HomeMy Public PortalAboutBudget - District- FY19Midpeninsula Regional Open Space District
Budget and Action Plan 2018-2019
Adopted June 13, 2018
Long Ridge Open Space Preserve by Mark Prusinowski
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Budget and Action Plan FY2018-19 | Section I | Page 1
Table of Contents
Section I: Introduction 1
General Manager’s Transmittal 2
Board of Directors | Management 3
Strategic Plan Goals and Objectives 6
Regional Map 7
Board Resolution 8
Organizational Chart 10
About Us 11
Demographics 12
Section II: Budget Summary and Overview 15
Budget Summary and Overview 16
Revenues 18
Expenditures 20
District Staffing 24
Hawthorn Fund 26
Measure AA Projects 27
Vision Plan 29
Debt Service 31
Fund Balance 35
Budget Process 36
Grants Program 37
Financial Policies 38
Section III: Capital Improvement and Action Plan 41
Capital Improvement and Action Plan Overview 42
Land Acquisition and Preservation 45
Natural Resource Protection and Restoration 62
Public Access, Education, and Outreach 88
Infrastructure (Vehicles, Equipment, Facilities) and Other 120
Section IV: Department Summaries 143
Department Overview 145
Administrative Services 146
Engineering and Construction 150
Office of the General Counsel 154
Office of the General Manager 156
Land and Facilities Services 160
Natural Resources 164
Planning 168
Public Affairs 172
Real Property 176
Visitor Services 180
Vision Plan Actions Overview 185
Glossary 187
Page 2 | Section I | Budget and Action Plan FY2018-19
General Manager’s Transmittal
Dear Board of Directors and Midpen Constituents,
Midpeninsula Regional Open Space District’s mission, voter-approved Measure AA priorities, and
board-adopted strategic goals guide the budget and Capital Improvement and Action Plan for fiscal
year 2018-19. We remain committed to fulfilling the vision of a continuous greenbelt, protecting local
water quality, providing natural areas for wildlife, encouraging viable agricultural use of land resources,
supporting local resiliency amidst a changing climate, and inviting the public to experience the scenic
landscapes that make our Bay Area home so special.
Continued growth in property tax revenues and fiscally conservative reserves support the total budget of
$103.4 million. Of this amount, 69% or $71.8 million comprises our standard annual operating expenses,
capital improvement and action plan projects, and debt service obligations. To continue expanding Midpen’s
capacity for programs, projects, and public services into the future, a Committed Infrastructure Reserve is
funding the remaining 31% of the budget for the one-time purchase of a new administrative office. Key open
space project and program priorities for the upcoming year focus on expanding public access and opening
new Preserve areas, strengthening diverse community connections to open space, preserving natural lands,
and restoring environmental resources.
Our public access work includes: opening 6 miles of new trail and a 50-car parking area as part of the Phase I
improvements at Bear Creek Redwoods; constructing 1.25 miles of trail at El Corte de Madera Creek; and
completing construction plans and securing permits to construct the Ravenswood Bay Trail gap connection.
We will further our goals in meeting the needs of our diverse community by updating our ADA Transition
Plan to ensure that Midpen programs and services are accessible to visitors of all abilities. In addition, new
communication and engagement strategies will be developed – based on feedback from our recent Preserve
User Survey Project – that expand upon our outreach strengths and identify new, more effective approaches
to engage our harder-to-reach groups, including our youth, and welcome new visitors to their local Preserves.
Equally exciting is the exploration of a Citizens Advisory Committee to bring a broad spectrum of open
space perspectives and values to the conversations around Midpen programs, policies, and projects.
Land preservation will continue with a sharp focus on connecting habitats and trails, protecting watersheds,
and ensuring the long-term sustainability of local agriculture. Natural resource protection and restoration efforts
will focus on improving waterways and habitat for at-risk species, managing forests, restoring native vegetation,
and supporting Midpen’s conservation grazing program to protect coastal grasslands.
We look forward to implementing these exciting projects on your behalf and continuing the important work
of preserving and restoring our natural life support system, and connecting all people to nature.
Respectfully Submitted,
Ana María Ruiz,
General Manager
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Budget and Action Plan FY2018-19 | Section I | Page 3
Board of Directors | Management
Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga
Yoriko Kishimoto – Board Secretary Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale
Jed Cyr – Board President Ward 3: Sunnyvale
Curt Riffle – Board Treasurer Ward 4: Los Altos, Mountain View
Nonette Hanko Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford
Larry Hassett Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero,
Portola Valley, Redwood City, San Gregorio, Woodside
Cecily Harris – Board Vice President Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton,
Redwood City, San Carlos, Woodside
Executive Management
Ana María Ruiz – General Manager
Hilary Stevenson – General Counsel
Mike Foster – Controller
Christine Butterfield – Acting Assistant General Manager/Project Planning and Delivery
Brian Malone – Acting Assistant General Manager/Visitor and Field Services
Stefan Jaskulak – Chief Financial Officer/Director of Administrative Services
Mission Statement:
Left to right: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett,
Pete Siemens, Yoriko Kishimoto, Curt Riffle.
District Wards
The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a
regional greenbelt of open space land in perpetuity, protect and restore the natural environment,
and provide opportunities for ecologically sensitive public enjoyment and education.
Page 4 | Section I | Budget and Action Plan FY2018-19
Budget Document Preparation
Carmen Narayanan, Budget and Analysis Manager
Marion Shaw, Management Analyst
Elissa Martinez, Management Analyst
Andrew Taylor, Finance Manager
Management Team
Matthew Anderson Visitor Services
Candice Basnight Human Resources
Cydney Bieber Public Affairs
Elaina Cuzick Land and Facilities Services
Garrett Dunwoody Information Systems and Technology
Kirk Lenington Natural Resources
Jason Lin Engineering and Construction
Jane Mark Planning
Carmen Narayanan Budget and Analysis
Maria Soria General Manager’s Office
Hilary Stevenson General Counsel’s Office
Andrew Taylor Finance
Mike Williams Real Property
Jennifer Woodworth District Clerk
Mindego Hill, Russian Ridge Open Space Preserve by Charles Tu
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Budget and Action Plan FY2018-19 | Section I | Page 5
California Society of
Municipal Finance Officers
Certificate of Award
Operating Budget Meritorious Award
Fiscal Year 2017-2018
Presented to the
Midpeninsula Regional Open Space District
For meeting the criteria established to achieve the Meritorious Operating Budget Award.
May 16, 2018
Drew Corbett Craig Boyer,Chair
CSMFO President Professional Standards and
Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
Long Ridge Open Space Preserve by Jim Mosher
FY2018-19 Strategic Plan Goals and Objectives
The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually.
The FY2018-19 Strategic Plan provides high-level direction for the annual Action Plan and Budget.
Goal 1 – Promote, establish, and implement a regional environmental protection
vision with partners
Objective 1 – Review, and if needed refi ne, the District’s Vision Plan
Objective 2 – Build and strengthen diverse partnerships to implement a collaborative approach to
environmental protection on the Peninsula, South Bay and San Mateo Coast
Objective 3 – Implement and communicate progress on projects that fulfi ll the District’s Vision Plan goals
through reporting results and building partner relationships
Objective 4 – Build and strengthen relationships with legislators to advocate environmental protection goals
Objective 5 – Position the District to take a regional leadership role in promoting the benefi ts of open space
and sustainable agriculture to the sustainability of our region and climate change resiliency
Goal 2 – Connect people to open space and a regional environmental protection vision
Objective 1 – Communicate the purpose of the regional environmental protection vision
Objective 2 – Refi ne and implement a comprehensive public outreach strategy, including the engagement
of diverse communities and enhanced public education programs
Objective 3 – Develop and lead implementation strategies to accommodate an expanding public use
of District preserves consistent with environmental protection vision
Goal 3 – Strengthen organizational capacity to fulfi ll the mission
Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology upgrades
and capacity building
Objective 2 – Continuously improve recent process and business model changes to effectively and effi ciently
deliver Vision Plan projects and the District’s ongoing functions
Objective 3 – Refl ect the changing community we serve in the District’s visitors, staff, volunteers, and partners
Goal 4 – Position the District for long-term fi nancial sustainability to fulfi ll the District’s
mission on behalf of the public
Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond Oversight
Committee –“Promises made, promises kept.”
Objective 2 – Pursue discretionary funding opportunities and partnerships to augment operating, capital,
and bond funding sources
Objective 3 – Ensure discretionary funding opportunities are available and successful through advocacy
and education
Objective 4 – Ensure large capital expenses are evaluated within the long-term fi nancial model and
remain fi nancially sustainable
Objective 5 – Ensure land acquisitions, including associated public access and land management costs,
are evaluated within the long-term fi nancial model and remain fi nancially sustainable
Page 6 | Section I | Budget and Action Plan FY2018-19
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Budget and Action Plan FY2018-19 | Section I | Page 7
Regional Map
Page 8 | Section I | Budget and Action Plan FY2018-19
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Budget and Action Plan FY2018-19 | Section I | Page 9
Page 10 | Section I | Budget and Action Plan FY2018-19
Organizational Chart
Public
ControllerBoard of
Directors
General
Counsel
General
Manager
Project Planning
and Delivery
Assistant
General Manager
Visitor and
Field Services
Assistant
General Manager
Finance and
Administrative Services
CFO-Director of
Administrative Services
District Clerk/Assistant
to the General Manager
Executive Assistant/
Deputy District Clerk
Engineering
and
Construction
Department
Real
Property
Department
Land and
Facilities
Department
Visitor
Services
Department
Budget
and
Analysis
Department
Public
Affairs
Department
Natural
Resources
Department
Planning
Department
Information
Systems and
Technology
Department
Human
Resources
Department
Finance
Department
District At-a-Glance
Founded
in 1972
63,340
Acres
(as of May 2018)
238
Miles of
Trails
26
Preserves
177.45
FTE
Over
2 Million
Visitors
Per Year
$71.8 Million
Budget*
760,000
Residents
*Does not include one-time AO building purchase ($31.55 million)
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Budget and Action Plan FY2018-19 | Section I | Page 11
About Us
History
The late 1960’s was a time of rapid growth in the Bay Area. As tract housing and commercial development began to
dominate the “Valley of Heart’s Delight,” concern for the preservation of the Midpeninsula’s irreplaceable foothill and
bayland natural resources mounted among open space advocates. Through the determined and heart-felt efforts of
local conservationists, the Midpeninsula Regional Open Space District was created when the Measure R Room to
Breathe Initiative passed in 1972.
Midpen was founded in 1972 as an independent special district to preserve the regional greenbelt in northwestern
Santa Clara County. The voters expanded the District in 1976 to include southern San Mateo County and again in
1992, to add a small portion of Santa Cruz County. In 2004, through the Coastside Protection Program, the District’s
boundary was extended to the Pacific Ocean in San Mateo County.
Governance
The District is governed by a seven-member elected board of directors. Each board member is elected to serve a
four-year term and represents a geographic ward of approximately equal populations. The Board holds its regular
public meetings on the second and fourth Wednesdays of each month at 7:00 p.m., at the District administrative
office: 330 Distel Circle, Los Altos, CA.
Staffing
The staff currently includes over 175 employees in 11 departments: Budget and Analysis, Engineering and Construction,
Finance, Human Resources, Information Systems and Technology, Land and Facilities, Natural Resources, Planning,
Public Affairs, Real Property, and Visitor Services.
Services
Midpen’s purpose is to create a regional greenbelt of unspoiled public open space lands in order to permanently
protect the area’s natural resources and to provide for public use and enjoyment. The District has preserved over
63,000 acres of public land and manages 26 open space preserves. Midpen’s boundary extends from San Carlos
to Los Gatos and to the Pacific Ocean from south of Pacifica to the Santa Cruz County line. District boundaries include
approximately 200 square miles of Santa Clara County, 350 square miles of San Mateo County, and 2.6 square miles
of Santa Cruz County.
Open space preserves are generally kept in a natural condition in order to best protect the environment and wildlife
habitat, and are developed with only the amenities needed to provide low-intensity recreation. Ranging from 55 to
over 18,000 acres, 24 preserves are open to the public free of charge, 365 days a year. Our estimated annual
2 million visitors will find over 238 miles of trails, ranging from easy to challenging terrain. In addition to open
spaces and hiking trails, special amenities include a backpacking camp, nature center, historic farm, and winery.
Midpen’s open space preserves offer a great variety of environments, wildlife habitats, and plant life. Preserves
include redwood, oak, and fir forests, chaparral-covered hillsides, riparian corridors, grasslands, and wetlands
along the San Francisco Bay. These lands provide critical habitat for mountain lion, bobcat, coyote, deer,
golden eagle, red-legged frog, California newt, Coho salmon, and different varieties of wildflower.
Page 12 | Section I | Budget and Action Plan FY2018-19
Demographics
The following is economic and demographic information on Santa Clara and San Mateo Counties, which represents
the majority of the District’s boundaries. Because the District does not receive any property tax revenue from the small
amount of Santa Cruz County land that it holds, information on Santa Cruz County is excluded.
Midpeninsula Regional Open Space District
Demographic and Economic Statistics
Last Ten Fiscal Years
County of Santa Clara
County
Personal Income2 Per Capita Median School Unemployment
Fiscal Year Population1 (in millions) Personal Income2 Age3 Enrollment4 Rate5
2008 1,837,075 $103,993 $59,227 36.6 259,116 5.1%
2009 1,857,621 99,550 55,781 36.2 259,800 8.7%
2010 1,880,876 103,636 58,018 36.2 262,126 11.6%
2011 1,797,375 111,880 61,833 36.4 265,543 10.5%
2012 1,816,486 122,259 66,535 36.6 269,858 9.0%
2013 1,842,254 130,624 70,151 36.7 273,701 7.6%
2014 1,868,558 141,974 74,883 * 276,175 6.1%
2015 1,889,638 158,729 82,756 * 274,948 4.6%
2016 1,927,888 * * * 273,264 4.0%
2017 1,938,180 * * * * 3.5%
County of San Mateo
County
Personal Income 2 Per Capita Median School Unemployment
Calendar Year Population1 (in millions) Personal Income2 Age6 Enrollment7 Rate5
2008 703,830 $53,434 $75,919 39.9 88,974 4.8%
2009 713,617 50,175 70,311 38.9 89,971 8.9%
2010 719,951 51,264 71,204 39.3 91,371 8.9%
2011 729,425 57,965 79,465 39.4 92,097 8.3%
2012 740,738 64,765 87,444 39.6 93,674 7.0%
2013 750,489 65,193 86,911 39.3 93,931 5.7%
2014 758,581 69,717 91,935 39.4 94,667 4.2%
2015 759,155 74,641 97,553 39.8 95,187 3.3%
2016 765,895 * * 39.5 95,502 3.3%
2017 770,203 * * * 95,620 2.9%
* Information not available Data Sources
Data Sources
1 State of California Department of Finance
2 U.S. Department of Commerce Bureau of Economic Analysis
3 Association of Bay Area Census (California)
4 Santa Clara County Office of Education
5 State of California Employment Development Department, Labor Market Division
6 U.S. Census Bureau, American Community Survey
7 State of California Department of Education
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Budget and Action Plan FY2018-19 | Section I | Page 13
Midpeninsula Regional Open Space District
Principal Employers
Most Current Year and Nine Years Ago
County of Santa Clara
2017 2008 Percentage Percentage
Number of of Total Number of of Total
Employer Employees1 Rank Employment Employees2 Rank Employment
Apple Computer, Inc. 25,000 1 2.53% 10,000 3 1.22%
Alphabet Inc. 20,000 2 2.02 * *
County of Santa Clara 18,244 3 1.85 16,011 1 *
Stanford University 16,919 4 1.71 * *
Cisco Systems Inc. 15,700 5 1.59 13,000 2 1.59%
Kaiser Permanente 12,500 6 1.27 * *
Stanford Healthcare 10,034 7 1.02 5,500 7 0.67%
Tesla Motors Inc. 10,000 8 1.01 * *
Facebook Inc. 9,385 9 0.95 * *
Intel Corporation 8,500 10 0.86 5,000 9 0.61%
Lockheed Martin Space Systems Co. * * 9,400 4 1.15%
IBM * * 7,650 5 0.93%
Hewlett-Packard Co. * * 7,000 6 0.86%
Fujitsu * * 5,000 8 0.61%
Applied Materials, Inc. * * 4,000 10 0.49%
Total 146,282 14.81% 82,561 8.13%
County of San Mateo3
20164 2008
Percentage Percentage
Number of of Total Number of of Total
Employer Employees Rank Employment Employees Rank Employment
United Airlines 10,500 1 2.41% 9,600 1 2.73%
Genentech Inc. 10,000 2 2.30 7,845 2 2.23%
Oracle Corp. 6,750 3 1.55 5,642 4 1.61%
Facebook Inc. 6,068 4 1.40 * *
County of San Mateo 5,500 5 1.26 5,777 3 1.64%
Visa Inc. 3,500 6 0.80 * *
Gilead Sciences Inc. 3,500 7 0.80 * *
Mills-Peninsula Health Services 2,500 8 0.57 1,800 9 0.51%
Safeway Inc. 2,393 9 0.55 2,280 6 0.65%
Electronic Arts Inc. 2,367 10 0.54 2,000 8 0.57%
Kaiser Permanente * * 3,609 5 1.03%
United States Postal Service * * 2,174 7 0.62%
Applied Biosystems * * 1,578 10 0.45%
Total 53,078 12.18% 42,305 12.04%
* Information not available.
Data Sources
1 Silicon Valley Business Journal, 7/21/2017
2 County of Santa Clara Finance Department. FY2007-08 CAFR
3 San Francisco Business Times – 2017 Book of Lists and California Employment Development Department
4 Latest information available for principal employers in the County of San Mateo
Rancho San Antonio Open Space Preserve by Mike Asao
Page 14 | Section II | Budget and Action Plan FY2018-19
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Section II:
Budget Summary and Overview
Pulgas Ridge Open Space Preserve by Karl Gohl
Budget and Action Plan FY2018-19 | Section II | Page 15
Budget Summary and Overview
The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2018-19 Budget reflects the District’s
priorities established by the Board of Directors in February 2018 as part of its annual Strategic Plan update. Based
upon these priorities, staff prepared the FY2018-19 Proposed Three-Year Capital Improvement and Action Plan
(Section III), Department Summaries (Section IV), and associated funding requirements to achieve those goals.
FY2018-19 Financial Overview
The District’s budget is comprised of the operating and capital budgets, land acquisition, and debt service,
which are funded by five distinct funds:
• Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance
expenses, debt service, and non-capital projects.
• Fund 20: Hawthorn Endowment. This fund may only be used for expenses required to maintain the
value of the property gifted to the District by the Woods family.
• Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the 25 Project
Portfolios are eligible for Measure AA funding.
• Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA
capital projects and land acquisitions.
• Fund 50: Debt Service Fund. This includes payments on all District-issued debt, both public and private.
Compared to most city and county government agencies, the District’s operating budget accounts for a much lower
percentage of the total budget (45%), reflecting the organization’s focus on project delivery. Capital projects and
land acquisition account for 33% of the District budget and debt service totals almost 22%.
The acquisition of the new Administrative Office is scheduled to close escrow no later than January 22, 2019. The
purchase price of $31,550,100 is included in the FY2018-19 budget as a one-time line item and is funded from the
Committed Fund Balance. This one-time acquisition increases the FY2018-19 budget from $71.8 million to a grand
total of $103.4 million.
Page 16 | Section II | Budget and Action Plan FY2018-19
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The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget
for FY2018-19 or a positive change in fund balance.
General Hawthorn Measure AA General Fund Debt
Fund Fund Capital Capital Service Total
Revenue
Property Tax Revenues $48,313,000 $5,733,551 $54,046,551
Grants 1,042,040 1,042,040
Interest Income 1,043,000 36,000 940,000 2,019,000
Rental Income 1,221,124 1,221,124
Rancho San Antonio Agreement 371,738 371,738
Miscellaneous 100,000 100,000
Total Revenues 51,048,862 36,000 1,042,040 0 6,673,551 58,800,453
Other Funding Sources
Bond Reimbursements 13,783,984 1,457,600 15,241,584
Hawthorn Funds 85,500 85,500
Bond/Debt Service Premium 2,058,368 2,058,368
Assigned Fund Balance Transfers 2,938,250 2,938,250
General Fund Transfers (14,614,635) 3,294,050 11,320,585 0
Total Other Funding Sources (14,614,635) 85,500 13,783,984 7,689,900 13,378,953 20,323,702
Total Funding Sources 36,434,227 121,500 14,826,024 7,689,900 20,052,504 79,124,155
Committed Fund Balance Transfers 31,550,100 31,550,100
Grand Total: Funding Sources $36,434,227 $121,500 $14,826,024 $39,240,000 $20,052,504 $110,674,255
Expenses
Operating 34,716,880 38,500 34,755,380
Labor Reimbursement (1,176,946) (1,176,946)
Capital 83,000 14,826,024 7,689,900 22,598,924
Debt Service (General Fund Debt) 11,020,585 11,020,585
Debt Service (Measure AA Debt) 4,650,405 4,650,405
Total Expenses 33,539,934 121,500 14,826,024 7,689,900 15,670,990 71,848,348
One Time Expenditure:
New AO Building 31,550,100 31,550,100
Grand Total: Expenses $33,539,934 $121,500 $14,826,024 $39,240,000 $15,670,990 $103,398,448
Change in Fund Balance $2,894,293 $0 $0 $0 $4,381,514 $7,275,807
FY2018-19 Budget by Fund
Budget and Action Plan FY2018-19 | Section II | Page 17
Revenues
The FY2018-19 District revenue estimate totals $58.8 million with the vast majority, 92% or $54 million, coming from
property tax receipts. This represents an increase of 15% from the prior year and reflects the continued robust real
estate market in the San Francisco Bay Area.
Other sources of revenue include grants; rental income from leased properties, which includes residences and land for
agriculture or grazing; income from the County of Santa Clara for the operation and maintenance of Rancho San Antonio
County Park; and interest income. The chart below provides a breakdown of projected FY2018-19 revenue by source.
Total District revenue has increased by 16% from the prior year due to a steady increase in property taxes and a slight
increase in interest income and grants. The following graph depicts the historical and projected trend for total District
revenues by type.
Total Revenue Trend
65,000,000
60,000,000
55,000,000
50,000,000
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
FY2014-15 Actual FY2015-16 Actual*FY2016-17 Actual FY2017-18 Projected FY2018-19 Projected
Property Tax Grants Interest Rental Income and Other
*FY2015-16 reflects 15 months of revenue due to changing the fiscal year start from April 1 to July 1.
Property Taxes (92%)
Grants (2%)
Interest (3%)
Rental Income and Other (3%)
FY2018-19 Revenue by Source
Rental Income
Property Tax Grants Interest and Other Total
Amount $54,046,551 $1,042,040 $2,019,000 $1,692,862 $58,800,453
Percent 92% 2% 3% 3% 100%
Page 18 | Section II | Budget and Action Plan FY2018-19
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Property taxes continue to grow as both residential and commercial property markets experience strong demand. To a
large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s economy and the need
to expand commercial facilities to accommodate the increased workforce. The following graph depicts the historical and
projected trend for general fund property tax revenues (this excludes Measure AA ad valorem levy for debt service).
Silicon Valley and the peninsula continue to see high real estate prices where demand for housing exceeds supply.
Correspondingly, property tax revenues are projected to have a healthy growth rate of 3% annually for the next three
years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new
construction information, which are provided by the County Assessors’ Offices in San Mateo and Santa Clara Counties.
Property Tax Trend
55,000,000
50,000,000
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
FY2009-10
Actual
FY2010 -11
Actual
FY2011-12
Actual
FY2012-13
Actual
FY2013-14
Actual
FY2014-15
Actual
FY2015-16
Actual*
FY2016-17
Actual
FY2017-18
Projected
FY2018-19
Projected
FY2019-20
Projected
*FY2015-16 reflects 15 months of revenue due to changing the fiscal year start from April 1 to July 1
Actual Actual Actual Budget Forecast Budget %
FY2015 FY2016 FY2017 FY2018 FY2018 FY2019 Increase*
Santa Clara County
Current Secured $20,844,000 $23,304,000 $25,277,000 $27,249,000 $27,375,000 $29,155,000 6.5%
Current Unsecured 1,647,000 1,787,000 1,747,000 1,922,000 1,969,000 2,086,600 6.0%
Total Santa Clara County 22,491,000 25,091,000 27,024,000 29,171,000 29,344,000 31,241,600 6.5%
San Mateo County
Current Secured 10,223,000 11,126,000 12,039,000 13,084,000 12,966,300 13,938,600 7.5%
Current Unsecured 526,000 523,000 515,000 556,000 530,000 551,800 4.1%
Prior Taxes (24,000) (7,000) (14,000)
Total San Mateo County 10,725,000 11,642,000 12,540,000 13,640,000 13,496,300 14,490,400 7.4%
Supplement + HOPTR 1,276,000 1,429,000 1,592,000 1,459,000 1,499,300 1,364,000 –9.0%
Subtotal Taxes 34,492,000 38,162,000 41,156,000 44,270,000 44,339,600 47,096,000 6.2%
Redevelopment 823,000 1,302,000 1,148,000 1,033,000 1,255,000 1,217,000 –3.0%
Total Tax Revenue $35,315,000 $39,464,000 $42,304,000 $45,303,000 $45,594,600 $48,313,000 6.0%
*Percentage increase compares Budget FY2019 to Forecast FY2018.
2015-2019 General Fund Tax Revenue
Budget and Action Plan FY2018-19 | Section II | Page 19
Expenditures
The District’s FY2018-19 budget totals $71.8 million ($103.4 million inclusive of the AO building purchase), reflecting
increased capital expenditures as the District continues implementation of Measure AA funded projects, and the addition
of a net of four positions to deliver the projects and continue the organizational build-out outlined in the FOSM. The
net total budget increase is 14%, exclusive of the new AO building purchase. The following table and chart provide
a summary of the FY2018-19 budget by fund.
FY2018 -19 Budget by Source
Fund 10 – General Fund Operating (32%)
Fund 20 – Hawthorn Fund (1%)
Fund 30 – Measure AA Capital/Land (14%)
Fund 40 – General Fund Land/Capital (7%)
Fund 40 – New AO Building (31%)
Fund 50 – Debt Service (15%)
FY2017-18 FY2018-19 $ Change From % Change From
District Budget By FY2016-17 Amended Proposed FY2017-18 FY2017-18
Funding Source Actuals Budget Annual Budget Amended Budget Amended Budget
Fund 10 – General Fund Operating $24,496,501 $30,532,326 $33,539,934 $3,007,608 10%
Fund 20 – Hawthorn Fund 6,146 95,500 121,500 26,000 27%
Fund 30 – MAA Land/Capital 16,887,013 13,206,384 14,826,024 1,619,640 12%
Fund 40 – General Fund Land/Capital 4,378,577 7,002,521 7,689,900 687,379 10%
Fund 50 – Debt Service 12,383,446 12,397,869 15,670,990 3,273,121 26%
Total District Budget $58,151,683 $63,234,600 $71,848,348 $8,613,748 14%
Fund 40 – New AO Building 31,550,100 31,550,100
Grand Total: District Budget $58,151,683 $63,234,600 $103,398,448 $40,163,848 64%
The following chart depicts actual and projected expenditures over a five-year period by fund. The 63% increase
for FY2015-16 over prior year expenditures is due primarily to the change in the start of the District’s fiscal year
from April 1 to July 1 and results in a one-time 15-month fiscal year.
Page 20 | Section II | Budget and Action Plan FY2018-19
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Fund 10 – General Fund Operating
The operating fund includes Salaries and Benefits as well as Services and Supplies. Salaries and Benefits increased
due to the annualized cost of new positions added and cost-of-living adjustments. Services and Supplies also rose,
reflecting an increased number of operating projects, including natural resource evaluation studies, such as the
Badger/Burrowing Owl Habitat and District Wide Pond Assessment projects.
Fund 20 – Hawthorn Fund
The Hawthorn fund includes retaining architectural and cultural resource consultants to evaluate a potential partner
proposal for rehabilitation and adaptive reuse of the historic complex, which is anticipated in the summer/fall
2018. As part of this work, District staff will confirm consistency of the proposal with the Conservation Easement
and other legal documents, and if acceptable, present to the Planning and Natural Resources Committee and/or
Board of Directors. In the event of an unsuccessful partnership, Board approval to proceed with a mothballing
process will be recommended to protect the main residence and other structures.
Fund 30 – Measure AA Land/Capital
The Measure AA capital fund includes projects related to the opening of Bear Creek Redwoods and Upper La Honda
Creek, as well as the restoration of the Twin Creeks Property adjacent to Sierra Azul, causing an increase of 12%
in the overall Measure AA capital budget for FY2018-19. These projects include the Bear Creek landfill remediation
and Upper La Honda Creek grazing infrastructure improvements. Work will continue on the Upper La Honda trail
connection, Bear Creek Redwoods public access, Alma College site rehabilitation plan, water system and stables
site plan.
Fund 40 – General Fund Land/Capital
The increase in General Fund Capital is largely due to projects in support of Measure AA ($670,000), projects to
improve the District’s infrastructure, offices, and fiber connectivity ($3 million), vehicles and equipment ($940,000),
repairs and maintenance on District-owned residences and driveways, and disposition of unoccupied structures.
Comparable to last year, land acquisitions and preservation projects are included in support of Measure AA. Until a
transaction is closed, expenditures such as appraisals and other costs associated with property purchase research and
early negotiations are budgeted in General Fund Capital (fund 40). Once a transaction has closed, the expenditures are
eligible for Measure AA reimbursement. Notable to the 2018-19 fiscal year is the purchase of a new Administrative
Office (AO) building. As this is a one-time expenditure, it is presented throughout as a separate line item.
Expenditure Trend
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
0
FY2014 -15
Actual
FY2015 -16
Actual*
FY2016 -17
Actual
FY2018 -19
Projected
FY2017-18
Projected
Fund 10 – General Fund Operating
Fund 20 – Hawthorn Fund
Fund 30 – MAA Land/Capital
Fund 40 – General Fund Land/Capital
Fund 40 – New AO Building
Fund 50 – Debt Service
*FY2015-16 reflects 15 months of expenditures due to changing the fiscal year start from April 1 to July 1.
Budget and Action Plan FY2018-19 | Section II | Page 21
Fund 50 – Debt Service Fund
The Debt Service Fund for FY2018-19 increased by approximately $3.3 million from FY2017-18, or 26%. With
issuance of the second tranche of Measure AA bonds in January 2018, the Measure AA debt service obligations
increased by approximately $2.0 million. The General Fund debt service obligations for FY2018-19 increased by
approximately $600,000 for the various refunding bonds and $1.3 million for the facility parity bonds. A new
sinking fund is proposed for the Hunt note, which has a $1.5 million balloon payment due on April 1, 2023 in
FY2022-23. The proposed budget includes a $300,000 increase in debt service general fund transfers to this
sinking fund, which will be recorded as a Committed Fund Balance. Annual contributions will be $300,000
for fi ve years.
For FY2018-19, operating expenses are expected to increase at a more moderate rate as a net of four additional
positions are added at a more gradual pace to continue project implementations and provide the administrative
support to deliver the District’s mission. Consistent with the District’s practice over the last two fi scal years, land
acquisitions will be budgeted at modest levels and the budget amended at the time of purchase.
The fi rst table on the next page illustrates the breakdown of the FY2018-19 budget by fund and breaks out the
General Fund between salaries and services and supplies. The second table on the next page breaks out the
budget by department. The anticipated purchase of the new AO building is called out separately. Additional
budget information can be found on the individual department pages in Section IV.
Treatment of Non-Expended Funds
Fund 30:
Measure AA
Capital
Fund 50:
Debt
Service
Fund 40:
General Fund
Capital
Fund 10:
General
Fund
Restricted Assigned Unassigned
Fund 20:
Hawthorn
Fund
Page 22 | Section II | Budget and Action Plan FY2018-19
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FY2018-19 Budget by Fund and Expenditure Type
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Annual Budget Amended Budget Amended Budget
Salaries and Benefits $19,210,661 $22,067,198 $24,107,255 $2,040,057 9%
Less: MAA Reimbursable Staff Costs (320,482) (1,289,256) (1,176,946) 112,310 –9%
Net Salaries and Benefits 18,890,179 20,777,942 22,930,309 2,152,367 10%
Services and Supplies 5,606,322 9,754,384 10,609,625 855,241 9%
Total Operating Expenditures 24,496,501 30,532,326 33,539,934 3,007,608 10%
Hawthorns Operating 6,046 52,500 38,500 (14,000) –27%
Hawthorns Capital 100 43,000 83,000 40,000 93%
Total Hawthorns Expenditures 6,146 95,500 121,500 26,000 27%
General Fund Capital (Fund 40) 1,878,092 2,695,290 6,777,900 4,082,610 151%
Measure AA Capital (Fund 30) 14,985,822 10,482,348 14,628,024 4,145,640 40%
Total Capital Expenditures 16,863,914 13,177,674 21,405,924 8,228,250 62%
General Fund Land and Associated
Costs (Fund 40) 2,500,485 4,307,231 912,000 (3,395,231) –79%
Measure AA Land and Associated
Costs (Fund 30) 1,901,191 2,724,000 198,000 (2,526,000) –93%
Total Land and Associated Costs 4,401,676 7,031,231 1,110,000 (5,921,231) –84%
Debt Service 12,383,446 12,397,869 15,670,990 3,273,121 26%
Total Debt Service (Fund 50) 12,383,446 12,397,869 15,670,990 3,273,121 26%
Total District Budget $58,151,683 $63,234,600 $71,848,348 $8,613,748 14%
General Fund Land and Associated
Costs (Fund 40) – New AO Building 31,550,100 31,550,100
Grand Total: District Budget $58,151,683 $63,234,600 $103,398,448 $40,163,848 64%
FY2018-19 Budget by Department
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Department Actuals Budget Annual Budget Amended Budget Amended Budget
Administrative Services $4,412,582 $5,499,917 $7,379,533 $1,879,616 34%
Engineering and Construction 13,636,998 8,888,537 11,725,738 2,837,201 32%
General Counsel 540,312 697,889 616,240 (81,649) –12%
General Manager 1,666,563 2,175,456 2,125,191 (50,265) –2%
Land and Facilities 8,607,182 10,880,216 14,345,319 3,465,103 32%
Natural Resources 2,491,142 3,605,170 5,446,514 1,841,344 51%
Planning 2,878,897 3,504,840 4,723,298 1,218,458 35%
Public Affairs 1,352,975 2,129,993 1,905,010 (224,983) –11%
Real Property 5,124,032 7,946,340 2,039,254 (5,907,086) –74%
Visitor Services 5,057,554 5,508,373 5,871,261 362,888 7%
Debt Service 12,383,446 12,397,869 15,670,990 3,273,121 26%
Total District Budget $58,151,683 $63,234,600 $71,848,348 $8,613,748 14%
One Time Expense: New AO Building 31,550,100 31,550,100
Grand Total: District Budget $58,151,683 $63,234,600 $103,398,448 $40,163,848 64%
Budget and Action Plan FY2018-19 | Section II | Page 23
District Staffing
District staffing for Fiscal Year (FY) 2018-19 is budgeted for 177.45 Full Time Equivalents (FTE); an increase of four
positions over the FY2017-18 adopted staffing level of 173.45 FTE. Activity since the inception of the Financial and
Operational Sustainability Model (FOSM) in 2014 is summarized in the table below. Consistent with the FOSM, the
recommended four net positions are within the agency-wide anticipated total growth numbers. It is important to note
that the FOSM projections did not account for an expedited opening of Bear Creek Redwoods Open Space Preserve
(scheduled now for Spring 2019, originally planned for 2020/2021). In addition, these projections did not account
for the notable rise in visitation levels that the District is experiencing with the opening of new Preserve areas.
Administrative Services
Applications Engineer (1 FTE)
This position was recommended as a part of the Information and Technology Master Plan Report which outlines
the need for a subject matter expert in application support. This role, coupled with the Data Administrator, will
be responsible for consolidating many of the District’s software solutions and playing a key role in supporting
the SharePoint environment.
IT Technician I (1 FTE)
This position will increase Information Systems and Technology’s (IST) capacity to support the District’s growing mobile
workforce by providing technical support to staff, maintaining hardware and software, and troubleshooting problems.
This position will be partially offset by the elimination of the IT intern, as well as a Senior Accounting Technician.
Land and Facilities Services Department
Equipment Mechanic Operator (1 FTE)
This position will be assigned to the Skyline Special Projects Crew and will increase this crew’s ability to construct
new trails and complete major trail repairs associated with Measure AA public access projects.
Visitor Services Department
Education/interpretive position (1 FTE)
An additional position in the Visitor Services Department is anticipated to be hired at midyear. The Board has
expressed interest in the expansion of the District’s interpretive and educational programs. Consultants have completed
a Docent and Volunteer Programs Structure Study, which will come before the Board in May for final acceptance.
Developing an implementation plan for the report recommendations is included in the FY2018-19 CIAP. One of the
recommendations that includes a new educational/interpretive specialist position to help begin the expansion of the
interpretive and education program.
Lead Ranger (1 FTE)
This additional position will allow each Supervising Ranger to be supported by a Lead Ranger as well as increase
capacity to train and supervise new staff including Seasonal Rangers and Seasonal Ranger Aides, and provide
support due to a rise in visitation levels.
Page 24 | Section II | Budget and Action Plan FY2018-19
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Remaining
FOSM
Difference Projected FOSM
FOSM Between Positions Projected
Positions Projected Current and Before 2020 Growth
approved Growth FOSM Recommended (if new positions between
Business Line to date by 2020 Projected New Positions are approved) 2020 to 2045
Planning and Project Delivery 10 10 to 13 0 to 3 0 0 to 3 TBD
Visitor and Field Services 24 20 to 25 0 to 1 3 –2 37 to 45
Finance and
Administrative Services 8 9 to 11 1 to 3 1* 0 to 2 6 to 8
General Manager’s Office 3 2 –1 0 –1 0
Total 45 41 to 51 1 to 6 4 0 to 2 43 to 53
*Two positions added, one eliminated, therefore one net position added.
The District staffing for FY2018-19 is detailed by department in the table below.
FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Adopted Proposed FY2017-18
Department FTE FTE FTE FTE FTE Modified
Administration 13.75 18.75 24.75 24.75 25.75 1.00
Engineering and Construction 2.00 2.00 5.00 7.00 7.00 0.00
General Counsel 2.50 2.50 2.50 2.50 2.50 0.00
General Manager 5.00 6.00 8.00 8.00 8.00 0.00
Land and Facilities 0.00 0.00 51.30 55.30 56.30 1.00
Natural Resources 9.00 10.00 11.00 12.00 12.00 0.00
Operations* 65.30 68.30 0.00 0.00 0.00 0.00
Planning 12.00 11.00 10.00 11.00 11.00 0.00
Public Affairs 11.00 12.00 8.00 8.00 8.00 0.00
Real Property 4.00 4.00 5.00 5.00 5.00 0.00
Visitor Services 0.00 0.00 39.90 39.90 41.90 2.00
Total FTE 124.55 138.55 165.45 173.45 177.45 4.00
District Positions by Department
*The Land and Facilities and Visitor Services departments were formed after the Operations Department was split in FY2015-16.
FOSM Projections and Staffing Growth
Budget and Action Plan FY2018-19 | Section II | Page 25
Future Growth in District Staffing
The Financial and Operational Sustainability Model (FOSM) projected growth in District staffing between 2014 and
2020 of up to 51 new positions. Since December 2014, 45 new positions have been approved by the Board. The
above recommendations, if approved by the Board, raise the total new positions to 49 since December 2014. Therefore,
under the FOSM model, there may be up to an additional 2 new positions projected by 2020. The FOSM projected
growth in District staffing between 2020 and 2045 of up to 53 additional new positions. Due to the expedited preserve
opening project timelines, the visitor and field services business line has already begun to add positions that were
originally projected to be added after 2020. The General Manager will continue to assess capacity needs and gaps
in expertise in the coming years as new positions are filled and core functions are reorganized into new departments
and programs, in tandem with changes to Board priorities and the pace of upcoming action plans to determine if and
when additional positions are merited.
Considering the magnitude of the restructuring of the District, it is important to spend some time working with the
expanded organization to evaluate how the synergies among new “capacities” may provide unanticipated efficiencies
and additional revenue. Based on that evaluation and reforecasting the District’s 30-year financial model, future
additional positions would be submitted for Board consideration as part of future Budget approvals and/or midyear
budget reviews. Such additional position requests would need to remain consistent with the FOSM projections and
be financially sustainable.
Hawthorn Fund
Hawthorns, a 78-acre historic estate named for a hedge once lining its boundary, is one of the last remaining islands
of open space in residential Portola Valley. On November 10, 2011, the District received the gift of the Hawthorns
property and an endowment of $2,018,445 to manage the property in perpetuity.
The Fiscal Year (FY) 2018-19 Annual Budget for the Hawthorn endowment totals $121,500, which is 27% higher
than the FY2017-18 Amended Budget. The $83,000 capital budget includes funding for completion of a partnership
for long-term care, rehabilitation, and maintenance of the historic complex as well as other stabilization efforts to
mitigate deterioration while a partnership agreement is negotiated.
The operating budget includes funds for video surveillance and maintenance of the defensible space as required by
the Town of Portola Valley’s Fire Department.
The endowment fund balance at the end of FY2018-19 is projected to be $1,476,851 as shown below.
Hawthorn: Endowment Fund Interest Income Expenditures Total Cash Balance
Hawthorn Fund Original Endowment: 0 0 $2,018,445
FY2011-12 Actual $3,267 ($50,672) 1,971,040
FY2012-13 Actual 7,854 (122,347) 1,856,547
FY2013-14 Actual 5,600 (141,389) 1,720,758
FY2014-15 Actual 5,818 (23,573) 1,703,003
FY2015-16 Actual 7,149 (9,751) 1,700,401
FY2016-17 Actual 5,000 (67,550) 1,637,851
FY2017-18 Projected 20,000 (95,500) 1,562,351
FY2018-19 Proposed 36,000 (121,500) 1,476,851
Ending Balance – Projected $1,476,851
Hawthorn – Projected Cash Balance
Page 26 | Section II | Budget and Action Plan FY2018-19
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Measure AA Expenditures
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
01 02 03 04 05 06 07 08 09 10 11 1612131415 1817 24 252220212319
LTD Estimate FY 2018-19 Balance
MAA Portfolio Number
Measure AA Projects
In June 2014, voters approved Measure AA, a $300 million general obligation
bond to protect natural open space lands; open preserves or areas of preserves
that are currently closed; construct public access improvements such as new trails
and staging areas; and restore and enhance open space land, forests, streams, watersheds, and coastal ranch areas.
Projects are grouped in 25 key project portfolios organized by geographic area within the District’s boundaries.
The District began using Measure AA funds in 2014 and FY2018-19 will mark the fifth year of funding. As of
June 30, 2018, an estimated $50.4 million in Measure AA funds will be expended and the proposed FY2018-19
budget brings the total to $65.3 million, or 21.75% of the $300 million bond. The table below summarizes the
estimated expenditures by project portfolio.
The expenditures relative to each portfolio allocation, including Life-to-Date estimate at June 30, 2018, the amounts
budgeted for FY2018-19, and the amount remaining for each allocation, are illustrated in the Measure AA Projects
Budget Overview graph and table below.
Budget and Action Plan FY2018-19 | Section II | Page 27
Total Life-To-
Expenditure Date Estimate
Plan through FY2018-19 Balance %
MAA# Measure AA Portfolio (adopted 2014) 6/30/18 Adopted Remaining Expended
01 Miramontes Ridge: Gateway to the Coast Public Access,
Stream Restoration and Agriculture Enhancement $27,774,000 $52,915 $0 $27,721,085 0.19%
02 Regional: Bayfront Habitat Protection and
Public Access Partnership 5,052,000 748,822 1,356,890 2,946,288 41.68%
03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing 7,608,000 1,156,754 346,346 6,104,900 19.76%
04 El Corte de Madera Creek: Bike Trail and
Water Quality Projects 8,376,000 862,228 363,722 7,150,050 14.64%
05 La Honda Creek: Upper Area Recreation, Habitat
Restoration and Conservation Grazing Projects 11,733,000 2,448,028 834,915 8,450,057 27.98%
06 Windy Hill: Trail Implementation, Preservation
and Hawthorns Area Historic Partnership 12,740,000 0 161,247 12,578,753 1.27%
07 La Honda Creek: Driscoll Ranch Public Access,
Endangered Wildlife Protection and
Conservation Grazing 14,825,000 11,761,625 154,100 2,909,275 80.38%
08 La Honda Creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail 15,347,000 0 0 15,347,000 0.00%
09 Russian Ridge: Public Recreation, Grazing
and Wildlife Protection Projects 5,560,000 309,259 431,808 4,818,933 13.33%
10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 63,086 278,557 7,675,357 4.26%
11 Rancho San Antonio: Interpretive Improvements,
Refurbishing, and Transit Solutions 10,811,000 37,728 55,688 10,717,584 0.86%
12 Peninsula/South Bay Cities: Partner to
Complete Middle Stevens Creek Trail 1,038,000 0 0 1,038,000 0.00%
13 Cloverdale Ranch: Wildlife Protection,
Grazing and Trail Connections 15,712,000 0 0 15,712,000 0.00%
14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.00%
15 Regional: Redwoods Protection and Salmon
Fishery Conservation 50,728,000 3,018,550 0 47,709,450 5.95%
16 Long Ridge: Trail, Conservation and Habitat
Restoration Projects (Saratoga) 5,140,000 0 0 5,140,000 0.00%
17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,382,796 366,812 6,010,392 22.55%
18 South Bay Foothills: Saratoga-to-Sea Trail
and Wildlife Corridor 1,365,000 0 0 1,365,000 0.00%
19 El Sereno: Dog Trails and Connections 2,254,000 400,715 0 1,853,285 17.78%
20 South Bay Foothills: Wildlife Passage
and Ridge Trail Improvements 13,966,000 457,134 430,549 13,078,317 6.36%
21 Bear Creek Redwoods: Public Recreation
and Interpretive Projects 17,478,000 4,415,292 8,271,568 4,791,140 72.59%
22 Sierra Azul: Cathedral Oaks Public
Access and Conservation Projects 6,714,000 711,919 733,822 5,268,259 21.53%
23 Sierra Azul: Mount Umunhum Public
Access and Interpretive Projects 27,972,000 20,606,300 1,040,000 6,325,700 77.39%
24 Sierra Azul: Rancho de Guadalupe
Family Recreation 10,078,000 1,591,996 0 8,486,004 15.80%
25 Sierra Azul: Loma Prieta Area Public Access,
Regional Trails and Habitat Projects 7,986,000 410,150 0 7,575,850 5.14%
Total MAA Bond $300,000,000 $50,435,296 $14,826,024 $234,738,680 21.75%
Total FY2018-19 does not include $400K for Measure AA District-wide Purchase Options and Low-Value Land Fund, as the budgeted amount
is not assigned to a specific Measure AA Portfolio.
Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26.
Measure AA Projects Budget Overview
Page 28 | Section II | Budget and Action Plan FY2018-19
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Vision Plan
Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed
54 Priority Action Portfolios focused on the three legs of the mission: land protection, habitat restoration and low-intensity
recreation. These were prioritized by the public and approved by Midpen’s Board of Directors in January 2014 as a
slate of 25 high-priority project portfolios (now identifi ed as Measure AA portfolios) and 29 additional portfolios to
be completed as time and resources allow.
Vision Plan Goals
1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor
exercise in nature.
2. Cultural and Scenic Landscape Preservation: Conserve the area’s scenery and rich history; provide places
for escape and quiet enjoyment.
3. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people
can receive nature’s benefi ts.
4. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate
the natural environment and to connect with nature and each other.
5. Viable Working Lands: Provide viable working lands that refl ect our agricultural heritage and provide food
and jobs.
The 54 Priority Actions Portfolios
identifi ed in the Vision Plan were
separated into two tiers.
Tier 1 represents the top
25 priority actions identifi ed
in the Vision Plan (see previous
page for a full list of Measure
AA portfolios).
Tier 2 includes longer-term
priority actions as identifi ed
in the Vision Plan.
This map identifi es the location
of both Tier 1 and Tier 2 priority
actions, followed by a list of
Tier 2 action locations
and names.
1
2
3
4
5 6
7 10 11 128
9
1615
14
17
19 20
13
21
22 23
24
25
18
45
5142
29
35
37
34
43
54
36
31
47
33
27
39
30
28
38
32
44
46
50
49
26
53
41
52
48
40
Top 25 Priority Action Portfolios*#
Regional Trail Connections *
Priority Action Portfolios 26 –54*#
*Represents generalized locations
Midpen open space preserves
Budget and Action Plan FY2018-19 | Section II | Page 29
Tier 2 Priority Actions
Portfolio: Location and Name:
26 Pulgas Ridge: Regional and Neighborhood Trail Extensions
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection,
Stream Restoration, and Regional Trail Connections
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast
30 Regional: Support California Coastal Trail
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction
32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing
33 Purisima Creek Redwoods: Parking and Repair Projects
34 Teague Hill: West Union Creek Watershed Restoration Partnership
35 Peninsula and South Bay Cities: Major Roadway Signage
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership
38 Ravenswood: Cooley Landing Nature Center Partnership
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects
40 Regional: San Andreas Fault Interpretive Trail Program
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing
45 Skyline Subregion: Fire Management and Forest Restoration Projects
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects
47 Monte Bello: Campfire Talks and Habitat Projects
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects
50 Picchetti Ranch: Family Nature Play Program
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area
54 Sierra Azul: Fire Management
Midpen’s Vision Plan Report and appendices can be found online at:
www.openspace.org/ourwork/projects/vision-plan
Page 30 | Section II | Budget and Action Plan FY2018-19
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Debt Service
Legal Debt Limit
The legal debt limit for the District is based on Section 5568 of the California Public Resources Code which states that for
the purpose of acquiring land or other property and for constructing or completing any capital improvements, the District
may incur an indebtedness not to exceed five percent of the assessed valuation of property situated in the District. As of
June 30, 2018, the assessed value of property within the District’s jurisdiction totaled $252.726 billion, resulting in a
legal debt limit of $12.636 billion.
In 2017 and 2018, both Standard & Poor’s (S & P) and Fitch Ratings awarded AAA ratings to the District’s new 2017 Green
Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. The District’s Refunding Promissory
Notes and Bonds remain at AAA, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies.
Outstanding Debt Obligations
As of March 31, 2018, the District had the following outstanding debt obligations:
General Fund Bond
2011 Revenue Bonds
On May 19, 2011, the District Financing Authority, on behalf of the District, issued $20.5 million of Revenue Bonds
for the purpose of acquiring land to preserve and use as open space. Each year, the District will appropriate revenues
(primarily limited property tax collections that Santa Clara County and San Mateo County allocate to the District) to
pay its obligations under a Lease Agreement for use and occupancy of District land in addition to other District debt
and lease obligations unrelated to this financing. The maturities from 2022 through the final maturity in 2041 issue
were advance refunded through the District’s 2016 Green Bonds.
Maturity Interest Authorized Outstanding as of
Type of Debt Actual Rate and Issued March 31, 2018
2011 Revenue Bonds* 2022 2% to 6% $1,080,000 $930,000
2012 Refunding Promissory Notes** 2034 2% to 5% 9,085,601 8,705,601
2015 Refunding Promissory Notes 2034 3.5% to 5% 23,630,000 21,815,000
2016 Green Refunding Bonds 2039 3% to 5% 57,410,000 53,845,000
2017 Green Refunding Bonds 2038 3.125% to 5% 25,025,000 25,025,000
2017 Parity Bonds 2028 5% 11,220,000 11,220,000
Promissory Note 2023 5% 1,500,000 1,500,000
General Fund 128,950,601 123,040,601
2015 General Obligation Bonds 2021/2045 1.5% to 2.5% 45,000,000 41,271,000
2018 General Obligation Bonds 2049 2% to 5% 50,000,000 50,000,000
Measure AA Fund 95,000,000 91,271,000
Total Debt $223,950,601 $214,311,601
* The 2023 through 2041 maturities of the 2011 Revenue Bonds were refunded through the District’s 2016 Green Bonds.
** The 2024 through 2029 and 2035 through 2042 maturities of the 2012 Revenue Bonds were refunded through the District’s 2017
Green Bonds.
Budget and Action Plan FY2018-19 | Section II | Page 31
2012 Revenue Refunding Bonds
On January 19, 2012, the District advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing
$34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes
maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities,
which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments
on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for
those bonds has been removed from the long-term debt in the financial statements.
2015 Refunding Promissory Notes (2004 Project Lease)
On January 22, 2015, the District refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue
Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million
of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were
deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015.
2016 Green Bonds Refunding
On September 22, 2016, the District refunded $44.1 million of the District Financing Authority’s 2007 Series A
Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue
Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in
an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021.
2017 Green Bonds Refunding (Series A)
On December 13, 2017, the District advance refunded $11.6 million of the District’s 2012 Revenue Bonds
Current Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by
issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an
irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022.
2017 Parity Bonds (Series B)
On December 13, 2017, the District issued $11.22 million of Parity Bonds to finance a portion of the cost of
acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly
acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund.
Promissory Note
On April 1, 2003, the District entered into a $1,500,000 promissory note with the Hunt Living Trust as part of a
lease and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-annually
through April 1, 2013 and 5.0% per annum until the maturity, or prior redemption, of the note.
Page 32 | Section II | Budget and Action Plan FY2018-19
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General Fund Annual Debt Service
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
FY2
0
1
8
-
1
9
FY2
0
1
9
-
2
0
FY2
0
2
0
-
2
1
FY2
0
2
1
-
2
2
FY2
0
2
2
-
2
3
FY2
0
2
3
-
2
4
FY2
0
2
4
-
2
5
FY2
0
2
5
-
2
6
FY2
0
2
6
-
2
7
FY2
0
2
7
-
2
8
FY2
0
2
8
-
2
9
FY2
0
2
9
-
3
0
FY2
0
3
0
-
3
1
FY2
0
3
1
-
3
2
FY2
0
3
2
-
3
3
FY2
0
3
3
-
3
4
FY2
0
3
4
-
3
5
FY2
0
3
5
-
3
6
FY2
0
3
6
-
3
7
FY2
0
3
7
-
3
8
FY2
0
3
8
-
3
9
2012 Refunding NotesPromissory Notes 2016 Green Bonds 2017 Parity Bonds (Series B)
2015 Refunding Notes2011 Revenue Bonds 2017 Green Bonds (Series A Refunding 2012s)
Five-Year General Fund Debt Projection
FY2018-2019 FY2019-2020 FY2020-2021 FY2021-2022 FY2022-2023
2011 Revenue Bonds $213,600 $240,700 $266,400 $290,700 $0
2012 Refunding Notes 463,150 462,050 460,350 460,250 461,825
2016 Green Bonds 5,771,850 5,275,200 5,497,200 5,509,200 5,818,575
2017 Green Bonds
(Series A Refunding 2012s) 1,201,085 1,022,200 1,022,200 1,022,200 1,022,200
2017 Parity Bonds (Series B) 1,439,175 1,437,500 1,439,250 1,438,500 1,435,250
2015 Refunding Notes 1,856,725 1,884,725 1,918,675 1,939,375 1,967,125
Promissory Notes 75,000 75,000 75,000 75,000 1,575,000
Total $11,020,585 $10,397,375 $10,679,075 $10,735,225 $12,279,975
Total General Fund Principal 5,590,000 5,465,000 5,985,000 6,295,000 8,135,000
Total General Fund Interest 5,430,585 4,932,375 4,694,075 4,440,225 4,144,975
Grand Total $11,020,585 $10,397,375 $10,679,075 $10,735,225 $12,279,975
MAA Bond Fund
MAA Tax Levy
Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the
District. The District receives property tax revenue from Santa Clara and San Mateo Counties (the Counties). The
Counties are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each
year, the levy is calculated based on the assessed value and the debt service amount that the District needs to collect.
The evolution of the tax levy is as follows:
2015-16 $.0008 per $100 of assessed valuation
2016-17 $.0006 per $100 of assessed valuation
2017-18 $.0009 per $100 of assessed valuation
2018-19 $.0019 per $100 of assessed valuation (projected)
Budget and Action Plan FY2018-19 | Section II | Page 33
2015 General Obligation Bonds (Series 2015A and 2015B)
On August 13, 2015, the District issued $40 million of tax-exempt general obligation bonds (Series 2015A) and
$5 million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes
pursuant to an election of registered voters of the District held on June 3, 2014, which approved Measure AA
to authorize the issuance of up to $300 million principal amount of general obligation bonds.
2018 General Obligation Bonds (Series GO Green Bonds)
On February 14, 2018, the District issued and additional $50 million of tax-exempt general obligation Green Bonds.
The bonds are also payable from ad valorem taxes pursuant to an election of registered voters of the District held on
June 3, 2014 which approved Measure AA to authorize the issuance of up to $300 million principal amount of
general obligation bonds.
Measure AA Annual Debt Service
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
FY2
0
1
8-19
FY2
0
1
9
-
2
0
FY2
0
2
0-21
FY2
0
2
1
-
2
2
FY2
0
2
2
-
2
3
FY2
0
2
3-24
FY2
0
2
4-25
FY2
0
2
5-26
FY2
0
2
6-27
FY2
0
2
7-28
FY2
0
2
8
-
2
9
FY2
0
2
9
-
3
0
FY2
0
3
0-31
FY2
0
31-32
FY2
0
3
2
-
3
3
FY2
0
3
3-34
FY2
0
3
4-35
FY2
0
3
5-36
FY2
0
3
6-37
FY2
0
3
7-38
FY2
0
3
8
-
3
9
FY2
0
3
9
-40
FY2
0
40-41
FY2
0
4
1-42
FY2
0
4
2-43
FY2
0
4
3
-44
FY2
0
4
4
-45
FY2
0
4
5
-46
FY2
0
4
6-47
FY2
0
4
7-48
FY2
0
4
8
-49
Measure AA 2015 Series B (Taxable)Measure AA 2015 Series A (Tax-Exempt)
Measure AA 2018 Series GO Green Bonds
Five-Year Measure AA Debt Projection
FY2018-2019 FY2019-2020 FY2020-2021 FY2021-2022 FY2022-2023
Measure AA 2015 Series A
(Tax-Exempt) $1,636,163 $1,636,163 $1,636,163 $1,943,288 $2,575,913
Measure AA 2015 Series B
(Taxable) 955,875 952,925 952,313 637,875 0
Measure AA 2018 Series
GO Green Bonds 2,058,368 4,683,100 3,373,375 2,728,500 2,727,600
Total $4,650,405 $7,272,188 $5,961,850 $5,309,663 $5,303,513
Total Measure AA Principal 890,000 3,650,000 2,410,000 1,825,000 1,895,000
Total Measure AA Interest 3,760,405 3,622,188 3,551,850 3,484,663 3,408,513
Grand Total $4,650,405 $7,272,188 $5,961,850 $5,309,663 $5,303,513
Projected Tax Rate $2.02 $1.81 $1.57 $1.50 $1.45
Page 34 | Section II | Budget and Action Plan FY2018-19
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General Fund Balance
The projected increase to the FY2018-19 Total Fund Balance is primarily due to the continued growth in the District’s
property tax revenues and a stabilization in capital spending levels from the previous year.
FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Projected FY2019 Budget
Nonspendable $0 $0 $55,093 $0 $0
Restricted 1,702,556 1,971,040 1,971,040 1,923,540 1,838,040
Committed 20,400,000 35,400,000 35,400,000 42,300,000 10,749,900
Assigned 0 0 0 0 0
Unassigned 21,329,605 16,857,586 23,872,450 17,916,183 20,810,476
Total Fund Balance $43,432,161 $54,228,626 $61,298,583 $62,139,723 $33,398,416
Minimum Unassigned
Fund Balance* $10,597,200 $11,839,200 $12,691,200 $13,509,000 $14,493,900
*Calculated as 30 percent of total annual Fund 10 property tax revenues.
General fund balances include Fund 10 General Fund, and Fund 20 Hawthorn Fund, as presented in the District’s audited financial statements.
Change in Fund Balance
The District maintains a balanced budget by ensuring that annual operating revenues are equal to or greater than
annual operating expenses, general fund capital expenses, and debt service obligations.
The FY2018-19 projected balance in each fund is based on FY2017-18 projected fund balances at Fiscal Year end;
audited financial statements are not available at the time of budget development.
A balance is maintained in Fund 50 due to an offset in timing between property tax collection and debt service payments.
The following table depicts the change in fund balance.
Fund 10 Fund 20 Fund 30 Fund 40 Fund 50
General Hawthorn Measure AA General Debt
Fund Fund Capital Fund Capital Service Total
FY2016-17
Audited Fund Balance $59,660,732 $1,637,851 $7,344,797 $0 $2,193,934 $70,837,314
Change in Fund Balance 916,640 (75,500) (4,830,527) 2,938,250 271,406 (779,731)
FY2017-18 Projected Balance 60,577,372 1,562,351 2,514,270 2,938,250 2,465,340 70,057,583
Change in Fund Balance (28,655,807) (85,500) 0 (2,938,250) 4,381,514 (27,298,043)
FY2018-19 Projected Balance $31,921,565 $1,476,851 $2,514,270 $0 $6,846,854 $42,759,540
Budget and Action Plan FY2018-19 | Section II | Page 35
Budget Process
The District’s annual budget development process begins in January when an annual retreat is held where the Board
reviews and updates the District Strategic Plan based on the fi ndings of an environmental scan and overview of prior-year
accomplishments. At this time, staff begins capacity planning for ongoing projects and proposed new projects. In February,
the Board meets with executive and department managers to establish priorities for the upcoming fi scal year and provide
staff with strategic direction regarding the upcoming fi scal years Capital Improvement and Action Plan.
Departments begin developing the District’s Annual Capital Improvement and Action Plan in February/March in
accordance with the Board’s priorities and develop the budgets in March. The individual department CIAPs and
Budgets are consolidated in March/April and reviewed by executive management before being presented to the
Action Plan and Budget Committee in April/May. The Board conducts its initial review of the Proposed Annual
Budget and CIAP in May and formally adopts it in June.
The District’s Board of Directors adopts an annual operating budget for the District by major fund on or before June 30
for the ensuing fi scal period. The Board of Directors may amend the budget by resolution during the fi scal period. The
legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level.
The District uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc
for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and
expense category.
1. After the end of the fi rst, second, and third quarters, department managers and project managers provide a
re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a
consolidated budget adjustment is proposed to the Board for adoption via resolution.
2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require
budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations
without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.
3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the
same expenditure category. A summary of net zero transfers is included in each quarterly re-forecast report to the Board.
Budget Development Process
• Develop Environmental Scan
• Update Strategic Goals
• Board Retreat #1Strategic
Planning
(Nov-Jan)
• Initialize Budget in NWS
• Finalize OpEx/CapEx Budgets and CIAP
• Review Budget and CIAP with Managers/AGMs/CFO
• Review Budget and CIAP with GM
Budget
Preparation
(Jan-Apr)
• Project Scoping
• Resource Loading
• Measure AA Reprioritization, as needed
• Develop Capital Improvement and Action Plan (CIAP)
• Board Retreat #2
Action Plan
Development
(Nov-Mar)
• Present Budget and CIAP to ABC Committee
• Follow-up Presentations to ABC (if needed)
• ABC Approves Budget and CIAP
• Board‘s Initial Review of Budget & CIAP
• Board Adopts Budget and CIAP
Board
Review
(Apr-Jun)
Page 36 | Section II | Budget and Action Plan FY2018-19
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Budget Management Process
• Departments are expected to review YTD operating and
capital budgets throughout the fiscal year to ensure that
expenditures are trending to adopted budgetBudget
Monitoring
• GM must report to the Board any overages greater than 5% in
the following accounts: Expenses/Annexation, Special Agreements,
Insurance, Travel Expenses, and Personal DevelopmentGM
Review
• Budget and Analysis sends quarterly budget performance
reports to departments
• General Manager may approve net-zero overages over $15,000
• AGM may approve net-zero overages up to $15,000
• Department Managers may approve net-zero overages
within their departments up to $10,000
Budget
Amendments
(Quarterly)
• Budget and Analysis staff presents quarterly budget
adjustment requests to the Board for approvalBoard
Approval
Grants Program
The District recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by Measure AA
requires the District to think strategically about how to broaden its impact in partnership with the conservation
community and leverage existing revenue sources to augment funding gaps.
To address this need, in early 2017, the District created a Grants Program focused on increasing grant funding
for the District and deepening its relationships with external partners. The objective of the Grants Program is to bring
in additional revenue to fulfi ll the Measure AA obligations, work in concert with partner organizations to build the
collective impact of the conservation community, and remain responsive to community needs and trends.
Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and
collaboratively with partners. As part of its effort to build these relationships, the District is expanding its Grantmaking
Program, which provides modest conservation grants to partners working on projects that align with the District’s mission.
To this end, the District has increased its investment in this program and has broadened the categories of eligible
funding to align with the District’s current priorities. Going forward, the District will continue to build the capacity of the
Grants Program, work collaboratively with its partners, and strategically align grant awards with the District’s mission.
In the short-term, the Grants Program will refi ne these goals, build institutional knowledge about grants among staff,
and focus on small-scale successes to demonstrate the value of the Grants Program.
Budget and Action Plan FY2018-19 | Section II | Page 37
Financial Policies
Budget Policy
The District follows best practices in budgeting, including: assessing constituent needs, developing long range
plans, adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets
as required. The District budget is divided into four categories: Operating Budget, Capital Budget, Land and
Associated Costs, and Debt Service. The budget is prepared and adopted on a cash-basis, whereas the annual
financial statements are prepared on a modified accrual basis, which takes into account all of the current year
revenues and expenses regardless of when cash is received or paid.
The Board adopts the annual budget on the Fund level:
Fund 10 – General Fund Operating
Fund 20 – Hawthorn Fund
Fund 30 – Measure AA Land/Capital
Fund 40 – General Fund Land/Capital
Fund 50 – Debt Service
The budget can be amended during the year, in accordance with the Board Budget and Expenditure Policy,
which states that increases to any of the four budget categories must be approved by the Board.
Debt Management Policy
The Board of Directors adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management
Policy is to establish the overall parameters for issuing, structuring, and administering the debt of the District in
compliance with applicable federal and State securities law. The Debt Management Policy was developed in
conjunction with the Policy for Initial and Continuing Disclosure Relating to Bond Issuances, with the latter ensuring
that statements or releases of information to the public and investors relating to the finances of the District are complete,
true, and accurate in all material respects.
Fund Balance Policy
During 2014 the Board of Directors adopted the Fund Balance Policy to provide adequate funding to meet the
District’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such
as natural disasters, strengthen the financial stability of the District against present and future uncertainties such as
economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been
developed, with the counsel of the District auditors, to meet the requirements of GASB 54.
The components of District fund balance are as follows:
• Non-Spendable fund balance includes amounts that cannot be spent either because they are not in
spendable form, e.g. prepaid insurance, or because of legal or contractual constraints. At all times,
the District shall hold fund balance equal to the sum of its non-spendable assets.
• Restricted fund balance includes amounts that are constrained for specific purposes which are externally
imposed by constitutional provisions, enabling legislation, creditors, or contracts.
• Committed fund balances includes amounts that are constrained for specific purposes that are internally
imposed by the government through formal action of the highest level of decision making authority and
does not lapse at period-end. Funds spent from committed funds shall be reimbursed from the general
fund within two years.
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• Assigned fund balance includes amounts that are intended to be used for specific purposes that
are neither restricted nor committed. Such amounts may be assigned by the General Manager if
authorized by the Board of Directors to make such designations. Projects to be funded by assigned
funds require the approval of the General Manager. Funds spent from assigned funds shall be
reimbursed from the general fund within two years.
• Unassigned fund balance includes amounts within the general fund which have not been classified
within the above categories. The Board shall designate the minimum amount of unassigned fund balance
which is to be held in reserve in consideration of unanticipated events that could adversely affect the
financial condition of the District and jeopardize the continuation of necessary public services.
Investment Policy
The District’s Investment Policy is adopted annually, in accordance with State law. The policy provides guidance and
direction for the prudent investment of District funds to safeguard the principal of invested funds and achieve a return
on funds while maintaining the liquidity needs of the District. The ultimate goal is to maximize the efficiency of the
District’s cash management system, and to enhance the economic status of the District, while protecting its pooled cash.
The investment of funds is governed by the California Government Code Section 53601 et seq., and by California
Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in
accordance with the provisions of California Government Code, Sections 53630 et seq.
The District uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance
is available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement
requiring dollar-for-dollar spending. Additionally, the District would first use committed, then assigned, and
lastly unassigned amounts of unrestricted fund balance when expenditures are made.
Purisima Creek Redwoods Open Space Preserve by Kate Pittman
El Corte de Madera Creek Open Space Preserve by Nelson Wong
Budget and Action Plan FY2018-19 | Section II | Page 39
Monte Bello Open Space Preserve by Karl Gohl
Page 40 | Section III | Budget and Action Plan FY2018-19
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Section III:
Capital Improvement
and Action Plan
Windy Hill Open Space Preserve by Matt McLean
Budget and Action Plan FY2018-19 | Section III | Page 41
Page 42 | Section III | Budget and Action Plan FY2018-19
Capital Improvement and Action Plan Overview
This year the Action Plan was combined with the Capital Improvement Plan to reduce duplication of information
and effort, provide multi-year budget information, and to provide a consolidated view of the major projects and
activities of the District. This section of the budget is now called the Capital Improvement and Action Plan (CIAP).
Projects with budgets of $50,000 or more are highlighted in this section. Projects below this threshold are included
in Section IV: Department Summary.
The annual District Capital Improvement and Action Plan forms the fiscal year work program and includes the projects
and key initiatives that the District will pursue and for which it will dedicate staff and financial resources. With the
approval of Measure AA by the voters in 2014, this next fiscal year represents the fourth full year of Measure AA
project funding. The Fiscal Year (FY) 2018-19 Capital Improvement and Action Plan contains a total of 96 projects,
of which 33 projects, or 34%, are eligible for Measure AA reimbursement.
District staff prepared the FY2018-19 Capital Improvement and Action Plan in accordance with the Board’s direction
outlined at the March 15, 2018 retreat, resulting in 96 projects spread throughout the following categories:
From a funding perspective, 76% of the Capital Improvement and Action Plan projects are capital projects
or land acquisition while the remaining 24% are included in the operating budget.
Project Numbering
All projects are assigned a name and a unique number. Additionally, the District has three categories of projects:
Measure AA eligible, Vision Plan related, or other capital and operating projects.
Measure AA (MAA) eligible projects are designated by portfolio and project number, for example MAA21-009
indicates Measure AA portfolio number 21 (Bear Creek Redwoods: Public Recreation and Interpretive Projects),
and project number 9 (Webb Creek Bridge).
Vision Plan related projects are also designated by portfolio and project number, for example VP21-002 indicates
Vision Plan portfolio number 21 (Bear Creek Redwoods: Public Recreation and Interpretive Projects), and project
number 2 (Briggs Creek Trail). Vision Plan portfolios number 01 through 25 represent District-funded efforts in
support of the corresponding Measure AA portfolios. Vision Plan portfolios 26 through 54 are the Tier 2 priority
actions in the District’s Vision Plan.
Other projects are assigned a five digit project numbers (such as 31801, Cooley Landing Park Business and
Operation Plan) and designate operating projects such as wildlife monitoring, facility improvements and
administrative systems implementations.
FY2018-19 CIAP by Program
Land Acquisition and Preservation (17%)
Natural Resource Protection and Restoration (26%)
Public Access, Education, and Outreach (32%)
Infrastructure (Vehicles, Equipment, Facilities)
and Other (25%)
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Budget and Action Plan FY2018-19 | Section III | Page 43
FY2018-19 CIAP Budget
The Fiscal Year (FY) 2018-19 Three-Year Capital Improvement and Action Plan (CIAP) lists projected capital and operating
projects and associated costs for fiscal years FY2018-19 through FY2020-21, and provides funding of $88.5 million over
the next three years. The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorn Fund,
and grants. The CIAP lists the capital and operating projects by program.
This budget excludes new land purchase funding, for which a corresponding budget adjustment to fund the purchase will
be included when new land acquisitions are presented to the Board for approval. However, associated land costs, such
as surveys, appraisals, legal services, environmental planning and studies are included in the FY2018-19 budget.
OpEx Funded CapEx Funded Projects
OpEx Hawthorn MAA General Total %
Program Funded Funded Funded Funded Number Total
Land Acquisition and
Preservation 0 0 4 13 17 18%
Natural Resource Protection
and Restoration 15 0 9 1 25 26%
Public Access, Education,
and Outreach 4 0 20 7 31 32%
Infrastructure (Vehicles, Equipment,
Facilities) and Other 3 1 0 19 23 24%
Total Projects 22 1 33 39 96 100%
CIAP Summary by Funding Source FY2018-19 FY2019-20 FY2020-21 3-Year Total
Fund 10 – General Fund Operating $1,693,000 $956,000 $352,000 $3,001,000
Fund 20 – Hawthorn 83,000 TBD TBD 83,000
Fund 30 – Measure AA 13,783,984 8,805,453 4,879,750 27,469,187
Fund 40 – General Fund Capital 39,240,000 6,894,850 4,333,200 50,468,050
Grants/Partnerships/Other 1,042,040 1,360,662 5,050,000 7,452,702
Total CIAP $55,842,024 $18,016,965 $14,614,950 $88,473,939
CIAP Summary by Program FY2018-19 FY2019-20 FY2020-21 3-Year Total
Land Acquisition and Preservation* $2,139,500 $955,000 $900,000 $3,994,500
Natural Resource Protection and Restoration 3,020,412 1,972,465 1,276,500 6,269,377
Public Access, Education, and Outreach 12,757,412 9,587,200 9,435,000 31,779,612
Infrastructure (Vehicles, Equipment, Facilities) and Other 37,924,700 5,502,300 3,003,450 46,430,450
Total CIAP $55,842,024 $18,016,965 $14,614,950 $88,473,939
* The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and
early negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board.
Three-Year CIAP Funding Sources
FY2018-19 CIAP Projects by Program
Three-Year CIAP by Program
Page 44 | Section III | Budget and Action Plan FY2018-19
Grant Income
Agriculture Project Summary
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
MAA02-002: Ravenswood Bay Trail – San Mateo County
Measure K Grant $200,000 $895,662 $0 $1,095,662
MAA11-002PL: Deer Hollow Farm –White Barn Rehabilitation 35,000 265,000 0 300,000
MAA21-004: Bear Creek Redwoods – Stables Site Plan Implementation* 0 0 5,000,000 5,000,000
MAA21-007: Bear Creek Redwoods – Invasive Weeds
Treatment/Restoration 200,000 200,000 50,000 450,000
MAA21-009: Bear Creek Redwoods – Webb Creek Bridge 149,500 0 0 149,500
MAA22-001: Hendry’s Creek Restoration – Santa Clara Valley
Water District Grant 457,540 0 0 457,540
Total Grant Income $1,042,040 $1,360,662 $5,050,000 $7,452,702
* Future partnership and funding sources to be determined.
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
MAA03-001: Lot Line Adjustment/Property Transfer Purisima Uplands $30,000 $0 $0 $30,000
Miramontes Ridge Land Conservation (Supports MAA Portfolio 1) 60,000 0 0 60,000
Cloverdale Ranch Land Opportunity (Supports MAA Portfolio 13) 10,000 0 0 10,000
Lower San Gregorio Creek Watershed Land Conservation 74,000 0 0 74,000
Subtotal: Land Acquisition and Preservation 174,000 0 0 174,000
Brush Encroachment on Rangeland 40,000 0 0 40,000
San Gregorio Creek Adjudication Compliance 42,000 42,000 42,000 126,000
Toto Ranch Resources Plan 30,000 0 0 30,000
MAA03-003: Purisima Creek Fence Construction 80,360 0 0 80,360
MAA05-002: Upper La Honda Creek Grazing Infrastructure 59,338 0 0 59,338
MAA09-001: Russian Ridge Grazing Infrastructure 76,150 70,725 5,000 151,875
Subtotal: Natural Resource Protection and Restoration 327,848 112,725 47,000 487,573
La Honda Creek – Agricultural Workforce Housing 226,800 390,000 0 616,800
La Honda Creek – Point of Diversion 17 Water Line Replacement 166,450 0 0 166,450
Tunitas Creek – Toto Ranch Driveway Improvements 378,500 0 0 378,500
Driscoll Water Line Installation (Pasture 1), La Honda Creek 61,925 0 0 61,925
Big Dipper Ranch Spring Work, Skyline Ridge 52,150 0 0 52,150
Toto Ranch Well Drilling and Construction, Tunitas Creek 58,450 23,000 0 81,450
Tunitas Creek – Tunitas Creek Ranch Driveway Improvements 50,600 0 0 50,600
Subtotal: Infrastructure (Vehicles, Equipment, Facilities) and Other 1,568,571 413,000 0 1,981,571
Total Agriculture $2,070,419 $525,725 $47,000 $2,643,144
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Budget and Action Plan FY2018-19 | Section III | Page 45
Land Acquisition and Preservation
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
MAA03-001: Lot Line Adjustment/Property Transfer Purisima Uplands $30,000 TBD $0 $30,000
MAA03-002: Purisima Uplands Site Cleanup and Soils
Remediation Assessment 140,000 25,000 0 165,000
MAA22-002: Sierra Azul Cathedral Oaks Land Conservation 20,000 0 0 20,000
MAA23-007: Twin Creeks Land Conservation 1,000,000 500,000 500,000 2,000,000
Subtotal: Fund 30 – Measure AA Capital Projects 1,190,000 525,000 500,000 2,215,000
Miramontes Ridge Land Conservation (Supports MAA Portfolio 1)* 60,000 TBD 0 60,000
El Corte de Madera Creek Land Conservation (Supports MAA4-001)* 17,000 0 0 17,000
La Honda Creek Upper Area Land Conservation
(Supports MAA Portfolio 5)* 33,000 0 0 33,000
Upper San Gregorio Land Conservation (Supports MAA Portfolio 8)* 30,000 0 0 30,000
Cloverdale Ranch Land Opportunity (Supports MAA Portfolio 13)* 10,000 TBD 0 10,000
Land Opportunities – Redwood Forest (Supports MAA Portfolio 15)* 20,000 TBD 0 20,000
El Sereno Trails, Wildlife Corridors and Land Conservation
(Supports MAA Portfolio 19)* 72,500 30,000 0 102,500
Sierra Azul Rancho de Guadalupe Land Conservation
(Supports MAA Portfolio 24)* 50,000 0 0 50,000
Sierra Azul Loma Prieta Land Conservation
(Supports MAA Portfolio 25)* 10,000 0 0 10,000
Pursue Watershed Protection Opportunities (Supports MAA)* 150,000 TBD 0 150,000
Cal-Water Exchange (ECdM) 23,000 TBD 0 23,000
Lower San Gregorio Creek Watershed Land Conservation 74,000 TBD 0 74,000
District-wide purchase options and low-value Land Fund 400,000 400,000 400,000 1,200,000
Subtotal: Fund 40 – General Fund Capital Projects 949,500 430,000 400,000 1,779,500
Total Land Acquisition and Preservation $2,139,500 $955,000 $900,000 $3,994,500
*Pre-acquisition activity for land purchases is budgeted in Fund 40. Upon approval from the Board for fee or easement, pre-acquisition expenses and the purchase price
are eligible for MAA reimbursement and a budget adjustment request will be made to transfer budget to Fund 30.
Page 46 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: MAA03-001
Fund: 30 – Measure AA Capital
Project Description
Pursue land purchase transfer to complete Purisima to the Sea corridor.
FY2018-19 Scope
Giusti Upland Parcel Transfer includes: execution of a lot line adjustments approval from San Mateo County,
negotiate Transfer Agreement with property owner, and secure Subordination Agreement with owner’s lender.
Lot Line Adjustment and Property Transfer – Purisima Uplands
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 382,368 30,000 30,000 0 0 0 442,368
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 324 0 0 0 0 0 324
Total $382,692 $30,000 $30,000 $0 $0 $0 $442,692
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 382,692 30,000 30,000 0 0 0 442,692
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $382,692 $30,000 $30,000 $0 $0 $0 $442,692
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 47
Land Acquisition and Preservation
Project #: MAA03-002
Fund: 30 – Measure AA Capital
Project Description
Phase II testing for removal of above ground oil facility, fuel tank, and cabin for Purisima Uplands property.
FY2018-19 Scope
Obtain cost estimate for removal of oil tank and facilities, site restoration and any required site remediation,
including demolition.
Purisima Uplands Site Clean up and Soil Remediation Assessment
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 5,255 50,000 0 0 0 0 55,255
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 25,000 25,000 0 0 50,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 115,000 0 0 0 115,000
Total $5,255 $50,000 $140,000 $25,000 $0 $0 $220,255
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 5,255 50,000 140,000 25,000 0 0 220,255
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $5,255 $50,000 $140,000 $25,000 $0 $0 $220,255
This project has no anticipated impact on the District’s Operating Budget.
Page 48 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: MAA22-002
Fund: 30 – Measure AA Capital
Project Description
Pursue purchase of lands with prior option rights (fee and easement).
FY2018-19 Scope
Coordinate with partner agencies, complete data collection, and transfer remaining property interests.
Sierra Azul Cathedral Oaks Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 20,000 0 0 0 20,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $20,000 $0 $0 $0 $20,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 20,000 0 0 0 20,000
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $20,000 $0 $0 $0 $20,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 49
Land Acquisition and Preservation
Project #: MAA23-007
Fund: 30 – Measure AA Capital
Project Description
Acquire the Twin Creeks property, followed by site clean-up and demolition of structures on the property
and land restoration.
FY2018-19 Scope
Site clean-up and demolition of structures.
Twin Creeks Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $75,273 $0 $0 $0 $75,273
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 2,825,000 0 0 0 0 2,825,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 30,000 0 0 0 30,000
8203 Inspection/Construction Monitoring 0 0 105,000 0 0 0 105,000
8204 Permitting Fees 0 0 15,000 0 0 0 15,000
8205 Construction 0 20,000 774,727 500,000 500,000 1,000,000 2,794,727
Total $0 $2,845,000 $1,000,000 $500,000 $500,000 $1,000,000 $5,845,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 2,095,000 1,000,000 500,000 500,000 1,000,000 5,095,000
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 750,000 0 0 0 0 750,000
Total $0 $2,845,000 $1,000,000 $500,000 $500,000 $1,000,000 $5,845,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 50 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: VP01-001
Fund: 40 – General Fund Capital
Project Description
Pursue land purchase opportunities to grow the District’s contiguous greenbelt at Miramontes Ridge Preserve.
FY2018-19 Scope
Johnston Ranch Uplands: evaluate road, trail access and connections.
Miramontes Ridge Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 55,000 60,000 0 0 0 115,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $55,000 $60,000 $0 $0 $0 $115,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 55,000 60,000 0 0 0 115,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total 0 $55,000 $60,000 $0 $0 $0 $115,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 51
Land Acquisition and Preservation
Project #: VP04-001
Fund: 40 – General Fund Capital
Project Description
Pursue Trail Connections between Upper Area of La Honda Creek and El Corte de Madera Creek Open Space Preserves.
FY2018-19 Scope
Pursue purchase, exchange and gift opportunities (fee and/or easement) with conservation partners to connect
El Corte de Madera Preserve with Upper La Honda Creek Preserve.
El Corte de Madera Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 12,000 17,000 0 0 0 29,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $12,000 $17,000 $0 $0 $0 $29,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 12,000 17,000 0 0 0 29,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $12,000 $17,000 $0 $0 $0 $29,000
This project has no anticipated impact on the District’s Operating Budget.
Page 52 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: VP05-001
Fund: 40 – General Fund Capital
Project Description
Pursue trail connections at La Honda Creek Preserve Red Barn Area (in support of MAA05-007).
FY2018-19 Scope
Meet with property owner to discuss a public trail (fee or easement), formalized prescriptive patrol use, proposed
water improvements to shared water system, and potential grazing license.
La Honda Creek Upper Area Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 27,500 33,000 0 0 0 60,500
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $27,500 $33,000 $0 $0 $0 $60,500
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 27,500 33,000 0 0 0 60,500
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $27,500 $33,000 $0 $0 $0 $60,500
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 53
Land Acquisition and Preservation
Project #: VP08-001
Fund: 40 – General Fund Capital
Project Description
Pursue Land Conservation Opportunities in the Upper San Gregorio Watershed.
FY2018-19 Scope
Appraise and purchase property above Mindego Creek and Woodruff Creek in Upper San Gregorio Creek
Watershed (Supports MAA08).
Upper San Gregorio Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 30,000 0 0 0 30,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $30,000 $0 $0 $0 $30,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 30,000 0 0 0 30,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $30,000 $0 $0 $0 $30,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 54 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: VP13-001
Fund: 40 – General Fund Capital
Project Description
Prepare for potential land purchase of Cloverdale Ranch property owned by Peninsula Open Space Trust.
FY2018-19 Scope
Conduct preliminary site assessment.
Cloverdale Ranch Land Opportunity
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 10,000 10,000 0 0 0 20,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $10,000 $10,000 $0 $0 $0 $20,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 10,000 10,000 0 0 0 20,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $10,000 $10,000 $0 $0 $0 $20,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 55
Land Acquisition and Preservation
Project #: VP15-001
Fund: 40 – General Fund Capital
Project Description
Pursue land purchase opportunities to grow the District’s contiguous greenbelt in redwood forests.
FY2018-19 Scope
Pursue purchase opportunity in Oil Creek.
Redwood Forest Land Opportunity
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 35,000 20,000 0 0 0 55,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $35,000 $20,000 $0 $0 $0 $55,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 35,000 20,000 0 0 0 55,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $35,000 $20,000 $0 $0 $0 $55,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 56 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: VP19-001
Fund: 40 – General Fund Capital
Project Description
Work with public agency and private land owners to purchase property and trail easements to connect to Skyline,
Sanborn County Park and protect wildlife corridors at El Sereno Preserve.
FY2018-19 Scope
Negotiate and secure fee and/or trail easements with private property owners. Complete pre-planning, site assessment,
trail alignment assessment, technical studies and preliminary trail design.
El Sereno Trails, Wildlife Corridors and Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 1,000 1,500 0 0 0 2,500
8101 Real Estate Services 715 60,000 35,000 0 0 0 95,715
8201 Architect/Engineering Services 0 18,000 36,000 0 0 0 54,000
8202 Environmental/Planning Services 0 0 0 18,000 0 0 18,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 12,000 0 0 12,000
8205 Construction 0 0 0 0 0 0 0
Total $715 $79,000 $72,500 $30,000 $0 $0 $182,215
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 19,000 0 0 0 0 19,000
40 GF – Capital 715 60,000 72,500 30,000 0 0 163,215
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $715 $79,000 $72,500 $30,000 $0 $0 $182,215
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 57
Land Acquisition and Preservation
Project #: VP24-001
Fund: 40 – General Fund Capital
Project Description
Pursue land purchase opportunity to grow the District’s contiguous greenbelt in the Rancho de Guadalupe
area of Sierra Azul.
FY2018-19 Scope
Pursue new land purchase opportunities as they become available (Reynolds Road property).
Sierra Azul Rancho de Guadalupe Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 31,000 50,000 0 0 0 81,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $31,000 $50,000 $0 $0 $0 $81,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 31,000 50,000 0 0 0 81,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $31,000 $50,000 $0 $0 $0 $81,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 58 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: VP25-001
Fund: 40 – General Fund Capital
Project Description
Pursue land purchase opportunity to grow the District’s contiguous greenbelt in the Loma Prieta Area of Sierra Azul.
FY2018-19 Scope
Pursue land purchase opportunity in upper Herbert Creek and along Loma Prieta Ridgeline.
Sierra Azul Loma Prieta Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 10,000 10,000 0 0 0 20,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $10,000 $10,000 $0 $0 $0 $20,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 10,000 10,000 0 0 0 20,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $10,000 $10,000 $0 $0 $0 $20,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 59
Land Acquisition and Preservation
Project #: VP25-002
Fund: 40 – General Fund Capital
Project Description
Pursue land purchase opportunity to protect the Los Gatos, Guadalupe, and Saratoga Creek regional significant
watershed at Sierra Azul, Bear Creek Redwoods, El Sereno, and Saratoga Gap Preserves. Benefits the following
MAA portfolios: 18, 19, 20, 21, 22, 23 and 25.
FY2018-19 Scope
Conduct watershed assessment (including conservation forestry) and outline purchase and protection of the
Los Gatos Creek watershed, and pursue purchase.
Watershed Protection Opportunity – Numerous Open Space Preserves
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 130,000 150,000 0 0 0 280,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $130,000 $150,000 $0 $0 $0 $280,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 130,000 150,000 0 0 0 280,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $130,000 $150,000 $0 $0 $0 $280,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 60 | Section III | Budget and Action Plan FY2018-19
Land Acquisition and Preservation
Project #: 20125
Fund: 40 – General Fund Capital
Project Description
Pursue trail connections between Huddart Park and Teague Hill Preserve, and pursue future land conservation
protections in the Bear Creek Watershed.
FY2018-19 Scope
Identify trail easement lands and consult with San Mateo County Parks.
Cal–Water Land Exchange, Teague Hill Preserve
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 18,000 23,000 0 0 0 41,000
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $18,000 $23,000 $0 $0 $0 $41,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 18,000 23,000 0 0 0 41,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $18,000 $23,000 $0 $0 $0 $41,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 61
Land Acquisition and Preservation
Project #: 20120
Fund: 40 – General Fund Capital
Project Description
Pursue opportunity to protect watershed and farmland in the Lower San Gregorio watershed.
FY2018-19 Scope
Pursue partnerships to protect water resources and agricultural lands in the Lower San Gregorio watershed, including
survey and identification of riparian corridor, and drafting of a conservation easement for the riparian area with water
rights counsel.
Lower San Gregorio Creek Watershed Land Conservation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 5,234 39,000 74,000 0 0 0 118,234
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $5,234 $39,000 $74,000 $0 $0 $0 $118,234
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 5,234 39,000 74,000 0 0 0 118,234
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $5,234 $39,000 $74,000 $0 $0 $0 $118,234
This project has no anticipated impact on the District’s Operating Budget.
Page 62 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
Badger/Burrowing Owl Habitat Assessment $100,000 $75,000 $75,000 $250,000
Brush Encroachment on Rangeland 40,000 0 0 40,000
Climate Action Plan 70,000 40,000 10,000 120,000
Cherry Springs Lake Infrastructure Operations Plan 25,000 25,000 0 50,000
Districtwide Pond Assessment 125,000 75,000 75,000 275,000
El Corte de Madera Creek Watershed Protection Plan
Sediment Science 66,000 45,000 0 111,000
Endangered Species Act Programmatic Permitting 100,000 100,000 50,000 250,000
Groundwater Well Decommissioning 10,000 86,000 0 96,000
Marbled Murrelet Recovery Planning 30,000 40,000 25,000 95,000
Prescribed Fire Program Development 116,000 116,000 0 232,000
Restoration Forestry Demonstration Project 90,000 15,000 0 105,000
San Gregorio Creek Adjudication Compliance 42,000 42,000 42,000 126,000
Toto Ranch Resources Plan 30,000 0 0 30,000
Water Quality Monitoring Program 22,000 22,000 0 44,000
Water Rights Assessments, Monitoring, and Reporting 60,000 75,000 75,000 210,000
Subtotal: Fund 10 – General Fund Operating Projects 926,000 756,000 352,000 2,034,000
MAA03-003: Purisima Creek Fence Construction,
Purisima Creek Redwoods 80,360 0 0 80,360
MAA05-002: Upper La Honda Creek Grazing Infrastructure 59,338 0 0 59,338
MAA09-001: Russian Ridge Grazing Infrastructure 76,150 70,725 5,000 151,875
MAA09-003: Russian Ridge: Mindego Pond Improvement 355,658 10,000 10,000 375,658
MAA20-001: Wildlife Corridor – Highway 17 Crossing 228,579 152,500 309,500 690,579
MAA21-007: Bear Creek Redwoods – Invasive Weeds
Treatment/Restoration 318,676 263,050 50,000 631,726
MAA21-008: Bear Creek Redwoods – Ponds Restoration
and Water Rights 129,445 397,500 0 526,945
MAA21-010: Bear Creek Redwoods Landfill Characterization
and Remediation 127,736 100,000 550,000 777,736
MAA22-001: Hendry’s Creek Property Land Restoration 594,220 98,440 0 692,660
Subtotal: Fund 30 – Measure AA Capital Projects 1,970,162 1,092,215 924,500 3,986,877
Los Trancos – Page Mill Eucalyptus Removal 124,250 124,250 0 248,500
Subtotal: Fund 40 – General Fund Capital Projects 124,250 124,250 0 248,500
Total Natural Resource Protection and Restoration $3,020,412 $1,972,465 $1,276,500 $6,269,377
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Budget and Action Plan FY2018-19 | Section III | Page 63
Natural Resource Protection and Restoration
Project #: 80054
Fund: 10 – General Fund
Project Description
Develop an RFPQ and award consultant services to provide expertise in the management of grasslands and upland habitat
for badger and burrowing owl. Provide a detailed habitat suitability assessment (Districtwide) for badger and burrowing owl,
determine presence, use, and status of the species within the available habitat. Recommend specific management measures
to protect and enhance habitat. Project may involve genetic studies to determine viability of population(s). Project may also
involve banding and telemetry of burrowing owls to determine breeding locations (presumed to be off of District lands), to
allow for partnering to provide management of the species throughout the year (both breeding and non-breeding).
FY2018-19 Scope
Issue RFPQ for badger/burrowing owl assessment and begin fieldwork.
Badger/Burrowing Owl Habitat Assessment
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 100,000 75,000 75,000 0 250,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $100,000 $75,000 $75,000 $0 $250,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $100,000 $75,000 $75,000 $0 $250,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $100,000 $75,000 $75,000 $0 $250,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 64 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80055
Fund: 10 – General Fund
Project Description
Provide a literature search on the most effective methods of safely removing brush encroachment on high native
biodiversity areas. Provide a long-term plan for both Toto Ranch and rangeland areas of Purisima Creek Redwoods.
FY2018-19 Scope
Provide a literature search on the most effective methods of safely removing brush encroachment on high native
biodiversity areas. Provide a long-term plan for both Toto Ranch and rangeland areas of Purisima Creek Redwoods.
Brush Encroachment on Rangeland
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 40,000 0 0 0 40,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $40,000 $0 $0 $0 $40,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $40,000 $0 $0 $0 $40,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $40,000 $0 $0 $0 $40,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 65
Natural Resource Protection and Restoration
Project #: 80057
Fund: 10 – General Fund
Project Description
Complete and implement the District’s Climate Action Plan (projects will be implemented through CIAP on an ongoing
basis). Improve ongoing inventory and monitoring of the District’s GHG emissions. Assess resource vulnerability to
climate change impacts. Assess opportunities to improve landscape resilience and carbon sequestration, plan for
resulting resource management projects, and implement projects.
FY2018-19 Scope
Complete District’s Climate Action Plan and begin implementation. Improve ongoing inventory and monitoring of the
District’s GHG emissions. Hire consultant to advise on resource vulnerability to climate change impacts and assess
opportunities to improve landscape resilience and carbon sequestration.
Climate Action Plan
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 60,000 70,000 40,000 10,000 0 180,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 66 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80056
Fund: 10 – General Fund
Project Description
Develop operational plan for Cherry Springs water system.
FY2018-19 Scope
Develop operational plan for Cherry Springs water system.
Cherry Springs Lake Infrastructure Operations Plan
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 25,000 25,000 0 0 50,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $25,000 $25,000 $0 $0 $50,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $25,000 $25,000 $0 $0 $50,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $25,000 $25,000 $0 $0 $50,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 67
Natural Resource Protection and Restoration
Project #: 80058
Fund: 10 – General Fund
Project Description
Re-inventory reptile and amphibian species on District lands. The goal is to resurvey those sites visited by Seymour and
Westphal in 2000 and 2007 and fill in any data gaps focused on reptile and amphibian species occurrence on district
lands and to present management recommendations and monitoring guidelines. Survey efforts should be focused on
rare, protected and/or locally sensitive species and specific aquatic habitats. Goal is to survey all known ponds on
district lands (with some exceptions for those already well documented). Identify important breeding and dispersal
areas for the species. Project may include eDNA and pathogen sampling.
FY2018-19 Scope
Issue RFPQ, develop schedule and begin surveys.
Districtwide Pond Assessment
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 125,000 75,000 75,000 0 275,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $125,000 $75,000 $75,000 $0 $275,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $125,000 $75,000 $75,000 $0 $275,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $125,000 $75,000 $75,000 $0 $275,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 68 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80016-32
Fund: 10 – General Fund
Project Description
Study instream sediment to produce scientific report and analysis of the recently completed watershed protection
program. Reassess sediment monitoring pools,install stream gauges and data loggers, and measure sediment
transport and storage in pools.
FY2018-19 Scope
Complete first year of sediment and stream monitoring and data collection.
El Corte de Madera Creek Watershed Protection Plan Sediment Science
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 35,000 66,000 45,000 0 0 146,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $35,000 $66,000 $45,000 $0 $0 $146,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $35,000 $66,000 $45,000 $0 $0 $146,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $35,000 $66,000 $45,000 $0 $0 $146,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 69
Natural Resource Protection and Restoration
Project #: 80034-44
Fund: 10 – General Fund
Project Description
Develop State and Federal programmatic permits for compliance with Endangered Species and Clean Water Acts.
Facilitates streamlined implementation of MAA and non-MAA projects, resource protection, and partnering efforts.
FY2018-19 Scope
Begin programmatic permitting with U.S. Army Corps of Engineers and renewal of Regional Water Quality Control
Board routine maintenance agreement. Finish assessment of state and federal permitting evaluation to determine cost
and value of federal Habitat Conservation Plan and state Natural Community Conservation Plan.
Endangered Species Act Programmatic Permitting
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 9,240 56,500 100,000 100,000 50,000 75,000 390,740
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 3,883 0 0 0 0 0 3,883
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 70 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80059
Fund: 10 – General Fund
Project Description
Locate, assess, and decommission abandoned wells across the District to prevent groundwater contamination.
FY2018-19 Scope
Initiate process to locate, assess, and estimate costs for decommissioning all abandoned wells in the District.
Groundwater Well Decommissioning
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 10,000 26,000 0 0 36,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 60,000 0 0 60,000
Total $0 $0 $10,000 $86,000 $0 $0 $96,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $10,000 $86,000 $0 $0 $96,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $10,000 $86,000 $0 $0 $96,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 71
Natural Resource Protection and Restoration
Project #: 80060
Fund: 10 – General Fund
Project Description
Assist in the development of Santa Cruz Mountains Landscape Management Plan and assess species presence
and suitable habitats on District lands.
FY2018-19 Scope
Conduct nesting surveys at La Honda Creek and Purisima Creek Redwoods Open Space Preserves.
Marbled Murrelet Recovery Planning
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 25,485 30,000 40,000 25,000 0 120,485
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 72 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80003-10
Fund: 10 – General Fund
Project Description
Develop prescribed fire program for District lands and prepare environmental review. Prepare prescribed fire
program for suitable District lands. Hire consultant to design program and prepare environmental review.
FY2018-19 Scope
Develop RFPQ for CEQA consultant and fire ecologist. Secure approval of a project description.
Prescribed Fire Program Development
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 75,000 116,000 116,000 0 0 307,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 10,000 0 0 0 0 10,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $85,000 $116,000 $116,000 $0 $0 $317,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $85,000 $116,000 $116,000 $0 $0 $317,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $85,000 $116,000 $116,000 $0 $0 $317,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 73
Natural Resource Protection and Restoration
Project #: 80021-10
Fund: 10 – General Fund
Project Description
Develop pilot project to restore degraded forest habitat on District Open Space Preserves. Facilitates implementation
of MAA15 Regional Redwood Protection and Salmon Fishery Conservation.
FY2018-19 Scope
Working with Registered Professional Forester, conduct technical studies to support restoration forestry pilot project
and initiate plans to restore degraded forest land.
Restoration Forestry Demonstration Project
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 10,000 90,000 15,000 0 0 115,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $10,000 $90,000 $15,000 $0 $0 $115,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $10,000 $90,000 $15,000 $0 $0 $115,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $10,000 $90,000 $15,000 $0 $0 $115,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 74 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80052
Fund: 10 – General Fund
Project Description
Identify, monitor and report water use of District water rights for domestic, stock watering and resource preservation
purposes and ensure compliance with regulatory requirements in the San Gregorio Creek Watershed.
FY2018-19 Scope
Identify and begin implementation of priority water resources actions in the San Gregorio watershed.
San Gregorio Creek Adjudication Compliance
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 10,188 43,057 42,000 42,000 42,000 0 179,245
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 75
Natural Resource Protection and Restoration
Project #: 80061
Fund: 10 – General Fund
Project Description
Assess property and identify sensitive habitats, management actions and habitat enhancement opportunities
for rare species.
FY2018-19 Scope
Develop draft action plan to assess property and identify sensitive habitats, management actions, and habitat
enhancement opportunities for rare species protection. The resources plan will inform the Rangeland Management Plan.
Toto Ranch Resources Plan
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 30,000 0 0 0 30,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $30,000 $0 $0 $0 $30,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $30,000 $0 $0 $0 $30,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $30,000 $0 $0 $0 $30,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 76 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: 80062
Fund: 10 – General Fund
Project Description
The goal of the project is to determine what a coordinated, deliberate, and organized water quality monitoring
program would look like at the District. Figuring out what systems, processes, procedures, and staff resources
are necessary and for what specific water quality purposes is part of the goal.
FY2018-19 Scope
Create a list of water quality issues and constituents of concerns. Review current and upcoming water quality
regulations affecting the District’s lands and watersheds. Gather and analyze water quality programs in similar
agencies. Conduct limited stakeholder interviews with field and office staff involved in water quality, and bring
in outside technical experts to help advise.
Water Quality Monitoring Program
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 22,000 22,000 0 0 44,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $22,000 $22,000 $0 $0 $44,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $22,000 $22,000 $0 $0 $44,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $22,000 $22,000 $0 $0 $44,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 77
Natural Resource Protection and Restoration
Project #: 31403
Fund: 10 – General Fund
Project Description
Facilitate regular monitoring and annual reporting of the District’s water rights, and assess new water rights.
FY2018-19 Scope
Facilitate regular monitoring and annual reporting of the District’s water rights, and assess new water rights.
Water Rights Assessments, Monitoring, and Reporting
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 60,000 75,000 75,000 0 210,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $60,000 $75,000 $75,000 $0 $210,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $60,000 $75,000 $75,000 $0 $210,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $60,000 $75,000 $75,000 $0 $210,000
This project has no anticipated impact on the District’s Operating Budget.
Page 78 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: MAA03-003
Fund: 30 – Measure AA Capital
Project Description
To protect the Purisima Creek Riparian Area as it flows through the Bluebrush Canyon Area of the Purisima
Creek Redwoods Preserve.
FY2018-19 Scope
Construct cattle fencing along both sides of Purisima Creek and install gates at key access points.
Purisima Creek Fence Construction, Purisima Creek Redwoods
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 9,750 0 0 0 9,750
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 70,610 0 0 0 70,610
Total $0 $0 $80,360 $0 $0 $0 $80,360
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 80,360 0 0 0 80,360
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $80,360 $0 $0 $0 $80,360
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 79
Natural Resource Protection and Restoration
Project #: MAA05-002
Fund: 30 – Measure AA Capital
Project Description
Protect the riparian corridor and to provide a water source for cattle in the upper section of Pasture 3 at McDonald Ranch.
FY2018-19 Scope
Clean and repair existing springbox and connect water line to a cattle trough in Pasture 3 of McDonald Ranch.
Construct livestock fence on the south side of La Honda Creek. Includes on-call bio consultant for preconstruction
bio training and biological monitoring.
Upper La Honda Creek Grazing Infrastructure
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 7,300 0 0 0 7,300
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 30,915 0 52,038 0 0 0 82,953
Total $30,915 $0 $59,338 $0 $0 $0 $90,253
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 30,915 0 59,338 0 0 0 90,253
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $30,915 $0 $59,338 $0 $0 $0 $90,253
This project has no anticipated impact on the District’s Operating Budget.
Page 80 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: MAA09-001
Fund: 30 – Measure AA Capital
Project Description
Complete fencing and water system upgrades to increase conservation grazing at the Mindego Hill area of the Russian
Ridge Open Space Preserve by opening a new south pasture. This project includes the installation of a new water line,
two additional troughs, and the installation of a fence along the new southern pasture of the Mindego Ranch grazing
unit. Project execution is dependent on completion of the Russian Ridge Use and Management Plan amendment.
FY2018-19 Scope
Complete installation of new water line and two water troughs to open the south pasture.
Russian Ridge Grazing Infrastructure
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 6,000 7,150 1,725 0 0 14,875
8204 Permitting Fees 0 1,800 0 0 0 0 1,800
8205 Construction 38,668 47,500 69,000 69,000 5,000 0 229,168
Total $38,668 $55,300 $76,150 $70,725 $5,000 $0 $245,843
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 38,668 55,300 76,150 70,725 5,000 0 245,843
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $38,668 $55,300 $76,150 $70,725 $5,000 $0 $245,843
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 81
Natural Resource Protection and Restoration
Project #: MAA09-003
Fund: 30 – Measure AA Capital
Project Description
Hire Design-Build engineering consultants to implement projects for the enhancement of aquatic habitats for San Francisco
garter snake (SFGS), Western pond turtle, and California red-legged frog, following recommendations in the Mindego
SFGS Habitat Management Plan. Coordinate with regulatory agencies for permitting.
FY2018-19 Scope
Select Design-Build firm and award contract. Firm scope includes development of project designs, plans,
specifications, and permitting documents.
Russian Ridge Mindego Pond Improvement
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $11,140 $55,658 $0 $0 $0 $66,798
5000-
7000 Services and Supplies 0 1,000 0 0 0 0 1,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 25,000 0 0 0 25,000
8203 Inspection/Construction Monitoring 0 0 75,000 0 0 0 75,000
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 200,000 10,000 10,000 0 220,000
Total $0 $12,140 $355,658 $10,000 $10,000 $0 $387,798
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 12,140 355,658 10,000 10,000 0 387,798
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $12,140 $355,658 $10,000 $10,000 $0 $387,798
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 82 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: MAA20-001
Fund: 30 – Measure AA Capital
Project Description
Provide a safe wildlife passage along Highway 17 by constructing a new under or overcrossing between Los Gatos
and Lexington Reservoir. Develop project support with partners, stakeholders and the public. Develop project
alternatives and complete Caltrans project documentation (Project Study Report, PSR) in 2019. Begin CEQA review
and permitting process upon completion of PSR. Construction is expected to begin in future fiscal years, pending the
completion of CEQA and design.
FY2018-19 Scope
Oversee consultant preparation of Caltrans project study report. Continue to work with partners and stakeholders.
Wildlife Corridor: Highway 17 Crossing
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $47,160 $23,579 $0 $0 $0 $70,739
5000-
7000 Services and Supplies 0 1,200 0 0 0 0 1,200
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 137,644 2,500 200,000 52,500 287,500 0 680,144
8202 Environmental/Planning Services 51,528 4,500 5,000 100,000 0 0 161,028
8203 Inspection/Construction Monitoring 0 0 0 0 0 425,000 425,000
8204 Permitting Fees 0 0 0 0 22,000 0 22,000
8205 Construction 0 0 0 0 0 8,000,000 8,000,000
Total $189,172 $55,360 $228,579 $152,500 $309,500 $8,425,000 $9,360,111
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 189,172 55,360 228,579 152,500 309,500 3,425,000 4,360,111
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 5,000,000 5,000,000
Total $189,172 $55,360 $228,579 $152,500 $309,500 $8,425,000 $9,360,111
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 83
Natural Resource Protection and Restoration
Project #: MAA21-007
Fund: 30 – Measure AA Capital
Project Description
Implement targeted treatments under Integrated Pest Management (IPM) Plan to control invasive weed populations at
Bear Creek Redwoods, and to facilitate opening preserve for public access. Implement second year of targeted weed
treatments at Bear Creek Redwoods to restore native habitats along roads and trails. Project is expected to require five
years of treatment before habitats are restored to maintenance levels.
FY2018-19 Scope
Implement third year of targeted weed treatments at Bear Creek Redwoods to restore native habitats along roads
and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels.
Develop RFPQ for the final two years of invasive work.
Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $21,254 $1,226 $0 $0 $0 $22,480
5000-
7000 Services and Supplies 908 0 0 0 0 0 908
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 25,000 0 0 0 0 0 25,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 163,834 348,350 317,450 263,050 50,000 50,000 1,192,684
Total $189,741 $369,604 $318,676 $263,050 $50,000 $50,000 $1,241,071
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 189,741 169,604 118,676 63,050 0 25,000 566,071
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 200,000 200,000 200,000 50,000 25,000 675,000
Total $189,741 $369,604 $318,676 $263,050 $50,000 $50,000 $1,241,071
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 84 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: MAA21-008
Fund: 30 – Measure AA Capital
Project Description
Implement recommendations from Ponds Assessment developed for Bear Creek Redwoods (BCR). Phase I project is Mud
Lake outflow and culvert repairs, Phase II may involve lower lake repairs. Upper lake outfall connection to Webb Creek
is being run with the BCR Phase II undercrossing project (not accounted for in this spreadsheet). Continue to establish
water rights for anticipated water resources and use at Bear Creek Redwoods Preserve.
FY2018-19 Scope
Complete Mud Lake (Phase I of ponds assessment), including local, state, and federal permitting, along with
developing and releasing a Request for Bids to complete the project.
Bear Creek Redwoods – Ponds Restoration and Water Rights
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $13,368 $17,445 $15,000 $0 $0 $45,813
5000-
7000 Services and Supplies 0 100 0 0 0 0 100
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 89,998 48,090 27,000 35,000 0 0 200,088
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 15,000 100,000 0 0 115,000
8204 Permitting Fees 0 0 20,000 0 0 0 20,000
8205 Construction 0 0 50,000 247,500 0 0 297,500
Total $89,998 $61,558 $129,445 $397,500 $0 $0 $678,501
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 89,998 61,558 129,445 397,500 0 0 678,501
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $89,998 $61,558 $129,445 $397,500 $0 $0 $678,501
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 85
Natural Resource Protection and Restoration
Project #: MAA21-010
Fund: 30 – Measure AA Capital
Project Description
Conduct investigation to assess and characterize landfill for potential toxic substances, develop remediation plan
and CEQA analysis, and implement remediation, to facilitate opening BCR for public access.
FY2018-19 Scope
Develop RFP, hire consultant, conduct sampling, complete landfill characterization, and prepare final report
with recommendations and cost estimates.
Bear Creek Redwoods Landfill Characterization and Remediation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $27,736 $0 $0 $0 $27,736
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 100,000 100,000 50,000 0 250,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 500,000 0 500,000
Total $0 $0 $127,736 $100,000 $550,000 $0 $777,736
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 127,736 100,000 550,000 0 777,736
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $127,736 $100,000 $550,000 $0 $777,736
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 86 | Section III | Budget and Action Plan FY2018-19
Natural Resource Protection and Restoration
Project #: MAA22-001
Fund: 30 – Measure AA Capital
Project Description
Implement habitat improvements along 0.75-mile of Hendry’s Creek and tributaries within the freshwater wetland
mitigation easement held by Santa Clara Valley Water District (SCVWD). The project is funded in part by SCVWD
Wildlife Habitat Restoration Program (Project D3) grant, and is subject to a grant deadline of June 2019.
FY2018-19 Scope
Complete construction and earthmoving work with permitting oversight and biological monitoring.
Hendry’s Creek Property Land Restoration
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $1,430 $29,434 $132,920 $0 $0 $0 $163,784
5000-
7000 Services and Supplies (135) 8,700 0 0 0 0 8,565
8101 Real Estate Services 5,579 0 0 0 0 0 5,579
8201 Architect/Engineering Services 13,045 7,000 5,750 0 0 0 25,795
8202 Environmental/Planning Services 51,296 5,560 93,300 0 0 0 150,156
8203 Inspection/Construction Monitoring 15,540 0 86,250 0 0 0 101,790
8204 Permitting Fees 13,762 0 0 0 0 0 13,762
8205 Construction 0 15,000 276,000 98,440 0 0 389,440
Total $100,516 $65,694 $594,220 $98,440 $0 $0 $858,870
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $562 $0 $0 $0 $0 $0 $562
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 59,954 29,434 136,680 98,440 0 0 324,508
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 40,000 36,260 457,540 0 0 0 533,800
Total $100,516 $65,694 $594,220 $98,440 $0 $0 $858,870
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 87
Natural Resource Protection and Restoration
Project #: 61008
Fund: 40 – General Fund Capital
Project Description
This project will improve fire and road safety in Los Trancos Preserve next to Page Mill Road, by removing approximately
one hundred mature eucalyptus trees in Los Trancos Preserve. The District will contract with Santa Clara County Fire
Safe Council for tree removal. District funding is a match for grant funding received by Santa Clara County Fire Safe
Council to complete additional vegetation management along Page Mill Road as well as other projects throughout
the County.
FY2018-19 Scope
Submit and complete the required permits and begin tree removal.
Los Trancos – Page Mill Eucalyptus Removal
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 15,000 15,000 0 0 30,000
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 51,000 109,250 109,250 0 0 269,500
Total $0 $51,000 $124,250 $124,250 $0 $0 $299,500
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 51,000 124,250 124,250 0 0 299,500
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $51,000 $124,250 $124,250 $0 $0 $299,500
This project has no anticipated impact on the District’s Operating Budget.
Page 88 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
Cooley Landing Park Business and Operation Plan $130,000 $0 $0 $130,000
Rancho San Antonio (RSA) Carrying Capacity and Multimodal
Access Study (Supports MAA Portfolio 11) 81,000 0 0 81,000
Co-Host Special Park Districts Forum 80,000 0 0 80,000
Develop District Strategic Communications Plan 100,000 0 0 100,000
Subtotal: Fund 10 – General Fund Operating Projects 391,000 0 0 391,000
MAA02-001: Cooley Landing Interpretative Facilities Design
and Implementation 1,092,852 0 0 1,092,852
MAA02-002: Ravenswood Bay Trail Design and Implementation 264,038 3,198,000 0 3,462,038
MAA03-005: Purisima Uplands Public Access Site Plan
and Trail Connection 95,986 270,000 70,000 435,986
MAA04-004: El Corte de Madera Oljon Trail Implementation 363,722 0 0 363,722
MAA05-005: La Honda Creek Red Barn Parking Area and Easy Trail 358,738 363,600 230,000 952,338
MAA05-007: Upper La Honda Creek Phase II Trail Connections 198,062 448,500 240,000 886,562
MAA05-008: La Honda Creek White Barn Structural Rehabilitation 218,777 115,000 0 333,777
MAA06-002: Hawthorns Public Access Site Plan and CEQA 161,247 20,000 0 181,247
MAA07-011: Lower La Honda Creek Phase II Loop Trails 154,100 200,000 200,000 554,100
MAA10-001: Alpine Road Regional Trail – Coal Creek 278,557 320,000 820,000 1,418,557
MAA11-002: Deer Hollow Farm – White Barn Rehabilitation 55,688 453,000 0 508,688
MAA17-004: Stevens Creek Nature Trail Bridges – Monte Bello 366,812 0 0 366,812
MAA20-002: Bay Area Ridge Trail: Highway 17 Crossing 201,970 152,500 309,500 663,970
MAA21-003: Bear Creek Redwoods Water System 147,871 750,000 0 897,871
MAA21-004: Bear Creek Redwoods – Stables Site Plan Implementation 563,518 87,000 6,580,000 7,230,518
MAA21-005: Bear Creek Redwoods Public Access 3,165,179 0 0 3,165,179
MAA21-006: Bear Creek Redwoods – Alma College Site
Rehabilitation Plan 3,395,143 2,057,800 0 5,452,943
MAA21-009: Bear Creek Redwoods – Webb Creek Bridge 424,000 0 0 424,000
MAA22-004: Beatty Property – Parking Area and Trail Connections 119,602 113,500 55,750 288,852
MAA23-004: Mt. Umunhum Summit Restoration, Parking
and Landing Zone 40,000 0 0 40,000
Subtotal: Fund 30 – Measure AA Capital Projects 11,665,862 8,548,900 8,505,250 28,720,012
Saratoga-to-Sea Regional Trail Connection (Supports MAA18-002) 265,000 TBD 0 265,000
Bay Area Ridge Trail: Highway 17 Crossing 34,000 24,000 0 58,000
Purisima 1 Bridge Redecking 79,550 0 0 79,550
Bear Creek Stables Site Plan Implementation 0 0 50,000 50,000
Multi-Use Trail, Bear Creek Redwoods OSP (Supports MAA21) 166,750 103,500 661,250 931,500
Public Loop Trail connecting to the Stables, Bear Creek
Redwoods OSP (Supports MAA21) 80,500 138,000 132,250 350,750
Briggs Creek Trail, Bear Creek Redwoods OSP (Supports MAA21) 57,500 724,500 86,250 868,250
Alma College Loop Trail, Bear Creek Redwoods OSP
(Supports MAA21) 17,250 48,300 0 65,550
Subtotal: Fund 40 – General Fund Capital Projects 700,550 1,038,300 929,750 2,668,600
Total Public Access, Education, and Outreach $12,757,412 $9,587,200 $9,435,000 $31,779,612
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Budget and Action Plan FY2018-19 | Section III | Page 89
Public Access, Education, and Outreach
Project #: 31801
Fund: 10 – General Fund
Project Description
Continue to support the City of East Palo Alto’s efforts to recruit and select an operator to provide environmental
stewardship programing at Cooley Landing that is reflective of the community’s culture. The District will fund the
preparation of a business plan to support the public programming that will be provided by the new operator, as
well as fund the preparation of an operating plan for the larger park to support the City with its long-term park
operations and management.
FY2018-19 Scope
Partner with City of East Palo Alto to develop a business and operating plan for Cooley Landing Park.
Cooley Landing Park Business and Operation Plan
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 70,000 130,000 0 0 0 200,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $70,000 $130,000 $0 $0 $0 $200,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $20,000 $130,000 $0 $0 $0 $150,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 50,000 0 0 0 0 50,000
Total $0 $70,000 $130,000 $0 $0 $0 $200,000
This project has no anticipated impact on the District’s Operating Budget.
Page 90 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: VP11-001
Fund: 10 – General Fund
Project Description
To fulfill Vision Plan priority action #11, this project engages stakeholders and partner agencies in exploring
non-motorized mobility, transit options and parking alternatives for Rancho San Antonio. Currently underway,
this project would provide high beneficial impact for recreational users and leverage partnerships.
FY2018-19 Scope
Pre-planning analysis and studies, stakeholder engagement.
Rancho San Antonio (RSA) Carrying Capacity and Multimodal Access Study
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 81,000 0 0 0 81,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $81,000 $0 $0 $0 $81,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $81,000 $0 $0 $0 $81,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $81,000 $0 $0 $0 $81,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 91
Public Access, Education, and Outreach
Project #: 40008
Fund: 10 – General Fund
Project Description
Co-host the 2019 Special Park Districts Forum May 6 – 9, 2019 with East Bay Parks.
FY2018-19 Scope
Organize and guide tours of various preserves.
Co-Host Special Park Districts Forum
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 80,000 0 0 0 80,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $80,000 $0 $0 $0 $80,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $80,000 $0 $0 $0 $80,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $80,000 $0 $0 $0 $80,000
This project has no anticipated impact on the District’s Operating Budget.
Page 92 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: 40009
Fund: 10 – General Fund
Project Description
Develop a strategy for internal and external communication, including communication goals and objectives,
audiences, messages, outreach and tools.
FY2018-19 Scope
Identify and hire consultant for project, and develop strategic communication plan and implementation plan.
Develop District Strategic Communications Plan
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 100,000 0 0 0 100,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $100,000 $0 $0 $0 $100,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $100,000 $0 $0 $0 $100,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $100,000 $0 $0 $0 $100,000
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 93
Public Access, Education, and Outreach
Project #: MAA02-001
Fund: 30 – Measure AA Capital
Project Description
Working in partnership with City of East Palo Alto, complete the final phases of Cooley Landing Park – Phases IV and V.
FY2018-19 Scope
Work with the City of East Palo Alto to implement the remaining site improvements related to Cooley Landing Park.
Continue to coordinate reimbursement of eligible expenses incurred by the City. Continue to provide technical assistance.
Per the City, construction will begin summer 2018 and must be completed by June 30, 2019 to meet requirements of
the City’s $5M Prop 84 Statewide Park Development and Community Revitalization Program Round 2 grant. Grassroots
Ecology will complete habitat restoration work (Year 3 of 3) currently funded by MAA funds.
Cooley Landing Interpretative Facilities Design and Implementation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 182,148 35,000 0 0 0 217,148
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 34,501 30,000 1,057,852 0 0 0 1,122,353
Total $34,501 $212,148 $1,092,852 $0 $0 $0 $1,339,501
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 34,501 212,148 1,092,852 0 0 0 1,339,501
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $34,501 $212,148 $1,092,852 $0 $0 $0 $1,339,501
This project has no anticipated impact on the District’s Operating Budget.
Page 94 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA02-002
Fund: 30 – Measure AA Capital
Project Description
Complete 0.6-mile gap in the Bay Trail (Ravenswood Bay Trail) to the north of Ravenswood Open Space Preserve through
highly regulated, environmentally sensitive wetlands. The project completes a gap in the San Francisco Bay Trail by
connecting the existing Bay Trail along University Avenue and the existing unpaved multi-purpose trail in the Ravenswood
Open Space Preserve and the City of East Palo Alto’s Cooley Landing, opening up 80 miles of continuous Bay Trail.
The scope of work includes conceptual design, environmental review, geotechnical engineering and construction
documents and permitting (obtaining all necessary resource agency and regulatory agency permits to construct the
Ravenswood Bay Trail). The scope of construction will include a bridge, boardwalk, trail, and pavement striping.
All work is anticipated to be complete by 2020.
FY2018-19 Scope
Complete construction documents and all permitting (building and resource agencies).
Ravenswood Bay Trail Design and Implementation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $18,084 $2,600 $19,038 $24,000 $0 $0 $63,722
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 31,964 0 0 0 0 0 31,964
8201 Architect/Engineering Services 186,554 204,000 135,000 57,500 0 0 583,054
8202 Environmental/Planning Services 0 59,000 34,000 100,000 0 0 193,000
8203 Inspection/Construction Monitoring 0 6,000 5,000 114,000 0 0 125,000
8204 Permitting Fees 2,310 2,400 71,000 0 0 0 75,710
8205 Construction 0 0 0 2,902,500 0 0 2,902,500
Total $238,912 $274,000 $264,038 $3,198,000 $0 $0 $3,974,950
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 134,574 74,000 64,038 2,302,338 0 0 2,574,950
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 104,338 200,000 200,000 895,662 0 0 1,400,000
Total $238,912 $274,000 $264,038 $3,198,000 $0 $0 $3,974,950
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 95
Public Access, Education, and Outreach
Project #: MAA03-005
Fund: 30 – Measure AA Capital
Project Description
This is a partnership opportunity with Peninsula Open Space Trust (POST) to complete an important regional trail
connection from Purisima Creek Open Space Preserve to the Coastal Trail.
FY2018-19 Scope
Pending acquisition of land rights, initiate a feasibility analysis in collaboration with POST to study staging area
alternatives to facilitate the Purisima-to-the-Sea regional trail connection and perform preliminary field reconnaissance
for potential trail alignment depending on location of proposed parking area. The District to provide technical assistance
to POST and San Mateo County during preliminary discussions about environmental review, initiate cultural resource
and biological assessments and perform baseline biological surveys within areas of future restoration work.
Purisima Uplands Parking Area and Trail Connections
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $1,100 $986 $0 $0 $0 $2,086
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 30,000 0 0 0 30,000
8202 Environmental/Planning Services 0 9,000 65,000 20,000 20,000 20,000 134,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 250,000 50,000 100,000 400,000
Total $0 $10,100 $95,986 $270,000 $70,000 $120,000 $566,086
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 95,986 270,000 70,000 120,000 555,986
40 GF – Capital 0 10,100 0 0 0 0 10,100
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $10,100 $95,986 $270,000 $70,000 $120,000 $566,086
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 96 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA04-004
Fund: 30 – Measure AA Capital
Project Description
Completion of Phase III and IV of the Oljon Trail connecting Steam Donkey Trail to the Springboard Trail, which is
the final trail construction/restoration associated with Watershed Protection Program.
FY2018-19 Scope
Construct Oljon Trail and retire Steam Donkey Trail.
El Corte de Madera Oljon Trail Implementation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $4,785 $350,940 $241,872 $0 $0 $0 $597,597
5000–
7000 Services and Supplies 0 3,600 0 0 0 0 3,600
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 25,930 6,000 11,500 0 0 0 43,430
8202 Environmental/Planning Services 0 0 8,000 0 0 0 8,000
8203 Inspection/Construction Monitoring 0 30,000 16,100 0 0 0 46,100
8204 Permitting Fees 13,653 0 0 0 0 0 13,653
8205 Construction 0 103,500 86,250 0 0 0 189,750
Total $44,368 $494,040 $363,722 $0 $0 $0 $902,130
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 44,368 494,040 363,722 0 0 0 902,130
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $44,368 $494,040 $363,722 $0 $0 $0 $902,130
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 97
Public Access, Education, and Outreach
Project #: MAA05-005
Fund: 30 – Measure AA Capital
Project Description
The scope of the project includes completion of the concept design, environmental review, construction documentation,
permitting, and development of a new public access area planned at the Red Barn area of La Honda Creek Preserve.
On-going site assessment work (cultural resources, traffic, biological, geotechnical, etc.) will support the environmental
review and preliminary permitting.
FY2018-19 Scope
Pending Board approval of a project description, complete the environmental review, conduct additional public outreach,
conduct additional technical studies and secure Board approval of the site plans.
La Honda Creek Red Barn Parking Area and Easy Access Trail
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $11,791 $2,500 $24,738 $20,000 $0 $0 $59,029
5000–
7000 Services and Supplies 18 3,500 0 0 0 0 3,518
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 190,117 84,000 153,000 97,000 0 0 524,117
8202 Environmental/Planning Services 15,029 30,000 0 0 0 0 45,029
8203 Inspection/Construction Monitoring 0 0 30,000 92,400 30,000 0 152,400
8204 Permitting Fees 0 0 6,000 4,200 0 0 10,200
8205 Construction 0 0 145,000 150,000 200,000 5,000,000 5,495,000
Total $216,955 $120,000 $358,738 $363,600 $230,000 $5,000,000 $6,289,293
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 216,955 120,000 358,738 363,600 230,000 5,000,000 6,289,293
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $216,955 $120,000 $358,738 $363,600 $230,000 $5,000,000 $6,289,293
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 98 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA05-007
Fund: 30 – Measure AA Capital
Project Description
Phase 2 Trail Design and Implementation – Red Barn to Main Ranch Road (connects to La Honda Creek loop). This is the
middle section of a three-part trail planning effort. The lower section is MAA007, La Honda Creek Loop Trail from Sears
Ranch Road Parking Area. The upper section is Trail 4 connection to Dyer Ranch Area. There is also an easy-access trail
loop at the Red Barn Area.
The project includes planning, technical studies (biological, cultural, geotechnical), design, and implementation for a portion
of the Phase II Trails identified in the La Honda Creek Open Space Preserve Master Plan. These trails will connect the
Red Barn area to former Dyer Ranch area and former Driscoll Ranch area once implemented. Connection will be made
by one of two alternate routes in the Master Plan (Trail 5 connection to Driscoll Ranch via main Ranch Road or Trail
9 Weeks Creek). At least one long-span (100’) bridge and/or long retaining wall will be required, depending on route.
FY2018-19 Scope
Project includes pre-planning for opportunities and constraints, data collection and technical studies,
and preliminary trail design.
Upper La Honda Creek Phase II Trail Connections
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $37,062 $300,000 $150,000 $0 $487,062
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 80,000 0 0 0 80,000
8202 Environmental/Planning Services 0 0 42,000 0 0 0 42,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 39,000 0 0 0 39,000
8205 Construction 0 0 0 148,500 90,000 0 238,500
Total $0 $0 $198,062 $448,500 $240,000 $0 $886,562
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 198,062 448,500 240,000 $0 886,562
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $198,062 $448,500 $240,000 $0 $886,562
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 99
Public Access, Education, and Outreach
Project #: MAA05-008
Fund: 30 – Measure AA Capital
Project Description
A qualified architectural historian will assess the condition and historical significance of the white barn and redwood
cabin. The assessment will also include the potential significance of nearby structures and related landscape features, such
as fencing. A structural engineer will assess the integrity of the building to determine the need for structural improvements
and/or repairs. Complete assessment is anticipated to begin in Fall 2017. Biological consultant to assess the structures for
nesting birds, bats, and rats to inform inspections and species requirements for structural improvements. Construction for
the white barn scheduled for FY2018-19 and redwood cabin for future years.
FY2018-19 Scope
Proceed to design and assess availability of Skyline crew to perform the work. Construction for the white barn will
be contracted through public bidding process if Skyline crew doesn’t have availability.
La Honda Creek White Barn Structural Rehabilitation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $800 $3,777 $0 $0 $0 $4,577
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 28,800 50,000 0 0 0 78,800
8202 Environmental/Planning Services 0 12,000 10,000 0 0 0 22,000
8203 Inspection/Construction Monitoring 0 0 15,000 15,000 0 0 30,000
8204 Permitting Fees 0 0 15,000 0 0 0 15,000
8205 Construction 0 0 125,000 100,000 0 0 225,000
Total $0 $41,600 $218,777 $115,000 $0 $0 $375,377
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 41,600 218,777 115,000 0 0 375,377
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $41,600 $218,777 $115,000 $0 $0 $375,377
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 100 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA06-002
Fund: 30 – Measure AA Capital
Project Description
Fulfill an opportunity to develop a public access site plan for the Hawthorns Historic Complex property in combination with
the Town of Portola Valley’s request to realign/widen the existing Alpine Road trail (Partnership Project). In coordination with
POST, Real Property and Land and Facilities, initiate negotiations with the Town of Portola Valley (Town) for partnership
on Alpine Road Trail widening/realignment. Develop public access opportunities and constraints and conceptual Site
Plan alternatives. Coordinate with POST, Town and stakeholders; conduct public outreach and engagement.
The scope will include assessment work (cultural resources, traffic, biological), as well as conceptual site planning by a
planning/landscape architecture consultant. Public input opportunities are anticipated to be in the form of neighborhood,
Planning and Natural Resources Committee (PNR) meetings and Board workshops. Board approval of a conceptual site
plan and a project description for environmental review is expected in Spring 2019, after which the environmental
review process would begin.
FY2018-19 Scope
Complete feasibility and parking demand studies; present project goals to PNR Committee on site. If feasible and
confirmed by PNR, contract design team to develop schematic plans for the Alpine Road Trail widening, a parking lot,
and interior loop trail. Continue to gather public input and initiate CEQA.
Hawthorns Public Access Site Plan and CEQA
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $2,600 $13,247 $0 $0 $0 $15,847
5000–
7000 Services and Supplies 0 2,000 0 0 0 0 2,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 60,000 20,000 0 0 80,000
8202 Environmental/Planning Services 0 114,000 85,000 0 0 0 199,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 3,000 0 0 0 3,000
8205 Construction 0 0 0 0 0 0 0
Total $0 $118,600 $161,247 $20,000 $0 $0 $299,847
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 118,600 161,247 20,000 0 0 299,847
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $118,600 $161,247 $20,000 $0 $0 $299,847
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 101
Public Access, Education, and Outreach
Project #: MAA07-011
Fund: 30 – Measure AA Capital
Project Description
Design, permit, and construct two loop trails off of the Harrington Creek Trail, in lower La Honda Creek OSP, Sears Ranch
area. The first 1.5-mile section of trail will be designated as hiking and equestrian only and is targeted to meet federal
Accessibility Guidelines for Outdoor Developed Areas. The second, two-mile trail segment would be designated as
multi-use, providing the Preserve’s first bicycle access. The trails will require several new creek crossings which will likely be
subject to individual permits from California Department of Fish and Wildlife (CDFW), as well as substantial retaining wall(s).
FY2018-19 Scope
Complete engineering geological assessment, plans, and specifications for the two retaining walls, bridges, and any
other required structures. Submit for grading and CDFW permits.
Lower La Honda Creek Phase II Loop Trails
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $15,000 $100,000 $100,000 $50,000 $265,000
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 33,000 0 0 0 33,000
8201 Architect/Engineering Services 0 40,000 57,100 0 0 0 97,100
8202 Environmental/Planning Services 0 18,000 24,000 0 0 0 42,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 25,000 0 0 0 25,000
8205 Construction 0 0 0 100,000 100,000 50,000 250,000
Total $0 $58,000 $154,100 $200,000 $200,000 $100,000 $712,100
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 58,000 154,100 200,000 200,000 100,000 712,100
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $58,000 $154,100 $200,000 $200,000 $100,000 $712,100
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 102 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA10-001
Fund: 30 – Measure AA Capital
Project Description
Reopen Alpine Road Regional Trail for visitor use. Continue discussions with San Mateo County regarding required
repairs and possible cost sharing. Dependent on discussions with the county, perform assessment work, initiate CEQA
and apply for regulatory agency permits. Implement culvert and road repairs after CEQA and permitting is complete.
FY2018-19 Scope
Secure a permit-to-enter with San Mateo County to further develop design documents and seek cost sharing agreement.
Initiate the necessary studies to prepare CEQA document. Once the CEQA process has commenced, staff will prepare
the regulatory permit applications.
Alpine Road Regional Trail, Coal Creek
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $20,157 $50,000 $50,000 $0 $120,157
5000–
7000 Services and Supplies 0 28,800 5,000 0 0 0 33,800
8101 Real Estate Services 16,944 0 0 0 0 0 16,944
8201 Architect/Engineering Services 0 0 120,000 0 0 0 120,000
8202 Environmental/Planning Services 0 0 109,250 0 0 0 109,250
8203 Inspection/Construction Monitoring 0 0 0 20,000 20,000 0 40,000
8204 Permitting Fees 0 0 24,150 0 0 0 24,150
8205 Construction 0 30,000 0 250,000 750,000 750,000 1,780,000
Total $16,944 $58,800 $278,557 $320,000 $820,000 $750,000 $2,244,301
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 16,944 58,800 278,557 320,000 820,000 750,000 2,244,301
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $16,944 $58,800 $278,557 $320,000 $820,000 $750,000 $2,244,301
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 103
Public Access, Education, and Outreach
Project #: MAA11-002
Fund: 30 – Measure AA Capital
Project Description
In collaboration with City of Mountain View and other partners, complete historic and structural assessments to inform
design of site improvements, including barn repairs using donation funding (Partnership Project). Complete historic
and structural assessment for stabilization of the White Barn. Coordinate with City on scoping, consultant selection,
review and deliverables.
A qualified architectural historian will assess the condition of the White Barn, and its historical significance. A structural
engineer will assess the integrity of the building to determine the need and estimated costs for structural improvements
and/or repairs. The assessment will help inform the design for refurbishment of the existing barn that would be used for
public interpretation, as well as ongoing management of Deer Hollow Farm. Biologist to review the barn for nesting birds,
bats, and rats that may constrain any needed structural inspections/improvements.
FY2018-19 Scope
Select consultant to provide construction documents on the barn repairs and begin permitting process.
Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $1,000 $10,688 $15,000 $0 $0 $26,688
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 24,000 35,000 0 0 0 59,000
8202 Environmental/Planning Services 0 12,000 0 10,000 0 0 22,000
8203 Inspection/Construction Monitoring 0 0 10,000 5,000 0 0 15,000
8204 Permitting Fees 0 0 0 8,000 0 0 8,000
8205 Construction 0 0 0 415,000 0 0 415,000
Total $0 $37,000 $55,688 $453,000 $0 $0 $545,688
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 37,000 20,688 188,000 0 0 245,688
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 35,000 265,000 0 0 300,000
Total $0 $37,000 $55,688 $453,000 $0 $0 $545,688
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 104 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA17-004
Fund: 30 – Measure AA Capital
Project Description
This project will install a new pedestrian bridge over Steven’s Creek where currently there is a wet crossing, and will
remove and replace an existing pedestrian bridge with a longer bridge on an unnamed tributary of Steven’s Creek in
Monte Bello OSP.
FY2018-19 Scope
Perform required demolition and construction of two bridges with a minor trail alignment.
Stevens Creek Nature Trail Bridges, Monte Bello
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $6,857 $67,465 $117,512 $0 $0 $0 $191,834
5000–
7000 Services and Supplies 0 45,500 0 0 0 0 45,500
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 20,976 0 11,500 0 0 0 32,476
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 74,400 117,800 0 0 0 192,200
8204 Permitting Fees 13,249 1,200 0 0 0 0 14,449
8205 Construction 0 115,000 120,000 0 0 0 235,000
Total $238,912 $41,082 $303,565 $366,812 $0 $0 $0 $711,459
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 41,082 303,565 366,812 0 0 0 711,459
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $41,082 $303,565 $366,812 $0 $0 $0 $711,459
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 105
Public Access, Education, and Outreach
Project #: MAA20-002
Fund: 30 – Measure AA Capital
Project Description
Work with public agency land owners to obtain trail easements for a crossing of Highway 17. Provide trail planning support
for the wildlife and regional trail crossing along Highway 17 in the Los Gatos/Lexington Reservoir area (MAA20-001:
Wildlife Corridor). Continue engagement and collaboration with regional partners, stakeholders, and regulatory agencies.
Based on results of work within the MAA20-001 project, support completion of Caltrans project documentation (Project
Study Report – PSR) expected to be complete by Spring 2019, and will include initial environmental review.
FY2018-19 Scope
Pre-planning, trail scouting, initial coordination with Caltrans.
Bay Area Ridge Trail: Highway 17 Crossing
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $317 $0 $1,970 $0 $0 $0 $2,287
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 123,000 200,000 52,500 287,500 0 663,000
8202 Environmental/Planning Services 0 61,800 0 100,000 2,000 0 163,800
8203 Inspection/Construction Monitoring 0 0 0 0 0 425,000 425,000
8204 Permitting Fees 0 0 0 20,000 0 20,000
8205 Construction 0 0 0 0 0 16,000,000 16,000,000
Total $317 $184,800 $201,970 $152,500 $309,500 $16,425,000 $17,274,087
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 317 184,800 201,970 152,500 309,500 11,425,000 12,274,087
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 5,000,000 5,000,000
Total $317 $184,800 $201,970 $152,500 $309,500 $16,425,000 $17,274,087
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 106 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA21-003
Fund: 30 – Measure AA Capital
Project Description
Completion of fire and potable water infrastructure for the Bear Creek Redwoods stables improvements. Work will include
design and construction of the water infrastructure from the lateral installed in near gate BC01 to the stables. New water
infrastructure will include water transmission pipe, fire and potable water tanks, booster pump, hydrant, valves, and other
appurtenances. All work is anticipated to be completed by 2020.
FY2018-19 Scope
Coordinate with stables design team to develop water demands and provide construction documents.
Bear Creek Redwoods Water System
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $27,007 $0 $10,071 $0 $0 $0 $37,078
5000–
7000 Services and Supplies 58,067 6,400 0 0 0 0 64,467
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 13,125 0 0 0 0 0 13,125
8202 Environmental/Planning Services 0 28,800 30,400 0 0 0 59,200
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 44,400 32,400 0 0 0 76,800
8205 Construction 4,500 57,500 75,000 750,000 0 0 887,000
Total $238,912 $102,699 $137,100 $147,871 $750,000 $0 $0 $1,137,670
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 102,699 137,100 147,871 750,000 0 0 1,137,670
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $102,699 $137,100 $147,871 $750,000 $0 $0 $1,137,670
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 107
Public Access, Education, and Outreach
Project #: MAA21-004
Fund: 30 – Measure AA Capital
Project Description
Design and implement Bear Creek Stables improvements to protect the site’s natural resources, increase public access,
and allow for the creation of a management agreement between the District and a long-term tenant. Improvements will
be implemented according to the approved Bear Creek Redwoods Preserve Plan.
FY2018-19 Scope
Development of construction documents is expected to continue through summer 2019. Project schedule and
FY2018-19 scope may change based on Board feedback, based on review scheduled for early summer 2018.
Bear Creek Stables Site Plan Implementation
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $7,554 $2,600 $2,518 $0 $0 $0 $12,672
5000–
7000 Services and Supplies 0 3,000 0 0 0 0 3,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 182,408 120,000 425,000 15,000 130,000 0 872,408
8202 Environmental/Planning Services 0 30,000 10,000 0 0 0 40,000
8203 Inspection/Construction Monitoring 0 0 60,000 48,000 0 0 108,000
8204 Permitting Fees 0 0 66,000 24,000 0 0 90,000
8205 Construction 0 0 0 0 6,500,000 1,000,000 7,500,000
Total $189,962 $155,600 $563,518 $87,000 $6,630,000 $1,000,000 $8,626,080
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 189,962 155,600 563,518 87,000 1,580,000 0 2,576,080
40 GF – Capital 0 0 0 0 50,000 450,000 500,000
XX Grants/Partnerships/Other 0 0 0 0 5,000,000 550,000 5,550,000
Total $189,962 $155,600 $563,518 $87,000 $6,630,000 $1,000,000 $8,626,080
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 108 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA21-005
Fund: 30 – Measure AA Capital
Project Description
Construct new public access facilities and improve/enhance natural resources to open west side of preserve to public access.
FY2018-19 Scope
The scope of the project includes the new parking lot, installation of new vault toilets (restrooms), an accessible
pathway around the adjacent pond, and improvements to the existing patrol road on the west side of the preserve
including a new retaining wall.
Bear Creek Redwoods Public Access
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $38,398 $393,846 $271,529 $0 $0 $0 $703,773
5000–
7000 Services and Supplies 0 10,000 18,000 0 0 0 28,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 310,933 99,600 105,000 0 0 0 515,533
8202 Environmental/Planning Services 25,596 159,020 214,000 0 0 0 398,616
8203 Inspection/Construction Monitoring 0 170,400 63,000 0 0 0 233,400
8204 Permitting Fees 7,584 115,920 5,000 0 0 0 128,504
8205 Construction 0 778,150 2,488,650 0 0 0 3,226,800
Total $382,511 $1,726,936 $3,165,179 $0 $0 $0 $5,274,626
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 382,511 1,726,936 3,165,179 0 0 0 5,274,626
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $382,511 $1,726,936 $3,165,179 $0 $0 $0 $5,274,626
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 109
Public Access, Education, and Outreach
Project #: MAA21-006
Fund: 30 – Measure AA Capital
Project Description
Alma College cleanup, site security (including fencing and disposition), and site stabilization.
FY2018-19 Scope
If project scope is confirmed by the Planning and Natural Resources Committee in FY2018 Q4, complete construction
documents and obtain demolition/landmark alteration permit from Santa Clara County; release RFB and award contract;
complete hazardous materials abatement, demolition, and stabilization of the chapel and old library. Initiate site work.
Bear Creek Redwoods – Alma College Cleanup and Stabilization
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $6,930 $1,300 $32,343 $0 $0 $0 $40,573
5000–
7000 Services and Supplies 8,865 7,500 0 0 0 0 16,365
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 180,999 340,000 205,000 50,000 0 0 775,999
8202 Environmental/Planning Services 15,611 54,000 90,000 0 0 0 159,611
8203 Inspection/Construction Monitoring 0 52,800 52,800 52,800 0 0 158,400
8204 Permitting Fees 327 48,000 15,000 0 0 0 63,327
8205 Construction 0 72,000 3,000,000 1,955,000 0 0 5,027,000
Total $212,732 $575,600 $3,395,143 $2,057,800 $0 $0 $6,241,275
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 212,732 575,600 3,395,143 2,057,800 0 0 6,241,275
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $212,732 $575,600 $3,395,143 $2,057,800 $0 $0 $6,241,275
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 110 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA21-009
Fund: 30 – Measure AA Capital
Project Description
This project will replace an existing aging bridge crossing over Webb Creek in Bear Creek Redwoods Preserve.
FY2018-19 Scope
This project will be completed in FY2018-19. The existing bridge will be removed and replaced with a new
steel girder bridge that will be able to safely carry patrol vehicles and preserve visitors.
Bear Creek Redwoods – Webb Creek Bridge
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $305 $8,000 $16,000 $0 $0 $0 $24,305
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 65,709 159,600 0 0 0 0 225,309
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 48,000 0 0 0 48,000
8204 Permitting Fees 0 27,000 0 0 0 0 27,000
8205 Construction 0 0 360,000 0 0 0 360,000
Total $66,014 $194,600 $424,000 $0 $0 $0 $684,614
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 66,014 194,600 274,500 0 0 0 535,114
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 149,500 0 0 0 149,500
Total $66,014 $194,600 $424,000 $0 $0 $0 $684,614
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 111
Public Access, Education, and Outreach
Project #: MAA22-004
Fund: 30 – Measure AA Capital
Project Description
Design and build a new parking lot at Beatty property and a trail connection to Sierra Azul Preserve. To fulfill the
requirements of the 2008 conservation easement with Santa Clara County Parks, the trail should be constructed
15 years after the recording of the easement, which was April 8, 2008.
FY2018-19 Scope
Planning analysis, including consultant selection, site surveys and existing conditions, data collection and technical
studies (cultural resources, traffic, biological, geotechnical, etc.) to support development of a concept design,
environmental review and preliminary permitting. Pending completion of environmental review, design development
and preliminary permitting would be initiated.
Beatty Parking Area and Trail Connections
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $4,602 $0 $0 $0 $4,602
5000–
7000 Services and Supplies 0 0 0 1,000 0 0 1,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 80,000 100,000 50,000 0 230,000
8202 Environmental/Planning Services 0 0 35,000 0 0 0 35,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 12,500 5,750 0 18,250
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $119,602 $113,500 $55,750 $0 $288,852
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 119,602 113,500 55,750 0 288,852
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $119,602 $113,500 $55,750 $0 $288,852
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 112 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: MAA23-004
Fund: 30 – Measure AA Capital
Project Description
Completion of Mt. Umunhum Summit public access improvements, interpretive elements, and native planting.
Construction is complete and only purchase and installation of native plants is in progress.
FY2018-19 Scope
Purchase and install native plants in phase II of Mt. Umunhum Summit. Install signage at summit.
Mt. Umunhum Summit Restoration, Parking and Landing Zone
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $118,354 $149,472 $0 $0 $0 $0 $267,826
5000–
7000 Services and Supplies 12,758 0 0 0 0 0 12,758
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 210,990 72,568 0 0 0 0 283,558
8202 Environmental/Planning Services 34,374 18,000 0 0 0 0 52,374
8203 Inspection/Construction Monitoring 408,950 12,000 0 0 0 0 420,950
8204 Permitting Fees 23,982 3,000 0 0 0 0 26,982
8205 Construction 6,622,614 1,765,842 40,000 0 0 0 8,428,456
Total $7,432,021 $2,020,882 $40,000 $0 $0 $0 $9,492,903
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 6,912,021 2,020,882 40,000 0 0 0 8,972,903
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 520,000 0 0 0 0 0 520,000
Total $7,432,021 $2,020,882 $40,000 $0 $0 $0 $9,492,903
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 113
Public Access, Education, and Outreach
Project #: VP18-001
Fund: 40 – General Fund Capital
Project Description
The project involves supporting the City of Saratoga’s 3.2-mile long trail connection from Saratoga Quarry Park to
Sanborn County Park (Partnership Project). Provide technical support in review of City’s prepared trail plans, attend
field visits to ground-truth trail alignment, and provide technical support in review of City’s engineering design for bridges.
Provide administrative support for any necessary partnership agreements related to MAA funding and review City’s
environmental review documents. Next steps for the City include completing design of trail and bridges and environmental
review, which are anticipated to begin in Summer 2018, pending discussions related to potential MAA funding.
FY2018-19 Scope
Project schedule and scope dependent on the City of Saratoga. Scope of work anticipated to include engineering
design consultant selection and design development.
Saratoga-to-Sea Regional Trail Connection
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $5,560 $0 $0 $0 $0 $5,560
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 265,000 0 0 0 265,000
8202 Environmental/Planning Services 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $5,560 $265,000 $0 $0 $0 $270,560
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 5,560 0 0 0 0 5,560
40 GF – Capital 0 0 265,000 0 0 0 265,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $5,560 $265,000 $0 $0 $0 $270,560
This project has no anticipated impact on the District’s Operating Budget.
Page 114 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: 316025
Fund: 40 – General Fund Capital
Project Description
Continue to study north to south and east to west regional trail connections, including the Bay Area Ridge Trail and
Juan Bautista de Anza National Historic trail in the area of Highway 17 and Lexington Reservoir. Work with public
agency and private land owners to obtain trail easements and agreements for trails connecting to the regional trail
crossing of Highway 17 (MAA20-002). Study area includes the connections between the east side of El Sereno Open
Space Preserve, the Los Gatos Creek Trail, St. Joseph’s Hill Open Space Preserve, the west side of Sierra Azul Open
Space Preserve, and Bear Creek Redwoods Open Space Preserve. Continue engagement and collaboration with
regional partners, stakeholders, and regulatory agencies in support of work within the MAA20-002 project.
FY2018-19 Scope
Continue pre-planning, site assessment, trail alignment assessment, technical studies, preliminary trail design and
outreach to regional partners and stakeholders in identifying the north to south and east to west trail connections
for the regional trail crossing.
Highway 17 Area Regional Trail Connections
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 7,833 0 0 0 0 0 7,833
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 18,000 34,000 0 0 0 52,000
8202 Environmental/Planning Services 0 0 0 24,000 0 0 24,000
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $7,833 $18,000 $34,000 $24,000 $0 $0 $83,833
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 7,833 18,000 34,000 24,000 0 0 83,833
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $7,833 $18,000 $34,000 $24,000 $0 $0 $83,833
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 115
Public Access, Education, and Outreach
Project #: 65102
Fund: 40 – General Fund Capital
Project Description
This project will provide an interim vehicular and visitor access across Purisima Creek. Staff to replace vehicle bridge
decking and install new rails, strip bridge down to railcar structural support, and rebuild entire bridge superstructure,
including new decking and railings. A contractor will be required to remove lead paint from railcar structure.
FY2018-19 Scope
Includes biological awareness training and biological monitoring.
Purisima Creek Redwoods Bridge 1
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 1,403 40,000 0 0 0 0 41,403
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 4,000 0 0 0 0 0 4,000
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 8,400 28,550 0 0 0 36,950
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 51,000 0 0 0 51,000
Total $5,403 $48,400 $79,550 $0 $0 $0 $133,353
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 5,403 48,400 79,550 0 0 0 133,353
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $5,403 $48,400 $79,550 $0 $0 $0 $133,353
This project has no anticipated impact on the District’s Operating Budget.
Page 116 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: VP21-003
Fund: 40 – General Fund Capital
Project Description
Plan and design the Phase II Multi Use Trail Links.
This trail will connect Highway 17 to the intersection of Bear Creek and Summit Road. A final alignment will need to be
determined based on the feasibility of crossing Briggs Creek. Agreements with local and regional transportation agencies
will be necessary to install additional traffic control and pedestrian safety measures at intersections of Bear Creek Road and
Alma Bridge Road (HWY 17 interchange) and Summit Road.
FY2018-19 Scope
Staff will hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical
studies will be completed. A feasibility studies will be completed to determine if the reuse potential for the historic trestle
bridge over Briggs Creek. Sections of the preliminary alignment will be identified. Staff will initiate discussions with
CalTrans and the County regarding the additional traffic controls at the HWY 17 interchange and Summit Road.
Multi-Use Trail, Bear Creek Redwoods OSP
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 126,500 0 0 0 126,500
8202 Environmental/Planning Services 0 0 11,500 0 0 0 11,500
8203 Inspection/Construction Monitoring 0 0 0 11,500 0 0 11,500
8204 Permitting Fees 0 0 28,750 5,750 0 0 34,500
8205 Construction 0 0 0 86,250 661,250 0 747,500
Total $0 $0 $166,750 $103,500 $661,250 $0 $931,500
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 166,750 103,500 661,250 0 931,500
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $166,750 $103,500 $661,250 $0 $931,500
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 117
Public Access, Education, and Outreach
Project #: VP21-004
Fund: 40 – General Fund Capital
Project Description
Plan and design the Phase II Stables Loop Trail. The trail will provide a loop trail to connect to the Stables visitor area
and bypass trail to the lower easterly section of the preserve. This 1.1 mile trail will follow 0.6 miles of existing road,
and includes 0.5 miles of new road construction.
FY2018-19 Scope
Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies
will be completed. Preliminary designs will be completed for trail and associated structures.
Public Loop Trail Connecting to Stables, Bear Creek Redwoods OSP
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 80,500 0 0 0 80,500
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 34,500 34,500 34,500 103,500
8204 Permitting Fees 0 0 0 17,250 11,500 0 28,750
8205 Construction 0 0 0 86,250 86,250 86,250 258,750
Total $0 $0 $80,500 $138,000 $132,250 $120,750 $471,500
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 $0 80,500 138,000 132,250 120,750 471,500
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $80,500 $138,000 $132,250 $120,750 $471,500
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 118 | Section III | Budget and Action Plan FY2018-19
Public Access, Education, and Outreach
Project #: VP21-002
Fund: 40 – General Fund Capital
Project Description
Plan and design the Phase II Briggs Creek Trail. The Briggs Creek Trail connects the Alma Loop Trail and (Public) Stables
Loop Trail south of Briggs Creek. The trail will be improved to support all-season access and will include drainage and
tread improvements on the steep grade, and construction of a new bridge over Briggs Creek.
FY2018-19 Scope
Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies
will be completed. Preliminary designs will be completed for trail and associated structures.
Briggs Creek Trail, Bear Creek Redwoods OSP
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 34,500 11,500 0 0 46,000
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 51,750 0 0 51,750
8204 Permitting Fees 0 0 23,000 0 0 0 23,000
8205 Construction 0 0 0 661,250 86,250 0 747,500
Total $0 $0 $57,500 $724,500 $86,250 $0 $868,250
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 57,500 724,500 86,250 0 868,250
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $57,500 $724,500 $86,250 $0 $868,250
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 119
Public Access, Education, and Outreach
Project #: VP21-001
Fund: 40 – General Fund Capital
Project Description
Plan and design the Phase II Alma College Loop Trail. The trail will provide an interpretive route describing the historic
era of Alma College. The trail will connect the Briggs Creek Trail to the Aldercroft Creek Trail.
FY2018-19 Scope
Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies
will be completed. Preliminary designs will be completed for trail and associated structures.
Alma College Loop Trail, Bear Creek Redwoods OSP
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 11,500 0 0 0 11,500
8202 Environmental/Planning Services 0 0 5,750 0 0 0 5,750
8203 Inspection/Construction Monitoring 0 0 0 11,500 0 0 11,500
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 36,800 0 0 36,800
Total $0 $0 $17,250 $48,300 $0 $0 $65,550
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 17,250 48,300 0 0 $65,550
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $17,250 $48,300 $0 $0 $65,550
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 120 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project FY2018-19 FY2019-20 FY2020-21 3-Year Total
ADA Self-Assessment and Transition Plan Update $120,000 $0 $0 $120,000
Work Order and Asset Management System 246,000 40,000 0 286,000
Real Property Database 10,000 160,000 0 170,000
Subtotal: Fund 10 – General Fund Operating Projects 376,000 200,000 0 576,000
Hawthorns Historic Complex Partnership and Lease 83,000 0 0 83,000
Subtotal: Fund 20 – Hawthorn Fund 83,000 0 0 83,000
Administrative Office (AO) Facility 32,150,100 1,900,000 3,000,000 37,050,100
La Honda Creek – Agricultural Workforce Housing 226,800 390,000 0 616,800
La Honda Creek – Point of Diversion 17 Water Line Replacement 166,450 0 0 166,450
Mt. Umunhum – Radar Tower 2nd Assessment 262,000 205,000 0 467,000
Monte Bello Site Driveway Improvements 186,500 0 0 186,500
Purisima Creek Restroom Replacement 120,500 0 0 120,500
Russian Ridge – Bergman Residences Reconstruction 559,775 70,550 3,450 633,775
Tunitas Creek – Toto Ranch Driveway Improvements 378,500 0 0 378,500
South Area Field Office 857,600 1,336,000 0 2,193,600
Russian Ridge – Quam Residence Driveway Improvement 315,000 143,750 0 458,750
Sierra Azul Ranger Residence 165,000 20,000 0 185,000
District Wide Fiber Optics 875,000 0 0 875,000
Driscoll Water Line Installation (Pasture 1), La Honda Creek 61,925 0 0 61,925
Big Dipper Ranch Spring Work, Skyline Ridge 52,150 0 0 52,150
Toto Ranch Well Drilling and Construction, Tunitas Creek 58,450 23,000 0 81,450
Tunitas Creek – Tunitas Creek Ranch Driveway Improvements 50,600 0 0 50,600
4150 Sears Ranch Road Water and Driveway 36,850 212,000 0 248,850
Field Equipment 350,000 310,000 0 660,000
Vehicles – Maintenance/Patrol 592,500 692,000 0 1,284,500
Subtotal: Fund 40 – General Fund Capital Projects 37,465,700 5,302,300 3,003,450 45,771,450
Total Infrastructure (Vehicles, Equipment, Facilities) and Other $37,924,700 $5,502,300 $3,003,450 $46,430,450
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Budget and Action Plan FY2018-19 | Section III | Page 121
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 31401
Fund: 10 – General Fund
Project Description
Update the District’s existing Accessibility Plan to comply with current federal accessibility regulations and guidelines
for the Americans with Disabilities Act (ADA).
FY2018-19 Scope
Development of Self-evaluation and Transition Plan update, public presentations of Draft Plan, staff trainings,
and presentation of Final Plan for Board review for approval.
ADA Self-Assessment and Transition Plan Update
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 33,565 147,000 120,000 0 0 0 300,565
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $33,565 $147,000 $120,000 $0 $0 $0 $300,565
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $33,565 $147,000 $120,000 $0 $0 $0 $300,565
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $33,565 $147,000 $120,000 $0 $0 $0 $300,565
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 122 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 51701
Fund: 10 – General Fund
Project Description
The IST Strategic Plan recommended a Work-Order Asset Management System to streamline the maintenance
and management of District land and infrastructure assets.
FY2018-19 Scope
Implement work order and asset management system.
Work Order and Asset Management System
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 144,000 246,000 40,000 0 0 430,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $144,000 $246,000 $40,000 $0 $0 $430,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $144,000 $246,000 $40,000 $0 $0 $430,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $144,000 $246,000 $40,000 $0 $0 $430,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 123
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 51703
Fund: 10 – General Fund
Project Description
The IST strategic plan recommends upgrading legacy data management systems to modern software platforms that
increase functionality, reporting accuracy, integration, and user experience. The current real property database, created
over 12 years ago, is a legacy system. To follow strategic plan recommendations, a new real property database will be
implemented in FY2018-19 and FY2019-20. This will be an enterprise geographic information system (E-GIS) integrated
data management system, capable of providing reports on all aspects of the District’s land transactions.
FY2018-19 Scope
Identify requirements and evaluate solutions in order to select a real property database.
Real Property Database
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 10,000 160,000 0 0 170,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $10,000 $160,000 $0 $0 $170,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $10,000 $160,000 $0 $0 $170,000
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $10,000 $160,000 $0 $0 $170,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 124 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: VP06-001
Fund: 20 – Hawthorn Fund
Project Description
Investigate and potentially develop partnership for long-term re-use, care and maintenance of historic complex.
Determine the viability of the proposed partnership with the potential partner (Partner). If viable, retain a historic
preservation/architectural consultant to evaluate the Partner’s proposed plans for rehabilitation and reuse of the historic
complex. Coordinate with Peninsula Open Space Trust (POST) on the development proposal review and consistency
with Conservation Easement.
FY2018-19 Scope
Allow potential partners to perform assessments and consult with the Town of Portola Valley. The District to perform
architectural review of proposal.
Hawthorns Historic Complex Partnership and Lease
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 9,000 24,000 0 0 0 33,000
8202 Environmental/Planning Services 0 0 54,000 0 0 0 54,000
8203 Inspection/Construction Monitoring 0 1,000 0 0 0 0 1,000
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 5,000 0 0 0 5,000
Total $0 $10,000 $83,000 $0 $0 $0 $93,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 10,000 83,000 0 0 0 93,000
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 0 0 0 0 0
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $10,000 $83,000 $0 $0 $0 $93,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 125
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 31202
Fund: 40 – General Fund Capital
Project Description
Pending acquisition, prepare 5050 El Camino for new administrative office.
FY2018-19 Scope
Select an architectural/engineering team to further the programming, begin conceptual design, and initiate
environmental review.
New Administration Office (AO) Facility
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 68,910 1,000 0 0 0 0 69,910
8101 Real Estate Services 0 0 31,550,100 0 0 0 31,550,100
8201 Architect/Engineering Services 4,955 92,000 600,000 1,500,000 350,000 0 2,546,955
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 150,000 0 150,000
8204 Permitting Fees 0 0 0 400,000 0 0 400,000
8205 Construction 0 0 0 0 2,500,000 TBD 2,500,000
Total $73,865 $93,000 $32,150,100 $1,900,000 $3,000,000 TBD $37,216,965
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 73,865 93,000 32,150,100 1,900,000 3,000,000 TBD 37,216,965
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $73,865 $93,000 $32,150,100 $1,900,000 $3,000,000 TBD $37,216,965
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 126 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 35001
Fund: 40 – General Fund Capital
Project Description
Construct agricultural workforce housing, to support the District’s conservation grazing program.
FY2018-19 Scope
Select Design Build team to provide construction document and permitting, and begin construction.
Work with San Mateo County to secure forgivable agricultural workforce housing loan.
Agricultural Workforce Housing – La Honda Creek
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 39,800 50,000 0 0 0 89,800
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 56,800 0 0 0 56,800
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 25,000 120,000 390,000 0 0 535,000
Total $0 $64,800 $226,800 $390,000 $0 $0 $681,600
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 64,800 226,800 390,000 0 0 681,600
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $64,800 $226,800 $390,000 $0 $0 $681,600
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 127
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61007
Fund: 40 – General Fund Capital
Project Description
To ensure reliable water to ranger residence and grazing operation, this project will replace corroded water
line from the spring in upper McDonald Ranch to the water valve at La Honda Creek Bridge.
FY2018-19 Scope
Complete construction of new water line. Biomonitoring to be performed.
La Honda Creek Point of Diversion 17 Water Line Replacement
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 200 1,200 0 0 0 1,400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 30,000 0 0 0 0 30,000
8202 Environmental/Planning Services 0 0 10,000 0 0 0 10,000
8203 Inspection/Construction Monitoring 0 12,000 11,500 0 0 0 23,500
8204 Permitting Fees 0 2,400 0 0 0 0 2,400
8205 Construction 0 0 143,750 0 0 0 143,750
Total $0 $44,600 $166,450 $0 $0 $0 $211,050
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 44,600 166,450 0 0 0 211,050
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $44,600 $166,450 $0 $0 $0 $211,050
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 128 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 31307
Fund: 40 – General Fund Capital
Project Description
Completion of Mt. Umunhum Radar Tower assessment, design, and construction of long-term radar tower repairs.
All work is anticipated to be complete by 2020.
FY2018-19 Scope
Select engineering consultant develop a Basis of Design summarizing long-term “Seal and Retain” work items
and estimates construction costs.
Mt. Umunhum Radar Tower Repair, Sierra Azul
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 4,704 0 0 0 0 0 4,704
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 355,953 0 222,000 60,000 0 0 637,953
8202 Environmental/Planning Services 0 15,000 25,000 75,000 0 0 115,000
8203 Inspection/Construction Monitoring 0 0 0 70,000 0 0 70,000
8204 Permitting Fees 2,798 0 15,000 0 0 0 17,798
8205 Construction 0 0 0 0 0 0 0
Total $363,454 $15,000 $262,000 $205,000 $0 $0 $845,454
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 363,454 15,000 262,000 205,000 0 0 845,454
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $363,454 $15,000 $262,000 $205,000 $0 $0 $845,454
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 129
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61003
Fund: 40 – General Fund Capital
Project Description
This project will repair and rerock the driveway from Monte Bello Road up to the Black Mountain communication
site to provide access to District staff and communication tenants. Communication tenants will partially reimburse
improvement costs.
FY2018-19 Scope
Complete driveway improvements. Biomonitoring to be performed.
Monte Bello Communications Site Driveway Improvements
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 200 200 0 0 0 400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 18,000 17,250 0 0 0 35,250
8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700
8205 Construction 0 0 143,750 0 0 0 143,750
Total $0 $44,600 $186,500 $0 $0 $0 $231,100
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 44,600 186,500 0 0 0 231,100
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $44,600 $186,500 $0 $0 $0 $231,100
This project has no anticipated impact on the District’s Operating Budget.
Page 130 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 35003
Fund: 40 – General Fund Capital
Project Description
Replace a deteriorated single stall vault restroom at lower Purisima Creek Redwoods Open Space Preserve parking lot
with a new waterless two-stall vault restroom. Anticipated kick-off date for construction beginning is 9/15/2018 and
construction will be completed by 10/31.
FY2018-19 Scope
This project will begin and end in FY2018-19. The scope of work includes permitting, pre-construction surveying for
sensitive species, consultant civil engineering services, environmental review, demolition of existing restroom building
and vault, installation of the new restroom and vault, and construction of an ADA compliant concrete ramp for restroom
access. Scope includes tree removal (three) from the restroom location and on-site biological training.
Purisima Creek Restroom Replacement
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 10,000 0 0 0 10,000
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 6,000 10,000 0 0 0 16,000
8204 Permitting Fees 0 2,940 2,000 0 0 0 4,940
8205 Construction 0 67,000 98,500 0 0 0 165,500
Total $0 $75,940 $120,500 $0 $0 $0 $196,440
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 75,940 120,500 0 0 0 196,440
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $ 75,940 $120,500 $0 $0 $0 $196,440
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 131
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61009
Fund: 40 – General Fund Capital
Project Description
This project will perform cleanup of the Bergman housing complex, prepare drawings, and warrant the Main, Old,
Guest and Carriage house with San Mateo County. These residences will be improved to provide 3 rental residences.
The stables structure and Grandma House will be demolished.
FY2018-19 Scope
Complete renovations at Main, Old, Guest, and Carriage House at 20000 Skyline Blvd after warranting structures
with San Mateo County. Biomonitoring to be performed.
Russian Ridge – Bergman Residences Reconstruction
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 400 1,000 400 0 0 1,800
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 42,000 13,800 2,300 2,300 0 60,400
8202 Environmental/Planning Services 0 0 29,775 1,150 1,150 0 32,075
8203 Inspection/Construction Monitoring 0 8,400 20,700 9,200 0 0 38,300
8204 Permitting Fees 0 6,000 11,500 5,750 0 0 23,250
8205 Construction 0 23,000 483,000 51,750 0 0 557,750
Total $0 $79,800 $559,775 $70,550 $3,450 $0 $713,575
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 79,800 559,775 70,550 3,450 0 713,575
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $79,800 $559,775 $70,550 $3,450 $0 $713,575
This project has no anticipated impact on the District’s Operating Budget.
Page 132 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61001
Fund: 40 – General Fund Capital
Project Description
This project will repair and re-rock the Toto Ranch driveway in the Tunitas Creek preserve to address drainage
issues to improve access to the ranch and ranch house.
FY2018-19 Scope
Complete driveway improvements. Biomonitoring to be performed.
Tunitas Creek – Toto Ranch Driveway Improvements
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 200 200 0 0 0 400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000
8202 Environmental/Planning Services 0 0 8,000 0 0 0 8,000
8203 Inspection/Construction Monitoring 0 18,000 17,250 0 0 0 35,250
8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700
8205 Construction 0 0 327,750 0 0 0 327,750
Total $0 $44,600 $378,500 $0 $0 $0 $423,100
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 44,600 378,500 0 0 0 423,100
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $44,600 $378,500 $0 $0 $0 $423,100
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 133
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 31601
Fund: 40 – General Fund Capital
Project Description
Renovate an existing industrial warehouse building in Campbell to create a new, permanent South Area
Field Office that will accommodate anticipated field staff growth, expedite Measure AA project delivery,
and further enhance service delivery.
FY2018-19 Scope
Architectural/Engineering team will finish construction document and permitting. Construction may begin in Q4.
New South Area Field Office Facility
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 1,000 0 0 0 0 1,000
8101 Real Estate Services 29,841 0 0 0 0 0 29,841
8201 Architect/Engineering Services 22,176 75,000 246,600 48,000 0 0 391,776
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 36,000 0 0 0 36,000
8205 Construction 0 0 575,000 1,288,000 0 0 1,863,000
Total $52,017 $76,000 $857,600 $1,336,000 $0 $0 $2,321,617
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 52,017 76,000 857,600 1,336,000 0 0 2,321,617
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $52,017 $76,000 $857,600 $1,336,000 $0 $0 $2,321,617
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 134 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61002
Fund: 40 – General Fund Capital
Project Description
This project will repair and rerock the driveway from the edge of the chip seal section through 20000 Skyline Blvd
(Bergman) to 20300 Skyline Blvd (Quam) to provide safe access to staff, tenants, and inholding property. Staff will
work with in-hold tenant for reimbursement of improvements on their section of driveway.
This project is to be completed in two phases:
1. Phase I – improvements adjacent to the Bergman residence and inholding to RR10
2. Phase II – improvements from just below RR10 to the Quam residence
FY2018-19 Scope
Completion of Phase I improvements.
Russian Ridge – Quam Residence Driveway Improvements
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 200 200 0 0 0 400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000
8202 Environmental/Planning Services 0 0 25,000 0 0 0 25,000
8203 Inspection/Construction Monitoring 0 24,000 23,000 0 0 0 47,000
8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700
8205 Construction 0 0 241,500 143,750 0 0 385,250
Total $0 $50,600 $315,000 $143,750 $0 $0 $509,350
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 50,600 315,000 143,750 0 0 509,350
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $50,600 $315,000 $143,750 $0 $0 $509,350
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 135
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 35004
Fund: 40 – General Fund Capital
Project Description
Evaluate permanent ranger residence in or adjacent to Sierra Azul.
FY2018-19 Scope
Conduct feasibility studies of various sites.
Sierra Azul Ranger Residence
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 3,800 0 0 0 0 3,800
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 74,400 87,000 0 0 0 161,400
8202 Environmental/Planning Services 0 19,800 15,000 0 0 0 34,800
8203 Inspection/Construction Monitoring 0 0 53,000 20,000 0 0 73,000
8204 Permitting Fees 0 30,000 0 0 0 0 30,000
8205 Construction 0 0 10,000 0 0 0 10,000
Total $0 $128,000 $165,000 $20,000 $0 $0 $313,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 128,000 165,000 20,000 0 0 313,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $128,000 $165,000 $20,000 $0 $0 $313,000
This project has an anticipated impact on the District’s Operating Budget in future years.
Page 136 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 51702
Fund: 40 – General Fund Capital
Project Description
Internet connectivity is a critical infrastructure element between all offices. Implement infrastructure upgrade
items to meet internal and external service needs.
FY2018-19 Scope
Install fiber-optic connections to all offices to improve network bandwidth and quality of service.
District-Wide Fiber Optics
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 875,000 0 0 0 875,000
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
Total $0 $0 $875,000 $0 $0 $0 $875,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 875,000 0 0 0 875,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $875,000 $0 $0 $0 $875,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Budget and Action Plan FY2018-19 | Section III | Page 137
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: VP07-001
Fund: 40 – General Fund Capital
Project Description
Provide additional water availability to cattle in Driscoll Pasture 1 where the only source is water from a seasonal pond.
Project supports the District’s conservation grazing program.
FY2018-19 Scope
Tenant to complete installation of new water line, storage tank, and water trough. Biomonitoring to be performed.
Driscoll Water Line Installation (Pasture 1), La Honda
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 0
8203 Inspection/Construction Monitoring 0 0 7,300 0 0 0 7,300
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 54,625 0 0 0 54,625
Total $0 $0 $61,925 $0 $0 $0 $61,925
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 61,925 0 0 0 61,925
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $61,925 $0 $0 $0 $61,925
This project has no anticipated impact on the District’s Operating Budget.
Page 138 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61006
Fund: 40 – General Fund Capital
Project Description
This project is to increase the water yield for this ranch’s water system to provide sufficient water to the residence
and conservation grazing operation.
FY2018-19 Scope
This project will locate both springs and associated water lines, clean and repair/replace as required, as well
as assess the water system collection basin and make necessary repairs. Biomonitoring to be performed.
Big Dipper Ranch Spring Work, Skyline Ridge
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 400 0 0 0 400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 5,750 0 0 0 5,750
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 46,000 0 0 0 46,000
Total $0 $0 $52,150 $0 $0 $0 $52,150
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 52,150 0 0 0 52,150
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $52,150 $0 $0 $0 $52,150
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 139
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61010
Fund: 40 – General Fund Capital
Project Description
To provide a consistent water source for the Toto Residence, this project will locate, drill and plumb a well.
The current water source for the house is a seasonal spring that has been unreliable.
FY2018-19 Scope
Locate and drill a well. Biomonitoring to be performed.
Toto Ranch Well Drilling and Construction, Tunitas Creek
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 400 0 0 0 400
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 5,750 5,750 0 0 11,500
8203 Inspection/Construction Monitoring 0 0 4,000 0 0 0 4,000
8204 Permitting Fees 0 0 2,300 0 0 0 2,300
8205 Construction 0 0 46,000 17,250 0 0 63,250
Total $0 $0 $58,450 $23,000 $0 $0 $81,450
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 58,450 23,000 0 0 81,450
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $58,450 $23,000 $0 $0 $81,450
This project has no anticipated impact on the District’s Operating Budget.
Page 140 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61004
Fund: 40 – General Fund Capital
Project Description
Asphalt entry driveway. This project supports the District’s conservation grazing program.
FY2018-19 Scope
Complete asphalt improvements to entry driveway; biomonitoring to be performed.
Tunitas Creek – Tunitas Ranch Driveway Improvements
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 4,600 0 0 0 4,600
8203 Inspection/Construction Monitoring 0 0 2,875 0 0 0 2,875
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 43,125 0 0 0 43,125
Total $0 $0 $50,600 $0 $0 $0 $50,600
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 50,600 0 0 0 50,600
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $50,600 $0 $0 $0 $50,600
This project has no anticipated impact on the District’s Operating Budget.
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Budget and Action Plan FY2018-19 | Section III | Page 141
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project #: 61005
Fund: 40 – General Fund Capital
Project Description
Repair damaged asphalt access driveway and to provide an alternate water source/storage for this residence, Phase I
of this project will regrade, repair, and resurface driveway at 4150 Sears Ranch Road from the gate to residence.
Phase II of the project will be to install water line from lower water tank to a 5,000 gallon tank (including pump).
FY2018-19 Scope
Complete road specification and drawings, permitting, and bidding of Phase I.
4150 Sears Ranch Road Water and Driveway
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 800 0 0 0 800
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 23,000 0 0 0 23,000
8202 Environmental/Planning Services 0 0 5,000 5,000 0 0 10,000
8203 Inspection/Construction Monitoring 0 0 5,750 0 0 0 5,750
8204 Permitting Fees 0 0 2,300 0 0 0 2,300
8205 Construction 0 0 0 207,000 0 0 207,000
Total $0 $0 $36,850 $212,000 $0 $0 $248,850
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 0 36,850 212,000 0 0 248,850
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $0 $36,850 $212,000 $0 $0 $248,850
This project has no anticipated impact on the District’s Operating Budget.
Page 142 | Section III | Budget and Action Plan FY2018-19
Infrastructure (Vehicles, Equipment, Facilities) and Other
Fund: 40 – General Fund Capital
Project Description
To provide necessary vehicles and equipment for Administrative and Field Office staff.
FY2018-19 Scope
Five patrol vehicles and one maintenance vehicle that have reached their end of life and will be replaced and sold at
auction. Two additional maintenance vehicles will be purchased in FY19 to support increased operations in the field
and upcoming MAA and capital projects: 1) one flat bed dump truck to support increased work for small roads and
material transport, and 2) one dump truck to support special projects crews.
Additionally, five new machinery/equipment purchases will be purchased to support crews and increased work:
1) two equipment transport trailers needed to transport large equipment; one for each field office, 2) one small
excavator for Foothillls Field Office, 3) one landscape tractor, and 4) one mid-size excavator for Skyline Field Office.
One new transport truck will be added to the AO fleet to support ongoing project delivery.
Vehicle and Machinery/Equipment Purchases
Prior Year FY2018 Estimated
Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
4000 Staff Costs $0 $0 $0 $0 $0 $0 $0
5000–
7000 Services and Supplies 0 0 0 0 0 0 0
8101 Real Estate Services 0 0 0 0 0 0 0
8201 Architect/Engineering Services 0 0 0 0 0 0 0
8202 Environmental/Planning Services 0 0 0 0 0 0 00
8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204 Permitting Fees 0 0 0 0 0 0 0
8205 Construction 0 0 0 0 0 0 0
8210 Machinery 0 330,000 350,000 310,000 0 0 990,000
8501 Vehicles 0 692,500 592,500 692,000 0 0 1,977,000
Total $0 $1,022,500 $942,500 $1,002,000 $0 $0 $2,967,000
Prior Year FY2018 Estimated
Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals
10 General Fund $0 $0 $0 $0 $0 $0 $0
20 Hawthorn 0 0 0 0 0 0 0
30 MAA – Capital 0 0 0 0 0 0 0
40 GF – Capital 0 1,022,500 942,500 1,002,000 0 0 2,967,000
XX Grants/Partnerships/Other 0 0 0 0 0 0 0
Total $0 $1,022,500 $942,500 $1,002,000 $0 $0 $2,967,000
This project has an anticipated impact on the District’s Operating Budget in future years.
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Section IV:
Department Summaries
Midpen Staff Recognition Event by Erin Ashford
Budget and Action Plan FY2018-19 | Section IV | Page 143
Monte Bello Open Space Preserve by P. Chen
Page 144 | Section IV | Budget and Action Plan FY2018-19
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Department Overview
The District is structured to deliver on project commitments in support of the District’s mission and goals. The District
is organized by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and
Administrative Services reporting to the General Manager and structured as follows:
• Project Planning and Delivery
• Engineering and Construction
• Natural Resources
• Planning
• Public Affairs
• Real Property
• Visitor and Field Services
• Land and Facilities
• Visitor Services
• Administrative Services
• Budget and Analysis
• Finance
• Grants
• Human Resources
• Information Systems and Technology
This section identifies each of the District’s departments, their mission and core function, staffing levels, objectives,
performance metrics, and proposed FY2018-19 budget.
Russian Ridge Open Space Preserve by Midpen Staff
Budget and Action Plan FY2018-19 | Section IV | Page 145
Administrative Services
Mission Statement
Provide overall financial, human resources, information systems, and other administrative support
of the District in support of the organization’s mission and goals.
Core Functions
• Provide financial management, budgeting, and accounting services.
• Administer Human Resources Programs and coordinate employee relations activities.
• Manage the District’s Information Technology and Geographic Information systems and services.
• Provide the District with an overall IT strategy that fosters organizational innovation and efficiencies.
• Provide office management and public reception/customer service at the Administrative Office.
• Coordinate grants application, award and compliance.
• Manage District procurement.
Organizational Chart
Training and
Safety
Specialist
HR
Technician
HR
Technician
(Half-time)
Management
Analyst II
Management
Analyst II
HR Intern
Data
Administrator
Applications
Engineer
Senior
Accountant
Senior Finance
and
Accounting
Technician
Administrative
Assistant
Accounting
Technician
(Half-time)
Management
Analyst II
Management
Analyst IGIS
Program
Administrator
Data
Analyst
Data
Analyst I
GIS
Intern
IST
Program
Administrator
IT
Technician IIIT
Technician II
IT
Technician I
CFO/Director
of
Administrative
Services
Human
Resources
Manager
IST
Manager
Procurement
and
Contracts
Specialist
Budget and
Analysis
Manager
Controller
Grants
Specialist
Finance
Manager
HR
Supervisor
Page 146 | Section IV | Budget and Action Plan FY2018-19
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Accounting Technician 0.5 0.5 0.5 0.5 0
Administrative Assistant 1 1 1 1 0
Applications Engineer 0 0 0 1 1
Budget and Analysis Manager 0 1 1 1 0
Controller 0.25 0.25 0.25 0.25 0
Data Administrator 1 1 1 1 0
Data Analyst 2 2 2 2 0
Finance Manager 1 1 1 1 0
GIS Program Administrator 1 1 1 1 0
GIS Intern 0.5 0.5 0.5 0.5 0
Grants Specialist 0 1 1 1 0
Human Resources Manager 0 1 1 1 0
Human Resources Supervisor 1 1 1 1 0
Human Resources Technician 1.5 1.5 1.5 1.5 0
IST Manager 1 1 1 1 0
IT Program Administrator 1 1 1 1 0
IT Technician I 0 0 0 1 1
IT Technician II 1 1 1 1 0
Management Analyst I 0 1 1 1 0
Management Analyst II 3 3 3 3 0
Procurement and Contracts Specialist 0 1 1 1 0
Senior Accountant 1 1 1 1 0
Senior Accounting Technician 1 2 2 1 –1
Training and Safety Specialist 1 1 1 1 0
Total FTE 18.75 24.75 24.75 25.75 1
Budget and Action Plan FY2018-19 | Section IV | Page 147
Administrative Services aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
• Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission
on behalf of the public
Objectives
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 2 Public Facing Interactive Web Maps FY2019
Goal 3 Implement Demilitarized Zone – WebGIS and Citysourced FY2019
Goal 3 Unmanned Aircraft System “Drone” Policy Development FY2019
Goal 3 HRIS Employee Training Program Migration FY2019
Goal 3 Citation Management System FY2020
Goal 3 Data Warehouse /Power BI FY2020
Goal 3 Document Retention Policy and Business Process Review FY2020
Goal 3 Streamline Recruitment Process FY2020
Goal 3 Disaster Recovery Service FY2020
Goal 3 & 4 Real Property Database FY2020
Goal 3 & 4 Work-Order Asset Management System FY2021
Goal 4 Grants Program Strategy FY2019
Capital Projects
Goal 3 & 4 District Wide Fiber Optic Improvements FY2020
Russian Ridge Open Space Preserve by Kent Stietzel
Page 148 | Section IV | Budget and Action Plan FY2018-19
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Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 3 Number of job recruitments completed 30 N/A 32
Goal 3 Employee turnover rate 10% N/A <10%
Goal 3 Number of in-house trainings provided to employees 140 N/A 128
Goal 3 Percent of FTEs using web and mobile enterprise GIS N/A N/A 15%
Goal 3 Percent of District data backed up off site N/A N/A 50.0 %
Goal 3 Percent of total District files in Office 365 N/A N/A 10.0 %
Goal 4 Percent spent of final adjusted budget 99% N/A 90%
Goal 4 General Fund Reserve Balance Policy Target Met Yes N/A Yes
Goal 4 Legal Debt Service Limit Not Exceeded Yes N/A Yes
Goal 4 Budget Book Receives GFOA Award for Distinguished
Budget Presentation Yes N/A Yes
Goal 4 CAFR Issued with Unmodified Opinion No N/A Yes
Goal 4 Obtain GFOA Award of Excellence Yes N/A Yes
Goal 4 Credit Rating from Moody’s and Standard and Poor’s AAA N/A AAA
Goal 4 Percent of Invoice Payments Electronic 0% N/A 10%
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Administrative Services
Salaries and Benefits $2,978,790 $3,820,578 $4,712,887 $892,309 23%
Services and Supplies 950,231 1,679,339 1,791,646 112,307 7%
Total Operating Expenditures 3,929,021 5,499,917 6,504,533 1,004,616 18%
General Fund Capital 483,561 0 875,000 875,000 0%
Measure AA Capital 0 0 0 0
Total Capital Expenditures 483,561 0 875,000 875,000 0%
Total Administrative
Services Expenditures $4,412,582 $5,499,917 $7,379,533 $1,879,616 34%
Budget and Action Plan FY2018-19 | Section IV | Page 149
Engineering and Construction Department
Department Mission Statement
Implement large scale capital projects to improve and maintain the District’s infrastructure and facilities
that are necessary to facilitate ecologically-sensitive and safe public access and ongoing stewardship
and care for the land.
Core Functions
• Oversee and manage the design and engineering, permitting, bidding, and construction of large
scale capital improvement projects.
• Provide construction management and/or construction oversight of large scale capital projects.
• Ensure that capital projects comply with all necessary requirements and regulations related to
construction, including building code requirements, mitigation measures, permit conditions,
and federal regulations.
• Develop and assist with cost estimations and constructibility assessments during the planning,
scoping, and early design phase of capital projects.
• Stay abreast of current codes and construction regulations, and ensure the District’s construction
standards remain current.
Organizational Chart
Engineering
and
Construction
Manager
Senior
Capital
Project
Manager
Senior
Capital
Project
Manager
Capital
Project
Manager III
Capital
Project
Manager III
Capital
Project
Manager III
Capital
Project
Manager II
Page 150 | Section IV | Budget and Action Plan FY2018-19
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Manager 0 1 1 1 0
Senior Capital Project Manager 1 0 2 2 0
Capital Project Manager III 0 3 3 3 0
Capital Project Manager II 0 1 1 1 0
Capital Project Manager 1 0 0 0 0
Total FTE 2 5 7 7 0
Sierra Azul Open Space Preserve by Colin Delehanty
Budget and Action Plan FY2018-19 | Section IV | Page 151
Objectives
Strategic
Plan Target
Linkage Objective Completion
Capital Projects
Goal 1 & 2 MAA06-002: Hawthorns Public Access Site Plan and CEQA FY2019
Goal 1 & 2 MAA21-004: Bear Creek Redwoods – Stables Site Plan Implementation FY2022
Goal 1 & 2 MAA21-005: Bear Creek Redwoods Public Access FY2019
Goal 1 & 2 MAA21-006: Bear Creek Redwoods – Alma College Site Rehabilitation Plan FY2020
Goal 1 & 2 MAA23-007: Twin Creeks Demolition FY2021
Goal 2 MAA02-002: Ravenswood Bay Trail Design and Implementation FY2020
Goal 2 MAA04-004: El Corte de Madera Oljon Trail Implementation FY2019
Goal 2 MAA05-005: La Honda Creek Red Barn Parking Area and Easy Trail FY2021
Goal 2 MAA05-007: Upper La Honda Creek Phase II Trail Connections FY2019
Goal 2 MAA05-008: La Honda Creek White Barn Structural Rehabilitation FY2019
Goal 2 MAA10-001: Alpine Road Regional Trail – Coal Creek FY2021
Goal 2 MAA11-002: Deer Hollow Farm – White Barn Rehabilitation FY2020
Goal 2 MAA17-004: Stevens Creek Nature Trail Bridges – Monte Bello FY2019
Goal 2 MAA21-003: Bear Creek Redwoods Water System FY2020
Goal 2 MAA21-008: Bear Creek Redwoods – Ponds Restoration and Water Rights FY2020
Goal 2 MAA21-009: Bear Creek Redwoods – Webb Creek Bridge FY2019
Goal 2 MAA22-004: Beatty Property – Parking Area and Trail Connections FY2021
Goal 2 Mt. Umunhum – Radar Tower 2nd Assessment FY2020
Goal 2 & 4 Purisima Creek Restroom Replacement FY2019
Goal 3 Administrative Office (AO) Facility FY2022
Goal 3 South Area Field Office FY2020
Goal 4 La Honda Creek – Agricultural Workforce Housing FY2019
Goal 4 Sierra Azul Meyer Residence Repair and Site Improvements FY2020
The Engineering and Construction aligns project deliverables to the District’s Strategic Plan Goals and Objectives
primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
• Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on
behalf of the public
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Page 152 | Section IV | Budget and Action Plan FY2018-19
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Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 4 Percent of projects finished within Board approved
budget (base bid and contingency) N/A N/A 80%
Goal 4 Percent of projects finished within schedule indicated
at the time of award of contract N/A N/A 80%
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Engineering and Construction
Salaries and Benefits $648,503 $1,009,602 $1,044,904 $35,302 3%
Less: MAA Reimbursable Staff Costs (155,641) (93,000) (385,362) (292,362) 314%
Net Salaries and Benefits 492,862 916,602 659,542 (257,060) –28%
Services and Supplies 16,440 560,385 92,607 (467,778) –83%
Total Operating Expenditures 509,302 1,476,987 752,149 (724,838) –49%
General Fund Capital 78,697 862,350 2,164,400 1,302,050 151%
Measure AA Capital 13,048,999 6,549,200 8,809,189 2,259,989 35%
Total Capital Expenditures 13,127,696 7,411,550 10,973,589 3,562,039 48%
Total Engineering and Construction
Expenditures $13,636,998 $8,888,537 $11,725,738 $2,837,201 32%
Sierra Azul Open Space Preserve by Midpen Staff
Budget and Action Plan FY2018-19 | Section IV | Page 153
Office of the General Counsel Department
Department Mission Statement
Provide legal services and counsel to the Board of Directors, committees, and District departments.
Core Functions
• Provide legal review and advice to the District Board and staff.
• Represent the District in litigation and legal matters with outside agencies.
• Administer the District’s risk management program.
Organizational Chart
General
Counsel
Assistant
General
Counsel
Risk
Management
Coordinator
Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
General Counsel 1 1 1 1 0
Assistant General Counsel 1 1 1 1 0
Risk Management Coordinator 0.5 0.5 0.5 0.5 0
Total FTE 2.5 2.5 2.5 2.5 0
Page 154 | Section IV | Budget and Action Plan FY2018-19
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Objectives
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 1 Continue to support Hawthorn Historic Complex Lease (subject to Conservation Easement), and
other planning efforts related to Hawthorn property FY2022
Goal 1 Support San Jose Water Company property negotiations and prepare for potential transaction or
series of transactions FY2023
Goal 3 Develop Design Build contract templates and assist staff in implementing Design Build
contract process FY2019
Goal 3 Support contract template update and roll out in BidSync online bid tool FY2019
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
General Counsel
Salaries and Benefits $514,204 $458,584 $542,055 $83,471 18%
Services and Supplies 26,108 239,305 74,185 (165,120) –69%
Total Operating Expenditures 540,312 697,889 616,240 (81,649) –12%
Total General Counsel Expenditures $540,312 $697,889 $616,240 ($81,649) –12%
General Counsel aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 3 – Strengthen organizational capacity to fulfill the mission
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Rancho San Antonio Open Space Preserve by Sue Gale
Budget and Action Plan FY2018-19 | Section IV | Page 155
Office of the General Manager Department
Department Mission Statement
Responsible for the overall operation of the District. Under policy direction from the Board of Directors, the
General Manager carries out the District’s adopted Strategic Plan goals and objectives and Vision Plan
Priority Actions and works through the executive team to provide leadership, direction, resources, and tools
to District departments to ensure effective, efficient, and financially-prudent project and service delivery for
public benefit.
Core Functions
• Provide leadership, oversight, and direction for District functions.
• Accomplish the goals and objectives set out in the Board of Directors Strategic Plan.
• Implement the District’s Vision Plan Priority Actions.
• Ensure that the District’s policies and procedures are fiscally sustainable.
• Provide legislative support to the Board of Directors, including duties associated with the Board of
Directors’ agenda and actions, officiating all District elections and maintaining all official records.
Organizational Chart
General
Manager
Executive
Assistant/
Deputy District
Clerk
District Clerk/
Assistant to
the General
Manager
Visitor and
Field Services
Assistant
General Manager
Project
Planning and
Delivery
Assistant
General Manager
Management
Analyst II
CFO
Director of
Administrative
Services
Administrative
Assistant
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Administrative Assistant 0 1 1 1 0
Assistant General Manager 2 2 2 2 0
Chief Financial Officer 0 1 1 1 0
District Clerk/Assistant to General Manager 1 1 1 1 0
Executive Assistant/ Deputy Clerk 1 1 1 1 0
General Manager 1 1 1 1 0
Management Analyst II 1 1 1 1 0
Total FTE 6 8 8 8 0
The General Manager aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Objectives
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 2 Cooley Landing Park Business and Operating Plan FY2019
Goal 2 & 3 Formation of a Citizens Advisory Committee Ongoing
Goal 3 2018 Board Elections for Wards 1, 2, 5, and 6 FY2019
Goal 3 Electronic Filing System for Statements of Economic Interests (Form 700s) FY2019
Goal 3 Disaster Recovery and Business Continuity Plan Research FY2021
Rancho San Antonio Open Space Preserve by Jack Gescheidt
Budget and Action Plan FY2018-19 | Section IV | Page 157
Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 1 Measure the timeliness of biweekly reports to allow for
up to date communications with the Board and staff N/A N/A 95%
Goal 1 Number of public Board and Committee meetings
held per year 63 N/A 65%
Goal 1 Number of meetings held with partner agencies/stakeholders
by members of GMO staff and Board members N/A N/A 50%
Goal 3 Number of resolutions adopted 52 N/A 50%
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
General Manager
Salaries and Benefits $1,474,168 $1,699,231 $1,578,121 ($121,110) –7%
Services and Supplies 192,395 476,225 547,070 70,845 15%
Total Operating Expenditures 1,666,563 2,175,456 2,125,191 (50,265) –2%
Total General Manager Expenditures $1,666,563 $2,175,456 $2,125,191 ($50,265) –2%
Mount Umunhum Opening, Sierra Azul Open Space Preserve by Erin Ashford
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Fremont Older Open Space Preserve by Elaina Kyrouz
Russian Ridge Open Space Preserve by Carol Daniels
Budget and Action Plan FY2018-19 | Section IV | Page 159
Land and Facilities Services Department
Department Mission Statement
Improve, restore, and maintain District lands in a manner that ensures protection and stewardship of the land, that
provides public access to explore and enjoy District lands, and that is consistent with ecological values and public
safety. Provide and maintain District facilities and trails for public use, field and administrative facilities for staff
use, and rentals. Manage grazing, agricultural, and other facility leases to support the Mission of the District.
Core Functions
• Maintain and construct an enjoyable and sustainable trail system.
• Provide in-the-field services to protect and restore natural resources.
• Protect public health and safety through fire prevention and safe access.
• Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage
in multi-stakeholder efforts to further District goals.
• Maintain District facilities to ensure safety, comfort and the public’s enjoyment.
• Manage grazing, agricultural, and other facility leases to further District goals.
• Provide and maintain field and administrative facilities for staff use.
• Manage revenue-producing properties.
Organizational Chart
Land and
Facilities
Manager
Administrative
Assistant
Maintenance
Supervisors Administrative
Assistant
Maintenance
Supervisors
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Farm
Maintenance
Worker
Facilities
Maintenance
Supervisor
Foothills
Area
Manager
Maintenance
Supervisors
Capital
Field
Projects
Manager
Skyline
Area
Manager
Facilities
Maintenance
Specialist
Modified
Duty Staff
Administrative
Assistant
Property
Management
Specialist II
Property
Management
Specialist I
Property
Management
Intern
Senior
Property
Management
Specialist
Management
Analyst II
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Staffing Levels
FY2015-16* FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Administrative Assistant 2 3 3 3 0
Area Manager 0 2 2 2 0
Capital Projects Field Manager 0 1 1 1 0
Equipment Mechanic/Operator 5 6 6 7 1
Facilities Maintenance Specialist 0 0 1 1 0
Facilities Maintenance Supervisor 0 1 1 1 0
Farm Maintenance Worker 1 1 1 1 0
Land and Facilities Manager 0 1 1 1 0
Lead Open Space Technician 4 5 6 6 0
Maintenance Supervisor 4 5 6 6 0
Management Analyst II 1 1 1 1 0
Open Space Technician 13 14 15 15 0
Project Manager 1 0 0 0 0
Property Management Specialist I 0 1 1 1 0
Property Management Specialist II 0 1 1 1 0
Seasonal Open Space Technicians 0 8.3 8.3 8.3 0
Senior Property Management Specialist 0 1 1 1 0
Total FTE 31 51.3 55.3 56.3 1
*The Land and Facilities and Visitor Services department was formed after the Operations Department was split in FY2015-16.
Sierra Azul Open Space Preserve by District Staff
Budget and Action Plan FY2018-19 | Section IV | Page 161
Objectives
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 1 October Farm Grazing Lease FY2019
Goal 1 Evaluate District Role in Off Site Agricultural Worker Housing FY2020
Goal 1 Toto Ranch Grazing Lease and Ag License FY2020
Goal 1 Assessment of Skyline Christmas Tree Farm Lease and Restoration Opportunities FY2020
Goal 1 & 4 Bear Creek Stables RFP/Lease FY2019
Capital Projects
Goal 1 MAA03-003: Purisima Creek Fence Construction, Purisima Creek Redwoods FY2019
Goal 1 MAA05-002: Upper La Honda Creek Grazing Infrastructure FY2019
Goal 1 MAA22-001: Hendrys Creek Property Land Restoration FY2019
Goal 1 Big Dipper Ranch Spring Work, Skyline Ridge FY2019
Goal 1 Driscoll Water Line Installation, (Pasture 1), La Honda Creek FY2019
Goal 1 La Honda Creek Point of Diversion 17 Water Line Replacement FY2019
Goal 1 MAA09-001: Russian Ridge Grazing Infrastructure FY2020
Goal 1 Los Trancos – Page Mill Eucalyptus Removal FY2020
Goal 1 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2020
Goal 2 MAA04-004: El Corte de Madera Oljon Trail Implementation FY2019
Goal 2 Alma College Loop Trail, Bear Creek Redwoods OSP FY2020
Goal 2 Briggs Creek Trail, Bear Creek Redwoods OSP FY2021
Goal 2 Stables Loop Trail, Bear Creek Redwoods OSP FY2021
Goal 2 Multi-Use Trail, Bear Creek Redwoods OSP FY2022
Goal 2 & 4 MAA17-004: Stevens Creek Nature Trail Bridges, Monte Bello FY2019
Goal 2 & 4 65102: Purisima Creek Redwoods Bridge 1 FY2019
Goal 2 & 4 MAA10-001: Alpine Road Regional Trail, Coal Creek FY2020
Goal 4 Monte Bello Site Driveway Improvements FY2019
Goal 4 Russian Ridge Quam Residence Driveway Improvements FY2020
Goal 4 Tunitas Creek – Toto Ranch Driveway Improvements FY2019
Goal 4 Tunitas Creek – Tunitas Creek Ranch Driveway Improvements FY2019
Goal 4 4150 Sears Ranch Road Water and Driveway FY2020
Goal 4 Russian Ridge – Bergman Residence Reconstruction FY2021
Land and Facilities aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on
behalf of the public
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
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Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 2 Number of miles of single-track trail brushed N/A N/A 73
Goal 2 Number of miles of trail built N/A N/A 4
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Land and Facilities
Salaries and Benefits $4,579,846 $5,225,613 $6,210,371 $984,758 19%
Less: MAA Reimbursable Staff Costs (123,370) (976,033) (713,042) 262,991 –27%
Net Salaries and Benefits 4,456,476 4,249,580 5,497,329 1,247,749 29%
Services and Supplies 2,802,802 3,592,413 3,631,700 39,287 1%
Total Operating Expenditures 7,259,278 7,841,993 9,129,029 1,287,036 16%
Hawthorns Service and Supplies 5,046 52,500 38,500 (14,000) –27%
Total Hawthorns Expenditures 5,046 52,500 38,500 (14,000) –27%
General Fund Capital 1,175,410 1,680,940 3,223,900 1,542,960 92%
Measure AA Capital 167,448 1,304,783 1,953,890 649,107 50%
Total Capital Expenditures 1,342,858 2,985,723 5,177,790 2,192,067 73%
Total Land and Facilities Expenditures $8,607,182 $10,880,216 $14,345,319 3,465,103 32%
Monte Bello Open Space Preserve by Lynn Gale
Budget and Action Plan FY2018-19 | Section IV | Page 163
Natural Resources Department
Department Mission Statement
Protect and restore the natural diversity and integrity of the District’s resources for their value to the
environment and the public, and provide for the use of the preserves consistent with resource protection.
Core Functions
• Plan, implement, and design projects to protect and restore the natural resources.
• Comply with the California Environmental Quality Act (CEQA) and resource agency
regulation requirements.
• Work with other entities to obtain funding, plan for, and protect District and regional
natural resources.
• Steward District working landscapes to protect natural resource values and provide
sustainable agricultural uses.
Organizational Chart
Resources
Management
Specialist I
Resources
Management
Specialist II
Natural
Resources
Intern
(Half-time)
Natural
Resources
Intern
(Half-time)
IPM
Coordinator
Water
Resources
Specialist
Climate
Resiliency
Fellow
Resources
Management
Specialist III
IT
Technician II
Resources
Management
Specialist II
Resources
Management
Specialist I
Natural
Resources
Manager
Senior
Resources
Management
Specialist
Senior
Resources
Management
Specialist
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Manager 1 1 1 1 0
Senior Resource Management Specialist 1 2 2 2 0
Resource Management Specialist III 1 1 1 1 0
Resource Management Specialist II 1 1 3 3 0
Resource Management Specialist I 2 2 1 1 0
Water Resources Specialist – RMS III 1 1 1 1 0
Climate Resiliency Fellow – Mgmt. Analyst 0 0 1 1 0
IPM Coordinator – RMS III 1 1 1 1 0
Natural Resources Intern* 1 1 1 1 0
Senior Finance and Budget Technician 1 1 0 0 0
Total FTE 10 11 12 12 0
* Two Natural Resources Interns, each at half-time.
La Honda Creek Open Space Preserve by Frances Freyberg
Budget and Action Plan FY2018-19 | Section IV | Page 165
Objectives
Strategic
Plan Target
Linkage Objective Completion
Capital Projects
Goal 2 MAA09-003: Russian Ridge: Mindego Pond Improvement FY2021
Goal 2 MAA20-001: Bay Area Ridge Trail – Highway 17 Crossing FY2022
Goal 2 MAA21-007: Bear Creek Redwoods – Invasive Weeds Treatment/Restoration FY2022
Goal 2 MAA21-008: Bear Creek Redwoods – Ponds Restoration and Water Rights FY2020
Goal 2 MAA21-010: Bear Creek Redwoods Landfill Characterization and Remediation FY2021
Goal 2 MAA23-004: Mt. Umunhum Summit Restoration, Parking and Landing Zone FY2019
Operating Projects
Goal 2 80004: Sudden Oak Death Monitoring and Research FY2019
Goal 2 80007: Invasive Species Management FY2019
Goal 2 80034: Endangered Species Act Programmatic Permitting FY2022
Goal 2 Archeological Resource Survey, Assessment, Curation FY2019
Goal 2 Badger/Burrowing Owl Habitat Assessment FY2022
Goal 2 Brush Encroachment on Rangeland FY2019
Goal 2 California Department of Fish and Wildlife (CDFW)/Regional Water Quality Control
Board (RWQCB) Routine Maintenance Permits FY2019
Goal 2 Carbon Sequestration/Climate Change Analysis FY2022
Goal 2 Cherry Springs Lake infrastructure Operations Plan FY2020
Goal 2 Districtwide Pond Assessment FY2022
Goal 2 El Corte de Madera Watershed Protection Plan Sediment Science FY2020
Goal 2 Groundwater Well Decommissioning FY2020
Goal 2 Integrated Pest Management (IPM) Implementation FY2022
Goal 2 Marbled Murrelet Recovery Planning FY2022
Goal 2 On-call Biological Monitoring FY2022
Goal 2 Pescadero TMDL (Water Quality Monitoring) FY2019
Goal 2 Phytophthora Inspection and Remediation FY2019
Goal 2 Predator and Livestock Protection Policy FY2019
Goal 2 Prescribed Fire Program Development FY2020
Goal 2 Restoration Forestry Demonstration Project FY2020
Goal 2 Revegetation Establishment FY2020
Goal 2 Review of Agricultural Policy FY2019
Goal 2 Riparian Agricultural Study FY2019
Goal 2 San Gregorio Creek Adjudication Compliance FY2022
The Natural Resource Department aligns project deliverables to the District’s Strategic Plan Goals and Objectives
primarily through:
• Goal 2 – Connect people to open space and a regional environmental protection vision
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Objectives (continued)
Goal 2 Slender False Brome Research FY2020
Goal 2 Toto Ranch Resources Plan FY2019
Goal 2 Water Quality Monitoring Program FY2020
Goal 2 Water Rights Assessments, Monitoring, and Reporting FY2022
Goal 2 Western Pond Turtle Population Study FY2019
Goal 2 Wildland Fire Coordination Team FY2022
Strategic
Plan Target
Linkage Objective Completion
Capital Projects
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 1 Proportion of special status species managed:
Enhance habitat for a majority of rare,
threatened, or endangered plant and
animal species found on District lands N/A N/A 70%
Goal 1 Acres managed: 80% of Acreage
Enhance environmental quality by treating specified in
District lands for invasive weeds, restoring annual IPM
degraded sites, and managing wildland fire fuels N/A N/A plan
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Natural Resources
Salaries and Benefits $1,426,256 $1,605,070 $1,563,174 ($41,896) –3%
Less: MAA Reimbursable Staff Costs (1,956) (200,923) (78,542) 122,381 –61%
Net Salaries and Benefits 1,424,300 1,404,147 1,484,632 80,485 6%
Services and Supplies 594,167 1,195,511 2,417,289 1,221,778 102%
Total Operating Expenditures 2,018,467 2,599,658 3,901,921 1,302,263 50%
Hawthorns Capital (Fund 20) 0 0 5,000 5,000 0%
Total Hawthorns Expenditures 0 0 5,000 5,000 0%
General Fund Capital 0 15,000 178,100 163,100 1,087%
Measure AA Capital 472,675 990,512 1,361,493 370,981 37%
Total Capital Expenditures 472,675 1,005,512 1,539,593 534,081 53%
Total Natural Resources Expenditures $2,491,142 $3,605,170 $5,446,514 1,841,344 51%
Budget and Action Plan FY2018-19 | Section IV | Page 167
Planning Department
Department Mission Statement
Respecting the natural diversity and integrity of the District’s resources, work with and encourage public and
private agencies to preserve, maintain and enhance open space; work cooperatively with other governmental
agencies and community organizations to facilitate planning and development of recreation facilities and of
public use; encourage public input and involvement in the District’s decision-making process and other activities;
participate in the public review processes of land use plans of other agencies and development proposals
that affect the District’s mission; and follow management policies for quality care of the land and provision of
public access appropriate to the nature of the land, and consistent with ecological values and public safety.
Core Functions
• Oversee and manage projects for public access, staff facilities, and stewardship of cultural and
historic resources through scoping, feasibility, programming, early design, and land use permitting.
• Provide ongoing planning support during final design, permitting, and project construction.
• Develop and maintain current and long-range use and management plans, policies, and
procedures for Preserves.
• Comply with all applicable federal, state, and local codes and regulations, and permitting
requirements for project planning and early design (e.g. California Environmental Quality Act,
American for Disabilities Act, National Preservation Act, etc.).
• Seek partnership opportunities and new grant and other funding sources to further the District’s mission,
Vision Plan, Strategic Plan goals, and leverage Measure AA funding.
• Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco
Bay Trail, Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally
integrated approach to open space preservation and public access.
• Engage the public and partner agencies in the District’s planning activities.
• Plan and design signage for preserves and trails.
• Review external planning activities and projects that may affect the District’s interests.
• Ensure compliance and documentation of long-term mitigation and monitoring requirements
for public access projects.
• Provide accessibility review of new public access improvement plans.
Monte Bello Open Space Preserve by Greg Hughes
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Organizational Chart
Planner III
Planner II
Planner II
Planner I/II
Senior
Planner
Administrative
Assistant
Planning
Manager
Planner III Planner II
Planner I/II
Senior
Planner
Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Manager 1 1 1 1 0
Senior Planner 2 2 2 2 0
Planner III 2 2 3 3 0
Planner II 3 3 3 3 0
Planner I 2 1 1 1 0
Administrative Assistant* 1 1 1 1 0
Total FTE 11 10 11 11 0
* Administrative Assistant is shared with Engineering and Construction, but budgeted within the Planning Department.
Budget and Action Plan FY2018-19 | Section IV | Page 169
The Planning Department aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Objectives
Strategic
Plan Target
Linkage Objective Completion
Capital Projects
Goal 1 MAA20-002: Bay Area Ridge Trail: Highway 17 Crossing FY2022
Goal 1 & 2 MAA21-004: Bear Creek Redwoods - Stables Site Plan Implementation FY2022
Goal 2 Bay Area Ridge Trail: Highway 17 Crossing FY2021
Goal 2 El Sereno Trails and Wildlife Corridors (Supports MAA Portfolio 19) FY2021
Goal 2 MAA02-001: Cooley Landing Interpretative Facilities Design and Implementation FY2019
Goal 2 MAA03-005: Purisima Uplands Public Access Site Plan and Trail Connections FY2019
Goal 2 MAA05-005: La Honda Creek Red Barn Parking Area and Easy Access Trail FY2022
Goal 2 MAA05-007: La Honda Creek Phase II Trail Connections – Red Barn Trail Connection FY2019
Goal 2 MAA06-002: Hawthorns Public Access Site Plan and CEQA FY2020
Goal 2 MAA07-011: Lower La Honda Creek Phase II Loop Trails FY2019
Goal 2 MAA21-006: Bear Creek Redwoods – Alma College Site Rehabilitation Plan Implementation FY2020
Goal 2 MAA22-004: Beatty Property – Parking Area and Trail Connections FY2019
Goal 2 Saratoga-to-Sea Regional Trail Connection (Supports MAA 18-2) FY2019
Operating Projects
Goal 1 Hawthorns Historic Complex Partnership and Lease FY2019
Goal 2 Americans with Disabilities Act (ADA) Self-Assessment and Transition Plan Update FY2020
Goal 2 Rancho San Antonio Carrying Capacity and Multimodal Access Study FY2020
Goal 2 Upper Stevens Creek Canyon Trail Planning (staff time only) TBD
Goal 3 Basic Policy Update for Coastal Area FY2019
Goal 3 Historic Structures Policy FY2019
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Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 1 Number of projects leveraged with partnerships N/A Two (2) 90% of annual
target (Target 8
projects)
Goal 2 Complete self-evaluation and transition plan update to Complete ADA
prioritize barrier removals for improved access to and use Transition Plan
of open space preserves for persons with disabilities and Update by the
visitors of diverse age groups. N/A N/A end of FY18-19
Goal 3 % of planning milestones completed for a project 90% of annual
target (Target 6
N/A N/A project milestones)
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Planning
Salaries and Benefits $1,408,102 $1,434,535 $1,485,617 $51,082 4%
Less: MAA Reimbursable Staff Costs (39,515) (19,300) 0 19,300‐ –100%
Net Salaries and Benefits 1,368,587 1,415,235 1,485,617 70,382 5%
Services and Supplies 72,086 271,716 319,729 48,013 18%
Total Operating Expenditures 1,440,673 1,686,951 1,805,346 118,395 7%
Hawthorns Service and Supplies 1,000
Hawthorns Capital (Fund 20) 100 43,000 78,000 35,000 81%
Total Hawthorns Expenditures 1,100 43,000 78,000 35,000 81%
General Fund Capital 140,424 137,000 336,500 199,500 146%
Measure AA Capital 1,296,700 1,637,889 2,503,452 865,563 53%
Total Capital Expenditures 1,437,124 1,774,889 2,839,952 1,065,063 60%
Total Planning Expenditures $2,878,897 $3,504,840 $4,723,298 1,218,458 35%
Budget and Action Plan FY2018-19 | Section IV | Page 171
Public Affairs Department
Department Mission Statement
Educate and make clearly visible to the public the purposes and actions of the District, and actively
encourage public input and involvement in the District’s decision-making process and other activities.
Core Functions
• Maximize public awareness and understanding of the District and its activities.
• Engage the public through outreach and communication efforts that educate and involve the community
and expand the District’s capacity to reach diverse audiences.
• Collect and evaluate constituent feedback and recommend action.
• Review and recommend legislation that affects and/or benefits the District’s ability to carry
out its mission.
Organizational Chart
Public
Affairs
Manager
Public
Affairs
Specialist II
Public
Affairs
Specialist II
Public
Affairs
Specialist II
Public
Affairs
Intern
Government
Affairs
Specialist
Public
Affairs
Specialist I
Administrative
Assistant
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Administrative Assistant 1 1 1 1 0
Communications Supervisor 1 1 0 0 0
Community Outreach Specialist 1 1 0 0 0
Docent Program Manager* 1 0 0 0 0
Governmental Affairs Specialist 0 1 1 1 0
Public Affairs Assistant 1 1 0 0 0
Public Affairs Coordinator* 1 0 0 0 0
Public Affairs Intern 1 0 1 1 0
Public Affairs Manager 1 1 1 1 0
Public Affairs Specialist I 0 0 1 1 0
Public Affairs Specialist II 2 2 3 3 0
Volunteer Program Lead* 1 0 0 0 0
Volunteer Program Manager* 1 0 0 0 0
Total FTE 12 8 8 8 0
*Positions moved to Visitor Services.
Objectives
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 1 Co-Host Special Park Districts Forum FY2019
Goal 1 Update Branding and Style Guide FY2019
Goal 1 & 2 Develop District Strategic Communications Plan FY2019
Goal 1 & 2 Bear Creek Redwoods Grand Opening FY2019
Goal 2 Youth Outreach Program FY2019
Goal 2 Climate Change and Sustainability Education Campaign FY2019
Goal 3 New Administrative Office Remodel – Project Communications and Public Engagement FY2019
Public Affairs aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Budget and Action Plan FY2018-19 | Section IV | Page 173
Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 2 Numbers of individuals reached through
Youth Engagement Program N/A N/A 1,000
Goal 2 Number of news stories generated and facilitated
about the District N/A N/A 100
Goal 2 Number of incoming information requests/complaints
answered within 2 business days leveraging new Customer
Response Management system N/A N/A 90%
Goal 2 Number of Website Visits 487,215 N/A 525,000
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Public Affairs
Salaries and Benefits $868,867 $1,110,997 $991,697 ($119,300) –11%
Services and Supplies 484,108 1,018,996 913,313 (105,683) –10%
Total Operating Expenditures 1,352,975 2,129,993 1,905,010 (224,983) –11%
Total Public Affairs Expenditures $1,352,975 $2,129,993 $1,905,010 ($224,983) –11%
Cooley Landing Grand Opening, Ravenswood Open Space Preserve by John Green
District Founders Day Festival, Monte Bello Open Space Preserve in 2013
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Sierra Azul Open Space Preserve by Erin Ashford
Cooley Landing Opening, Ravenswood Open Space Preserve by John Green
Budget and Action Plan FY2018-19 | Section IV | Page 175
Real Property Department
Department Mission Statement
Purchase or otherwise acquire interest in strategic open space land; connect District open space lands
with federal, state, county, city, and other protected open space lands, parklands, watershed lands.
Core Functions
• Provide comprehensive land conservation planning and analysis to guide the land purchase program
in coordination with other Departments.
• Create and take advantage of opportunities to conserve a greenbelt of protected open space lands
along the ridgelines, foothills, and baylands.
• Provide technical assistance to protect and secure District public open space property rights and
interests (including fee and easement interests).
• Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land
conservation and protection.
Organizational Chart
Real
Property
Manager
Senior
Real
Property
Agent
Real
Property
Specialist II
Planner III
Administrative
Assistant
Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE FTE FTE FTE Modified
Manager 1 1 1 1 0
Senior Real Property Agent 1 1 1 1 0
Specialist II 0 1 1 1 0
Planner III 1 1 1 1 0
Administrative Assistant* 1 1 1 1 0
Total FTE 4 5 5 5 0
*Administrative Assistant is shared with Natural Resources, but budgeted within the Real Property Department.
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The Real Property aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 2 – Connect people to open space and a regional environmental protection vision
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Objectives
Strategic
Plan Target
Linkage Objective Completion
Capital Projects
Goal 2 Cal-Water Exchange (El Corte de Madera Preserve) FY2019
Goal 2 Cloverdale Land Opportunity (Supports MAA Portfolio 13) FY2019
Goal 2 El Corte de Madera Creek Land Conservation (Supports MAA04-001) FY2019
Goal 2 El Sereno Trails and Wildlife Corridors (Supports MAA Portfolio 19) FY2019
Goal 2 La Honda Creek Upper Area Land Conservation (Supports MAA Portfolio 5) FY2019
Goal 2 Lower San Gregorio Creek Watershed Land Conservation FY2019
Goal 2 MAA03-001: Lot Line Adjustment/Property Transfer Purisima Uplands FY2019
Goal 2 MAA07-011: Lower La Honda Creek Phase II Loop Trails FY2019
Goal 2 MAA20-002: Bay Area Ridge Trail Crossing Property Rights FY2019
Goal 2 Miramontes Ridge Land Conservation (Supports MAA Portfolio 1) FY2019
Goal 2 Pursue Watershed Protection Opportunities (Supports MAA23) FY2019
Goal 2 Redwood Forest Opportunity (Supports MAA Portfolio 15) FY2019
Goal 2 Sierra Azul Loma Prieta Land Conservation (Supports MAA Portfolio 25) FY2019
Goal 2 Sierra Azul Rancho de Guadalupe Land Conservation (Supports MAA Portfolio 24) FY2019
Goal 2 Upper San Gregorio Land Conservation (Supports MAA Portfolio 8) FY2019
La Honda Creek Open Space Preserve by Midpen Staff
Budget and Action Plan FY2018-19 | Section IV | Page 177
Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 1 Number of Preserves 26 N/A N/A
Goal 1 Land Conservation 63,340 N/A N/A
Goal 1 Total Number of acres protected (preserved) 274.66 N/A N/A
Goal 2 Land Conservation Connectivity 90% of
N/A N/A annual target
Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Real Property
Salaries and Benefits $672,695 $759,564 $774,287 $14,723 2%
Services and Supplies 49,661 155,545 154,967 (578) 0%
Total Operating Expenditures 722,356 915,109 929,254 14,145 2%
General Fund Land and Associated Costs 2,500,485 4,307,231 912,000 (3,395,231) –79%
Measure AA Land and Associated Costs 1,901,191 2,724,000 198,000 (2,526,000) –93%
Total Land and Associated Costs 4,401,676 7,031,231 1,110,000 (5,921,231) –84%
Total Real Property Expenditures 5,124,032 7,946,340 2,039,254 (5,907,086) –74%
One Time Expense: New AO Building 0 0 31,550,100 31,550,100 0
Grand Total Real Property Expenditures $5,124,032 $7,946,340 $33,589,354 $25,643,014 323%
Windy Hill Open Space Preserve by Anastasia Repin
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El Corte de Madera Creek Open Space Preserve by Allen Ishibashi
Russian Ridge Open Space Preserve by Dave Helseth
Budget and Action Plan FY2018-19 | Section IV | Page 179
Visitor Services Department
Department Mission Statement
Ensure protection and stewardship of the land and visitor safety, manage public access consistent
with ecological values and public safety, and provide opportunities for enrichment of visitors through
the environmental education, docent, and volunteer programs.
Core Functions
• Protect public health and safety through enforcement of District rules and regulations, fire protection,
emergency medical response.
• Provide frontline public contact and services on District lands.
• Manage the Docent, Environmental Education, and Volunteer programs.
• Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts
to further District goals.
Organizational Chart
Rangers
Ranger
Aides
Seasonal
Rangers and
Ranger
Aides
Visitor
Services
Manager
Supervising
Rangers
Management
Analyst II
Foothill
Area
Superintendent
Lead
Rangers
Supervising
Rangers
Skyline
Area
Superintendent Administrative
Assistant
Modified
Duty
Staff
Visitor
Services
Intern
Docent
Program
Manager
Docent
Program
Coordinator
Volunteer
Program
Manager
Volunteer
Program
Leads
Rangers
Ranger
Aides
Seasonal
Rangers and
Ranger
Aides
Lead
Rangers
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Staffing Levels
FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from
Adopted Adopted Adopted Proposed FY2017-18
Staffing Levels FTE* FTE FTE FTE Modified
Administrative Assistant 1 1 1 1 0
Area Superintendents 2 2 2 2 0
Docent Program Manager 0 1 1 1 0
Docent Program Coordinator 0 1 1 1 0
Educational/interpretive position 0 0 0 1 1
Lead Rangers 0 4 4 5 1
Rangers 20 19 19 19 0
Seasonal Rangers 0 .95 .95 .95 0
Seasonal Ranger Aides 0 .95 .95 .95 0
Supervising Rangers 4 5 5 5 0
Management Analyst II 1 1 1 1 0
Visitor Services Manager 1 1 1 1 0
Volunteer Program Manager 0 1 1 1 0
Volunteer Program Lead 0 2 2 2 0
Total FTE 29 39.9 39.9 41.9 2
*The Land and Facilities and Visitor Services department was formed after the Operations Department was split in FY2015-16.
Skyline Ridge Open Space Preserve by Jack Gescheidt
Budget and Action Plan FY2018-19 | Section IV | Page 181
Performance Metrics
Strategic
Plan FY2016-17 FY2017-18 FY2018-19
Linkage Indicator Actuals Target Target
Goal 2 Annual number of Nature Center visitors 2,939 N/A 3,200
Goal 2 Number of permits issued 2,998 N/A 3,000
Goal 2 Stewardship volunteer hours 17,440 N/A 18,000
Goal 2 Interpretation and education docent hours 4,697 N/A 5,000
Visitor Services aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through:
• Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners
• Goal 2 – Connect people to open space and a regional environmental protection vision
• Goal 3 – Strengthen organizational capacity to fulfill the mission
For the full statement of the District’s Strategic Plan Goals and Objectives, see page 6; project details are included in Section III.
Objectives
Strategic
Plan Target
Linkage Objective Completion
Operating Projects
Goal 1 Participate in the Wildland Fire Coordinating Committee to improve the District’s preparation for,
and response to, prescribed burns and wildland fires FY2019
Goal 2 Continue visitor use data collection and report on data collected FY2019
Goal 2 Manage, organize, and host the annual Volunteer Recognition Event FY2019
Goal 2 Schedule and provide two docent trainings: Nature Center Host and Outdoor Education Leader FY2019
Goal 2 Review and align the Spaces and Species environmental science curriculum with Next Generation
Science Standards FY2019
Goal 2 Provide increased District stewardship and science learning opportunities by increasing
partnerships with local volunteer-based and environmental education organizations FY2019
Goal 2 Develop a Wildland Fire and Flood Emergency Response Plan for Rancho San Antonio Preserve FY2019
Goal 2 Develop an implementation plan for the Docent and Volunteer Program Structure Study FY2019
Goal 3 Research options to allow for online reservation and payment of campsites and other
permit requests FY2019
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Budget
FY2017-18 FY2018-19 $ Change from % Change from
District Budget by FY2016-17 Amended Proposed FY2017-18 FY2017-18
Expenditure Category Actuals Budget Budget Amended Budget Amended Budget
Visitor Services
Salaries and Benefits $4,639,230 $4,943,424 $5,204,142 260,718 5%
Services and Supplies 418,324 564,949 667,119 102,170 18%
Total Operating Expenditures 5,057,554 5,508,373 5,871,261 362,888 7%
Total Visitor Services Expenditures $5,057,554 $5,508,373 $5,871,261 $362,888 7%
La Honda Creek Open Space Preserve by Frances Freyberg
Russian Ridge Open Space Preserve by Rich Jarvis
Budget and Action Plan FY2018-19 | Section IV | Page 183
Skyline Ridge Open Space Preserve by Drake Lewis
Page 184 | Vision Plan Actions Overview | Budget and Action Plan FY2018-19
Vision Plan Actions Overview
# Vision Plan Action
01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture
Enhancement Projects
02 Regional: Bayfront Habitat Protection and Public Access Partnerships
03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation
Grazing Projects
04 El Corte de Madera Creek: Bike Trail and Water Quality Projects
05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conservation Grazing Projects
06 Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership
07 La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation
Grazing Projects
08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail Completion
09 Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects
10 Coal Creek: Reopen Alpine Road for Trail Use
11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions
12 Peninsula and South Bay Cities: Partner to Complete Middle Stevens Creek Trail
13 Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections
14 Regional: Trail Connections and Campgrounds
15 Regional: Redwood Protection and Salmon Fishery Conservation
16 Long Ridge: Trail, Conservation, and Habitat Restoration Projects
17 Regional: Complete Upper Stevens Creek Trail
18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor
19 El Sereno: Dog Trails and Connections
20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements
21 Bear Creek Redwoods: Public Recreation and Interpretive Projects
22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects
23 Sierra Azul: Mount Umunhum Public Access and Interpretation Projects
24 Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects
25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects
26 Pulgas Ridge: Regional and Neighborhood Trail Extensions
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection,
Stream Restoration, and Regional Trail Connections
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast
30 Regional: Support California Coastal Trail
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction
Budget and Action Plan FY2018-19 | Vision Plan Actions Overview | Page 185
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32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing
33 Purisima Creek Redwoods: Parking and Repair Projects
34 Teague Hill: West Union Creek Watershed Restoration Partnership
35 Peninsula and South Bay Cities: Major Roadway Signage
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership
38 Ravenswood: Cooley Landing Nature Center Partnership
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects
40 Regional: San Andreas Fault Interpretive Trail Program
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing
45 Skyline Subregion: Fire Management and Forest Restoration Projects
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects
47 Monte Bello: Campfire Talks and Habitat Projects
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects
50 Picchetti Ranch: Family Nature Play Program
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area
54 Sierra Azul: Fire Management
Vision Plan Actions Overview (continued)
# Vision Plan Action
Page 186 | Vision Plan Actions Overview | Budget and Action Plan FY2018-19
Glossary
Term Description
ACOE U.S. Army Corps of Engineers
Action Plan The work plan that includes all of the projects and key initiatives that the District pursue.
ADA Americans with Disability Act
Adopted Budget The adopted budget is the District’s annual fiscal plan, which is approved by the
Board of Directors. The adopted budget establishes the legal authority for the
expenditure of funds, as created by the appropriation resolution. The adopted budget
includes all reserves, transfers, allocations, supplemental appropriations and other
legally authorized legislative and executive changes.
AGM Assistant General Manager
Americans with Disability Act The ADA is a civil rights law that prohibits discrimination against individuals with
disabilities in all areas of public life, including all public and private places that are
open to the general public.
AO Administrative Office ( District headquarters)
AP Accounts Payable
Appropriation A legal authorization granted by the Board of Directors to make expenditures and to
incur obligations for specific purposes. An appropriation usually is limited in amount
and to the time in which it may be expended.
Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources, including
estimated revenue and other sources such as bond proceeds, transfers in and
approved fund balances/net assets, meet or exceed uses, including appropriations
and transfers out.
Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in the
accounts and reported in the financial statements. Government-wide financial statements
are prepared using the accrual basis of accounting. Budgets are developed using the
modified accrual basis of accounting.
BCR Bear Creek Redwoods (Preserve)
Budget The plan of expenditures and revenues for a specific period of time.
Budget Categories The District budget is divided into five budget categories: Salaries and Benefits, Services
and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-land purchases),
and Debt Service.
CAFR Comprehensive Annual Financial Report
California Environmental
Quality Act California law (California Public Resources Code section 21000 et seq.) that requires
development projects to submit documentation of their potential environmental impact.
CalPERS California Public Employee Retirement System
CAPEX Capital expenditures
Capital Budget Expenditures that are used to improve the infrastructure and assets of the District.
Capital Improvement
and Action Plan District’s Capital Improvement Program and Action Plan for project and program delivery
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Capital Improvement Program A multi-year plan for capital expenditures, with details on anticipated annual
expenditures and information about the resources estimated to be available to finance
the projected expenditures.
Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such as
land, land improvements, infrastructure, and equipment.
Cash basis The cash basis is a method of recording accounting transactions for revenue and
expenses only when the corresponding cash is received or payments are made.
CDFW California Department of Fish and Wildlife
CEQA California Environmental Quality Act
CFO Chief Financial Officer
CIAP Capital Improvement and Action Plan
CIP Capital Improvement Program/Project
Debt Service Debt service is the payment of the principal and interest on an obligation resulting
from the issuance of bonds and/or promissory notes.
Debt Service Fund A fund that accounts for accumulation of resources to be used for debt service payments,
as well as principal and interest payments and associated administrative costs.
Deficit The result of an excess of expenditures over resources.
Designation of Fund Balance Unreserved fund balance may be designated by the District to be set aside for a
specific purpose. The designation indicates that a portion of fund equity is not
available for current appropriation, as it has been set aside to comply with the
District’s plan for future uses.
Design-Build Design-build is a method of project delivery in which one entity – the design-build
team – works under a single contract with the project owner to provide design
and construction services.
E&C Engineering and Construction (Department)
eDNA Environmental DNA
EIR Environmental Impact Report
EIS Environmental Impact Statement
Encumbrances Commitments for unperformed contracts for goods and services.
Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance,
and human resources.
Environmental DNA DNA that is collected from a variety of environmental samples such as soil, seawater,
or even air rather than directly sampled from an individual organism. This method
allows for biomonitoring without requiring collection of the living organism, creating
the ability to study organisms that are invasive, elusive, or endangered without
introducing anthropogenic stress on the organism.
ERP Enterprise Resource Planning
ESRI GIS software
Term Description
Page 188 | Glossary | Budget and Action Plan FY2018-19
Fiscal Year A 12-month period to which the annual operating budget applies and at the end of
which the District determines its financial position and the results of its operations.
The District’s fiscal year is from July 1 through June 30.
Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/equipment,
with a value greater than the capitalization amount, stated in the District’s Capital
Asset and Inventory Control Policy. In 2009 the policy was updated to capitalize
vehicles/equipment with a cost exceeding $25,000, and improvements/infrastructure
with a cost exceeding $100,000.
FOSM Financial and Organizational Sustainability Model is a comprehensive report that
provides the District with recommendation on strengthening organizational capacity to
fulfill its mission of land preservation, natural resource protection, and public access
and education.
FTE Full Time Equivalent
Full-Time Equivalent Measure of dedicated staff. One FTE is equivalent to 2080 hours of work per year.
Some positions are part-time and are budgeted based on hours that are then converted
to a full-time equivalent of a position.
Fund The accounts of the District are organized on the basis of funds, each of which is
considered a separate accounting entity. The operations of each fund are accounted
for with a separate set of self-balancing accounts that comprise its assets, liabilities,
fund equity, revenues and expenditures. Governmental resources are allocated to, and
accounted for, in individual funds based upon the purposes for which they are to be
spent and the means by which spending activities are controlled.
Fund Balance Fund balance is the difference between governmental fund assets and fund liabilities.
Funds Different revenue sources used for specific purposed dependent on the type of
District activity.
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
General Fund The main governmental operating fund for the District. The General Fund is primarily
used to fund personnel costs, routine operational and maintenance expenses, and
debt service.
General Obligation (GO) Bond GO Bond is a local governmental debt issue that is secured by a broad government
pledge to use its tax revenues to repay the bond holders.
Generally Accepted
Accounting Principles Uniform standards and guidelines for financial accounting and reporting.
GFOA Government Finance Officers Association
GHG Greenhouse gas
GIS Geographic Information System
GL or G/L General Ledger
Term Description
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GM General Manager
GO General Obligation (bonds)
Grants Contributions or gifts of cash or other assets to/from another government agency,
foundation or private entity, to be used for a specific purpose.
Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn property.
Includes both operating and capital expenditures.
HR Human Resources (Department)
IST Information Systems Technology (Department)
L&F Land and Facilities (Department)
MAA Measure AA
Measure AA Voter-approved general obligation bond to be used on improvement projects to deliver
the 25 Project Portfolios included in the bond measure.
Midpen The Midpeninsula Regional Open Space District
Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses
at the time a liability is incurred. Under the modified accrual basis of accounting,
expenditures are generally recognized in the accounting period in which the related
fund liability is incurred, but debt service expenditures are recorded only when
payment is due.
New World System An ERP management information system with features and functionality to support
local government administration.
NR Natural Resources (Department)
NWS New World System
OPEB Other Post Employment Benefits
Operating Budget Projects costs for Salaries and Benefits, and Services and Supplies.
OPEX Operational expenditures
OSP Open Space Preserve
PA Public Affairs (Department)
Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
Santa Cruz counties.
PL Planning (Department)
PNR Planning and Natural Resources (District project review committee)
POST Peninsula Open Space Trust
Projected The projected amount of expenditures and/or revenues for the District, before the
account books have been closed for the fiscal year and a financial audit has
been conducted.
Property Tax The tax is imposed on real property, and is based on the value of the property. It is
collected by San Mateo and Santa Clara counties within the Midpeninsula Regional
Open Space District.
Term Description
Page 190 | Glossary | Budget and Action Plan FY2018-19
Proprietary Funds Used to account for activities that are similar to activities that may be performed by
a commercial enterprise. The purpose of the proprietary fund is to provide a service
or product at a reasonable cost. The District’s only proprietary funds are internal
service funds.
Reimbursements Repayments of amounts remitted on behalf of another fund or agency.
Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not
appropriate for expenditure; and (2) an account used to earmark a portion of
fund equity as legally segregated for a specific future use.
Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the
subsequent accounting period, including items such as encumbrances, inventory,
prepaid items, and notes receivable.
Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the fiscal year.
Revenue The amount of funds received by the District from taxes, fees, rental income, interest,
intergovernmental sources, and other sources during the fiscal year.
RFB Request for Bid
RFP Request for Proposal
RFPQ Request For Proposal Quote
Risk Management The management efforts to protect the District from potential claims, including the
avoidance of accidental loss or minimization of consequences if loss does occur.
RP Real Property (Department)
RWQCB San Francisco Bay Regional Water Quality Control Board
SCVWD Santa Clara Valley Water District
SOD Sudden Oak Death
Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties.
The disease is caused by the microscopic pathogen Phytophthora ramoru.
TMDL Total Maximum Daily Load
Total Maximum Daily Load A regulatory term in the U.S. Clean Water Act, describing a plan for restoring
impaired waters that identifies the maximum amount of a pollutant that a body of
water can receive while still meeting water quality standards.
VS Visitor Services (Department)
YTD Year-To-Date
Term Description
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Budget and Action Plan FY2018-19 | Glossary | Page 191
Page 192 | Glossary | Budget and Action Plan FY2018-19
Photos clockwise starting upper left: Purisima Creek Redwoods Open
Space Preserve by Doug Sheaffer; Russian Ridge Open Space
Preserve by Paulina Wrzeszcz, Skyline Ridge Open Space
Preserve by Jack Gescheidt, and Fremont Older Open
Space Preserve by Jennifer Mellone
Windy Hill Open Space Preserve by Carol Daniels
Photos on front cover: top photo Purisima Creek Redwoods Open Space Preserve by Maila Pinlacperez;
second row from left: Russian Ridge Open Space Preserve by Rosalina Calderon, Rancho San Antonio
Open Space Preserve by Selwyn Quan, and Russian Ridge Open Space Preserve by Karl Kohl.
Budget and Action Plan FY2018-19 | Glossary | Page 193
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, California 94022-1404
Phone: 650-691-1200 • Fax: 650-691-0485
E-mail: info@openspace.org
Website: www.openspace.org PRINTED ON 100% POST
CONSUMER WASTE PAPER
PRINTED WITHSOY INK
Russian Ridge Open Space Preserve by Jim Mosher