HomeMy Public PortalAboutBudget - District- FY20Budget and Action Plan FY2019-20
—————————————————————————————————————————————————————————
ADOPTED JUNE 26, 2019
Midpeninsula Regional Open Space District
Rancho San Antonio Open Space Preserve by Michelle Yau
FRONT COVER PHOTO CREDITS
Top: Sierra Azul Open Space Preserve by Carol Daniels
Lower Left: Ravenswood Open Space Preserve by John Green
Lower Middle: Rancho San Antonio Open Space Preserve by Donna Eck
Lower Right: Bear Creek Redwoods Open Space Preserve by Alisha Laborico
1Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Table of Contents
1 SECTION I: INTRODUCTION
2 General Manager’s Transmittal
3 Board of Directors & Management
6 Strategic Plan Goals and Objectives
7 Regional Map
8 Board Resolution
10 Organizational Chart
11 About Us
12 Demographics
15 SECTION II: BUDGET SUMMARY AND OVERVIEW
16 Budget Summary and Overview
18 Revenues
20 Expenditures
24 Staffing
27 Hawthorns Fund
28 Measure AA Projects
30 Vision Plan
32 Debt Service
37 Fund Balance
38 Delivering on the Mission
39 Grants Program
40 Climate Action Plan
41 Budget Process
42 Financial Policies
45 SECTION III: CAPITAL IMPROVEMENT AND ACTION PLAN
46 Capital Improvement and Action Plan Overview
51 Land Acquisition and Preservation
71 Natural Resource Protection and Restoration
94 Public Access, Education and Outreach
123 Infrastructure (Vehicles, Equipment, Facilities) and Other
143 SECTION IV: DEPARTMENT SUMMARIES
145 Department Overview
146 Administrative Services
150 Engineering and Construction
154 Office of the General Counsel
156 Office of the General Manager
158 Land and Facilities Services
162 Natural Resources
166 Planning
170 Public Affairs
172 Real Property
176 Visitor Services
180 VISION PLAN ACTIONS OVERVIEW
182 GLOSSARY
General Manager’s Transmittal
Dear Board of Directors and Midpen Constituents,
I am pleased to present Midpeninsula Regional Open Space District’s fiscal year 2019-20 Budget and Action Plan,
which reflects a balanced delivery of our mission for the long term.
In its 2012 strategic plan, the Board formalized its desire to elevate natural resource stewardship and public access
to the same level as land conservation. With robust participation in an 18-month, science-based vision planning
process, the community created a 40-year plan for open space with 54 priority action portfolios, strongly focused
on expanding the greenbelt and increasing public access and environmental restoration throughout the District. In
2014, voters funded the top 25 priority portfolios by passing Measure AA.
This year, we’re celebrating the first five years of progress on these priorities. We’ve protected an additional 1,515
acres of open space and completed dozens of habitat restoration and public access projects. These projects include
opening Mount Umunhum, Lower La Honda Creek and the western area of Bear Creek Redwoods to the public, and
extending the Mindego Hill Trail at Russian Ridge. Midpen also reintroduced conservation grazing on 315 acres,
supporting sustainable agriculture.
This year’s Vision Plan projects include: completing a critical 0.6-mile gap to establish 80 continuous miles of the
San Francisco Bay Trail, preserving important coastal, agricultural and watershed lands, preparing design plans
for new loop trails in Lower La Honda Creek, initiating site cleanup and rehabilitation of the Bear Creek Redwoods
cultural landscape, and completing construction plans to repair the Alpine Road Trail at Coal Creek and the historic
White Barn at Deer Hollow Farm in Rancho San Antonio.
Areas of special interest this fiscal year include enhancing wildfire resiliency, supporting sustainable agriculture and
broadening our community outreach. We will continue work on reducing the agency’s greenhouse gas emissions by
2020, and enhancing climate change resiliency by implementing new forest management strategies, protecting wildlife
corridors, reducing wildland fire fuels, and expanding open space to sustain important refugia at different elevations.
Midpen continues to build organizational capacity to efficiently and effectively deliver on these public commitments.
Internally over the past few years, we have restructured, developed a new project delivery process, implemented
a project tracking system, and expanded our engineering and construction expertise. We are updating our
business systems and databases, bringing new staff facilities online, and expanding our capacity for interpretive
programming, natural resource stewardship, field data collection, grants and contract management.
The fiscal year 2019-20 Budget and Action Plan includes capital expenditures supporting the delivery of our mission
that account for 27% of the budget, and the remaining includes salaries and benefits (34%), services and supplies
(15%) and annual debt service obligations (24%). Total revenues and other funding sources are projected at $75.5
million which include annual revenues at $64.4 million, bond reimbursements at $8.9 million and other funding
sources at $2.2 million, balancing a budget of $74.8 million in expenses.
Property tax revenue growth from a robust economy and increasing assessed values continue to strengthen the
agency’s financial base. As Midpen opens new areas, engages new partners, and grows our interpretive and
educational programs, public awareness, participation and appreciation of our mission are magnified. We’re
poised to take on this new wave of work and to expand our diverse coalitions to further leverage our resources and
accomplish even more into the future.
Respectfully submitted,
Ana María Ruiz
General Manager
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
2 Section I • Budget and Action Plan FY2019-20
3Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Board of Directors & Management
Executive Management
Ana María Ruiz–General Manager
Hilary Stevenson–General Counsel
Mike Foster–Controller
Susanna Chan–Assistant General Manager/Project Planning and Delivery
Brian Malone–Assistant General Manager/Visitor and Field Services
Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services
Mission Statement——————————————————————————––––––––––––——————————————————————————————
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.
District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen
Holman, Larry Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————Pete Siemens–Board President Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————
Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Curt Riffle Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––————————————————————————————————Karen Holman–Board Vice President 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——————————————————————————––––––––––––————————————————————————————————
Zoe Kersteen-Tucker–Board Secretary Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton,
Redwood City, San Carlos, Woodside——————————————————————————––––––––––––————————————————————————————————
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
4 Section I • Budget and Action Plan FY2019-20
Budget Document Preparation
Carmen Narayanan–Budget and Analysis Manager
Elissa Martinez–Management Analyst
Lupe Hernandez–Management Analyst
Management Team
Matthew Anderson–Visitor Services
Candice Basnight–Human Resources
Casey Hiatt–Information Systems and Technology
Michael Jurich–Land and Facilities Services
Kirk Lenington–Natural Resources
Jason Lin–Engineering and Construction
Jane Mark–Planning
Carmen Narayanan–Budget and Analysis
Korrine Skinner–Public Affairs
Maria Soria–General Manager’s Office
Hilary Stevenson–General Counsel’s Office
Andrew Taylor–Finance
Mike Williams–Real Property
Jennifer Woodworth–District Clerk
Bear Creek Redwoods Open Space Preserve by Alisha Laborico
5Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
6 Section I • Budget and Action Plan FY2019-20
FY2019-20 Strategic Plan Goals and Objectives
The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually based on
the results of an environmental scan. The FY2019-20 Strategic Plan provides high-level direction for the annual
Budget and Action Plan.
GOAL 1 Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects
through reporting results and building partner relationships ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based
approach to environmental protection on the Peninsula, South Bay and San Mateo Coast ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Build and strengthen relationships with legislators to advocate environmental protection goals ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Take a regional leadership role in promoting the benefits of open space and sustainable agriculture ——————————————————————————––––––––––––——————————————————————————————
Objective 5 – Expand regional climate change resiliency and adaptation to preserve healthy natural systems ——————————————————————————––––––––––––——————————————————————————————
Objective 6 – Work with fire agencies and surrounding communities to strengthen the prevention of, preparation
for and response to wildland fires ——————————————————————————––––––––––––——————————————————————————————
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 – Refine and implement a comprehensive public outreach strategy, including the engagement of
diverse communities and enhanced public education programs ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Expand opportunities to connect people to their public open space preserves consistent with an
environmental protection vision ——————————————————————————––––––––––––——————————————————————————————
GOAL 3 Strengthen organizational capacity to fulfill the mission ——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology upgrades and
capacity building ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Continuously improve recent process and business model changes to effectively and efficiently
deliver Vision Plan projects and the District’s ongoing functions ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Reflect the changing community we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Build state of readiness for potential disruptions by completing a risk assessment and creating a
business continuity plan ——————————————————————————––––––––––––——————————————————————————————
GOAL 4 Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond Oversight Committee
–“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 financial model and remain
financially sustainable ——————————————————————————––––––––––––——————————————————————————————
Objective 5 – Ensure land acquisitions, including associated public access and land management costs, are
evaluated within the long-term financial model and remain financially sustainable——————————————————————————––––––––––––——————————————————————————————
7Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Regional Map
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
8 Section I • Budget and Action Plan FY2019-20
Resolution No. 19-15
9Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
10 Section I • Budget and Action Plan FY2019-20
Organizational Chart
Public
Board of
Directors ControllerGeneral
Counsel
General
Manager
Public Affairs
Department
Executive Assistant/
Deputy District Clerk
District Clerk/Assistant
to the General Manager
Visitor and Field Services
Assistant General Manager
Finance and Administrative
Services
CFO-Director of
Administrative Services
Project Planning and Delivery
Assistant General Manager
Visitor
Services
Department
Land and
Facilities
Department
Natural
Resources
Department
Planning
Department
Real
Property
Department
Engineering
and
Construction
Department
Budget and
Analysis
Department
Information
Systems and
Technology
Department
Finance
Department
Human
Resources
Department
Midpen At-A-Glance
Founded in 1972 63,927 Acres
(as of June 2019)
243 Miles of Trails 26 Preserves
183 Full-Time
Employees Over 2 Million
Visitors Per Year
$74.8 Million
Budget
760,000
Residents
11Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
About Us
HISTORY
The late 1960s 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 (Midpen) 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 boundary 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 was extended to the Pacific Ocean in San Mateo County.
GOVERNANCE
Midpen 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 p.m., at the Midpen administrative
office: 330 Distel Circle, Los Altos, CA.
STAFFING
The staff currently includes over 180 employees in 11 departments: Budget and Analysis, Engineering and
Construction, Finance, Human Resources, Information Systems and Technology, Land and Facilities Services, 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. Midpen has preserved over
63,000 acres of public land and manages 26 open space preserves. The District boundary extends from San
Carlos to Los Gatos and to the Pacific Ocean from south of Pacifica to the Santa Cruz County line. The boundary
includes approximately 200 square miles of Santa Clara County, 350 square miles of San Mateo County and 2.6
square miles of Santa Cruz County.
Midpen 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 19,000 acres, 24 preserves are open to the public free of charge, 365 days a year. Our estimated annual
2 million visitors will find over 243 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 a 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.
For more information about Midpen, visit our website at www.openspace.org.
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
12 Section I • Budget and Action Plan FY2019-20
Demographics and Economic Statistics
The following is economic and demographic information on Santa Clara and San Mateo Counties, representing the
majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of
Santa Cruz County land that it holds, information on Santa Cruz County is not included.
Demographics and Economic Statistics
Last Ten Fiscal Years
————————————————————————————
County of Santa Clara
Fiscal Year Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2009 1,857,621 $99,550 $55,781 36.2 259,800 8.7%
2010 1,880,876 109,495 61,289 35.8 265,643 10.5%
2011 1,797,375 120,376 66,366 36.0 266,256 9.6%
2012 1,816,486 133,912 72,704 36.2 270,109 8.2%
2013 1,842,254 136,118 72,754 36.4 273,701 6.8%
2014 1,868,558 149,717 78,955 36.6 276,175 5.2%
2015 1,889,638 165,323 86,141 36.8 276,689 4.3%
2016 1,927,888 178,029 92,168 36.8 274,948 3.9%
2017 1,938,180 190,002 98,032 *273,264 3.4%
2018 1,956,958 ***272,132 2.9%
County of San Mateo
Calendar
Year
Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2009 713,617 $50,175 $70,311 38.9 89,971 8.9%
2010 719,951 53,084 73,739 39.3 91,371 8.5%
2011 729,425 58,228 79,872 39.4 92,097 7.9%
2012 740,738 65,167 87,986 39.6 93,674 6.8%
2013 750,489 65,656 87,501 39.3 93,931 5.6%
2014 758,581 71,111 93,672 39.4 94,567 4.3%
2015 759,155 78,607 102,516 39.8 95,187 3.5%
2016 765,895 82,046 106,615 39.5 95,502 3.2%
2017 770,203 87,486 113,410 *95,620 2.9%
2018 774,155 ***95,155 2.5%
*Information not available
Data Sources
1 State of California Department of Finance
2U.S. Department of Commerce Bureau of Economic Analysis
3 U.S. Census Bureau, American Community Survey
4 State of California Department of Education
5 State of California Employment Development Department, Labor Market Division
Notes: Starting fiscal year (FY) 2015-16, Midpen changed from a fiscal year end date of March 31st to June 30th.
As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period.
Principal Employers
Most Current Year and Nine Years Ago
————————————————————————————
County of Santa Clara
2018 2009
Employer Number of
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
Rank Percentage
of Total
Employment
Apple Computer, Inc.25,000 1 2.44%10,000 3 1.23%
Alphabet/Google Inc.20,000 2 1.95 * *
County of Santa Clara 18,806 3 1.84 * *
Stanford University 16,919 4 1.65 * *
Cisco Systems Inc.14,120 5 1.38 13,000 1 1.60%
Kaiser Permanente 12,500 6 1.22 5,000 10 0.61%
Stanford Healthcare 10,034 7 0.98 5,500 8 0.68%
Tesla Motors Inc.10,000 8 0.98 *
Intel Corporation 8,450 9 0.83 5,000 9 0.61%
City of San Jose 6,159 10 0.60 *
Lockheed Martin Space Systems Co.* *10,400 2 1.28%
Intuit, Inc.* *8,000 4 0.98%
IBM Corporation * *7,500 5 0.94%
Hewlett-Packard Co.* *7,000 6 0.86%
KLA-Tencor Corporation * *6,200 7 0.76%
Total 141,988 13.87%77,750 9.55%
County of San Mateo 3
2017 4 2009
Employer Number of
Employees
Rank Percentage
of Total
Employment
Number of
Employees
Rank Percentage
of Total
Employment
United Airlines 12,000 1 2.474%* *
Genentech Inc.11,000 2 2.51 8,800 1 2.60%
Facebook Inc.7,091 3 1.62 * *
Oracle Corp.6,781 4 1.55 5,642 2 1.66%
County of San Mateo 5,485 5 1.25 5,179 3 1.53%
Gilead Sciences Inc.3,900 6 0.89 1,480 10 0.44%
Visa U.S.A. Inc.3,500 7 0.80 * *
Electronic Arts Inc.2,367 8 0.54 2,000 6 0.59%
Robert Half International Inc.1,790 9 0.41 * *
YouTube LLC 1,700 10 0.39 * *
Kaiser Permanente * *3,790 4 1.12%
Mills-Peninsula Health Services * *2,500 5 0.74%
United States Postal Service * *1,964 7 0.58%
San Mateo Community College District * *1,800 8 0.53%
SLAC National Accelerator Laboratory * *1,650 9 0.49%
Total 55,614 12.70%34,805 10.28%
*Information not available
Data Sources
1 Silicon Valley Business Journal, July 27, 2018
2 County of Santa Clara Finance Department. FY2008-09 CAFR
3San Francisco Business Times – 2018 Book of Lists and California Employment Development Department
4Latest information available for principal employers in the County of San Mateo
13Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Bear Creek Redwoods Open Space Preserve by Alisha Laborico14Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Section II
Budget Summary and Overview
Russian Ridge Open Space Preserve by Samantha Tan
15Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
16 Section II • Budget and Action Plan FY2019-20
Budget Summary and Overview
The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2019-20 Budget reflects Midpen’s
priorities established by the Board of Directors in December 2018 as part of its annual Strategic Plan update. Based
upon these priorities, staff prepared the FY2019-20 Proposed Three-Year Capital Improvement and Action Plan
(included in Section III) for Board approval. Subsequently, staff developed a detailed budget by department and
fund which are included in Budget Summary and Overview (Section II) and Department Summaries (Section IV).
FY2019-20 FINANCIAL OVERVIEW
Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are
funded by five distinct funds, four of which are major governmental funds:
——————————————————————————––––––––––––——————————————————————————————
Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance
expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of
the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in
audited financial statements).——————————————————————————––––––––––––——————————————————————————————
Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Project
Portfolios in the Vision Plan are eligible for Measure AA funding (Fund 30 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA capital
projects and land acquisitions. (Fund 40 is a major fund).——————————————————————————––––––––––––——————————————————————————————
Fund 50: Debt Service. This includes payments on all Midpen-issued debt, both public and private. (Fund 50 is
a major fund).——————————————————————————––––––––––––——————————————————————————————
Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower
percentage of the total budget (49%), reflecting the organization’s focus on project delivery. Capital projects and
land acquisition account for 27% of the budget and debt service totals almost 24%.
17Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY2019-
20 or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level.
FY2019-20 Budget by Fund
FY2019-20
Change in Fund Balance
Fund 10
General Fund
Operating
Fund 20
Hawthorns
Fund 30
Measure AA
Capital
Fund 40
General Fund
Capital
Fund 50
Debt Service
Total
Revenue
Property Tax Revenues $52,055,000 $5,435,350 $57,490,350
Grants (Awarded)296,300 2,108,421 2,404,721
Interest Income 1,078,000 39,000 874,000 1,991,000
Rental Income 1,331,773 1,331,773
Rental Income
(5050 El Camino Real)
729,105 729,105
Rancho San Antonio Agreement 379,157 379,157
Miscellaneous 100,000 100,000
Total Revenues 55,969,335 39,000 2,108,421 0 6,309,350 64,426,106
Other Funding Sources
Bond Reimbursements 7,039,226 1,846,720 8,885,946
Hawthorns Fund 101,200 101,200
Bond/Debt Service Premium 1,632,923 1,632,923
Restricted Fund Transfer 300,000 300,000
Assigned Fund Balance
Transfers
924,450 924,450
Committed for Infrastructure
Transfer
(729,105) (729,105)
General Fund Transfers (18,172,800) 7,775,425 10,397,375 0
Total Other Funding Sources (18,901,905)101,200 7,339,226 10,546,595 12,030,298 11,115,414
Grand Total: Revenues & Other
Funding Sources
37,067,430 140,200 9,447,647 10,546,595 18,339,648 75,541,520
Expenses
Operating 37,475,545 92,200 37,567,745
Labor Reimbursement (471,697) (471,697)
Capital 48,000 9,447,647 10,546,595 20,042,242
Debt Service (General Fund Debt) 10,397,375 10,397,375
Debt Service (Measure AA Debt) 7,272,188 7,272,188
Total Expenses $37,003,848 $140,200 9,447,647 $10,546,595 $17,669,563 $74,807,853
Change in Fund Balance $63,582 $0 $0 $0 $670,085 $733,667
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
18 Section II • Budget and Action Plan FY2019-20
Revenues
Midpen’s FY2019-20 revenue estimate totals $64.4 million with the vast majority, 89% or $57.5 million, coming
from property tax receipts. This represents an increase of 6% 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 FY2019-20
revenue by source.
FY2019-20 Revenue by Source
● Property Tax (89%)
● Grants (4%)
● Interest (3%)
● Rental Income and Other (4%)
Property Tax Grants Interest Rental Income
and Other
Total
Amount $57,490,350 $2,404,721 $1,991,000 $2,540,035 $64,426,106
Percent 89%4%3%4%100%
Total Revenue Trend
(in millions)
$ 65 ———————————————————————————————————————————————————————————————
60 ———————————————————————————————————————————————————————————————
55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20
Actual Actual* Actual Actual Estimated Projected
■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other
*FY2015-16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
19Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
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 (excluding Measure AA ad valorem levy for
debt service).
Property Tax Trend
(in millions)
$ 55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20
Actual Actual Actual Actual Actual Actual Actual* Actual Projected Projected Projected
*FY2015-16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
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 3.5% 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.
2016-2020 General Fund Tax Revenue
Actual
FY2016
Actual
FY2017
Actual
FY2018
Budget
FY2019
Estimated
FY2019
Budget
FY2020
% Increase*
Santa Clara County
Current Secured $23,304,000 $25,277,000 $27,254,000 $29,155,000 $29,271,000 $31,173,000 6.5%
Current Unsecured 1,787,000 1,747,000 1,860,000 2,086,600 1,934,000 1,983,000 2.5%
Total Santa Clara
County
25,091,000 27,024,000 29,114,000 31,241,600 31,205,000 33,156,000 6.3%
San Mateo County
Current Secured 11,126,000 12,039,000 13,008,000 13,938,600 14,049,000 15,102,000 7.5%
Current Unsecured 523,000 515,000 544,000 551,800 647,000 667,000 3.1%
Prior Taxes (7,000)(14,000)0 0 0 0 0.0%
Total San Mateo County 11,642,000 12,540,000 13,552,000 14,490,400 14,696,000 15,769,000 7.3%
Supplement + HOPTR 1,429,000 1,578,000 1,598,000 1,364,000 1,566,000 1,472,000 - 6.0%
Redevelopment 1,302,000 1,148,000 1,477,000 1,217,000 1,625,000 1,658,000 2.0%
Total Tax Revenue $39,464,000 $42,290,000 $45,741,000 $48,313,000 $49,092,000 $52,055,000 6.0%
*Percentage increase compares Budget FY2020 to Estimated FY2019.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
20 Section II • Budget and Action Plan FY2019-20
Expenditures
Midpen’s FY2019-20 budget totals $71 million ($74.8 million inclusive of the one-time land acquisition), reflecting
increased capital expenditures as the organization continues implementation of Measure AA funded projects, and
the addition of a net of 3.5 positions to deliver projects and continue the organizational build-out outlined in the
Financial and Operational Sustainability Model (FOSM). The net total budget increase is 11%, exclusive of the one-
time land acquisition.
The following table and chart provide a summary of the FY2019-20 budget by fund.
Midpen Budget By Funding Source FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Annual Budget
$ Change From
FY2018-19
Amended Budget
% Change From
FY2018-19
Amended Budget
Fund 10–General Fund Operating $27,418,768 $33,485,935 $37,003,848 $3,517,913 11%
Fund 20–Hawthorns 40,412 53,500 140,200 86,700 162%
Fund 30–MAA Land/Capital 12,038,108 12,660,082 9,447,647 (3,212,435)- 25%
Fund 40–General Fund Land/Capital 2,479,760 4,424,184 6,746,595 2,322,411 52%
Fund 50–Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13%
Subtotal Midpen Budget 54,582,844 66,294,691 71,007,853 4,713,162 7%
Fund 40–General Fund Land/Capital
One Time Expenses
3,072,054 31,550,100 3,800,000 (27,750,100) - 88%
Total Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24%
FY2019-20 Budget by Source
● Fund 10–General Fund Operating (49%)
● Fund 20–Hawthorns (1%)
● Fund 30–Measure AA Land/Capital (12%)
● Fund 40–General Fund Land/Capital (9%)
● Fund 40–General Fund Land/Capital One Time Expenses (5%)
● Fund 50–Debt Service (24%)
The following chart depicts actual and projected expenditures over a five-year period by fund.
Expenditures by Fund
(in millions)
$ 100 ——————————————————————————————————————————————————————————————
90 ——————————————————————————————————————————————————————————————
80 ——————————————————————————————————————————————————————————————
70 ——————————————————————————————————————————————————————————————
60 ——————————————————————————————————————————————————————————————
50 ——————————————————————————————————————————————————————————————
40 ——————————————————————————————————————————————————————————————
30 ——————————————————————————————————————————————————————————————
20 ——————————————————————————————————————————————————————————————
10 ——————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————
FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20
Actual* Actual Actual Amended Proposed
■ Fund 10–General Fund Operating ■ Fund 20–Hawthorns ■ Fund 30–MAA Land/Capital
■ Fund 40–General Fund Land/Capital ■ Fund 40–General Fund Land/Capital One Time Expenses
■ Fund 50–Debt Service
*FY2015-16 reflects 15 months of expenditures due to changing the fiscal year start from April 1 to July 1.
FUND 10 – GENERAL FUND OPERATING
The General Fund Operating increase of 11%, or $3.52 million, includes Salaries and Benefits as well as Services
and Supplies. Net Salaries and Benefits represent $2.25 million of the Fund 10 increase; this is due to budgeting
for all currently approved positions, the annualized cost of new positions added in FY2019-20, combined with cost-
of-living adjustments, annual step increases, and changes in the costs of benefits.
Services and Supplies also rose, representing $1.27 million of the Fund 10 increase. This reflects an increase to
overall operating projects expenditures, such as an increase in restoration mitigation costs associated with capital
improvement projects like the opening of the Mount Umunhum summit and western area of Bear Creek Redwoods.
In addition, the proposed CIAP and Budget includes a substantial increase in total funds and key Action Plan
projects to expand Midpen’s efforts in preventing, preparing for, and responding to potential wildland fires.
FUND 20 – HAWTHORNS
The Hawthorns fund includes funding for fuel reduction, fire clearance work and structures work to prevent future
deterioration of historic resources.
FUND 30 – MEASURE AA LAND/CAPITAL
The Measure AA Capital fund reduction of 25%, or $3.21 million, in projected annual expenses does not represent
a reduction in effort on Measure AA (MAA) projects; it reflects a shift in project phases. Fewer MAA projects are
currently in the construction phase. For example, there are over 30 MAA projects on the CIAP next year in various
stages of planning and construction, while other large projects such as Cooley Landing Interpretive Facilities Design
and Implementation and Twin Creeks Land Conservation have largely been expensed.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
21Section II • Budget and Action Plan FY2019-20
The Measure AA Capital fund reduction includes both lower reimbursable labor (-$400,000) and project
expenditures (-$900,000). If projects such as the Saratoga-to-Sea Regional Trail and Ravenswood Bay Trail progress
faster than anticipated, MAA funds are available in FY2019-20 to increase the project budget with prior Board
approval. The decrease in reimbursable labor is primarily due to the lack of shovel-ready trail projects for Midpen’s
special projects crews, given where most projects are on the schedule, on-the-ground construction is set to occur in
future fiscal years, starting in FY2020-21. Midpen will shift and utilize this available special project crews capacity
in FY2019-20 to supplement and expand upon the fuel reduction work of the maintenance crews.
Measure AA projects in FY2019-20 include the conservation of important coastal agricultural and watershed lands, the
Highway 17 Wildlife and Trail Crossing project, the Bear Creek Redwoods Alma College Site Rehabilitation Plan, the
Saratoga-to-Sea Regional Trail and the Ravenswood Bay Trail. Additional projects include the Bear Creek Redwoods
Landfill Characterization and Remediation and grazing infrastructure improvements. Work will also continue on the Lower
La Honda Creek Phase II Trails, Hawthorns Public Access Site Plan, and repairs to the Alpine Road Regional Trail.
FUND 40 – GENERAL FUND LAND/CAPITAL
The increase of 52% in General Fund Capital ($2.32 million) is largely driven by projects in support of Measure
AA and the Vision Plan. Other projects included in next year’s plan are to improve Midpen’s infrastructure, offices,
vehicles and equipment; complete repairs and maintenance on Midpen-owned residences and driveways; improve
grazing infrastructure; and demolish unoccupied structures.
Of note, the most expensive project included in General Fund Capital for next year is a coastal acquisition that will
preserve important grazing and watershed lands in Vision Plan Portfolio 32: Tunitas Creek: Additional Watershed
Preservation and Conservation Grazing. This acquisition is not eligible for Measure AA funding (project lies outside
the top 25 Vision Plan Priority Action areas). This project is excluded from the increases to General Fund Capital
noted above since it is a one-time land acquisition project.
FUND 50 – DEBT SERVICE
The Debt Service fund for FY2019-20 increased by approximately $2 million from FY2018-19, or 13%. Annual debt
service principal payments are now due on the recently issued 2018 General Obligation Bonds (Series GO Green Bonds).
Treatment of Non-Expended Funds Flowchart
For FY2019-20, operating expenses are expected to increase at a moderate rate; the inclusion of 3.5 additional net
positions supports continued project implementation and delivery of Midpen’s mission to the public.
Consistent with Midpen’s practice over the last three fiscal years, land acquisitions will be budgeted if the
transaction has great certainty, otherwise the budget is amended at the time of purchase.
The first table on the next page illustrates the breakdown of the FY2019-20 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. 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
AssignedRestricted
Fund 40:
General Fund
Capital
Fund 10:
General Fund
Operating
Fund 20:
Hawthorns
Unassigned
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
22 Section II • Budget and Action Plan FY2019-20
FY2019-20 Budget by Fund and Expenditure Type
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Annual Budget
$ Change From
FY2018-19
Amended Budget
% Change From
FY2018-19
Amended Budget
Salaries and Benefits $20,714,676 $23,968,255 $25,821,535 $1,853,280 8%
Less: MAA Reimbursable Staff Costs (730,701)(866,385)(471,697)394,688 - 46%
Net Salaries and Benefits 19,983,975 23,101,870 25,349,838 2,247,968 10%
Services and Supplies 7,434,793 10,384,065 11,654,010 1,269,945 12%
Total Operating Expenditures 27,418,768 33,485,935 37,003,848 3,517,913 11%
Hawthorns Operating 24,277 53,500 92,200 38,700 72%
Hawthorns Capital 16,135 0 48,000 48,000 –
Total Hawthorns Expenditures 40,412 53,500 140,200 86,700 162%
General Fund Capital (Fund 40)1,926,326 3,967,184 5,911,095 1,943,911 49%
Measure AA Capital (Fund 30)8,459,359 10,417,082 9,434,147 (982,935)- 9%
Total Capital Expenditures 10,385,685 14,384,266 15,345,242 960,976 7%
General Fund Land and Associated
Costs (Fund 40)
3,625,488 32,007,100 4,635,500 (27,371,600)- 86%
Measure AA Land and Associated
Costs (Fund 30)
3,578,749 2,243,000 13,500 (2,229,500)- 99%
Total Land and Associated Costs 7,204,237 34,250,100 4,649,000 (29,601,100)- 86%
Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13%
Total Debt Service (Fund 50)12,605,796 15,670,990 17,669,563 1,998,573 13%
Total Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24%
FY2019-20 Budget by Department
Midpen Budget by
Department
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Annual Budget
$ Change From
FY2018-19
Amended Budget
% Change From
FY2018-19
Amended Budget
Administrative Services $5,545,099 $6,388,642 $6,803,459 $414,817 6%
Engineering and Construction 7,117,752 8,117,669 9,994,698 1,877,029 23%
General Counsel 598,438 616,240 752,420 136,180 22%
General Manager 1,453,468 2,599,741 2,097,810 (501,931)- 19%
Land and Facilities 9,884,854 12,881,083 13,706,416 825,333 6%
Natural Resources 2,867,380 4,601,287 5,986,696 1,385,409 30%
Planning 2,661,652 4,216,014 3,105,268 (1,110,746)- 26%
Public Affairs 1,561,633 1,810,010 2,018,527 208,517 12%
Real Property 4,891,287 3,676,754 1,810,593 (1,866,161)- 51%
Visitor Services 5,133,102 5,716,261 7,062,403 1,346,142 24%
Debt Service 12,918,180 15,670,990 17,669,563 1,998,573 13%
Total Midpen Budget 54,582,845 66,294,691 71,007,853 4,713,162 7%
One Time Expense: Fund 40 Land/
Buildings
3,072,054 31,550,100 3,800,000 (27,750,100)-- 88%
Grand Total: Midpen Budget $57,654,898 $97,844,791 $74,807,853 ($23,036,938)- 24%
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
23Section II • Budget and Action Plan FY2019-20
Midpen Staffing
Midpen staffing for FY2019-20 is budgeted for 182.95 Full Time Equivalents (FTEs); representing a recommended
increase of 3.5 positions over the FY2018-19 amended staffing level of 179.45 FTEs.
Activity since the inception of the Financial and Operational Sustainability Model (FOSM) which was approved
in 2014 is summarized in the first table on the following page. Consistent with the FOSM, the recommended 3.5
net positions are within the agency-wide anticipated total growth numbers. It is important to note that the FOSM
projections did not account for the notable rise in visitation levels that Midpen is experiencing with the opening of
new preserve areas.
ADMINISTRATIVE SERVICES
Senior Accounting Technician (1 FTE)
This technician’s time will be split evenly to support the Grants and Procurement programs. The addition of this
position will help increase the amount of grants Midpen has the capacity to apply for as well as assist with the
grants reporting, compliance and administration of the grants making program. This position also increases the
amount of procurement support provided to staff to enter into consulting and contractor contracts for operating and
capital projects, both on-call and standard, and to track draw-downs and status of contracts.
LAND AND FACILITIES
Lead Open Space Technician (1 FTE)
This position will focus on resource management projects and monitor the quality of work completed by outside
contractors and partners. As a lead position, the new technician will also allow Midpen to expand our resource
management partnerships with outside organizations, including such groups as the San Jose Conservation Corps
and AmeriCorps, to complete additional resource management, habitat restoration, and fuel management work.
The new technician will also add capacity to complete the mounting mitigation and restoration work resulting from
new Measure AA public access projects.
NATURAL RESOURCES
Management Analyst I (1 FTE, net zero)
This position converts the limited term Climate Resiliency Fellow position to a regular position to continue coordination,
tracking, and implementation of the Board-approved Climate Action Plan. The analyst will also provide Natural
Resources department staff with support in project administration, including interfacing and streamlining contracting,
budgeting and accounting practices, and gathering performance metrics, including tracking reductions in operational
carbon emissions to reach the Board-approved greenhouse gas reduction goals.
VISITOR SERVICES
Visitor Services Intern (0.5 FTE)
In FY2019-20, the intern will continue the visitation count survey project that began in 2016. The primary goal will
be to estimate annual visitation rates for Midpen preserves and also focus on visitor use for planning purposes and
Bear Creek Redwoods Open Space Preserve use. There was no Visitor Services Intern budgeted in FY2018-19.
Interpretive Specialist (1 FTE)
The Board has expressed interest in the expansion of the interpretive and educational programs. The Docent
Volunteer Programs Structure Study provided a blueprint to increase the impact and outreach of Midpen docent and
volunteer programs. A critical recommendation of the study was an additional position to support the interpretive
programs. This position will facilitate improved training, coaching, supporting, and monitoring of the Outdoor
Activity Docent and Nature Center Host programs. The addition of professional program staff builds capacity for
new program collaborations, partnerships, and program expansion. This position will lead coordination efforts for
the outdoor activity interpretive program, including training and coordinating with docents.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
24 Section II • Budget and Action Plan FY2019-20
FY2018-19 STAFF CHANGES
In March 2019, the Board approved one new position, Executive Assistant/Legal Secretary (1 FTE). Due to an
increase in work complexity and load, this position will serve to maintain staffing levels and quality service in the
Legal Department.
An additional temporary position was approved under the General Manager’s authority. Due to staff vacancies
within Public Affairs, a Public Affairs Specialist II (1 FTE) was approved as a limited-term position; it is partially offset
by savings from two vacant positions within the department (an Assistant and an Intern).
FOSM Projections and Staffing Growth
Business Line Positions
approved
through
FY2018-19
FOSM Projected
Growth by 2020
FOSM Projected
Growth*
between
2020 to 2045
Recommended
New Positions
Remaining FOSM
Projected Positions
Through 2045
(if new positions are
approved)
Planning and Project Delivery 10 10 to 13 TBD / 7 0 TBD / 7
Visitor and Field Services 27 20 to 25 35 to 43 2.5 32.5 to 40.5
Finance and Administrative Services 9 9 to 11 8 to 10 1 7 to 9
General Manager’s Office 3 2 0 0 0
Total 49 41 to 51 43 to 60 3.5 39.5 to 56.5
*Positions through 2045 are cumulative.
Midpen staffing for FY2019-20 is detailed by department in the table below.
Midpen Positions by Department
Department
FY2015-16
Adopted FTE
FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administration 18.75 24.75 24.75 26.75 27.75 1.00
Engineering and Construction 2.00 5.00 7.00 7.00 7.00 0.00
General Counsel 2.50 2.50 2.50 3.50 3.50 0.00
General Manager 6.00 8.00 8.00 8.00 8.00 0.00
Land and Facilities 0.00 51.30 55.30 56.30 57.30 1.00
Natural Resources 10.00 11.00 12.00 12.00 12.00 0.00
Operations*68.30 0.00 0.00 0.00 0.00 0.00
Planning 11.00 10.00 11.00 11.00 11.00 0.00
Public Affairs 12.00 8.00 8.00 8.00 8.00 0.00
Real Property 4.00 5.00 5.00 5.00 5.00 0.00
Visitor Services 0.00 39.90 39.90 41.90 43.40 1.50
Total FTE 134.55 165.45 173.45 179.45 182.95 3.50
*The Land and Facilities and Visitor Services departments were formed after the Operations Department was split in FY2015-16.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
25Section II • Budget and Action Plan FY2019-20
FUTURE GROWTH IN MIDPEN STAFFING
The FOSM projected growth in Midpen staffing initially from 2014 through 2020 with a second growth phase from
2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. Since December
2014, 49 new positions have been approved by the Board. The FOSM also projects growth in Midpen staffing
between 2020 and 2045 of up to 57 additional new positions. The above recommendations, if approved by the
Board, raises the total new positions to 52.5. If approved, these new positions would be filled between August
2019 and June 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 Midpen’s restructuring, 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 Midpen’s 30-year financial model, future additional
positions would be submitted for Board consideration as part of future budget approvals. Such additional position
requests would need to remain consistent with the FOSM projections and be financially sustainable.
MIDPEN COMPENSATION & BENEFITS
Salaries and benefits make up the largest component of expenditures, estimated at 32% of total FY2019-20
expenditures. This category includes all personnel-related costs. Midpen has one represented group: Midpeninsula
Regional Open Space District Field Employees Association (FEA). The remaining unrepresented employees are
Office, Supervisory and Management Employees (OSM).
Midpen’s Board-adopted Classification and Compensation Plan outlines all position titles, step range number (6-59),
and salary ranges, and is available on the organization’s website.
Midpen contracts with the California Public Employee’s Retirement System (CalPERS) for retirement pension benefits.
Midpen’s retirement formulas are 2.5% @ age 55 for “Classic” members and 2% @ age 62 for “New” members.
Staff may participate in optional deferred compensation plans.
Midpen provides health insurance coverage to all its full-time employees and their dependents. The health insurance
program is administered by CalPERS where a variety of medical plans are available for the employee’s selection.
There is also a cash-in-lieu benefit for those who opt out of a medical plan. Additional health benefits include full
dental insurance coverage for employees and their eligible dependents (Delta Dental), including 60% orthodontia
coverage, and full vision insurance for employees and their dependents (VSP).
Other insurance provided include Life, AD&D, Long Term Disability, supplemental life, SDI, paid family leave and
workers’ compensation. Additional benefits include a Midpen-paid employee assistance program, vacation starting
at 15 days per year, 4.5 days of personal leave per year, administrative leave (if eligible), 11 paid holidays and
up to 12 days of sick leave per year. Optional benefits that staff may take advantage of include flexible spending
plans, commuter check program, tuition reimbursement programs, and supplemental life insurance. In addition,
Midpen is a strong advocate for training and provides numerous opportunities for employees throughout the year.
Midpen pays $350.00 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the
PEMHCA minimum amount of $119 per month (a lifetime benefit).
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
26 Section II • Budget and Action Plan FY2019-20
Hawthorns Fund
Hawthorns, a 78-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one
of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received
a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity.
The FY2019-20 Annual Budget for the Hawthorns endowment totals $140,200, which is 162% higher than the
FY2018-19 Amended Budget. The $48,000 capital budget includes funding to pursue a partnership for long-
term care, rehabilitation, and maintenance of the historic complex, as well as other stabilization efforts to mitigate
deterioration and maintain defensible space as required by the Woodside Fire Protection District.
The endowment fund balance at the end of FY2019-20 is projected to be $1,348,282 as shown below.
Hawthorns – Projected Cash Balance
Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance
Hawthorns Fund Original Endowment $2,018,445
Actual: FY2011-12 through FY2015-16 $53,466 ($540,243)1,531,668
FY2016-17 Actual 10,349 (6,146)1,535,871
FY2017-18 Actual 5,147 (40,412)1,500,606
FY2018-19 Estimated Actual 2,376 (53,500)1,449,482
FY2019-20 Projected 39,000 (140,200)1,348,282
Projected Ending Balance $1,348,282
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
27Section II • Budget and Action Plan FY2019-20
Windy Hill Open Space Preserve by Midpen Staff
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
to the public; 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.
Midpen began using Measure AA funds in 2014 and FY2019-20 will mark the sixth year of funding. As of June
30, 2019, an estimated $59.9 million in Measure AA funds will be expended and the proposed FY2019-20
budget brings the total to $66.9 million, or 22.31% 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 (LTD) estimate at June 30, 2019,
the amounts budgeted for FY2019-20, and the amount remaining for each allocation net grants awarded, are
illustrated in the Measure AA Projects Budget Overview graph below and the table on the following page.
Measure AA Expenditures
(in millions)
$ 60 ——————————————————————————————————————————————————————————————
50 ——————————————————————————————————————————————————————————————
40 ——————————————————————————————————————————————————————————————
30 ——————————————————————————————————————————————————————————————
20 ——————————————————————————————————————————————————————————————
10 ——————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
MAA Portfolio Number
■ LTD Estimate ■ FY2019-20 ■ Balance
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
28 Section II • Budget and Action Plan FY2019-20
Measure AA Projects Budget Overview
Tier 1 Vision Plan Priority Actions
MAA#Measure AA Portfolio Expenditure
Plan
(adopted
2014)
Total Life-To-
Date Estimate
through
6/30/19
FY2019-20
Proposed
Balance
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 1,245,264 586,849 3,219,887 36.27%
03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing
7,608,000 1,322,151 480,812 5,805,037 23.70%
04 El Corte de Madera Creek: Bike Trail and
Water Quality Projects
8,376,000 910,680 61,236 7,404,084 11.60%
05 La Honda Creek: Upper Area Recreation, Habitat
Restoration and Conservation Grazing Projects
11,733,000 2,509,963 618,197 8,604,840 26.66%
06 Windy Hill: Trail Implementation, Preservation
and Hawthorns Area Historic Partnership
12,740,000 56,206 124,060 12,559,734 1.41%
07 La Honda Creek: Driscoll Ranch Public
Access, Endangered Wildlife Protection and
Conservation Grazing
14,825,000 12,004,121 173,555 2,647,324 82.14%
08 La Honda Creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail
15,347,000 2,180,000 0 13,167,000 14.20%
09 Russian Ridge: Public Recreation, Grazing
and Wildlife Protection Projects
5,560,000 532,884 663,434 4,363,682 21.52%
10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 205,257 236,033 7,575,710 5.50%
11 Rancho San Antonio: Interpretive Improvements,
Refurbishing, and Transit Solutions
10,811,000 81,066 143,890 10,586,044 2.08%
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 1,390,559 460,888 5,908,553 23.86%
18 South Bay Foothills: Saratoga-to-Sea Trail and
Wildlife Corridor
1,365,000 0 550,000 815,000 40.29%
19 El Sereno: Dog Trails and Connections 2,254,000 427,265 0 1,826,735 18.96%
20 South Bay Foothills: Wildlife Passage and
Ridge Trail Improvements
13,966,000 417,385 124,649 13,423,966 3.88%
21 Bear Creek Redwoods: Public Recreation and
Interpretive Projects
17,478,000 8,623,044 2,368,908 6,486,048 62.89%
22 Sierra Azul: Cathedral Oaks Public Access
and Conservation Projects
6,714,000 1,278,336 401,715 5,033,949 25.02%
23 Sierra Azul: Mount Umunhum Public Access
and Interpretive Projects
27,972,000 21,629,796 45,000 6,297,204 77.49%
24 Sierra Azul: Rancho de Guadalupe Family
Recreation
10,078,000 1,606,896 0 8,471,104 15.94%
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 $59,902,488 $7,039,226 $233,058,286 22.31%
Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
29Section II • Budget and Action Plan FY2019-20
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 identified 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 benefits.——————————————————————————––––––––––––——————————————————————————————
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 reflect our agricultural heritage and provide food
and jobs.——————————————————————————––––––––––––——————————————————————————————
The 54 Priority Actions Portfolios identified in the Vision Plan were separated into two tiers.
Tier 1 represents the top 25 priority actions identified in the Vision Plan (see previous page for a full list of Measure
AA portfolios).
Tier 2 includes longer-term priority
actions as identified in the Vision
Plan.
This map identifies the location
of both Tier 1 and Tier 2 priority
actions, followed by a list of Tier
2 action locations and names.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
30 Section II • Budget and Action Plan FY2019-20
TIER 2 VISION PLAN 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/our-work/projects/vision-plan
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
31Section II • Budget and Action Plan FY2019-20
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, 2019, the assessed value of property within the District’s jurisdiction
totaled $273.243 billion, resulting in a legal debt limit of $13.662 billion.
In 2017 and 2018, both Standard & Poor’s 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, 2019, Midpen had the following outstanding debt obligations:
Outstanding Debt Obligations
Type of Debt Maturity Actual Interest Rate Authorized and
Issued
Outstanding as of
March 31, 2019
2011 Revenue Bonds*2022 2% to 6%$1,080,000 $750,000
2012 Refunding Promissory Notes**2034 2% to 5%9,085,601 8,310,601
2015 Refunding Promissory Notes 2034 3.5% to 5%23,630,000 21,010,000
2016 Green Refunding Bonds 2039 3% to 5%57,410,000 50,435,000
2017 Green Refunding Bonds 2038 3.125% to 5% 25,025,000 25,025,000
2017 Parity Bonds 2028 5%11,220,000 10,420,000
Promissory Note 2023 5%1,500,000 1,500,000
General Fund 128,950,601 117,450,601
2015 General Obligation Bonds 2021/2045 1.5% to 2.5%45,000,000 40,381,000
2018 General Obligation Bonds 2049 2% to 5%50,000,000 50,000,000
Measure AA Fund 95,000,000 90,381,000
Total Debt $223,950,601 $207,831,601
*The 2023 through 2041 maturities of the 2011 Revenue Bonds were refunded through Midpen’s 2016 Green Bonds.
**The 2024 through 2029 and 2035 through 2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds.
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.
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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
32 Section II • Budget and Action Plan FY2019-20
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 $1.5 million 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.
Russian Ridge Open Space Preserve by Charles Tu
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
33Section II • Budget and Action Plan FY2019-20
General Fund Annual Debt Service
(in millions)
$ 14 ———————————————————————————————————————————————————————————————
12 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
8 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ 2011 Refunding Notes (Unrefunded portion) ■ 2012 Refunding Notes ■ 2015 Refunding Notes
■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B)
■ Promissory Note
Five-Year General Fund Debt Projection
Type of Debt FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24
2011 Revenue Bonds $240,700 $266,400 $290,700 $0 $0
2012 Refunding Notes 462,050 460,350 460,250 461,825 0
2016 Green Bonds 5,275,200 5,497,200 5,509,200 5,818,575 5,852,325
2017 Green Bonds (Series A Refunding 2012s)1,022,200 1,022,200 1,022,200 1,022,200 1,022,200
2017 Parity Bonds (Series B)1,437,500 1,439,250 1,438,500 1,435,250 1,439,250
2015 Refunding Notes 1,884,725 1,918,675 1,939,375 1,967,125 1,995,750
Promissory Note 75,000 75,000 75,000 1,575,000 0
Total 10,397,375 10,679,075 10,735,225 12,279,975 10,309,525
Total General Fund Principal 5,465,000 5,985,000 6,295,000 8,135,000 6,565,000
Total General Fund Interest 4,932,375 4,694,075 4,440,225 4,144,975 3,744,525
Grand Total $10,397,375 $10,679,075 $10,735,225 $12,279,975 $10,309,525
FY
2
0
1
9
-
2
0
2
0
FY
2
0
2
0
-
2
0
2
1
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
3
-
2
0
2
4
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
9
-
2
0
3
0
FY
2
0
3
0
-
2
0
3
1
FY
2
0
3
1
-
2
0
3
2
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
7
-
2
0
3
8
FY
2
0
3
8
-
2
0
3
9
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
34 Section II • Budget and Action Plan FY2019-20
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. Midpen 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 Midpen 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 $.0018 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2019-20 $.0018 per $100 of assessed valuation (projected)——————————————————————————––––––––––––——————————————————————————————
2015 General Obligation Bonds (Series 2015A and 2015B)
On August 13, 2015, Midpen 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, Midpen issued an 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
35Section II • Budget and Action Plan FY2019-20
Measure AA Annual Debt Service
(in millions)
$ 8 ———————————————————————————————————————————————————————————————
7 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
3 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
1 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2015 Series B (Taxable)
■ Measure AA 2018 Series GO Green Bonds
Five-Year Measure AA Debt Projection
FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24
Measure AA 2015 Series A (Tax-Exempt)$1,636,163 $1,636,163 $1,943,288 $2,575,913 $2,570,788
Measure AA 2015 Series B (Taxable)952,925 952,313 637,875 0 0
Measure AA 2018 Series GO Green Bonds 4,683,100 3,373,375 2,728,500 2,727,600 2,730,200
Total 7,272,188 5,961,850 5,309,663 5,303,513 5,300,988
Total Measure AA Principal 3,650,000 2,410,000 1,825,000 1,895,000 1,980,000
Total Measure AA Interest 3,622,188 3,551,850 3,484,663 3,408,513 3,320,988
Grand Total $7,272,188 $5,961,850 $5,309,663 $5,303,513 $5,300,988
Projected Tax Rate $1.79 $1.95 $2.16 $2.11 $2.18
FY
2
0
1
9
-
2
0
2
0
FY
2
0
2
0
-
2
0
2
1
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
3
-
2
0
2
4
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
9
-
2
0
3
0
FY
2
0
3
0
-
2
0
3
1
FY
2
0
3
1
-
2
0
3
2
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
7
-
2
0
3
8
FY
2
0
3
8
-
2
0
3
9
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
36 Section II • Budget and Action Plan FY2019-20
FY
2
0
3
9
-
2
0
4
0
FY
2
0
4
0
-
2
0
4
1
FY
2
0
4
1
-
2
0
4
2
FY
2
0
4
2
-
2
0
4
3
FY
2
0
4
4
-
2
0
4
5
FY
2
0
4
5
-
2
0
4
6
FY
2
0
4
6
-
2
0
4
7
FY
2
0
4
7
-
2
0
4
8
FY
2
0
4
8
-
2
0
4
9
FY
2
0
4
3
-
2
0
4
4
General Fund Balance
The projected increase to the FY2019-20 Total Fund Balance is primarily due to the continued growth in Midpen’s
property tax revenues and a stabilization in capital spending levels from the previous year.
Projected General Fund Balance
FY2015
Actual
FY2016
Actual
FY2017
Actual
FY2018
Actual
FY2019
Projected
FY2020
Budget
Nonspendable ——$55,093 $35,968 $35,968 $35,968
Restricted $1,702,556 $1,971,040 1,971,040 1,466,982 1,449,482 1,348,282
Committed 20,400,000 35,400,000 35,400,000 55,300,000 24,049,900 24,349,900
Assigned — — — — — —
Unassigned 21,329,605 16,857,586 23,872,450 16,306,537 22,002,385 22,495,072
Total Fund Balance $43,432,161 $54,228,626 $61,298,583 $73,109,487 $47,537,735 $48,229,222
Minimum Unassigned Fund Balance*$10,597,200 $11,839,200 $12,691,200 $13,722,600 $14,493,900 $15,616,500
*Calculated as 30% of total annual Fund 10 property tax revenues.
General fund balances include Fund 10 General Fund and Fund 20 Hawthorns Fund, as presented in Midpen’s audited financial statements.
CHANGE IN FUND BALANCE
Midpen 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 FY2019-20 projected balance in each fund is based on FY2018-19 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.
Projected Change in Fund Balance
Fund 10
General Fund
Fund 20
Hawthorns
Fund 30
Measure AA
Capital
Fund 40
General Fund
Capital
Fund 50
Debt Service
Total
FY2017-18 Audited Fund Balance $71,642,505 $1,466,982 $46,468,809 $7,043,765 $5,791,164 $132,413,225
Change in Fund Balance (25,554,252)(17,500)(11,722,478)(853,600)4,661,514 (33,486,316)
FY2018-19 Projected Balance $46,088,253 $1,449,482 $34,746,331 $6,190,165 $10,452,678 $98,926,909
Change in Fund Balance 792,687 (101,200)(7,039,226)(922,270)670,085 (6,599,924)
FY2019-20 Projected Balance $46,880,940 $1,348,282 $27,707,105 $5,267,895 $11,122,763 $92,326,985
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
37Section II • Budget and Action Plan FY2019-20
Delivering on Midpen’s Mission
AGRICULTURE
In keeping with Strategic Plan Goal 1, Objective 4: take a regional leadership role in promoting the benefits of
open space and sustainable agriculture, Midpen has prioritized 15 projects to support regional agriculture and
sustain conservation grazing on District lands such as the Gordon Ridge Property Land Conservation.
DIVERSITY
In support of Goal 2, Objective 2: engaging diverse communities, Midpen has prioritized six projects to connect
diverse communities to their public open space preserves including multiple projects at Rancho San Antonio and
Cooley Landing.
WILDLAND FIRE RESILIENCY
Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic.
In response, Midpen has prioritized four fire prevention projects, including an emphasis on fuels reduction and
wildland fire readiness.
Purisima Creek Redwoods Open Space Preserve by Catherine Tinder
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
38 Section II • Budget and Action Plan FY2019-20
Grants Program
Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by Measure AA
requires the organization 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, Midpen created a formal Grants Program focused on increasing grant funding
for the organization and deepening its relationships with external partners. The objective of the Grants Program is
to bring in additional revenue to fulfill 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, Midpen is expanding its Grantmaking
Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission.
To this end, Midpen has increased its investment in this program and has broadened the categories of eligible
funding to align with the organization’s current priorities. Going forward, Midpen will continue to build the capacity
of the Grants Program, work collaboratively with its partners and strategically align grant awards with Midpen’s
mission. In the short term, the Grants Program will refine these goals, build institutional knowledge about grants
among staff and focus on multi-scale successes to demonstrate the value of the program.
Long Ridge Open Space Preserve by Gary Marcos
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
39Section II • Budget and Action Plan FY2019-20
Climate Action Plan
CLIMATE ACTION PLAN OVERVIEW
The Board adopted the Climate Action Plan in October 2018 to chart a course for reducing greenhouse gas (GHG)
emissions from agency operations. The plan identified Midpen’s goals for reducing GHG emissions as the following:
20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050. Changes have already been implemented
that reduced emissions by 14% from 2016 to 2018.
FY2019-20 will be the first full year of the Climate Action Plan implementation. The table below describes the
Climate Action Plan items that will be implemented in FY2019-20. The Climate Action Plan can be found on
Midpen’s website at www.openspace.org/our-work/projects/climate-change.
FY2019-20 Climate Action Plan Implementation Actions
Climate Action Plan Item Budget*Department
Commute-4: Create incentives for employees commuting via carpool, public transit,
bike or walking
$46,000 Administrative Services
Commute-5/Vehicles-3: Feasibility assessment for electric vehicle chargers at field
offices
$0 (Staff time only)Land and Facilities
Commute-6: Create intranet page with commute resources and carpool database $0 (Staff time only)Administrative Services
Commute-7: Update administrative office electric vehicle charging cost $0 (Staff time only)Administrative Services
Commute-9: Create emergency ride home safeguard for employees commuting via
alternative means
$0 (Staff time only)Administrative Services
Facilities-2: Install solar panel system at Skyline Field Office $150,000 Land and Facilities
Facilities-3: Upgrade all lighting at field offices to LED $20,000 Land and Facilities
Facilities-6: Implement office waste reduction measures $0 (Staff time only)Land and Facilities
Livestock-2: Partner with San Mateo Resource Conservation District to develop plan
to increase carbon sequestration
$25,000 Natural Resources
Residences-1/Residences-6: Request energy data from tenants and encourage
tenants to purchase 100% renewable electricity
$0 (Staff time only)Land and Facilities
Vehicles-4: Acquire and test electric equipment, bikes, or ATVs for maintenance $20,000 Land and Facilities
Vehicles-5: Replace one retiring administrative vehicle with an electric vehicle $38,500 Land and Facilities
Vehicles-9: Acquire and test electric motorcycles, bikes, or ATVs for patrol $20,000 Visitor Services
Vehicles-14: Purchase carbon offsets for business flights $1,000 Natural Resources
*Staff time only: Midpen recognizes staff time as an indirect cost of implementing the Climate Action Plan actions.
MONITORING PROGRESS
To track progress towards the climate change goals, staff will conduct a Greenhouse Gas Inventory every two years
to measure emissions and assess change over time. The 2018 Greenhouse Gas Inventory found that emissions
decreased by 14% from 2016 to 2018. This finding shows that reaching Midpen’s climate change goals is
possible, and that investing in greening the agency’s operations yield results. This page in the Budget and Action
Plan, which will be included annually going forward, is intended to drive progress, highlight work on this important
initiative and provide accountability on progress towards Midpen’s climate change goals. Implementation updates
will be shared throughout the year through newsletters and social media.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
40 Section II • Budget and Action Plan FY2019-20
Budget Process
Midpen’s annual budget development process begins in December each year. An annual retreat is held where the
Board reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior-
year accomplishments. At this time, staff begins capacity planning for ongoing projects and proposed new projects. In
February, the Board meets with executive management and department managers to establish priorities for the upcoming
fiscal year and provide staff with strategic direction regarding the Capital Improvement and Action Plan (CIAP).
Departments begin developing Midpen’s annual CIAP in February/March in accordance with the Board’s priorities, and
CIAP budgets are developed in March. The individual department budgets and CIAPs 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 Action Plan in May and formally adopts it in June.
Budget Development Process
• Develop Environmental Scan
• Update Strategic Goals
• Board Retreat #1
• Project Scoping
• Resource Loading
• Measure AA Reprioritization, as needed
• Develop Capital Improvement and Action Plan (CIAP)
• Board Retreat #2
• Initialize Budget in NWS
• Finalize OpEx/CapEx Budgets and CIAP
• Review Budget and CIAP with Managers/AGMs/CFO
• Review Budget and CIAP with GM
• 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
Midpen’s Board of Directors adopts an annual operating budget for the organization by major fund on or before June
30 for the ensuing fiscal period. The Board of Directors may amend the budget by resolution during the fiscal period.
The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level.
Midpen 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 first, 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.——————————————————————————––––––––––––——————————————————————————————
Strategic
Planning
(Nov-Jan)
Action Plan
Development
(Nov-Mar)
Budget
Preparation
(Jan-Apr)
Board
Review
(Apr-Jun)
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
41Section II • Budget and Action Plan FY2019-20
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 budget
• Budget and Analysis sends quarterly budget performance
reports to departments
• General Manager may approve net-zero adjustments over $15,000
• AGM may approve net-zero adjustments up to $15,000
• Department managers may approve net-zero adjustments within
their departments up to $10,000
• GM must report to the Board any adjustments greater than 5% in
the following accounts: Expenses/Annexation, Special Agreements,
Insurance, Travel Expenses and Personal Development
• Budget and Analysis staff presents quarterly budget adjustment
requests to the Board for approval
Financial Policies
BUDGET POLICY
Midpen 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. Midpen’s 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 – Hawthorns——————————————————————————––––––––––––——————————————————————————————
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 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 Midpen’s debt 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 Midpen are complete, true and
accurate in all material respects.
Budget
Monitoring
Board
Approval
GM Review
Budget
Amendments
(Quarterly)
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
42 Section II • Budget and Action Plan FY2019-20
FUND BALANCE POLICY
During 2014, the Board adopted the Fund Balance Policy to provide adequate funding to meet Midpen’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 organization 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 Midpen auditors, to meet the requirements of GASB 54.
The components of Midpen’s fund balance are as follows:
——————————————————————————––––––––––––——————————————————————————————
Nonspendable 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, Midpen shall hold fund
balance equal to the sum of its nonspendable 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 balance 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 do not lapse at
period end. ——————————————————————————––––––––––––——————————————————————————————
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 to
make such designations. Projects to be funded by assigned funds require the approval of the General Manager. ——————————————————————————––––––––––––——————————————————————————————
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
Midpen and jeopardize the continuation of necessary public services.——————————————————————————––––––––––––——————————————————————————————
INVESTMENT POLICY
Midpen’s Investment Policy is adopted annually, in accordance with state law. The policy provides guidance and
direction for the prudent investment of Midpen funds to safeguard the principal of invested funds and achieve
a return on funds while maintaining the liquidity needs of the organization. The ultimate goal is to maximize
the efficiency of Midpen’s cash management system, and to enhance the organization’s economic status, 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.
Midpen 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, Midpen would first use committed, then assigned and lastly unassigned
amounts of unrestricted fund balance when expenditures are made.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
43Section II • Budget and Action Plan FY2019-20
Long Ridge Open Space Preserve by Greg Hughes 44 Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
Section III
Capital Improvement and Action Plan
Russian Ridge Open Space Preserve by Bob Mazawa
45Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
46 Section III • Budget and Action Plan FY2019-20
Capital Improvement and Action Plan Overview
This section of the budget, the Capital Improvement and Action Plan (CIAP), provides multi-year budget information
and a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more
are highlighted in this section. Projects below this threshold are noted at the beginning of each program and are
also included in Section IV: Department Summary.
Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization
will pursue and for which it will dedicate staff and financial resources. The FY2019-20 CIAP contains a total of 89
projects, of which 32 projects, or 36%, are eligible for Measure AA reimbursement which was approved by the
voters in 2014.
Midpen staff prepared the FY2019-20 CIAP in accordance with the Board’s direction outlined at the February 28,
2019 retreat, resulting in 89 projects spread throughout the following programs:
FY2019-20 CIAP by Program
● Land Acquisition and Preservation (22%)
● Natural Resource Protection and Restoration (25%)
● Public Access, Education and Outreach (31%)
● Infrastructure (Vehicles, Equipment, Facilities) and Other (21%)
From a funding perspective, 79% of the CIAP projects are capital projects or land acquisition while the remaining
21% are included in the operating budget.
FY2019-20 CIAP Projects by Program
Program Fund 10–
General Fund
Operating
Fund 20–
Hawthorns
Fund
Fund 30–
Measure AA
Capital
Fund 40–
General Fund
Capital
Grand Total % Total
Land Acquisition and Preservation – – 3 17 20 22%
Natural Resource Protection and
Restoration
10 – 9 3 22 25%
Public Access, Education, and
Outreach
6 – 20 2 28 31%
Infrastructure (Vehicles, Equipment,
Facilities) and Other
3 1 – 15 19 21%
Total Projects 19 1 32 37 89 100%
FY2019-20 CIAP Budget
The FY2019-20 Three-Year CIAP lists projected capital and operating projects and associated costs for FY2019-20
through FY2021-22, and provides funding of $76.1 million over the next three years.
The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorns Fund and grants.
The CIAP lists the capital and operating projects by program.
Midpen’s budget typically 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 FY2019-20 budget.
Three-Year CIAP Funding Sources
CIAP Summary by Funding Source FY2019-20 FY2020-21 FY2021-22 3-Year Total
Fund 10 – General Fund Operating $1,880,742 $705,975 $453,100 $3,039,817
Fund 20 – Hawthorns 48,000 36,000 TBD 84,000
Fund 30 – Measure AA 7,039,226 8,671,245 4,585,500 20,295,971
Fund 40 – General Fund Capital 10,546,595 14,931,549 21,566,942 47,045,086
Grants/Partnerships/Other 2,704,721 1,887,043 1,030,000 5,621,764
Total CIAP $22,219,284 $26,231,812 $27,635,542 $76,086,638
Three-Year CIAP by Program
CIAP Summary by Program FY2019-20 FY2020-21 FY2021-22 3-Year Total
Land Acquisition and Preservation*$5,071,512 $4,060,000 $300,000 $9,431,512
Natural Resource Protection and Restoration 3,576,139 1,325,313 923,100 5,824,552
Public Access, Education, and Outreach 7,983,746 11,068,950 5,430,500 24,483,196
Infrastructure (Vehicles, Equipment, Facilities)
and Other
5,587,887 9,777,549 20,981,942 36,347,378
Total CIAP $22,219,284 $26,231,812 $27,635,542 $76,086,638
*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.
ICONS
In an effort to highlight projects that support key areas of interest and improve readability, icons are now included
on pertinent CIAP project worksheets.
47Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Land Acquisition and
Preservation
Natural Resource
Protection and Restoration
Public Access, Education
and Outreach
Infrastructure (Vehicles,
Equipment, Facilities)
and Other
Agriculture Diversity Wildland Fire Resiliency
Grant Funded Supports Climate Action
Plan implementation
Project has an ongoing
impact on the operating
budget
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
48 Section III • Budget and Action Plan FY2019-20
With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission,
leverage existing financial resources to relieve funding gaps and ensure project delivery. A summary of CIAP
projects with awarded external funding sources is included below.
Grant Income
Project #Project Name Grant/Partnership/Other FY2019-20 FY2020-21 FY2021-22 3-Year Total
MAA02-002 Ravenswood Bay Trail Design
and Implementation
San Mateo County
Measure K Grant
$243,813 $243,813 $0 $487,626
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Santa Clara County
Stanford Mitigation
200,000 200,000 0 400,000
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Urban Greening Grant
Program
681,098 374,230 0 1,055,328
MAA11-002 Rancho San Antonio - Deer
Hollow Farm–White Barn
Rehabilitation
Tindall and Friends of
DHF Donations
0 330,000 0 330,000
MAA21-005 Bear Creek Redwoods Public
Access
California Natural
Resources Agency
215,732 0 0 215,732
MAA21-007 Bear Creek Redwoods Preserve
Plan Invasive Weed Treatment
and Restoration
Santa Clara Valley Water
District
100,000 50,000 0 150,000
Operating Bear Creek Redwoods Preserve
Plan Invasive Weed Treatment
and Restoration
Santa Clara Valley Water
District
100,000 150,000 0 250,000
MAA21-008 Bear Creek Redwoods–Ponds
Restoration and Water Rights
California Natural
Resources Agency
320,622 0 0 320,622
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
California Natural
Resources Agency
277,250 320,000 730,000 1,327,250
MAA22-001 Hendrys Creek Property Land
Restoration
Santa Clara Valley Water
District
39,000 0 0 39,000
Operating Hendrys Creek Stream
Restoration
Santa Clara Valley Water
District
96,300 0 0 96,300
MAA22-004 Beatty Parking Area and Trail
Connections
Safe, Clean Water
Priority D3 Grant
30,906 19,000 100,000 149,906
80065 IPM Implementation of Santa
Clara Valley Water District Grant
Santa Clara Valley Water
District
100,000 200,000 200,000 500,000
Subtotal 2,404,721 1,887,043 1,030,000 5,321,764
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Facebook Grant 300,000 0 0 300,000
Grand Total $2,704,721 $1,887,043 $1,030,000 $5,621,764
Midpen has identified several key areas of interest in addition to the four CIAP programs.
——————————————————————————––––––––––––———————————————————————————
Agriculture: Supporting agriculture and sustaining conservation grazing programs on District lands support
Midpen’s mission and Board adopted Strategic Goals and Objectives (Goal 1, Objective 4).——————————————————————————––––––––––––———————————————————————————
Diversity: Connecting diverse communities to their public open space preserves, through support of regional
partnerships and expanded outreach to youth and underserved communities (Goal 2, all Objectives).——————————————————————————––––––––––––———————————————————————————
Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance
Midpen’s wildland fire preparedness and responsiveness.——————————————————————————––––––––––––———————————————————————————
CIAP project summary tables for these three areas of interest are included below.
Agriculture Project Summary
Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
61006 Big Dipper Ranch Spring Work, Skyline Ridge $48,750 $0 $0 $48,750
61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 200,800 0 0 200,800
61012 Toto Barn Roof Repair 101,750 0 0 101,750
61013 Toto Ranch Perimeter Fence Repair 174,225 0 0 174,225
MAA03-001 Lot Line Adjustment and Property Transfer–Purisima Upland 9,732 0 0 9,732
MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods 54,800 0 0 54,800
MAA05-002 Upper La Honda Creek Grazing Infrastructure 155,750 54,338 0 210,088
MAA09-003 Russian Ridge Mindego Pond Improvement 663,434 0 0 663,434
VP01-001 Miramontes Ridge Land Conservation 22,000 0 0 22,000
VP03-002 South Cowell Upland Land Conservation 37,500 0 0 37,500
VP07-002 Agricultural Workforce Housing–La Honda Creek 400,000 457,000 0 857,000
VP13-001 Cloverdale Ranch Land Opportunity 60,000 TBD TBD 60,000
VP32-002 Gordon Ridge Property Land Conservation 3,800,000 3,750,000 0 7,550,000
VP32-003 Toto Ponds Management Planning 140,000 100,000 200,000 440,000
VP39-001 Lower San Gregorio Creek Watershed Land Conservation 32,000 0 0 32,000
Total $5,900,741 $4,361,338 $200,000 $10,462,079
Diversity Project Summary
Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
31901 ADA Barrier Removal $255,000 $1,075,000 $TBD $1,330,000
MAA02-001 Cooley Landing Interpretive Facilities Design and
Implementation
35,000 30,000 25,000 90,000
MAA02-002 Ravenswood Bay Trail Design and Implementation 1,976,760 1,646,250 0 3,623,010
MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn
Rehabilitation
143,890 454,000 0 597,890
VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 56,000 TBD TBD 56,000
VP38-001 Cooley Landing Park Business and Operation Plan 150,000 0 0 150,000
Total $2,616,650 $3,205,250 $25,000 $5,846,900
Wildland Fire Resiliency Project Summary
Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250
80063 San Mateo County Vegetation Map 39,200 39,200 33,600 112,000
80003-10 Wildland Fire Program Development 441,000 276,000 311,000 1,028,000
VP15-002 Restoration Forestry Demonstration Project 80,000 200,000 40,000 320,000
Total $669,450 $515,200 $384,600 $1,569,250
49Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
50 Section III • Budget and Action Plan FY2019-20
PROJECT NUMBERING
All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects,
Measure AA eligible, Vision Plan related or other capital and operating projects.
Measure AA eligible projects are designated by portfolio and project number, for example MAA21-005 indicates
Measure AA portfolio number 21 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and
project number 5 (Bear Creek Redwoods Public Access).
Vision Plan related projects are also designated by portfolio and project number, for example VP11-001 indicates
Vision Plan portfolio number 11 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and project
number 1 [Rancho San Antonio (RSA) Multimodal Access Study]. Vision Plan portfolios number 01 through 25
represent Midpen-funded efforts in support of the corresponding Measure AA portfolios. Vision Plan portfolios 26
through 54 are the Tier 2 priority actions in Midpen’s Vision Plan.
Other projects are assigned five digit project number set (such as 31901, ADA Barrier Removal) and designate
operating projects such as wildlife monitoring, facility improvements and administrative systems implementations.
OPERATING PROJECTS
Operating projects are important activities undertaken each year that do not meet CIAP project criteria (typically
with expenses less than than $50,000). While the operating projects listed on program summary pages may incur
real expenses, they are only included in the lead department’s operating budget (see Section IV).
OPERATING IMPACT
Within the FY2019-20 CIAP, Midpen has identified over 50 projects (or 56% of the CIAP) as having a future
operating impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other
projects will have a shorter-term impact.
For example, numerous Natural Resource Protection and Restoration projects that are completed require an
additional three to five years of ongoing monitoring work (for example, ensuring native plants are well established
after being planted can take over three years). When new areas are opened to the public, that space will require
long-term patrol and maintenance work; this may result in additional staff. Staff is monitoring new and existing
CIAP projects for their ongoing operating impact to the annual Budget and Action Plan in an effort to identify how
operating costs will change in the future.
Land Acquisition and Preservation
Project #Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
20125 Cal Water Land Exchange, Teague Hill Preserve $23,000 $0 $0 $23,000
MAA03-001 Lot Line Adjustment and Property Transfer–Purisima Upland 9,732 0 0 9,732
MAA03-002 Purisima Upland Site Clean up and Soil Remediation
Assessment
416,280 0 0 416,280
MAA23-007 Twin Creeks Land Conservation 10,000 10,000 20,000
VP01-001 Miramontes Ridge Land Conservation*22,000 0 0 22,000
VP03-002 South Cowell Upland Land Conservation*37,500 0 0 37,500
VP08-001 Upper San Gregorio Land Conservation*23,000 0 0 23,000
VP13-001 Cloverdale Ranch Land Opportunity*60,000 TBD TBD 60,000
VP15-001 Redwood Forest Land Opportunity*20,000 0 0 20,000
VP15-003 Watershed Protection Opportunity–Numerous Open Space
Preserves*
105,000 0 0 105,000
VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation*33,000 0 0 33,000
VP19-002 El Sereno Land Conservation*25,000 0 0 25,000
VP20-002 Highway 17 Land Conservation*27,000 0 0 27,000
VP24-001 Sierra Azul Rancho de Guadalupe Land Conservation*38,000 0 0 38,000
VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe
Area of SAOSP*
10,000 0 0 10,000
VP25-001 Sierra Azul Loma Prieta Land Conservation*10,000 0 0 10,000
VP32-001 Irish Ridge Connection 70,000 0 0 70,000
VP32-002 Gordon Ridge Property Land Conservation 3,800,000 3,750,000 0 7,550,000
VP39-001 Lower San Gregorio Creek Watershed Land Conservation 32,000 0 0 32,000
None District-wide purchase options and low-value Land Fund 300,000 300,000 300,000 900,000
Total $5,071,512 $4,060,000 $300,000 $9,431,512
*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.
51Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
52 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Cal Water Land Exchange, Teague Hill Preserve
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 in exchange for land rights to allow the installation of Cal Water water
tanks at El Corte de Madera Open Space Preserve.
FY2019-20 SCOPE
Pursue land exchange agreement with Cal Water to improve trail connections between Huddart Park and Teague
Hill Open Space Preserve, and support the protection of the Bear Creek watershed.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 23,000 23,000 0 0 0 46,000
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
Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 23,000 23,000 0 0 0 46,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000
53Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Lot Line Adjustment and Property Transfer – Purisima Upland
Project #: MAA03-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Pursue land transfer to complete the Purisima-to-the-Sea corridor.
FY2019-20 SCOPE
File record of survey map with the County of San Mateo to finalize the land transfer.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $845 $0 $1,232 $0 $0 $0 $2,077
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 389,366 30,000 5,500 0 0 0 424,866
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 3,000 0 0 0 3,000
Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 390,211 30,000 9,732 0 0 0 429,943
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
54 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Purisima Upland Site Cleanup and Soil Remediation Assessment
Project #: MAA03-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site cleanup and soil remediation around existing empty oil tank on newly transfered Purisima Upland
property entry.
FY2019-20 SCOPE
Complete site cleanup and begin restoration efforts. Implement roads as identified by erosion assessment.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $3,884 $0 $21,280 $0 $0 $0 $25,164
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 65,271 0 0 0 0 0 65,271
8201–Architect/Engineering Services 0 0 5,000 0 0 0 5,000
8202–Environmental/Planning Services 0 10,000 15,000 0 0 0 25,000
8203–Inspection/Construction Monitoring 0 0 10,000 0 0 0 10,000
8204–Permitting Fees 0 0 5,000 0 0 0 5,000
8205–Construction 0 0 360,000 0 0 0 360,000
Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 69,155 10,000 416,280 0 0 0 495,435
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435
55Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Twin Creeks Land Conservation
Project #: MAA23-007
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity of the Twin Creeks property, including site cleanup and demolition of structures.
FY2019-20 SCOPE
Continue Vegetation Rapid Assessment, invasive and rare plant surveys. Create IPM plan for high priority plants,
and review long-term bat management.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $3,465 $33,935 $0 $0 $0 $0 $37,400
5000-7000–Service & Supplies 729 0 0 0 0 0 729
8101–Real Estate Services 2,906,257 0 0 0 0 0 2,906,257
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 24,205 0 0 0 0 24,205
8203–Inspection/Construction Monitoring 0 28,905 0 0 0 0 28,905
8204–Permitting Fees 152 0 0 0 0 0 152
8205–Construction 2,769 740,659 10,000 10,000 0 0 763,428
Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 2,163,372 827,704 10,000 10,000 0 0 3,011,076
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 750,000 0 0 0 0 0 750,000
Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
56 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Miramontes Ridge Land Conservation
Project #: VP01-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase uplands portion of Johnston Ranch from POST as an addition to the Miramontes Ridge Open Space
Preserve.
FY2019-20 SCOPE
In partnership with POST, complete lot line adjustment in preparation for purchase of Johnston Uplands property.
Purchase property and enter into grazing lease.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 60,000 22,000 0 0 0 82,000
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
Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 60,000 22,000 0 0 0 82,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000
57Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
South Cowell Upland Land Conservation
Project #: VP03-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
In partnership with POST, pursue land purchase to provide improved staging and trail access for the Purisima-to-the-
Sea Regional Trail corridor.
FY2019-20 SCOPE
In partnership with POST, submit lot line adjustment to the County of San Mateo. Assess land conservation, regional
trail connections and natural resource values. Evaluate site for staging and trail access. Begin development of a
conservation grazing plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 37,500 0 0 0 37,500
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
Grand Total $0 $0 $37,500 $0 $0 $0 $37,500
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 37,500 0 0 0 37,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $37,500 $0 $0 $0 $37,500
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
58 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Upper San Gregorio Land Conservation
Project #: VP08-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Negotiate property additions to the Upper San Gregorio Creek Watershed.
FY2019-20 SCOPE
Complete purchase of Woodruff Creek property in Upper San Gregorio Creek Watershed. Continue to pursue
Mindego Creek purchase opportunities.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 2,180,000 23,000 0 0 0 2,203,000
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
Grand Total $0 $2,180,000 $23,000 $0 $0 $0 $2,203,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 2,180,000 0 0 0 0 2,180,000
40–General Fund Capital 0 0 23,000 0 0 0 23,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $2,180,000 $23,000 $0 $0 $0 $2,203,000
59Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Cloverdale Ranch Land Opportunity
Project #: VP13-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Complete the property’s existing conditions assessment and report, and identify additional improvements and
restoration projects for POST to complete. Develop funding plan and pursue grant opportunities, and pursue lot
line adjustment as co-applicants with POST. Develop a community outreach/communications plan, and identify and
initiate outreach with partners and stakeholders. Continue to participate in regional trail planning in the vicinity of
Cloverdale Ranch, and identify preliminary land and resource management goals in preparation for future potential
acquisition of property.
FY2019-20 SCOPE
Complete existing conditions assessment, develop preliminary land and resource management goals and develop a
public outreach plan for the Cloverdale Ranch property.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 60,000 TBD TBD TBD 60,000
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
Grand Total $0 $0 $60,000 TBD TBD TBD $60,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 60,000 TBD TBD TBD 60,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $60,000 TBD TBD TBD $60,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
60 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Redwood Forest Land Opportunity
Project #: VP15-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunities to grow the District’s contiguous greenbelt in redwood forests.
FY2019-20 SCOPE
Pursue purchase opportunity in Oil Creek at Long Ridge Open Space Preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 20,000 20,000 0 0 0 40,000
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
Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 20,000 20,000 0 0 0 40,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000
61Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Watershed Protection Opportunity – Numerous Open Space Preserves
Project #: VP15-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to protect the Los Gatos, Guadalupe, and Saratoga Creek regionally significant
watersheds at Sierra Azul, Bear Creek Redwoods, El Sereno, and Saratoga Gap Open Space Preserves.
FY2019-20 SCOPE
Pursue land purchase opportunity to protect the Los Gatos Creek, Guadalupe, and Saratoga Creek watersheds.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 15,000 105,000 0 0 0 120,000
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
Grand Total $0 $15,000 $105,000 $0 $0 $0 $120,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 15,000 105,000 0 0 0 120,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $15,000 $105,000 $0 $0 $0 $120,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
62 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
El Sereno Trails, Wildlife Corridors and Land Conservation
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 El Sereno
Open Space Preserve to Sanborn County Park and protect wildlife corridors at El Sereno Open Space Preserve.
FY2019-20 SCOPE
Continue to negotiate with property owners to provide property rights for wildlife and trail corridors. Conduct site
analysis, gather support on connections, and coordinate with Santa Clara County Parks.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 1,500 0 0 0 0 1,500
8101–Real Estate Services 0 35,000 33,000 0 0 0 68,000
8201–Architect/Engineering Services 0 36,000 0 0 0 0 36,000
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
Grand Total $0 $72,500 $33,000 $0 $0 $0 $105,500
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 72,500 33,000 0 0 0 105,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $72,500 $33,000 $0 $0 $0 $105,500
63Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
El Sereno Land Conservation
Project #: VP19-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land rights for a trail connection between El Sereno Open Space Preserve and Sanborn County Park as part
of the Bay Area Ridge Trail.
FY2019-20 SCOPE
Pursue trail easement or lot line adjustment for trail connection to Sanborn County Park.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 25,000 0 0 0 25,000
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
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 25,000 0 0 0 25,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
64 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Highway 17 Land Conservation
Project #: VP20-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase as addition to El Sereno Open Space Preserve to support the Highway 17 Bay Area Ridge
Trail Crossing.
FY2019-20 SCOPE
Negotiate purchase of property to implement the Highway 17 Trail Crossing Project.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 27,000 0 0 0 27,000
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
Grand Total $0 $0 $27,000 $0 $0 $0 $27,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 27,000 0 0 0 27,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $27,000 $0 $0 $0 $27,000
65Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Sierra Azul Rancho de Guadalupe Land Conservation
Project #: VP24-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Rancho de Guadalupe area of
Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Pursue new land purchase opportunities as they become available.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 15,000 38,000 0 0 0 53,000
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
Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 15,000 38,000 0 0 0 53,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
66 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP
Project #: VP24-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Enter into exchange agreement with Santa Clara Valley Water District (SCVWD) for license to use Pheasant and
Hicks Road intersection as a staging area for Guadalupe Dam repairs in exchange for SCVWD’s construction of a
public parking lot for accessing the Rancho de Guadalupe area of Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Complete exchange agreement with SCVWD to support repairs to the Guadalupe Reservoir Dam and construction
of the Rancho de Guadalupe parking lot at Pheasant and Hicks Road.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 10,000 0 0 0 10,000
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
Grand Total $0 $0 $10,000 $0 $0 $0 $10,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 10,000 0 0 0 10,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $0 $0 $0 $10,000
67Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Sierra Azul Loma Prieta Land Conservation
Project #: VP25-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Loma Prieta Area of
Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Pursue land purchase opportunity in upper Herbert Creek and along the Loma Prieta ridgeline.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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
Grand Total $0 $10,000 $10,000 $0 $0 $0 $20,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 10,000 10,000 0 0 0 20,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $10,000 $10,000 $0 $0 $0 $20,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
68 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Irish Ridge Connection
Project #: VP32-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase as addition to Tunitas Creek Open Space Preserve for connection to Purisima Creek
Redwoods Open Space Preserve and protection of Tunitas Creek watershed.
FY2019-20 SCOPE
Submit lot line adjustment to the County of San Mateo. Assess land conservation, regional trail connections and
natural resource values. Purchase property.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 49,868 70,000 0 0 0 119,868
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
Grand Total $0 $49,868 $70,000 $0 $0 $0 $119,868
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 49,868 70,000 0 0 0 119,868
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $49,868 $70,000 $0 $0 $0 $119,868
69Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Gordon Ridge Property Land Conservation
Project #: VP32-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local
agriculture as an addition to Tunitas Creek Open Space Preserve.
FY2019-20 SCOPE
Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local
agriculture as an addition to Tunitas Creek Open Space Preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 3,800,000 3,750,000 0 0 7,550,000
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
Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 3,800,000 3,750,000 0 0 7,550,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
70 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Lower San Gregorio Creek Watershed Land Conservation
Project #: VP39-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue opportunity to protect watershed and farmland in the Lower San Gregorio watershed.
FY2019-20 SCOPE
Continue to pursue partnerships to protect water resources and agricultural lands in the Lower San Gregorio
watershed, including survey of riparian corridor, and drafting of a conservation easement for the riparian area.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 5,234 34,000 32,000 0 0 0 71,234
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
Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 5,234 34,000 32,000 0 0 0 71,234
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234
71Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Natural Resource Protection and Restoration
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250
80003-10 Wildland Fire Program Development 441,000 276,000 311,000 1,028,000
80034-44 Programmatic Permitting 495,000 55,000 15,000 565,000
80054 Badger/Burrowing Owl Habitat Assessment 82,800 72,275 0 155,075
80056 Cherry Springs Lake Infrastructure Operations Plan 10,000 10,000 0 20,000
80057 Climate Action Plan Implementation 86,000 21,000 21,000 128,000
80060 Marbled Murrelet Recovery Planning 32,500 32,500 32,500 97,500
80063 San Mateo County Vegetation Map 39,200 39,200 33,600 112,000
80065 IPM Implementation of Santa Clara Valley Water District Grant 100,000 200,000 200,000 500,000
MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods 54,800 0 0 54,800
MAA05-002 Upper La Honda Creek Grazing Infrastructure 155,750 54,338 0 210,088
MAA09-003 Russian Ridge Mindego Pond Improvement 663,434 0 0 663,434
MAA20-001 Wildlife Corridor: Highway 17 Crossing 63,593 20,000 50,000 133,593
MAA21-007 Bear Creek Redwoods Preserve Plan Invasive Weed
Treatment and Restoration
176,807 120,000 0 296,807
MAA21-008 Bear Creek Redwoods–Ponds Restoration and Water Rights 393,393 0 0 393,393
MAA21-010 Bear Creek Redwoods Landfill Characterization and
Remediation
207,142 100,000 0 307,142
MAA21-012 Bear Creek Redwoods Tree Restoration 101,893 10,000 10,000 121,893
MAA22-001 Hendrys Creek Property Land Restoration 67,077 0 0 67,077
VP04-002 El Corte de Madera Creek Watershed Protection Plan
Sediment Science
56,500 0 0 56,500
VP15-002 Restoration Forestry Demonstration Project 80,000 200,000 40,000 320,000
VP15-004 Lower San Gregorio Floodplain Restoration 20,000 15,000 10,000 45,000
VP32-003 Toto Ponds Management Planning 140,000 100,000 200,000 440,000
Total $3,576,139 $1,325,313 $923,100 $5,824,552
OPERATING PROJECTS
The table below lists operating projects by name, and includes the project purpose and lead department. While
the operating projects listed below may incur real expenses, they are only included in the lead department’s
operating budget.
Project Name Project Purpose Lead Department
Archaeological Resource Survey,
Assessment, Curation
Catalog and curate existing collections, survey known and unrecorded
sites, provide on-call assessments.
Natural Resources
Formation of Science Advisory Panel Formation of a Scientific Advisory Panel to inform Midpen land
management decisions.
Natural Resources
Phytophthora Research Research phytosphere (soil) diseases and develop BMPs for Midpen.Natural Resources
Agricultural Policy Review and
Development
Compile and review existing agricultural policies, guidelines,
and current practices. Evaluate gaps and areas requiring greater
clarification. Develop comprehensive Board-approved agricultural policy.
Natural Resources
Wildlife and Livestock Protection Policy Implementation of Wildlife and Livestock Protection Program.Natural Resources
Wildlife updates to Maintenance and
Ranger Operations Manuals
Update wildlife guidance in Maintenance and Ranger Operations
Manuals.
Natural Resources
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
72 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Los Trancos – Page Mill Eucalyptus Removal
Project #: 61008
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will improve fire and road safety in Los Trancos Open Space Preserve next to Page Mill Road by
removing approximately 100 mature nonnative and fire-prone eucalyptus trees in Los Trancos. Midpen will contract
with Santa Clara County Fire Safe Council for tree removal. Midpen 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.
FY2019-20 SCOPE
Continue tree removal and site restoration.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 20,000 109,250 0 0 0 129,250
Grand Total $0 $20,000 $109,250 $0 $0 $0 $129,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 20,000 109,250 0 0 0 129,250
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $20,000 $109,250 $0 $0 $0 $129,250
73Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Wildland Fire Program Development
Project #: 80003-10
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop wildland fire program for Midpen lands and hire consultants to design program and prepare environmental
review.
FY2019-20 SCOPE
Develop Wildland Fire Program description. Begin CEQA documentation.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 29,533 127,370 441,000 276,000 311,000 3,000 1,187,903
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
Grand Total $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $29,533 $127,370 $441,000 $276,000 $311,000 $3,000 $1,187,903
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
74 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Programmatic Permitting
Project #: 80034-44
Fund: 10 – General Fund Operating
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.
FY2019-20 SCOPE
Prepare and submit permit applications to the Army Corps of Engineers, USFWS (through the Corps), State Historic
Office of Preservation (through the Corps), SF Regional Water Quality Control Board, and, potentially amend
existing permits with the California Department of Fish and Wildlife.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 13,123 125,000 495,000 55,000 15,000 0 703,123
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
Grand Total $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $13,123 $125,000 $495,000 $55,000 $15,000 $0 $703,123
75Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop a Request for Proposal Quote/Qualification (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 (District wide) for badger and burrowing owl. Determine the 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 Midpen lands), to allow for
partnering to provide management of the species throughout the year (both breeding and non-breeding).
FY2019-20 SCOPE
Continue assessment study to inform next phases of the project, including development of management
recommendations.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 100,000 82,800 72,275 0 0 255,075
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
Grand Total $0 $100,000 $82,800 $72,275 $0 $0 $255,075
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $100,000 $82,800 $72,275 $0 $0 $255,075
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $100,000 $82,800 $72,275 $0 $0 $255,075
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
76 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Cherry Springs Lake Infrastructure Operations Plan
Project #: 80056
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop operational plan for the Cherry Springs water system at Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Complete operational plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 25,000 10,000 10,000 0 0 45,000
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
Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $25,000 $10,000 $10,000 $0 $0 $45,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000
77Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Climate Action Plan Implementation
Project #: 80057
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The Climate Action Plan identifies strategies and actions to reduce Midpen’s greenhouse gas emissions 20% by
2022, 40% by 2030, and 80% by 2050. Many departments are involved in implementing those changes, which
may be new CIAP or operating projects or changes to existing practices.
FY2019-20 SCOPE
Coordinate year one implementation of greenhouse gas emission reductions as part of the adopted Climate Action
Plan (e.g. alternative commute incentives, purchase of electric maintenance equipment, LED lighting in field offices,
and carbon offset purchases). Additional CIAP projects are underway to support Climate Action Plan Implementation.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 73,000 86,000 21,000 21,000 21,000 222,000
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
Grand Total $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $73,000 $86,000 $21,000 $21,000 $21,000 $222,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
78 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Marbled Murrelet Recovery Planning
Project #: 80060
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Assist in the development of recovery plans and assess species presence and habitat distribution and quality on
Midpen lands. Identify and fund priority science, management, and recovery actions. Work with California State
Parks and other partners to develop Santa Cruz Mountains Landscape Management Plan for Marbled Murrelet.
Evaluate use of alternative monitoring methods, including acoustic recording units. Progress on Habitat Suitability
Study led by State Parks anticipated in FY2018-19. Surveys at La Honda Creek and Purisima Creek Redwoods
require two years, to begin in FY2018-19. If additional sites are selected, two years are also required, beginning in
FY2019-20.
FY2019-20 SCOPE
Oversee La Honda Creek surveys by consultant and additional sites surveyed by consultant (year one of two).
Purchase, deploy and analyze acoustic units.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 30,000 32,500 32,500 32,500 32,500 160,000
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
Grand Total $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $30,000 $32,500 $32,500 $32,500 $32,500 $160,000
79Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
San Mateo County Vegetation Map
Project #: 80063
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
To inform preserve management needs in San Mateo County, Midpen will collaborate with the Golden Gate
National Parks Conservancy (GGNPC) to quantify vegetation changes and fuels on a landscape scale. This
collaboration is coordinated with parallel efforts being undertaken by neighboring land managers to create
seamless mapping and data products for all of San Mateo County. This project will additionally support project
planning and review.
FY2019-20 SCOPE
Collaborate with partners to complete vegetation map by collecting and processing data.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 50,000 39,200 39,200 33,600 0 162,000
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
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
80 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
IPM Implementation of Santa Clara Valley Water District Grant
Project #: 80065
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Expand scope of the Santa Clara Valley Water District Integrated Pest Management (IPM) grant to include invasive
plant removal at Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch Open Space Preserves.
FY2019-20 SCOPE
Oversee contractor to implement IPM on high priority weeds in riparian areas at three preserves.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 100,000 200,000 200,000 200,000 700,000
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
Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 100,000 200,000 200,000 200,000 700,000
Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000
81Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Purisima Creek Fence Construction, Purisima Creek Redwoods
Project #: MAA03-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Construct a livestock boundary fence on the eastern section of the Bluebrush area at Purisima Creek Redwoods
Open Space Preserve to support Midpen’s conservation grazing program.
FY2019-20 SCOPE
Complete construction of a new boundary fence on eastern property line per survey.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 9,750 18,000 0 0 0 27,750
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 85,610 36,800 0 0 0 122,410
Grand Total $0 $95,360 $54,800 $0 $0 $0 $150,160
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 95,360 54,800 0 0 0 150,160
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $95,360 $54,800 $0 $0 $0 $150,160
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
82 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Upper La Honda Creek Grazing Infrastructure
Project #: MAA05-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Provide a water source for cattle in the upper section of Pastures 3 and 4 at McDonald Ranch for adequate rotation
of livestock in support of Midpen’s conservation grazing program.
FY2019-20 SCOPE
Clean and repair existing springbox and connect water line to a cattle trough in Pasture 3 and Pasture 4 of
McDonald Ranch. Includes bio monitoring.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 28,750 0 0 0 28,750
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 30,000 2,300 0 0 32,300
8204–Permitting Fees 0 0 5,000 0 0 0 5,000
8205–Construction 30,915 0 92,000 52,038 0 0 174,953
Grand Total $30,915 $0 $155,750 $54,338 $0 $0 $241,003
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 30,915 0 155,750 54,338 0 0 241,003
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $30,915 $0 $155,750 $54,338 $0 $0 $241,003
83Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Russian Ridge Mindego Pond Improvement
Project #: MAA09-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, permit, and restore aquatic habitats at Mindego Ranch for California red-legged frog and San Francisco
garter snake as well as water supply for livestock operation in support of Midpen’s conservation grazing program.
FY2019-20 SCOPE
Complete design, permitting, and construction of pond improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $136 $15,930 $13,434 $0 $0 $0 $29,500
5000-7000–Service & 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 25,000 0 0 0 25,000
8203–Inspection/Construction Monitoring 0 10,000 50,000 0 0 0 60,000
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 265,000 575,000 0 0 0 840,000
Grand Total $136 $290,930 $663,434 $0 $0 $0 $954,500
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 136 290,930 663,434 0 0 0 954,500
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $136 $290,930 $663,434 $0 $0 $0 $954,500
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
84 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Wildlife Corridor: Highway 17 Crossing
Project #: MAA20-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Work with partners to develop and engineer wildlife crossing improvements at Highway 17.
FY2019-20 SCOPE
Complete Project Study Report (PSR) and initiate Project Approval and Environmental Document (PAED) with Caltrans.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $23,579 $13,593 $0 $0 $0 $37,172
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 2,485 0 0 0 0 0 2,485
8201–Architect/Engineering Services 94,389 85,000 21,000 0 0 0 200,389
8202–Environmental/Planning Services 12,410 5,000 29,000 20,000 50,000 20,000 136,410
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 87,236 0 0 0 0 0 87,236
Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 196,520 113,579 63,593 20,000 50,000 20,000 463,692
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692
85Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration
Project #: MAA21-007
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement targeted treatments under the Integrated Pest Management (IPM) Plan to control invasive weed populations
at Bear Creek Redwoods, and facilitate opening the 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.
FY2019-20 SCOPE
Complete year three of invasive weed management in all areas.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $1,226 $6,807 $0 $0 $0 $8,033
5000-7000–Service & Supplies 553 0 0 0 0 0 553
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 501,125 317,450 170,000 120,000 0 0 1,108,575
Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 394,636 118,676 76,807 70,000 0 0 660,119
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 107,042 200,000 100,000 50,000 0 0 457,042
Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
86 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods – Ponds Restoration and Water Rights
Project #: MAA21-008
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement priority pond restoration work and secure water rights, monitoring and reporting for the property.
FY2019-20 SCOPE
Continue to coordinate with regulatory agencies for permits. Once permits are in hand, start construction of culvert
and site improvements. Continue mitigation implementation.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $388 $17,445 $11,893 $0 $0 $0 $29,726
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 126,288 35,328 17,000 0 0 0 178,616
8202–Environmental/Planning Services 0 15,000 20,000 0 0 0 35,000
8203–Inspection/Construction Monitoring 0 0 65,000 0 0 0 65,000
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 80,000 279,500 0 0 0 359,500
Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 126,676 147,773 72,771 0 0 0 347,220
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 320,622 0 0 0 320,622
Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842
87Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Landfill Characterization and Remediation
Project #: MAA21-010
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Conduct investigation to assess and characterize old landfill for potential toxic substances, develop remediation
plan and CEQA analysis, and implement remediation to facilitate opening BCR Phase II trails for public access.
FY2019-20 SCOPE
Prepare remediation plan, regulatory review, permitting, and CEQA review.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $7,142 $0 $0 $0 $7,142
5000-7000–Service & 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 60,000 200,000 100,000 0 0 360,000
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
Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 60,000 207,142 100,000 0 0 367,142
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
88 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Tree Restoration
Project #: MAA21-012
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Tree mitigation planting for Phase I public access projects.
FY2019-20 SCOPE
Oversee contractor(s) to implement tree removal and mitigation plantings.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $1,893 $0 $0 $0 $1,893
5000-7000–Service & 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 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 100,000 10,000 10,000 0 120,000
Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 101,893 10,000 10,000 0 121,893
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893
89Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Hendrys Creek Property Land Restoration
Project #: MAA22-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement habitat improvements along 0.75-mile of Hendrys Creek and tributaries within the freshwater wetland
mitigation easement held by Santa Clara Valley Water District (Valley Water). The project is funded in part by Valley
Water Wildlife Habitat Restoration Program (Project D3) grant.
FY2019-20 SCOPE
Implement Phase II plant installation, maintenance, and monitoring. Continue implementing California Department
of Fish and Wildlife permit conditions and annual monitoring/reporting to regulatory agencies.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $1,430 $105,023 $17,077 $0 $0 $0 $123,530
5000-7000–Service & Supplies 197 0 0 0 0 0 197
8101–Real Estate Services 4,762 0 0 0 0 0 4,762
8201–Architect/Engineering Services 13,045 0 0 0 0 0 13,045
8202–Environmental/Planning Services 73,381 19,271 0 0 0 0 92,652
8203–Inspection/Construction Monitoring 0 71,250 0 0 0 0 71,250
8204–Permitting Fees 14,839 0 0 0 0 0 14,839
8205–Construction 15,540 326,000 50,000 0 0 0 391,540
Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 56,083 251,193 28,077 0 0 0 335,353
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 67,111 270,351 39,000 0 0 0 376,462
Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
90 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
El Corte de Madera Creek Watershed Protection Plan Sediment Science
Project #: VP04-002
Fund: 10 – General Fund Operating
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. Two to three years of data needed.
FY2019-20 SCOPE
Survey sediment in pools as part of year three of work.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 1,351 66,000 56,500 0 0 0 123,851
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 81,427 0 0 0 0 0 81,427
Grand Total $82,778 $66,000 $56,500 $0 $0 $0 $205,278
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $82,778 $66,000 $56,500 $0 $0 $0 $205,278
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $82,778 $66,000 $56,500 $0 $0 $0 $205,278
91Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Restoration Forestry Demonstration Project
Project #: VP15-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop pilot project to restore and enhance forest habitat on Midpen open space preserves. Facilitates
implementation of MAA Portfolio 15–Regional Redwood Protection and Salmon Fishery Conservation.
FY2019-20 SCOPE
Complete CEQA review of the La Honda Creek Forest Management Plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 80,000 200,000 40,000 0 320,000
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
Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $80,000 $200,000 $40,000 $0 $320,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
92 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Lower San Gregorio Floodplain Restoration
Project #: VP15-004
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Feasibility assessment for floodplain restoration along San Gregorio Creek.
FY2019-20 SCOPE
Complete conceptual design and cost estimation for floodplain restoration.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 20,000 15,000 10,000 0 45,000
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
Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 20,000 15,000 10,000 0 45,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000
93Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Toto Ponds Management Planning
Project #: VP32-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Investigate and apply for water rights and develop bridging documents in order to support continued use of the
property for grazing.
FY2019-20 SCOPE
Investigate and apply for water rights and develop bridging documents.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 140,000 100,000 200,000 50,000 490,000
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
Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 140,000 100,000 200,000 50,000 490,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
94 Section III • Budget and Action Plan FY2019-20
Public Access, Education and Outreach
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
31901 ADA Barrier Removal $255,000 $1,075,000 TBD $1,330,000
40011 Website Re-design 100,000 0 0 100,000
MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation 35,000 30,000 25,000 90,000
MAA02-002 Ravenswood Bay Trail Design and Implementation 1,976,760 1,646,250 0 3,623,010
MAA04-004 El Corte de Madera Oljon Trail Implementation 61,236 0 0 61,236
MAA05-008 La Honda Creek White Barn Structural Rehabilitation 216,214 234,750 0 450,964
MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment 246,233 213,750 0 459,983
MAA06-002 Hawthorns Public Access Site Plan and CEQA 124,060 TBD TBD 124,060
MAA07-011 Lower La Honda Creek Phase II Loop Trails 173,555 405,000 340,000 918,555
MAA10-001 Alpine Road Regional Trail, Coal Creek 236,033 166,750 2,965,000 3,367,783
MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn
Rehabilitation
143,890 454,000 0 597,890
MAA17-002 Lyson’s Dispositions at Monte Bello 426,487 0 0 426,487
MAA17-004 Stevens Creek Nature Trail Bridges, Monte Bello 34,401 0 0 34,401
MAA18-002 Saratoga-to-Sea Regional Trail Connection 550,000 550,000 0 1,100,000
MAA20-002 Bay Area Ridge Trail Highway 17 Crossing 61,056 28,000 50,000 139,056
MAA21-003 Bear Creek Redwoods Water System 8,095 TBD TBD 8,095
MAA21-004 Bear Creek Stables Site Plan Implementation 553,147 TBD TBD 553,147
MAA21-005 Bear Creek Redwoods Public Access 618,931 1,850,000 590,000 3,058,931
MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape
Rehabilitation Project
945,854 3,360,200 0 4,306,054
MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP 277,250 320,000 730,000 1,327,250
MAA22-004 Beatty Parking Area and Trail Connections 404,544 605,250 645,500 1,655,294
MAA23-004 Mount Umunhum Summit Restoration, Parking, and Landing Zone 35,000 30,000 10,000 75,000
VP05-002 La Honda Creek Parking and Trailhead Access Feasibility
Study (former Red Barn)
25,000 0 0 25,000
VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 56,000 TBD TBD 56,000
VP20-001 Highway 17 Area Regional Trail Connections 37,500 100,000 75,000 212,500
VP23-002 Traffic Study for Mt. Umunhum Road 173,000 0 0 173,000
VP33-001 Purisima Creek Redwoods Bridge 1 Redecking 59,500 0 0 59,500
VP38-001 Cooley Landing Park Business and Operation Plan 150,000 0 0 150,000
Total $7,983,746 $11,068,950 $5,430,500 $24,483,196
OPERATING PROJECTS
The table below lists operating projects by name, and includes the project purpose and lead department.
Project Name Project Purpose Lead Department
Cooley Landing Site Use
Agreements
Formalize separate agreements/easements/MOUs (Midpen, City of East Palo
Alto, Regional Water Quality Control Board, Menlo Fire) to meet operations and
maintenance requirements. Supports partnership project at Cooley Landing park.
General Manager’s
Office
Preserve Use Survey
Implementation
Implement the recommendations detailed in the Preserve Use Survey to
enhance visitor satisfaction and outreach.
General Manager’s
Office
Regional Trails Planning and
Coordination
Provide technical and planning support on external regional trail projects
that are initiated by partner agencies. Example projects include Bay-to-Sea
Trail, Ohlone-Portola Heritage Trail, SamTrans Dumbarton Corridor Bike-Ped
Feasibility, etc.
Planning and Real
Property
Stevens Creek Trail Signage Install new trail signage for Stevens Creek Trail, to provide consistent signage
across jurisdictions.
Planning
95Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
ADA Barrier Removal
Project #: 31901
Fund: 10 – General Fund Operating
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prioritize barrier removals and develop cost estimates for Budget and Action Plan. Complete tracking and reporting
on annual accomplishments of completed priorities.
FY2019-20 SCOPE
Initiate first round of barrier removals.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 14,000 30,000 0 0 0 44,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 110,000 10,000 0 0 120,000
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 0 100,000 1,050,000 0 0 1,150,000
Grand Total $0 $14,000 $255,000 $1,075,000 $ TBD $0 $1,344,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $14,000 $30,000 $0 $0 $0 $44,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 225,000 1,075,000 0 0 1,300,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $14,000 $255,000 $1,075,000 $ TBD $0 $1,344,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
96 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Website Re-design
Project #: 40011
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Update current website structure and design and migrate website to updated Drupal 8 platform.
FY2019-20 SCOPE
Update current website structure and design and migrate website to updated Drupal 8 platform.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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
Grand Total $0 $0 $100,000 $0 $0 $0 $100,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $100,000 $0 $0 $0 $100,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $100,000 $0 $0 $0 $100,000
97Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Cooley Landing Interpretive Facilities Design and Implementation
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. Midpen’s Board approved a maximum contribution to the City of $1.25 million. Project expenses beyond
this include restoration efforts at Cooley Landing and Ravenswood Open Space Preserve.
FY2019-20 SCOPE
Complete habitat restoration work.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 183,037 53,000 0 0 0 0 236,037
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 52,149 1,039,852 35,000 30,000 25,000 0 1,182,001
Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 235,186 1,092,852 35,000 30,000 25,000 0 1,418,038
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
98 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Ravenswood Bay Trail Design and Implementation
Project #: MAA02-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Secure and record trail easement. Complete design, environmental review, permitting, and implementation of the
Bay Trail gap north of Ravenswood Open Space Preserve to open up 80 continuous miles of the Bay Trail.
FY2019-20 SCOPE
Complete construction and open trail. Begin site mitigation planting.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $20,418 $16,975 $75,510 $0 $0 $0 $112,903
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 30,850 0 0 0 0 0 30,850
8201–Architect/Engineering Services 329,810 135,000 75,000 0 0 0 539,810
8202–Environmental/Planning Services 41,185 172,000 100,000 0 0 0 313,185
8203–Inspection/Construction Monitoring 7,763 5,000 0 40,000 0 0 52,763
8204–Permitting Fees 2,310 71,000 70,000 0 0 0 143,310
8205–Construction 29,538 0 1,656,250 1,606,250 0 0 3,292,038
Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 232,253 117,222 551,849 828,207 0 0 1,729,531
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 229,621 282,753 1,424,911 818,043 0 0 2,755,328
Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859
99Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
El Corte de Madera Oljon Trail Implementation
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 the Watershed Protection Program.
FY2019-20 SCOPE
Complete final project phase by decommissioning a portion of Steam Donkey Trail.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $110,500 $236,872 $28,736 $0 $0 $0 $376,108
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 11,552 11,500 10,000 0 0 0 33,052
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 12,037 16,100 2,500 0 0 0 30,637
8204–Permitting Fees 8,191 0 0 0 0 0 8,191
8205–Construction 113,860 66,250 20,000 0 0 0 200,110
Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 256,140 330,722 61,236 0 0 0 648,098
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
100 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek White Barn Structural Rehabilitation
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. Biological consultant to assess the structures for nesting birds, bats,
and rats to inform inspections and species requirements for structural improvements.
FY2019-20 SCOPE
Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and
biological monitoring.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $3,777 $9,714 $0 $0 $0 $13,491
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 14,699 50,000 94,000 36,000 0 0 194,699
8202–Environmental/Planning Services 0 10,000 20,000 20,000 0 0 50,000
8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000
8204–Permitting Fees 0 0 15,000 5,000 0 0 20,000
8205–Construction 0 0 57,500 143,750 0 0 201,250
Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 14,699 63,777 216,214 234,750 0 0 529,440
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440
101Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek Redwood Cabin Stabilization and Assessment
Project #: MAA05-009
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Structural evaluation and stabilization of the La Honda Creek redwood cabin.
FY2019-20 SCOPE
Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and
biological monitoring.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $14,733 $0 $0 $0 $14,733
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 34,500 127,000 28,000 0 0 189,500
8202–Environmental/Planning Services 0 0 12,000 12,000 0 0 24,000
8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 57,500 143,750 0 0 201,250
Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 34,500 246,233 213,750 0 0 494,483
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
102 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Hawthorns Public Access Site Plan and CEQA
Project #: MAA06-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site-specific plan for public access trails and staging area, and conduct CEQA review and coordination
with Town of Portola Valley permitting.
FY2019-20 SCOPE
Continue coordination with Town of Portola Valley on permitting and community engagement process on
proposed Alpine Road trail widening and site plan development. Initiate CEQA process. Begin work on biological
assessments, parking area, and trail alignment.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $6,460 $0 $0 $0 $6,460
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 5,000 0 0 0 5,000
8201–Architect/Engineering Services 0 0 44,500 0 0 0 44,500
8202–Environmental/Planning Services 0 47,716 65,100 0 0 0 112,816
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
Grand Total $0 $47,716 $124,060 $ TBD $ TBD $0 $171,776
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 47,716 124,060 0 0 0 171,776
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $47,716 $124,060 $ TBD $ TBD $0 $171,776
103Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Lower La Honda Creek Phase II Loop Trails
Project #: MAA07-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Phase II Trail Design and implementation: Implement La Honda Creek Open Space Preserve Master Plan Phase II
trail improvements, including planning, technical studies (biological, cultural, geotechnical), design, permitting and
construction.
FY2019-20 SCOPE
Submit permits and design trails for Master Plan Trail 6–La Honda Creek Loop Trails. Pending board approval,
develop signage and brochures. Concurrently, perform pre-planning and field investigations for opportunities and
constraints associated with potential trail routes that would connect from the La Honda Creek Loop Trails in the
south. Key deliverable is a summary of conceptual trail route options that would connect to the central portion of
the preserve, and would be used for future trail assessments and design in FY2020-21. Other trail connections are
pending identification of a new parking area in the preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $15,000 $28,555 $250,000 $250,000 $0 $543,555
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 33,000 0 0 0 0 33,000
8201–Architect/Engineering Services 27,058 100,100 30,000 15,000 15,000 0 187,158
8202–Environmental/Planning Services 0 24,000 80,000 35,000 15,000 0 154,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 15,000 35,000 5,000 0 0 55,000
8205–Construction 0 0 0 100,000 60,000 0 160,000
Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 27,058 187,100 173,555 405,000 340,000 0 1,132,713
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
104 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Alpine Road Regional Trail, Coal Creek
Project #: MAA10-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, complete CEQA review, permit, and construct road improvements to enhance public access and reduce
further erosion and sedimentation downstream.
FY2019-20 SCOPE
Work with the County of San Mateo on MOU and future transfer rights. Continue design and construction work, with
biomonitoring and county permitting assistance. Work with the County of San Mateo to secure Measure K funding.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $13,558 $22,283 $8,000 $10,000 $0 $53,841
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 4,286 0 0 0 0 0 4,286
8201–Architect/Engineering Services 17,663 120,000 80,000 81,000 65,000 0 363,663
8202–Environmental/Planning Services 0 44,750 110,000 20,000 0 0 174,750
8203–Inspection/Construction Monitoring 0 5,000 0 2,000 50,000 0 57,000
8204–Permitting Fees 0 0 23,750 5,750 15,000 0 44,500
8205–Construction 0 0 0 50,000 2,825,000 0 2,875,000
Grand Total $21,949 $183,308 $236,033 $166,750 $2,965,000 $0 $3,573,040
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 21,949 183,308 236,033 166,750 2,965,000 0 3,573,040
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $21,949 $183,308 $236,033 $166,750 $2,965,000 $0 $3,573,040
105Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation
Project #: MAA11-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
White Barn Stabilization – Structural/historic assessment, planning, design, and implementation of repairs.
FY2019-20 SCOPE
Conduct CEQA review. Complete design and initiate construction work, with biomonitoring and bat deterrent (if
needed).
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $5,827 $23,890 $0 $0 $0 $29,717
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 29,511 35,000 105,000 0 0 0 169,511
8202–Environmental/Planning Services 0 0 10,000 10,000 0 0 20,000
8203–Inspection/Construction Monitoring 0 10,000 0 22,000 0 0 32,000
8204–Permitting Fees 0 0 5,000 2,000 0 0 7,000
8205–Construction 0 0 0 420,000 0 0 420,000
Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 29,511 15,827 143,890 124,000 0 0 313,228
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 35,000 0 330,000 0 0 365,000
Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
106 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Lyson’s Dispositions at Monte Bello
Project #: MAA17-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
This project will improve public safety by removing hazardous structures and debris from vacant land and allow the
opening of the regional Stevens Creek Trail corridor to public access. Project scope includes remediation, demolition
and removal of uninhabitable structures, and site grading to reduce potential impacts to stream system. The design
will be performed by a geotechnical and/or civil engineering consultant for grading of the site caused by recent
landslides on the property.
FY2019-20 SCOPE
Finalize permits, complete demolition and restore site.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $6,815 $0 $20,237 $0 $0 $0 $27,052
5000-7000–Service & 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 35,000 0 0 0 35,000
8202–Environmental/Planning Services 2,485 0 15,000 0 0 0 17,485
8203–Inspection/Construction Monitoring 0 0 25,000 0 0 0 25,000
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 316,250 0 0 0 316,250
Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 9,300 0 426,487 0 0 0 435,787
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787
107Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Stevens Creek Nature Trail Bridges, Monte Bello
Project #: MAA17-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Replace a deteriorating bridge located between Stevens Creek bridge crossing and the Canyon Trail. Also scope
and conduct environmental review for a new bridge on the Stevens Creek Nature Trail to replace a ford crossing
that can be impassable during winter.
FY2019-20 SCOPE
Finish construction and continue biomonitoring, revegetation reseeding, and plant maintenance.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $7,834 $117,512 $4,401 $0 $0 $0 $129,747
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 9,561 0 2,500 0 0 0 12,061
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 1,642 112,800 7,500 0 0 0 121,942
8204–Permitting Fees 749 0 0 0 0 0 749
8205–Construction 24,663 120,000 20,000 0 0 0 164,663
Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 44,449 350,312 34,401 0 0 0 429,162
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
108 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Saratoga-to-Sea Regional Trail Connection
Project #: MAA18-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Support the City of Saratoga’s 3.2-mile long trail connection from Saratoga Quarry Park to Sanborn County Park
(Partnership Project).
FY2019-20 SCOPE
Continue to provide technical and financial support. Anticipate City desires to complete design and start permitting
in FY2019-20 to prepare for first phase of construction (trail work) in FY2019-20 and second phase of construction
(bridge construction) in FY2020-21.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 265,000 0 0 0 0 265,000
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 0 550,000 550,000 0 0 1,100,000
Grand Total $0 $265,000 $550,000 $550,000 $0 $0 $1,365,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 265,000 550,000 550,000 0 0 1,365,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $265,000 $550,000 $550,000 $0 $0 $1,365,000
109Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bay Area Ridge Trail Highway 17 Crossing
Project #: MAA20-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Eight project alternatives have been developed for separate and/or shared wildlife/recreational trail crossings, and
have been forwarded to Caltrans for review, known as their Project Study Report (PSR). Once reviewed, alternatives
will undergo environmental analysis and permitting prior to construction, all in close alignment with Highway 17
Wildlife Crossing #MAA20-001.
FY2019-20 SCOPE
Once Caltrans has reviewed the PSR developed by Midpen and consultants, initiate Project Approval and
Environmental Document (PAED) with Caltrans. Review preferred project under CEQA (and potentially NEPA to
qualify for federal funding) following outcome of Caltrans documentation review.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $317 $1,970 $1,056 $0 $0 $0 $3,343
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 105,000 21,000 8,000 0 0 134,000
8202–Environmental/Planning Services 0 0 39,000 20,000 50,000 20,000 129,000
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
Grand Total $317 $106,970 $61,056 $28,000 $50,000 $20,000 $266,343
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 317 106,970 61,056 28,000 50,000 20,000 266,343
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $317 $106,970 $61,056 $28,000 $50,000 $20,000 $266,343
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
110 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Redwoods Water System
Project #: MAA21-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Evaluate long-term water needs and implement water infrastructure improvements for Bear Creek Stables operation.
FY2019-20 SCOPE
Implement final Board approved decision for Bear Creek Redwoods Stables water infrastructure improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $33,806 $5,648 $8,095 $0 $0 $0 $47,549
5000-7000–Service & Supplies 58,067 0 0 0 0 0 58,067
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 57,003 0 0 0 0 0 57,003
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 1,275 0 0 0 0 0 1,275
8205–Construction 40,999 0 0 0 0 0 40,999
Grand Total $191,150 $5,648 $8,095 $ TBD $ TBD $0 $204,893
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 191,150 5,648 8,095 0 0 0 204,893
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $191,150 $5,648 $8,095 $ TBD $ TBD $0 $204,893
111Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Stables Site Plan Implementation
Project #: MAA21-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement Phase I of Bear Creek Stables site plan.
FY2019-20 SCOPE
Implement final Board-approved decision for Bear Creek Redwoods Stables site plan improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $7,554 $121 $14,147 $0 $0 $0 $21,822
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 274,521 130,000 385,000 0 0 0 789,521
8202–Environmental/Planning Services 0 10,000 10,000 0 0 0 20,000
8203–Inspection/Construction Monitoring 0 0 58,000 0 0 0 58,000
8204–Permitting Fees 0 0 86,000 0 0 0 86,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $282,075 $140,121 $553,147 $ TBD $ TBD $0 $975,343
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 282,075 140,121 553,147 0 0 0 975,343
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $282,075 $140,121 $553,147 $ TBD $ TBD $0 $975,343
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
112 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Redwoods Public Access
Project #: MAA21-005
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Design, secure permits, and construct new parking lot. Upgrade trail and install visitor-serving amenities. Open
Upper Lake area and western preserve to the public.
FY2019-20 SCOPE
Fulfill mitigation requirements (tree farm restoration), and submit final construction payments for new parking lot,
continue bat mitigation, construct Upper Lake overflow and pond stair access and submit permit application for
Phase II Undercrossing Project.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $251,147 $195,527 $53,931 $0 $0 $0 $500,605
5000-7000–Service & Supplies 4,772 18,000 0 0 0 0 22,772
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 502,450 285,000 125,000 70,000 0 0 982,450
8202–Environmental/Planning Services 118,373 214,000 25,000 20,000 0 0 377,373
8203–Inspection/Construction Monitoring 39,962 85,428 40,000 10,000 10,000 0 185,390
8204–Permitting Fees 22,024 5,000 125,000 20,000 0 0 172,024
8205–Construction 567,207 3,223,651 250,000 1,730,000 580,000 0 6,350,858
Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 1,505,935 4,026,606 403,199 1,850,000 590,000 0 8,375,740
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 215,732 0 0 0 215,732
Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472
113Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project
Project #: MAA21-006
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement the Alma College Cultural Landscape Rehabilitation Plan: complete hazardous materials remediation
and site cleanup, demolish several buildings, stabilize the chapel and 1934 library and install visitor amenities and
interpretation.
FY2019-20 SCOPE
Complete construction documents and obtain demolition/building permits; release RFB and award construction
contract; complete bat deterrence and hazardous material abatement; begin structure demolition, mothballing, and
site improvements. Continue to develop interpretive materials, complete Preservation Maintenance Plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $61,448 $56,461 $39,054 $0 $0 $0 $156,963
5000-7000–Service & Supplies 8,865 0 0 0 0 0 8,865
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 368,113 270,500 90,000 15,000 0 0 743,613
8202–Environmental/Planning Services 188,280 50,000 19,500 20,000 0 0 277,780
8203–Inspection/Construction Monitoring 21,111 4,890 32,500 50,000 0 0 108,501
8204–Permitting Fees 1,720 15,000 15,000 0 0 0 31,720
8205–Construction 43,287 50,000 749,800 3,275,200 0 0 4,118,287
Grand Total $692,824 $446,851 $945,854 $3,360,200 $0 $0 $5,445,729
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 692,824 446,851 945,854 3,360,200 0 0 5,445,729
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $692,824 $446,851 $945,854 $3,360,200 $0 $0 $5,445,729
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
114 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Phase II Trail Improvements, Bear Creek Redwoods OSP
Project #: MAA21-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement Phase II trail improvements to open eastern part of Bear Creek Redwoods to public access.
FY2019-20 SCOPE
Staff will work with a consultant team to evaluate and design improvements for a portion of the Bear Creek
Redwoods Phase II trail network. This includes the Briggs Creek Trail, Alma College Loop Trail, Stables Loop Trail,
and a segment of the multi-use trail.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 25,000 150,000 240,000 50,000 0 465,000
8202–Environmental/Planning Services 0 0 30,000 0 0 0 30,000
8203–Inspection/Construction Monitoring 0 0 0 0 25,000 25,000 50,000
8204–Permitting Fees 0 0 47,250 5,000 0 0 52,250
8205–Construction 0 0 50,000 75,000 655,000 750,000 1,530,000
Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 25,000 0 0 0 0 25,000
Grants/Partnerships/Other 0 0 277,250 320,000 730,000 775,000 2,102,250
Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250
115Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Beatty Parking Area and Trail Connections
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.
FY2019-20 SCOPE
Continue environmental review and preliminary permitting. Initiate schematic design development.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $26,544 $15,000 $125,500 $112,900 $279,944
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 80,000 265,000 236,000 165,000 5,000 751,000
8202–Environmental/Planning Services 0 35,000 73,000 20,000 30,000 30,000 188,000
8203–Inspection/Construction Monitoring 0 0 0 20,000 25,000 68,000 113,000
8204–Permitting Fees 0 0 40,000 103,000 0 0 143,000
8205–Construction 0 0 0 211,250 300,000 2,618,750 3,130,000
Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 115,000 373,638 586,250 545,500 2,834,650 4,455,038
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 30,906 19,000 100,000 0 149,906
Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
116 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Mount Umunhum Summit Restoration, Parking & Landing Zone
Project #: MAA23-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Completion of Mount Umunhum Summit public access improvements, interpretive elements and native planting.
Construction is complete and only purchase and installation of native plants is in progress.
FY2019-20 SCOPE
Purchase and install native plants in Phase II of Mount Umunhum Summit. Install signage at summit.
Summary of Estimated Costs Prior Year
Actuals
FY2018-
19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $154,599 $0 $0 $0 $0 $0 $154,599
5000-7000–Service & Supplies 23,917 0 0 0 0 0 23,917
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 278,187 0 0 0 0 0 278,187
8202–Environmental/Planning Services 34,374 0 0 0 0 0 34,374
8203–Inspection/Construction Monitoring 430,038 0 0 0 0 0 430,038
8204–Permitting Fees 24,042 0 0 0 0 0 24,042
8205–Construction 9,373,691 40,000 35,000 30,000 10,000 0 9,488,691
Grand Total $10,318,848 $40,000 $35,000 $30,000 $10,000 $0 $10,433,848
Funding Source Prior Year
Actuals
FY2018-
19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 9,748,848 40,000 35,000 30,000 10,000 0 9,863,848
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 570,000 0 0 0 0 0 570,000
Grand Total $10,318,848 $40,000 $35,000 $30,000 $10,000 $0 $10,433,848
117Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)
Project #: VP05-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Pending formation of a Public Access Working Group, conduct a preliminary assessment of alternate sites at La Honda
Creek Open Space Preserve for a parking area and trailhead to provide public access to the central area of the preserve.
FY2019-20 SCOPE
Scope pending outcome of Parking Feasibility Study. Form a working group (see Public Access Working Group) and
conduct a preliminary assessment of alternate sites for a parking area and trailhead.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 25,000 0 0 0 25,000
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
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $25,000 $0 $0 $0 $25,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
118 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Rancho San Antonio (RSA) Multimodal Access Study
Project #: VP11-001
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Project engages stakeholders and partner agencies to explore non-motorized mobility, transit options and parking
alternatives for Rancho San Antonio. Currently underway, this project would provide significant benefits for
recreational users and leverage partnerships.
FY2019-20 SCOPE
Complete study, then prioritize solutions and next steps. Implement initial short term measures to address high-
priority demand.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 56,000 0 0 0 56,000
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
Grand Total $0 $0 $56,000 $ TBD $ TBD $0 $56,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $56,000 $0 $0 $0 $56,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $56,000 $ TBD $ TBD $0 $56,000
119Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Highway 17 Area Regional Trail Connections
Project #: VP20-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Identify, plan, and construct feasible trail connections for the Ridge Trail and other local trail routes from the Highway
17 Regional Trail Crossing location, providing east/west and north/south trail connections to existing trails. This
project is separate, but associated with Highway 17 Wildlife Crossing and Ridge Trail Crossing (MAA20-002).
FY2019-20 SCOPE
Pending the outcome of the selected Highway 17 Regional Trail Crossing location, begin development of conceptual
trail alignment. Initiate environmental review.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 8,883 0 0 0 0 0 8,883
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 34,000 10,500 25,000 0 0 69,500
8202–Environmental/Planning Services 0 0 27,000 75,000 10,000 0 112,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 65,000 0 65,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 8,883 34,000 37,500 100,000 75,000 0 255,383
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
120 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Traffic Study for Mt. Um Road
Project #: VP23-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Finalize traffic study and implement selected signage, striping, and pavement improvements.
FY2019-20 SCOPE
Implement selected signage, striping, and pavement improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 173,000 0 0 0 173,000
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
Grand Total $0 $0 $173,000 $0 $0 $0 $173,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $173,000 $0 $0 $0 $173,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $173,000 $0 $0 $0 $173,000
121Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION AND OUTREACH
Purisima Creek Redwoods Bridge 1 Redecking
Project #: VP33-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will maintain 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.
FY2019-20 SCOPE
Complete redecking.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 1,403 0 0 0 0 0 1,403
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 15,419 3,000 11,000 0 0 0 29,419
8204–Permitting Fees 0 0 2,500 0 0 0 2,500
8205–Construction 4,000 20,000 46,000 0 0 0 70,000
Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 20,822 23,000 59,500 0 0 0 103,322
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
122 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION AND OUTREACH
Cooley Landing Park Business and Operation Plan
Project #: VP38-001
Fund: 10 – General Fund Operating
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. Midpen will provide funding
for the development of a business and operating plan for the preferred operator.
FY2019-20 SCOPE
Partner with City of East Palo Alto to complete development of a business and operating plan for Cooley Landing Park.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 50,000 0 150,000 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
Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $150,000 $0 $0 $0 $150,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 50,000 0 0 0 0 0 50,000
Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000
123Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
31202 Administrative Office (AO) Facility $623,744 $3,566,223 $19,481,942 $23,671,909
31601 South Area Field Office 1,302,976 3,164,326 0 4,467,302
35004 Sierra Azul Ranger Residence 100,000 895,000 0 995,000
50004 Budget Management Software 90,042 0 0 90,042
51701 Work Order & Asset Management System 75,000 95,000 0 170,000
51703 Real Property Database 55,000 55,000 0 110,000
61002 Russian Ridge–Quam Residence Driveway Improvement 473,300 0 0 473,300
61006 Big Dipper Ranch Spring Work, Skyline Ridge 48,750 0 0 48,750
61009 Russian Ridge–Bergman Residences Reconstruction 327,050 0 0 327,050
61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 200,800 0 0 200,800
61011 Install Solar Panels at Skyline Field Office 150,000 0 0 150,000
61012 Toto Barn Roof Repair 101,750 0 0 101,750
61013 Toto Ranch Perimeter Fence Repair 174,225 0 0 174,225
65406 Radio Replacement for Ranger Staff and Patrol Vehicles 410,000 0 0 410,000
65407 Radio System Assessment and Upgrade 56,000 640,000 523,000 1,219,000
VP06-001 Hawthorns Historic Complex Partnership and Lease 48,000 36,000 0 84,000
VP07-002 Agricultural Workforce Housing–La Honda Creek 400,000 457,000 0 857,000
VP23-001 Mt. Umunhum–Radar Tower 2nd Assessment 223,750 TBD 0 223,750
None Vehicle and Machinery/Equipment Purchases 727,500 869,000 977,000 2,619,500
Total $5,587,887 $9,777,549 $20,981,942 $36,347,378
OPERATING PROJECTS
The table below lists operating projects by name, and includes the project purpose and lead department. While the
operating project listed below may incur real expenses, they are only included in the lead department’s operating
budget.
Project Name Project Purpose Lead Department
Basic Policy Update An update to the Basic Policy to incorporate the Coastal Annexation Area.Planning
Citation Management System Scoping a citation management system; includes RFP process.Information Systems
and Technology
Emergency/Disaster Preparedness
Response and Recovery Plan
Conduct a review of agency policies, practices and industry best
practices to develop a comprehensive District-wide Emergency/Disaster
Preparedness, Response and Recovery Plan.
General Manager’s
Office
Historic Resources Policy Development Review existing policies, guidelines and practices and prepare or amend
policies accordingly
Planning
Legislative Initiatives Support legislation to further the District's mission.Public Affairs
Nature Center Web Camera Install an aerial and underwater pond web camera at the Daniels Nature
Center to stream live on Midpen’s website, to enhance public education.
Visitor Services
Records Management To prepare for Midpen’s move to a new office building in spring 2022,
staff will digitize and clean up paper files.
General Manager’s
Office
San Mateo County Master Permit Develop a Master Permit with San Mateo County to streamline project
implementation
General Manager’s
Office
SharePoint–Document Management
System
Continue building out Midpen’s SharePoint platform on Office 365.Information Systems
and Technology
South Area Outpost Driveway
Repaving
Repave driveway from Pheasant to South Area Outpost.Land and Facilities
Services
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
124 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Administrative Office (AO) Facility
Project #: 31202
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prepare 5050 El Camino as the new administrative office.
FY2019-20 SCOPE
Complete design development, initiate environmental review, start construction documents, and manage tenants.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 68,910 0 0 0 0 0 68,910
8101–Real Estate Services 0 31,550,100 0 0 0 0 31,550,100
8201–Architect/Engineering Services 66,232 600,000 512,133 683,223 17,942 0 1,879,530
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 33,000 64,000 0 97,000
8204–Permitting Fees 0 0 111,611 109,500 0 0 221,111
8205–Construction 0 0 0 2,740,500 18,400,000 0 21,140,500
8301–Furniture 0 0 0 0 1,000,000 0 1,000,000
Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 135,142 32,150,100 623,744 3,566,223 19,481,942 0 55,957,151
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151
125Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
South Area Field Office
Project #: 31601
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Renovate an existing industrial warehouse building in Campbell as the new, permanent South Area Field Office that
will accommodate anticipated field staff growth, expedite Measure AA project delivery, and further enhance service
delivery.
FY2019-20 SCOPE
Secure permits, select contractor and initiate construction.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 $0
8101–Real Estate Services 41,483 0 0 0 0 0 41,483
8201–Architect/Engineering Services 70,865 246,600 57,787 19,263 0 0 394,515
8202–Environmental/Planning Services 0 0 0 0 0 0 $0
8203–Inspection/Construction Monitoring 0 0 32,250 10,750 0 0 43,000
8204–Permitting Fees 0 36,000 16,689 5,563 0 0 58,252
8205–Construction 0 1,000 1,030,000 3,100,000 0 0 4,131,000
8301–Furniture 0 0 86,250 28,750 0 0 115,000
8303–Computer Equipment 0 0 80,000 0 0 0 80,000
Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 112,348 283,600 1,302,976 3,164,326 0 0 4,863,250
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
126 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Sierra Azul Ranger Residence
Project #: 35004
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Develop a new permanent residence in or adjacent to Sierra Azul Open Space Preserve for improved site presence
and monitoring.
FY2019-20 SCOPE
Begin design, permitting, and construction.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 52,019 87,000 35,000 20,000 0 0 194,019
8202–Environmental/Planning Services 8,682 13,000 0 0 0 0 21,682
8203–Inspection/Construction Monitoring 0 10,000 0 0 0 0 10,000
8204–Permitting Fees 0 0 15,000 40,000 0 0 55,000
8205–Construction 0 0 50,000 835,000 0 0 885,000
Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 60,701 110,000 100,000 895,000 0 0 1,165,701
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701
127Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Budget Management Software
Project #: 50004
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Evaluate, acquire, and implement budget management software to help Midpen develop and manage the annual
Budget and Action Plan efficiently and with greater transparency.
FY2019-20 SCOPE
Select a vendor and implement system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 90,042 0 0 0 90,042
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
Grand Total $0 $0 $90,042 $0 $0 $0 $90,042
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $90,042 $0 $0 $0 $90,042
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $90,042 $0 $0 $0 $90,042
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
128 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Work Order & Asset Management System
Project #: 51701
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The IST Strategic Plan recommends a Work Order Asset Management System to streamline the maintenance and
management of Midpen land and infrastructure assets.
FY2019-20 SCOPE
Refine system for Land and Facilities department. Phase I Natural Resources Implementation: Design, build, and pilot
one business workflow that allows Natural Resources to review and approve Land and Facilities services work orders.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 64,975 126,000 75,000 95,000 0 0 360,975
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
Grand Total $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $64,975 $126,000 $75,000 $95,000 $0 $0 $360,975
129Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Real Property Database
Project #: 51703
Fund: 10 – General Fund Operating
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 FY2019-20 and FY2020-21. This will be an enterprise geographic information
system (E-GIS) integrated data management system, capable of providing reports on all aspects of Midpen’s land
transactions.
FY2019-20 SCOPE
Select a vendor and begin implementation.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 55,000 55,000 0 0 110,000
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
Grand Total $0 $0 $55,000 $55,000 $0 $0 $110,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $55,000 $55,000 $0 $0 $110,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $55,000 $55,000 $0 $0 $110,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
130 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Russian Ridge – Quam Residence Driveway Improvement
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 potentially 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: Phase I – Install culverts and driveway improvements. Phase II – Rock
complete driveway and improve oil screen.
FY2019-20 SCOPE
Complete driveway improvements. Biomonitoring to be performed. Midpen to determine whether to complete
improvements to Quam residence based on add-alternate bids received for this section of the driveway.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 200 0 0 0 0 200
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 13,870 23,000 5,300 0 0 0 42,170
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 23,000 54,000 0 0 0 77,000
8204–Permitting Fees 0 2,300 0 0 0 0 2,300
8205–Construction 0 26,500 414,000 0 0 0 440,500
Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 13,870 75,000 473,300 0 0 0 562,170
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170
131Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Big Dipper Ranch Spring Work, Skyline Ridge
Project #: 61006
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will increase the water yield for the ranch water system to provide sufficient water to the residence and
the conservation grazing operation.
FY2019-20 SCOPE
Complete repairs to the water system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 0 0 0 15,000
8204–Permitting Fees 0 0 5,000 0 0 0 5,000
8205–Construction 0 0 28,750 0 0 0 28,750
Grand Total $0 $0 $48,750 $0 $0 $0 $48,750
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 48,750 0 0 0 48,750
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $48,750 $0 $0 $0 $48,750
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
132 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Russian Ridge – Bergman Residences Reconstruction
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 houses with the County of San Mateo. These residences will be improved to provide three
rental residences. The stables structure and Grandma House will be demolished.
FY2019-20 SCOPE
Complete Phase III of residence upgrades.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 30,213 13,800 5,750 0 0 0 49,763
8202–Environmental/Planning Services 0 12,775 0 0 0 0 12,775
8203–Inspection/Construction Monitoring 0 20,700 37,250 0 0 0 57,950
8204–Permitting Fees 0 11,500 2,300 0 0 0 13,800
8205–Construction 32,220 283,000 281,750 0 0 0 596,970
Grand Total $62,433 $342,775 $327,050 $0 $0 $0 $732,258
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 62,433 342,775 327,050 0 0 0 732,258
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $62,433 $342,775 $327,050 $0 $0 $0 $732,258
133Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Ranch Well Drilling and Construction, Tunitas Creek
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.
FY2019-20 SCOPE
Complete permitting and construction of well and water system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 400 0 0 0 0 400
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 28,750 0 0 0 28,750
8202–Environmental/Planning Services 0 5,750 5,750 0 0 0 11,500
8203–Inspection/Construction Monitoring 0 4,000 20,000 0 0 0 24,000
8204–Permitting Fees 0 2,300 17,500 0 0 0 19,800
8205–Construction 0 21,000 128,800 0 0 0 149,800
Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 33,450 200,800 0 0 0 234,250
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
134 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Install Solar Panels at Skyline Field Office
Project #: 61011
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research and install solar panels at the Skyline Field Office to produce clean, green energy that will help meet
Midpen’s greenhouse gas reduction goals.
FY2019-20 SCOPE
Research and install solar panels at the Skyline Field Office.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 0 0 0 0 0
8204–Permitting Fees 0 0 10,000 0 0 0 10,000
8205–Construction 0 0 140,000 0 0 0 140,000
Grand Total $0 $0 $150,000 $0 $0 $0 $150,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 150,000 0 0 0 150,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $150,000 $0 $0 $0 $150,000
135Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Barn Roof Repair
Project #: 61012
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Repair roof on the Toto Ranch barn.
FY2019-20 SCOPE
Complete repairs to barn roof.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 7,500 0 0 0 7,500
8204–Permitting Fees 0 0 8,000 0 0 0 8,000
8205–Construction 0 0 86,250 0 0 0 86,250
Grand Total $0 $0 $101,750 $0 $0 $0 $101,750
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 101,750 0 0 0 101,750
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $101,750 $0 $0 $0 $101,750
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
136 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Ranch Perimeter Fence Repair
Project #: 61013
Fund: 40-General Fund Capital
PROJECT DESCRIPTION
Repair and replace a perimeter fence at Toto Ranch to support Midpen’s conservation grazing program.
FY2019-20 SCOPE
Complete repair, coordinating with a biomonitor for oversight of the project.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 23,000 0 0 0 23,000
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 151,225 0 0 0 151,225
Grand Total $0 $0 $174,225 $0 $0 $0 $174,225
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 174,225 0 0 0 174,225
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $174,225 $0 $0 $0 $174,225
137Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Radio Replacement for Ranger Staff and Patrol Vehicles
Project #: 65406
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Replace 40 portable and 40 mobile radios with dual-band radios with trunking capabilities to give Midpen patrol
staff the ability to communicate with partner agencies during emergency response situations. Repurpose old radios
to be used by administrative and maintenance staff as these positions do not require direct communications with
emergency responders. To help defer cost of this upgrade, research the availability of grants and consider selling
some of the surplus units.
FY2019-20 SCOPE
Replace 40 portable and 40 mobile radios with dual-band radios with trunking capabilities. Repurpose old radios
to be used by administrative and maintenance staff. To help defer cost of this upgrade, research the availability of
grants and consider selling some of the surplus units.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8304–Communications/Network
Infrastructure & Equipment
0 0 410,000 0 0 0 410,000
Grand Total $0 $0 $410,000 $0 $0 $0 $410,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 410,000 0 0 0 410,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $410,000 $0 $0 $0 $410,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
138 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Radio System Assessment and Upgrade
Project #: 65407
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research options to expand Midpen radio coverage to coastal areas, improve radio coverage in selected high use
areas, and replace equipment reaching end of life.
FY2019-20 SCOPE
Research options for radio improvements. Begin assessments of radio systems and process of additional FCC
licenses and communications sites. Create design and recommendations for upgrade. Begin to develop a request
for proposals.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 56,000 266,000 133,000 0 455,000
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
8304–Communications/Network
Infrastructure & Equipment
0 0 0 374,000 390,000 0 764,000
Grand Total $0 $0 $56,000 $640,000 $523,000 $0 $1,219,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 56,000 640,000 523,000 0 1,219,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $56,000 $640,000 $523,000 $0 $1,219,000
139Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Hawthorns Historic Complex Partnership and Lease
Project #: VP06-001
Fund: 20 – Hawthorns Fund
PROJECT DESCRIPTION
Investigate and potentially develop partnership for long-term reuse, care and maintenance of historic complex.
Determine the viability of the proposed partnership with the potential partner (Partner). If viable, retain an 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 the conservation easement.
FY2019-20 SCOPE
Review proposed rehabilitation and reuse proposal with Planning and Natural Resources Committee and Board.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 42,000 0 0 0 42,000
8202–Environmental/Planning Services 0 0 6,000 36,000 0 0 42,000
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
Grand Total $0 $0 $48,000 $36,000 $0 $0 $84,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 48,000 36,000 0 0 84,000
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $48,000 $36,000 $0 $0 $84,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
140 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Agricultural Workforce Housing – La Honda Creek
Project #: VP07-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Establish designated agricultural workforce housing to support Midpen’s conservation grazing program.
FY2019-20 SCOPE
Finalize design and secure permits; begin construction. Biomonitoring to be performed.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 25,739 50,000 106,000 0 0 0 181,739
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 21,800 51,000 0 0 0 72,800
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 25,000 243,000 457,000 0 0 725,000
Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 25,739 96,800 400,000 457,000 0 0 979,539
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539
141Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Mt. Umunhum – Radar Tower 2nd Assessment
Project #: VP23-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Completion of Mount Umunhum Radar Tower assessment, design, and repairs. All work is anticipated to be
complete by 2020.
FY2019-20 SCOPE
Complete assessment, obtain Board approval on scope of work (future costs beyond FY2019-20 to be determined)
and begin construction documents.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 330,651 176,500 163,750 0 0 0 670,901
8202–Environmental/Planning Services 0 25,000 0 0 0 0 25,000
8203–Inspection/Construction Monitoring 13,352 0 15,000 0 0 0 28,352
8204–Permitting Fees 0 0 45,000 0 0 0 45,000
8205–Construction 28,100 0 0 0 0 0 28,100
Grand Total $376,807 $201,500 $223,750 TBD $0 $0 $802,057
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 376,807 201,500 223,750 0 0 0 802,057
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $376,807 $201,500 $223,750 TBD $0 $0 $802,057
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
142 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Vehicle and Machinery/Equipment Purchases
Project #: None
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase necessary vehicles and equipment for Administrative and Field Office staff.
FY2019-20 SCOPE
Purchase five replacement vehicles, five additional vehicles, a skip loader, and a mowing tractor.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & 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 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8410–Machinery 339,642 319,390 188,000 320,000 330,000 0 1,497,032
8501–Vehicles 687,553 512,604 539,500 549,000 647,000 0 2,935,657
Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 1,027,195 831,994 727,500 869,000 977,000 0 4,432,689
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689
Section IV
Department Summaries
Midpen Staff by Erin Ashford
143Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
Monte Bello Open Space Preserve by Jeffrey Schwegman 144 Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Department Overview
Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized
by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative
Services. All business lines report to the General Manager and are structured as follows:
——————————————————————————––––––––––––——————————————————————————————
Administrative Services ———————————————————————————––––––––––––———————————————————————————
Budget and Analysis———————————————————————————––––––––––––———————————————————————————
Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––———————————————————————————
Human Resources———————————————————————————––––––––––––———————————————————————————
Information Systems and Technology———————————————————————————––––––––––––———————————————————————————
Procurement——————————————————————————––––––––––––——————————————————————————————
Project Planning and Delivery ———————————————————————————––––––––––––———————————————————————————
Engineering and Construction———————————————————————————––––––––––––———————————————————————————
Planning———————————————————————————––––––––––––———————————————————————————
Real Property——————————————————————————––––––––––––——————————————————————————————
Public Affairs ——————————————————————————––––––––––––——————————————————————————————
Visitor and Field Services ———————————————————————————––––––––––––———————————————————————————
Land and Facilities———————————————————————————––––––––––––———————————————————————————
Natural Resources———————————————————————————––––––––––––———————————————————————————Visitor Services——————————————————————————––––––––––––——————————————————————————————
This section identifies each of Midpen’s departments, their mission and core function, staffing levels, objectives,
performance metrics and proposed FY2019-20 budget.
145Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Administrative Services
MISSION STATEMENT
Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s
mission and goals.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Provide financial management, budgeting and accounting services.——————————————————————————––––––––––––——————————————————————————————
Administer Human Resources Programs and coordinate employee relations activities.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————––––––––––––——————————————————————————————Provide Midpen 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 applications, award and compliance.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen procurement.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
CFO/Director of
Administrative Services
HR Supervisor Management
Analyst II
Management
Analyst II
Grants Program
Manager
Controller
Data
Administrator
Applications
Engineer
Human
Resources
Manager
IST Manager
HR Intern
HR Technician
(Half-time)
Training
and Safety
Specialist
HR Technician IT Technician II
IT Technician I
IST Program
Administrator
GIS Program
Administrator
Data
Analyst I
Data
Analyst I
GIS
Technician
Accounting
Technician
(Half-time)
Senior
Accountant
Senior Finance
and Accounting
Technician
Management
Analyst I
Management
Analyst I
Budget and
Analysis
Manager
Procurement
and Contracts
Specialist
Finance
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Senior Finance
and Accounting
Technician
(Half-time)
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
146 Section IV • Budget and Action Plan FY2019-20
Administrative
Assistant
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Accounting Technician 0.5 0.5 0.5 0.5 0
Administrative Assistant 1 1 1 1 0
Applications Engineer 0 0 1 1 0
Budget & Analysis Manager 1 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 0 0
GIS Technician 0 0 1 1 0
Grants Program Manager (formerly Grants Specialist)1 1 1 1 0
Human Resources Intern 0 0 0.5 0.5 0
Human Resources Manager 1 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 1 1 0
IT Technician II 1 1 1 1 0
Management Analyst I 1 1 2 2 0
Management Analyst II 3 3 2 2 0
Procurement and Contracts Specialist 1 1 1 1 0
Senior Accountant 1 1 1 1 0
Senior Finance and Accounting Technician 2 2 1 2 1
Training and Safety Specialist 1 1 1 1 0
Total FTE 24.75 24.75 26.75 27.75 1
147Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Administrative Services aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————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
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 3 & 4 50004 Budget Management Software FY2021
Goal 3 & 4 51701 Work Order & Asset Management System Phase II FY2021
Goal 3 & 4 51703 Real Property Database FY2021
Goal 3 Operating Citation Management System FY2021
Goal 3 Operating SharePoint – Document Management System Phase I FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 3 Number of job recruitments completed 34 32 32
Goal 3 Employee turnover rate 11%<10%<10%
Goal 3 Number of in-house trainings provided to employees 129 128 129
Goal 3 Percent of FTEs using web and mobile enterprise GIS N/A 15%30%
Goal 3 Percent of District critical data backed up off site N/A 50%100%
Goal 3 Percent of total District files in Office 365 N/A 10%25%
Goal 4 Percent spent of final adjusted budget 90%90%90%
Goal 4 General Fund Reserve Balance Policy Target Met Yes Yes Yes
Goal 4 Legal Debt Limit Not Exceeded Yes Yes Yes
Goal 4 Budget Book Receives GFOA Award for Distinguished Budget
Presentation
Yes Yes Yes
Goal 4 CAFR Issued with Unmodified Opinion Yes Yes Yes
Goal 4 Obtain GFOA Award of Excellence in Financial Reporting for the
CAFR
Yes Yes Yes
Goal 4 Credit Rating from Moody’s and Standard and Poor’s AAA AAA AAA
Goal 4 Percent of Invoice Payments Electronic N/A 10%40%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
148 Section IV • Budget and Action Plan FY2019-20
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Administrative Services
Salaries and Benefits $4,111,598 $4,688,387 $4,973,351 $284,964 6%
Services and Supplies 1,383,502 1,390,255 1,750,108 359,853 26%
Total Operating Expenditures 5,495,099 6,078,624 6,723,459 644,817 11%
General Fund Capital 0 310,000 80,000 (230,000)-74%
Measure AA Capital 0 0 0 0 0%
Total Capital Expenditures 0 310,000 80,000 (230,000)-74%
Total Administrative Services Expenditures 5,495,099 $6,388,642 $6,803,459 $414,817 7%
Russian Ridge Open Space Preserve by Stephanie Richardson
149Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Engineering and Construction Department
MISSION STATEMENT
Implement large-scale capital projects to improve and maintain Midpen’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 design, project management, 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 constructability assessments during the planning, scoping and
early design phase of capital projects.——————————————————————————––––––––––––——————————————————————————————
Stay abreast of current codes and construction regulations, and ensure Midpen’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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
150 Section IV • Budget and Action Plan FY2019-20
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Capital Project Manager 0 2 2 2 0
Capital Project Manager II 1 1 1 1 0
Capital Project Manager III 3 3 3 3 0
Total FTE 5 7 7 7 0
Engineering and Construction aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
151Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Bear Creek Redwoods Open Space Preserve by Alisha Laborico
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
152 Section IV • Budget and Action Plan FY2019-20
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 3 & 4 31202 Administrative Office (AO) Facility FY2022
Goal 3 & 4 31601 South Area Field Office FY2020
Goal 2 31901 ADA Barrier Removal FY2024
Goal 3 & 4 35004 Sierra Azul Ranger Residence FY2021
Goal 2 MAA02-002 Ravenswood Bay Trail Design and Implementation FY2023
Goal 2 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021
Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2020
Goal 4 MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment FY2022
Goal 1 MAA09-003 Russian Ridge Mindego Pond Improvement FY2021
Goal 1 MAA11-002 Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation FY2020
Goal 2 MAA17-002 Lyson's Dispositions at Monte Bello FY2020
Goal 2 MAA21-003 Bear Creek Redwoods Water System FY2020
Goal 2 MAA21-005 Bear Creek Redwoods Public Access FY2022
Goal 2 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project FY2021
Goal 1 MAA21-008 Bear Creek Redwoods – Ponds Restoration and Water Rights FY2021
Goal 1 VP07-002 Agricultural Workforce Housing – La Honda Creek FY2021
Goal 2 & 4 VP23-001 Mt. Umunhum – Radar Tower 2nd Assessment FY2020
Goal 3 VP23-002 Traffic Study for Mt. Um Road FY2020
Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 4 Percent of projects finished within Board approved budget
(base bid and contingency)
100%80%80%
Goal 4 Percent of projects finished within schedule indicated at the time of
award of contract
75%80%80%
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Engineering and Construction
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$744,401
(174,767)
569,634
$1,044,904
(207,668)
837,236
$1,104,405
(295,426)
808,979
$59,501
(87,758)
(28,257)
6%
42%
-3%
Services and Supplies 456,576 170,551 79,023 (91,528)-54%
Total Operating Expenditures 1,026,210 1,007,787 888,002 (119,785)-12%
General Fund Capital 343,829 1,424,900 2,745,470 1,320,570 93%
Measure AA Capital 5,747,713 5,684,982 6,361,226 676,244 12%
Total Capital Expenditures 6,091,542 7,109,882 9,106,696 1,996,814 28%
Total Engineering and Construction Expenditures $7,117,752 $8,117,669 $9,994,698 $1,877,029 23%
Picchetti Ranch Open Space Preserve by Christine Clarke
153Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
154 Section IV • Budget and Action Plan FY2019-20
Office of the General Counsel
MISSION STATEMENT
Provide legal services and counsel to the Board of Directors, committees and Midpen departments.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————Provide legal review and advice to the Midpen Board and staff.——————————————————————————––––––––––––——————————————————————————————
Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————––––––––––––——————————————————————————————
Administer Midpen’s risk management program.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
General
Counsel
Rancho San Antonio Open Space Preserve by Jill Tierney
Assistant General
Counsel
Management
Analyst--Risk
Management
Executive
Assistant
155Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
General Counsel 1 1 1 1 0
Assistant General Counsel 1 1 1 1 0
Management Analyst – Risk Management 0.5 0.5 0.5 0.5 0
Executive Assistant 0 0 1 1 0
Total FTE 2.5 2.5 3.5 3.5 0
General Counsel aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 Operating Assist with land preservation projects on the San Mateo County Coast FY2023
Goal 3 Operating Facilitate use of Design Build contract for Mindego Pond restoration and potential
future projects
FY2021
Goal 1 Operating Water resources program–develop legal strategies to improve sustainable watersheds Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
General Counsel
Salaries and Benefits $428,022 $439,555 $657,770 $218,215 50%
Services and Supplies 170,416 176,685 94,650 (82,035)-46%
Total Operating Expenditures 598,438 616,240 752,420 136,180 22%
Total General Counsel Expenditures $598,438 $616,240 $752,420 $136,180 22%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
156 Section IV • Budget and Action Plan FY2019-20
Office of the General Manager
MISSION STATEMENT
Responsible for the overall operation of Midpen. Under policy direction from the Board of Directors, the General
Manager carries out Midpen’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 Midpen departments to
ensure effective, efficient, and financially-prudent project and service delivery for public benefit.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Provide leadership, oversight and direction for Midpen functions.——————————————————————————––––––––––––——————————————————————————————Accomplish the goals and objectives set out in the Board of Directors Strategic Plan.——————————————————————————––––––––––––——————————————————————————————
Implement Midpen’s Vision Plan Priority Actions.——————————————————————————––––––––––––——————————————————————————————
Ensure that Midpen’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 Midpen elections and maintaining all official records.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administrative Assistant 1 1 1 1 0
Assistant General Manager 2 2 2 2 0
Chief Financial Officer 1 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 8 8 8 8 0
General
Manager
Executive
Assistant/Deputy
District Clerk
District Clerk/
Assistant to the
General Manager
Administrative
Assistant
Management
Analyst II
Visitor and Field
Services Assistant
General Manager
Project Planning
and Delivery
Assistant General
Manager
CFO
Director of
Administrative
Services
157Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
The General Manager aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2021
Goal 2 VP38-001 Cooley Landing Park Business and Operation Plan FY2020
Goal 2 Operating Cooley Landing Site Use Agreements FY2020
Goal 1 & 3 Operating Emergency/Disaster Preparedness Response and Recovery Plan FY2021
Goal 2 Operating Preserve Use Survey Implementation FY2020
Goal 3 Operating Records Management FY2022
Goal 1 Operating San Mateo County Master Permit FY2021
Goal 2 Operating Support Diversity Initiatives and Outreach Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 1 Measure the timeliness of biweekly reports to allow for up to date
communications with the Board and staff
96%95%95%
Goal 1 Number of public meetings held per year 40 65 60
Goal 1 Number of meetings held with partner agencies/stakeholders by
members of GMO staff and Board members
65 50 65
Goal 3 Number of resolutions adopted 46 50 50
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
General Manager
Salaries and Benefits $1,251,527 $1,578,121 $1,647,485 $69,364 4%
Services and Supplies 201,941 1,021,620 450,325 (571,295)- 56%
Total Operating Expenditures 1,453,468 2,599,741 2,097,810 (501,931)-19%
Total General Manger Expenditures $1,453,468 $2,599,741 $2,097,810 $(501,931)-19%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
158 Section IV • Budget and Action Plan FY2019-20
Land and Facilities Services Department
MISSION STATEMENT
Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands,
that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public
safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff
use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission.
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 Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––——————————————————————————————
Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————
Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––——————————————————————————————
Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Land and Facilities
Manager
Property
Management
Specialist II
Administrative
Assistant
Equipment
Mechanics/
Operators
Maintenance
Supervisors
Maintenance
Supervisors
Senior Property
Management
Specialist
Foothills Area
Manager
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Administrative
Assistant
Capital Field
Projects
Manager
Farm
Maintenance
Worker
Facilities
Maintenance
Specialist
Management
Analyst II
Administrative
Assistant
Modified
Duty Staff
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Maintenance
Supervisors
Skyline Area
Manager
Facilities
Maintenance
Supervisor
Property
Management
Intern
Property
Management
Specialist I
159Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administrative Assistant 3 3 3 3 0
Area Manager 2 2 2 2 0
Capital Projects Field Manager 1 1 1 1 0
Equipment Mechanic/Operator 6 6 7 7 0
Facilities Maintenance Specialist 0 1 1 1 0
Facilities Maintenance Supervisor 1 1 1 1 0
Farm Maintenance Worker 1 1 1 1 0
Land and Facilities Manager 1 1 1 1 0
Lead Open Space Technician 5 6 6 7 1
Maintenance Supervisor 5 6 6 6 0
Management Analyst II 1 1 1 1 0
Open Space Technician 14 15 15 15 0
Property Management Specialist I 1 1 1 1 0
Property Management Specialist II 1 1 1 1 0
Seasonal Open Space Technician 8.3 8.3 8.3 8.3 0
Senior Property Management Specialist 1 1 1 1 0
Total FTE 51.3 55.3 56.3 57.3 1
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
160 Section IV • Budget and Action Plan FY2019-20
Land and Facilities aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 31901 ADA Barrier Removal FY2024
Goal 4 61002 Russian Ridge – Quam Residence Driveway Improvement FY2021
Goal 1 61006 Big Dipper Ranch Spring Work, Skyline Ridge FY2020
Goal 1 61008 Los Trancos – Page Mill Eucalyptus Removal FY2021
Goal 4 61009 Russian Ridge – Bergman Residences Reconstruction FY2021
Goal 1 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2020
Goal 1 61011 Install Solar Panels at Skyline Field Office FY2020
Goal 1 & 4 61012 Toto Barn Roof Repair FY2020
Goal 1 & 4 61013 Toto Ranch Perimeter Fence Repair FY2020
Goal 1 MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods FY2020
Goal 2 MAA04-004 El Corte de Madera Oljon Trail Implementation FY2020
Goal 1 MAA05-002 Upper La Honda Creek Grazing Infrastructure FY2020
Goal 2 MAA07-011 Lower La Honda Creek Phase II Loop Trails FY2021
Goal 2 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2022
Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022
Goal 2 & 4 VP33-001 Purisima Creek Redwoods Bridge 1 Redecking FY2020
Goal 4 Operating Paint La Honda Creek Red Barn FY2020
Goal 4 Operating South Area Outpost/Residence Driveway Repaving FY2020
Goal 1 Operating Wildfire Fuel Reduction Projects & SJCC Fuel Reduction Contract Work Ongoing
Goal 3 N/A Vehicle and Machinery/Equipment Purchases Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 2 Number of miles of single-track trail brushed N/A 73 78
Goal 2 Number of miles of trails built N/A 4 2
161Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Land and Facilities
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$5,342,410
(540,717)
4,801,693
$6,210,371
(633,913)
5,576,458
$6,649,054
(146,119)
6,502,935
$438,683
487,794
926,477
7%
- 77%
17%
Services and Supplies 2,966,878 3,741,625 3,803,987 62,362 2%
Total Operating Expenditures 7,768,570 9,318,083 10,306,922 988,839 11%
Services and Supplies 24,277 53,500 92,200 38,700 72%
Total Hawthorns Expenditures 24,277 53,500 92,200 38,700 72%
General Fund Capital 1,372,779 1,844,651 2,372,125 527,474 29%
Measure AA Capital 719,228 1,664,849 935,169 (729,680)- 44%
Total Capital Expenditures 2,092,007 3,509,500 3,307,294 (202,206)- 6%
Total Land and Facilities Expenditures $9,884,854 $12,881,083 $13,706,416 $825,333 6%
Windy Hill Open Space Preserve by Kate Pittman
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
162 Section IV • Budget and Action Plan FY2019-20
Resource
Management
Specialist II
Resource
Management
Specialist I
IPM Coordinator
Resource
Management
Specialist II
Natural Resources Department
MISSION STATEMENT
Protect and restore the natural diversity and integrity of Midpen’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 Midpen and regional natural resources.——————————————————————————––––––––––––——————————————————————————————Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Natural Resources
Manager
Senior Resource
Management Specialist
Senior Resource
Management Specialist
Water Resources
Specialist
Natural
Resources Intern
(Half-time)
Senior Resource
Management Specialist
Natural
Resources Intern
(Half-time)
Resource
Management
Specialist II
Management Analyst I
163Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Resource Management Specialist 2 2 3 3 0
Resource Management Specialist III 1 1 0 0 0
Resource Management Specialist II 1 3 3 3 0
Resource Management Specialist I 2 1 1 1 0
Water Resources Specialist 1 1 1 1 0
Management Analyst I
(formerly Climate Resiliency Fellow)
0 1 1 1 0
Integrated Pest Management Coordinator 1 1 1 1 0
Natural Resources Intern*1 1 1 1 0
Senior Finance and Budget Technician 1 0 0 0 0
Total FTE 11 12 12 12 0
*Two Natural Resources Interns, each at half-time.
Long Ridge Open Space Preserve by Eric Colton
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
164 Section IV • Budget and Action Plan FY2019-20
Natural Resources aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 80054 Badger/Burrowing Owl Habitat Assessment FY2021
Goal 1 80056 Cherry Springs Lake Infrastructure Operations Plan FY2020
Goal 1 80057 Climate Action Plan Implementation FY2025
Goal 1 80060 Marbled Murrelet Recovery Planning FY2021
Goal 1 80063 San Mateo County Vegetation Map FY2020
Goal 1 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2022
Goal 1 80003-10 Wildland Fire Program Development FY2022
Goal 1 80034-44 Programmatic Permitting FY2020
Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2024
Goal 1 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2020
Goal 1 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2021
Goal 1 MAA21-012 Bear Creek Redwoods Tree Restoration FY2024
Goal 1 MAA22-001 Hendrys Creek Property Land Restoration FY2020
Goal 1 MAA23-004 Mount Umunhum Summit Restoration, Parking, and Landing Zone FY2020
Goal 1 VP04-002 El Corte de Madera Creek Watershed Protection Plan Sediment Science FY2021
Goal 1 VP15-002 Restoration Forestry Demonstration Project FY2021
Goal 1 VP15-004 Lower San Gregorio Floodplain Restoration FY2020
Goal 1 VP32-003 Toto Ponds Management Planning FY2025
Goal 2 Operating Archaeological Resource Survey, Assessment, Curation FY2022
Goal 3 Operating Climate Resiliency Planning FY2020
Goal 1 Operating Formation of Science Advisory Panel FY2020
Goal 1 Operating Agricultural Policy Review and Development FY2020
Goal 1 Operating Russian Ridge Rangeland Management Plan FY2020
Goal 1 Operating Stevens Creek Shoreline Nature Study Area Feasibility Study FY2021
Goal 1 Operating Wildlife and Livestock Protection Policy FY2020
Goal 3 Operating Wildlife updates to Maintenance and Ranger Operations Manuals FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
165Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Russian Ridge Open Space Preserve by Vedya Konda
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
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 Midpen lands
64%70%70%
Goal 1 Acres managed:
Enhance environmental quality by treating Midpen lands
for invasive weeds, restoring degraded sites and managing
wildland fire fuels
57% of Acreage
specified in
annual IPM Plan
80% of Acreage
specified in
annual IPM Plan
70% of Acreage
specified in
annual IPM Plan
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Natural Resources
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$1,400,565
0
1,400,565
$1,563,174
(24,804)
1,538,370
$1,674,307
(30,150)
1,644,157
$111,133
(5,346)
105,787
7%
22%
7%
Services and Supplies 969,414 2,099,701 3,235,389 1,135,688 54%
Total Operating Expenditures 2,369,979 3,638,071 4,879,546 1,241,475 34%
General Fund Capital 0 51,133 160,000 108,867 213%
Measure AA Capital 497,401 912,083 947,150 35,067 4%
Total Capital Expenditures 497,401 963,216 1,107,150 143,934 15%
Total Natural Resources Expenditures $2,867,380 $4,601,287 $5,986,696 $1,385,409 30%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
166 Section IV • Budget and Action Plan FY2019-20
Planner IIPlanner III
Planner I
Planning Department
MISSION STATEMENT
Respecting the natural diversity and integrity of Midpen’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 Midpen’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 Midpen’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, new grant and other funding sources to further Midpen’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 Midpen’s planning activities.——————————————————————————––––––––––––——————————————————————————————
Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––——————————————————————————————
Comply with and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––——————————————————————————————
Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Planning Manager
Administrative Assistant Senior Planner
Planner III
Planner I
Planner III
Senior Planner
Planner II
167Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Planner 2 2 2 2 0
Planner III 2 3 3 3 0
Planner II 3 3 3 2 -1
Planner I 1 1 1 2 1
Administrative Assistant*1 1 1 1 0
Total FTE 10 11 11 11 0
*Administrative Assistant is shared with Engineering and Construction, but budgeted within the Planning Department.
Planning aligns project deliverables to Midpen’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. ——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 31901 ADA Barrier Removal FY2024
Goal 1 & 2 MAA06-002 Hawthorns Public Access Site Plan and CEQA FY2022
Goal 1 & 2 MAA18-002 Saratoga-to-Sea Regional Trail Connection FY2021
Goal 1 & 2 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2023
Goal 2 MAA21-004 Bear Creek Stables Site Plan Implementation FY2020
Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022
Goal 2 MAA22-004 Beatty Parking Area and Trail Connections FY2023
Goal 2 VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)FY2021
Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2020
Goal 1 & 2 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study FY2020
Goal 1 & 2 VP20-001 Highway 17 Area Regional Trail Connections FY2024
Goal 1 & 2 Operating Basic Policy Update FY2021
Goal 1 Operating Historic Resources Policy Development FY2021
Goal 2 Operating Regional Trails Planning and Coordination FY2020
Goal 2 Operating Stevens Creek Trail Signage FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
168 Section IV • Budget and Action Plan FY2019-20
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 1 Number of projects leveraged with partnerships TBD 90% of annual
target (Target 8
projects)
90% of annual
target (Target
3 projects)
Goal 2 Complete self-evaluation and transition plan update to
prioritize barrier removals for improved access to and use
of open space preserves for persons with disabilities and
visitors of diverse age groups.
TBD Complete ADA
Transition Plan
Update by the
end of FY18-19
N/A
Goal 3 % of planning milestones completed for a project TBD 90% of annual
target (Target 6
project milestones)
90% of annual
target (Target 6
project milestones
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Planning
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$1,205,190
(15,217)
1,189,973
$1,485,617
0
1,485,617
$1,553,224
0
1,553,224
67,607
0
67,607
5%
0%
5%
Services and Supplies 134,240 238,729 225,944 (12,785)- 5%
Total Operating Expenditures 1,324,213 1,724,346 1,779,168 54,822 3%
Hawthorns Capital 16,135 0 48,000 48,000
Total Hawthorns Expenditures 16,135 0 48,000 48,000
General Fund Capital 76,286 336,500 87,500 (249,000)- 74%
Measure AA Capital 1,245,018 2,155,168 1,190,600 (964,568)- 45%
Total Capital Expenditures 1,321,304 2,491,668 1,278,100 (1,213,568)- 49%
Total Planning Expenditures $2,661,652 $4,216,014 $3,105,268 ($1,110,746)- 26%
169Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Russian Ridge Open Space Preserve by Julia Davies
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
170 Section IV • Budget and Action Plan FY2019-20
Public Affairs Department
MISSION STATEMENT
Make clearly visible to the public the purposes and actions of Midpen, and actively encourage public input and
involvement in Midpen’s decision-making process and other activities.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Maximize public awareness and understanding of Midpen and its activities.——————————————————————————––––––––––––——————————————————————————————
Engage the public through outreach and communication efforts that educate and involve the community and
expand Midpen’s capacity to reach diverse audiences.——————————————————————————––––––––––––——————————————————————————————Collect and evaluate constituent feedback and recommend action.——————————————————————————––––––––––––——————————————————————————————
Review and recommend legislation that affects and/or benefits Midpen’s ability to carry out its mission.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administrative Assistant 1 1 1 1 0
Communications Supervisor 1 0 0 0 0
Community Outreach Specialist 1 0 0 0 0
Governmental Affairs Specialist 1 1 1 1 0
Public Affairs Assistant 1 0 0 0 0
Public Affairs Intern 0 1 1 0 -1
Public Affairs Manager 1 1 1 1 0
Public Affairs Specialist I 0 1 1 1 0
Public Affairs Specialist II 2 3 3 4 1
Total FTE 8 8 8 8 0
Public Affairs
Manager
Public Affairs
Specialist II
Government
Affairs Specialist
Public Affairs
Specialist II
Public Affairs
Specialist I
Public Affairs
Specialist II
Administrative
Assistant
Public Affairs
Specialist II
Public Affairs aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 & 3 40011 Redesign Website FY2021
Goal 1, 2, 3 & 4 Operating Implement Strategic Communications Plan FY2020
Goal 1 Operating Roll out Branding and Style Guide FY2020
Goal 2 Operating Benchmark Community Awareness & Sentiment Research FY2020
Goal 1 Operating Pursue Potential Legislative Initiatives FY2020
Goal 1, 2 & 4 Operating Celebrate 5 years of Measure AA Accomplishments FY2020
Goal 1, 2 & 3 Operating Expand Youth Outreach & Explore Senior Outreach FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 2 Number of individuals reached through Youth
Engagement Program
N/A 1,000 6,000
Goal 2 Number of earned news stories about Midpen N/A 100 50
Goal 2 Number of incoming information requests/complaints
answered within two business days leveraging new
Customer Response Management system
N/A 90%90%
Goal 2 Number of website visits 589,280 525,000 500,000
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Public Affairs
Salaries and Benefits $869,987 $991,697 $1,116,318 $124,621 13%
Services and Supplies 691,646 818,313 902,209 83,896 10%
Total Operating Expenditures 1,561,633 1,810,010 2,018,527 208,517 12%
Total Public Affairs Expenditures $1,561,633 $1,810,010 $2,018,527 $208,517 12%
171Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
172 Section IV • Budget and Action Plan FY2019-20
Real Property Department
MISSION STATEMENT
Purchase or otherwise acquire interest in strategic open space land; connect Midpen open space lands with federal,
state, county, city, and other protected open space lands, parklands and 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 Midpen 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 Planner III
Real Property
Specialist I/II
Administrative
Assistant
Purisima Creek Redwoods Open Space Preserve by Leticia Gonzalez
173Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Real Property Agent 1 1 1 1 0
Real Property Specialist I/II 1 1 1 1 0
Planner III 1 1 1 1 0
Administrative Assistant*1 1 1 1 0
Total FTE 5 5 5 5 0
*Administrative Assistant is shared with Natural Resources, but budgeted within the Real Property Department.
Real Property aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 20125 Cal Water Land Exchange, Teague Hill Preserve FY2021
Goal 2 MAA03-001 Lot Line Adjustment and Property Transfer – Purisima Upland FY2020
Goal 2 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021
Goal 1 VP01-001 Miramontes Ridge Land Conservation FY2021
Goal 2 VP03-002 South Cowell Upland Land Conservation FY2021
Goal 2 VP08-001 Upper San Gregorio Land Conservation FY2020
Goal 1 VP13-001 Cloverdale Ranch Land Opportunity FY2022
Goal 1 VP15-001 Redwood Forest Land Opportunity FY2020
Goal 1 VP15-003 Watershed Protection Opportunity – Numerous Open Space Preserves FY2020
Goal 2 VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation FY2020
Goal 2 VP19-002 El Sereno Land Conservation FY2020
Goal 2 VP20-002 Highway 17 Land Conservation FY2020
Goal 1 VP24-001 Sierra Azul Rancho de Guadalupe Land Conservation FY2021
Goal 2 VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP FY2020
Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2020
Goal 1 & 2 VP32-001 Irish Ridge Connection FY2020
Goal 1 VP32-002 Gordon Ridge Property Land Conservation FY2021
Goal 1 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2021
Goal 2 N/A District-wide purchase options and low-value Land Fund Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
174 Section IV • Budget and Action Plan FY2019-20
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target
Goal 1 Number of Preserves 26 N/A N/A
Goal 1 Land Conservation 63,494 N/A N/A
Goal 1 Total number of acres protected (preserved)221.64 N/A N/A
Goal 2 Land Conservation Connectivity 70mi. Bay Trail
Sierra Azul OSP
to Rancho Canada
del Oro
Purisima to Cowell/
Purisima Coastal
Trail
N/A
Goal 3 New Staff Facilities New South Area
Field Office
New Administrative
Office
N/A
Goal 1 Coastal Service Plan–15 Year Land Acquisitions N/A 11,105 Acres 100%
Rancho San Antonio Open Space Preserve by Douglas Croft
175Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Russian Ridge Open Space Preserve by Kenny Chen
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Real Property
Salaries and Benefits $705,677 $762,287 $812,727 $50,440 7%
Services and Supplies 52,635 214,467 148,866 (65,601)- 31%
Capital/Fixed Assets 792 0 0 0 0%
Total Operating Expenditures 759,104 976,754 961,593 (15,161)- 2%
General Fund Capital 553,434 457,000 835,500 378,500 83%
Measure AA Capital 3,578,749 2,243,000 13,500 (2,229,500)- 99%
Total Capital Expenditures 4,132,183 2,700,000 849,000 (1,851,000)- 69%
Total Real Property Expenditures 4,891,287 3,676,754 1,810,593 (1,866,161)- 51%
One Time Expense: Fund 40 Land/Buildings 3,072,054 31,550,100 3,800,000 (27,750,100)—
Grand Total Real Property Expenditures $7,963,341 $35,226,854 $5,610,593 ($29,616,261)- 84%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
176 Section IV • Budget and Action Plan FY2019-20
Visitor Services 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 proactive patrol and presence, enforcement of Midpen’s rules and
regulations, fire protection, and emergency medical response.——————————————————————————––––––––––––——————————————————————————————Provide frontline public contact and services on Midpen lands.——————————————————————————––––––––––––——————————————————————————————
Manage the Volunteer and Interpretive and Education programs.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further
Midpen’s goals.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Visitor Services
Manager
Skyline Area
Superintendent
Management
Analyst II
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Administrative
Assistant
Modified
Duty Staff
Visitor
Services
Intern
Environmental
Education
Specialist
Volunteer
Program
Manager
Volunteer
Program
Leads
Interpretation &
Education
Program Manager
Foothill Area
Superintendent
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Program
Coordinator
Interpretation
Specialist
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administrative Assistant 1 1 1 1 0
Area Superintendents 2 2 2 2 0
Interpretation & Education Program Manager
(formerly Docent Program Manager)
1 1 1 1 0
Program Coordinator (formerly Docent Program
Coordinator)
1 1 1 1 0
Environmental Education Specialist 0 0 1 1 0
Interpretive Specialist 0 0 0 1 1
Lead Ranger 4 4 5 5 0
Ranger 19 19 19 19 0
Seasonal Ranger 0.95 0.95 0.95 0.95 0
Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0
Supervising Ranger 5 5 5 5 0
Management Analyst II 1 1 1 1 0
Visitor Services Intern 0 0 0 0.5 0.5
Visitor Services Manager/Chief Ranger 1 1 1 1 0
Volunteer Program Manager 1 1 1 1 0
Volunteer Program Lead 2 2 2 2 0
Total FTE 39.9 39.9 41.9 43.4 1.5
Visitor Services aligns project deliverables to Midpen’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——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 3 65406 Radio Replacement for Ranger Staff and Patrol Vehicles FY2020
Goal 3 65407 Radio System Assessment and Upgrade FY2022
Goal 2 Operating Nature Center Web Camera FY2020
Goal 2 Operating Develop a plan to expand visitor use data collection and report on data collected FY2020
Goal 3 Operating Review and Update District Ordinances and Bail Schedule FY2020
Goal 3 Operating Participate in the Wildfire Coordinating Committee to improve the District’s
preparation for and response to prescribed burns and wildland fires on District lands.
FY2022
Goal 3 Operating Research and Issue RFP for a new Citation Management System FY2021
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
177Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
178 Section IV • Budget and Action Plan FY2019-20
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 2 Annual number of Nature Center visitors 3,481 3,200 3,500
Goal 2 Number of permits issued 3,878 3,000 4,000
Goal 2 Stewardship volunteer hours 17,500 18,000 18,000
Goal 2 Interpretation and education docent hours 4,328 5,000 5,000
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Visitor Services
Salaries and Benefits $4,723,823 $5,204,142 $5,632,894 $428,752 8%
Services and Supplies 409,279 512,119 963,509 451,390 88%
Total Operating Expenditures 5,133,102 5,716,261 6,596,403 880,142 15%
General Fund Capital 0 0 466,000 466,000
Total Operating Expenditures 0 0 466,000 466,000 0%
Total Visitor Services Expenditures $5,133,102 $5,716,261 $7,062,403 $1,346,142 24%
Bear Creek Redwoods Open Space Preserve by Alisha Laborico
Long Ridge Open Space Preserve by Eric Colton
179Vision Plan Actions Overview • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
180 Vision Plan Actions Overview • Budget and Action Plan FY2019-20
Vi
s
i
o
n
P
l
a
n
A
c
t
i
o
n
s
O
v
e
r
v
i
e
w
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——————————————————————————––––––––––––————————————————————————————————
181Glossary • Budget and Action Plan FY2019-20
Vision Plan Actions Overview CONTINUED
# VISION PLAN ACTION——————————————————————————––––––––––––————————————————————————————————
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——————————————————————————––––––––––––————————————————————————————————
Vi
s
i
o
n
P
l
a
n
A
c
t
i
o
n
s
O
v
e
r
v
i
e
w
182 Glossary • Budget and Action Plan FY2019-20
Gl
o
s
s
a
r
y
Glossary
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Accrual An expense which is outstanding at the end of a financial period and which needs
to be included in the accounting results for the period.——————————————————————————––––––––––––————————————————————————————————
ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––————————————————————————————————
Action Plan The work plan that includes all of the projects and key initiatives that Midpen
pursues.——————————————————————————––––––––––––————————————————————————————————
ADA Americans with Disabilities Act——————————————————————————––––––––––––————————————————————————————————
Adopted Budget The adopted budget is Midpen’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 Disabilities 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 (Midpen 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.——————————————————————————––––––––––––————————————————————————————————
Audit An official examination and verification of accounts and records, especially of
financial accounts.——————————————————————————––––––––––––————————————————————————————————
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)——————————————————————————––––––––––––————————————————————————————————
Bond A fixed income instrument that represents a loan made by an investor to a
borrower.——————————————————————————––––––––––––————————————————————————————————
Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––————————————————————————————————
Budget Categories Midpen’s 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——————————————————————————––––––––––––————————————————————————————————
183Glossary • Budget and Action Plan FY2019-20
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
California Environmental California law (California Public Resources Code section 21000 et seq.)
Quality Act 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 Midpen’s infrastructure and assets.——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Midpen’s (CIAP) for project and program and Action Plan delivery——————————————————————————––––––––––––————————————————————————————————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 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 Midpen 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
Midpen’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.——————————————————————————––––––––––––———————————————————————————————
184 Glossary • Budget and Action Plan FY2019-20
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
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 A GIS software company.——————————————————————————––––––––––––————————————————————————————————Fiscal Year (FY) A 12-month period to which the annual operating budget applies and at the end
of which Midpen determines its financial position and the results of its operations.
Midpen’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
Midpen’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 The Financial and Organizational Sustainability Model is a comprehensive report
that provides Midpen 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 Midpen’s accounts 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
Midpen activity.——————————————————————————––––––––––––————————————————————————————————
FY Fiscal Year——————————————————————————––––––––––––————————————————————————————————
GAAP Generally Accepted Accounting Principles——————————————————————————––––––––––––————————————————————————————————GASB Governmental Accounting Standards Board——————————————————————————––––––––––––————————————————————————————————
General Fund Midpen’s main governmental operating fund. 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 Uniform standards and guidelines for financial accounting and reporting.
Accounting Principles (GAAP)——————————————————————————––––––––––––————————————————————————————————
185Glossary • Budget and Action Plan FY2019-20
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————
GHG Greenhouse gas——————————————————————————––––––––––––————————————————————————————————
GIS Geographic Information System——————————————————————————––––––––––––————————————————————————————————GL or G/L General Ledger——————————————————————————––––––––––––————————————————————————————————
GM General Manager——————————————————————————––––––––––––————————————————————————————————
GO General Obligation (bonds)——————————————————————————––––––––––––————————————————————————————————
Governmental Funds Used to account for activities generally financed by tax revenues. There are five
different types of governmental funds: the general fund, special revenue funds,
debt service funds, capital projects funds and permanent funds.——————————————————————————––––––––––––————————————————————————————————
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.——————————————————————————––––––––––––————————————————————————————————Hawthorns Endowment This fund may only be used for expenses required to maintain the Hawthorns
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——————————————————————————––––––––––––————————————————————————————————
Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding
extraordinary items) are at least 10 percent of corresponding totals for all
governmental or enterprise funds and at least 5 percent of the aggregate amount
for all governmental and enterprise funds.——————————————————————————––––––––––––————————————————————————————————
Measure AA (MAA) Voter-approved general obligation bond to be used on improvement projects to
deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––————————————————————————————————Midpen 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 (NWS) 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)——————————————————————————––––––––––––————————————————————————————————
186 Budget and Action Plan FY2019-20
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
(POST) Santa Cruz counties.——————————————————————————––––––––––––————————————————————————————————
PL Planning (Department)——————————————————————————––––––––––––————————————————————————————————PNR Planning and Natural Resources (Midpen project review committee)——————————————————————————––––––––––––————————————————————————————————
POST Peninsula Open Space Trust——————————————————————————––––––––––––————————————————————————————————
Projected The projected amount of expenditures and/or revenues for Midpen, 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’s boundary.——————————————————————————––––––––––––————————————————————————————————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 Midpen 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/Qualifications——————————————————————————––––––––––––————————————————————————————————
Risk Management Management efforts to protect Midpen 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 (new name is Valley Water)——————————————————————————––––––––––––————————————————————————————————
Sinking Fund A fund formed by periodically setting aside money for the gradual repayment of a
debt or replacement of a wasting asset.——————————————————————————––––––––––––————————————————————————————————
SOD Sudden Oak Death——————————————————————————––––––––––––————————————————————————————————
Sudden Oak Death (SOD) A non-native plant disease infecting forests of many coastal California counties.
The disease is caused by the microscopic pathogen Phytophthora ramoru.——————————————————————————––––––––––––————————————————————————————————Tranche A portion of something, especially money.——————————————————————————––––––––––––————————————————————————————————
VS Visitor Services (Department)——————————————————————————––––––––––––————————————————————————————————
YTD Year To Date——————————————————————————––––––––––––————————————————————————————————
Gl
o
s
s
a
r
y
Windy Hill Open Space Preserve by Ichiro Asao 187Budget and Action Plan FY2019-20
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 POST
CONSUMER WASTE PAPER
Russian Ridge Open Space Preserve by Jan Gazenbeek