HomeMy Public PortalAbout20190612 - Agenda Packet - Board of Directors (BOD) - 19-15
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, June 12, 2019
Special Meeting starts at 5:30 PM*
Regular Meeting starts at 7:00 PM*
A G E N D A
5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
ROLL CALL
1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Government Code
Section 54956.9(d)(1))
Name of Case: Burkhart v. Midpeninsula Regional Open Space District; Santa Clara County
Superior Court Case Number 18CV 334473.
2. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION (Government Code
Section 54956.9(d)(1))
Name of Case: Scranton v. Prokofyeva and Midpeninsula Regional Open Space District
Superior Court Case Number 19CV345161
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not on the agenda. Each speaker will
ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow
action by the Board of Directors on items not on the agenda. If you wish to address the Board, please
complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance
during this section.
ADOPTION OF AGENDA
Meeting 19-15
Rev. 1/3/19
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board members,
the General Manager, and members of the public may request that an item be removed from the Consent
Calendar during consideration of the Consent Calendar.
1. Approve May 22, 2019 Minutes
2. Claims Report
3. Award of Contracts with Two Firms for Printing and Mailing Services (R-19-78)
Staff Contact: Peggy Gibbons, Public Affairs Specialist II
General Manager’s Recommendation: Authorize the General Manager to enter into two-year
contracts for printing and mailing services with Advantage LLC and GSlithio (GSL) for amounts
not-to-exceed $150,000 per year for each contract, for a total of $600,000 over the two years for
both contracts.
4. Written Response to the Umunhum Conservancy
Staff Contact: Brian Malone, Assistant General Manager
General Manager’s Recommendation: Approve the written response to the Umunhum
Conservancy.
5. Contract Amendment for Environmental Review Services on the Toto Ranch Rangeland
Management Plan (R-19-77)
Staff Contact: Aaron Peth, Planner II, Planning
General Manager’s Recommendation:
1. Authorize the General Manager to amend a contract with Harris and Associates, Inc., of
Salinas, California to provide environmental review services on the Toto Ranch Rangeland
Management Plan in the amount of $18,085, for a not-to-exceed contract amount of $68,023.
2. Authorize a 15% contingency of $2,713 to cover unforeseen conditions, for a total contract
amount not-to-exceed $70,736.
BOARD BUSINESS
The President will invite public comment on agenda items at the time each item is considered by the
Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately, you may
comment to the Board by a written communication, which the Board appreciates.
6. Proposed purchase of the Folger Trust (Woodruff Redwoods) Property as an addition to La
Honda Creek Open Space Preserve, in unincorporated San Mateo County (Assessor Parcel
Number 078-190-030) (R-19-79)
Staff Contact: Michael Williams, Real Property Manager
General Manager’s Recommendation:
1. Determine that the recommended actions are categorically exempt from the California Environmental
Quality Act (CEQA), as set out in the staff report.
2. Adopt a Resolution authorizing the purchase of the Folger Trust (Woodruff Redwoods) property for
$2,150,000 with a corresponding authorization for a Fiscal Year 2018-19 budget increase of the same
amount.
3. Adopt a Preliminary Use and Management Plan for the Folger Trust (Woodruff Redwoods) property, as
set out in the staff report.
Rev. 1/3/19
4. Withhold dedication of the Folger Trust (Woodruff Redwoods) property as public open space at this
time.
7. Proposed Fiscal Year 2019-20 Budget and Action Plan Review and Public Hearing (R-19-80)
Staff Contact: Carmen Narayanan, Budget & Analysis Manager
General Manager’s Recommendation:
1. Review and hold a public hearing on the Proposed Fiscal Year (FY) 2019-20 Budget and
Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in
preparation for adoption at the June 26, 2019 regular meeting of the Board of Directors.
2. Direct the General Manager to bring the proposed FY2019-20 Budget and Action Plan back for
adoption at the June 26, 2019 regular meeting of the Board of Directors; or
3. Direct the Action Plan and Budget Committee to consider proposed changes to the FY2019-20
Budget and Action Plan prior to the General Manager bringing the item back to the Board of
Directors for adoption at the June 26, 2019 regular meeting.
8. Consideration of the Controller’s Report on the Proposed Fiscal Year 2019-20 Budget (R-19-
76)
Staff Contact: Michael L. Foster, Controller
General Manager’s Recommendation: Approve the Controller’s Report on the Fiscal Year 2019-20
Budget.
INFORMATIONAL MEMORANDUM
• Hawthorns Historic Complex Update, Windy Hill Open Space Preserve
• Update to Board Regarding Amendments to Board Compensation
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or
announcements concerning activities of District Directors and staff; opportunity to refer public or Board
questions to staff for information; request staff to report to the Board on a matter at a future meeting; or
direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to
staff only. No final policy action will be taken by the Board.
Committee Reports
Staff Reports
Director Reports
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
Rev. 1/3/19
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the special and regular meetings of the MROSD Board of Directors was posted and
available for review on June 6, 2019, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos
California, 94022. The agenda and any additional written materials are also available on the District’s web site at
http://www.openspace.org.
Jennifer Woodworth, MMC
District Clerk
May 22, 2019
Board Meeting 19-14
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
May 22, 2019
DRAFT MINUTES
SPECIAL MEETING – CLOSED SESSION
President Siemens called the special meeting of the Midpeninsula Regional Open Space District
to order at 6:00 p.m.
ROLL CALL
Members Present: Jed Cyr, Larry Hassett, Zoe Kersteen-Tucker, Pete Siemens, and Curt
Riffle
Members Absent: Karen Holman and Yoriko Kishimoto
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Real Property Manager Mike Williams,
Senior Real Property Agent Allen Ishibashi
Public comments opened at 6:00 p.m.
No speakers present.
Public comments closed at 6:00 p.m.
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code
Section 54956.8)
Property: Potential addition to Long Ridge OSP (San Mateo County APN: 085-160-160
and portion of Santa Cruz County APN: 088-051-37)
Agency Negotiator: Allen Ishibashi, Sr. Real Property Agent
Negotiating Party: Silicon Valley Monterey Bay Council, Inc., Boy Scouts of America
Under Negotiation: Price and terms
Directors Holman and Kishimoto arrived at 6:02 p.m.
Meeting 19-14 Page 2
ADJOURNMENT
President Siemens adjourned the special meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 6:30 p.m.
REGULAR MEETING
President Siemens called the regular meeting of the Midpeninsula Regional Open Space District
to order at 7:00 p.m.
President Siemens reported the Board met in closed session, and no reportable action was taken.
ROLL CALL
Members Present: Jed Cyr, Larry Hassett, Karen Holman, Zoe Kersteen-Tucker, Yoriko
Kishimoto, Pete Siemens, and Curt Riffle
Members Absent: None
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Real Property Manager Mike Williams,
ORAL COMMUNICATIONS
No speakers present.
ADOPTION OF AGENDA
Motion: Director Cyr moved, and Director Riffle seconded the motion to adopt the agenda.
VOTE: 7-0-0
CONSENT CALENDAR
Public comment opened at 7:13 p.m.
No speakers present.
Public comment closed at 7:13 p.m.
Motion: Director Kishimoto moved, and Director Riffle seconded the motion to approve the
Consent Calendar.
VOTE: 7-0-0
1. Approve April 25, 2019 and May 15, 2019 Minutes
Director Riffle requested his comments regarding electronic bikes be included in the minutes for
the May 15, 2019 Board meeting.
Meeting 19-14 Page 3
2. Award of Contract to Hammer Fence for Construction of Livestock Fencing to
Protect Riparian Corridors at the Bluebrush Ranch in the Purisima Creek Redwoods Open
Space Preserve
(R-19-67)
General Manager’s Recommendation:
1. Authorize the General Manager to award a contract to Hammer Fence to construct livestock
riparian fencing for a base amount of $73,060.
2. Authorize a 15% contingency of $10,960 to be reserved for unanticipated issues, for a total
contract amount not-to-exceed $84,020.
Director Holman requested information regarding the total foot of fencing being installed and the
low number of bids received.
Property Management Specialist Susan Weidemann reported it is 3,660 total feet of livestock
fencing. Additionally, Ms. Weidemann reported all three fence contractors in the area were
contacted, and the item was posted online and in the local newspaper. Only one contractor
attended the bid walk.
3. Contract Amendment with Ecological Concerns, Inc., for Invasive Species
Management Work (R-19-68)
General Manager’s Recommendation: Authorize the General Manager to amend a contract with
Ecological Concerns, Inc., in the amount of $196,741, for a total not-to-exceed contract amount
of $1,176,966, to conduct invasive species management work under the Integrated Pest
Management Program at multiple Preserves through the end of Fiscal Year 2019-20.
Director Holman inquired regarding updates to the District’s use of pesticides.
Senior Resource Management Specialist Coty Sifuentes-Winter reported the District is currently
reviewing potential minor modifications to the District’s Integrated Pest Management Program.
The annual report on the Integrated Pest Management program will be before the Board in June
and will include information on pesticide use trends.
4. Award of Contract with Questa Engineering to Complete the First Phase of Work
(Assessment, Schematic Design, Technical Studies for Regulatory Permitting, and
Biological/Cultural Services) for the Phase II Trail Network at Bear Creek Redwoods Open
Space Preserve (R-19-66)
General Manager’s Recommendation:
1. Authorize the General Manager to enter into contract with Questa Engineering for
assessment, schematic design, technical studies for regulatory permitting, and
biological/cultural work to begin implementation of the Phase II Trail network at Bear Creek
Redwoods Open Space Preserve, for a base contract amount not-to-exceed $225,000.
2. Authorize a 15% contingency of $33,750 to be awarded if necessary to cover unforeseen
conditions, for a total not-to-exceed contract amount of $258,750.
5. Amend Contract for Environmental Review Services for the Wildland Fire
Resiliency Program (R-19-69)
Meeting 19-14 Page 4
General Manager’s Recommendation:
1. Authorize the General Manager to amend the multi-year contract with Panorama
Environmental, Inc., of San Francisco, California to provide environmental review services
on fire ecology to support the development of the Wildland Fire Resiliency Program in the
amount of $350,493, for a new not-to-exceed base contract amount of $655,773 (original
contract is $305,280)
2. Authorize an approximate 12% contingency of $78,700, to be awarded only if necessary to
cover unforeseen conditions, for a total contract amount not-to-exceed $734,473.
Director Kersteen-Tucker requested clarification regarding the District’s ability to build a viable
trail alignment through the Purisima Upland Property and ability to maintain the property.
Real Property Manager Mike Williams reported the District should be able to build a trail from
Skyline to Verde Road, and the purchase includes patrol and maintenance easements
6. Proposed transfer of the Purisima Upland Property, a portion of Assessor’s Parcel
Number 066-270-030, located on Verde Road in San Mateo County, to Midpeninsula
Regional Open Space District as an addition to Purisima Creek Redwoods Open Space
Preserve (R-19-70)
Staff Contact: Michael Williams, Real Property Manager
General Manager’s Recommendation:
1. Determine that the recommended actions are categorically exempt under the California
Environmental Quality Act, as set out in the staff report.
2. Adopt a resolution authorizing the transfer of the Purisima Upland property.
3. Adopt a Preliminary Use and Management Plan for the property, as set out in the staff report.
4. Withhold dedication of the property as public open space.
BOARD BUSINESS
7. Administrative Office Project – Board approval of Final Schematic Design and Cost
Estimate (R-19-64)
General Manager Ana Ruiz provided opening comments describing the District’s purchase of the
current office space, which was partially leased out until needed by the District. Since then, the
District outgrew its current office space and has leased nearby office space for the past six years.
Ms. Ruiz discussed the need to create an office space to welcome the public and inspire the
District to continue to fulfill its mission.
Engineering and Construction Manager Jay Lin described the history of the project including the
evaluation of options to meet District facility needs; Board decision to purchase a new building;
space needs assessment, which involved interviews with the Board and staff members; Board
adoption of the project design goals and program elements; and Board review of design options
and selection of the enhanced design option.
Senior Real Property Agent Allen Ishibashi described the comparable office buildings sold in the
nearby area at the time of the 5050 El Camino Real building purchase and buildings sold since
that time.
Meeting 19-14 Page 5
Chief Financial Officer Stefan Jaskulak reviewed the available funding for District infrastructure
needs and the costs for the building purchase and office space repurposing to meet long-term
District needs. Mr. Jaskulak described the cost estimates for each of the three facilities options
studied by the Board: purchase and repurposing of 5050 El Camino Real, renovation of 330
Distel Circle and leasing additional office space, and demolition and rebuilding of 330 Distel
Circle.
Director Kishimoto requested clarification regarding the District’s costs in leasing other office
space.
Mr. Jaskulak reported that the lease costs continue to grow, as does the amount of lease space
needed.
Noll and Tam Project Manager Eric Skiba presented the updated schematic design and proposed
renderings of the building.
Director Riffle inquired regarding long-term maintenance costs of the proposed building exterior.
Mr. Skiba reported the District would likely want to select materials that will wear in a natural
way. Noll and Tam will further investigate material options for the proposed public art panels.
The Board members commented on their interest in using salvaged and reclaimed wood from
District preserves.
The Board members commented on the use and types of acoustic treatments throughout the
building.
Mr. Skiba provided additional information regarding bird-safe glazing, including delaying
selection of a glass pattern to await material testing and approval by the American Bird
Conservancy.
Director Holman requested additional information regarding bird safe design, including
recommendations from the Audubon Society.
Mr. Skiba reported he has been in contact with Shani Kleinhaus from the Audubon Society who
agrees with the proposed approach.
Director Siemens commented that the building behind 5050 El Camino Real may have large
trees when they complete their remodel, which may provide shading for the building.
Director Siemens and Riffle spoke in favor of having a simplified exterior façade with
smaller/fewer interpretive panels.
Amy Watson, Architect for Noll and Tam, reported the art panels were included to satisfy the
City of Los Altos’ public art requirement. However, the City of Lost Altos is still determining
whether this project is subject to the public art requirement.
Meeting 19-14 Page 6
Directors Hassett and Holman spoke in favor of continuing to consider the art panels later in the
project development.
Mr. Skiba reviewed the design items that require Board direction: bird-safe glazing, installation
of solar panels, amount of acoustic ceiling clouds in the building.
The Board members requested and received additional information regarding the installation of
solar panels, including potential price and timing of installation.
Director Holman commented on the other environmentally-sustainable modifications being made
to the building and on the relative high cost of solar panel installation as compared to the energy
being produced.
Director Kersteen-Tucker requested staff return with additional information regarding the cost of
the solar panels and their ability to offset energy use and costs, including the return on
investment.
Ms. Ruiz reported the installation of solar panels can be included as an add alternate to the
project.
Mr. Skiba reported the Board can make a final decision on using bird safe glass later in the
project.
Directors Riffle and Kishimoto spoke in favor of only including acoustic clouds in the Board
room.
Director Kishimoto and Kersteen-Tucker spoke in favor including installation of solar panels as
an add alternate.
Public comments opened at 8:59 p.m.
No speakers present.
Public comments closed at 8:59 p.m.
Motion: Director Holman moved, and Director Kishimoto seconded the motion to approve the
final schematic design and associated cost estimate to reconfigure and repurpose the recently
purchased office building located at 5050 El Camino Real, Los Altos, California with the
following additions.
1. Include Walker Bird Safe Glazing in design development
2. Include solar panel installation as an add alternate in design development
3. Exclude consideration of ceiling clouds throughout the building. Ceiling clouds would be
included in the Board room.
VOTE: 7-0-0
The Board recessed at 9:12 p.m. ad reconvened at 9:17 p.m. with all Directors present.
Meeting 19-14 Page 7
8. Contract amendment for design, permitting, and construction administration
services to move the new Administrative Office reconfiguration project at 5050 El Camino
Road, Los Altos, CA 94022 forward from schematic design, through design development
and construction, to project close-out (R-19-65)
Senior Capital Project Manager Felipe Nistal provided the staff report detailing the contract
scope for the next steps of the project.
Director Riffle inquired regarding the level of contingency being recommended.
Mr. Nistal explained that various unanticipated problems may arise during design development
or construction requiring additional work to be completed by Noll and Tam.
Director Hassett commented on change orders and his desire for Noll and Tam to help limit the
negative effect of change orders on a project.
Mr. Nistal reported that his role is to carefully manage the project and work with Noll and Tam
to develop the design documents to limit the number of change orders needed.
Public comments opened at 9:36 p.m.
No speakers present.
Public comments closed at 9:36 p.m.
Motion: Director Kersteen-Tucker moved, and Director Riffle seconded the motion to:
1. Authorize the General Manager to execute an amendment to the professional services contract
with Noll & Tam Architects to provide design development, construction documents, permitting
assistance, construction administration, and as-built drawings for the tenant improvements of
the Administrative Office Reconfiguration Project at 5050 El Camino Real, Los Altos, CA in
the amount of $1,375,817, for an amended total contract amount of $1,762,768.
2. Authorize a 15% contingency of $206,373 to address unforeseen issues, bringing the total not-
to-exceed contract amount to $1,969,141.
VOTE: 7-0-0
INFORMATIONAL MEMORANDUM
• Legislative Actions Update to Board
INFORMATIONAL REPORTS
A. Committee Reports
No Committee reports
B. Staff Reports
Meeting 19-14 Page 8
District Clerk Jennifer Woodworth provided the Board with the applications submitted for the
community representative positions on the La Honda Public Access Working Group. The
interviews will be held on June 19, 2019.
Ms. Ruiz reported she has been in discussions with the Town of Portola Valley regarding the
Hawthorns property. Ms. Ruiz and President Siemens attended a meeting of the Los Gatos Town
Council to request funds for Bear Creek Stables. Staff will be working with Los Gatos to put
together a grant request for a future budget year. Ms. Ruiz provided an update on the Bear Creek
Redwoods ribbon cutting.
C. Director Reports
The Board members submitted their compensatory reports.
Director Holman reported that she recently hiked to several of the District’s historic structures.
Director Siemens reported he received a fee from the Saratoga Foothill Club for his speaking to
the group, and he is submitting it to the District.
ADJOURNMENT
President Siemens adjourned the regular meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 9:53 p.m.
________________________________
Jennifer Woodworth, MMC
District Clerk
page 1 of 13
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-15
MEETING DATE: June 12, 2019 Fiscal Year to date EFT:28.61%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
810 EFT 05/24/2019 12002 - NOLL & TAM ARCHITECTS Professional Services - New Admin Offices Facility - Oct 2018 & Apr 2019 102,174.80
80130 Check 05/24/2019 10413 - DOWNTOWN FORD Purchase Ford F550 Flatbed Dump Truck - M232 73,650.37
80169 Check 05/31/2019 10847 - CITY OF SARATOGA Saratoga to the Sea Trail Project Reimbursement Expenses - March 2019 62,182.65
80200 Check 06/07/2019 11073 - SAN MATEO COUNTY CLERK RECORDER San Mateo County Novenber 2018 Election Costs 42,875.76
795 EFT 05/24/2019 10546 - ECOLOGICAL CONCERNS INC Invasive Species Management - April 2019 35,788.00
825 EFT 05/31/2019 *12052 - 4984 EL Camino LLC A02/A03/A04 Rent - June 2019 34,352.00
800 EFT 05/24/2019 11593 - H.T. HARVEY & ASSOCIATES Ravenswood Bay Trail Environmental Consulting - March 2019 31,880.00
80151 Check 05/24/2019 11929 - RALPH ANDERSEN & ASSOCIATES Assistant General Manager Recruitment for 2 positions 28,750.00
832 EFT 05/31/2019 10546 - ECOLOGICAL CONCERNS INC Invasive Species Mgmt - Apr 2019, IPM Implementation - Roads & Trails (BCR)23,079.50
80097 Check 05/17/2019 11772 - AHERN RENTALS, INC.Equipment Rentals - Roller, Excavator, Dozer 4/8/19 - 5/6/19 20,599.99
817 EFT 05/24/2019 11432 - SAN MATEO COUNTY RESOURCE CONSERVATION DISTRICT Santa Cruz Mountains Stewardship Network Membership 2019 20,000.00
80111 Check 05/17/2019 10302 - STEVENS CREEK QUARRY INC Base rock for parking lot repairs 18,784.79
851 EFT 06/07/2019 *10214 - Delta Dental June 2019 Dental Premium 18,344.04
771 EFT 05/17/2019 10064 - MCB REMODELING Bathroom Repairs, Window Replacement, & Bedroom Floor at District Rental 18,220.00
80201 Check 06/07/2019 11618 - TRAIL PEOPLE Highway 17 Wildlife and Regional Trail Crossings - April 2019 18,073.96
844 EFT 05/31/2019 11665 - Waterways Consulting Alpine Road Trail Improvements - Design & Engineering 17,621.00
80100 Check 05/17/2019 10235 - DEPARTMENT OF WATER RESOURCES Ricky Dam Fees 17,364.00
80138 Check 05/24/2019 11501 - HARRIS DESIGN BCR Public Access Project Permitting Construction Administration (BCR)16,837.96
80179 Check 05/31/2019 11618 - TRAIL PEOPLE Hwy 17 Wildlife and Regional Trail Crossing - April 2019 16,787.79
80187 Check 06/07/2019 11379 - CALTRANS Hwy 17 Wildlife Crossing CalTrans Coop Agreement - April 2019 14,910.80
840 EFT 05/31/2019 10099 - SAN FRANCISCO BAY BIRD OBSERVATORY American Badger and Burrowing Owl Habitat Suitability Study 14,775.00
80137 Check 05/24/2019 10344 - GREG'S TRUCKING SERVICE INC Delivery of rock for road maintenance (SFO)14,245.00
784 EFT 05/17/2019 *10216 - VALLEY OIL COMPANY Fuel for District vehicles 13,681.81
857 EFT 06/07/2019 11859 - Horizon Water and Environment, LLC Programmatic Environmental Permitting - April 2019 12,924.05
842 EFT 05/31/2019 11780 - TERRY J MARTIN ASSOCIATES SAO (Cristich) Design Development 10,723.75
835 EFT 05/31/2019 11492 - HAWK DESIGN & CONSULTING Building Evaluation (LH), Drawings & Construction Oversite at 20000 Skyline 10,350.00
80163 Check 05/31/2019 11772 - AHERN RENTALS, INC.Equipment Rentals - Roller, Dozer 4/22/19 - 05/21/19 10,130.07
80131 Check 05/24/2019 11831 - EAGLE NETWORK SOLUTIONS LLC Firewall Upgrades Server Externalization Amdt 1 10,000.00
761 EFT 05/17/2019 11831 - EAGLE NETWORK SOLUTIONS LLC Firewall Upgrade switches with newer models - FFO, SFO & SAO 9,417.15
837 EFT 05/31/2019 *10419 - LINCOLN NATIONAL LIFE INSURANCE COMPANY AD&D/Life/LTD - June 2019 7,536.46
853 EFT 06/07/2019 11748 - ENVIRONMENTAL AND ENERGY CONSULTING State Funding Consulting and Lobbying Services - May 2019 7,500.00
80175 Check 05/31/2019 12061 - Sara Grove Literature Review for the IPM Program 7,500.00
813 EFT 05/24/2019 10925 - Papé Machinery T27 Service Tractor & Tiger Mower, T20 Service repair 7,269.64
777 EFT 05/17/2019 10086 - PHYTOSPHERE RESEARCH Sudden Oak Death Research 1/1/2019 - 03/31/2019 7,104.97
80116 Check 05/17/2019 11856 - WEST COAST ARBORISTS, INC.Fungicide application at three preserves - 2/18/19 - 2/21/19 7,000.00
80160 Check 05/24/2019 10350 - VALBRIDGE PROPERTY ADVISORS Boy Scouts - Chesebrough Camp Appraisal 7,000.00
80101 Check 05/17/2019 11420 - DOUG EDWARDS Tunitas Creek Chop Coyote Brush 6,700.00
789 EFT 05/24/2019 12036 - Citygate Associates, LLC Planning Department Organizational Project 6,678.31
822 EFT 05/24/2019 11692 - VINCLER COMMUNICATIONS, INC.Writing Seminar Training - 4/2 , 4/22 6,600.00
828 EFT 05/31/2019 11430 - BioMaAS, Inc.Identification of Native Plant Propagule Sites - April 2019 6,569.72
859 EFT 06/07/2019 11519 - PRICE, POSTEL & PARMA LLP Burkhart Litigation - April 2019 6,397.93
821 EFT 05/24/2019 11895 - TIMMONS GROUP, INC.Work Order System Test & QA/QC 6,140.00
846 EFT 06/07/2019 11470 - AECOM TECHNICAL SERVICES, INC.Brush Encroachment - 3/30/19 - 4/26/2019 5,596.25
80183 Check 06/07/2019 11772 - AHERN RENTALS, INC.Equipment Rental Dozer w/Rip 05/06/19 - 06/03/19 5,500.04
824 EFT 05/24/2019 *11118 - Wex Bank Fuel for District vehicles 5,387.53
80184 Check 06/07/2019 11863 - ALBION ENVIRONMENTAL INC Archaelogical Services - BCR - April 2019 5,237.87
80124 Check 05/24/2019 11379 - CALTRANS Hwy 17 Wildlife Crossing CalTrans Coop Agreement - 1/1/2019 - 2/28/2019 5,237.11
858 EFT 06/07/2019 10925 - Papé Machinery M08 Extensive Service & Repairs 5,107.28
80142 Check 05/24/2019 10774 - LANGLEY HILL QUARRY Clear Septic Line at 4411 Alpine Road, Portola Valley 4,950.00
760 EFT 05/17/2019 10723 - Callander Associates Ravenswood Bay Trail Connection Design & Construction Mgmt 3/19 4,606.00
Finance has started to roll out electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt by vendors
page 2 of 13
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-15
MEETING DATE: June 12, 2019 Fiscal Year to date EFT:28.61%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt by vendors
812 EFT 05/24/2019 12006 - ON POINT LAND MANAGEMENT, INC.Pest Control Adviser Services - January - April 2019 4,480.00
80182 Check 05/31/2019 11856 - WEST COAST ARBORISTS, INC.Tree Assessment - Toto Ranch 4/25/19 - 5/2/2019 4,400.00
80122 Check 05/24/2019 11371 - CALFLORA DATABASE Weed Manager Improvements - Survey & Form changes 4,275.00
80098 Check 05/17/2019 11379 - CALTRANS Hwy 17 Wildlife Crossing CalTrans Cooperative Agreement - March 2019 4,106.44
80197 Check 06/07/2019 11962 - LIVE OAK ASSOCIATES, INC.Sierra Azul Beatty Trail Rare Plant Surveys - April 2019 4,056.87
80135 Check 05/24/2019 11736 - FOSSIL INDUSTRIES, INC.2 Interpretive Signs 4,046.00
836 EFT 05/31/2019 10055 - KING GRADING Loma Prieta Road Grading (SA)4,000.00
773 EFT 05/17/2019 12067 - MONSIDO, INC.Web & Accessibility Compliance and PDF accessibility scanning 3,800.00
80132 Check 05/24/2019 11701 - ERIC GOULDSBERRY ART DIRECTION Design and Production of 2019 Budget Action Book 3,752.50
80126 Check 05/24/2019 11520 - COMMUNITY INITIATIVES Latino Engagement with Latino Outdoors 3,500.00
843 EFT 05/31/2019 11895 - TIMMONS GROUP, INC.Work Order System: Onsite Training 3,403.75
80171 Check 05/31/2019 12015 - Dudek Task Order 2-Wildlife Passage Pre-Application for SJWC Property 3,172.50
80148 Check 05/24/2019 10253 - PETERSON TRACTOR CO Equipment Repairs (T21)3,074.13
779 EFT 05/17/2019 10211 - PUBLIC POLICY ADVOCATES Legislative Advocacy Services for May 2019 3,000.86
80099 Check 05/17/2019 10871 - DEPARTMENT OF PARKS AND RECREA Advanced Trail Program Training - 4/1/19 - 4/5/19 3,000.00
80120 Check 05/24/2019 12047 - Advantage Utah Business cards - (9 emp), Holiday Greeting Cards, MAA Bond Accountability Report 2,980.74
845 EFT 05/31/2019 11834 - WRECO Lysons Demolition Project Services - April 2019 2,980.00
80178 Check 05/31/2019 10583 - TPX COMMUNICATIONS Internet/Phone Services 5/16/19 - 6/15/19 2,918.73
768 EFT 05/17/2019 10452 - IFLAND SURVEY Surveying & Mapping - Harkins Bridge at Purisima Creek 2,800.00
847 EFT 06/07/2019 11799 - AZTEC LEASING, INC.Printer/Copier Leases - 6 machines 05/01/19 - 05/31/19 2,326.07
80102 Check 05/17/2019 10287 - GRAINGER INC Mounted air compresssor & parts for M228 2,316.53
80104 Check 05/17/2019 10189 - LIFE ASSIST First Aid Supplies - ABD pad, pro bag, wrap, v-vac kit, splint 2,305.70
806 EFT 05/24/2019 11906 - LAW OFFICES OF GARY M. BAUM Special Legal Counsel Services April 2019 2,240.00
830 EFT 05/31/2019 10032 - DEL REY BUILDING MAINTENANCE Janitorial Services - AO/SFO/FFO 2,215.00
80156 Check 05/24/2019 10580 - SHARP BUSINESS SYSTEMS Sharp Copies - Printing Costs 2,172.06
80176 Check 05/31/2019 11730 - STANDARD INSURANCE COMPANY RV Basic Life/Supplemental Life - June 2019 2,050.25
80195 Check 06/07/2019 10058 - LIEBERT CASSIDY WHITMORE Human Resources Legal Consulting- General thru 04/30/19 2,036.90
80188 Check 06/07/2019 11483 - CARTWRIGHT DESIGN STUDIO Created two design layouts for large promotional display 2,018.75
80106 Check 05/17/2019 11184 - PURCHASE POWER - PITNEY BOWES POSTAGE Postage Meter Refill 2,015.00
80117 Check 05/17/2019 12005 - Yerba Buena Engineering & Construction Inc.Replace Gas Line at 22500 Prospect Road 2,000.00
80173 Check 05/31/2019 11498 - JOANNE BOND COACHING Executive Coaching - 3/26/19 , 4/29/19 2,000.00
80147 Check 05/24/2019 12020 - Panorama Environmental, Inc.Prescribed Fire EIR 1,986.75
815 EFT 05/24/2019 *10212 - PINNACLE TOWERS LLC Tower Rental - Skeggs Point 1,945.05
801 EFT 05/24/2019 10222 - HERC RENTALS, INC.BCR - Water pump for Mud Lake - 4/9/19 - 4/26/19 1,943.35
759 EFT 05/17/2019 *10128 - AMERICAN TOWER CORPORATION Repeater Site Lease - Coyote Creek 1,932.28
80181 Check 05/31/2019 *10309 - VERIZON WIRELESS Voice, messaging, data 1,905.94
80134 Check 05/24/2019 11927 - Forrest Telecom Engineering, Inc.Radio Replacement Consultant Services 1,750.00
811 EFT 05/24/2019 10073 - NORMAL DATA Contacts/Permits/Training DB troubleshooting 1,746.25
80105 Check 05/17/2019 11129 - PETERSON TRUCKS INC.BIT Inspections June 2019 1,737.00
839 EFT 05/31/2019 10125 - MOFFETT SUPPLY COMPANY INC Restroom Supplies 1,698.76
778 EFT 05/17/2019 10140 - PINE CONE LUMBER CO INC Restroom Repair Material (SFO), Lumber (RSA-DHF)1,634.48
80128 Check 05/24/2019 10463 - DELL BUSINESS CREDIT Boardroom Laptop 1,544.68
862 EFT 06/07/2019 *10213 - VISION SERVICE PLAN-CA Vision Premium June 2019 1,540.70
802 EFT 05/24/2019 10452 - IFLAND SURVEY Folger Access Easement 1,525.00
782 EFT 05/17/2019 10106 - STEWART WOODS & ASSOCIATES Funding Feasibility Study (BCR)1,500.00
80170 Check 05/31/2019 10868 - DAVEY TREE EXPERT COMPANY Arborist Evaluation 1,500.00
767 EFT 05/17/2019 10222 - HERC RENTALS, INC.Equipment Rental (BCR) - Dump Truck 03/24/19 - 04/23/19 1,414.79
80155 Check 05/24/2019 11588 - RONALD SEEVER Predation Of Calves 1,364.00
80112 Check 05/17/2019 10146 - TIRES ON THE GO New Tires & Repairs - P112, M209, A100, A103 1,274.11
80191 Check 06/07/2019 11935 - ESSENTIAL OPERATIONS Septic System Monitoring (RSACP)1,267.15
page 3 of 13
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-15
MEETING DATE: June 12, 2019 Fiscal Year to date EFT:28.61%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt by vendors
762 EFT 05/17/2019 11748 - ENVIRONMENTAL AND ENERGY CONSULTING Consulting and Lobbying - January 2019 1,250.00
80121 Check 05/24/2019 11396 - AGCO HAY LLC Predation Of Calves 1,200.00
814 EFT 05/24/2019 10140 - PINE CONE LUMBER CO INC SFO restroom repair material 1,180.81
819 EFT 05/24/2019 10952 - SONIC.NET, INC.Internet - (AO) 6/1/19 - 6/30/19 1,170.00
80192 Check 06/07/2019 10509 - GEOCON CONSULTANTS INC Professional Services - BC Dump Investigation & Water Assessment 3/25/19 - 4/21/19 1,144.50
787 EFT 05/24/2019 12053 - Anaya, Thomas Reimbursement For Ranger Academy Expenses 1,125.00
80167 Check 05/31/2019 10014 - CCOI GATE & FENCE Gate Repair (SA-MT UM)1,094.01
80129 Check 05/24/2019 11420 - DOUG EDWARDS Predation Of Calf 1,030.00
848 EFT 06/07/2019 10352 - CMK AUTOMOTIVE INC Vehicle Service - A103, A94, M33 1,020.29
758 EFT 05/17/2019 10001 - AARON'S SEPTIC TANK SERVICE Sanitation Services - Windy Hill & La Honda 990.00
780 EFT 05/17/2019 11241 - QUESTA ENGINEERING CORPORATION Professional Engineering Services 12/2018 977.51
80110 Check 05/17/2019 *10136 - SAN JOSE WATER COMPANY Water Service (RSACP)960.14
80198 Check 06/07/2019 12074 - Patricia Haddock Workshop: Developing as a Professional 950.00
80165 Check 05/31/2019 10141 - BIG CREEK LUMBER CO INC SCNT Bridge Materials & Bridge Repairs - Giant Salamander Trail 860.13
80196 Check 06/07/2019 10189 - LIFE ASSIST Respirator Masks, Tweezers 855.05
790 EFT 05/24/2019 10352 - CMK AUTOMOTIVE INC Vehicle Repairs - P118,P108, P113 846.35
80164 Check 05/31/2019 11863 - ALBION ENVIRONMENTAL INC Archaelogical Services - BCR Site Recording March 2019 828.64
80123 Check 05/24/2019 *10454 - CALIFORNIA WATER SERVICE CO-949 Water Service - (AO), (FFO)803.44
861 EFT 06/07/2019 11976 - SMITH, SEAN Tuition Reimbursement - Project Planning/CPM Scheduling 800.00
775 EFT 05/17/2019 11144 - Peninsula Motorsports ATV18 200 Hour Service & ATV5 Annual 798.73
818 EFT 05/24/2019 10084 - SIEMENS, PETE Travel Reimbursement for Special Parks District Forum 2019 783.08
849 EFT 06/07/2019 11975 - CONSOLIDATED ENGINEERING LABORATORIES BCR Public Access-Material Testing and Construction Inspections 742.56
80199 Check 06/07/2019 11129 - PETERSON TRUCKS INC.BIT Inspections June 2019 741.00
80136 Check 05/24/2019 11551 - GREEN TEAM OF SAN JOSE Garbage Service (RSACP)734.84
763 EFT 05/17/2019 10524 - ERGO WORKS SomaFit Ergonomics Chair 726.80
80140 Check 05/24/2019 11106 - INTELLI-TECH Preventative Maintenance 643.00
80141 Check 05/24/2019 12073 - Jasper Ridge Biological Preserve Facility Rental Fee - 5/15/2019 640.00
774 EFT 05/17/2019 10925 - Papé Machinery JD Tractor repair 637.06
80127 Check 05/24/2019 11318 - CONFLUENCE RESTORATION Bear Creek Redwoods Plant Installation and Maintenance 615.00
808 EFT 05/24/2019 10190 - METROMOBILE COMMUNICATIONS Equipment Installation - M230 604.13
80186 Check 06/07/2019 11801 - BAY ALARM COMPANY Hawthorn Alarm Services - 6/1/19 - 9/1/19 579.60
80159 Check 05/24/2019 10403 - UNITED SITE SERVICES INC MB Restroom Rental 551.28
80180 Check 05/31/2019 10403 - UNITED SITE SERVICES INC SR Restroom Rental 550.90
80125 Check 05/24/2019 11530 - COASTSIDE.NET Skyline Broadband 550.00
80189 Check 06/07/2019 11530 - COASTSIDE.NET SFO Internet Service - June 2019 550.00
797 EFT 05/24/2019 11151 - FASTENAL COMPANY 14 - 5 gallon water coolers for Special Parks District Forum, Trash Receptical 535.96
80146 Check 05/24/2019 11019 - PALO ALTO WEEKLY Legal Ad for RFB - IPM Revitalize Stream Upland &Wetland Habitat 528.00
820 EFT 05/24/2019 10143 - SUMMIT UNIFORMS Uniform Items For Staff 520.03
856 EFT 06/07/2019 11882 - Goettelmann's Ryan's Sport Shop Ranger boots - Anaya 519.93
809 EFT 05/24/2019 10917 - MILLS, AMANDA Reimbursement for travel expenses to SERCAL Conference 486.62
833 EFT 05/31/2019 10169 - FOSTER BROTHERS SECURITY SYSTEMS Door Lock Repair (FFO)481.01
791 EFT 05/24/2019 10544 - CORELOGIC INFORMATION SOLUTION Nationwide commitment package 463.50
764 EFT 05/17/2019 11151 - FASTENAL COMPANY 5 Gallon Water Coolers, Electrical sealed connectors 454.67
803 EFT 05/24/2019 11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY Radio batteries 452.35
80119 Check 05/24/2019 10261 - ADT LLC (Protection One)Alarm Services - 05/28/19 - 06/27/19 452.29
792 EFT 05/24/2019 10050 - CYR, JED Travel Reimbursement for Special Parks District Forum 2019 435.54
783 EFT 05/17/2019 11751 - STILLWATER SCIENCES Johnston Ranch Hydrology - March 2019 422.50
80109 Check 05/17/2019 10151 - SAFETY KLEEN SYSTEMS INC Tool Cleaning 421.35
794 EFT 05/24/2019 10032 - DEL REY BUILDING MAINTENANCE Janitorial Services - AO 410.16
80161 Check 05/24/2019 11852 - WESTERN EXTERMINATOR CO.Exterminator Service (RSA-Annex)410.00
page 4 of 13
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-15
MEETING DATE: June 12, 2019 Fiscal Year to date EFT:28.61%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt by vendors
850 EFT 06/07/2019 10050 - CYR, JED Reimburse balance of Hotel for SPDF Conference 407.54
770 EFT 05/17/2019 11531 - MACKESSY, DONALD Travel Reimbursement American International Trails Symoisium 383.00
80203 Check 06/07/2019 10527 - WASTE MANAGEMENT Garbage Service (BCR & RSA-DHF)382.02
816 EFT 05/24/2019 11479 - Rootid, LLC Website maintenance - 4 retainer hours 378.00
80118 Check 05/24/2019 12041 - A T & T Mobility (FirstNet)Internet Provider 351.97
80108 Check 05/17/2019 10589 - RECOLOGY SOUTH BAY Recycling Service 333.00
80172 Check 05/31/2019 10421 - ID PLUS INC Uniform Items 332.50
80153 Check 05/24/2019 10093 - RENE HARDOY AO Gardening Services 325.00
80157 Check 05/24/2019 10302 - STEVENS CREEK QUARRY INC Drain & Base Rock (RSA-DHF)313.70
798 EFT 05/24/2019 10187 - GARDENLAND POWER EQUIPMENT Chainsaw Supplies, Stihl equipment maintenance 302.35
80194 Check 06/07/2019 10395 - JACKSON-HIRSH INC Office Equipment - Laminator 299.00
80202 Check 06/07/2019 11599 - VULCAN CONSTRUCTION MATERIALS LP Rock (BCR)296.61
766 EFT 05/17/2019 11475 - HEBERT, AARON,Salmonid Restoration Conference Expense Reimburse 291.82
80174 Check 05/31/2019 10649 - LOS GATOS UNITED METHODIST CHURCH Facilities Rental Deposit Fee 7/9/19 285.00
852 EFT 06/07/2019 11940 - Dickenson, Peatman & Fogarty Professional Services - Water Law Counsel thru 09/30/19 280.00
765 EFT 05/17/2019 10187 - GARDENLAND POWER EQUIPMENT Protective Property Equipment for Crew 267.98
804 EFT 05/24/2019 10394 - INTERSTATE TRAFFIC CONTROL PRO AO - Stencil for parking stalls 255.56
854 EFT 06/07/2019 11151 - FASTENAL COMPANY Tool Repair 253.11
788 EFT 05/24/2019 12068 - Champion Video Productions Capture Interview 250.00
841 EFT 05/31/2019 10447 - SIMMS PLUMBING & WATER EQUIPMENT Clear Water Line at Cabrillo Highway 250.00
799 EFT 05/24/2019 10173 - GREEN WASTE SFO Garbage/Recycle 245.66
855 EFT 06/07/2019 10187 - GARDENLAND POWER EQUIPMENT Equipment Fuel 233.72
80154 Check 05/24/2019 10228 - RHF INC Radar Unit Repair 226.81
823 EFT 05/24/2019 10796 - WEMORPH INC Print parking citation amendments 217.58
786 EFT 05/17/2019 11865 - VIZENA, JESSICA Travel Reimbursement / International Trails Symposium 211.00
80103 Check 05/17/2019 10421 - ID PLUS INC Name tags - Crew & Ranger 209.50
781 EFT 05/17/2019 12029 - SNIDER, BRETT Conference Reimbursement / CA Trails and Greenways 204.00
785 EFT 05/17/2019 12028 - VIIK, ERIK Travel Reimursement / CA Trails and Greeenways Conf 204.00
80145 Check 05/24/2019 10233 - PACIFIC WATER SYSTEMS Maintenance Kit 202.74
80190 Check 06/07/2019 10850 - COMPLETE PEST CONTROL Rodent Eradication at Hawthorn Historic Complex - 5/9/19, 5/21/19 200.00
807 EFT 05/24/2019 11326 - LEXISNEXIS Online Subscription Service April 2019 198.00
860 EFT 06/07/2019 10447 - SIMMS PLUMBING & WATER EQUIPMENT Bi-Monthly Chlorination At Purisima 176.46
80149 Check 05/24/2019 10135 - PRAXAIR DISTRIBUTION, INC.Welding Shop Materials 159.86
80144 Check 05/24/2019 *10481 - PACIFIC TELEMANAGEMENT SERVICE MB Campsite payphone - May - June 2019 156.00
80168 Check 05/31/2019 10168 - CINTAS Shop Towel Service (FFO)143.97
80143 Check 05/24/2019 10664 - MISSION TRAIL WASTE SYSTEMS AO garbage services 135.16
805 EFT 05/24/2019 10626 - KOFF & ASSOCIATES INC Quarterly cost of living update 130.00
80150 Check 05/24/2019 12060 - Preferred Alliance, Inc.Off-Site Participants 130.00
772 EFT 05/17/2019 10190 - METROMOBILE COMMUNICATIONS Speaker/Mic For Radio 101.11
796 EFT 05/24/2019 10524 - ERGO WORKS Chair assembly/delivery 100.00
827 EFT 05/31/2019 10277 - BAILLIE, GORDON Reimbursement for SPDF per diem Expenses 100.00
776 EFT 05/17/2019 11377 - PERRY, KRISTIN Mileage Claim 3-29-19 93.72
80177 Check 05/31/2019 10162 - TERMINIX PROCESSING CENTER AO Pest Control 86.00
80114 Check 05/17/2019 11388 - WAGNER & BONSIGNORE Water Rights Reporting 85.00
769 EFT 05/17/2019 10394 - INTERSTATE TRAFFIC CONTROL PRO Traffic Paint (RSACP)84.99
829 EFT 05/31/2019 10352 - CMK AUTOMOTIVE INC P98 Repairs Ongoing 80.00
80115 Check 05/17/2019 10527 - WASTE MANAGEMENT Debris Disposal (RSA-DHF)77.59
831 EFT 05/31/2019 11940 - Dickenson, Peatman & Fogarty Legal Services Burkhart Dispute September 2018 70.00
838 EFT 05/31/2019 12075 - Lumina, Loana Per diem travel expenses - Nuts @ Bolts Workshop 56.00
80166 Check 05/31/2019 *10172 - CALIFORNIA WATER SERVICE CO-3525 WH Water 53.92
80162 Check 05/31/2019 11880 - A T & T (CALNET3)Phone bill 45.29
page 5 of 13
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-15
MEETING DATE: June 12, 2019 Fiscal Year to date EFT:28.61%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
Finance has started to roll out electronic funds transfer (EFT) for accounts payable disbursements to reduce
check printing and mailing, increase payment security, and ensure quicker receipt by vendors
80113 Check 05/17/2019 10165 - UPS Ship radar gun for repair 40.08
793 EFT 05/24/2019 11210 - DATA SAFE Shredding services 40.00
80185 Check 06/07/2019 10815 - AMERICAN RED CROSS EMR & BLS for Healthcare Providers Challenge 36.00
80107 Check 05/17/2019 10134 - RAYNE OF SAN JOSE Water Service (FOOSP)29.24
80193 Check 06/07/2019 10421 - ID PLUS INC UNIFORM ITEMS 25.50
826 EFT 05/31/2019 10240 - ACE FIRE EQUIPMENT & SERVICE INC Hydro test 25.00
80133 Check 05/24/2019 10186 - FEDERAL EXPRESS FedEx Express Shipment 24.95
834 EFT 05/31/2019 10187 - GARDENLAND POWER EQUIPMENT Chainsaw Chains Sharpening 20.00
Grand Total 1,042,222.19$
*Annual Claims
**Hawthorn Expenses
A### = Administrative Office Vehicle GP = General Preserve PCR = Purisima Creek Redwoods SCNT = Stevens Creek Nature Trail
AO2, AO3, AO4 = Leased Office Space HR = Human Resources PIC= Picchetti Ranch SCS = Stevens Creek Shoreline Nature Area
BCR = Bear Creek Redwoods LH = La Honda Creek PR = Pulgas Ridge SFO = Skyline Field Office
CAO = Coastal Area Office LR = Long Ridge RR = Russian Ridge SG = Saratoga Gap
CC = Coal Creek LT = Los Trancos RR/MIN = Russian Ridge - Mindego Hill SJH = Saint Joseph's Hill
DHF = Dear Hollow Farm M### = Maintenance Vehicle RSA = Rancho San Antonio SR= Skyline Ridge
ECdM = El Corte de Madera MB = Monte Bello RV = Ravenswood T### = Tractor or Trailer
ES = El Sereno MR = Miramontes Ridge SA = Sierra Azul TC = Tunitas Creek
FFO = Foothills Field Office OSP = Open Space Preserve SAO = South Area Outpost TH = Teague Hill
FOOSP = Fremont Older Open Space Pres.P### = Patrol Vehicle SAU = Mount Umunhum TW = Thornewood
Abbreviations
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT Wells Fargo Credit Card - April 2019
MEETING # 19-15
MEETING DATE 06-12-19
GL Date Amount Description
5/8/2019 8,391.88 Acoustic recording units
5/8/2019 6,246.84 Shuttle company reservation Special Park Districts Forum
5/8/2019 5,732.26 Rope for restoration fencing at BCR
5/8/2019 3,921.69 Internet service for AO (3 months)
5/8/2019 3,549.93 Recycle center containers
5/8/2019 3,520.00 Rodent eradication and cleanup 1195 Skyline Blvd
5/8/2019 2,611.05 Trailer for CAO Polaris UTV
5/8/2019 2,416.00 Repair A100
5/8/2019 2,324.70 Shuttle Service Bear Creek Redwoods Ribbon-Cutting event 6/7
5/8/2019 2,324.19 Fire gear for 3 new rangers and SFO stores
5/8/2019 2,157.85 Absolute BBQ Catering Special Park Districts Forum Event 5/7
5/8/2019 1,747.22 Plan set printing for permit submittals.
5/8/2019 1,586.00 Fees for County Permit application and review.
5/8/2019 1,445.73 Truck Slide for P121
5/8/2019 1,445.73 Truck Slide for P123
5/8/2019 1,445.73 Truck Slide for P124
5/8/2019 1,353.43 Lumber for fencing at BCR
5/8/2019 1,099.99 M228 Transfer Tank
5/8/2019 1,047.50 Toastmasters Renewal
5/8/2019 1,039.86 Fire boots (2)
5/8/2019 1,017.60 MAMU acoustic equipment
5/8/2019 970.42 Tyler Conference - Hotel
5/8/2019 954.15 PC Lower restroom rental
5/8/2019 954.15 PC Lower restroom rental
5/8/2019 899.00 Bed Slide for P124
5/8/2019 895.00 Forklift Class for Bolle
5/8/2019 895.00 Forklift Class for Holden
5/8/2019 895.00 Forklift Instructor Class
5/8/2019 863.88 Lumber used to do repairs in the restroom
5/8/2019 841.68 SFO Alarm services
5/8/2019 750.00 3 hour photo shoot in BCR Preserve
5/8/2019 745.12 Special Board Meeting Meal and Drinks for 04/25/19 Meeting
5/8/2019 745.00 Disposal of Old Propane Tank/Meyer Property
5/8/2019 728.81 T28 Engine Valve Adjustment
5/8/2019 666.00 Flight to training at Harvard Business School
5/8/2019 630.00 Trafx Pedestrian Counter
5/8/2019 607.78 Shuttle rental - final inv 2019 Fremont Older House Garden Tours
5/8/2019 588.44 Under seat Storage for new patrol vehicles
5/8/2019 578.78 M228 Parts for Transfer Tank
5/8/2019 575.52 Lodging for California Greenways Training
5/8/2019 575.52 Lodging for California Greenways Training
5/8/2019 559.72 Gloves
5/8/2019 559.00 Wireless mic system for offsite meetings
5/8/2019 533.16 Room to Breathe books
5/8/2019 528.12 SERCAL Conference lodging - April 2019
5/8/2019 525.63 Lodgings 2019 Annual Conference City Clerks Association of CA
5/8/2019 511.65 Lodging for Advanced Trails Training
5/8/2019 509.18 Printing Plans for permit submittal
5/8/2019 505.00 CAFR Award Submission
5/8/2019 501.88 WH Lower Restroom rental
5/8/2019 500.00 Security deposit for public stakeholder workshop location
5/8/2019 500.00 Room reservation for Staff Recognition Event
5/8/2019 500.00 Hotel for Training CDPH Lead Inspector/Assessor
5/8/2019 495.00 Annual payment for ad-free Spiceworks
5/8/2019 492.57 Rental for restroom repairs
5/8/2019 460.32 Lodgings Redwood City-San Mateo County Chamber Progress Seminar
5/8/2019 451.11 Shirts for Leadership Academy graduation
5/8/2019 450.00 Repair Spotlight P105
5/8/2019 435.91 Rotary hammer
5/8/2019 420.00 Rental 6 hrs LG Adult Rec Ctr. Spec Board Meet BC Stables Proj
5/8/2019 412.64 Hotel for Tyler Connect
5/8/2019 402.15 Fees for County Permit application and review.
5/8/2019 401.87 ENS setup and equipment moves.
5/8/2019 398.17 Parts for Paint Sprayer
5/8/2019 368.95 Boot Samples for Uniform Committee
5/8/2019 368.00 Recruitment advertising for Environmental Education Specialist
5/8/2019 367.68 Spotlight for P104
5/8/2019 360.08 Uniform Shirts
5/8/2019 350.48 Trouble shoot exterior alarm
5/8/2019 350.00 Advertising for Planner III
5/8/2019 339.56 8 APStylebook.com seat licenses 4 hard copy stylebooks
5/8/2019 331.17 Concrete and materials for Bat Habitat
5/8/2019 325.00 NAI training for interpretation and technology
5/8/2019 304.73 SAO Supplies - Saw blades and epoxy
5/8/2019 296.69 Pizza for Toastmasters Charter Ceremony
5/8/2019 295.00 Advertising for Planner III
5/8/2019 294.12 AEP conference hotel
5/8/2019 292.00 Monthly storage unit fee
5/8/2019 290.00 PM Cattle catalogs
5/8/2019 289.00 Seminar California easements, rights of way, and eminent domain
5/8/2019 287.95 Transportation for CA Trails Greenways Conf 4/23 - 4/25
5/8/2019 287.76 Lodging CA Trails Greenways Conference
5/8/2019 286.66 Ergonomic Supplies
5/8/2019 277.57 Staff shirts and sweatshirts
5/8/2019 263.49 Registration Children and Nature International Conference 5/16
5/8/2019 240.18 Hand tools for P124
5/8/2019 239.66 Car Rental for CA Greenways Conference
5/8/2019 235.18 Interpretation supplies
5/8/2019 230.16 Lodgings 2019 RWC/SMC Chamber Prog Seminar
5/8/2019 227.20 Request for Bids Legal Ad
5/8/2019 225.94 Lumber for SAO supply
5/8/2019 225.00 Web hosting
5/8/2019 219.26 Mountain lion skull replica for educational outreach
5/8/2019 218.60 Interpretation supplies
5/8/2019 212.50 Email service
5/8/2019 210.72 Bulbs for AO1 LED direct replacement upgrade
5/8/2019 205.74 Screens for Restroom Vault Stacks
5/8/2019 203.70 Boch jack hammer repair parts
5/8/2019 202.26 District Water Facilities
5/8/2019 200.00 National Assoc for Interpretation Institutional membership
5/8/2019 195.00 Board Meeting Meal for 04/24/19 Meeting
5/8/2019 193.74 SAO Bear Creek Carport
5/8/2019 191.69 Lunch for Leadership Academy
5/8/2019 187.54 Sandwiches La Honda Community Market for Special Board Meeting
5/8/2019 186.80 Replacement winch motor for M37
5/8/2019 185.00 Trails and Greenways conference registration fee 4/25
5/8/2019 184.00 Recruitment class through CPS
5/8/2019 177.78 3 wire socket kits remote control and a soleniod housing
5/8/2019 174.98 Indian Water Pump for P124
5/8/2019 170.00 Smoke and CO2 detectors for Thornewood
5/8/2019 165.76 Uniform Shirts
5/8/2019 165.50 Dry cleaning tablecloths and runners
5/8/2019 163.52 SFO Fire Cache Supplies
5/8/2019 161.75 Ergonomic equipment
5/8/2019 158.50 Supplies needed to paint restrooms
5/8/2019 155.03 Trailer Parts
5/8/2019 154.45 HVAC heater actuator valve replacement
5/8/2019 150.00 Mandated Reporter Webinar
5/8/2019 150.00 Airport parking for CA Greenways Conference
5/8/2019 147.96 Hydra pks & LS cotton fire undershirts new rangers & SFO stores
5/8/2019 146.18 Concrete for Bat habitat
5/8/2019 144.43 Office supplies - 3 boxes of laminating pouches
5/8/2019 143.88 Lodgings Trails and Greenways Conference 4/25 to 4/25
5/8/2019 142.03 Replacement Kitchen Faucet
5/8/2019 141.45 Tool and material supplies
5/8/2019 139.40 FFO Compressor Install Electrical Supplies
5/8/2019 139.17 Daniels Nature Center opening weekend snacks for public
5/8/2019 138.60 Flight Trails and Greenways Conference in San Diego
5/8/2019 136.96 Conference transportation expense 4/24
5/8/2019 136.20 Hotel reservation for training at Harvard Business School
5/8/2019 133.16 FFO Kitchen Supplies
5/8/2019 132.95 Class A boots for Downing
5/8/2019 131.06 Office Supplies
5/8/2019 130.76 HVAC VAV Damper controller
5/8/2019 129.95 Class A Uniform Boots
5/8/2019 127.91 Building repair in Bear Creek Redwoods
5/8/2019 127.01 FFO Shop Supplies/Comp Electrical
5/8/2019 125.19 HR Supervisor Recruitment Panel Lunch
5/8/2019 123.61 DHF Materials for Goat Barn
5/8/2019 123.00 Membership dues
5/8/2019 121.88 Area Manager Interview Panel Lunch
5/8/2019 119.76 Wires for pumpers
5/8/2019 117.29 Shop supplies
5/8/2019 113.56 Hand Shears for new rangers and stock
5/8/2019 113.46 CAO boot mat boot scrubber
5/8/2019 111.43 DHF Materials
5/8/2019 108.99 Stool for HR cubicle
5/8/2019 108.50 Tools for P119, striping paint, and consumables
5/8/2019 103.05 Combination Locks
5/8/2019 102.16 DHF Materials
5/8/2019 100.00 Addition of five licenses to use TrafX website
5/8/2019 99.40 Interpretation supplies
5/8/2019 97.34 Concrete for Bat Habitat construction.
5/8/2019 96.96 Key made for lock box storage
5/8/2019 96.71 Trim for A101
5/8/2019 92.75 Battery Cable
5/8/2019 92.00 Wildland FireTraining for Ranger
5/8/2019 92.00 Wildland Fire Training for Ranger
5/8/2019 91.88 M207 Mud Flaps
5/8/2019 90.99 General building supply tech van ladder
5/8/2019 90.00 Society of Outdoor Recreation Prof Membership - Mgmt Analyst
5/8/2019 89.09 Side Mower Drive Belt
5/8/2019 87.79 Supplies to paint restrooms / Lost receipt
5/8/2019 87.53 M228 Vehicle Supplies
5/8/2019 87.00 State and county EMT renewal fees
5/8/2019 87.00 Lead Technician registration
5/8/2019 86.98 Restroom Paint
5/8/2019 83.50 Tick pullers / removers
5/8/2019 80.94 Car Rental Trails and Greenways
5/8/2019 80.33 Copies of keys for storage cabinet
5/8/2019 79.95 Trim for A101
5/8/2019 79.92 CDFW Scientific Collecting Permit fees for renewal/amendment
5/8/2019 79.56 Equestrian gate
5/8/2019 76.29 New SSD for Deborah Bs laptop
5/8/2019 76.09 General use clips for shop
5/8/2019 75.00 Advertising for Environmental Education Specialist
5/8/2019 75.00 Municipal Management Association Membership - Mgmt Analyst
5/8/2019 72.49 Pelican case for hide a key fobs
5/8/2019 71.79 Key box for spare fleet keys
5/8/2019 71.38 Supplies for rewiring office LED lighting
5/8/2019 70.00 WH Annual water backflow inspection
5/8/2019 68.54 Parts for Boch equipment
5/8/2019 67.83 MAMU acoustic equipment
5/8/2019 67.41 220V outlet install for new UPS system
5/8/2019 67.12 Office supplies
5/8/2019 63.69 California Flag for AO 1
5/8/2019 63.51 Thermostat for nature center
5/8/2019 62.42 Office Supplies - large mailing envelopes
5/8/2019 61.49 Oct Farms door repair and sweeps
5/8/2019 59.99 Items for Ranger Badging Ceremony
5/8/2019 59.14 Volunteer Supplies
5/8/2019 58.97 DHF Project
5/8/2019 58.85 Facebook advertising
5/8/2019 58.80 Ticket for Rains to Bay - A Deep Watershed Dive Event
5/8/2019 58.55 M228 Swivel Fitting for Transfer Tank
5/8/2019 58.55 Spare/Stock Swivel Fitting for Transfer Tank
5/8/2019 56.78 Gate latch
5/8/2019 55.10 Office Supplies - letter sized file folders
5/8/2019 55.00 Advertising for Environmental Education Specialist
5/8/2019 54.05 WH Restroom painting supplies
5/8/2019 53.98 Electric outlets
5/8/2019 52.28 DHF Supplies for Goat Pen
5/8/2019 50.94 Office Supplies-AAA rechargeable batteries, post-its
5/8/2019 50.22 Winch cover for M37
5/8/2019 50.00 OSHA 10-Hour Construction Safety Training - Webinar
5/8/2019 50.00 FFO Internet service.
5/8/2019 49.85 M207 Brake Light
5/8/2019 49.00 Social media management software
5/8/2019 49.00 Breakfast refreshments for Leadership Academy
5/8/2019 48.16 Desk protector
5/8/2019 46.93 More striping paint, and map spacers
5/8/2019 46.30 Office Supplies - 2 pks. TOPS legal pads, 1 pk. Steno Pads
5/8/2019 46.10 Painting Supplies
5/8/2019 46.00 Coffee - Special Board Meet, La Honda. Miss receipt attached.
5/8/2019 45.96 Office supplies and grinder chamber replacement.
5/8/2019 45.90 Office supplies
5/8/2019 45.66 Flashlight, Nails for Eagle Scout Project
5/8/2019 45.48 Area Manager Recruitment Panel food
5/8/2019 45.00 Fee to receive CE credits for pesticide training
5/8/2019 44.90 U.S. Flag for AO 1
5/8/2019 44.20 Web store maintenance fee 4/29
5/8/2019 43.95 Office Supplies - 1 pack of bankers boxes for HR Dept.
5/8/2019 43.00 Ticket Wallace Steger Lecture Series sponsored by POST
5/8/2019 42.90 Web store maintenance fee 3/29
5/8/2019 42.50 Web forms
5/8/2019 42.00 Cookies Special Board Meeting
5/8/2019 41.75 Tick pullers / removers
5/8/2019 41.64 AO Paint Stencils for Parking Lot
5/8/2019 41.37 Server equipment rack for firewall and fiber modem.
5/8/2019 40.88 Snacks for volunteer projects
5/8/2019 40.75 Name badges for staff & volunteers
5/8/2019 40.45 Volunteer Recognition supplies
5/8/2019 40.00 FasTrak Refresh
5/8/2019 40.00 Central Coast Rangeland Coalition conference
5/8/2019 39.99 cake for Leadership Academy graduation
5/8/2019 39.95 Bed Slide aluminum bed mounting kit
5/8/2019 39.76 Additional AO Keys
5/8/2019 39.20 Volunteer Supplies
5/8/2019 39.00 PDF viewer
5/8/2019 38.71 Office Supplies - white paper bags, desk organizer for HR Dept.
5/8/2019 38.52 2 Websters New World Dictionaries
5/8/2019 38.13 Poison Oak Skin Cleanser
5/8/2019 37.50 Chip purchased for Special Board Meeting at La Honda
5/8/2019 36.94 Snacks docents - 2019 Fremont Older House n Garden tours
5/8/2019 36.77 AO Paint Supplies for Parking Lot
5/8/2019 36.59 Volunteer Recognition supplies
5/8/2019 36.15 Power strip for CAO shop, hasp
5/8/2019 36.02 Bunkhouse plumbing supplies
5/8/2019 35.68 Fees for County Permit application and review.
5/8/2019 35.50 Int'l finance chg for Canadian purchase
5/8/2019 35.40 Conference transportation
5/8/2019 35.35 Area Manager Recruitment Panel food
5/8/2019 35.13 Additional conduit for UPS install
5/8/2019 34.99 Corner protectors/winch ratchet straps 20 pk w/carry case
5/8/2019 34.81 Field Equipment Shop Supplies
5/8/2019 34.40 Frame for District logo
5/8/2019 34.15 SAO cleaning supplies.
5/8/2019 33.80 Parts for Bosch equipment
5/8/2019 32.91 Volunteer Supplies
5/8/2019 32.69 Ergonomic item
5/8/2019 32.45 Various beverages for La Honda Special Board Meeting
5/8/2019 31.00 Taxi service to Tyler Connect
5/8/2019 30.83 Office supplies
5/8/2019 30.07 Vehicle Supplies
5/8/2019 30.00 Tyler Conference - Bag check for flight
5/8/2019 30.00 Tyler Conference - Bag check for flight
5/8/2019 29.99 Car wash A95
5/8/2019 29.52 Mora B electrical box repair
5/8/2019 29.34 FFO Parts for Compressor
5/8/2019 29.04 Beverages for Toastmasters Charter Celebration
5/8/2019 28.99 Painting supplies for PC North-ridge restroom
5/8/2019 28.99 Car wash A98
5/8/2019 28.99 Car wash A91
5/8/2019 28.89 Gate keys
5/8/2019 28.81 Sticker samples
5/8/2019 28.00 Name badges for staff & volunteers
5/8/2019 28.00 Name badges for staff & volunteers
5/8/2019 27.99 Car Wash
5/8/2019 27.17 FFO Shop Supplies
5/8/2019 27.06 Taxi to airport from Tyler Connect
5/8/2019 27.00 Parking for Inter-agency meeting in SF
5/8/2019 25.00 FasTrak Refresh
5/8/2019 24.47 Office supplies - pencils for HR Dept.
5/8/2019 24.15 Wardrobe replacement
5/8/2019 23.87 Conference transportation expense 4/24
5/8/2019 23.87 Address # sticker PGE pedestal.
5/8/2019 23.35 Laminating pouches for signs
5/8/2019 23.13 HR Supervisor panel snackes
5/8/2019 22.87 Supplies for Redwood Climate Change high school field trips
5/8/2019 22.05 Office Supplies - white foam board
5/8/2019 21.83 Items for Ranger Badging Ceremony
5/8/2019 21.82 Concrete Drill Bit (FFO)
5/8/2019 21.53 Hardware to Repair Chainsaw Shed
5/8/2019 21.09 Kitchen Supplies - Method dish soap - 3 containers
5/8/2019 20.55 Bagels for Crew
5/8/2019 19.97 Tool and Supplies
5/8/2019 19.97 Snacks Special Board Meeting in La Honda 04/09/19.
5/8/2019 19.74 Part replacement for M37
5/8/2019 19.64 Items for Ranger Badging Ceremony
5/8/2019 19.62 Batteries for TrafX Counters
5/8/2019 19.60 AO Paint for Parking Lot
5/8/2019 18.99 Supply order Special Park Districts Forum shuttle comfort kits
5/8/2019 18.95 Litium batteries for remotes
5/8/2019 18.72 Office Supplies - 1 pack of file folder labels for HR Dept.
5/8/2019 18.00 Badges onto shirts
5/8/2019 17.60 Office Supplies - 1 pk. highlighters, 1 pk. yellow post-its
5/8/2019 17.31 Office Supplies - retractable blue Gel Pens for Legal department
5/8/2019 16.95 Coffee for Joint Crew Day
5/8/2019 16.25 Name badges for staff & volunteers
5/8/2019 16.25 Staff name badges
5/8/2019 16.00 Filtered water discount purchase card - snake H2O refills
5/8/2019 15.96 Recurring news subscription
5/8/2019 15.96 Recurring news subscription
5/8/2019 15.27 Items for Ranger Badging Ceremony
5/8/2019 15.25 Supply order Special Park Districts Forum shuttle comfort kits
5/8/2019 15.24 Marker Paint for TrafX Locations
5/8/2019 14.81 Staples for Eagle Scout Project
5/8/2019 14.70 Kitchen Supplies - Softsoap hand soap
5/8/2019 14.65 Volunteer Supplies
5/8/2019 14.62 Office supplies - ink refills for Legal Dept.
5/8/2019 13.99 Numbered key tags
5/8/2019 13.99 Ordered in error will return numbered key tags
5/8/2019 13.81 Sticker samples
5/8/2019 13.59 felt bumpers for tech van cabinets
5/8/2019 13.44 Batteries for TrafX Counters
5/8/2019 13.31 Office supplies - pens
5/8/2019 13.14 Various fruit purchased for La Honda Special Board Meeting
5/8/2019 13.07 Office Supplies - Retractable colored gel pens for HR Dept
5/8/2019 11.99 P106 Car wash
5/8/2019 11.98 Volunteer Supplies
5/8/2019 10.90 Gift bags for Leadership Academy
5/8/2019 10.00 Confidential fax fee
5/8/2019 9.81 Laces
5/8/2019 9.62 Post it notes
5/8/2019 9.05 Fees for County Permit application and review.
5/8/2019 8.99 Creamer for the office
5/8/2019 8.48 Volunteer Supplies
5/8/2019 8.00 Parking fee for San Jose State University Earth Day event 4/18
5/8/2019 7.62 Blind spot mirrors
5/8/2019 7.00 April GIS Help Desk
5/8/2019 7.00 Parking SPUR event - Going German: Lessons in Unified Transit
5/8/2019 7.00 Parking: CSMFO training on 3/28/19
5/8/2019 6.99 Snacks for volunteer projects
5/8/2019 6.82 Award for MROSD Administrative Services Quiz
5/8/2019 6.53 Spoon for soup award
5/8/2019 6.30 TrafX import fee for pedestrian counter
5/8/2019 6.00 Vehicle Supplies
5/8/2019 5.17 Office Supplies - legal clipboards, pack of 3
5/8/2019 2.59 Miscellaneous screw for office party
5/8/2019 2.25 Half and half purchased Special Board Meeting
5/8/2019 2.00 Parking San Mateo Meeting
5/8/2019 2.00 Parking fee San Mateo Co. Planning Dept.
5/8/2019 1.50 Parking Permit Streamlining Meeting with San Mateo Co. Planning
5/8/2019 1.00 TrafX import fee
5/8/2019 0.81 Disputed WF & Visa Trans Fee foreign 2 day car rental in US.
5/8/2019 (4.36) Refund on Windshield Wipers for A101
5/8/2019 (16.82) Supplies, never arrived. Lost pkg, refund confirm issued 4/02.
5/8/2019 (17.00) Credit MV Perfom Arts Ctr. 4/05, POST disc not applied to purch.
5/8/2019 (30.56) RETURN - power strip for CAO shop
5/8/2019 (40.00) Refund Kayaking excursion for SPDF Conference
5/8/2019 (40.27) Tyler Conference - Hotel credit for overcharge
5/8/2019 (82.55) RETURN Electrical Part Comp Install
5/8/2019 (96.71) Refund for Trim on A101
5/8/2019 (126.00) CREDIT for unused training class reservation
5/8/2019 (147.10) Returned Class A Boots - credit
5/8/2019 (173.64) Return / refund
5/8/2019 (107,152.48) Well Fargo Credit Card April 2019
R-19-78
Meeting 19-15
June 12, 2019
AGENDA ITEM 3
AGENDA ITEM
Award of Contracts with Two Firms for Printing and Mailing Services
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to enter into two-year contracts for printing and mailing services
with Advantage LLC and GSlithio (GSL) for amounts not-to-exceed $150,000 per year for each
contract, for a total of $600,000 over the two years for both contracts.
SUMMARY
When possible, the District uses the green practice of communicating electronically. However,
there are times when printed material is necessary for general public outreach and education.
Printed material includes the Views quarterly newsletter, brochures, maps, postcards, stationery
and other special publications. Material such as the Views and postcards also require mail
service. To maximize flexibility and create opportunities for multiple firms, the General Manager
suggests awarding contracts to several qualified printers. Based on a competitive bid process,
Advantage LLC (Anaheim and Santa Clara) and GSL (Sacramento) were deemed as the most
qualified and lowest bidders. The General Manager recommends awarding a two-year contract to
each of these firms for an amount not-to-exceed $150,000 per year for each contract.
DISCUSSION
On March 26, 2019, the Public Affairs Department issued a Request for Proposals and
Qualifications (RFQP) to firms through the online program BidSync to provide Printing and
Mailing Services. District staff also solicited requests for proposals through our website and an
interested parties list. Four (4) proposals were received.
Firms provided cost estimates for three sample printing project groups: printing and mailing the
Views 14-page quarterly newsletter, representative brochure and map samples, and special
publications. The sample projects represent approximately 10% of the District’s yearly printing
projects. Firms also submitted their expected production times, references, information regarding
their general background and qualifications, and experience working with government agencies
and/or land conservation or environmental organizations. Firms based their costs on
procurement and use of selected papers and inks that meet District standards. For printed
material, the District seeks firms that promote environmentally sound sourcing processes,
continue improvement in standards and practices, and encourage use of recycled and sustainable
paper.
R-19-78 Page 2
From the four proposals received, total cost estimates ranged from $19,117 to $28,684 with GSL
providing the lowest quote. Advantage LLC, who provided the second lowest quote, recently
merged with one of the District’s current printing vendors, Patsons Press. A comparison of
quotes is provided in the table below.
Company Name Location Sample
Projects A
TOTAL
Sample
Projects B
TOTAL
Sample
Projects C
TOTAL
Sample
Projects
TOTAL
GSlithio (GSL) Sacramento $6,735 $9,135 $3,247 $19,117
Advantage LLC Anaheim &
Santa Clara
$7,120 $13,953 $3,730 $24,804
Central Coast Grover Beach $10,394 $11,261 $3,411* $25,006*
Chase VP Morgan Hill $8,698 $14,998 $4,988 $28,684
*Vendor’s quote was incomplete
Based on vendor pricing and ability to meet District standards as demonstrated in the proposals,
the General Manager recommends entering into two-year contracts with GSL and Advantage
LLC, each for an amount not-to-exceed $150,000 for Fiscal Year (FY) 2019-20 and FY2020-21.
The District budgets approximately $235,000 per year for printing and mailing projects.
Awarding contracts to two vendors provides the ability to get the most competitive prices and
best quality for each distinct printing or mailing job. The higher contract amount also ensures the
District is able to complete additional ad hoc printing and mailing projects as the need arises.
Per Board Policy 3.03, Public Contract Bidding, Vendor and Professional Consultant Selection,
and Purchasing Policy, contracts for repetitive supplies and services, such as printing services,
may be extended when the vendor’s performance continues to meet District needs and standards.
If the services are satisfactory, the General Manager, would return to the Board in June 2021 to
extend these contracts.
FISCAL IMPACT
The recommended contract would apply for work in FY2019-20. Funds for printing and mailing
projects are included in the FY2019-20 Budget, which will be adopted as a part of the annual
Budget and Action Plan process. Funds for subsequent fiscal years would be included in future
budgets.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
With Board approval, the printing and mailing services contracts for FY2019-20 would be
executed, and Public Affairs staff would implement on an ongoing basis the printing and mailing
projects planned for the fiscal year.
R-19-78 Page 3
Responsible Department Head:
Korrine Skinner, Public Affairs Manager
Prepared by:
Peggy Gibbons, Public Affairs Specialist II
From:umunhum.conservancy@gmail.com
To:web; Clerk; General Information
Subject:Full Board of Directors and District Clerk - Board Contact Form
Date:Friday, May 10, 2019 11:25:24 AM
Name *Sam Drake
Select a Choice *Full Board of Directors and District Clerk
Email *umunhum.conservancy@gmail.com
Location: (i.e. City, Address or District
Ward)
San Jose
Daytime Phone Number (if you wish to
be contacted by phone)
(408) 827-5150
Comments: *
Umunhum Conservancy Update - Spring 2019
I would like to take a few minutes to update you on the status of the Umunhum Conservancy’s
efforts to preserve the historic radar tower atop Mt. Umunhum.
Tower update
Full update: https://umunhumconservancy.org/umunhum-conservancy-update-spring-2019/
The summit of Mt. Umunhum and the historic radar tower are owned by the MidPeninsula Regional
Open Space District (MidPen). In May 2016 the tower was declared historic by unanimous vote of the
Santa Clara County Board of Supervisors. In response to this, in June of 2016 MidPen adopted the
“retain and seal” option for the historic radar tower atop Mt. Umunhum. They agreed to cease their
efforts to demolish the tower. However, no work was actually performed to preserve the tower, and
such work has not yet been performed.
Back in 2016 MidPen described the next steps along with a timeline for them:
Assess the tower’s condition in late 2017-early 2018
MidPen Board approval for repairs early-mid 2018
Implementation of repairs beginning in 2019
As often happens in life, this schedule didn’t work out. The MidPen board did not approve an
assessment until January of this year (2019). We understand that the assessment is now under way,
and look forward to seeing the detailed engineering analysis.
The current MidPen timeline for “next steps” is:
MidPen board reviews repair options and approves repair elements - Summer 2019
MidPen board awards contract to complete construction plans - Fall 2019
MidPen board awards contract to perform repair work - Spring 2020
The Umunhum Conservancy looks forward to the completion of all repairs that are necessary to truly
preserve the historic radar tower for future generations.
Umunhum Conservancy Update
While we await the engineering assessment, the Umunhum Conservancy has been patiently waiting.
Until we know what repairs are needed to preserve the tower, there hasn’t been much to do. Now
that the assessment is underway, we expect that will soon change!
While primary responsibility for maintaining the tower lies with MidPen, there are potentially
opportunities for the Conservancy to provide funds to assist with necessary repairs. We believe that
the Conservancy’s role should be to:
Provide funds to accelerate the implementation of urgent repairs, and/or to
Provide funds to allow repairs to be performed to a higher standard than MidPen would fund alone
Once the engineering assessment is complete we expect to begin a productive dialog with MidPen
management to discuss priorities and see how the Conservancy can best help with funding of
repairs.
We expect those discussions will involve two topics:
Spending current funds on hand, and
Potential future fundraising
Thanks to the wonderful generosity of the Bay Area, the Conservancy has over $100,000 available to
assist with tower preservation. We hope to spend the bulk of those funds on repairs (within the
parameters discussed above), once the necessary repairs are known.
While waiting for the engineering assessment, the Conservancy has not actively engaged in
fundraising. (It’s quite difficult to raise money when you don’t know what it will be spent on, or
whether it is needed.) Once the engineering assessment is available we hope to reach an
understanding with MidPen about the need for the Conservancy to participate in future fundraising.
In our past discussions with MidPen management they have indicated that they don’t see a need for
the Conservancy to participate in future fundraising; their management has noted that “we have
POST (the Peninsula Open Space Trust) for that”.
Because of that feedback from MidPen management the Conservancy is not currently planning to
resume active fundraising. If MidPen changes their mind and would like the Conservancy to assist in
future fundraising we’re sure that MidPen management will get in touch to begin that conversation.
Finally, we continue to remind MidPen that another source of funding is available to them, which
they have so far refused to take advantage of. Santa Clara County makes approximately $500,000
available each year in grants to property owners for the preservation of historic structures. To be
eligible for those funds MidPen would need to agree to formal “landmark” status for the tower and
then apply. To date they have not done so. We strongly suggest that MidPen take this common sense
step to fund tower preservation prior to engaging in additional fundraising from the community as a
whole.
In conclusion, we want to thank everyone in the Bay Area who has helped to protect the historic
radar tower to date, and who will participate in its preservation for future generations.
...Sam Drake / President / Umunhum Conservancy
Spared For Now
Not Yet Preserved
We’re Not Done!
Thank You For Your Support!
Sam Drake
President Umunhum Conservancy
P.O. Box 53839
San Jose, CA 95153
RE: Umunhum Conservancy Update - Spring 2019
Dear Sam Drake,
Thank you for your interest in the Mount Umunhum Radar Tower. We appreciate the Umunhum
Conservancy’s efforts to support Midpeninsula Regional Open Space District’s (Midpen’s) work
to seal and retain the tower. It is important to clarify a few of the statements made in your letter.
Prior to June 2016, Midpen was evaluating three options which included retain and seal. All
options were under consideration until June 8, 2016, when the Board of Directors made a formal
decision in an open public session to retain and seal the tower.
Since 2011, Midpen has performed extensive work on the tower:
• 2011 – Removed peeling and flaking paint from the radar tower interior and exterior
as part of the overall hazardous materials remediation project of all the buildings on
Mount Umunhum.
• 2015-2016 – Completed interim repairs on the radar tower, including covering
exterior openings, covering floor openings, completing structural repairs required for
collapse prevention, sealing first floor openings, and patching the 1st floor exterior
concrete.
• 2018 – Remediating and removing paints and coatings on the exterior walls of the
tower, and sealing all entry points to prevent wildlife entry.
The approximate cost for work on the tower since 2015 is $900,000. In addition to this work,
Midpen constructed numerous public access improvements around the exterior perimeter of the
radar tower, including paved pathways, benches, railings, and interpretive signs. At this time
due to spalling of small pieces of concrete from the building, the area around the radar tower is
closed to the public. Midpen is currently under contract with a consultant to develop a basis of
design for additional repairs consistent with the retain and seal status of the tower that will allow
Midpen to reopen the area around the tower to public access. Based on the repair options
presented, the Board will direct the final scope of the repairs to then proceed with the preparation
of construction documents and bidding for construction.
2
As the Umunhum Conservancy is on our notification list for the project, you will receive notices
of future public meetings on this project, including:
• Board review of repair options and approval of repair elements - Summer 2019
• Board award of contract to complete construction plans - Fall 2019
• Board award of contract to construct the repairs - Spring 2020
Midpen continues to welcome donations toward the repairs of the radar tower. If additional
improvements or an acceleration of the repair schedule is requested as part of funding
contributions, Midpen will need to consider the fiscal impact and the impact to the schedule of
other important public access and natural resource protection projects. At this time Midpen is
not seeking formal landmark status for the radar tower as such a designation may complicate
future site management actions to uphold the Board’s retain and seal decision for the radar tower.
Regards,
Pete Siemens
MROSD Board President
Rev. 1/3/18
R-19-77
Meeting 19-15
June 12, 2019
AGENDA ITEM 5
AGENDA ITEM
Contract Amendment for Environmental Review Services on the Toto Ranch Rangeland
Management Plan
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to amend a contract with Harris and Associates, Inc., of
Salinas, California to provide environmental review services on the Toto Ranch Rangeland
Management Plan in the amount of $18,085, for a not-to-exceed contract amount of $68,023.
2. Authorize a 15% contingency of $2,713 to cover unforeseen conditions, for a total contract
amount not-to-exceed $70,736.
SUMMARY
In October 2018, the Midpeninsula Regional Open Space District (District) entered into a
contract with Harris and Associates, Inc., (Harris) to provide environmental review
documentation for the Toto Ranch Rangeland Management Plan (RMP or “Project”) for a total
not-to-exceed amount of $49,942. After entering into a contract with Harris, District staff
identified additional District management activities to restore natural resources as part of the
RMP that are beyond the original contract scope of work. In addition, during RMP development,
the grazing tenants requested specific provisions be considered in the RMP that also expand the
original scope of work. Moreover, a recent update by the State of California to the California
Environmental Quality Act (CEQA) checklist has required additional analysis on the potential
impacts to biological resources, greenhouse gas emissions, and hydrologic resources. The
proposed contract amendment of $18,085 with a 15% contingency of $2,713 addresses this
additional CEQA analysis. The FY2018-19 Budget includes sufficient funds for work through
end of June 2019 and staff have proposed additional funds in the FY2019-20 Budget to complete
the contracted work.
BACKGROUND
The District contracted with Koopmann Rangeland Consulting to develop a draft RMP for the
District’s Toto Ranch Property at Tunitas Creek Open Space Preserve (Preserve). To receive the
grazing tenant’s input, staff met several times with grazing tenants Erik and Doniga Markegard
to prepare an initial draft of the RMP. The RMP was substantially completed in August of 2018
and included discretionary activities requested by the tenants. The RMP documents existing
resources, the current use of the property, provides recommendations for future conservation
grazing program improvements, management, and monitoring at the site. Recommendations
include improvements to existing access roads, development of additional water infrastructure,
R-19-77 Page 2
fencing replacement and additions, pond enhancement activities for the federally-listed
threatened California red-legged frog (Rana draytonii), efforts to manage brush expansion into
grasslands, and monitoring of resource management activities.
Sensitive species and hydrologic resources at Toto Ranch triggered the need to evaluate the
potential environmental impacts associated with the infrastructure improvements proposed in the
RMP. Staff issued a Request for Qualification and Proposals (RFQP) on April 5, 2018 to
complete an environmental review of the RMP. Staff circulated the RFQP via email, posted it on
the District’s website, and received seven (7) proposals. Evaluation criteria were determined
prior to the release of the RFQP that included the quality of the proposal, project approach, and
firm expertise. After careful review of the seven proposals, staff deemed Harris the most
qualified and best suited for the project at a fair and reasonable price. Under the General
Manager’s authority, the District entered into a contract with Harris on October 8, 2018 in the
amount of $49,942.
DISCUSSION
During development of the RMP, the District identified the following additional project needs
that expand the original contract scope of work with Harris:
• Evaluation of Impacts to Biological and Hydrologic Resources due to Land
Management Activities –After entering into contract with Harris, the District received a
ten-year brush management plan for Toto Ranch under a separate contract that will
increase cattle stocking rates, and thus water use, once implemented. Toto Ranch has
two (2) known occurrences of Choris’s popcorn flower (Plagiobothrys chorisianus var.
chorisianus), a California Native Plant Society species listed on the Inventory of Rare
and Endangered Plants (ranked 1B.2; rare or endangered in California and elsewhere).
Choris’s popcorn flower is adapted to a moderately moist habitat and the effects of
increased groundwater use needs to be analyzed. Known threats to this endemic species
include development, foot traffic, and non-native plants. In addition, District staff
identified pond enhancement activities for the California red-legged frog (Rana
draytonii) that also need to be analyzed.
• Evaluation of Potential Impacts in light of recent CEQA Checklist Revisions – The
State of California adopted a revised CEQA checklist on December 28, 2018. The
updated checklist includes new sections to analyze wildfire and energy impacts, as well
as revisions to existing checklist sections. These revisions were not included in the
original scope of work because their addition to the CEQA Guidelines had not yet
become law.
• Preparation of a Summary Table – Harris will prepare a summary table that
consolidates District avoidance, minimization, and mitigation measures relevant to the
RMP to facilitate public review of the CEQA document and for future reference during
project implementation.
• Preparation of Responses to Comments – The original contract scope assumed a basic
number of hours to address comments received on the IS/MND. The complexity of the
project and the multiple discussions with the grazing tenants has resulted in the need for
more coordination than anticipated. Additional hours are included to respond to public
and tenant comments on the IS/MND in the event the District receives more comments
than originally anticipated.
R-19-77 Page 3
FISCAL IMPACT
There are sufficient funds in the amended FY2018-19 Budget to cover the cost of the
recommendation through the end of the fiscal year. Additional funds are included the proposed
FY2019-20 budget to complete the contracted work.
BOARD COMMITTEE REVIEW
On January 22, 2019, Staff presented to the Planning and Natural Resources Committee the final
draft RMP for Toto Ranch for review and comment (R-19-13). The Committee recommended
by a vote of 3-0 to forward the item to the full Board for approval if there were no further
significant changes to the RMP based on the public outreach process and additional coordination
with the Toto Ranch grazing tenants to address questions raised at the PNR meeting. Staff only
made minor changes to the RMP based on discussions with the grazing tenants who have since
stated they are satisfied with the RMP.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Public notice was sent to interested
parties and tenants by postal or electronic mail.
CEQA COMPLIANCE
The amendment to a contract is not a project subject to CEQA. Future Board consideration for
the Toto Ranch RMP will be subject to CEQA.
NEXT STEPS
Following Board approval, the General Manager will amend the contract with Harris. Once the
draft CEQA documentation is complete, the General Manager will return to the full Board to
consider adoption of the RMP as an amendment to the Preliminary Use and Management Plan
for Tunitas Creek Open Space Preserve (R-12-109), anticipated in Quarter 2 of FY2019-20.
Following adoption of the RMP, staff will develop and negotiate a long-term grazing lease.
Table 1: Tentative Schedule
Task Date
Planning and Natural Resources Committee review of Toto
Ranch Rangeland Management Plan (RMP) January 29, 2019
Board considers contract amendment for environmental review
services June 12, 2019
Complete CEQA Review Q1 FY2019-2020
Board considers certification of the CEQA document and
adoption of the RMP Q2 FY2019-2020
Responsible Department Head:
Kirk Lenington, Natural Resources
Jane Mark, AICP, Planning
R-19-77 Page 4
Michael Jurich, Land & Facilities
Prepared by:
Coty Sifuentes-Winter, Senior Resource Management Specialist, Natural Resources
Aaron Peth, Planner II, Planning
Contact person:
Aaron Peth, Planner II, Planning
R-19-79
Meeting 19-15
June 12, 2019
AGENDA ITEM 6
AGENDA ITEM
Proposed purchase of the Folger Trust (Woodruff Redwoods) Property as an addition to La
Honda Creek Open Space Preserve, in unincorporated San Mateo County (Assessor Parcel
Number 078-190-030)
GENERAL MANAGER’S RECOMMENDATIONS
1.Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act (CEQA), as set out in the staff report.
2. Adopt a Resolution authorizing the purchase of the Folger Trust (Woodruff Redwoods)
property for $2,150,000 with a corresponding authorization for a Fiscal Year 2018-19 budget
increase of the same amount.
3.Adopt a Preliminary Use and Management Plan for the Folger Trust (Woodruff Redwoods)
property, as set out in the staff report.
4. Withhold dedication of the Folger Trust (Woodruff Redwoods) property as public open space
at this time.
SUMMARY
The General Manager recommends purchase of the 190-acre Folger Trust (Woodruff Redwoods)
property (Property) at a purchase price of $2,150,000 as an addition to La Honda Creek Open
Space Preserve. As part of the purchase approval, a line item budget increase of $2,150,000 to
the Fiscal Year (FY) 2018-19 budget is required to proceed with the acquisition. This Report
contains a description of the Property, a Preliminary Use and Management Plan, findings of the
environmental review, the purchase terms and conditions, and financial considerations.
DISCUSSION
The proposed 190-acre Property is located east of La Honda Road (Highway 84), 1 mile north of
the Town of La Honda and approximately 2.5 miles south of Skyline Boulevard (Highway 35).
The Midpeninsula Regional Open Space District’s (District) La Honda Creek Open Space
Preserve (Preserve) is located on the west side of Highway 84, and Russian Ridge Open Space
R-19-79 Page 2
Preserve is located 1 mile to the east. The Property abuts the Audubon Society property on a
portion of its northern boundary and is surrounded by other large rural residential parcels.
This purchase advances land conservation opportunities in Measure AA Portfolio #8 to Preserve
Upper San Gregorio Creek Watershed and in Portfolio #15 for Redwood Forest Protection and
Salmon Fisheries Conservation.
Property Description (see Attachment 2 - Location Map)
The Property is visible from upper areas in the Preserve and from the Highway 84 scenic
corridor. Access to the Property from Highway 84 is via a deeded access easement on a road and
bridge crossing Woodruff Creek to an unimproved road through an adjacent private property.
Overgrown ranch and logging roads travel along the south and east portions of the Property. On
a permissive basis, access may be possible from Highway 35 on unpaved private roads at the end
of Rapley Ranch Road.
Land Use and Improvements
The Property is vacant and unimproved. The Property terrain is generally north facing and
moderately steep, ranging from 600 feet near Highway 84, to 1,200 feet on its eastern boundary.
The Property was last logged over 75 years ago and a limited network of overgrown logging
roads remain. Some limited cattle grazing occurred in the 1950s and 1960s. No evidence of
hazardous materials has been detected.
Habitat and Natural Resources Value
Significant stands of old and second growth redwoods, younger redwoods, and Douglas fir cover
about 51-acres of the Property. Denser stands occur in the drainages of Woodruff Creek and
Whistle Creek. A timber harvest analysis conducted in 1998 estimated that the Property
contained almost 2 million board feet of redwood and 1 million board feet of Douglas fir. The
understory consists of young trees, sword ferns, and redwood sorrel. Shrubs and grasses
associated with coastal forest communities fill small clearings. The remainder is comprised of
coastal scrub and some grassland. The mix vegetation types provides habitat for animal species
associated with the upper elevations of the San Gregorio Creek watershed, including deer,
coyotes, bobcats, and mountain lions. A wide variety of small mammals, birds, and other species
occupy or migrate through the area.
Water Resources and Rights
The Property is within the headwaters of the San Gregorio Creek watershed, which has its water
rights adjudicated. The majority of the Property drains to Woodruff Creek, a perennial blue line
stream that runs along the Property’s northern boundary and flows to La Honda Creek, a major
tributary of San Gregorio Creek. Whistle Creek traverses the southwestern portion of the
Property and joins up to Woodruff Creek before it flows into La Honda Creek. The San Gregorio
Creek watershed supports spawning habitat for the endangered Coho salmon and threatened
steelhead trout, and is listed under the federal Clean Water Act as an impaired water body for
sediment. There are no adjudicated water rights associated with the property. A water license
predating the adjudication has been lost due to non-use. A small pond is located on the Property.
The pond is spring fed and received water from surface runoff.
R-19-79 Page 3
COASTAL ANNEXATION AREA SERVICE PLAN COMPLIANCE
The Property is within the boundaries of the District’s Service Plan for the San Mateo County
Coastal Annexation Area (Service Plan), adopted June 2003. The Service Plan and subsequent
conditions approved by San Mateo Local Agency Formation Commission (LAFCo) established
policies and procedures for conducting the District’s Coastside Protection Program (Program).
The Program guides the District’s coastal purchases, as well as the use and management of open
space land within the Service Plan Area.
The Service Plan requires solicitation of public input prior to Board consideration of an
acquisition. On April 26, 2019, the District notified contiguous property owners and interested
parties in writing of the intent to acquire the Property and opportunities to provide comment. On
April 30, 2019, the District’s Real Property Committee held a publically noticed meeting to
review the proposed purchase (refer to section on Board Committee Review).
The District’s coastal land purchases are subject to a Memorandum of Understanding between
the San Mateo County Farm Bureau and the District. In accordance with the memorandum,
District staff presented information and solicited comments on the proposed property purchase at
a regularly scheduled Farm Bureau meeting on May 6, 2019. The Farm Bureau had no comment.
USE AND MANAGEMENT
Planning Considerations
The Property consists of one parcel, located in an unincorporated area of San Mateo County. The
parcel has a General Plan designation of Timber Production Rural, with a zoning designation of
Timberland Preserve Zone (TPZ). Natural resource management, habitat preservation, and low
intensity recreation are allowable uses within this land use designation. On May 22, 2019, the San
Mateo County Planning Commission confirmed that the acquisition of the Property for open space
complies with the County’s General Plan.
If purchased, the Property will be incorporated into the Preserve and a Preliminary Use and
Management Plan will be implemented. When undertaken, a future planning process would
analyze opportunities for compatible public use. Further environmental review would be
prepared as needed. Subsequent planning would be in accordance with the District’s Service
Plan, including consultation with appropriate agencies and organizations.
Preliminary Use and Management Plan
The Preliminary Use and Management Plan (PUMP) establishes a status quo land management
approach in the interim between the purchase and the completion of a future long-term plan. The
PUMP includes site security and maintenance of the Property in its natural condition, as
described below. The PUMP takes effect at the close of escrow and remains effective until
changes warrant an amendment or the Preserve Master Plan is amended to include this Property.
If changes to land use or the physical environment were proposed in the future, the plan would
be subject to further environmental review and public input.
R-19-79 Page 4
Public Access: Designate the property as closed to public use at this time. Issue hiking
permits to the former owner and neighbors on a case-by-case basis,
allowing use consistent with historical use patterns.
Signs and Site
Security:
Install Preserve boundary and closed area signs, where appropriate.
Fences and
Gates:
Install gates and fencing as necessary to prevent unauthorized entry.
Roads and
Trails:
Work with the adjoining private property owner to maintain deeded access
easement though their property into the site in a usable condition. Work
with the private owner to modernize the terms of the deeded access
easement for patrol and maintenance use to access the Property.
Implement maintenance, and minor erosion and sediment control measures
for access roads in accordance with District standards.
Patrol: Routinely patrol property using deeded access easement.
Resource
Management:
Maintain the property in its natural condition. Conduct plant and animal
management activities consistent with the District’s adopted Resource
Management Policies and Integrated Pest Management Policies as needed.
Water
Resources:
Protect creeks, pond, springs and seeps on the property as needed.
Wildfire Fuel
Management:
Implement standard District-wide fuel management and defensible space
practices.
Coastal Service
Plan:
Operate and manage the property in conformity with the District’s Service
Plan for the Coastal Annexation Area and the mitigation measures adopted
pursuant to the Service Plan’s Environmental Impact Report.
Name: Name the property as an addition to La Honda Creek Open Space
Preserve.
Dedication: Indicate your intention to withhold dedication of the subject property as
open space at this time.
CEQA COMPLIANCE
Project Description
The project consists of the purchase of the 190-acre Property as an addition to the District’s open
space preserve system and concurrent adoption of a PUMP. Minor erosion and sediment control
measures in accordance with District standards will be conducted along existing access routes to
prevent water quality degradation. Minor resource management activities may be conducted to
control invasive plants. The land will be preserved as open space and maintained in a natural
condition.
The Property is within the boundaries of the District’s Service Plan for the San Mateo County
Coastal Annexation Area. The Service Plan and Final Environmental Impact Report (FEIR)
incorporated policies, guidelines, and mitigations to ensure compatibility with the County
R-19-79 Page 5
General Plan and Local Coastal Plan. Actions proposed to purchase the Property and implement
the PUMP comply with the Service Plan and the Service Plan FEIR.
CEQA Determination
The District concludes that this project will not have a significant effect on the environment. It is
categorically exempt from the California Environmental Quality Act (CEQA) under Article 19,
Sections 15301, 15316, and 15325 of the CEQA Guidelines as follows:
Section 15301 exempts the repair, maintenance, or minor alteration of existing public or private
structures, facilities, or topographical features, involving negligible or no expansion of use
beyond that existing at the time of the lead agency’s determination. The PUMP for the Property
includes minor erosion control work as necessary along existing roads and minor restoration
activities to maintain the Property in a natural condition.
Section 15316 exempts the acquisition of land in order to create parks if the land is in a natural
condition and the management plan proposes to keep the area in a natural condition. The PUMP
for the Property specifies that the land will remain in a natural condition.
Section 15325 exempts transfers of ownership of interests in land to preserve open space. This
acquisition will transfer fee ownership of the Property to the District to ensure that the open
space will be preserved and incorporated into La Honda Creek Open Space Preserve.
TERMS AND CONDITIONS
The 190-acre Woodruff Creek property has a purchase price of $2,150,000, which includes a
recoverable timber value of $747,000 and a land value of $1,403,000. The fair market value of
the Property is based on an independent appraisal. The Property would be purchased “as-is” and
on an all cash basis.
FISCAL IMPACT
Land acquisitions brought before the Board for approval include a budget adjustment/increase to
the adopted budget. If approved, a budget adjustment/increase of $2,150,000 to the FY2018-19
budget is required.
Folger Trust (Woodruff Redwoods) Property Purchase
(including $10,000 option Deposit) $2,150,000
Total Land purchases approved to date for FY2018-19 $31,599,000
Total FY2018-19 Land Purchases (if approved) $33,749,000
The following table outlines Measure AA Portfolio #08 budget, costs to date, and the fiscal
impact related to the Property.
R-19-79 Page 6
MAA 08 - La Honda Creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail Portfolio
Allocation
$15,347,000
Life-to-Date Spent (as of 05/13/2019) option deposit: ($10,000)
Encumbrances: $0
Folger Trust (Woodruff Redwoods) Land Acquisition: ($2,140,000)
Projected Title, Escrow, Survey, and Misc. Expenses: ($20,000)
Portfolio Remaining (Proposed): $13,177,000
Coastside Protection Area Fiscal Considerations
The Property is located within the service area of San Mateo County Fire. Under the terms of the
District and County Fire agreement, the District would pay $92.99, which would increase
annually by 2%.
The Property is located within the service area of the La Honda-Pescadero Unified School
District. Under the terms of the District and School agreement, the District would pay $563.91,
which would increase annually by 2%.
BOARD COMMITTEE RECOMMENDATIONS
The District’s Real Property Committee held a meeting on April 30, 2019 to review information
about the Property and receive public input on the proposed purchase. The District distributed a
notice of the Real Property Committee meeting on April 26, 2019 to property owners located
adjacent to or surrounding the subject property and to interested parties. Staff provided a
presentation of the Property, reviewed the purchase terms, and described how the Property would
remain closed and managed as an extension of the surrounding Preserve. No members of the
public attended. The Real Property Committee recommended forwarding the proposed purchase
to the District Board of Directors in a vote of 3-0.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act and a copy of this agenda was mailed
to property owners of land located adjacent to or surrounding the Property, and the Coastside
Protection Area mailing list.
NEXT STEPS
Upon approval, the General Manager will direct staff to proceed with the close of escrow for the
purchase of the Property and implement the PUMP. Staff will work the neighboring private
property owner to modernize the terms of the deeded access easement for patrol and maintenance
access to the Property. The District’s Skyline Field Office will manage the Property as an
addition to La Honda Creek Open Space Preserve.
R-19-79 Page 7
Attachments:
1. Resolution Authorizing Acceptance of Purchase and Sale Agreement, Authorizing the
General Manager or Other Officer to Execute Certificate of Acceptance of Grant to
District, and Authorizing General Manager to Execute any and all Other Documents
Necessary or Appropriate to Closing of the Transaction (La Honda Creek Open Space
Preserve - Lands of Folger Trust)
2. Woodruff Redwoods Property Location Map
Prepared by:
Michael Williams, Real Property Manager
Elish Ryan, Real Property Planner
Contact person:
Michael Williams, Real Property Manager
Graphics prepared by:
Nathan Greig, GIS Technician
Attachment 1
Resolutions/2019/19-___WoodruffRedwoodsPurchase 1
RESOLUTION 19-__
RESOLUTION OF THE BOARD OF DIRECTORS OF MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT AUTHORIZING ACCEPTANCE
OF PURCHASE AND SALE AGREEMENT, AMENDING THE FISCAL
YEAR 2018-19 GENERAL FUND CAPITAL BUDGET, AUTHORIZING GENERAL MANAGER OR OTHER APPROPRIATE OFFICER TO EXECUTE CERTIFICATE OF ACCEPTANCE AND GRANT TO
DISTRICT, AUTHORIZING GENERAL MANAGER TO EXECUTE ANY
AND ALL OTHER DOCUMENTS NECESSARY OR APPROPRIATE TO
CLOSING OF THE TRANSACTION (LA HONDA CREEK OPEN SPACE
PRESERVE - LANDS OF FOLGER TRUST, AND AMEND THE BUDGET FOR FISCAL YEAR 2018-19.
The Board of Directors of Midpeninsula Regional Open Space District does hereby
resolve as follows:
SECTION ONE. The Board of Directors of Midpeninsula Regional Open Space District
(District) does hereby accept the offer contained in that certain Purchase and Sale Agreement
between Peter M. Folger and Barbara W. Folger, Co-Trustees of the Peter and Barbara Folger
Revocable Trust dated April 8, 1992 as amended, and the Midpeninsula Regional Open Space
District, a copy of which purchase agreement is attached hereto and by reference made a part
hereof, and authorizes the President of the Board of Directors, General Manager, or other
appropriate officer to execute the Agreement and all related transactional documents on behalf of
the District to acquire the real property described therein (“the Folger Trust Property”).
SECTION TWO. The Board of Directors of Midpeninsula Regional Open Space
District authorizes the expenditure of $2,150,000.00 covering the purchase of the Folger Trust
Property, including a deposit of $10,000.00.
SECTION THREE. The Board of Directors of Midpeninsula Regional Open Space
District authorizes amending the Budget and Action Plan for the Midpeninsula Regional Open
Space District for Fiscal Year 2018-19 by increasing the Measure AA Fund Capital budget in the
amount of $2,150,000.00. Except as herein modified, the FY 2018-19 Budget and Action Plan,
Resolution No. 16-25 as amended, shall remain in full force and effect.
SECTION FOUR. The General Manager, President of the Board of Directors, or other
appropriate officer is authorized to execute a Certificate of Acceptance and the Grant Deed on
behalf of the District.
SECTION FIVE. The General Manager or the General Manager’s designee is
authorized to provide notice of acceptance to the seller and to extend escrow if necessary.
SECTION SIX. The General Manager or the General Manager’s designee is authorized
to expend up to $20,000.00 to cover the cost of title insurance, escrow fees, survey and
miscellaneous costs related to this transaction.
SECTION SEVEN. The General Manager and General Counsel are further authorized
to approve any technical revisions to the attached Agreement and documents, which do not
involve any material change to any term of the Agreement or documents, which are necessary or
appropriate to the closing or implementation of this transaction.
Attachment 1
Resolutions/2019/19-___WoodruffRedwoodsPurchase 2
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ________, 2019, at a regular meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Secretary
Board of Directors
President
Board of Directors
APPROVED AS TO FORM:
General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify
that the above is a true and correct copy of a resolution duly adopted by the Board of Directors
of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly
held and called on the above day.
District Clerk
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Attachment 2
R-19-80
Meeting 19-15
June 12, 2019
AGENDA ITEM 7
AGENDA ITEM
Proposed Fiscal Year 2019-20 Budget and Action Plan Review and Public Hearing
GENERAL MANAGER’S RECOMMENDATIONS
1. Review and hold a public hearing on the Proposed Fiscal Year (FY) 2019-20 Budget and
Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in
preparation for adoption at the June 26, 2019 regular meeting of the Board of Directors.
2. Direct the General Manager to bring the proposed FY2019-20 Budget and Action Plan back
for adoption at the June 26, 2019 regular meeting of the Board of Directors; or
3. Direct the Action Plan and Budget Committee to consider proposed changes to the FY2019-
20 Budget and Action Plan prior to the General Manager bringing the item back to the Board
of Directors for adoption at the June 26, 2019 regular meeting.
SUMMARY
The Proposed FY2019-20 budget totals $71 million (excluding the Gordon Ridge land
acquisition), which is an 11% increase over the prior year amended budget (excluding the
FY2018-19 Administrative Office building purchase). This year-over-year change is largely due
to an 11% increase in operating expenditures and 13% increase in debt service. With the Gordon
Ridge Property land acquisition, the total Proposed FY2019-20 budget is $74.8 million.
The proposed budget reflects requested staff growth of 3.5 new net positions to assist with
resource management projects, expand the environmental interpretation program, ensure focus
and progress on implementing the Climate Action Plan, and respond to the notable growth in
Preserve visitation and administrative business needs. These positions will both support the
implementation of capital projects funded by Measure AA and serve the public who are enjoying
District Preserves, including newly built facilities and newly opened areas.
On December 6, 2018, the Board of Directors held its annual retreat to review the environmental
scan prepared by staff and to adjust the Midpeninsula Regional Open Space District’s (District)
Strategic Goals. Following the adjustment of the Strategic Goals, the Board of Directors held a
second retreat on February 28, 2019 to establish the priorities for the following fiscal year for
inclusion into the Fiscal Year (FY) 2019-20 Budget and Action Plan.
The priorities established by the Board for FY2019-20 are as follows:
1. Land Conservation – important coastal/agricultural and watershed lands
2. Natural Resource Protection – climate resiliency, wildlife crossings, and habitat restoration
R-19-80 Page 2
3. Bear Creek Preserve opening and Phase II public access
4. Expand regional trail connections
a. Support Saratoga to the Sea Trail
b. Ravenswood Bay Trail
5. Demonstrate further progress on other Measure AA projects
6. Support agriculture and sustain the conservation grazing program
7. Connect diverse communities to their public open space preserves
8. Enhance wildland fire preparedness and responsiveness
9. District staff facilities and operations
The proposed FY2019-20 Capital Improvement and Action Plan (CIAP) reflects Board priorities
as confirmed at the February 28, 2019 Board Priority Setting Retreat and is comprised of 89
Capital Projects and 20 Operating Projects.
DISCUSSION
Revenue
The proposed FY2019-20 budget includes revenues from numerous sources, with the vast
majority coming from property tax receipts. The District also receives annual revenues from
various grants, interest income, rental income, and a small amount of miscellaneous income.
Measure AA Bonds are also a significant additional funding source for qualified capital projects.
Annual property taxes – which make up 89% of total revenues – are estimated at $57.5 million
for FY2019-20. Estimated property tax revenues are up $2.6 million when compared to the
current fiscal year amended ($54.8 million in FY2018-19).
Year-over-year revenue trends are shown in the graph below.
*FY2015-16 reflects 15 months due to changing the fiscal year start from April 1 to July 1.
R-19-80 Page 3
Total estimated FY2019-20 revenue and other funding sources are summarized by fund in the
table below.
FY2019-20
Revenues & Other Funding
Sources
Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total
General
Fund
Hawthorns Measure
AA Capital
General
Fund
Capital
Debt
Service
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 Funds 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
When compared to the current fiscal year, total revenues of $64.4 million are up $3.6 million, or
6% from FY2018-19 ($60.8 million amended in FY2018-19), due to growing property taxes and
increased rental income.
Of note is the treatment of unused Capital Improvement and Action Plan (CIAP) funds within
Fund 10 and Fund 40 (General Fund and General Fund Capital). Continuing the new practices
started in FY2018-19, any unused CIAP funds identified as part of the quarterly adjustment
process will be “rolled-over” into the next fiscal year for later use. These funds are identified in
the Assigned Fund Balance Transfers line in the table above.
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Expenditures
The Proposed FY2019-20 budget totals $71 million (excluding the Gordon Ridge land
acquisition), which is an 11% increase over the prior year amended budget (excluding the
Administrative Office building purchase). This year-over-year change is largely due to an 11%
increase in operating expenditures and 13% increase in debt service. The Proposed FY2019-20
budget totals $74.8 million with the Gordon Ridge Property land acquisition. Please see
Attachment 1, Section 2 for the overall budget and Attachment 1, Section 3 for the CIAP.
The table below shows the total budget by funding source for FY2019-20 and the percent change
as compared to the current fiscal year (amended).
FY2017-18
Actual
FY2018-19
Projected
FY2019-20
Projected
$ Change
From
% Change
From
Budget By Funding Source Actuals Amended Proposed FY2018-19 FY2018-19
Budget Annual
Budget
Amended
Budget
Amended
Budget
Fund 10 – General Fund Operating $27,418,768 $33,485,935 $37,003,848 $3,517,913 11%
Fund 20 – Hawthorns Fund 40,412 53,500 140,200 86,700 162%
Fund 30 – MAA Land/Capital 12,038,108 10,480,082 9,447,647 (1,032,435) -10%
Fund 40 – General Fund Land/Capital 2,479,760 4,454,184 6,746,595 2,292,411 51%
Fund 50 – Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13%
Subtotal Midpen Budget $54,582,844 $64,144,691 $71,007,853 $6,863,162 11%
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 $95,694,791 $74,807,853 ($20,886,938) -22%
Primary drivers within each fund are discussed below, and year-over-year expense trends are
shown in the graph that follows.
• General Fund Operating (Fund 10): The General Operating Fund increase of 11 percent,
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.
• Hawthorn (Fund 20): The Hawthorn Fund includes funding for fuel reduction, fire
clearance work and structures work to prevent future deterioration of the historic
resource.
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• Measure AA Land/Capital (Fund 30): The Measure AA Capital Fund reduction of 10
percent, or $1.03 million, in projected annual expenses does not represent a reduction in
effort on Measure AA projects; it reflects a shift in project phases. Fewer MAA projects
are currently in the construction phase. For example, there are over 30 Measure AA
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.
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 the
Sea 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 the District’s special projects crews. Midpen will leverage the capacity of the special
project crew to supplement and expand upon the fuel reduction work performed by its
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 Redwood’s Alma College Site Rehabilitation Plan, the Saratoga-to-the-Sea
Regional Trail and the Ravenswood Bay Trail. Additional projects include the Bear
Creek landfill remediation and grazing infrastructure improvements at coastal properties
to support the District’s conservation grazing program. 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.
• General Fund Land/Capital (Fund 40): The increase of 51 percent in General Fund
Capital ($2.29 million) is largely driven by General Fund Capital funding that will be
used for projects in support of Measure AA and the Vision Plan. Other projects included
in next year’s plan are to improve the Midpen’s infrastructure, offices, vehicles and
equipment; complete repairs and maintenance on District-owned residences and
driveways; improve grazing infrastructure; and demolition of 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.
• Debt Service (Fund 50). 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).
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*FY2015-16 reflects 15 months due to changing the fiscal year start from April 1 to July 1.
** Fund 30 includes land acquisition in all years prior to FY2019-20.
Capital Improvement and Action Plan (CIAP)
Projects that are $50,000 or more are specified in this section. Projects below this threshold are
included in the Department Summary section of the budget book; these projects were called out
as Operating Projects during the February 28, 2019 Board retreat.
The CIAP is organized into four program categories.
1. Land Acquisition and Preservation (22%)
2. Natural Resources Protection and Restoration (25%)
3. Public Access, Education and Outreach (31%)
4. Vehicles, Equipment, Facilities and Other (21%)
The General Manager is mindful of the Board’s list of success criteria that emphasize delivery of
Measure AA commitments, projects completed on time and on budget, pacing of projects,
balanced delivery of the mission, exceptional work recognizing time and budget constraints,
project delivery innovation, creating an exceptional organization, and careful long-term fiscal
stewardship.
To support these important organizational norms, the General Manager approaches new projects
and initiatives – whether directed by the Board or identified as opportunities by staff –
objectively and thoroughly to understand the impacts on capacity, as well as project and staffing
interdependencies.
R-19-80 Page 7
To this end, all departments completed
comprehensive resource loading on the
proposed FY2019-20 CIAP projects to
confirm capacity assumptions. In addition,
the General Manager reviewed each project
scope, schedule, and budget with staff from
the General Manager’s Office to confirm,
and adjust as necessary, the proposed pacing
and budget for each project. Finally, the
proposed total budgets were presented to the
Controller, who confirmed that the budget is
sustainable per the 30-year fiscal model.
As presented at the February 28, 2019
retreat, a first draft of the CIAP provided the
Board with a comprehensive early look at the
proposed projects for inclusion into the
FY2019-20 CIAP. The document provided at
the retreat includes project information by
Fund, FY2019-20 Budget, project
description, project status, and Strategic
Goals linkage.
In response to Board feedback at the retreat, the following additions were made to the CIAP:
• Created a new project, La Honda Creek Phase II Trails to Central Area to explore future
trail alignments/connections in central La Honda Creek Open Space Preserve.
• Created a new project, Historic Resources Policy Development, to review existing
policies, guidelines, and practices, and prepare or amend policies accordingly.
Following the retreat, Midpen staff also reviewed the updated CIAP to provide a realistic
projection of work that could be completed with available staff and funding resources. The
following edits were made to the proposed FY2019-20 CIAP:
• Added two new projects: Radio Replacement for Ranger Staff and Patrol Vehicles (Fund
40) and San Mateo County Master Permit, and included Cooley Landing Interpretive
Facilities Design and Implementation (MAA02-001) which is continuing in FY2019-20
from FY2018-19.
• Converted one project from CIAP key project to operating
• Removed two duplicate projects (scope was duplicated within a separate project).
• Renamed four projects.
• Converted six projects to operating (or programmatic) projects. These will take place
next fiscal year, but do not qualify as capital projects.
• Deferred seven projects until after FY2019-20. The reasons for project deferrals are
varied and can be categorized as timing requirements, assessment and study needs,
availability of opportunities (for land acquisition), and staff resource availability.
22%
25%
31%
21%
FY2019-20 Proposed CIAP by
Program
Land Natural Resources
Public Access Infrastructure
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The annual CIAP (Attachment 1, Section 3) forms the fiscal year work program and includes all
of the projects and key initiatives that the District will pursue in the upcoming fiscal year, and for
which it will dedicate staff and financial resources.
Staff focused on the following Board-approved priorities when developing the FY2019-20
Capital Improvement and Action Plan:
1. Land Conservation – important coastal/agricultural and watershed lands
2. Natural Resource Protection – climate resiliency, wildlife crossings, and habitat
restoration
3. Bear Creek Preserve opening and Phase II public access
4. Expand regional trail connections
a. Support Saratoga to the Sea Trail
b. Ravenswood Bay Trail
5. Demonstrate further progress on other Measure AA projects
6. Support agriculture and sustain the conservation grazing program
7. Connect diverse communities to their public open space preserves
8. Enhance wildland fire preparedness and responsiveness
9. District staff facilities and operations
District staff prepared the FY2019-20 CIAP in accordance with Board priorities. The FY2019-20
CIAP resulted in 89 Key Action Plan Projects and 20 Operating Projects spread throughout the
following Programs, as shown in the table below.
CIAP Program
FY2018-19 FY2019-20
Key Op Total
As a
% Key Op Total
As a
%
Land Acquisition and Preservation 17 0 17 14% 20 0 20 18%
Natural Resource Protection and
Restoration 25 8 33 28% 22 6 28 26%
Public Access, Education, and Outreach 31 1 32 27% 28 4 32 29%
Infrastructure (Vehicles, Equipment,
Facilities) and Other 23 13 36 31% 19 10 29 27%
Total 96 22 118 100% 89 20 109 100%
Position Requests
Detailed resource loading analysis confirmed the need for additional staff capacity to manage the
proposed FY2019-20 Capital Improvement and Action Plan and ongoing operational workload.
The resource loading analysis identified a net of one additional position in the Finance and
Administrative Services business line and a net of 2.5 positions in the Visitor and Field Services
business line. Staffing growth through year 2020 in Visitor and Field Services, and Finance and
Administrative Services was anticipated and modeled in the Financial and Operational
Sustainability Model (FOSM) as shown on the following page.
R-19-80 Page 9
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 57 3.5 39.5 to 56.5
*As presented to the Board of Directors on December 2018; positions through 2045 are cumulative.
Consistent with the FOSM, the recommended 3.5 net positions are within the agency-wide
anticipated total growth numbers, as we are now moving into projections for 2020 through 2045.
Associated costs for next fiscal year are shown in the table below, followed by position
descriptions.
The table that follows also includes staffing adjustments made in the current fiscal year. In
March 2019 the Board approved one (1) FTE in the Office of the General Counsel for an
Executive Assistant/ Legal Secretary. In addition, one (1) temporary FTE was approved under
the General Manager’s authority in FY2018-19 for a Public Affairs Specialist II. This position is
a limited-term position and partially offset by savings from two vacant positions in Public
Affairs.
FY2019-20 FY2020-21
Additional Positions Prorated Cost and Beyond
Interpretive Specialist 102,949 141,383
Management Analyst I (formerly
Climate Resiliency Fellow) 110,275 113,583
Lead Open Space Technician 87,538 120,219
Senior Accounting Technician 92,938 127,635
Visitor Services Intern 24,651 25,391
Subtotal 418,351 528,211
Positions Removed
Climate Resiliency Fellow (110,275) (113,583)
Public Affairs Intern (22,503) (22,503)
Public Affairs Assistant (79,341) (79,341)
Subtotal (212,119) (215,427)
Total 206,232 312,784
Position Adjustments in FY2018-19
Executive Assistant / Legal Secretary 118,651 122,211
Public Affairs Specialist II 146,595 150,993
Grand Total 471,478 585,987
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Below is a description of each requested new position by business line and department.
Finance and Administrative Services Business Line
Senior Accounting Technician (1 FTE) – Grants and Procurement Programs
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
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.
Visitor and Field Services Business Line
Lead Open Space Technician (1 FTE) – Land and Facilities Department
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.
Management Analyst I (1 FTE, net zero) – Natural Resources Department
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 assist in gathering performance metrics, including tracking reductions in
operational carbon emissions to reach the Board-approved greenhouse gas reduction goals.
Visitor Services Intern (0.5 FTE) – Visitor Services Department
In FY2019-20, the Intern will continue the visitation count survey project 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 Preserve use. There was no Visitor
Services Intern budgeted in FY2018-19.
Interpretive Specialist (1 FTE) – Visitor Services Department
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 District 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. Addition of professional program staff builds capacity for new program
collaborations, partnerships, and program expansion. This position would lead coordination
efforts for the outdoor activity interpretive program, including training and coordinating with
Docents.
Organizational growth as analyzed in the FOSM, including the positions listed above, was
included in the Controller’s 30-year model and is deemed financially sustainable.
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Classification & Compensation Plan
The proposed FY2019-20 budget includes a 3% salary adjustment for all classifications. This
increase conforms with Section 7.1.2 of the Memorandum of Understanding between the District
and the Field Employee’s Association and is applicable to all District classifications.
FISCAL IMPACT
Final adoption of the Proposed FY2019-20 District Budget and Action Plan by the Board would
authorize spending of $47,550,443 from the General Fund (funds 10 and 40), $140,200 from the
Hawthorn Fund (fund 20), $9,447,647 from Measure AA Fund (fund 30), and $17,669,563 from
Debt Service (fund 50) to accomplish the District’s work plan for the next fiscal year.
The proposed FY2019-20 Budget and CIAP has been reviewed by the Controller and inputted
into the 30-year fiscal model. The proposed budget is confirmed to be within the parameters and
expectations of that 30-year fiscal model.
The table on the following page provides an overview for FY2019-20 budget, including the
General Fund (funds 10 and 40), the Hawthorn fund (fund 20), capital expenditures that are
reimbursable from bond funds (fund 30), and debt service (fund 50).
R-19-80 Page 12
FY2019-20
Change in Fund
Balance
Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total
General
Fund
Hawthorns Measure
AA
Capital
General
Fund
Capital
Debt
Service
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 Funds 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
BOARD COMMITTEE REVIEW
The District’s Action Plan and Budget Committee held a meeting on May 14 and May 24, 2019.
The Committee voted to forward the proposed FY2019-20 Budget and Action Plan to the full
Board of Directors for review and approval.
R-19-80 Page 13
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
• The Board determines whether the Action Plan and Budget Committee (“ABC”) shall
further discuss and refine the Proposed FY2019-20 Budget and Action Plan.
• The ABC will consider any changes to the Proposed FY2019-20 Budget and Action Plan
on June 18, 2019 if the Board directs such a review.
• The Board will consider adoption of the Proposed FY2019-20 Budget and Action Plan,
and approval of new positions at the June 26, 2019 Board Meeting.
To summarize, the next steps in the budget process are:
• June 18, 2019 – ABC Meeting #3: Follow-up (if needed) and review Financial Policies
• June 26, 2019 – Board Meeting: Adoption of the FY2019-20 Budget & Action Plan and
Adoption/Affirmation of Finance Policies
Attachments:
1. FY2019-20 Budget and Action Plan
Responsible Department Manager:
Carmen Narayanan, Budget & Analysis Manager
Contact person:
Carmen Narayanan, Budget & Analysis Manager
Prepared by:
Carmen Narayanan, Budget & Analysis Manager
Elissa Martinez, Management Analyst I
Lupe Hernandez, Management Analyst I
Budget and Action Plan 2019-20
—————————————————————————————————————————————————————————
ADOPTED JUNE XX, 2019
Midpeninsula Regional Open Space District
DRAFT: June 12, 2019
Rancho San Antonio Open Space Preserve by Michelle Yau
FRONT COVER PHOTO CREDITS
Top: Sierra Azul Open Space Preserve by Carol Daniels
Lower Left: Cooley Landing Education Center 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
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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
46
51
71
94
SECTION III: CAPITAL IMPROVEMENT AND ACTION PLAN
Capital Improvement and Action Plan Overview
Land Acquisition and Preservation
Natural Resource Protection and Restoration
Public Access, Education and Outreach
124 Infrastructure (Vehicles, Equipment, Facilities) and Other
145 SECTION IV: DEPARTMENT SUMMARIES
147 Department Overview
148 Administrative Services
152 Engineering and Construction
156 Office of the General Counsel
158 Office of the General Manager
160 Land and Facilities Services
164 Natural Resources
168 Planning
172 Public Affairs
174 Real Property
178 Visitor Services
181 VISION PLAN ACTIONS OVERVIEW
183 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 Midpen
preserves. 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 percent of the budget, and the remaining includes salaries and benefits (34 percent),
services and supplies (15 percent) and annual debt service obligations (24 percent). Annual revenues are projected
at $64.4 million, with bond reimbursements ($8.9 million) and other funding sources ($2.2 million) balancing a
budget of $74.8 million.
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 is 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
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2 Section I • Budget and Action Plan FY2019-20
3Section I • Budget and Action Plan FY2019-20
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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,
Portolla 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——————————————————————————––––––––––––————————————————————————————————
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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 Nathan Cai
5Section I • Budget and Action Plan FY2019-20
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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
Action Plan and Budget.
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 5 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
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Regional Map
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8 Section I • Budget and Action Plan FY2019-20
Resolution No. 19-XX
9Section I • Budget and Action Plan FY2019-20
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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
182.95 Full-Time
Employees
Over 2 Million
Visitors Per Year
$74.8 Million
Budget
760,000
Residents
11Section I • Budget and Action Plan FY2019-20
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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.
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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
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
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 Ser vices **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
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Bear Creek Redwoods Open Space Preserve by Alisha Laborico14Section I • Budget and Action Plan FY2019-20
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Section II
Budget Summary and Overview
Russian Ridge Open Space Preserve by Samantha Tan
15Section II • Budget and Action Plan FY2019-20
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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:
——————————————————————————––––––––––––——————————————————————————————
Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance
expenses, debt service, and non-capital projects.——————————————————————————––––––––––––——————————————————————————————
Fund 20: Hawthorns Endowment. This fund may only be used for expenses required to maintain the value of the
property gifted to Midpen by the Woods family.——————————————————————————––––––––––––——————————————————————————————
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 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA capital
projects and land acquisitions.——————————————————————————––––––––––––——————————————————————————————
Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private.——————————————————————————––––––––––––——————————————————————————————
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
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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.
FY2019-20 Budget by Fund
FY2019-20
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
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 Funds 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
0 924,450 924,450
Committed for Infrastructure
Transfer
(729,105)(729,105)
General Fund Transfers (18,172,800)7,775,425 10,397,375
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
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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
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Property taxes continue to grow as both residential and commercial property markets experience strong demand. To
a large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s economy and
the need to expand commercial facilities to accommodate the increased workforce. The following graph depicts the
historical and projected trend for general fund property tax revenues (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 Forecast FY2019.
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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 Fund 40,412 53,500 140,200 86,700 162%
Fund 30–MAA Land/Capital 12,038,108 10,480,082 9,447,647 (1,032,435)- 10%
Fund 40–General Fund Land/Capital 2,479,760 4,454,184 6,746,595 2,292,411 53%
Fund 50–Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13%
Subtotal Midpen Budget 54,582,844 64,144,691 71,007,853 6,863,162 11%
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 $95,694,791 $74,807,853 ($20,886,938)- 22%
FY2019-20 Budget by Source
●Fund 10–General Fund Operating (49%)
●Fund 20–Hawthorns Fund (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 Operating Fund ■Fund 20–Hawthorns Fund ■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 Operating Fund increase of 11 percent, 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 FUND
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 10 percent, or $1.03 million, in projected annual expenses does not
represent a reduction in effort on Measure AA projects; it reflects a shift in project phases. Fewer MAA projects are
currently in the construction phase. For example, there are over 30 Measure AA 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.
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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 the Sea 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. Midpen will 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-the-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 53 percent in General Fund Capital ($2.3 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 FUND
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 Fund
Unassigned
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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 32,037,100 4,635,500 (27,401,600)- 86%
Measure AA Land and Associated
Costs (Fund 30)
3,578,749 63,000 13,500 (49,500)- 79%
Total Land and Associated Costs 7,204,237 32,100,100 4,649,000 (27,451,100)- 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 $95,694,791 $74,807,853 ($20,886,938)- 22%
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 1,526,754 1,810,593 283,830 19%
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 64,144,691 71,007,853 6,863,162 11%
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 $95,694,791 $74,807,853 ($20,886,938)- 22%
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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) in 2014 is summarized
in the table below. 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.
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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.
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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, raise 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).
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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
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27Section II • Budget and Action Plan FY2019-20
Hawthorns–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 $57.7 million in Measure AA funds will be expended and the proposed FY2019-20
budget brings the total to $64.8 million, or 21.59% 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
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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 0 0 15,347,000 0.00%
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 $57,722,488 $7,039,226 $235,238,286 21.59%
Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26.
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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 Preser vation: 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.
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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
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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 $252.726 billion, resulting in a legal debt limit of $12.636 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.
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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
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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
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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.
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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
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36 Section II • Budget and Action Plan FY2019-20
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 percent 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)(9,542,478)(883,600)4,661,514 (31,336,316)
FY2018-19 Projected Balance $46,088,253 $1,449,482 $36,926,331 $6,160,165 $10,452,678 $101,076,909
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 $29,887,105 $5,237,895 $11,122,763 $94,476,985
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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
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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
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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
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.
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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)
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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’s 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——————————————————————————––––––––––––——————————————————————————————
Fund 30 – Measure AA Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 40 – General Fund Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 50 – Debt Service——————————————————————————––––––––––––——————————————————————————————
The budget can be amended during the year, in accordance with the Board Budget and Expenditure Policy, which
states that increases to any of the four budget categories must be approved by the Board.
DEBT MANAGEMENT POLICY
The Board of Directors adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management
Policy is to establish the overall parameters for issuing, structuring, and administering 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)
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42 Section II • Budget and Action Plan FY2019-20
FUND BALANCE POLICY
During 2014, the Board of Directors 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:
——————————————————————————––––––––––––——————————————————————————————
Non-Spendable fund balance includes amounts that cannot be spent either because they are not in spendable
form, e.g. prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold fund
balance equal to the sum of its non-spendable assets.——————————————————————————––––––––––––——————————————————————————————
Restricted fund balance includes amounts that are constrained for specific purposes which are externally
imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————––––––––––––——————————————————————————————
Committed fund 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
of Directors 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.
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43Section II • Budget and Action Plan FY2019-20
Long Ridge Open Space Preserve by Greg Hughes 44 Section III • Budget and Action Plan FY2019-20
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Section III
Capital Improvement and Action Plan
Russian Ridge Open Space Preserve by Bob Mazawa
45Section III • Budget and Action Plan FY2019-20
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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%
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 $26,231,812 $31,048,062 $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
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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
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 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
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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 (Strategic 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 0 0 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 $0 $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 0 0 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
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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 a five digit project numbers (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 Capital Improvement and Action
Plan (CIAP) project criteria (typically with expenses greater 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 Capital Improvement and Action Plan, 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 3 to 5 years of ongoing monitoring work (for example, ensuring native plants are well established after
being planted can take over 3 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
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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
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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
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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
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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
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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
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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
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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 30,000 23,000 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 $30,000 $23,000 $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 30,000 23,000 0 0 0 53,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $30,000 $23,000 $0 $0 $0 $53,000
59Section III • Budget and Action Plan FY2019-20
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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 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
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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
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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
watershed 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
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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 or 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
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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 OSP to connect to 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
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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 OSP 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
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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
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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 q 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
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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 OSP.
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
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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 OSP for connection to Purisima Creek Redwoods OSP 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
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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
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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
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Natural Resource Protection and Restoration
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
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
61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250
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 the District.Natural Resources
Review of Agricultural Policy in
Agricultural Workforce Housing
Review existing policies, guidelines and practices including the role
of the District in the provision of Agricultural Workforce Housing and
prepare or amend policies accordingly.
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
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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
73Section III • Budget and Action Plan FY2019-20
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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
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74 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 OSP next to Page Mill Road by removing approximately
one hundred 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
75Section III • Budget and Action Plan FY2019-20
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NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop an 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
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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
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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 1 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 the 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
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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 FY 2019. 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 1 of 2). 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
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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
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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
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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 OSP
to support the District’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
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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 the District’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
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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 the District’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
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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
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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 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
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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
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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
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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
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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
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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 3 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
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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
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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
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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
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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 TBD TBD 426,487
MAA17-004 Stevens Creek Nature Trail Bridges, Monte Bello 34,401 TBD TBD 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 (District, 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
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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 Annual CIAP and Budget. 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 $0 $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 $0 $0 $1,344,000
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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
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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
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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
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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
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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
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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
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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 $0 $0 $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 $0 $0 $0 $171,776
103Section III • Budget and Action Plan FY2019-20
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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
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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 San Mateo County on MOU and future transfer rights. Continue design and construction work, with
biomonitoring and County permitting assistance. Work with San Mateo County 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
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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
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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
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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, 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
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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 FY19-20 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
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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 Project Study Report 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
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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 $0 $0 $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 $0 $0 $0 $204,893
111Section III • Budget and Action Plan FY2019-20
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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 $0 $0 $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 $0 $0 $0 $975,343
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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
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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 and stabilize the chapel and 1934 library and install visitor amenities and
interpretation.
FY2019-20 SCOPE
Continue to develop interpretative materials, complete Preservation Maintenance Plan and continue plant installation
and 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 $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
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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
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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
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116 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Mount Umunhum Summit Restoration, Parking, and 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
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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
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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 high beneficial impact 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 $0 $0 $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 $0 $0 $0 $56,000
119Section III • Budget and Action Plan FY2019-20
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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
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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
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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
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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
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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 TBD
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 the District website, to enhance public education.
Visitor Services
Records Management To prepare for the District'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 the Districts 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
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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
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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
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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
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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
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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 & Facilities department. Phase 1 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
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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 the 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
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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
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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
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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 house with San Mateo County. These residences will be improved to provide three rental
residences. The stables structure and Grandma House will be demolished.
FY2019-20 SCOPE
Complete residence upgrades – Phase III
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
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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
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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 the
District’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
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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
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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
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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 enable 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
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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 cycle.
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
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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 re-use, 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 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
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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
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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 construction of radar tower 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
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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
Long Ridge Open Space Preserve by Eric Colton
143Section III • Budget and Action Plan FY2019-20
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Windy Hill Open Space Preserve by Ichiro Asao
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144 Section III • Budget and Action Plan FY2019-20
Section IV
Department Summaries
Midpen Staff by Erin Ashford
145Section IV • Budget and Action Plan FY2019-20
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Monte Bello Open Space Preserve by Jeffrey Schwegman 146 Section IV • Budget and Action Plan FY2019-20
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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.
147Section IV • Budget and Action Plan FY2019-20
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Administrative Services
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 Tech
Accounting
Technician
(Half-time)
Senior
Accountant
Senior Finance
and Accounting
Technician
Management
Analyst I
Management
Analyst I
Budget and
Analysis
Manager
Procurement
and Contacts
Specialist
Finance
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Senior Finance
and Accounting
Technician
(Half-time)
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148 Section IV • Budget and Action Plan FY2019-20
Administrative
Assistant
MISSION STATEMENT
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 & Contracts Specialist 1 1 1 1 0
Sr. Accountant 1 1 1 1 0
Sr. Accounting Technician 2 2 1 2 1
Training & Safety Specialist 1 1 1 1 0
Total FTE 24.75 24.75 26.75 27.75 1
149Section IV • Budget and Action Plan FY2019-20
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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%
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150 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
151Section IV • Budget and Action Plan FY2019-20
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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
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152 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——————————————————————————––––––––––––——————————————————————————————
153Section IV • Budget and Action Plan FY2019-20
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Windy Hill Open Space Preserve by Kate Pittman
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154 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
155Section IV • Budget and Action Plan FY2019-20
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156 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
157Section IV • Budget and Action Plan FY2019-20
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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%
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158 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
159Section IV • Budget and Action Plan FY2019-20
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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%
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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)
Property
Management
Specialist I 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
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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
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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
163Section IV • Budget and Action Plan FY2019-20
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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%
Long Ridge Open Space Preserve by Eric Colton
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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
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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.
Bear Creek Redwoods Open Space Preserve by Midpen Staff
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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 Review of Agricultural Policy 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.
167Section IV • Budget and Action Plan FY2019-20
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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%
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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
169Section IV • Budget and Action Plan FY2019-20
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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.
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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%
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Russian Ridge Open Space Preserve by Julia Davies
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Public Affairs Department
MISSION STATEMENT
Educate and 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 the 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 2 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%
173Section IV • Budget and Action Plan FY2019-20
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174 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
175Section IV • Budget and Action Plan FY2019-20
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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.
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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
177Section IV • Budget and Action Plan FY2019-20
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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 553,434 487,000 835,500 348,500 72%
Measure AA Capital 3,578,749 63,000 13,500 (49,500)-79%
Total Capital Expenditures 4,132,183 550,000 849,000 299,000 54%
Total Real Property Expenditures 4,891,287 1,526,754 1,810,593 283,839 19%
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 $33,076,854 $5,610,593 ($27,466,261)-83%
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178 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.
179Section IV • Budget and Action Plan FY2019-20
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180 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
181Vision Plan Actions Overview • Budget and Action Plan FY2019-20
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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 Conser vation 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 Fisher y 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 Conser vation 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——————————————————————————––––––––––––————————————————————————————————
182 Section IV • Budget and Action Plan FY2019-20
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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——————————————————————————––––––––––––————————————————————————————————
183Glossary • Budget and Action Plan FY2019-20
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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 Disability 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 Disability Act The ADA is a civil rights law that prohibits discrimination against individuals with
disabilities in all areas of public life, including all public and private places that
are open to the general public.——————————————————————————––––––––––––————————————————————————————————
AO Administrative Office (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——————————————————————————––––––––––––————————————————————————————————
184 Glossary • Budget and Action Plan FY2019-20
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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 Mjdpen’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 ser vice 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 Unreser ved 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 deliver y 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.——————————————————————————––––––––––––———————————————————————————————
185Glossary • Budget and Action Plan FY2019-20
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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 GIS software——————————————————————————––––––––––––————————————————————————————————Fiscal Year 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——————————————————————————––––––––––––————————————————————————————————
186 Glossary • Budget and Action Plan FY2019-20
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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)——————————————————————————––––––––––––————————————————————————————————
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 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 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 Ser vices and Supplies.——————————————————————————––––––––––––————————————————————————————————
OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————
OSP Open Space Preserve——————————————————————————––––––––––––————————————————————————————————
PA Public Affairs (Department)——————————————————————————––––––––––––————————————————————————————————Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
Santa Cruz counties.——————————————————————————––––––––––––————————————————————————————————
PL Planning (Department)——————————————————————————––––––––––––————————————————————————————————
187Glossary • Budget and Action Plan FY2019-20
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
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.——————————————————————————––––––––––––————————————————————————————————
Proprietary Funds Used to account for activities that are similar to activities that may be performed
by a commercial enterprise. The purpose of the proprietary fund is to provide
a service or product at a reasonable cost. Midpen’s only proprietary funds are
internal service funds.——————————————————————————––––––––––––————————————————————————————————
Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––————————————————————————————————
Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not
appropriate for expenditure; and (2) an account used to earmark a portion of fund
equity as legally segregated for a specific future use.——————————————————————————––––––––––––————————————————————————————————
Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the
subsequent accounting period, including items such as encumbrances, inventory,
prepaid items, and notes receivable.——————————————————————————––––––––––––————————————————————————————————Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the
fiscal year.——————————————————————————––––––––––––————————————————————————————————
Revenue The amount of funds received by 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——————————————————————————––––––––––––————————————————————————————————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 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——————————————————————————––––––––––––————————————————————————————————
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
Budget and Action Plan 2019-20
—————————————————————————————————————————————————————————
ADOPTED JUNE XX, 2019
Midpeninsula Regional Open Space District
DRAFT: June 12, 2019
Rancho San Antonio Open Space Preserve by Michelle Yau
FRONT COVER PHOTO CREDITS
Top: Sierra Azul Open Space Preserve by Carol Daniels
Lower Left: Cooley Landing Education Center 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
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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
46
51
71
94
SECTION III: CAPITAL IMPROVEMENT AND ACTION PLAN
Capital Improvement and Action Plan Overview
Land Acquisition and Preservation
Natural Resource Protection and Restoration
Public Access, Education and Outreach
124 Infrastructure (Vehicles, Equipment, Facilities) and Other
145 SECTION IV: DEPARTMENT SUMMARIES
147 Department Overview
148 Administrative Services
152 Engineering and Construction
156 Office of the General Counsel
158 Office of the General Manager
160 Land and Facilities Services
164 Natural Resources
168 Planning
172 Public Affairs
174 Real Property
178 Visitor Services
181 VISION PLAN ACTIONS OVERVIEW
183 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 Midpen
preserves. 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 percent of the budget, and the remaining includes salaries and benefits (34 percent),
services and supplies (15 percent) and annual debt service obligations (24 percent). Annual revenues are projected
at $64.4 million, with bond reimbursements ($8.9 million) and other funding sources ($2.2 million) balancing a
budget of $74.8 million.
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 is 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
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2 Section I • Budget and Action Plan FY2019-20
3Section I • Budget and Action Plan FY2019-20
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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,
Portolla 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——————————————————————————––––––––––––————————————————————————————————
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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 Nathan Cai
5Section I • Budget and Action Plan FY2019-20
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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
Action Plan and Budget.
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 5 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
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Regional Map
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8 Section I • Budget and Action Plan FY2019-20
Resolution No. 19-XX
9Section I • Budget and Action Plan FY2019-20
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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
182.95 Full-Time
Employees
Over 2 Million
Visitors Per Year
$74.8 Million
Budget
760,000
Residents
11Section I • Budget and Action Plan FY2019-20
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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.
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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
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
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 Ser vices **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
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Bear Creek Redwoods Open Space Preserve by Alisha Laborico14Section I • Budget and Action Plan FY2019-20
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Section II
Budget Summary and Overview
Russian Ridge Open Space Preserve by Samantha Tan
15Section II • Budget and Action Plan FY2019-20
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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:
——————————————————————————––––––––––––——————————————————————————————
Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance
expenses, debt service, and non-capital projects.——————————————————————————––––––––––––——————————————————————————————
Fund 20: Hawthorns Endowment. This fund may only be used for expenses required to maintain the value of the
property gifted to Midpen by the Woods family.——————————————————————————––––––––––––——————————————————————————————
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 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA capital
projects and land acquisitions.——————————————————————————––––––––––––——————————————————————————————
Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private.——————————————————————————––––––––––––——————————————————————————————
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
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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.
FY2019-20 Budget by Fund
FY2019-20
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
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 Funds 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
0 924,450 924,450
Committed for Infrastructure
Transfer
(729,105)(729,105)
General Fund Transfers (18,172,800)7,775,425 10,397,375
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
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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
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Property taxes continue to grow as both residential and commercial property markets experience strong demand. To
a large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s economy and
the need to expand commercial facilities to accommodate the increased workforce. The following graph depicts the
historical and projected trend for general fund property tax revenues (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 Forecast FY2019.
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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 Fund 40,412 53,500 140,200 86,700 162%
Fund 30–MAA Land/Capital 12,038,108 10,480,082 9,447,647 (1,032,435)- 10%
Fund 40–General Fund Land/Capital 2,479,760 4,454,184 6,746,595 2,292,411 53%
Fund 50–Debt Service 12,605,796 15,670,990 17,669,563 1,998,573 13%
Subtotal Midpen Budget 54,582,844 64,144,691 71,007,853 6,863,162 11%
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 $95,694,791 $74,807,853 ($20,886,938)- 22%
FY2019-20 Budget by Source
●Fund 10–General Fund Operating (49%)
●Fund 20–Hawthorns Fund (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 Operating Fund ■Fund 20–Hawthorns Fund ■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 Operating Fund increase of 11 percent, 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 FUND
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 10 percent, or $1.03 million, in projected annual expenses does not
represent a reduction in effort on Measure AA projects; it reflects a shift in project phases. Fewer MAA projects are
currently in the construction phase. For example, there are over 30 Measure AA 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.
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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 the Sea 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. Midpen will 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-the-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 53 percent in General Fund Capital ($2.3 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 FUND
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 Fund
Unassigned
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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 32,037,100 4,635,500 (27,401,600)- 86%
Measure AA Land and Associated
Costs (Fund 30)
3,578,749 63,000 13,500 (49,500)- 79%
Total Land and Associated Costs 7,204,237 32,100,100 4,649,000 (27,451,100)- 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 $95,694,791 $74,807,853 ($20,886,938)- 22%
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 1,526,754 1,810,593 283,830 19%
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 64,144,691 71,007,853 6,863,162 11%
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 $95,694,791 $74,807,853 ($20,886,938)- 22%
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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) in 2014 is summarized
in the table below. 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.
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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.
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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, raise 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).
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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
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27Section II • Budget and Action Plan FY2019-20
Hawthorns–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 $57.7 million in Measure AA funds will be expended and the proposed FY2019-20
budget brings the total to $64.8 million, or 21.59% 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
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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 0 0 15,347,000 0.00%
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 $57,722,488 $7,039,226 $235,238,286 21.59%
Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26.
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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 Preser vation: 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.
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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
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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 $252.726 billion, resulting in a legal debt limit of $12.636 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.
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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
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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
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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.
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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
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36 Section II • Budget and Action Plan FY2019-20
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 percent 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)(9,542,478)(883,600)4,661,514 (31,336,316)
FY2018-19 Projected Balance $46,088,253 $1,449,482 $36,926,331 $6,160,165 $10,452,678 $101,076,909
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 $29,887,105 $5,237,895 $11,122,763 $94,476,985
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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
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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
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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
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.
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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)
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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’s 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——————————————————————————––––––––––––——————————————————————————————
Fund 30 – Measure AA Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 40 – General Fund Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 50 – Debt Service——————————————————————————––––––––––––——————————————————————————————
The budget can be amended during the year, in accordance with the Board Budget and Expenditure Policy, which
states that increases to any of the four budget categories must be approved by the Board.
DEBT MANAGEMENT POLICY
The Board of Directors adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management
Policy is to establish the overall parameters for issuing, structuring, and administering 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)
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42 Section II • Budget and Action Plan FY2019-20
FUND BALANCE POLICY
During 2014, the Board of Directors 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:
——————————————————————————––––––––––––——————————————————————————————
Non-Spendable fund balance includes amounts that cannot be spent either because they are not in spendable
form, e.g. prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold fund
balance equal to the sum of its non-spendable assets.——————————————————————————––––––––––––——————————————————————————————
Restricted fund balance includes amounts that are constrained for specific purposes which are externally
imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————––––––––––––——————————————————————————————
Committed fund 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
of Directors 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.
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43Section II • Budget and Action Plan FY2019-20
Long Ridge Open Space Preserve by Greg Hughes 44 Section III • Budget and Action Plan FY2019-20
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Section III
Capital Improvement and Action Plan
Russian Ridge Open Space Preserve by Bob Mazawa
45Section III • Budget and Action Plan FY2019-20
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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%
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 $26,231,812 $31,048,062 $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
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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
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 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
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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 (Strategic 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 0 0 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 $0 $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 0 0 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
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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 a five digit project numbers (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 Capital Improvement and Action
Plan (CIAP) project criteria (typically with expenses greater 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 Capital Improvement and Action Plan, 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 3 to 5 years of ongoing monitoring work (for example, ensuring native plants are well established after
being planted can take over 3 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
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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
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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
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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
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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
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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
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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
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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 30,000 23,000 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 $30,000 $23,000 $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 30,000 23,000 0 0 0 53,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $30,000 $23,000 $0 $0 $0 $53,000
59Section III • Budget and Action Plan FY2019-20
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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 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
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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
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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
watershed 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
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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 or 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
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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 OSP to connect to 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
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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 OSP 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
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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
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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 q 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
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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 OSP.
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
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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 OSP for connection to Purisima Creek Redwoods OSP 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
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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
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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
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Natural Resource Protection and Restoration
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
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
61008 Los Trancos–Page Mill Eucalyptus Removal $109,250 $0 $0 $109,250
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 the District.Natural Resources
Review of Agricultural Policy in
Agricultural Workforce Housing
Review existing policies, guidelines and practices including the role
of the District in the provision of Agricultural Workforce Housing and
prepare or amend policies accordingly.
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
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72 Section III • Budget and Action Plan FY2019-20
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
73Section III • Budget and Action Plan FY2019-20
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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
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74 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 OSP next to Page Mill Road by removing approximately
one hundred 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
75Section III • Budget and Action Plan FY2019-20
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NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop an 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
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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
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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 1 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 the 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
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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 FY 2019. 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 1 of 2). 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
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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
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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
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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 OSP
to support the District’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
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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 the District’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
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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 the District’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
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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
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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 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
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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
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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
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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
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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
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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 3 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
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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
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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
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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
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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 TBD TBD 426,487
MAA17-004 Stevens Creek Nature Trail Bridges, Monte Bello 34,401 TBD TBD 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 (District, 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
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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 Annual CIAP and Budget. 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 $0 $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 $0 $0 $1,344,000
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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
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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
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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
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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
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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
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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
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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 $0 $0 $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 $0 $0 $0 $171,776
103Section III • Budget and Action Plan FY2019-20
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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
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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 San Mateo County on MOU and future transfer rights. Continue design and construction work, with
biomonitoring and County permitting assistance. Work with San Mateo County 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
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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
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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
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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, 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
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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 FY19-20 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
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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 Project Study Report 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
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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 $0 $0 $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 $0 $0 $0 $204,893
111Section III • Budget and Action Plan FY2019-20
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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 $0 $0 $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 $0 $0 $0 $975,343
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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
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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 and stabilize the chapel and 1934 library and install visitor amenities and
interpretation.
FY2019-20 SCOPE
Continue to develop interpretative materials, complete Preservation Maintenance Plan and continue plant installation
and 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 $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
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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
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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
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116 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Mount Umunhum Summit Restoration, Parking, and 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
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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
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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 high beneficial impact 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 $0 $0 $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 $0 $0 $0 $56,000
119Section III • Budget and Action Plan FY2019-20
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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
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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
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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
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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
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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 TBD
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 the District website, to enhance public education.
Visitor Services
Records Management To prepare for the District'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 the Districts 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
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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
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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
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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
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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
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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 & Facilities department. Phase 1 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
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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 the 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
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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
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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
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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 house with San Mateo County. These residences will be improved to provide three rental
residences. The stables structure and Grandma House will be demolished.
FY2019-20 SCOPE
Complete residence upgrades – Phase III
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
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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
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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 the
District’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
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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
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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
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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 enable 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
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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 cycle.
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
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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 re-use, 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 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
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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
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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 construction of radar tower 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
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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
Long Ridge Open Space Preserve by Eric Colton
143Section III • Budget and Action Plan FY2019-20
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Windy Hill Open Space Preserve by Ichiro Asao
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144 Section III • Budget and Action Plan FY2019-20
Section IV
Department Summaries
Midpen Staff by Erin Ashford
145Section IV • Budget and Action Plan FY2019-20
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Monte Bello Open Space Preserve by Jeffrey Schwegman 146 Section IV • Budget and Action Plan FY2019-20
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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.
147Section IV • Budget and Action Plan FY2019-20
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Administrative Services
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 Tech
Accounting
Technician
(Half-time)
Senior
Accountant
Senior Finance
and Accounting
Technician
Management
Analyst I
Management
Analyst I
Budget and
Analysis
Manager
Procurement
and Contacts
Specialist
Finance
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Senior Finance
and Accounting
Technician
(Half-time)
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148 Section IV • Budget and Action Plan FY2019-20
Administrative
Assistant
MISSION STATEMENT
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 & Contracts Specialist 1 1 1 1 0
Sr. Accountant 1 1 1 1 0
Sr. Accounting Technician 2 2 1 2 1
Training & Safety Specialist 1 1 1 1 0
Total FTE 24.75 24.75 26.75 27.75 1
149Section IV • Budget and Action Plan FY2019-20
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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%
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150 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
151Section IV • Budget and Action Plan FY2019-20
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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
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152 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——————————————————————————––––––––––––——————————————————————————————
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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
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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
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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%
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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
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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%
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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)
Property
Management
Specialist I 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
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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
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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
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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%
Long Ridge Open Space Preserve by Eric Colton
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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
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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.
Bear Creek Redwoods Open Space Preserve by Midpen Staff
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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 Review of Agricultural Policy 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.
167Section IV • Budget and Action Plan FY2019-20
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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%
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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
169Section IV • Budget and Action Plan FY2019-20
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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.
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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%
171Section IV • Budget and Action Plan FY2019-20
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Russian Ridge Open Space Preserve by Julia Davies
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172 Section IV • Budget and Action Plan FY2019-20
Public Affairs Department
MISSION STATEMENT
Educate and 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 the 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 2 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%
173Section IV • Budget and Action Plan FY2019-20
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174 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
175Section IV • Budget and Action Plan FY2019-20
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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.
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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
177Section IV • Budget and Action Plan FY2019-20
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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 553,434 487,000 835,500 348,500 72%
Measure AA Capital 3,578,749 63,000 13,500 (49,500)-79%
Total Capital Expenditures 4,132,183 550,000 849,000 299,000 54%
Total Real Property Expenditures 4,891,287 1,526,754 1,810,593 283,839 19%
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 $33,076,854 $5,610,593 ($27,466,261)-83%
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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.
179Section IV • Budget and Action Plan FY2019-20
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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
181Vision Plan Actions Overview • Budget and Action Plan FY2019-20
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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 Conser vation 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 Fisher y 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 Conser vation 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——————————————————————————––––––––––––————————————————————————————————
182 Section IV • Budget and Action Plan FY2019-20
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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——————————————————————————––––––––––––————————————————————————————————
183Glossary • Budget and Action Plan FY2019-20
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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 Disability 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 Disability Act The ADA is a civil rights law that prohibits discrimination against individuals with
disabilities in all areas of public life, including all public and private places that
are open to the general public.——————————————————————————––––––––––––————————————————————————————————
AO Administrative Office (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——————————————————————————––––––––––––————————————————————————————————
184 Glossary • Budget and Action Plan FY2019-20
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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 Mjdpen’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 ser vice 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 Unreser ved 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 deliver y 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.——————————————————————————––––––––––––———————————————————————————————
185Glossary • Budget and Action Plan FY2019-20
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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 GIS software——————————————————————————––––––––––––————————————————————————————————Fiscal Year 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——————————————————————————––––––––––––————————————————————————————————
186 Glossary • Budget and Action Plan FY2019-20
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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)——————————————————————————––––––––––––————————————————————————————————
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 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 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 Ser vices and Supplies.——————————————————————————––––––––––––————————————————————————————————
OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————
OSP Open Space Preserve——————————————————————————––––––––––––————————————————————————————————
PA Public Affairs (Department)——————————————————————————––––––––––––————————————————————————————————Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and
Santa Cruz counties.——————————————————————————––––––––––––————————————————————————————————
PL Planning (Department)——————————————————————————––––––––––––————————————————————————————————
187Glossary • Budget and Action Plan FY2019-20
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
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.——————————————————————————––––––––––––————————————————————————————————
Proprietary Funds Used to account for activities that are similar to activities that may be performed
by a commercial enterprise. The purpose of the proprietary fund is to provide
a service or product at a reasonable cost. Midpen’s only proprietary funds are
internal service funds.——————————————————————————––––––––––––————————————————————————————————
Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––————————————————————————————————
Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not
appropriate for expenditure; and (2) an account used to earmark a portion of fund
equity as legally segregated for a specific future use.——————————————————————————––––––––––––————————————————————————————————
Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the
subsequent accounting period, including items such as encumbrances, inventory,
prepaid items, and notes receivable.——————————————————————————––––––––––––————————————————————————————————Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the
fiscal year.——————————————————————————––––––––––––————————————————————————————————
Revenue The amount of funds received by 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——————————————————————————––––––––––––————————————————————————————————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 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——————————————————————————––––––––––––————————————————————————————————
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
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Meeting 19-15
June 12, 2019
AGENDA ITEM 8
AGENDA ITEM
Consideration of the Controller’s Report on the Proposed Fiscal Year 2019-20 Budget
CONTROLLER’S RECOMMENDATION
Approve the Controller’s Report on the Fiscal Year 2019-20 Budget.
SUMMARY
Beginning cash balances, estimated at a total of $101.2 million, and projected Fiscal Year (FY)
2019-20 revenues are adequate to cover budgeted debt service, operating expenses, capital
expenditures, and reserve requirements. Midpeninsula Regional Open Space District (District)
long-term financial projections indicate that the proposed FY2019-20 budget is sustainable and
consistent with District long-term plans and objectives.
DISCUSSION
The first attachment, FY2018-19 Review, compares my current forecast of FY2018-19 revenues
and expenditures to the projections presented in my June 13, 2018 Controller’s Report. Fiscal
Year 2018-19 revenues are higher and spending lower than projected a year ago, leading to $14
million larger forecasted year-end cash balances. The District will begin the new fiscal year with
cash balances totaling about $101.2 million -- $52.6 million in the general fund, $45.3 million in
the Measure AA (MAA) fund, $1.5 million in the Hawthorn endowment fund, and $1.7 million
in the bond premium account.
Current year tax revenue is exceeding expectations by about $1.0 million (4%) due mostly to
surprisingly large collections of supplemental taxes and redevelopment-related taxes. We are
also experiencing significant positive variances in donations and in rental income (due to non-
budgeted income from tenants in 5050 El Camino Real). General fund operational spending is
again below budget (probably by 10-15%) and below my June 2018 projection, which assumed
modest underspending. We plan to use the approximately $2.0 million favorable variance in
compensation expense to fund a $2.0 million pension pre-payment in June 2019. Depending on
CalPERS earnings in 2018-19 this should raise our funded ratio up toward 90%. General fund
capital spending was dominated by the purchase of 5050 El Camino Real; other general fund
capital spending is again under the original budget (probably by 45%) and about $2.0 million
under my June 2018 projection.
In November 2018, the Board approved the addition of $13.0 million to committed general fund
reserves. With the addition of another $0.3 million for future repayment of the Hunt note, the
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committed general fund reserve balance would be $24.1 million at the end of June 2019, leaving
an estimated $28.5 million non-committed fund balance, well above the minimum policy
requirement of 30% of next year’s budgeted tax revenue.
The second attachment, FY2019-20 Cash Projection, summarizes the proposed budget and my
estimate of projected FY2019-20 results, breaking the income and spending into three sections:
[1] the general fund, [2] the MAA capital fund, and [3] the Hawthorn endowment fund. The first
column lists a summary of the proposed FY2019-20 budget. The second column shows my
expectations, based on experience, of probable budget variances, including likely unbudgeted
land purchases. The estimated beginning cash balances assume completion of a $2.2 million
land purchase in June and other capital and contract expenditures in the last two months of the
current fiscal year, some of which could be delayed into FY2019-20.
The third attachment, MROSD 30 Year Cash Flow Projection (FY20-49), includes the above
projected FY2018-19 and 2019-20 numbers in the first two columns, and then projects forward
year by year through FY2048-49 utilizing current staff estimates and updated assumptions. The
proposed FY2019-20 budget fits comfortably within the long-term model. This model includes a
few changes worth noting: [a] addition of an expenditure line for general fund land acquisitions,
which have become significant; [b] an increase of base general fund capital expenditures from
$4.0 million per year to $5.0 million; and [c] an increase of the ratio of projected grant income to
MAA spending from 6% to 7%, due to a more successful grant program.
FY2019-20 General Fund Revenue
General fund tax revenue to be received between July 1, 2019 and June 30, 2020 is budgeted at
$52.1 million, a projected annual increase of 6.0%. This reflects a projected 6.6% increase in
general fund current secured and unsecured property taxes, a 2.0% increase in redevelopment-
related taxes, and a 6.0% decrease in supplemental property taxes (which assumes a possible
slowdown in real estate transactions). This compares to an estimated 7.9% increase in general
fund property tax revenue in the current fiscal year. The latest assessed valuation (AV)
information indicates tax revenue will probably exceed this budget by at least $250,000 and this
higher amount is shown in the adjustment column of Attachment 2. The average annual increase
in general fund tax revenue over the ten years ending June 30, 2019, has been 5.5%, including
the impact of the deep recession in 2009-12. The average AV increase over the last seven years
has been 7.5%. Tax revenue represents 93% of total budgeted general fund revenue. Projected
non-tax general fund revenue includes $730,000 of net rental income from 5050 El Camino Real
and $296,300 of grant income from Santa Clara Valley Water District.
FY2019-20 General Fund Expenditures
1. Operating Expenses are budgeted at $37.0 million, or 71% of projected general fund tax
revenue. If the District spends 92% of this operating budget, a higher percentage than
the current year, operating spending would be at 65% of tax revenue. My projection
assumes that we would choose to utilize about half of this projected underspending to
make an additional pension pre-payment, leaving actual operating spending at 96% of
budget and 68% of tax revenue—a level which is compatible with the long-term
financial model. At 92% of budget, operating spending would be up about 16% over my
forecast for current year actual spending (excluding the planned $2.0 million June 2019
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pension pre-payment).
2. Non-MAA Capital Expenditures: The budget includes $10.5 million for capital
expenditure (capex) projects that do not qualify for MAA funding. Attachment 2 breaks
this general fund capex into three lines: one for new staff facilities, one for general fund
land acquisitions, and another for other general fund capex. The budget includes $1.9
million related to new staff facilities, $3.8 million for land acquisition, and $4.9 million
for other general fund capex. As shown in the middle column, I have assumed the
completion of one additional $1.6 million general fund land acquisition, and that 8% of
the budgeted other general fund capex is delayed into the next fiscal year.
3. Debt Service: The debt service requirement for non-MAA debt for FY2019-20 is $10.4
million, down 5% from the current year.
General Fund Reserves
If all general fund revenues, expenditures and reimbursements occur as projected, the June 30,
2020 general fund cash balance would be $52.9 million, $0.3 million higher than the starting
balance. If we make no net changes to committed reserves, the non-committed fund balance
would be about 53% of the following year budgeted tax revenue -- well above requirements.
FY2019-20 MAA Tax, Grant and Interest Revenue
This year’s MAA tax levy must cover debt service requirements of the 2015 and 2018 Series
General Obligation (GO) Bonds in September 2019, March 2020 and September 2020, net of
existing cash and bond premium fund balances. Goodwin Consulting Group, our tax
administration consultant, will be providing its tax rate recommendation later this month or in
early July. We will bring this recommendation to the Board in July, for review and approval.
Pending Goodwin’s calculations, MAA tax revenue is budgeted at $5.4 million. Grant revenue
tied to MAA projects is budgeted at $2.1 million.. Interest income on MAA funds should total
around $0.9 million.
FY2019-20 MAA Fund Capital Expenditures
The budget includes $9.4 million of MAA capex, excluding purchases of land. Based on
information from Real Property, I project MAA-funded land purchases at $7.8 million, for total
projected MAA capex spending of $17.2 million.
FY2019-20 MAA Debt Service
Scheduled debt service on outstanding GO bonds totals $7.2 million in 2019-20. This will be
partially offset by $1.6 million of funding from our bond premium account, leaving net MAA
debt service payments of $5.6 million. This is the final transfer of the $3.9 million of bond
premium from the 2018 GO bonds.
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MAA Fund Balance
Given the expected revenues, expenditures and general fund reimbursements, the MAA fund
balance at the end of June 2020 would be about $29.1 million. This should be adequate to fund
MAA activity in FY2020-21, without a further sale of GO bonds.
Hawthorn Endowment
The budget includes $140,200 of spending from the Hawthorn endowment. If spent, this would
reduce the endowment fund to $1.4 million at June 30, 2020.
Updated Long-Term Financial Model
I have updated the model with the latest thinking about potential land acquisitions (both MAA
and general fund), facility renovation costs, grant income, and the base level of general fund
capex needed to cover both capital improvements and restoration projects. It has become clear
that capex spending on both staff facilities and land acquisition is likely to be very heavy in
FY2020-21 and 2021-22, using up existing GO bond and parity bond proceeds and committed
infrastructure reserves, indicating the need for the next issuance of MAA bonds in FY2021-22,
probably in the $45 million range. However, even with the historically conservative assumption
of tax revenue growth dropping to 3.5% per year starting in FY2021-22, the model continues to
support the growth of operational and general fund capex funding at least at the levels called for
in the FOSM plan, and provides a base level of $1.5 million per year for general fund land
acquisitions. The model continues to assume the sale of the current headquarters building in
FY2022-23 for approximately $10 million. The last maturity of our current general fund debt is
in FY2038-39, so we have considerable unused general fund financing capacity should that
become necessary.
The original plans for $300 million MAA program bond funding over thirty years at a maximum
tax rate of $3.18 assumed long-term AV growth of 4.5% per year (compared to our historical
growth over 40 years of over 6%). Because of the strong AV growth since 2015, the model
indicates that, even at the more conservative 3.5% AV growth assumption, we will have MAA
funding to complete the program three years early.
Overall, the proposed FY2019-20 budget is consistent with our long-term financial plans, and the
model indicates that the District remains on a prudent, sustainable financial path.
FISCAL IMPACT
There are no unbudgeted fiscal impacts associated with this agenda item.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
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CEQA COMPLIANCE
Board review of the Controller’s Report is not a project under the California Environmental
Quality Act and no environmental review is required.
NEXT STEPS
Following this Agenda Item, the Board will be asked to evaluate the FY2018-19 Budget in view
of the information contained in the Controller’s report.
Attachments:
1. FY 2018-19 Review
2. FY 2019-20 Cash Projection
3. MROSD 30 Year Cash Flow Projection
Prepared by:
Michael L. Foster, Controller
FY18-19FINREV 11:50 AM5/22/2019
June 2018 May 2019 Forecast
Projected Forecast Variance
EST. BEGINNING GENERAL CASH 73.64 75.94 2.30
GENERAL FUND TAX REVENUE 48.31 49.34 1.03
SANTA CLARA COUNTY PARKS 0.37 0.37 0.00
PROPERTY MANAGEMENT 1.04 1.63 0.59 5050 El Cam
INTEREST INCOME 1.04 1.23 0.19
OTHER INCOME 0.10 0.57 0.47 Donations
TOTAL GENERAL FUND REVENUE 50.87 53.14 2.27
OPERATING EXPENSES 32.53 29.32 (3.21)88% of budget
PENSION PREPAYMENT 2.00 2.00
NEW FACILITIES (net of $3M deposit)29.91 29.05 (0.86)
NON-MAA CAPITAL SPENDING 5.30 3.40 (1.90)55% of budget
NON-MAA DEBT SERVICE 11.02 11.02 0.00
TOTAL GENERAL FUND SPENDING 78.76 74.79 (3.97)95% of budget
OPERATING CASH FLOW (27.89)(21.65)6.24
NET MAA REIMBURSEMENTS 0.60 (1.65)(2.25)
ENDING GENERAL FUND CASH 46.35 52.64 6.29
COMMITTED RESERVES 11.30 24.10 12.80
AVAILABLE GENERAL FUND CASH 35.05 28.54 (6.51)
EST. BEGINNING MMA FUND CASH 49.68 51.37 1.69
MAA DEBT SERVICE 2.59 2.59 0.00
MAA TAX REVENUE 5.73 5.14 (0.59)
INTEREST INCOME 0.94 1.16 0.22
GRANT INCOME 1.01 1.24 0.23 Facebook
MAA CAPITAL SPENDING 11.86 10.54 (1.32)71% of budget
MAA LAND PURCHASES 5.00 2.25 (2.75)
REIMBURSE THE GENERAL FUND 16.46 9.80 (6.66)
ENDING MAA FUND CASH BALANCE 37.31 45.28 7.98
BEGINNING HAWTHORN CASH 1.53 1.54 0.01
HAWTHORNE INTEREST 0.04 0.04 0.00
HAWTHORNE SPENDING 0.12 0.05 (0.07)
ENDING HAWTHORN FUND CASH 1.44 1.53 0.08
ENDING BOND PREMIUM CASH 1.63 1.71 0.08
ENDING TOTAL CASH BALANCES 86.74 101.16 14.43
($Millions)
FY2018-19 Review
ATTACHMENT 1
FY19-20BUDGET 10:38 AM5/31/2019
BUDGET adjust Projected
EST. BEGINNING GENERAL CASH 52.64 52.64
GENERAL FUND TAX REVENUE 52.06 0.25 52.30
SANTA CLARA COUNTY PARKS 0.38 0.38
PROPERTY MANAGEMENT 2.06 2.06
INTEREST INCOME 1.08 1.08
OTHER INCOME 0.40 0.40
TOTAL GENERAL FUND REVENUE 55.97 56.22
OPERATING EXPENSES 37.00 -8%34.04
PENSION PRE-PAYMENT 1.50
NEW FACILITY CAPEX 1.93 1.93
NON-MAA LAND ACQUISITION 3.75 1.56 5.31
NON-MAA CAPITAL SPENDING 4.87 -8%4.48
NON-MAA DEBT SERVICE 10.40 10.40
TOTAL GENERAL FUND SPENDING 57.95 57.66
OPERATING CASH FLOW (1.98)(1.44)
NET REIMBURSEMENTS 1.75
ENDING GENERAL FUND CASH 50.66 52.94
COMMITTED RESERVES 24.10 24.10
AVAILABLE GENERAL FUND CASH 26.56 28.84
EST. BEGINNING MMA FUND CASH 45.28 45.28
MAA DEBT SERVICE 7.27 (1.63)5.64
MAA TAX REVENUE 5.44 5.44
INTEREST INCOME 0.87 0.87
GRANT INCOME 2.11 2.11
MAA CAPITAL SPENDING 9.45 9.45
MAA LAND PURCHASES 0.00 7.75 7.75
REIMBURSE THE GENERAL FUND 8.99 16.83
ENDING MAA FUND CASH BALANCE 35.33 29.12
BEGINNING HAWTHORN CASH 1.53 1.53
HAWTHORNE INTEREST 0.04 0.04
HAWTHORNE SPENDING 0.14 0.14
ENDING HAWTHORN FUND CASH 1.43 1.43
ENDING BOND PREMIUM CASH 0.08 0.08
ENDING TOTAL CASH BALANCES 87.50 83.57
FY2019-20 Cash Projection
Attachment 2
30YRCF051619
10:38 AM5/31/2019
MROSD 30 YEAR CASH FLOW PROJECTION (FY20-49) ($Millions) 5/22/19
TAX GROWTH STARTING 21-22: 3.5 %GenFund CAPEX BASE:$5.0 M GenFund LAND ACQ:$1.5 M/yr
OPEX GROWTH STARTING 21-22: 5.5 %GenFund CAPEX GR:4.0 %22-23- to 33-34 RESERVE INCR:$1.5 M/yr
OPEX GR > TAX GR:2.0 %GRANTS/MAA CAPEX:7 %OTHER REVENUE GR:2 %
FISCAL YEAR: 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33 33-34 FY20-34
BEGINNING GEN CASH 75.94 52.64 52.94 47.86 31.91 41.81 46.13 50.01 53.31 56.80 59.94 64.27 67.95 70.19 71.38 71.45
TAX REVENUE 49.34 52.30 54.92 56.84 58.83 60.89 63.02 65.23 67.51 69.87 72.32 74.85 77.47 80.18 82.99 85.89 1023.1
AO FACILITY REVENUE 0.53 0.73 0.08 10.42 0.43 0.44 0.45 0.46 0.48 0.48 0.49 0.50 0.25 15.2
OTHER REVENUE 3.28 3.19 2.85 2.91 2.97 3.33 3.39 3.46 3.53 3.60 3.67 3.75 3.82 3.90 3.98 4.05 52.4
OPERATING REVENUES 53.14 56.22 57.85 59.75 72.22 64.65 66.85 69.14 71.50 73.95 76.47 79.09 81.79 84.33 86.96 89.94 1090.7
OPERATING EXPENSES 31.32 35.54 36.76 38.79 40.60 42.83 45.19 47.67 49.79 52.53 55.42 58.47 61.69 65.08 68.66 72.43 771.5
Operating Exp/Taxes 63%68%67%68%69%70%72%73%74%75%77%78%80%81%83%84%
GenFund CAPEX 3.40 4.48 5.00 5.20 5.41 5.62 5.85 6.08 6.33 6.58 6.84 7.12 7.40 7.70 8.01 8.33 95.9
GenFund LAND ACQ 5.31 3.75 1.50 1.53 1.56 1.59 1.62 1.66 1.69 1.72 1.76 1.79 1.83 1.87 1.90 31.1
NEW FACILITIES 32.05 1.93 6.73 19.48 2.50 30.6
DEPOSITS/ADJUSTMENTS -1.35 -1.75
GenFund DEBT SERVICE 11.02 10.40 10.68 10.74 12.28 10.31 10.34 10.46 10.23 10.00 8.16 8.06 8.67 8.54 8.36 8.16 145.4
GenFund SPENDING 76.44 55.91 62.92 75.70 62.32 60.33 62.97 65.84 68.01 70.80 72.15 75.41 79.55 83.14 86.89 90.82 1072.8
OPERATING CASH FLOW -23.30 0.31 -5.08 -15.95 9.90 4.32 3.88 3.29 3.49 3.14 4.33 3.68 2.24 1.19 0.07 -0.88 17.9
ENDING GenFund CASH 52.64 52.94 47.86 31.91 41.81 46.13 50.01 53.31 56.80 59.94 64.27 67.95 70.19 71.38 71.45 70.57
COMMITTED RESERVES 24.10 24.10 24.10 11.50 11.50 13.00 14.50 16.00 17.50 19.00 20.50 22.00 23.50 25.00 26.50 28.00
USABLE GenFund CASH 28.54 28.84 23.76 20.41 30.31 33.13 35.51 37.31 39.30 40.94 43.77 45.95 46.69 46.38 44.95 42.57
BOND PROCEEDS (NET)45.0 35.0 30.0 27.5 25.0 162.5
GO BOND DEBT SERVICE 2.59 5.64 5.96 6.84 6.91 7.41 8.96 10.00 10.00 10.90 11.80 11.80 12.62 13.44 13.46 14.49 150.2
GO BOND TAX REVENUE 5.14 5.44 6.20 7.11 7.19 7.71 9.31 10.40 10.40 11.33 12.27 12.27 13.13 13.98 13.99 15.07 155.8
INTEREST LESS COI 1.16 0.87 0.70 0.30 0.65 0.45 0.30 0.70 0.40 0.30 0.45 0.40 0.30 0.50 0.35 0.20 6.9
MAA CAPEX 12.79 17.20 20.19 26.52 11.00 11.00 13.00 12.00 12.00 12.00 12.00 11.50 11.00 11.00 11.00 10.50 201.9
LESS: GRANT INCOME 1.24 2.11 1.41 1.86 0.77 0.77 0.91 0.84 0.84 0.84 0.84 0.81 0.77 0.77 0.77 0.74 15.0
NET MAA CAPEX 11.55 15.09 18.78 24.66 10.23 10.23 12.09 11.16 11.16 11.16 11.16 10.70 10.23 10.23 10.23 9.77 186.9
BOND REIMBURSEMENT 9.80 16.84 18.78 24.66 10.23 10.23 12.09 11.16 11.16 11.16 11.16 10.70 10.23 10.23 10.23 9.77 188.6
MAA FUND CASH 45.28 29.12 11.28 32.19 22.89 13.40 36.97 26.91 16.55 36.13 25.89 16.06 34.14 24.95 15.61 31.62
BOND PREMIUM CASH 1.71 0.08 0.08 1.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ENDOWMENT CASH 1.53 1.43 1.36 1.29 1.22 1.14 1.07 0.99 0.91 0.83 0.75 0.67 0.60 0.52 0.44 0.36 1.18
ENDING TOTAL CASH 101.16 83.57 60.58 66.89 66.41 60.67 88.05 81.21 74.26 96.90 90.91 84.69 104.93 96.84 87.49 102.55
CUMM MAA CAPEX 67.1 84.3 104.5 131.0 142.0 153.0 166.0 178.0 190.0 202.0 214.0 225.5 236.5 247.5 258.5 269.0
Attachment 3
30YRCF051619
10:38 AM5/31/2019
MROSD 30 YEAR CASH FLOW PROJECTION (FY17-46) ($Millions)
TAX GROWTH: 3.5 %NON-MAA CAPEX BASE:$5.0 M RESERVE INCR:$1.00 M/year
5/22/19 OPEX GROWTH: 4.4 %NON-MAA CAPEX GR:3.0 %GRANTS/MAA CAPEX:7 %
OPEX GR > TAX GR:0.9 %OTHER REVENUE GR:2 %
FISCAL YEAR: 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48 48-49 FY35-49
BEGINNING GEN CASH 71.45 70.57 70.51 69.05 67.61 68.42 72.29 76.56 80.16 83.01 85.06 86.03 88.41 91.80 92.12 91.28
TAX REVENUE 85.89 88.90 92.01 95.23 98.56 102.01 105.58 109.28 113.10 117.06 121.16 125.40 129.79 134.33 139.03 143.89 1715.3
OTHER REVENUE 4.05 4.14 4.22 4.30 4.39 4.48 4.57 4.66 4.75 4.85 4.94 5.04 5.14 5.25 5.35 5.46 71.5
OPERATING REVENUES 89.94 93.03 96.23 99.53 102.95 106.49 110.15 113.93 117.85 121.90 126.10 130.44 134.93 139.57 144.38 149.35 1786.8
OPERATING EXPENSES 72.43 75.62 78.95 82.42 86.05 89.84 93.79 97.92 102.22 106.72 111.42 116.32 121.44 126.78 132.36 138.18 1560.0
Operating Exp/Taxes+RR 84%85%86%87%87%88%89%90%90%91%92%93%94%94%95%96%
GenFund CAPEX 8.33 8.58 8.83 9.10 9.37 9.65 9.94 10.24 10.55 10.86 11.69 12.04 12.40 12.77 13.16 13.55 162.7
GenFund LAND ACQ 1.90 1.94 1.98 2.02 2.06 2.10 2.14 2.19 2.23 2.27 2.32 2.37 2.41 2.46 2.51 2.56 33.6
NET REIMBURSEMENTS 0.30 0.30 2.30 0.30 0.30 0.30 3.8
GenFund DEBT SERVICE 8.16 6.95 7.93 7.43 4.66 1.03 28.0
GenFund SPENDING 90.82 93.09 97.69 100.97 102.14 102.62 105.87 110.34 115.00 119.86 125.12 128.06 131.54 139.25 145.21 151.43 1768.2
OPERATING CASH FLOW -0.88 -0.06 -1.46 -1.44 0.81 3.87 4.27 3.59 2.85 2.05 0.97 2.38 3.39 0.32 -0.84 -2.08 18.6
ENDING GENERAL CASH 70.57 70.51 69.05 67.61 68.42 72.29 76.56 80.16 83.01 85.06 86.03 88.41 91.80 92.12 91.28 89.20
COMMITTED RESERVES 28.00 29.00 30.00 31.00 32.00 33.00 34.00 35.00 36.00 37.00 38.00 39.00 40.00 41.00 42.00 43.00
AVAILABLE GEN CASH 42.57 41.51 39.05 36.61 36.42 39.29 42.56 45.16 47.01 48.06 48.03 49.41 51.80 51.12 49.28 46.20
BOND PROCEEDS (NET)25.00 25.00 17.50 42.5
GO BOND DEBT SERVICE 14.49 14.95 14.95 15.70 16.44 16.43 16.96 17.48 17.48 17.47 17.47 17.47 17.47 17.46 14.91 14.91 247.5
GO BOND TAX REVENUE 15.07 15.70 15.70 16.48 17.26 17.25 17.81 18.35 18.35 17.82 17.65 17.64 17.64 17.64 15.06 15.06 255.4
INTEREST LESS COI 0.30 0.70 0.40 0.30 0.70 0.40 0.30 0.70 0.40 0.30 0.30 0.30 0.25 0.25 0.25 0.25 5.8
MAA CAPEX 10.50 10.50 10.50 10.50 10.00 10.00 10.00 10.00 7.00 78.5
LESS: GRANT INCOME 0.74 0.74 0.74 0.74 0.70 0.70 0.70 0.70 0.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.5
NET MAA CAPEX 9.77 9.77 9.77 9.77 9.30 9.30 9.30 9.30 6.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 73.0
BOND REIMBURSEMENT 9.77 9.77 9.77 9.77 9.30 9.30 9.30 9.30 6.51 0.30 0.30 0.30 2.30 0.30 0.30 0.30 77.1
MAA FUND CASH 31.62 23.30 14.69 31.01 23.23 15.15 24.50 16.77 11.53 11.88 12.06 12.23 10.36 10.49 10.59 10.70
BOND PREMIUM CASH 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ENDOWMENT 0.36 0.33 0.30 0.27 0.24 0.21 0.18 0.15 0.12 0.08 0.05 0.02 0.00 0.00 0.00 0.00 0.36
ENDING TOTAL CASH 102.55 94.14 84.03 98.88 91.88 87.64 101.24 97.07 94.66 97.03 98.14 100.67 102.16 102.61 101.88 99.90
CUMM MAA CAPEX 269.0 279.5 290.0 300.5 310.5 320.5 330.5 340.5 347.5 347.5 347.5 347.5 347.5 347.5 347.5 347.5
Attachment 3
30YRCF051619
10:38 AM5/31/2019
5/22/19
FISCAL YEAR: 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33 33-34
AV GROWTH starting 21-22:3.5 %
ASSESSED VALUE ($B)284.6 303.1 318.3 329.4 340.9 352.9 365.2 378.0 391.2 404.9 419.1 433.7 448.9 464.6 480.9 497.7
MAA DEBT SVC-OLD ($M)4.65 7.27 5.96 5.31 5.30 5.30 5.30 5.29 5.29 5.29 5.29 5.29 5.29 5.28 5.30 5.29
MAA DEBT SVC-NEW ($M)2.03 2.61 2.61 3.66 4.71 4.71 5.61 6.51 6.51 7.34 8.16 8.16 8.91
less Bond Premium 2.06 1.63 0.00 0.50 1.00 0.50
NET MAA DEBT SVC 2.59 5.64 5.96 6.84 6.91 7.41 8.96 10.00 10.00 10.90 11.80 11.80 12.62 13.44 13.46 14.49
MAA TAX REVENUE 5.14 5.44 6.20 7.11 7.19 7.71 9.31 10.40 10.40 11.33 12.27 12.27 13.13 13.98 13.99 15.07
TAX RATE $1.81 $1.79 $1.95 $2.16 $2.11 $2.18 $2.55 $2.75 $2.66 $2.80 $2.93 $2.83 $2.92 $3.01 $2.91 $3.03
FISCAL YEAR: 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48 48-49
AV GROWTH: 3.5 %
ASSESSED VALUE ($B)497.7 515.2 533.2 551.8 571.2 591.2 611.8 633.3 655.4 678.4 702.1 726.7 752.1 778.4 805.7 833.9
MAA DEBT SVC-OLD ($M)5.29 5.29 5.29 5.29 5.28 5.27 5.27 5.27 5.27 5.26 5.26 5.26 5.26 5.25 2.70 2.70
MAA DEBT SVC-NEW ($M)8.91 9.66 9.66 10.41 11.16 11.16 11.69 12.21 12.21 12.21 12.21 12.21 12.21 12.21 12.21 12.21
NET MAA DEBT SVC 14.49 14.95 14.95 15.70 16.44 16.43 16.96 17.48 17.48 17.47 17.47 17.47 17.47 17.46 14.91 14.91
MAA TAX REVENUE 15.07 15.70 15.70 16.48 17.26 17.25 17.81 18.35 18.35 17.82 17.65 17.64 17.64 17.64 15.06 15.06
TAX RATE $3.03 $3.05 $2.94 $2.99 $3.02 $2.92 $2.91 $2.90 $2.80 $2.63 $2.51 $2.43 $2.35 $2.27 $1.87 $1.81
MROSD PROJECTED MEASURE AA TAX RATE
Attachment 3
DATE: June 12, 2019
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, AICP, General Manager
FROM: Brian Malone, Assistant General Manager
SUBJECT: Hawthorns Historic Complex Update, Windy Hill Open Space Preserve
_____________________________________________________________________________
SUMMARY
The Midpeninsula Regional Open Space District (District) has been seeking a partner for
restoration and operation of the Hawthorns property Historic Complex since 2014; this memo is
an update on District efforts in forming such a partnership.
Last year, on June 1, 2018, the District signed an access license agreement with Jim and Patty
White to allow them to conduct initial planning, design, and feasibility investigations for their
proposal to renovate the Hawthorns historic house for use as an independent community
residence for adults with intellectual and developmental disabilities. On May 2, 2019, Jim White
met with District staff to explain that they had decided that they would no longer pursue the
proposed partnership, and instead investigate alternative sites. The Whites reached this
conclusion after discussions with Town of Portola Valley staff. Town staff provided a
preliminary interpretation of the Town’s zoning regulations applicable to multi-family dwellings
and concluded that only 8 to 9 independent living apartments may be permitted. The Whites’
preliminary plans require at least 10 occupants to make the independent living community
financially viable.
BACKGROUND
In 2006, the Board of Directors (Board) accepted the 79-acre Hawthorns property, which was
gifted to the District. The property transferred to the District in 2011 as the Hawthorns Area of
Windy Hill Open Space Preserve. Peninsula Open Space Trust (POST) holds a conservation
easement over the property, which restricts development and improvements. Soon after, in 2012,
the Board adopted a Preliminary Use and Management Plan for the property (PUMP; R-12-46).
Since that time, staff have implemented a number of actions prescribed by the PUMP, including:
• Secured the historic mansion and surrounding structures against trespass and vandalism.
• Evaluated long-term management alternatives for the historic complex.
• Sought partnerships to restore and preserve/manage the historic resources.
• Established an onsite employee residence to provide presence and monitoring.
• Implemented wildfire fuel reduction and defensible space safety measures in accordance
with Woodside Fire Protection District fire marshal prescriptions.
Staff issued a Request for Letters of Interest on April 3, 2014 to seek a partner who would
restore and utilize the Hawthorns historic house. On April 8, 2015, the Board approved a
partnership with Richard and Ann Crevelt. On August 8, 2016, the District entered into a one-
year license agreement with the Hawthorns Preservation Trust Foundation (Foundation), which
was formed by Mr. Crevelt for the purpose of restoring and utilizing the building. The
Foundation made limited progress during the one-year term of the agreement and the District did
not renew the license agreement after it expired. During their outreach, the Foundation became
acquainted with the Whites and introduced them to the District.
On June 8, 2017, the Whites presented a proposal to restore the Hawthorns for use as an assisted
living facility for adults with intellectual and developmental disabilities. The proposal was
largely consistent with the PUMP, the conservation easement held by POST, and Board policy
4.02 Improvements on District Land, which directs staff to seek partnerships to preserve historic
structures. After positive discussions with the Whites, the District granted them an access license
agreement on June 1, 2018. The Whites hired various consultants to investigate the condition of
the structures. Although the consultants did not produce a detailed assessment document, Jim
White relayed that the estimated project costs were approximately 10 million dollars. Renovation
of the mansion requires the replacement of virtually all components of the building, including all
framing that forms the structure of the building. The Whites did not submit a permit application
to the Town because a series of preliminary discussions with Town staff led them to believe that
their application would be unsuccessful.
The financial plan presented in the Whites’ partnership proposal to the District assumed that
apartment lease and services agreements would provide $50,000 per year, per tenant, which is
consistent with the amount of financial assistance that persons with disabilities are eligible to
receive for housing and programmatic assistance. However, given that the Town indicated it
may only allow 8 to 9 apartments, the facility would have an annual operating loss that would be
unsustainable, especially given the large capital outlay for the initial reconstruction and ongoing
maintenance of the Hawthorns house.
NEXT STEPS
General Manager Ana Ruiz has contacted the Town with a request to have a couple of Board
members and staff meet with their Town Mayor and Vice Mayor to discuss the White’s proposal.
If a partnership with the Whites is no longer viable, staff will evaluate options for the Hawthorns
complex to present to the Board later this year.
DATE: June 12, 2019
MEMO TO: MROSD Board of Directors
FROM: Ana M. Ruiz, General Manager
Hilary Stevenson, General Counsel
SUBJECT: Update to Board Regarding Amendments to Board Compensation
_____________________________________________________________________________
INTRODUCTION
Effective January 1, 2019, state law allows Midpeninsula Regional Open Space District, along
with many other special district boards including state healthcare districts, to increase Board
compensation. First, by increasing the total number of compensable meetings in a month from
five to six upon annually adopting written findings that more than five meetings per month are
necessary for the effective operation of the District. Second, by increasing the per-meeting
compensation, not to exceed 5% annually, through the adoption of an ordinance.
Pursuant to this new legislation, at its January 23, 2019 meeting, the Board adopted findings that
up to six compensable meetings per month are necessary for the effective operation of the
District. However, it deferred a decision regarding a change to the $100 per-meeting
compensation amount. Instead, the Board directed the General Manager to do further research
and bring this issue back at the beginning of Fiscal Year 2019-2020, pending an evaluation of
other special districts’ actions in response to the new law.
DISCUSSION
District staff recently checked with the California Special Districts Association, and a handful of
other special districts, regarding increases to their per-meeting compensation. Grossmont
Healthcare District and a number of water districts have increased their per-meeting
compensation pursuant to the new legislation. It is likely that as the year goes on and more
agencies become aware of the changes in the law, they may also gradually begin to adopt such
ordinances.
To date, staff has not identified another Public Resources Code (PRC) section 5500 park/open
space district that has considered an increase to the $100 per meeting compensation amount.
Note that East Bay Regional Park District Board (“EBRPD”) has slightly different authority than
other PRC section 5500 agencies, in that Board members may be compensated $100 per meeting
for up to 10 meetings per month. That policy was recently affirmed by EBRPD’s Executive
Committee.
The Board may at any time consider whether to adopt an ordinance increasing the per-meeting
compensation by up to 5%. Subsequent adjustments may only occur annually. The ordinance
must be adopted pursuant to the procedure used by water districts (Water Code section 20200 et
seq), which includes multiple opportunities for the public to provide input through a public
hearing and a petition process. This differs from the District’s normal procedure for adopting an
ordinance. In order to adopt an increase in Board compensation, the District must:
• Publish a notice of the public hearing in the local newspaper once per week for two
consecutive weeks.
• Hold a public hearing (first reading), and adopt the ordinance at a subsequent meeting
(second reading)
• Within 60 days after adoption, the public may petition for reconsideration of the
ordinance. In this case, the Board must reconsider the ordinance in an open meeting
before enacting it.
CONCLUSION
Absent different Board direction, the General Manager and General Counsel will continue to
monitor activity and bring this item back to the Board in January 2020, which is when the Board
is scheduled to consider adopting its annual finding that up to six meetings per month are
compensable. At that time, if directed to do so, the General Manager and General Counsel
would prepare to introduce an ordinance to increase compensation to $105 per meeting, publish a
notice, and agendize a public hearing for that purpose.
From:Jennifer Woodworth
Subject:Draft Responses to Agenda Questions for 6/12/19
Date:Wednesday, June 12, 2019 9:49:22 AM
Attachments:Land Facilities Organizational Chart.pdf
March 8, 2019 AO Org Chart.pdf
Visitor Services Organization Chart.pdf
30YRCF031119.pdf
Response to ABC Mtg 1 Email.pdf
Agenda Question Re Bergman Driveway.pdf
Good morning all,
Please see the responses below in blue to questions submitted regarding tonight’s Board meeting
agenda. Thank you.
Jen
Director Kishimoto
* The $62,000 for San Mateo county elections - is that in addition to earlier payment? Just curious
what the total was for San Mateo and Santa Clara county elections
The $42,875.76 on the 6/12/19 claims report is in addition to $1,120 that was paid to the San Mateo
County Clerk Recorder earlier this year. The larger amount is for the cost of the election, and the
smaller amount was for the cost of translating and publishing the candidate statements for Ward 5.
The amount for Santa Clara County was $174,688, and Santa Cruz County was $75.00 for a total of
$218,683.76 for the elections for Wards 1 and 5.
* AGM recruitment for 2 positions? Not search for AGM but by AGM?
This was a bill for the recruitment for two Assistant General Managers. The bill was sent late to the
District by the recruiter, Ralph Andersen.
The bill was paid late because we needed the correct documentation from the recruitment firm to
make the payment.
Additionally, $28, 750 was a discounted rate for the recruitment because Ralph Anderson conducted
one recruitment for two positions.
The recruitments occurred at the same time, however given the different types of prior experience
and areas of expertise required for each, a separate recruitment announcement and application
review was performed for each position.
Item 3 - printing. “encourage use of recycled and sustainable paper” - can we require this, rather
than encourage? What is the price difference these days?
We evaluate use of recycled stock for all District printed materials but it has been increasingly more
difficult for these papers to meet District price requirements. Per Board Policy 3.03 Section V.C,
Purchase of Recycled Products, “District staff shall purchase recycled products whenever such
products are available at equal cost to non-recycled products and when fitness and quality are
equal.” On average, print jobs on recycled papers are 30-50% higher in cost. The Board may choose
to request that the policy be revised to delete the equal cost requirement for recycled products.
Budget - I had asked for my Q&A including the organizational charts to be shared with the entire
board. I didn’t see them unless they were all incorporated into the budget book or staff report
including the breakdown of staff cost increases?
Attached are the responses to Director Kishimoto’s questions from ABC meeting #1 to share with the
full Board.
Director Holman
I have these questions about the printing contracts:
Was distance a consideration in the selection of the printing firms given shipping, trucking are both
cost and environmental aspects of such contracts? Also, the response, turnaround time for quick
turnaround projects. For instance, will Advantage be providing services though its Santa Clara shop?
Printing is subject to the Board’s low-bid Policy 3.03 Section II.A, which states “vendors of repetitive
supplies and services shall be selected through the competitive bidding procedures and shall be
awarded to the lowest responsible, responsive bidder.” Printing services fall under the low-bid
contracting requirements. Therefore, bid fees determine the award as long as the bidder is deemed
responsible and responsive.
Distance is a consideration in as much as firms submitting bid proposals are required to have a quick
turnaround time and the ability to respond to urgent project requests (responsive to the request for
bids). One of the proposed vendors, Advantage, has a satellite office in Santa Clara that can provide
services for urgent jobs if required, but most printing jobs will not come out of that office.
Was there outreach to local printers?
We reached out to nine local (located within 25 miles) printers through the District’s online bid
program Bidsync.
Recycled paper has come a long way in terms of quality in the last several years. So has ink. Is there
commitment to using soy inks which are much more environmentally responsible? Or other options
akin to soy?
While we do evaluate use of recycled stock for District printed materials, it’s increasingly more
difficult for these papers to meet District price requirements. Non-recycled (or partially recycled)
paper is consistently less expensive. Per Board Policy 3.03 Section V.C, Purchase of Recycled
Products, “District staff shall purchase recycled products whenever such products are available at
equal cost to non-recycled products and when fitness and quality are equal.” The Board may
choose to request that the policy be revised to delete the equal cost requirement for recycled
products.
Both of proposed vendors have communicated a commitment to sustainability, including Forest
Stewardship Council® (FSC) certification, which guarantees products meet the world's most stringent
environmental, economic and social standards for responsible forest management.
At this time, soy ink is standard in the printing industry and District materials are printed using soy-
based inks.
Jennifer Woodworth, MMC
District Clerk/ Assistant to the General Manager
jwoodworth@openspace.org
Midpeninsula Regional Open Space District
330 Distel Circle, Los Altos, CA 94022
P: (650) 691-1200 - F: (650) 691-0485
E-mail correspondence with the Midpeninsula Regional Open Space District (and attachments, if
any) may be subject to the California Public Records Act, and as such may therefore be subject to
public disclosure unless otherwise exempt under the Act.
1. Can you send the newest 30 year scenario that our controller prepares?
Most recent file is attached in response.
2. (p. 4) can you break down the $2.25 million increase in salaries and benefit by cost of living, new positions,
etc.?
The table below breaks down the $2.25 million increase in salaries and benefits. Of note, the budget incorporates all
approved positions that are currently vacant, or were added during FY2018-19, at 100% for FY2019-20. New
positions are budgeted for nine months of the year at the highest step (to be conservative we budget new positions
at step 10 but try to hire at step 4 or lower). A final note on MAA reimbursable labor: the District is expecting lower
labor reimbursements than last year. A majority of MAA projects are in the design phase verses construction; labor
is only reimbursed for construction.
3. (p. 4) special projects crew - how many do we have and at what classification?
• Capital Field Projects Manager (1 at Range 31)
• Maintenance Supervisors (2 at Range 35)
• Equipment Mechanic Operators (3 at Range 28)
• Lead Open Space Technicians (2 at Range 24)
• Open Space Technicians (4 at Range 20)
4. a new org chart would be great and perhaps a link to a table with all the positions/salary range (maybe these
are included - )
District org charts as of early May 2019 are attached in response. Additionally, new positions are shown below, in
their respective department pages (Attachment 4, Section IV of the FY2019-20 Budget Book) and will be highlighted
during the meeting on May 14, 2019. A link to the Classification and Compensation salary schedule is below.
https://www.openspace.org/sites/default/files/hr_SalarySchedule.pdf
Administrative Services:
Visitor & Field Services: Land & Facilities
Visitor & Field Services: Visitor Services
5. (p. 8) new interpretative specialist @ $169,000/year - how was this determined and how does it compared to
other visitor service positions?
In FY2019-20 total compensation for this position is budgeted at $103,000 (9 months; $77,000 in salary at range 31 step
10, and $26,000 in taxes and benefits). Annualized for FY2020-21 this position will cost around $141,000 (includes a 3%
COLA). The $169,000 amount referenced for FY2020-21 in the ABC report was overstated; essentially the annualized
position was annualized. Since this amount is a projection for FY2020-21, the budget for FY2019-20 is not impacted.
Human Resources staff researched the level of compensation based on the job specifications for the classification. This
position was budgeted at the same range as the Environmental Education Specialist and a Management Analyst I. We
budget conservatively at top step (10) but try to hire at step 4 or below. This position will be working with the
Environmental Education Specialist, and reporting to the same program manager.
6. (p. 5) Gordon Ridge large land acquisition is not eligible for AA - why not eligible for regional redwoods project
- I didn’t remember it had such specific boundaries.
There are no redwoods on the property and it is not located in the Pescadero Watershed. The property is located
directly next to Tunitas Creek OSP, which coincides with Portfolio 32 Tunitas Creek: Additional Watershed Preservation &
Conservation Grazing.
The property includes:
•Protection of Lower San Gregorio Watershed Steelhead & Coho Salmon Habitat
•Agricultural Protection & Conservation Grazing
Michael Jurich
Land and Facilities Services Manager
Michael Gorman
Foothills Area Manager
Land & Facilities Services
Department
Organization Chart
Jennifer Kavanagh
Admin. Asst.
Gloria Bell
Admin. Asst.
Craig Beckman
Skyline Area Manager
Elaina Cuzick
Senior Property
Management Specialist
Deborah Bazar
Management Analyst II
Jean Chung
Property
Management
Specialist I
Adriana Headley
Admin. Asst.
Revised 05/07/2019
Modified Duty Staff
Susan Weidemann
Property
Management
Specialist II
Seasonal
Open Space
Technicians
56.5 FTEs in Land and Facilities Services
48 Permanent Staff
17 Seasonal Staff
Omar Smith
Facilities Maintenance
Supervisor
Brendan Dolan
Maintenance Supervisor
Steve Davison
Lead Open Space
Technician
Rob Scilingo
Acting Lead Open
Space Technician
Temporarily Vacant
Open Space
Technician
Rich Hopp
Open Space
Technician
Jessica Vizena
Open Space
Technician
Seasonal
Open Space
Technicians
Grant Kern
Maintenance Supervisor
Warren Jenkins
Equipment
Mechanic Operator
Eric Stanton
Equipment
Mechanic Operator
Brett Snider
Open Space
Technician
Brennon McKibbin
Open Space
Technician
Steve Reed
Open Space
Technician
Michael Bankosh
Maintenance Supervisor
Vacant
Equipment
Mechanic Operator
Stephanie Towne
Lead Open Space
Technician
Brian Fair
Open Space
Technician
John Cifelli
Open Space
Technician
Miguel Ojeda
Farm Maintenance
Worker
Jim Mort
Maintenance Supervisor
Tom Hanson
Equipment
Mechanic Operator
Vince Hernandez
Lead Open Space
Technician
Ignacio Zavala
Open Space
Technician
Frank Healey
Open Space
Technician
Alex Rodriguez
Open Space
Technician
Dan Chamberlin
Acting Special Projects
Maintenance Supervisor FFO
Vacant
Equipment
Mechanic Operator
Cody Fickes
Lead Open Space
Technician
Steve Neighbors
Open Space
Technician
Vacant
Open Space
Technician
Don Mackessy
Maintenance Supervisor SFO
Erik Viik
Lead Open Space
Technician
Ken Bolle
Equipment
Mechanic Operator
Chris Perry
Open Space
Technician
Holden Neal
Equipment
Mechanic Operator
Joe Mackessy
Facilities
Maintenance
Specialist
Bryan Apple
Capital Projects Field Manager
Trisha Marshall
Open Space
Technician
PUBLIC
BOARD
OF
DIRECTORS
Ana Ruiz
General Manager
Mike Foster
Controller
Hilary Stevenson
General Counsel
Mazarin Vakharia
Asst. General Counsel
Sue Voiss
Risk Management
Coordinator
Susanna Chan
Project Planning & Delivery
Assistant General Manager
Stefan Jaskulak
CFO/ Director of
Administrative Services
Brian Malone
Visitor & Field Services
Assistant General Manager
FINANCE
Andrew Taylor, Manager
IST
Casey Hiatt (Acting),
Manager
HUMAN RESOURCES
Candice Basnight,
Manager
Vacant
HR Supervisor
Mindy Vargas
HR Analyst II
Heather Reiter
Training & Safety
Specialist
Rutuja Khare
HR Analyst II
Warren Chan
Accountant
BUDGET & ANALYSIS
Carmen Narayanan,
Manager
Debbie Ledger
Sr. Finance &
Accounting
Technician
Elissa Martinez
Management
Analyst I
Owen Sterzl
IT Program
Administrator
Jamie Hawk (Acting)
GIS Program
Administrator
Davin Wong
IT Technician II
VACANT
IT Technician I
Francisco
Lopez Tapia
Data Analyst I
Nathaniel Greig
Data Analyst I
VACANT
GIS Intern
PLANNING
Jane Mark, Manager
ENGINEERING &
CONSTRUCTION
Jay Lin, Manager
Felipe Nistal
Sr. Capital Project
Manager
Scott Reeves
Sr. Capital Project
Manager
Leigh Guggemos
Capital Project
Manager III
Zachary Alexander
Capital Project
Manager III
Tina Hugg
Sr. Planner
Meredith
Manning
Sr. Planner
Gretchen
Laustsen
Planner III
VACANT
Planner III
Aaron Peth
Planner II
Melissa Borgesi
Planner I/II
Sophie Christel
Planner I/II
Luke Mulhall
Administrative
Assistant
REAL PROPERTY
Mike Williams, Manager
NATURAL RESOURCES
Kirk Lenington,
Manager
LAND & FACILITIES
SERVICES
Michael Jurich, Manager
VISITOR SERVICES
Matt Anderson, Manager
Coty Sifuentes-Winter
Sr. Resource Mgmt
Specialist
Matt Baldzikowski
Sr . Resource Mgmt
Specialist
PUBLIC AFFAIRS
Korrine Skinner, Manager
Cydney Bieber
Public Affairs
Specialist II
Amanda Mills
Resource Mgmt
Specialist II
Julie Andersen
Resource Mgmt
Specialist III
Matt Sharp-Chaney
Resource Mgmt
Specialist I
Aaron Hebert
Water Resources
Specialist
Allen Ishibashi
Sr. Real Property
Agent
Elish Ryan
Planner III
Maria Soria
Executive Assistant/
Deputy District Clerk
Jordan McDaniel
Administrative
Assistant
VACANT
Real Property
Specialist II
Joshua Hugg
Governmental
Affairs Specialist
Thomas Reyes
IPM Coordinator
Tad Hammer
Data Administrator
Refer to Visitor
Services Org Chart
Refer to Land &
Facilities Services
Org Chart
Loana Lumina
Administrative
Assistant
Melanie Askay
Grants Program
Manager
Janine Ward
Procurement &
Contracts Specialist
Lewis Reed
Resource Mgmt
Specialist II
Katarina Palermo
Natural Resources
Intern (Half-time)
Kimberly Whelan
Administrative
Assistant
Lupe Hernandez
Management
Analyst I
Carmen Lau
Public Affairs
Specialist I
Peggy Gibbons
Public Affairs
Specialist II
Karine Tokatlian
Resource Mgmt
Specialist II
VACANT
Natural Resources
Intern (Half-time)
Jasmine Leong
Administrative
Assistant
Leigh Ann
Gessner
Public Affairs
Specialist II
Lisa Jenkinson
Accounting
Technician
(Half-time)
Rose Ferrer
HR Technician
VACANT
HR Intern
VACANT
PA Intern
Lisa Jenkinson
HR Technician
(Half-time)
Sean Smith
Capital Project
Manager II
Tanisha Werner
Capital Project
Manager III
Whitney Berry
Planner III
Johnny Baldwin
Applications
Engineer
Leialani Hufana
Planner II
Hayley
Edmonston
Climate Resiliency
Fellow
Marion Shaw
Management
Analyst II
Jennifer Woodworth
District Clerk/Assistant
to General Manager
Mike Kahn
Public Affairs
Specialist II
Matt Anderson A10
Visitor Services
Manager/Chief Ranger
Gordon Baillie A18
Management Analyst IIBrad Pennington X51
Foothills Area Superintendent
Chris Barresi X26
Skyline Area Superintendent
Renée Fitzsimons A15
Interpretation and Education
Program Manager
Jennifer Williams A36
Volunteer Program Manager
Brendan Downing
X5
Supervising Ranger [CAO]
Thur/Fri Off
Steve Gibbons
X27
Supervising Ranger [SFO]
Mon/Tue Off
John Lloyd X78
Supervising Ranger
[South Area Office]
Thur/Fri Off
Mike Perez X53
Supervising Ranger
[Foothills Field Office]
Mon/Tue Off
Anthony Correia X77
Supervising Ranger
[South Area Office]
Mon/Tue Off
Peter Cook L78
Mon/Tue Off
Alex Hapke L83
Lead Ranger
Mon/Tue Off
Ken Miller L54
Mon/Tue Off
Andrew Smith L82
Thur/Fri Off
Jay Marvin L81
Thur/Fri Off
Tyler Barshow L1
CAO
Lead Ranger
Mon/Tue Off
Haven Lund L4
CAO
Thur/Fri Off
Marianne Chance L26
SFO
Mon/Tue Off
Dennis Heimer L36
SFO
Mon/Tue Off
Vanessa Buchanan
L27 SFO
Mon/Tue Off
Kristin Perry L30
SFO
Lead Ranger
Thur/Fri Off
Jessica Lucas Ingram L2
CAO
Thur/Fri Off
Kyle Shank L77
Mon/Tue Off
Vacant
CAO
Thur/Fri Off
Visitor Services Department
Effective May 2, 2019
Numbers after names are radio call signs
41 FTEs Budgeted in Visitor Services
43 Actual Staff Members (including Seasonals)
Patrol Staffing (34 Badged Staff) Inc. 2 Seasonal Rangers
1 VS Manager, 2 Area Sups
5 Supervising Rangers
5 Lead Rangers
19 Rangers
Budgeted - 2 Seasonal Ranger (0.5 FTE each)
Budgeted - 2 Seasonal Ranger Aides [Not Badged] (0.5 FTE each)
Vacant
Y40
Ranger Aide
Vacant
Y72
Ranger Aide
Vacant S26
Seasonal Ranger Vacant S76
Seasonal Ranger
Greg Smutnak L80
Thur/Fri Off
Aleksandra Evert A79
Skyline
Volunteer Program Lead
Ellen Gartside A49
Foothills
Volunteer Program Lead
VACANT
Program Coordinator
Leslie Wright A13
Administrative Assistant
Andrew Verbrugge L79
Lead Ranger
Thur/Fri Off
Kerry Carlson L76
Mon/Tue Off
Jeff Smith L55
Thur/Fri Off
Ryan Jordan L51
Mon/Tue Off
Steve Johnson L58
Thur/Fri Off
Alysha Carabetta L53
Lead Ranger
Thur/Fri Off
Jeff Brown L28
SFO
Thur/Fri Off
Michael Barnes L5
CAO
Mon/Tue Off
Modified Duty Staff
Tommy Anaya L52
Reports to Gordon
while at Academy
VACANT
Environmental Education
Specialist
Visitor Services Organization Chart 2019 5-2.vsdx
30YRCF031119MROSD 30 YEAR CASH FLOW PROJECTION (FY19-48)
($Millions)TAX GROWTH (*): 3.5 %NON-MAA CAPEX BASE:$4.5 M 22-32 RESERVE INCR:$22 M
3/11/19 OPEX GROWTH: 5.5 %NON-MAA CAPEX GR:4.0 %OTHER REVENUE GR:2 %
OPEX GR > TAX GR:2.0 %GRANTS/MAA CAPEX:6 %Occupy all of AO: 31-32
FISCAL YEAR: 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33 FY19-33
BEGINNING GEN CASH 57.94 75.94 52.51 50.10 45.81 33.93 47.85 54.81 61.45 67.61 73.55 79.22 86.15 92.52 97.54 100.93
TAX REVENUE 45.35 49.09 52.05 54.13 56.03 57.99 60.02 62.12 64.29 66.54 68.87 71.28 73.78 76.36 79.03 81.80 973.4
NET LEASE REVENUE 0.50 1.00 0.50 0.70 0.75 0.80 0.82 0.83 0.85 0.87 0.88 0.90 9.4
SALE OF BUILDING 10.00 10.0
OTHER REVENUE 3.29 3.20 3.10 3.16 2.90 2.96 3.32 3.38 3.45 3.52 3.59 3.66 3.74 3.81 3.89 3.96 51.6
OPERATING REVENUES 48.64 52.79 56.15 57.79 58.93 71.65 64.08 66.30 68.56 70.89 73.31 75.81 78.40 81.07 82.92 85.76 1044.4
OPERATING EXPENSES 27.46 31.00 33.56 35.91 37.89 39.47 41.64 43.93 46.35 48.90 51.59 54.42 57.42 60.57 63.91 67.42 714.0
Operating Exp/Taxes 61% 63% 64% 66% 68% 68% 69% 71% 72% 73% 75% 76% 78% 79% 81% 82%
NON-MAA CAPEX 2.26 5.30 11.30 8.20 4.78 4.98 5.17 5.38 5.60 5.82 6.05 6.30 6.55 6.81 7.08 7.36 96.7
NEW FACILITIES 3.15 32.60 3.30 7.30 17.40 1.00 61.6
DEPOSITS/ADJUSTMTS 0.75 -3.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.7
NON-MAA DEBT SERVICE 8.84 11.02 10.40 10.68 10.74 12.28 10.31 10.34 10.46 10.23 10.00 8.16 8.06 8.67 8.54 8.36 148.3
NON-MAA SPENDING 42.46 76.22 58.56 62.09 70.81 57.73 57.13 59.65 62.41 64.95 67.64 68.88 72.02 76.06 79.52 83.15 1016.8
OPERATING CASH FLOW 6.18 -23.43 -2.41 -4.30 -11.88 13.92 6.96 6.65 6.15 5.94 5.67 6.93 6.37 5.01 3.39 2.62 27.6
BOND PROCEEDS (NET) 11.82 0.0
ENDING GENERAL CASH 75.94 52.51 50.10 45.81 33.93 47.85 54.81 61.45 67.61 73.55 79.22 86.15 92.52 97.54 100.93 103.55
COMMITTED RESERVES 42.30 23.10 20.40 20.70 16.00 18.00 20.00 22.00 24.00 26.00 28.00 30.00 32.00 34.00 36.00 38.00
AVAILABLE GEN CASH 33.64 29.41 29.70 25.11 17.93 29.85 34.81 39.45 43.61 47.55 51.22 56.15 60.52 63.54 64.93 65.55
BOND PROCEEDS (NET) 50.00 50.00 30.00 25.00 25.00 25.00 155.0
GO BOND DEBT SERVICE 2.59 2.59 5.64 6.46 7.21 7.70 8.60 9.75 9.99 10.52 11.49 11.49 12.03 12.99 12.98 13.53 143.0
GO BOND TAX REVENUE 2.45 5.14 5.35 6.78 7.57 8.09 9.02 10.23 10.49 11.05 12.06 12.06 12.63 13.64 13.63 14.21 152.0
INTEREST LESS COI 0.40 1.13 1.15 0.30 0.80 0.40 0.20 0.60 0.35 0.20 0.55 0.33 0.20 0.55 0.35 0.20 7.3
MAA CAPEX 11.79 11.00 17.00 21.00 27.00 25.00 12.00 12.00 12.00 10.00 10.00 9.50 10.00 10.00 9.50 10.00 206.0
LESS: GRANT INCOME 1.06 0.50 2.00 1.76 1.62 1.50 0.72 0.72 0.72 0.60 0.60 0.57 0.60 0.60 0.57 0.60 13.7
NET MAA CAPEX 10.73 10.50 15.00 19.24 25.38 23.50 11.28 11.28 11.28 9.40 9.40 8.93 9.40 9.40 8.93 9.40 192.3
BOND REIMBURSEMENT 15.80 11.10 15.00 19.24 25.38 23.50 11.28 11.28 11.28 9.40 9.40 8.93 9.40 9.40 8.93 9.40 192.9
MAA FUND CASH 51.37 43.95 29.81 61.19 36.97 14.26 33.61 23.42 12.99 29.31 21.04 13.01 29.41 21.21 13.28 29.75
BOND PREMIUM CASH 3.70 1.64 0.01 1.50 0.50 0.00 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ENDOWMENT CASH 1.54 1.46 1.37 1.30 1.23 1.16 1.08 1.01 0.93 0.86 0.78 0.70 0.62 0.54 0.46 0.38 1.17
ENDING TOTAL CASH 132.55 99.56 81.29 109.80 72.63 63.26 89.75 85.88 81.52 103.72 101.03 99.85 122.55 119.28 114.66 133.67
CUMM MAA CAPEX 54.3 65.3 82.3 103.3 130.3 155.3 167.3 179.3 191.3 201.3 211.3 220.8 230.8 240.8 250.3 260.3
[*] Starting in 2021-22; 7.2% in 2018-19, 6.0% in 2019-20 and 4.0% in 2020-21
9:07 AM6/12/2019
30YRCF031119MROSD 30 YEAR CASH FLOW PROJECTION (FY17-46)
3/11/19 TAX GROWTH: 3.5 %NON-MAA CAPEX BASE:$4.5 M 32-46 RESERVE INCR:$1.00 M/year
($Millions)OPEX GROWTH: 4.50 %NON-MAA CAPEX GR:4.0 %GRANTS/MAA CAPEX:6 %
OPEX GR > TAX GR:1.00 %OTHER REVENUE GR:2 %
FISCAL YEAR: 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48 FY34-48
BEGINNING GEN CASH 100.93 103.55 105.98 109.18 110.93 112.64 116.53 123.39 130.57 136.97 144.61 149.53 152.93 155.21 158.07 157.83
TAX REVENUE 81.80 84.66 87.62 90.69 93.86 97.15 100.55 104.07 107.71 111.48 115.38 119.42 123.60 127.93 132.40 137.04 1633.6
OTHER REVENUE 3.96 4.04 4.12 4.21 4.29 4.38 4.46 4.55 4.64 4.74 4.83 4.93 5.03 5.13 5.23 5.34 69.9
OPERATING REVENUES 85.76 88.70 91.75 94.90 98.16 101.53 105.01 108.62 112.36 116.22 120.22 124.35 128.63 133.06 137.64 142.37 1703.5
OPERATING EXPENSES 67.42 70.45 73.63 76.94 80.40 84.02 87.80 91.75 95.88 100.19 104.70 109.41 114.34 119.48 124.86 130.48 1464.3
Operating Exp/Taxes+RR 82% 83% 84% 85% 86% 86% 87% 88% 89% 90% 91% 92% 93% 93% 94% 95%
NON-MAA CAPEX 7.36 7.66 7.97 8.28 8.62 8.96 9.32 9.69 10.08 10.48 10.90 11.84 12.31 12.80 13.32 13.85 156.1
DEPOSITS/ADJUSTMTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.10 -0.30 -0.30 -0.30 -2.09 -0.30 -0.25 -5.6
NON-MAA DEBT SERVICE 8.36 8.16 6.95 7.93 7.43 4.66 1.03 36.2
NON-MAA SPENDING 83.15 86.27 88.54 93.15 96.45 97.64 98.15 101.44 105.96 108.57 115.30 120.95 126.35 130.20 137.88 144.08 1650.9
OPERATING CASH FLOW 2.62 2.43 3.21 1.75 1.70 3.89 6.87 7.18 6.40 7.64 4.92 3.40 2.28 2.86 -0.24 -1.70 52.6
ENDING GENERAL CASH 103.55 105.98 109.18 110.93 112.64 116.53 123.39 130.57 136.97 144.61 149.53 152.93 155.21 158.07 157.83 156.13
COMMITTED RESERVES 38.00 39.00 40.00 41.00 42.00 43.00 44.00 45.00 46.00 47.00 48.00 49.00 50.00 51.00 51.00 51.00
AVAILABLE GEN CASH 65.55 66.98 69.18 69.93 70.64 73.53 79.39 85.57 90.97 97.61 101.53 103.93 105.21 107.07 106.83 105.13
BOND PROCEEDS (NET) 25.00 25.00 25.00 50.0
GO BOND DEBT SERVICE 13.53 14.49 14.49 14.99 15.98 15.97 16.47 17.47 17.47 17.46 17.46 17.46 17.46 17.45 14.90 14.90 244.4
GO BOND TAX REVENUE 14.21 15.22 15.22 15.74 16.78 16.77 17.30 18.34 18.34 18.33 18.33 18.33 18.33 18.32 15.64 15.64 256.6
INTEREST LESS COI 0.20 0.60 0.40 0.10 0.60 0.40 0.10 0.60 0.40 0.30 0.30 0.30 0.30 0.30 0.30 0.30 5.3
MAA CAPEX 10.00 10.00 10.00 10.50 10.00 10.00 10.00 10.00 9.60 80.1
LESS: GRANT INCOME 0.60 0.60 0.60 0.63 0.60 0.60 0.60 0.60 0.58 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.8
NET MAA CAPEX 9.40 9.40 9.40 9.87 9.40 9.40 9.40 9.40 9.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 75.3
BOND REIMBURSEMENT 9.40 9.40 9.40 9.87 9.40 9.40 9.40 9.40 9.02 2.10 0.30 0.30 0.30 2.09 0.30 0.25 80.9
MAA FUND CASH 29.75 21.68 13.40 29.38 21.38 13.18 29.70 21.78 14.02 12.22 12.22 12.22 12.22 10.43 10.43 10.43
BOND PREMIUM CASH 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ENDOWMENT 0.38 0.35 0.32 0.29 0.26 0.23 0.20 0.17 0.14 0.11 0.07 0.04 0.01 0.00 0.00 0.00 0.38
ENDING TOTAL CASH 133.67 128.00 122.90 140.60 134.27 129.93 153.29 152.51 151.13 156.94 161.82 165.19 167.44 168.50 168.26 166.55
CUMM MAA CAPEX 260.3 270.3 280.3 290.8 300.8 310.8 320.8 330.8 340.4 340.4 340.4 340.4 340.4 340.4 340.4 340.4
9:07 AM6/12/2019
30YRCF031119
3/11/19
FISCAL YEAR: 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33
AV GROWTH (starting 21-22):3.5 %
ASSESSED VALUE ($B) 265.5 284.6 301.7 313.8 324.7 336.1 347.9 360.0 372.6 385.7 399.2 413.2 427.6 442.6 458.1 474.1
MAA DEBT SVC-OLD ($M) 2.59 4.65 7.27 5.96 5.31 5.30 5.30 5.30 5.29 5.29 5.29 5.29 5.29 5.29 5.28 5.30
MAA DEBT SVC-NEW ($M) 1.00 2.90 2.90 3.55 4.70 4.70 5.24 6.20 6.20 6.74 7.70 7.70 8.24
less Bond Premium 2.06 1.63 0.50 1.00 0.50 0.25 0.25
NET MAA DEBT SVC 2.59 5.64 6.46 7.21 7.70 8.60 9.75 9.99 10.52 11.49 11.49 12.03 12.99 12.98 13.53
MAA TAX REVENUE 2.45 5.14 5.35 6.78 7.57 8.09 9.02 10.23 10.49 11.05 12.06 12.06 12.63 13.64 13.63 14.21
TAX RATE $0.92 $1.81 $1.77 $2.16 $2.33 $2.41 $2.59 $2.84 $2.81 $2.87 $3.02 $2.92 $2.95 $3.08 $2.98 $3.00
FISCAL YEAR: 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48
AV GROWTH: 3.5 %
ASSESSED VALUE ($B) 474.1 490.7 507.9 525.7 544.1 563.1 582.8 603.2 624.3 646.2 668.8 692.2 716.4 741.5 767.4 794.3
MAA DEBT SVC-OLD ($M) 5.30 5.29 5.29 5.29 5.28 5.27 5.27 5.27 5.27 5.26 5.26 5.26 5.26 5.25 2.70 2.70
MAA DEBT SVC-NEW ($M) 8.24 9.20 9.20 9.70 10.70 10.70 11.20 12.20 12.20 12.20 12.20 12.20 12.20 12.20 12.20 12.20
NET MAA DEBT SVC 13.53 14.49 14.49 14.99 15.98 15.97 16.47 17.47 17.47 17.46 17.46 17.46 17.46 17.45 14.90 14.90
MAA TAX REVENUE 14.21 15.22 15.22 15.74 16.78 16.77 17.30 18.34 18.34 18.33 18.33 18.33 18.33 18.32 15.64 15.64
TAX RATE $3.00 $3.10 $3.00 $2.99 $3.08 $2.98 $2.97 $3.04 $2.94 $2.84 $2.74 $2.65 $2.56 $2.47 $2.04 $1.97
MROSD PROJECTED MEASURE AA TAX RATE
9:07 AM6/12/2019
Agenda Question Re: 5/24/19 Action Plan and Budget Committee Agenda
* Re: pp. 14/15 of Attachment 4 - Land and Faclitlies Department and Non -MAA CAPEX/Operating
Expenses. As we increase our stock of buildings including housing, fencing, restrooms, bridges, etc. -
what’s a good way to estimate maintenance costs and capital improvement projects to just replace what
we have? Do we have an “assets” view of what capital stock we need to maintain? FOSM made a
rough estimate based on where we are on the growth trajectory - we are on track?
One of the action plan projects for FY 18-19 is the development of a Work Order Asset Management
System, which went live earlier this week with the initial phase. We are on track with our implementation
of that system. The software we are using (Cityworks) will allow us to better track our on-the-ground-
assets, work orders, and monitor our ADA transition plan. Over time, all of our physical assets that need
to be maintained will be put into the system and geo-located. Currently we make budget estimates based
on the need to perform repairs and the cost of prior similar repairs. In general housing, driveways and
grazing infrastructure inherited through land purchases are in fair to poor condition. We are working
through a backlog of infrastructure projects. Some of this work is managed through the Land & Facilities
Department operating budget and larger projects over 50K are managed under our capital budgets. We
don’t have replacement costs determined for all our assets, but estimates can be made based on the cost of
similar work when creating annual budgets.
Through Board action, a Committed Capital Maintenance Reserve Fund was established and funded with
a $1,000,000 contribution two years in a row, bringing the current balance to $2,000,000. Pending further
development and refinement of the data in the Work Order and Asset Management system (such as
quantity and description of assets, remaining life, replacement cost, etc), we will propose to add funds to
the Capital Maintenance fund from time to time as budget allows. Once additional information and data is
available, a more detailed capital maintenance schedule and budget can be developed, funded by this
Capital Maintenance fund.
The FOSM estimated the levels of staff growth in two periods: 2015 to 2020 and 2020 to 2045. We are
on target for those growth projections. The need for staff growth going forward we be dependent on the
development of public access, visitation growth, acquisition of new lands, and resource management
needs, which we assess in part based on the Board’s Strategic Plan Goals and Objectives, the CIAP, and
the Board’s 5-year MAA Project List.
* Re: Berman/Quam driveway, p. 87 of budget. $414,000 for the driveway. Last time, you showed the
long driveway to one house to be re-rocked. Can you give more details on the house it would serve - size
and state of repair - is it staff housing? Or market value? I’m trying to justify this amount for one house
given it must need to be done periodically.
The Quam/Bergman driveway is approximately 1.5 miles long. It serves four District residences, in
addition to private residences near the top of the driveway. The cost of any work on the top section is
shared with the private residents.
Repairs to the Bergman Houses (located at the middle of the driveway) are underway to meet permitting
and habitability needs:
• 2,500 square foot, 2 bedroom, 1 bath, market rent $2,900;
• 850 square foot, 1 bedroom, 1 bath, market rent $986;
• 1200 square foot, 2 bedroom, 1 bath, market rent $1,392;
The Quam house located at the end of the driveway is a 960 square foot, 1 bedroom/1.5 bath house with a
separate garage. Market rent is $1,114/month. It is in good condition.
The request for bids for the Quam/Bergman driveway project will include the section of driveway
between Bergman and Quam as an add alternate. We will evaluate the cost of just the lower section of
road against the return from the residential rental of the Quam house based on the actual bids received. As
an add alternate item, this section of the driveway can be excluded from the proposed bid amount based
on the cost. If a recommendation is made to not repair the lower section of road, and the Board approves
this recommendation, the house will not be rented out. In that case, staff will return to the Board with
options for the final disposition of the Quam house.
These houses are not currently designated as employee housing and therefore can be made available to
general employees (e.g. administrative employees) per our housing policy. If there is no interest from
employees, they would be offered to the general public.