a nonnative disease in nurseries in the US, Canada and Europe, and in European gardens, timber plantations and in a few wild European locations. Many species of oaks become infected with SOD trunk cankers and die, whereas a few oak species are not affected (Table 1). In contrast, with California bay laurel, only the leaves become infected and SOD does not kill bay trees. Under moist warm conditions, large amounts of the pathogen’s spores develop on bay leaves and blow or splash throughout the surrounding forest to infect many other types of plants common in California forests. Oak trees with trunks within five feet of bay leaves have the highest risk of SOD infection and mortality. Tanoak trees are especially susceptible to SOD with both their trunks and leaves becoming infected, and they are the tree that is most frequently dying from SOD in the preserves. Table 1. Susceptibility of oak trees to Sudden Oak Death OAK TREES WHICH DIE FROM SOD OAK TREES WHICH ARE NOT SUSCEPTIBLE TO SOD Coast live oak Quercus agrifolia Valley oak Quercus lobata California black oak Quercus kelloggi Blue oak Quercus douglasii Shreve oak Quercus parvula var. shrevei Interior live oak Quercus wislizeni Canyon live oak Quercus chrysolepis Tanoak Notholithocarpus densiflorus Attachment 1 to R-16-06 Page 2 Treatment of Specimen Oak Trees The District is protecting individual large-size oaks and stands of oaks from SOD in eight preserves (El Corte de Madera, Long Ridge, Los Trancos, Monte Bello, Rancho San Antonio, Russian Ridge, Saratoga Gap and Skyline Ridge) by two preventative measures: removal of California bay trees in the vicinity of oak and tanoak trees; and annual application of phosphite as a fungicide to the trunks of oaks and tanoaks to help them resist SOD infection if applied early enough. Since 2007, Drs. Ted Swiecki and Elizabeth Bernhardt of Phytosphere Research have provided professional expertise in designing research-based SOD preventative treatments in District preserves. The initial research effort focused on treating stands of tanoak, Shreve oak and coast live oak in El Corte de Madera, Monte Bello, and Rancho San Antonio Open Space Preserves (OSPs) consisting of 318 total stems. (Note that researchers report their data on individual stems of multi-trunked trees.) Research is included as part of the treatment program. Treated trees are compared to untreated trees. The bay removal and fungicide treatment methods are compared singularly and combined. Fungicide application has been tested with spray and injection methods, and several pieces of equipment have been tested for the injection method. Because of their careful observations over several years at Rancho San Antonio OSP and comparative forests on properties of the San Francisco Public Utilities Commission, Phytosphere Research determined that the concentration of the fungicide originally recommended for the injection method was harming the trees, and state regulators subsequently revised the fungicide label. As a result, land managers, private property owners and researchers throughout the state are now using lower concentrations of the phosphite fungicide when treating trees with the injection method for prevention of SOD. In 2007, District staff, Phytosphere Research, and UC-Davis researchers were the first to discover that canyon live oaks are susceptible to SOD. These findings were published and announced at meetings to alert regulators, researchers and land managers. Subsequently, protection of specimen canyon live oaks in Los Trancos, Russian Ridge and Skyline Ridge OSPs was added to the District’s SOD research program. In 2009 and 2011, approximately 280 bay trees and numerous bay saplings were removed by the California Conservation Corps, field staff, volunteers and a contracting arborist around 78 large oak trees in Long Ridge, Los Trancos, Monte Bello, Russian Ridge, Saratoga Gap, and Skyline Ridge Open Space Preserves. Field staff and volunteers return to these sites every few years to remove any bay seedlings or resprouts on the cut bay stumps. An arborist contractor has applied fungicide on 190 stems in Los Trancos, El Corte de Madera and Rancho San Antonio OSPs on an annual basis for six years. Because of low rainfall years, SOD disease pressure has been low for several years and this has delayed advancement of the disease and therefore treatment results in the research plots. SOD levels have been lower in most areas treated by bay removal in the District preserves, but there has been no detectable level of difference in the fungicide-treated plots compared to nearby control plots. Several wet and warm years in which the pathogen has suitable environmental conditions to reproduce and spread will be necessary to adequately test these preventative methods. Attachment 1 to R-16-06 Page 3 SOD-Resistant Trees Tanoaks are the most susceptible host plant to SOD and 80 to 100 % mortality of tanoaks has been reported over time in many stands throughout California. Since 2006, the District has been working with the US Forest Service (USDA-FS) and University of California Berkeley to conduct research on the resistance of tanoaks to the SOD pathogen. The goal is to identify individual trees that are genetically resistant to SOD, and understand the genetic variation of tanoak populations to assist in future replanting of tanoaks in heavily infested SOD forests. Staff and volunteers collected acorns and leaf samples from 35 tanoak trees throughout the Santa Cruz Mountains in 2006 and 2007 in concert with similar collections at four other locations in California and Oregon. University researchers subsequently tested samples from the collected leaves for genetic information. Leaves from 10,000 saplings sprouted from the collected acorns were inoculated with the SOD pathogen and their response was measured as an indication of resistance. In addition, 800 of the tanoak saplings were planted in a SOD-infested forest in Santa Lucia Preserve in Carmel Valley in 2008 and are being monitored for symptoms and survival over a multi-year period. Important results of this long-term research to date include: • Some tanoak saplings have shown high tolerance to SOD in both laboratory and field experiments, including some that germinated from acorns collected on District preserves. Additional years of testing saplings in the field will be necessary to determine their genetic resistance at all life stages and over the long term. • A laboratory assay method has been developed that can identify tanoaks with high disease tolerance. This assay, which is currently undergoing another round of testing, takes two years to produce results on individual tanoak saplings. • Tanoak genes have been preliminarily identified that may be responsible for increased resistance to SOD. Additional genetic studies will be necessary to determine if a resistance strategy can be further developed for tanoaks. • Tanoaks in coastal California have similar genetic structure with some differences between populations north and south of San Francisco Bay. This similarity may make it easier to find resistant tanoaks that can be planted in many different areas throughout the state. SOD Research As indicated in the sections above, District staff has included research as essential elements of the preventative treatments and the search for resistant tanoaks. Funds provided by the District in the past ten years have been important in attracting academic and other professional researchers. SOD researchers have also been attracted by in-kind services provided by District biologists, field staff and volunteers; District-provided equipment and GIS mapping; and access to infested forests to conduct field experiments over multiple years. Additional SOD research which has occurred as a result of these in-kind services and did not require funding include studies on infection pathways, tanoak pollinators and mapping of infested forests. All the research conducted with District funds and on District preserves have been published and presented in professional SOD forums. We know of dozens of scientific publications and presentations which have included results from research conducted on District preserves, often partially funded by the District. Attachment 1 to R-16-06 Page 4 In 2013, the US Forest Service published A Reference Manual for Managing Sudden Oak Death in California written by Drs. Swiecki and Bernhardt. The manual is providing guidance to other park agencies and land owners. SOD research on MROSD preserves provided information to produce this useful publication and one of the Ancient Oaks from Russian Ridge OSP is featured in a photograph on the cover. Other SOD Actions in the Past Decade District staff attends and presents at SOD science symposiums, and facilitates local trainings including sessions in the preserves to demonstrate SOD symptoms and treatment options. Informational signs are posted at preserves and staff implements best management practices to control the human spread of SOD. Boot and bike tire brushes have been installed at some trailheads. Volunteers have collected symptomatic bay leaves in preserves as part of community-wide SOD Blitz events which map and track annual changes in infestation levels on a local level. District volunteers have also assisted researchers in monitoring insects on flowering tanoak trees to help determine how they are pollinated. In June 2016, District staff will kick off the first day of the Sudden Oak Death Sixth Science Symposium with a field trip to Los Trancos OSP to feature SOD symptoms, research, and difficult management decisions in this busy preserve. SOD Science Symposiums are usually attended by hundreds of forest experts representing over two dozen states and over a dozen countries and is an excellent opportunity to recruit new researchers to study SOD on District preserves. Presenters at prior symposiums have frequently thanked the District for funding and otherwise supporting SOD research. Root Disease Outbreak in Native Plant Nurseries An outbreak of root diseases of other nonnative species of Phytophthora has been discovered in many California native plant nurseries in the past year including the nurseries which have supplied plants for District restoration projects over the past decade. In response, the District cancelled all plant orders for one year and is working with its main nursery, Acterra, to clean up the facilities and implement best management practices to prevent further disease outbreaks in the nursery. However, some steps are not completed yet and may not be practical in the long term at the existing facility in Palo Alto’s Foothill Park. Furthermore, all restoration planting sites in the preserves need to be surveyed to determine if they have been contaminated and if remedial actions are required. Recommendations for Future SOD and Nursery Disease Activities Understanding and managing a novel and large-scale forest epidemic such as Sudden Oak Death is expected to take many decades and require multiple approaches. Collaboration with scientific experts will be necessary to determine trends and the efficacy of different approaches. Staff recommends that existing and new research and management actions be funded over the next ten years as summarized below. • Continue removal of bays and fungicide application at existing treatment sites protecting approximately 410 oak trunks in eight preserves to determine which methods are most Attachment 1 to R-16-06 Page 5 effective. Continue researching effectiveness of these treatments for an additional five years of non-drought conditions. • Identify tanoak populations which do not currently show signs of SOD infestation and protect these with preventative measures. Of particular note are the redwood-tanoak forests at the Galloway property of El Corte de Madera OSP. • Support tanoak resistance studies by assessing the survival of prior study trees, collecting acorns from new study trees, and funding field experiments and genetic studies of the UC-Berkeley researchers. In 2016 and 2017, District staff, interns and volunteers should resurvey original acorn-donor tanoak trees to assess their health/survival and provide that information to the UC-Berkeley researchers. In fall 2016, District staff and volunteers should collect acorns from tanoak trees as part of the on-going UC-Berkeley research project to identify tanoak trees potentially resistant to SOD. As directed by the researchers, these surveys and acorn collection may be repeated in future years and expanded to new locations. Fund UC Berkeley in their common garden tanoak research and assessment of genetic markers that indicate genetic resistance to SOD. Along with other park agencies, the District could fund the continued monitoring of tanoak saplings planted in the Santa Lucia Reserve. • Design and implement a SOD response plan for Bear Creek Redwoods OSP including the restoration of areas currently invaded by invasive broom shrubs with native species and wildfire fuel reduction in forests where many oaks have died from SOD. Some of these areas could be experimentally planted with potentially resistant tanoak trees. This would not be additional costs to the District since these areas were going to be restored as a result of opening the preserve and trails to the public. The research on planted tanoak trees and other techniques for restoring forests in SOD-infested areas could be guided by the USDA-FS with partial funding provided by the District. • Work with the Acterra native plant nursery to revise and test propagation practices in order to produce disease-free plants for restoration at Mt. Umunhum and other future projects. If necessary, investigate locations on District preserves to build a new nursery facility that can be efficiently operated in a sanitary manner. A consultant will be hired to inspect all restoration sites that have been planted with susceptible plants in the last 15 years for these root pathogens and develop a response plan as needed to cleanup or contain any such diseases. Many details will need to be worked out with these nursery and restoration actions, and staff will return to the Board or committees to obtain necessary direction and funding. COSTS The District has spent a total of approximately $225,000 (not including staff time) on SOD research and management over the past decade compared to the $350,000 projected ten years ago. Annual funding of SOD research was substantially reduced during the economic downturn starting in 2007. The District investment in the past ten years has been matched by approximately $390,000 of matching funds and in-kind contributions, primarily by the US Forest Service. DATE: February 4, 2016 MEMO TO: Board of Directors THROUGH: Stephen E. Abbors, General Manager FROM: Lisa Bankosh, Planner III SUBJECT: Alma College Site Rehabilitation Plan _____________________________________________________________________________ This memorandum provides the Board with an update on the current progress and recent developments related to the Alma College Site Rehabilitation Plan, including receipt of a letter of interest for reuse of the chapel and 1934 library. BACKGROUND The Alma College Site Rehabilitation Plan (Plan) is a Key Project on the Fiscal Year 2015-16 Action Plan and is being completed concurrently with the Bear Creek Redwoods Preserve Plan. The site is listed as a historic resource on the Santa Clara County Heritage Resources Inventory. An Environmental Impact Report is being prepared to address the potential environmental impacts associated with future implementation of the Alma College Plan; this EIR is expected to be released for public review by Summer 2016. DISCUSSION In June 2015, the Board approved the outer limits of the potential scope of work for the Alma College Plan as the CEQA project description to begin the environmental review process (see R- 15-92). In essence, this scope would allow for small-scale, low intensity uses consistent with the District’s Mission and Basic Policy. Phase I of the Plan would include stabilization of the chapel, 1935 library superstructure, and the northern retaining wall, demolition of the large 1950 library and all other buildings, and installation of safety and security improvements. Site interpretation and rehabilitation of landscape elements would occur in Phase II. Finally, the District would potentially seek a long-term lease with a partner organization to fund architectural rehabilitation and reuse of the chapel in Phase III. At the CEQA Scoping meeting in June 2015, the Board removed the alternative to retain and stabilize the 1950 library building, which due to its size may have facilitated uses that support larger and/or higher intensity uses. Therefore, under the Plan, potential reuse scenarios have been developed to provide small scale, low intensity uses that are consistent with District’s Mission and Basic Policy. A market demand study and identification of potential viable partners for the site rehabilitation and/or future operations was performed by Chuck Nozicka, a Tourism and Recreation Planning consultant. Based on the prescribed low-intensity level of use, the market analysis identified the following potential viable uses: outdoor and science education, historic winery, a heritage site/garden, and outdoor recreation. The study discovered an overall positive demand and interest in outdoor and science education, although the most immediate demand and interest was for a resident/overnight outdoor science education facility. The study also noted that an existing educational group, the Los Gatos Observational Nursery School (the Mountain School), is interested in a day use facility at Alma College. A formal letter of interest from the Mountain School was recently received and is provided as Attachment 1 (a draft response is also provided as Attachment 2). Winery and heritage site use showed a more modest demand, and although the potential for a long-term lease could entice this type of investment and operating cost, site reuse is more likely to result from a significant philanthropic or fundraising effort. The study concludes that such an effort is typically led by an outside organization or individual who becomes the project champion. The Mountain School may be able to fulfill this role with Board approval. Alternatively, should the District choose to conduct a formal process to identify a lessee, the study recommends implementing Phase I (Clean-up and Stabilization) as a first step. This initial step is estimated to cost $3.5M in 2017 dollars and includes: • Rodent and bat remediation, stabilization (mothballing) of the 1909 chapel; • Demolition of dormitory, garage, classroom and 1950 library buildings (some foundations to be retained for interpretive purposes; • Site safety and security improvements; • Stabilization of the north retaining wall; • Tree pruning and removal, weed management. NEXT STEPS Geologic Hazards Study Due to the close proximity of the San Andreas Fault, any structures that are retained will be subject to seismic safety guidelines. Most notably, the Alquist-Priolo Earthquake Fault Zoning Act, which regulates development on or near active fault traces, prohibits the location of most structures for human occupancy across these traces. A “structure for human occupancy” is defined by the Alquist-Priolo Act as any structure used or intended for supporting or sheltering any use or occupancy that has an occupancy rate of more than 2,000 person-hours per year. Alma College is located within the Alquist-Priolo zone. Cities and counties regulate development projects within the zones, which includes withholding permits until geologic investigations demonstrate that the development is not threatened by future surface displacement. Because the chapel and library are located in this zone, a geological investigation is required to determine if a subsidiary trace of the fault is within 50 feet of the structures. If evidence of a subsidiary trace is found, the 2,000 person-hour limit would apply. Given the potential for use of the chapel to be limited to 2,000 person-hours per year (corresponding to less than ten 8-hour days of use annually for a group of 30 students), a final geologic investigation is critical to determine the economic feasibility of future uses at the site. This study is planned for Spring 2016. Sufficient funds for the study are included in the FY2015-16 Budget. A contract amendment to fund the investigation is expected to be brought to the Board for approval in March 2016. Attachment 1 Madhuri Fletcher, PhD January 27, 2016 Los Gatos-Saratoga Observation Nursery School P.O. Box 33091 Los Gatos, CA 95031 Dear Madhuri, The Board of Directors of Midpeninsula Regional Open Space District is deeply appreciative of the Mountain School’s commitment to connecting our community to its natural environment. As you are aware, providing opportunities for ecologically sensitive education is integral to Midpen’s mission. With implementation of Measure AA funding, we are poised to expand these opportunities, particularly through partnerships with community organizations such as the Mountain School. Thank you for your ongoing interest in the potential reuse of the former Alma College site at Bear Creek Redwoods Open Space Preserve as an outdoor education venue. This spring, the Chapel and Library area will undergo focused geological testing to determine whether the buildings are safe for future occupancy. This testing is necessary due to the buildings’ close proximity to the San Andrea Fault. It is possible that occupancy may be limited by state seismic safety standards. Following completion of the geologic study and Environmental Impact Report, the Board will consider approval of the Alma College Site Rehabilitation Plan. If the plan is approved, Midpen will then initiate a permitting process with Santa Clara County to allow for demolition and clean-up of the historic site. Potential site-reuse scenarios and partnership opportunities will be explored in depth at that time. Despite these uncertainties, the Board remains committed to developing the Alma College Rehabilitation Plan and opening this fascinating site to the public in the near future. We hope this future includes renovation and re-use of one or more buildings, particularly by an organization such as the Mountain School, whose mission is so closely aligned with our own. Sincerely, Yoriko Kishimoto Chair, Board of Directors Attachment 2 DATE: February 10, 2016 MEMO TO: Board of Directors THROUGH: Stephen E. Abbors, General Manager FROM: Lisa Bankosh, Planner III SUBJECT: La Honda Creek Open Space Preserve Public Access Projects _____________________________________________________________________________ This FYI memorandum provides the Board with an overview of the general scope and schedule for implementation of Measure AA Project 7-6, La Honda Creek Sears Ranch Road Interim Parking Area, and Measure AA Project 5-5, Red Barn Parking Area and trail connections. Both are Key Projects listed in the Fiscal Year 2015-16 Action Plan. DISCUSSION The 3,681-acre former Driscoll Ranch, now the southern portion of La Honda Creek Open Space Preserve (Preserve), is a working ranch supporting a productive beef cattle operation and is currently closed to public use. In 2012, the Board adopted the La Honda Creek Master Plan (Master Plan; see R-12-83) which provides stewardship and public access prescriptions for the entire Preserve over a thirty-year period. The Master Plan prioritizes rangeland and natural resource management actions at the former Driscoll Ranch, followed by facility improvements to allow for hiking, equestrian, and limited bicycle use. A number of these actions have been completed and include: • I mplementation of a conservation grazing program ; • P ond repairs; • R iparian habitat protection; • R oad improvements to reduce erosion (Attachment 1, resource management photos). As part of the District’s implementation of the Board-approved Five-Year Measure AA Projects List, public access improvements are now underway to open the southern portion of the Preserve to the public by 2017, and greatly expand access in the northern Preserve by 2020. These improvements will ensure that increased visitor use will be safely and successfully integrated into the ranching operations. Sears Ranch Road Interim Parking Area Measure AA Project 7-6 will provide a small gravel parking area at the end of Sears Ranch Road near the southern Preserve boundary, adjacent to the town of La Honda (Attachment 2, Interim Staging and Trails Map). Preliminary design of the parking area, which was formerly used for staging construction equipment, includes minor grading and installation of compacted base rock and wheel-stops to provide capacity for approximately 10 vehicles. A portable restroom, additional cattle fencing, and Preserve wayfinding and educational signage will also be installed. A permanent, paved parking lot will be constructed at Sears Ranch in a later phase. A potential use of the interim gravel lot once the permanent lot is constructed would be as an equestrian parking area. Construction of the interim parking area will allow approximately six miles of the Driscoll Ranch main access road to be open to public use. Operational improvements to the unpaved road, including drainage improvements, fencing, gates and signage, and bridge repair, must be implemented prior to opening the full length of the road. Furthermore, demolition and clean-up of dilapidated structures and debris along the ranch road is required to maintain public safety. New trails will be opened to the public as they are constructed. Since the majority of public engagement regarding the La Honda Creek Master Plan occurred more than 5 years ago, introducing public access to the former Driscoll Ranch will include additional community outreach. A neighborhood/Planning and Natural Resources Committee meeting will be scheduled in Spring 2016. Furthermore, the project will require planning permits from San Mateo County as well as consultation with the San Mateo County Farm Bureau. Due to uncertainties inherent in this planning process, staff anticipates that the interim lot and trail access will be available for public use by Fall 2017Projected schedule milestones are provided in the table below. Red Barn Parking Area and Trails Measure AA Project 5-5, the Red Barn Parking Area and Trails Project, will create a visitor destination at the site of the historic Red Barn, including a paved parking lot, an accessible loop trail, and a connection to the eventual Bay Area Ridge Trail extension. Additional site amenities such as picnic tables and interpretive materials may also be considered. The Red Barn location is integral to the active grazing operation at the former McDonald Ranch, as it currently includes the main access driveway and cattle processing site. New public access facilities and uses will be sensitively planned and sited to avoid impacting the viability of the grazing operation and sensitive species and habitats. Pending the Board’s approval of a new Planner II (Midyear FY15-16 Budget position), additional Planning staff would help augment the Red Barn Parking and Trails project delivery process. A Request for Proposals (RFP) will be prepared to select a consultant team to lead the public and stakeholder outreach, design, and permitting process for this complex project. It is anticipated that the facility construction will be completed by 2020. NEXT STEPS Schedule milestones for the La Honda Creek Open Space Preserve Public Access Projects are provided below. A conservative schedule is provided for the Sears Ranch Road Interim Parking Area, which allows time for potential permitting delays. Additional projects, including demolition and clean-up of dilapidated structures, and operational improvements to gates, signs, and fencing, will proceed concurrently but are not shown below for simplicity. Milestone Sears Ranch Road Interim Parking Red Barn Parking and Trails Design/Engineering Consultant Selection February 2016 June 2016 Initiate Public and Stakeholder Outreach/Agency Consultation March 2016 October 2016 Submit planning/regulatory permit applications July 2016 October 2017 Initiate construction documentation October 2016 June 2018 Submit construction permit applications* NA January 2019 Initiate construction bidding process January 2017 January 2020 Construction Summer 2017 Summer 2020 In Service Fall 2017 Fall 2020 *If required Attachment 1. Resource management photos Photo 1. Harrington Creek in 2007 Photo 2. Harrington Creek after installation of cattle exclusion fencing Photo 3. Culverted stream crossing, before restoration Photo 4. Abandoned crossing and restored streambanks Attachment 2 Project Location DATE: February 10, 2016 MEMO TO: MROSD Board of Directors THROUGH: Stephen E. Abbors, General Manager FROM: Jennifer Woodworth, District Clerk SUBJECT: Board Retreat Debrief _____________________________________________________________________________ In October and November of 2015, the Board of Directors held two Board retreats to discuss upcoming projects for the 2016-17 fiscal year and later years, provide policy direction, and provide feedback on current District projects. The General Manager has met with staff to complete a preliminary assessment of current resources, proposed FY2016-17 Action Plan projects, and current projects and commitments to determine the next steps for implementing the Board’s direction. The direction provided by the Board and the next steps as determined by the General Manager and staff have been compiled in a single document for your review and information (Attachment 1). The document is divided into three categories: 1. FY2016-17 Proposed Action Plan Projects - Items within the FY2016-17 Proposed Action Plan Projects were included as part of the draft Action Plan presented at the 11/17/15 Board Retreat. Preliminary steps for some projects are currently underway. 2. Policy Decisions - Items proposed for future Board discussion and/or study sessions related to modifying existing District policy or creating new policy. 3. Miscellaneous Items - Items which did not fall into either of the first two categories. Some are being acted on immediately, and others may be included in the FY2016-17 Action Plan or later. Staff will continue to provide updates on all items included in the document as they progress through a variety of methods, such as biweekly reports, study sessions, FYI memos, etc. Item/Project Board Direction Next Steps FY2016-17 Proposed Action Plan Projects Visitor Usage Survey Gather information regarding who is using District preserves - Demographics of users - Preserve preferences (location, accessibility, dog access, etc.?) • Public Affairs - Summer 2017 • Operations can potentially have intern to do 2016 • All departments will need to have input in the planning/design of survey • Operations - wants counters for number of visitors • Public Affairs - demographics of who is visiting • Planning - establishing a baseline of public use prior to opening new public access facilities to monitor future visitor usage of road El Sereno Dog Access Staff to look into limited parking issues • Planning taking the lead. In FY2016-17 Action Plan - Use & Management Plan Amendment. • CEQA Review (Neg Dec) - need neighborhood meeting El Sereno Dog Access Contact San Jose Water Company regarding dog access on their property Allen Ishibashi contacting SJWC. FY2015-16 Madonna Creek Stables Plan and Lease Requesting more information on stable expansion project Real Property Committee meeting 3/22/16. To the Board in FY2016-17 Stevens Creek Fish Passage Requested update on Stevens Creek fish passage project Continue work with RCD and report back. If no progress, consider inclusion in FY2017-18 Staff Directory Updated organizational chart and staff directory with staff name, position and photo Jen creating directory with staff ID photos and current job titles Acceptance of Alpine Road by the District Determine the District's conditions for accepting Alpine Road -Begin preliminary scoping of required repairs -Meeting with SMC Parks before Sup. Horsley -begin discussions with Supervisor Horsley's office re: funding, resources, and coordination • AGM Ruiz to determine project lead • Repairs delayed to FY2016-17 Item/Project Board Direction Next Steps La Honda OSP No further delays on project, especially delays caused by the additional staff/resources that were redirected to expediting Bear Creek Redwoods OSP projects -Do not delay Red Barn to FY2016-17 Inclusion of two new positions, Planner II and Construction Capital Project Manager, in FY2015-16 midyear budget La Honda OSP Provide update to residents on progress of projects and trails Neighborhood public meetings as part of implementation roll out Bear Creek OSP • May need to delay various implementation projects at Bear Creek Redwoods now that staff and Board have a better understanding of the complexity of the projects. Slowing down Bear Creek Redwoods would be necessary to allow La Honda Creek OSP Master Plan implementation work to continue without delay. Opening of the west side of the preserve to the public is the priority. • Will need to reevaluate the overall timeline and project phasing before proceeding with implementation of projects • CEQA –Tentative EIR approval in May/June 2016 • Trails on western side being evaluated by Matt B. Determining which trail upgrades are necessary and discretionary before public access. • Fall 2018 – Revised Preserve opening date. Goal to open western side to public access. • Addition of OST in FY2015-16 midyear budget • Pedestrian Crossing – Evaluate other feasible options for safe pedestrian crossing at Bear Creek Road Policy Decisions Cost recovery for programs Reconfirm Board's policy that the public does not pay for services (Rancho San Antonio so no fees, Concessionaires policy, Property management policy) • Higher intensity public uses study session • Update of facility management plans on a case by case basis Item/Project Board Direction Next Steps Higher intensity public uses Board members have differing opinions regarding the level of use by low to moderate is the maximum to be allowed. Needs further study and discussion - Trash cans - Picnic tables - Shade structures - Restrooms - Best to look on a case by case basis - Avoid interpretive/visitor centers but signage is ok • Study Session in April • Facilitator needed? District-wide Dog Access • FY2017-18 Potential policy work?? • Potential impact on wildlife • Talk to EBRPD about their experience and knowledge • Focus now on increased access at El Sereno Increase partnership opportunities • Identify partners in the Action Plan, where applicable • Be sure to outline reason for partnership Include in FY2016-17 Action Plan Scope Column Increase partnership opportunities Regional trail coordination and connections, where possible Bring attention to partnerships where it makes sense - Biweekly report, Board reports, etc. Diversity policy GM Direction - Policy is the way for the organization's intent to embrace diversity to live on beyond the current Board’s terms of office Draft diversity policy for review by LFPAC on 2/9/16 Miscellaneous Items Diversity Advisory Committee Explore creation of committee Define and explore options as part of outreach strategic plan FY2016-17 Youth Partnership Committee Explore creation of committee Define and explore options as part of outreach strategic plan FY2016-17 Item/Project Board Direction Next Steps Diversity in hiring Reach out more in recruitments including internships to attract more youth • End of CY2016 - multi-county internship program for spring/summer 2017. • Job Shadowing Program February 2017 • Renee already doing outreach to schools • Ranger Aide Program hiring in Spring 2016 • What is HR currently doing as part of recruitments • Department requests for interns will be favorably looked upon Cooley Landing Do more to help move project along? - Help East Palo Alto find a partner for project - Involve the District's docent program MOU with East Palo Alto re: Measure AA funding. Board member outreach Shelly to meet with Board members to determine the level of outreach they want to do and the level of support they want Done Board member outreach Jen to include additional information in Board member candidate binders - not a specific job description or requirements but examples of current outreach activities Work with LFPAC/Public Affairs to include information in potential candidate binder for November 2016 election San Mateo Coast Work Include information provided at the retreat on the District's website Summary memo and attachment from first retreat San Mateo Coast Work Consider a periodic newsletter specific to the area FY2016-17 Public Affairs Action Plan Bayland restoration and land management, including watersheds and streams Complete a gap analysis to determine where District can be most effective • SF Bay Restoration Authority doing field trips as part of election. Provide information to Board members to attend field trips • Current work on Stevens Creek FOSM Implementation, onboarding of new staff Ensure new staff members are properly onboarded FY2015-16 Midyear Action Plan to start work