HomeMy Public PortalAbout20190626 - Agenda Packet - Board of Directors (BOD) - 19-17
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 26, 2019
Special Meeting starts at 6:00 PM*
Regular Meeting starts at 7:00 PM*
A G E N D A
6:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – STUDY SESSION
ROLL CALL
1. 2018 Greenhouse Gas Emissions Inventory Report (R-19-81)
Staff Contact: Hayley Edmonston, Climate Resiliency Fellow, Natural Resources
General Manager’s Recommendation: Receive the biannual greenhouse gas emissions presentation.
No Board action required.
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
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 June 12, 2019 Minutes
Meeting 19-17
Rev. 1/3/19
2. Claims Report
3. Approval of an Agreement with Chavan & Associates to provide Financial Auditing Services
for Fiscal Year (FY) 2018-19 through FY2020-21, for a Not-To-Exceed Total Amount of
$70,500 (R-19-87)
Staff Contact: Michael Foster, Controller, Stefan Jaskulak, Chief Financial Officer/Director
Administrative Services, and Andrew Taylor, Finance Manager
Controller’s Recommendation: Appoint Chavan & Associates as the District’s financial auditor for
FY2018-19 through FY2020-21 and authorize the General Manager to execute a three year
contract and engagement letter agreement for a not-to-exceed amount of $70,500.
4. Contract Amendment with Phytosphere to Continue Sudden Oak Death Research (R-19-83)
Staff Contact: Coty Sifuentes-Winter, Senior Resource Management Specialist, Natural Resources
General Manager’s Recommendation: Authorize the General Manager to amend a contract with
Phytosphere Research, in the amount of $10,000, for a total not-to-exceed contract amount of
$86,500, to continue monitoring treatment methods to suppress the spread of Sudden Oak Death in
Open Space Preserves through the end of Fiscal Year 2019-20.
5. Written Response to Frank Bakonyi
Staff Contact: Brian Malone, Assistant General Manager
General Manager’s Recommendation: Approve the written response to Mr. Bakonyi
6. Authorization to contribute a $2 Million payments of FY2018-19 budget savings to the
District’s Section 115 Trust administered by Public Agency Retirement Services (PARS) (R-
19-88)
Staff Contact: Andrew Taylor, Finance Manager and Disclosure Coordinator
General Manager’s Recommendation: Authorization to deposit $2 Million into the Midpeninsula
Regional Open Space District’s (District) PARS account established under a Section 115 Trust as
further funding of the District’s strategy to pre-fund its pension obligations.
7. New Board Policy 3.02 – General Accounting, Internal Control and Capital Assets Policy and
Annual Review of Finance Policies for 2019 (R-19-89)
Staff Contact: Andrew Taylor, Finance Manager and Disclosure Coordinator
General Manager’s Recommendation: Recommend Board approval of the proposed new Board
Policy 3.02 - General Accounting Policy, approve changes to 3.07 - Fund Balance Policy and 3.08
- Statement of Investment, and reaffirm 3.09 - Debt Management Policy.
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.
8. Fiscal Year 2019-20 Budget and Capital Improvement and Action Plan (R-19-82)
Staff Contact: Carmen Narayanan, Budget & Analysis Manager
General Manager’s Recommendation:
Rev. 1/3/19
1. Adopt a Resolution approving the Fiscal Year (FY) 2019-20 Budget and Capital Improvement
and Action Plan.
2. Approve two and a half new full-time equivalent positions (FTEs) in the Visitor and Field
Services business line.
3. Approve one new FTE in the Finance and Administrative Services business line.
4. Approve one new classification in the Visitor and Field Services business line.
5. Adopt a Resolution approving the Classification and Compensation Plan.
9. La Honda Public Access Working Group Appointments (R-19-85)
Staff Contact: Tina Hugg, Senior Planner, Planning
General Manager’s Recommendations:
1. Appoint members to serve on the La Honda Public Access Working Group as listed in the staff
report.
2. Approve a preferred method to fill a vacancy for the La Honda Public Access Working Group
in case one arises:
a. If a vacancy is a La Honda Area Representative, appoint a new member to the Working
Group from the interviewee list established by the Board on June 19, 2019; and
b. If a vacancy is a ward representative, the Director for that ward would select a new
representative to serve on the Working Group.
10. Rancho San Antonio Multimodal Access Study (R-19-86)
Staff Contact: Leialani Hufana, Planner II, Planning Department
General Manager’s Recommendations:
1. Approve the proposed scope of work related to the Rancho San Antonio Multimodal Access
Study: Phase 1 Parking and Transportation Demand Analysis.
2. Approve the recommended short-term measures that can be initiated within Fiscal Years 2019-
20 and 2020-21.
3. Authorize the Board President to appoint two Board Members to assist staff in pursuing
coordination and partnership opportunities (described in Attachment 2) with other jurisdictions.
11. Award of Contract for Forest Inventory and Management Planning, La Honda Creek Open
Space Preserve (R-19-84)
Staff Contact: Matt Baldzikowski, Senior Resource Management Specialist, Natural Resources
Department
General Manager’s Recommendations:
1. Authorize the General Manager to enter into contract with Sicular Environmental Consulting
and Natural Lands Management of Berkeley, California for $79,993.
2. Authorize a 15% contingency of $12,000 to be expended only if necessary to cover
unanticipated conditions or needs, for a total contract amount not-to-exceed $91,993.
INFORMATIONAL MEMORANDUM
• Legislative Actions Update to Board
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.
Rev. 1/3/19
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.
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 20, 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
Rev. 1/3/18
R-19-81
Meeting 19-17
June 26, 2019
SPECIAL MEETING AGENDA ITEM 1
AGENDA ITEM
2018 Greenhouse Gas Emissions Inventory Report
GENERAL MANAGER’S RECOMMENDATION
Receive the biennial greenhouse gas emissions presentation. No Board action required.
SUMMARY
The 2018 Greenhouse Gas Inventory summarizes Midpeninsula Regional Open Space District’s
(District) greenhouse gas (GHG) emissions for the year 2018. The Inventory shows that the
District is ahead of schedule to reach the first Climate Action Plan goal of reducing
administrative GHG emissions 20% by 2022. The District reduced administrative GHG
emissions by 14% from 2016 to 2018. The District will continue reducing GHG emissions by
implementing the Climate Action Plan items proposed in the Fiscal Year 2019-20 budget.
DISCUSSION
The Board of Directors (Board) adopted the Climate Action Plan in October 2018 to reduce the
District’s GHG emissions (R-18-114). The Board set voluntary goals to reduce administrative
GHG emissions 20% below 2016 baseline by 2022, 40% by 2030, and 80% by 2050. The
Climate Action Plan includes an inventory of the District’s baseline GHG emissions for the year
2016. To measure progress towards these goals, staff will conduct an inventory of the District’s
GHG emissions every two years. Attachment 1 is the first such inventory and summarizes the
District’s GHG emissions for the year 2018.
The 2018 GHG Inventory found that the District is ahead of schedule to reach the first Climate
Action Plan goal of reducing administrative GHG emissions 20% by 2022. The District reduced
administrative GHG emissions by 14% from 2016 to 2018. This decrease was driven by:
• A 10% reduction in vehicles/equipment/business travel emissions due to changing the
field office fuel tanks to renewable diesel made from agricultural by-products and
purchasing carbon offsets for business flights;
• A 16% reduction in employee commute emissions due to more employees working
compressed 9/80 schedules, working weekly telecommute schedules, and commuting via
carpool, bike, public transit, or electric vehicle more frequently;
• A 14% reduction in facilities emissions due to most District facilities being automatically
enrolled in 50% renewable electricity; and
• A 25% decrease in tenant residences emissions due to most District residences being
automatically enrolled in 50% renewable electricity.
R-19-81 Page 2
The GHG Inventory is organized into “administrative emissions” that come directly from District
administration and operations (vehicles, commuting, facilities, residences) and “non-
administrative emissions” over which the District has less control (livestock and visitor
transportation). The GHG reduction goals apply only to administrative emissions. Attachment 1
details emissions changes by sector for both administrative emissions (pages 6-10) and non-
administrative emissions (pages 12-13).
This progress is encouraging and shows that effort and investment in the Climate Action Plan
can yield measurable results. In addition, staff have already implemented a number of changes in
2019 that are not captured in the 2018 GHG Inventory and are likely to reduce emissions further,
such as upgrading most facilities to 100% renewable electricity and approving incentives for
commuting via carpool, bike, public transit, or electric vehicle. See page 11 of Attachment 1 for
a full list of Climate Action Plan implementation items proposed for Fiscal Year (FY) 2019-20.
While reductions will get progressively harder in the coming years as all of the “low hanging
fruit” changes are made, continued focus on implementing the Climate Action Plan will help the
District achieve its ambitious GHG reduction goals.
FISCAL IMPACT
There is no fiscal impact associated with the biennial presentation of the GHG Inventory.
To date, about $43,500 has been spent on the Climate Action Plan. This includes $39,880 on
consultant costs to develop the plan and $3,473 on implementation ($1,939 on carbon offsets for
2018 business flights plus about $1,534 per year above typical electricity bill costs to purchase
100% renewable electricity for most District facilities starting in January 2019).
The projected FY2019-20 budget includes:
• $132,000 for non-capital Climate Action Plan implementation items including new
employee commute incentives, electric equipment and bikes for the field, LED lighting
upgrades, and a planning process to increase carbon sequestration in grazed areas;
• $150,000 for a solar panel system for the Skyline Field Office; and
• $38,500 to replace one retired administrative vehicle with an electric vehicle.
See page 11 of Attachment 1 for a full list of Climate Action Plan implementation items
proposed for FY2019-20.
The Climate Action Plan is not funded by Measure AA.
BOARD COMMITTEE REVIEW
The 2018 GHG Inventory Report is being presented to the full Board given full Board interest.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-19-81 Page 3
CEQA COMPLIANCE
The GHG Inventory itself is not a project subject to the California Environmental Quality Act.
The vast majority of Climate Action Plan implementation items would not have a significant
impact on the environment within the meaning of Section 15061(b)(3), or they fall within the
Existing Facilities exemption under Section 15301 for operation, maintenance, or minor
alteration of existing structures, facilities, and equipment.
Additional CEQA review for specific Climate Action Plan implementation items, if warranted,
would be conducted prior to implementation of these projects.
NEXT STEPS
Staff will conduct the next GHG Inventory for the year 2020 and report to the Board in summer
2021. Staff will continue to implement the Climate Action Plan to further reduce the District’s
GHG emissions.
Attachment
1. 2018 Greenhouse Gas Inventory Report
Responsible Department Head:
Kirk Lenington, Natural Resources
Prepared by:
Hayley Edmonston, Climate Resiliency Fellow, Natural Resources
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
2018 Greenhouse Gas Inventory Report
June 2019
First fueling with low‐carbon renewable diesel made from agricultural by‐products in September 2018.
Summary
This report summarizes Midpen’s greenhouse gas emissions as an agency for the year 2018.
Key findings:
Midpen is ahead of schedule to reach
our first Climate Action Plan goal of
reducing administrative greenhouse
gas emissions 20% by 2022.
Midpen’s administrative greenhouse
gas emissions decreased by 14% from
2016 to 2018.
This progress is encouraging and
shows that effort and investment in
the Climate Action Plan can yield
measurable results. However,
reductions will get harder in the
coming years as all of the “low
hanging fruit” changes are made.
0
400
800
1200
1600
2016 2018 2022 2030 2050
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Midpen Climate Action Plan Goals
ATTACHMENT 1
2
Table of Contents
Summary ....................................................................................................................................................... 1
Introduction .................................................................................................................................................. 2
2018 Greenhouse Gas Inventory Findings .................................................................................................... 4
Overall: 14% Decrease in Administrative Emissions ................................................................................. 4
Progress Towards Climate Action Plan Goals ........................................................................................... 5
Greenhouse Gas Emissions Avoided ......................................................................................................... 5
2018 Greenhouse Gas Inventory by Sector – Administrative Emissions ...................................................... 6
Vehicles, Equipment, Business Travel: 10% Decrease in Emissions ......................................................... 6
Employee Commute: 16% Decrease in Emissions .................................................................................... 7
Facilities: 14% Decrease in Emissions ....................................................................................................... 8
Tenant Residences: 25% Decrease in Emissions ..................................................................................... 10
Moving Forward .......................................................................................................................................... 11
Appendix 1: 2018 Greenhouse Gas Inventory by Sector – Non‐Administrative Emissions ........................ 12
Livestock: 28% Increase in Emissions ...................................................................................................... 12
Visitor Transportation: Emissions Estimates for 6 Preserves Added to Inventory ................................. 13
Appendix 2: Detailed Table of Greenhouse Gas Emissions Changes 2016‐2018 ........................................ 14
Introduction
Midpen’s Board adopted the Climate Action Plan in October
2018 to reduce the agency’s carbon footprint and ensure
that, in line with our mission to protect the environment in
perpetuity, we are doing our part to act on climate change.
The Climate Action Plan commits to reducing administrative
greenhouse gas (GHG) emissions 20% below 2016 baseline
by 2022, 40% by 2030, and 80% by 2050, in line with
California’s climate change goals and the Paris Climate
Agreement. The Climate Action Plan lists dozens of changes
Midpen can make across sectors to reduce GHG emissions.
The Climate Action Plan includes an inventory of Midpen’s
baseline GHG emissions for the year 2016. Going forward,
Midpen will conduct a GHG Inventory every two years to
measure progress towards the GHG reduction goals and
assess the effectiveness of Climate Action Plan items that
are implemented. This report summarizes Midpen’s GHG
Key Terms/Acronyms
GREENHOUSE GAS (GHG): Gases that cause climate
change, such as carbon dioxide, methane, and nitrous
oxide, named for their warming “greenhouse effect” on
the atmosphere
METRIC TON OF CARBON DIOXIDE EQUIVALENT
(MTCO2E): Standard unit of measurement for
greenhouse gases
ADMINISTRATIVE EMISSIONS: Midpen GHG emissions
from administration/operations (vehicles, commuting,
facilities, residences) for which Midpen set greenhouse
gas reduction goals
ATTACHMENT 1
3
Inventory for the year 2018. This data collection process and report will be replicated every two years
going forward and presented to the Board and the public.
Midpen’s GHG emissions fall into six main
sectors: 1) vehicles/equipment/business
travel, 2) employee commute, 3) facilities,
4) tenant residences, 5) livestock, and 6)
visitor transportation. The first four sectors
are grouped together and defined as
“administrative emissions” – emissions that
come directly from Midpen administration
and operations, over which Midpen has
significant influence. The GHG reduction
goals focus on the four administrative
emissions sectors. Vehicles, equipment,
and business travel is the largest
administrative emissions sector, making up
nearly half of Midpen’s carbon footprint.
Employee commute is the second largest administrative emissions sector, followed by facilities and
tenant residences. Livestock and visitor transportation are defined as “non‐administrative emissions” –
emissions that are related to Midpen activities, but over which Midpen has less control. Non‐
administrative emissions are not included in the GHG reduction goals, but Midpen will track these
emissions every two years in the GHG Inventory and work to reduce them as well.
Significant reductions were not expected in the 2018 GHG Inventory since the Climate Action Plan was
not adopted until October 2018 and only two Climate Action Plan items were implemented in 2018
(changing to renewable diesel and purchasing carbon offsets for flights). The 2018 GHG Inventory
showed a larger reduction than expected due to the implementation of renewable diesel and carbon
offsets for flights, along with regional electricity getting cleaner and a greater share of employees
working compressed or remote schedules and commuting via carpool, bike, public transit, and electric
vehicle.
The following sections summarize overall GHG Inventory findings and detail changes in emissions by
sector. The final section, “Moving Forward,” discusses Climate Action Plan items that have already been
implemented in 2019 or are planned for implementation in Fiscal Year 2019‐2020, along with challenges
and opportunities to consider in pursuit of Midpen’s GHG reduction goals.
Facilities
13%
Vehicles,
Equipment,
Business Travel
46%
Employee
Commute
30%
Tenant
Residences
11%
2018 Administrative GHG Emissions
ATTACHMENT 1
4
2018 Greenhouse Gas Inventory Findings
Overall: 14% Decrease in Administrative Emissions
Overall, the 2018 GHG Inventory found that administrative GHG emissions decreased 14% from 2016 to
2018. Midpen’s administrative GHG emissions total for 2018 was 1,307 metric tons of carbon dioxide
equivalent (MTCO2E), 215 MTCO2E less than in 2016. A metric ton of carbon dioxide equivalent is the
standard unit of measurement for greenhouse gases. This decrease was driven by a 10% reduction in
vehicles/equipment/business travel emissions, a 16% reduction in employee commute emissions, a 14%
reduction in facilities emissions, and a 25% decrease in tenant residences emissions. These emissions
are detailed in the “2018 Greenhouse Gas Inventory by Sector – Administrative Emissions” section.
Administrative GHG Emissions Changes 2016-2018
There are also non‐administrative GHG emissions related to Midpen activities but that Midpen has less
control over, such as livestock and visitor transportation to preserves. These emissions are described in
the “Appendix 1: 2018 Greenhouse Gas Inventory by Sector – Non‐Administrative Emissions” section.
0
400
800
1200
1600
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Administrative GHG Emissions Changes
2016-2018
Tenant Residences
Facilities
Employee
Commute
Vehicles,
Equipment,
Business Travel
ADMINISTRATIVE GHG EMISSIONS (MTCO2E) 2016 2018 CHANGE
Vehicles, Equipment, Business Travel 676 608 ‐10%
Employee Commute 463 389 ‐16%
Facilities 197 170 ‐14%
Tenant Residences 185 139 ‐25%
Administrative GHG Emissions Total 1,522 1,307 ‐14%
ATTACHMENT 1
5
Progress Towards Climate Action Plan Goals
As part of the Climate Action Plan, Midpen set
voluntary goals to reduce administrative GHG
emissions 20% below 2016 baseline by 2022,
40% by 2030, and 80% by 2050. The 2018
GHG Inventory shows that, by already
reducing administrative emissions 14% in two
years, Midpen is ahead of schedule to
achieve the 20% by 2022 goal. If the current
rate of reduction continues, Midpen would
reduce emissions 28% by 2022. This progress
is encouraging, and will help build momentum
and demonstrate that effort and investment
in the Climate Action Plan can yield
measurable results. However, reductions will
get harder in the coming years as all of the
“low hanging fruit” changes are made.
Greenhouse Gas Emissions Avoided
In addition to showing that emissions
decreased from 2016 to 2018, the GHG
Inventory also shows that administrative
emissions would have increased by 9% from
2016 to 2018 if changes had not been made
by Midpen and regional electricity providers.
These avoided GHG emissions were achieved
in four areas. First, Midpen purchased carbon
offsets for business flights (see “Business Air
Travel” section for a discussion of the
complexities of carbon offsets). Second,
Midpen achieved significant reductions in
commute emissions because more employees
worked compressed and telework schedules
and chose alternative commute modes. Third,
Midpen benefitted from our regional
electricity getting cleaner as most Midpen
facilities and residences were automatically
enrolled in 50% renewable electricity in 2017. Fourth, Midpen began purchasing renewable diesel made
from agricultural by‐products for the field office fuel tanks in September 2018 (this reduction is too
small to see on the chart, but still worth highlighting). Without these changes, Midpen’s administrative
emissions would have increased by 9%, or 347 MTCO2E, from 2016 to 2018.
0
400
800
1200
1600
2016 2018 2022 2030 2050
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Midpen Climate Action Plan Goals
0
400
800
1200
1600
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
GHG Emissions Avoided in 2018
Flight Offsets Commute
Renewable Electricity Renewable Diesel
ATTACHMENT 1
6
2018 Greenhouse Gas Inventory by Sector – Administrative Emissions
Vehicles, Equipment, Business Travel: 10%
Decrease in Emissions
Vehicles, maintenance equipment, and
business travel are the largest source of
Midpen’s administrative emissions, making up
46% of 2018 emissions. Emissions in this
sector decreased by 10% from 2016 to 2018.
This decrease was driven by two changes:
switching the field office fuel tanks to
renewable diesel made from agricultural by‐
products in September 2018, and purchasing
carbon offsets for business flights.
Gasoline: 4% Increase in Emissions
Gasoline emissions increased by 4% from 2016 to 2018. This increase was driven by an increase in
gasoline fuel consumption. This increase is not surprising, as Midpen’s staff, vehicle fleet, and land that
needs to be patrolled and maintained continue to grow. Gasoline continues to be one of Midpen’s
largest and most challenging emissions sources.
Diesel: 1% Increase in Emissions
Diesel emissions increased by 1% from 2016 to 2018. This increase was driven by a 21% increase in
diesel fuel consumption, which was almost entirely offset by switching from regular diesel to renewable
diesel in September 2018, implementing Climate Action Plan item #V1. Renewable diesel is a biofuel
made from agricultural byproducts such as plant waste and animal fats. It has a 68% lower lifecycle
carbon footprint than regular fossil fuel diesel. The benefits of renewable diesel will be even more
pronounced in future years’ GHG Inventories, because renewable diesel was only implemented in the
last three months of 2018. By using renewable diesel instead of regular diesel just for that short time,
Midpen has already saved 28 MTCO2E.
Personal Vehicle Reimbursements: 3% Increase in Emissions
Reimbursements for employees using their personal vehicle for work are a very small portion of
Midpen’s emissions. Personal vehicle use increased by 3% from 2016 to 2018.
Business Air Travel: All Emissions Offset
Business air travel emissions were counted as zero in 2018 because Midpen purchased carbon offsets
for all business flights, implementing Climate Action Plan item #V14. Flights are the only emissions
source for which the Climate Action Plan recommends purchasing carbon offsets. This is because there
is no viable alternative to reduce emissions from flights other than staff not attending out of state
conferences. The carbon offsets Midpen purchased are verified and contribute to projects that reduce
0
100
200
300
400
500
600
700
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Vehicles, Equipment, Business Travel
Business Air Travel
Personal Vehicle
Reimbursements
Diesel
Gasoline
ATTACHMENT 1
7
carbon emissions. However, we recognize that purchasing carbon offsets is not an ideal way to reduce
agency emissions, and that is why carbon offsets are not considered in any other sector.
Business flights in 2018 generated 165 MTCO2E, which would have made up 11% of the total GHG
Inventory if carbon offsets had not been purchased. This is a significant portion of total emissions, nearly
doubling the emissions from flights in 2016. If business flights were counted in the GHG Inventory, total
emissions would only have decreased by 3% (instead of decreasing by 14%) and vehicle sector emissions
would have increased by 14% (instead of decreasing by 10%). Because of these complexities, excluding
business flights from both the 2016 and 2018 totals provides a more direct comparison of other
emissions sectors. Excluding business flights from the Inventories, total emissions decreased by 9% from
2016 to 2018 and vehicle sector emissions increased by 3% from 2016 to 2018. However, GHG
accounting protocols state that if an agency purchases verified offsets, those emissions should be
counted as zero. Therefore, business flights are counted as zero in the 2018 GHG Inventory.
Performance Indicators
VEHICLES, EQUIPMENT, BUSINESS TRAVEL INDICATORS 2016 2018
Vehicle fleet average miles per gallon (excluding service/commercial trucks) 15.8 16.5
Portion of annual fuel used that is renewable 0% 6%
Annual miles flown for business travel 50,000 93,000
Employee Commute: 16% Decrease in
Emissions
Employee commuting continues to be
Midpen’s second‐largest sector, making up
30% of 2018 administrative emissions.
Employee commute emissions decreased by
16% from 2016 to 2018. This decrease was
driven by two trends: more employees
working a compressed 9/80 or weekly
telecommute schedule, and more employees
commuting via carpool, bike, public transit, or
electric vehicle. The portion of employees
working a compressed 9/80 schedule rose
from 32% to 44% from 2016 to 2018, and the
portion of administrative employees working a weekly telecommute schedule rose from 9% to 16%. The
portion of employees who always drive alone stayed consistent at about 82%, but the portion of
employees who always use alternative modes increased from 2% to 10%. The new incentives for
commuting via carpool, bike, public transit, or electric vehicle that will be implemented in summer 2019
should increase the use of alternative modes further. However, driving alone is the only option for many
employees because of the high cost of housing and limited public transportation options in the area,
especially for field staff who commute to rural field offices.
0
100
200
300
400
500
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Employee Commute
Admin Staff
Field Staff
ATTACHMENT 1
8
2018 Employee Commute Trips by Mode
COMMUTE MODE ADMINISTRATIVE STAFF FIELD STAFF
Drive alone – non‐electric vehicle 78% 91%
Drive alone – electric vehicle 6% 0%*
Carpool 8% 8%
Bike 6% 1%
Caltrain 2% N/A
*It is not possible for most field staff to commute via electric vehicle until EV chargers are installed at field offices.
Midpen employees collectively commuted nearly 1.5 million miles in 2018, 84% of which was driven
alone. The average employee commutes 38 miles round‐trip each day, or roughly 8,500 miles per year.
In addition to the impact on the environment, these commutes are challenging for employees and for
the organization. 50% of administrative staff and 34% of field staff report being dissatisfied with their
commutes; 17 employees surveyed said they “could barely keep it up.” Providing flexible schedule
options and incentivizing alternative commuting has significant benefits for employee morale and
retention in addition to reducing emissions.
One potential issue with the employee commute data is that, because the GHG Inventory is a snapshot
in time, there were fewer employees in the 2018 GHG Inventory (165 FTE) than the 2016 GHG Inventory
(178 FTE) despite long‐term growth in Midpen staff. If the number of employees had stayed the same in
the 2018 Inventory, commute emissions would have decreased by 9%. This confirms that increases in
flexible schedules and alternative commuting explain a majority of the decrease in commute emissions.
Performance Indicators
EMPLOYEE COMMUTE INDICATORS 2016 2018
Total drive‐alone employee vehicle miles traveled 1,350,784 1,134,689
Portion of employees who always drive alone to work 83% 82%
Portion of employees who work a compressed 9/80 schedule 32% 44%
Portion of administrative employees who telecommute weekly 9% 16%
Facilities: 14% Decrease in Emissions
The facilities sector, making up 13% of 2018
administrative emissions, includes electricity,
heating fuels (natural gas and propane), solid
waste (trash, recycling, and compost), and
wastewater. Emissions in this sector
decreased by 14% from 2016 to 2018. This
decrease was driven by electricity in the
region getting cleaner, as nearly all buildings
in San Mateo and Santa Clara Counties were
automatically enrolled in 50% renewable
electricity in 2017.
0
50
100
150
200
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Facilities
Wastewater
Electricity
Solid Waste
Heating Fuels
ATTACHMENT 1
9
Electricity: 92% Decrease in Emissions
Electricity emissions decreased by 92% from 2016 to 2018. This huge decrease in electricity emissions
happened despite a 31% increase in electricity use. Emissions decreased because almost all Midpen
facilities were automatically enrolled in 50% renewable electricity from Peninsula Clean Energy and
Silicon Valley Clean Energy in 2017. These “community choice energy” providers are public Joint Powers
Authorities that were created in San Mateo and Santa Clara Counties, respectively, in 2016 as the official
electricity providers for the counties. The clean energy providers purchase power, while PG&E retains
responsibility for power delivery and billing. This concept is an innovation in the energy sector that lets
consumers choose between the default 50% renewable electricity, or “opt up” to 100% renewable
electricity. Midpen “opted up” almost all facilities to 100% renewable electricity in January 2019, so the
benefits of these new clean energy providers will be even more pronounced in future years’ GHG
Inventories as electricity emissions will be essentially zero. Midpen’s automatic enrollment in 50%
renewable electricity for the year 2018 saved 42 MTCO2E compared to if we had still been on PG&E
power. The only facility not currently served by the clean energy providers is the Skyline Field Office due
to confusion over its proximity to the county line. Staff have been in contact with the clean energy
providers trying to get the Skyline Field Office enrolled in renewable electricity.
Heating Fuels: 66% Increase in Emissions
Heating fuel emissions increased by 66% from 2016 to 2018. This increase was driven by a significant
increase in natural gas use in the Administrative Office, perhaps due to a cooler wetter winter affecting
the HVAC system’s operation. Propane use at the field offices remained about the same.
Solid Waste: 10% Increase in Emissions
Solid waste emissions increased by 10% from 2016 to 2018. Midpen sent 46 tons of trash to landfill in
2018. From 2016 to 2018, the volume of trash increased by 10%, the volume of recycling increased by
72%, and the volume of compost decreased by 31%. A vast majority of Midpen’s solid waste comes from
maintenance projects in the field, so the type of projects happening in a given year has a big impact on
the amount and type of waste Midpen produces. Midpen’s waste diversion rate (the portion of waste
going to recycling or compost rather than landfill) increased from 34% in 2016 to 37% in 2018.
Wastewater: 20% Decrease in Emissions
Wastewater treatment is a very small portion of Midpen’s emissions. Wastewater emissions decreased
by 20% from 2016 to 2018, from 2.5 MTCO2E to 2.0 MTCO2E. The decrease was because more people
are being served by the area’s wastewater treatment plant, so Midpen’s portion of emissions is less.
Performance Indicators
FACILITIES INDICATORS 2016 2018
Administrative office electricity use per square foot (annual kWh/SQFT) 11.3 16.9
Field office electricity use per square foot (annual kWh/SQFT) 5.4 5.1
Portion of electricity from renewable sources 33% 50%
Solid waste diversion rate (% diverted from landfill) 34% 37%
ATTACHMENT 1
10
Tenant Residences: 25% Decrease in
Emissions
The tenant residences sector, making up 11%
of 2018 administrative emissions, includes
electricity and heating fuels (natural gas and
wood) for the 40 residences Midpen owns.
Emissions in this sector decreased by 25%
from 2016 to 2018. This decrease was driven
by the electricity in the region getting cleaner,
as nearly all buildings in Midpen’s boundary
were automatically enrolled in 50%
renewable electricity in 2017.
It is important to note that the data quality is poor for tenant residences because Midpen only pays the
energy bills for a few of the 40 residences. The emissions calculations are based on regional energy use
averages by square footage and heat source. While the tenant residence emissions figure is a rough
estimate, emissions can still be compared from year to year because the same methods were used.
Electricity: 73% Decrease in Emissions
Electricity emissions decreased by 73% from 2016 to 2018. This decrease was driven by electricity in the
region getting cleaner, as nearly all buildings in San Mateo and Santa Clara Counties were automatically
enrolled in 50% renewable electricity from Peninsula Clean Energy and Silicon Valley Clean Energy,
respectively, in 2017. These clean energy providers are described in the “Facilities” section. The
Inventory assumes that no tenants opted out of 50% renewable electricity or opted up to 100%
renewable electricity. In future years, the tenant residences data could be improved by obtaining energy
bills from tenants or asking them what level of renewable electricity they are purchasing.
Heating Fuels: 3% Decrease in Emissions
Emissions from burning natural gas and wood for heating decreased by 3% from 2016 to 2018. Wood
makes up about 70% of the emissions from residence heating fuels because it has a much higher carbon
footprint than natural gas or electric heat. Burning wood also produces particulate matter that causes
air quality problems and respiratory illness in the region.
Performance Indicators
TENANT RESIDENCES INDICATORS 2016 2018
Portion of tenants purchasing highest renewable electricity option from utility 0% TBD
Portion of tenant residences using wood for heating 52% 48%
0
50
100
150
200
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Tenant Residences
Electricity
Heating Fuels
ATTACHMENT 1
11
Moving Forward
The 2018 GHG Inventory paints an optimistic picture of Midpen’s ability to reach our GHG reduction
goals in 2022 and beyond. On top of that, Midpen has already implemented a number of Climate Action
Plan items in 2019 that were not captured in this GHG Inventory that will reduce emissions further:
New incentives for commuting via carpool, bike, public transit, or electric vehicle were approved
and will be implemented in summer 2019
All Midpen facilities except SFO were upgraded to 100% renewable electricity in January 2019
Land and Facilities and Visitor Services continue to purchase electric maintenance equipment,
bikes, and ATVs to reduce fossil fuel consumption where possible
Most lighting in the Administrative Office was upgraded to energy‐efficient LED lighting
Administrative Office waste reduction was enabled by adding compost and expanding recycling
In addition, the following items are included in the Fiscal Year 2019‐2020 Budget and Action Plan:
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 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/Vehicles‐6: Replace one retiring hybrid administrative vehicle
with an electric vehicle; transfer hybrid vehicle to field office
$38,500 Land and Facilities
Vehicles‐9/Vehicles‐10: 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
All of these changes are likely to contribute to emissions reductions beyond the 14% reduction already
achieved in this GHG Inventory. It is our hope that the next GHG Inventory for the year 2020 shows the
positive impact of these changes and demonstrates Midpen’s continued progress towards achieving the
GHG reduction goals and leading by example on climate change. However, reductions will get
progressively harder in the coming years as all of the “low hanging fruit” changes are made. Continued
effort and investment in the Climate Action Plan will be required to reach our ambitious goals.
ATTACHMENT 1
12
Appendix 1: 2018 Greenhouse Gas Inventory by Sector – Non-Administrative Emissions
In addition to administrative
GHG emissions, there are also
non‐administrative GHG
emissions related to Midpen
activities but that Midpen has
less control over. Livestock
emissions increased by 28%
from 2016 to 2018 due to more
cattle on the land. Visitor
transportation emissions were
not included in the 2016
baseline GHG Inventory, but were calculated for 6 preserves in the 2018 GHG Inventory. The visitor
transportation figure is not an estimate of total emissions and is best viewed as a rough estimate for the
6 preserves that have car counters. These sectors represent opportunities to reduce emissions above
and beyond Midpen’s administrative GHG reduction goals. There are also emissions from Midpen
contractors and volunteers, but no data is available to include those sectors in the GHG Inventory.
Livestock: 28% Increase in Emissions
Livestock emissions increased by 28% from
2016 to 2018. This increase was driven by
more cows and steers grazing on Midpen
lands due to the end of California’s 2011‐2017
drought. Ruminant animals like cattle produce
and release methane, a strong greenhouse
gas, when they digest grass. This methane is
difficult to calculate precisely because it
varies depending on region, diet, weight, and
more. The Intergovernmental Panel on
Climate Change estimates the uncertainty for
cattle emissions is ± 20% to ± 50%.
Midpen uses conservation grazing to manage vegetation for fire protection, control invasive plants, help
sustain the local agricultural economy, and foster the region's rural heritage. Without grazing, Midpen
would not be able to manage the same acreage of grassland and would instead use fuel‐powered
mowers. Livestock emissions are not included in the administrative scope because livestock provide
other environmental benefits and exist within a complex biological system. There is evidence that
certain grazing regimes may increase soil carbon, perhaps even enough to offset some portion of the
cattle’s methane emissions. A complete picture of livestock’s impact on the climate should include both
methane emissions and increases in soil carbon due to grazing and land management. Midpen recently
began a project with the San Mateo Resource Conservation District to quantify the carbon sequestration
of different rangeland management practices. As Midpen implements those practices in the future,
livestock emissions can be reduced by measurably increasing soil carbon sequestration in grazed areas.
ADMINISTRATIVE GHG EMISSIONS (MTCO2E) 2016 2018 CHANGE
Vehicles, Equipment, Business Travel 676 608 ‐10%
Employee Commute 463 389 ‐16%
Facilities 197 170 ‐14%
Tenant Residences 185 139 ‐25%
Administrative GHG Emissions Total 1,522 1,307 ‐14%
NON-ADMINISTRATIVE GHG EMISSIONS (MTCO2E) 2016 2018 CHANGE
Livestock 876 1,126 +28%
Visitor Transportation – 6 Preserves ‐ 3,803 ‐
0
200
400
600
800
1000
1200
2016 2018
Me
t
r
i
c
T
o
n
s
C
O
2
Eq
u
i
v
a
l
e
n
t
Livestock
Horses, Sheep,
Pigs, Etc.
Calves on Forage
Growing
Heifers/Steers
Mature Cows/Bulls
ATTACHMENT 1
13
Performance Indicators
LIVESTOCK INDICATORS 2016 2018
Number of animals with high enteric emissions (cattle) 374 480
Number of animals with low enteric emissions (horses, sheep, pigs, etc.) 177 177
Annual additional landscape carbon sequestration due to grazing (MTCO2E) TBD TBD
Percent of annual livestock emissions offset by carbon sequestration projects 0% 0%
Visitor Transportation: Emissions Estimates for 6 Preserves Added to Inventory
To start, this is not an estimate of total emissions from visitor transportation. It is an estimate of
emissions for the 6 preserves that have car counters installed, so total visitor transportation emissions
are likely higher. Visitor transportation to those 6 preserves was estimated to produce 3,803 MTCO2E in
2018. The estimate includes Rancho San Antonio, by far Midpen’s busiest site. However, the estimate
does not include busy Mount Umunhum or the 17 other open preserves that do not have car counters.
Car counter data was used to estimate total vehicle trips in 2018 to the 6 preserves with car counters.
Data from the 2017 Preserve Use Survey was used to calculate average trip distance. Together, these
sources estimate 11 million visitor miles driven in 2018 to the 6 preserves with car counters. It is
important to note that the car counters do not count visitors arriving at other parking lots in that
preserve or visitors arriving by bike, foot, or transit. Finally, the Preserve Use Survey did not ask about
transportation mode, so it is assumed that all visitors drove to the preserves.
2018 Visitor Mileage and Emissions Estimates for Preserves with Car Counters
PRESERVE VISITOR MILES DRIVEN EMISSIONS (MTCO2E)
Rancho San Antonio 6,630,736 2,275
Purisima Creek Redwoods – North Ridge 1,429,864 491
Windy Hill – Lower Lot 972,004 334
El Corte de Madera 880,552 302
Monte Bello 607,856 209
Russian Ridge – Mindego Hill 563,108 193
Visitor Services is working to improve visitation data by installing more car counters and hiring an intern
to study visitation at Mount Umunhum. There is already a car counter at Mount Umunhum, but that site
is not included in this Inventory because the Preserve Use Survey happened before Mount Umunhum
was open. As Midpen gains better visitation statistics, emissions can be calculated for additional
preserves in the 2020 GHG Inventory to move towards an estimate of total visitor transportation
emissions. The upcoming Rancho San Antonio Multimodal Access Study will explore non‐motorized
mobility and transit options that could help reduce emissions from visitor transportation. Finally, by
preserving open space close to home, Midpen provides a lower emissions alternative to faraway parks.
Performance Indicators
VISITOR TRANSPORTATION INDICATORS 2016 2018
Total visitor miles driven to and from preserves – 6 preserves ‐ 11,000,000
Percent of visitor trips made via transit, bike, or electric vehicle ‐ TBD
ATTACHMENT 1
14
Appendix 2: Detailed Table of Greenhouse Gas Emissions Changes 2016-2018
*Midpen purchased carbon offsets for 165 MTCO2E of business flight emissions in 2018. See “Business Air Travel”
section for a discussion of the complexities of carbon offsets.
Acknowledgments
Report by Hayley Edmonston
Research support by Kat Palermo and Julia Hathaway
GHG Inventory tool developed by Cascadia Consulting Group
Additional thanks to Midpen Climate Team staff members and Midpen leadership and Board
ADMINISTRATIVE GHG EMISSIONS (MTCO2E) 2016 2018 CHANGE
Vehicles, Equipment, Business Travel 676 608 ‐10%
Gasoline 439 457 +4%
Diesel 140 141 +1%
Personal Vehicle Reimbursements 10 11 +3%
Business Air Travel 88 0* ‐100%
Employee Commute 463 389 ‐16%
Administrative Staff 244 196 ‐20%
Field Staff 219 193 ‐12%
Facilities 197 170 ‐14%
Electricity 74 6 ‐92%
Heating Fuels 51 85 +66%
Solid Waste 70 77 +10%
Wastewater 2.5 2.0 ‐20%
Tenant Residences 185 139 ‐25%
Electricity 56 15 ‐73%
Heating Fuels 129 125 ‐3%
Administrative GHG Emissions Total 1,522 1,307 ‐14%
NON-ADMINISTRATIVE GHG EMISSIONS (MTCO2E) 2016 2018 CHANGE
Livestock 876 1,126 +28%
Mature Cows/Bulls 627 861 +37%
Growing Heifers/Steers 139 195 +40%
Calves on Forage 40 0 ‐100%
Horses 53 52 ‐2%
Other Livestock 17 18 +4%
Visitor Transportation – 6 Preserves ‐ 3,803 ‐
ATTACHMENT 1
June 12, 2019
Board Meeting 19-15
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
June 12, 2019
DRAFT MINUTES
SPECIAL MEETING – CLOSED SESSION
President Siemens called the special meeting of the Midpeninsula Regional Open Space District
to order at 5:30 p.m.
ROLL CALL
Members Present: Jed Cyr, Larry Hassett, Karen Holman, Yoriko Kishimoto, Pete Siemens,
and Curt Riffle
Members Absent: Zoe Kersteen-Tucker
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Real
Property Manager Michael Williams, Senior Real Property Agent Allen
Ishibashi
Public comments opened at 5:30 p.m.
No speakers present.
Public comments closed at 5:30 p.m.
Director Kersteen-Tucker arrived at 5:36 p.m.
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
Meeting 19-15 Page 2
Superior Court Case Number 19CV345161
ADJOURNMENT
President Siemens adjourned the special meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 6:52 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, Chief
Financial Officer Stefan Jaskulak, Assistant General Manager Brian
Malone, Assistant General Manager Susanna Chan, Controller Mike
Foster, District Clerk/Assistant to the General Manager Jennifer
Woodworth, Budget & Analysis Manager Carmen Narayanan, Finance
Manager Andrew Taylor, Natural Resources Manager Kirk Lenington,
Visitor Services Manager Matt Anderson, Planning Manager Jane Mark,
Land & Facilities Manager Michael Jurich, Engineering & Construction
Manager Jay Lin, Human Resources Manager Candice Basnight,
Information Systems & Technology Manager Casey Hiatt, Public Affairs
Manager Kori Skinner, Real Property Manager Mike Williams, Budget
Analyst I Lupe Hernandez, and Budget Analyst I Elissa Martinez
ORAL COMMUNICATIONS
Paula Wallis spoke against the proposed expansion of the Lehigh Quarry and urged the District
to proactively oppose the expansion.
ADOPTION OF AGENDA
Motion: Director Cyr moved, and Director Hassett seconded the motion to adopt the agenda.
VOTE: 7-0-0
CONSENT CALENDAR
A member of the public requested to pull Item 4 from the Consent Calendar.
Meeting 19-15 Page 3
Director Kishimoto pulled Item 3 from the Consent Calendar.
Public comment opened at 7:04 p.m.
No speakers present.
Public comment closed at 7:04 p.m.
Motion: Director Riffle moved, and Director Cyr seconded the motion to approve the Consent
Calendar.
VOTE: 7-0-0
1. Approve May 22, 2019 Minutes
2. Claims Report
3. Award of Contracts with Two Firms for Printing and Mailing Services (R-19-78)
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.
Director Kishimoto spoke in favor of using only recycled paper.
Public Affairs Specialist II Peggy Gibbons reported that according to the print shops requiring
recycled paper would increase printing costs by 30 to 50%, and the District’s policy currently
requires selection of the lowest responsible, responsive bidder. Additionally, many paper
manufacturers are no longer producing recycled paper, which has increased the cost of recycled
paper.
Director Holman commented on the use of local printers, which would lower the impact of
transit on the environment.
General Counsel Hilary Stevenson reported that the Board may change the purchasing policy to
include a local preference, but this potential change will need to be studied further.
Motion: Director Kishimoto moved to approve the General Manager’s recommendation with the
requirement that 100% recycled paper be used.
Friendly Amendment: Director Holman suggested lowering the threshold to 60% due to the
higher cost.
Ms. Gibbons suggested the Board could approve a one-year contract to allow for review of the
policy language and research recycled paper options.
Director Kishimoto amended her motion to approve the contracts for one year with a requirement
to use 80% recycled paper.
Meeting 19-15 Page 4
General Manager Ana Ruiz recommended authorizing the contracts for one year and directing
staff to research the varying levels of recycled content in paper and return with information
regarding these various levels and their associated costs.
Director Kishimoto amended her motion to authorize the General Manager to enter into one-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 $300,000 over the year for both
contracts and directed staff to report back to the Board with information and recommendations
for increasing the recycled content in the paper used.
Director Hassett seconded the motion.
President Siemens also request staff research the manufacturing process for recycled paper to
determine if harmful chemicals are utilized, that could damage the environment.
VOTE: 7-0-0
4. Written Response to the Umunhum Conservancy
General Manager’s Recommendation: Approve the written response to the Umunhum
Conservancy.
Sam Drake spoke in favor of the project’s next steps to receive the engineer’s report. Mr. Drake
spoke in favor of the District seeking funds from Santa Clara County for historic resources to
repair the Mount Umunhum Radar Tower.
Motion: Director Riffle moved, and Director Kersteen-Tucker seconded the motion to approve
the General Manager’s recommendation.
VOTE: 7-0-0
5. Contract Amendment for Environmental Review Services on the Toto Ranch
Rangeland Management Plan (R-19-77)
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
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)
Meeting 19-15 Page 5
Real Property Manager Michael Williams provided the staff presentation describing the location
of the proposed purchase, old growth redwoods, and other natural resources on the property, and
purchase terms and conditions.
Public comments opened at 7:36 p.m.
No speakers present.
Public comments closed at 7:36 p.m.
Motion: Director Riffle moved, and Director Kishimoto seconded the motion to:
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.
VOTE: 7-0-0
7. Proposed Fiscal Year 2019-20 Budget and Action Plan Review and Public Hearing
(R-19-80)
Chief Financial Officer/Director of Administrative Services Stefan Jaskulak provided an
overview of the FY2019-20 budget, comparing it to the adopted FY2018-19 budget. Mr.
Jaskulak described the budget by funding source, including Measure AA, grants, and general
fund, and changes to the proposed budget since the Board’s February retreat. Mr. Jaskulak
described the cash projections and funding revenues forecast for the upcoming budget year as
compared to previous budget years.
Mr. Jaskulak described changes in personnel costs, including labor reimbursements from Measure
AA and described the 4.5 new proposed positions and conversion of 1 FTE to a permanent position
for a net of 3.5 new FTEs. Mr. Jaskulak reviewed the budget for each of the District departments.
Director Riffle suggested reviewing the District’s positions, including those recommended by the
Financial and Operational Sustainability Model, to confirm all positons are still needed. For
those positions needed, Director Riffle supported competitive salaries and staff retention.
Director Kersteen-Tucker inquired regarding the District’s process to determine when additional
staff is needed.
Ms. Ruiz described the process and provided an example for staffing requirements for the Land
& Facilities department to maintain and increase services.
Assistant General Manager Susanna Chan described the Land Acquisition and Preservation
Program, including potential new land purchases and resolution of protection/acquisition of
Meeting 19-15 Page 6
property rights for land currently owned by the District, including Johnston Ranch, Cloverdale,
Ranch, San Jose Water Company lands, and Gordon Ridge.
Assistant General Manager Brian Malone presented the Natural Resource Protection and Restoration
Program, including review and development of an agriculture policy, Caltrans review process of the
Highway 17 wildlife crossing, continued implementation for the Climate Action Plan, projects
supporting the District’s Wildfire Program, and restoration and mitigation work.
Ms. Chan described the projects included in the District’s Public Access and Education Program,
including a strategic communications plan and projects related to public access at La Honda
Creek and Bear Creek Redwoods Open Space Preserves. Additionally, staff will continue
working on numerous other program projects, including the Ravenswood Bay Trail, Highway 17
wildlife and trail crossing, Districtwide ADA barrier removal, and Saratoga to the Sea Trail.
Mr. Malone described projects included in the Vehicles, Equipment, Facilities, and Other
Program. Projects include agricultural workforce housing at the La Honda Creek Open Space
Preserve, construction at the new administrative and South Area offices, improvements at
various residences, and improvements to business system and administrative processes.
Director Hassett requested clarification regarding the lease at Toto Ranch.
Mr. Malone reported that under the lease, the District is responsible for initial infrastructure
capital improvements, such as fence replacement, barn roof, well drilling, etc. Ongoing
maintenance is the responsibility of the lessee.
Public hearing opened at 9:49 p.m.
No speakers present.
Public hearing closed at 9:49 p.m.
Director Holman suggested the District should consider including information in the budget book
regarding the value of staff time when working on projects.
The Board members provided comments thanking staff for their efforts and commending the
budget process.
Motion: Director Riffle moved, and Director Kishimoto seconded the motion to 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.
VOTE: 7-0-0
8. Consideration of the Controller’s Report on the Proposed Fiscal Year 2019-20
Budget (R-19-76)
Controller Mike Foster provided the Controller’s report outlining projected expenditures for
operating and capital expenses. Mr. Foster reported the tax revenue continues to grow and stated
the District’s FY2019-20 is affordable and sustainable. Mr. Foster provided his FY2019-20 cash
Meeting 19-15 Page 7
projection, 30-year cash flow projection, and projected Measure AA tax rate for the life of the
bonds. Mr. Foster described potential costs related to District facilities, including the new
Administrative Office, South Area Field Office, and potential Coastal Area Office. Mr. Foster
stated the District will potentially issue a third tranche of Measure AA bonds in approximately
two years.
Public comments opened at 10:28 p.m.
No speakers present.
Public comments closed at 10:28 p.m.
Motion: Director Holman moved, and Director Cyr seconded the motion to approve the
Controller’s Report on the Fiscal Year 2019-20 Budget.
VOTE: 7-0-0
INFORMATIONAL MEMORANDUM
• Hawthorns Historic Complex Update, Windy Hill Open Space Preserve
• Update to Board Regarding Amendments to Board Compensation
President Siemens suggested directing staff look into potential benefits plans for Board
members. Additionally, staff could also look into options for former Board members to continue
to participate in District benefits plans.
By consensus the Board directed staff to return with information on potential benefits options
prior to a January Board item on Board compensation.
INFORMATIONAL REPORTS
A. Committee Reports
Director Hassett reported the Legislative, Funding, and Public Affairs Committee met on June
11, 2019 to discuss the grantmaking program awards, potential mitigation funding, and receive a
legislative update.
B. Staff Reports
District Clerk Jennifer Woodworth provided an update on the interview process for the La Honda
Public Access Working Group.
Ms. Ruiz reported she recently met with representatives of Lehigh Quarry to learn about the
reclamation application and requested they provide an update the Board on this topic.
Ms. Chan reported the District is holding an open house in the morning to reach out to local
contractors, and staff created an informational brochure to help contractors learn more about
working with the District.
Meeting 19-15 Page 8
C. Director Reports
The Board members submitted their compensatory reports.
Directors Holman, Hassett, Cyr, Riffle, Siemens, and Kersteen-Tucker reported their attendance
at the Bear Creek Redwoods opening and complimented and thanked staff for their efforts.
Director Hassett reported that he, Director Siemens, and staff representatives met with Denise
Enea of Woodside Fire Protection District and Rich Sampson of CalFIRE to discuss wildfire
prevention.
Director Kishimoto reported her attendance at a meeting of the Santa Cruz Mountain
Stewardship Network’s spotlight series, the Santa Clara County California Special Districts
Association, and Santa Clara County LAFCO.
Director Riffle reported his attendance at an event at the Markegard Ranch. Director Riffle
suggested having a workshop on Board development, specifically as related to increasing skills
in working with members of the press.
Director Kersteen-Tucker invited the Board to attend an event on June 21, 2019 honoring Lennie
Roberts at Devil’s Slide County Park. Director Kersteen-Tucker suggested a future Board item to
discuss engaging the residents on the Coast in the mission of the District.
Ms. Ruiz outlined how this topic could be approached in the upcoming and future fiscal years.
By consensus, the Board directed staff to return with information on this item.
Director Holman provided comments on the time required to implement large public access
projects.
President Siemens reported he attended a meeting of the Santa Clara County California Special
Districts Association on June 3, 2019.
ADJOURNMENT
President Siemens adjourned the regular meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 11:04 p.m.
________________________________
Jennifer Woodworth, MMC
District Clerk
page 1 of 3
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-17
MEETING DATE: June 26, 2019 Fiscal Year to date EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment
Amount
80211 Check 06/14/2019 10343 - GRANITE ROCK COMPANY BCR Parking Area Construction & Electrical Crosswalk Install 66,500.00
80231 Check 06/21/2019 10845 - CITY OF MOUNTAIN VIEW-FINANCE Dispatch Services April - June 2019 54,452.50
870 EFT 06/14/2019 11238 - CXT INCORPORATED Bear Creek Redwoods Public Access Project - Tioga Vaults 45,671.39
885 EFT 06/14/2019 10925 - Papé Machinery Purchase 2018 Trail King TK50LP Trailer - T50 44,812.17
875 EFT 06/14/2019 12011 - HARRIS & ASSOCIATES, INC.Toto Ranch Rangeland Management Plan - thru Feb 23, 2019 29,607.50
874 EFT 06/14/2019 11593 - H.T. HARVEY & ASSOCIATES Biological Consulting Services 29,198.96
80229 Check 06/21/2019 10827 - BAY AREA OPEN SPACE COUNCIL Support for BAOSC Strategic Plan 25,000.00
897 EFT 06/21/2019 10723 - Callander Associates Ravenswood Bay Trail Permits, Design & Consulting 21,468.79
917 EFT 06/21/2019 11868 - San Jose Conservation Corps & Charter School PC Invasive Plant Management 20,000.00
912 EFT 06/21/2019 11617 - MIG, INC.Professional Srvs. ADA Self-Evaluation & Transition Plan -3/19 & 4/19 19,592.50
80210 Check 06/14/2019 11236 - GRADETECH Purisima Creek Restroom Replacement - Concrete Stairs & Demob.19,307.53
916 EFT 06/21/2019 11854 - RECON ENVIRONMENTAL, INC.Plant maintenance and revegetation sites - Monitoring April 2019 18,602.54
80258 Check 06/21/2019 12050 - Wiss, Janney, Elstner Associates, Inc.Mount Umunhum Radar Tower Assessment Project 18,303.96
879 EFT 06/14/2019 12051 - Landis Communications, Inc.PR Services and Expenses for June 2019 16,533.00
80208 Check 06/14/2019 11973 - ECOSYSTEMS WEST CONSULTING GROUP Professional Services - BCR Public Access Project 2/27/19 - 5/19 13,996.71
80216 Check 06/14/2019 11930 - R Brothers Painting Inc Painting Services 11,836.00
922 EFT 06/21/2019 10216 - VALLEY OIL COMPANY Fuel for District vehicles 11,360.60
871 EFT 06/14/2019 11699 - DAKOTA PRESS Summer 2019 Newsletter printing and mailing 9,941.64
80226 Check 06/21/2019 11396 - AGCO HAY LLC Grazing tenant AUM adjustment 9,725.15
80205 Check 06/14/2019 11772 - AHERN RENTALS, INC.4 types Heavy Equipment Rental 9,421.48
80212 Check 06/14/2019 12056 - Holman and Associates Ravenswood Bay Trail - Cultural resources Search 8,050.00
898 EFT 06/21/2019 12036 - Citygate Associates, LLC Planning Department Organizational Project 7,386.75
913 EFT 06/21/2019 10073 - NORMAL DATA Database Enhancements and Maintenance Work 6,927.50
80228 Check 06/21/2019 12076 - Avenza Systems, Inc.Avenza Maps software licenses 6/15/19 - 6/15/20 6,748.50
907 EFT 06/21/2019 11492 - HAWK DESIGN & CONSULTING Design work and Construction oversight LHC and ECM 6,475.00
905 EFT 06/21/2019 10642 - Forensic Analytical Consulting Services, Inc.Cal/OSHA Mandated Training 6,000.00
80250 Check 06/21/2019 11869 - RW Jones and Associates Health & Safety Training Wildland Fire Refresher Training May 2019 5,800.00
80243 Check 06/21/2019 10578 - OLD REPUBLIC TITLE CO Escrow Fees - # 0626026631, LHC Folger MAA08-001 5,660.00
923 EFT 06/21/2019 11118 - Wex Bank Fuel for District vehicles 5,614.54
80206 Check 06/14/2019 10808 - BAY CONSERVATION & DEVELOPMENT COMMISSION Ravenswood Bay Trail / Permit Application Fee #2018.001.00 5,274.50
873 EFT 06/14/2019 10005 - GRASSROOTS ECOLOGY Native Plants for Russian Ridge Parking Lot Restoration - Plants 4,994.00
80225 Check 06/21/2019 12047 - Advantage Utah Printing of So. Skyline Trail Brochure - qty 10K 4,914.80
888 EFT 06/14/2019 11920 - Sequoia Ecological Consulting, Inc.Twin Creeks Botanical Survey 4,704.00
80214 Check 06/14/2019 11924 - Nomad Ecology Manzanita Mitigation Site Monitoring & Rare Plant Training 4,686.77
80239 Check 06/21/2019 10062 - MARK HYLKEMA On-Call Archaeological Srv - Toto-Tunitas Road Evaluation 4,344.00
909 EFT 06/21/2019 11887 - KOOPMANN RANGELAND CONSULTING Rangeland Consulting Services - 02/01/19 - 05/31/19 3,843.75
915 EFT 06/21/2019 11282 - PROELIA DEFENSE AND ARREST TACTICS, LLC Defensive Tactics Training for Patrol Staff 3,499.92
886 EFT 06/14/2019 10227 - PENINSULA OPEN SPACE TRUST Sponsorship for the Wild and Scenic Film Festival 5/26/2019 3,000.00
80204 Check 06/10/2019 10578 - OLD REPUBLIC TITLE CO Preliminary Deposit on APN#510-48-001 3,000.00
80237 Check 06/21/2019 10133 - KIER & WRIGHT CIVIL ENGINEERS & SURVEYORS INC 240 Cristich - Plat map & legal description update 3,000.00
887 EFT 06/14/2019 10211 - PUBLIC POLICY ADVOCATES 2019 Monthly Fee - Legislative Advocacy Services for JUNE 2,927.66
876 EFT 06/14/2019 10222 - HERC RENTALS, INC.Equipment Rental 2,878.80
901 EFT 06/21/2019 11699 - DAKOTA PRESS Printing of Bear Creek Redwoods brochures - qty 5K 2,806.75
865 EFT 06/14/2019 11170 - ALEXANDER ATKINS DESIGN, INC.Bear Creek Redwoods Open Space Preserve Logo Design 2,775.00
80236 Check 06/21/2019 10043 - HOWARD ROME MARTIN & RIDLEY LLP Pre-lit & lit-related services, April 2019 2,662.90
902 EFT 06/21/2019 10032 - DEL REY BUILDING MAINTENANCE JANITORIAL SERVICES & Supplies 2,580.56
908 EFT 06/21/2019 10222 - HERC RENTALS, INC.Dump Truck Rental (BCR)2,527.14
877 EFT 06/14/2019 12066 - Hildreth Forestry Consulting Merchantable Timber Valuation - Boy Scouts Camp Chesbrough 2,500.00
80253 Check 06/21/2019 10580 - SHARP BUSINESS SYSTEMS Sharp Copies - Printer costs 4/30/19-5/30/19 2,286.62
80257 Check 06/21/2019 10115 - VINCE FONTANA Grazing tenant AUM adjustment 2,158.79
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 3
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-17
MEETING DATE: June 26, 2019 Fiscal Year to date EFT:29.44%
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
80245 Check 06/21/2019 11518 - RANCHING BY NATURE Mowing, Hand Pulling Thistles & Poison Hemlock 2,112.50
80244 Check 06/21/2019 11184 - PURCHASE POWER - PITNEY BOWES POSTAGE Postage Meter Refill 2,015.00
911 EFT 06/21/2019 10190 - METROMOBILE COMMUNICATIONS Radio Installation for M232 & M234 1,973.31
80255 Check 06/21/2019 10307 - THE SIGN SHOP BC Trail Directional/Reg. Signage/partner signs/vehicle logos 1,952.30
894 EFT 06/21/2019 10128 - AMERICAN TOWER CORPORATION Repeater Site Lease - Coyote Creek 1,932.28
80256 Check 06/21/2019 10146 - TIRES ON THE GO New Tires for two vehicles 1,825.59
882 EFT 06/14/2019 10125 - MOFFETT SUPPLY COMPANY INC Restroom Supplies 1,680.52
867 EFT 06/14/2019 10263 - BANK OF NEW YORK MELLON Administration Fee - 2011 Revenue Bonds (5/19/19 - 5/18/20)1,650.00
920 EFT 06/21/2019 10152 - Tadco Supply Janitorial Supplies (RSA & RSACP)1,536.02
80249 Check 06/21/2019 10324 - RICH VOSS TRUCKING INC BCR Stables - Base Rock Deliveries (2)1,437.50
80209 Check 06/14/2019 11927 - Forrest Telecom Engineering, Inc.Radio consultant services for DHF and Handheld Study 1,350.00
80238 Check 06/21/2019 11777 - LAMINATED CONCEPTS, INC.Purisima Road Bridge C-Clips 1,255.00
80242 Check 06/21/2019 11924 - Nomad Ecology Rare Plant Survey Protocol Training - Botanical Surveys May 2019 1,236.42
80235 Check 06/21/2019 10280 - HEATHER HEIGHTS ROAD ASSOCIATION Annual Dues April 2019 through March 2020 1,200.00
80220 Check 06/14/2019 10580 - SHARP BUSINESS SYSTEMS Sharp Copies - Printing Costs - 09/9/18-10/30/18 1,188.47
872 EFT 06/14/2019 10187 - GARDENLAND POWER EQUIPMENT Generator 1,081.53
864 EFT 06/14/2019 10001 - AARON'S SEPTIC TANK SERVICE Restroom Septic Tank Service 990.00
869 EFT 06/14/2019 10352 - CMK AUTOMOTIVE INC Service - 4 Vehicles 978.57
892 EFT 06/21/2019 10001 - AARON'S SEPTIC TANK SERVICE Vault toilet pumping (2 locations)950.00
80224 Check 06/21/2019 10261 - ADT LLC (Protection One)Alarm Services 6/28/19 - 07/27/19 906.44
80234 Check 06/21/2019 11551 - GREEN TEAM OF SAN JOSE Garbage Service (RSA) (SAO)848.06
891 EFT 06/14/2019 10152 - Tadco Supply RSACP restroom supplies 756.30
80218 Check 06/14/2019 *10136 - SAN JOSE WATER COMPANY Water Service 738.83
80221 Check 06/14/2019 10302 - STEVENS CREEK QUARRY INC Rock (BCR)734.44
866 EFT 06/14/2019 11148 - BALANCE HYDROLOGICS, INC.Mud Lake Biological services 697.50
80230 Check 06/21/2019 10454 - CALIFORNIA WATER SERVICE CO-949 Water Service (FFO)693.57
919 EFT 06/21/2019 10143 - SUMMIT UNIFORMS Staff Hats 629.28
80207 Check 06/14/2019 10014 - CCOI GATE & FENCE Automatic electric Gate Service 600.00
80233 Check 06/21/2019 11701 - ERIC GOULDSBERRY ART DIRECTION Design and Production of Bear Creek Redwoods Coaster 561.24
895 EFT 06/21/2019 11430 - BioMaAS, Inc.Biomonitor consultant - Oljon Trail ECM 517.06
868 EFT 06/14/2019 10475 - BELL, GLORIA ROSE Reimbursement for Kitchen Supplies - SFO 505.38
863 EFT 06/14/2019 10357 - A-TOTAL FIRE PROTECTION COMPANY Annual Fire Sprinkler Inspection (FFO)495.00
80251 Check 06/21/2019 10136 - SAN JOSE WATER COMPANY Water Services - BCR A#0194678307-1 479.06
900 EFT 06/21/2019 10544 - CORELOGIC INFORMATION SOLUTION Property Research Services - May 2019 463.50
906 EFT 06/21/2019 10173 - GREEN WASTE SFO Debris Box service 460.00
910 EFT 06/21/2019 11906 - LAW OFFICES OF GARY M. BAUM Special Legal Counsel Services May 2019 448.00
80232 Check 06/21/2019 11420 - DOUG EDWARDS Grazing tenant AUM adjustment 444.22
903 EFT 06/21/2019 11966 - Doniga Markegard Grazing tenant AUM adjustment 438.43
80215 Check 06/14/2019 11335 - PITNEY BOWES GLOBAL FINANCIAL SERVICES LLC Postage Machine Lease 3/30/19 - 6/29/19 422.37
896 EFT 06/21/2019 11579 - BUCHANAN, VANESSA M Tuition Reimbursement for Supervisors Academy 407.00
893 EFT 06/21/2019 11170 - ALEXANDER ATKINS DESIGN, INC.Ad for Bay Nature: Redwoods Close to Home 405.00
80223 Check 06/21/2019 12041 - A T & T Mobility (FirstNet)Mobile Wireless device service Acct #287287740631 351.97
899 EFT 06/21/2019 10352 - CMK AUTOMOTIVE INC Vehicle service - P43 350.24
80247 Check 06/21/2019 10093 - RENE HARDOY AO Gardening Services 325.00
80240 Check 06/21/2019 11957 - MATTOX, JANIS Reimburse For Water Filters 324.84
80213 Check 06/14/2019 11524 - KEITH LUBLINER Release of deposit for permit # 20362 300.00
80248 Check 06/21/2019 11526 - REPUBLIC SERVICES Monthly Garbage Service - 16060 Skyline 276.13
883 EFT 06/14/2019 11592 - NEIGHBORS, STEPHEN Reimbursement for Prescription Safety Glasses 250.00
918 EFT 06/21/2019 10349 - SHELTON ROOFING COMPANY INC Repair Skylight Leak At October Farm 245.00
80217 Check 06/14/2019 10151 - SAFETY KLEEN SYSTEMS INC Solvent Tank Service (FFO)216.90
page 3 of 3
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 19-17
MEETING DATE: June 26, 2019 Fiscal Year to date EFT:29.44%
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
884 EFT 06/14/2019 11911 - NICHOLAS D. ARNETT Law enforcement consulting 200.00
880 EFT 06/14/2019 11326 - LEXISNEXIS Online subscription May 2019 198.00
889 EFT 06/14/2019 11232 - STEVENSON, HILARY Mileage Reimbursement - May 2019 HStevenson 184.85
80254 Check 06/21/2019 10338 - THE ED JONES CO INC Supervising Ranger Badge 1027 162.15
921 EFT 06/21/2019 11596 - Toshiba Business Solutions Plotter Printing costs 4/16-5/15/18 156.03
80241 Check 06/21/2019 10664 - MISSION TRAIL WASTE SYSTEMS AO garbage services 135.16
914 EFT 06/21/2019 12060 - Preferred Alliance, Inc.11-20 Off-site participants 130.00
80227 Check 06/21/2019 10294 - AmeriGas - 0130 Propane Tank Rental (RSA-Annex)119.90
80219 Check 06/14/2019 11054 - SAN MATEO COUNTY HUMAN RESOURCES DEPARTMENT Training: Credibility 95.00
878 EFT 06/14/2019 10394 - INTERSTATE TRAFFIC CONTROL PRO Motorcycle Sign (FFO)89.18
80222 Check 06/14/2019 0000A - ALEX COLLIER Live Scan UPS 57.00
890 EFT 06/14/2019 10143 - SUMMIT UNIFORMS Uniform item, ear microphone 53.53
904 EFT 06/21/2019 11151 - FASTENAL COMPANY Hardware for Stock 48.91
881 EFT 06/14/2019 10917 - MILLS, AMANDA CA Native Plant Society Membership/Dues 37.50
80246 Check 06/21/2019 10134 - RAYNE OF SAN JOSE Water Service (FOOSP)29.24
80252 Check 06/21/2019 11059 - SAN MATEO COUNTY HEALTH DEPT Tick Testing 25.00
Grand Total 670,717.89$
*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
R-19-87
Meeting 19-17
June 26, 2019
AGENDA ITEM 3
AGENDA ITEM
Approval of an Agreement with Chavan & Associates to provide Financial Auditing Services for
Fiscal Year (FY) 2018-19 through FY2020-21, for a Not-To-Exceed Total Amount of $70,500
CONTROLLER’S RECOMMENDATION
Appoint Chavan & Associates as the District’s financial auditor for FY2018-19 through FY2020-
21 and authorize the General Manager to execute a three year contract and engagement letter
agreement for a not-to-exceed amount of $70,500.
SUMMARY
The District issued a Request for Proposal (RFP) in April 2019 for financial auditing services
after the current three-year contract was extended for an additional two years. The previous
proposal was issued in 2014 for auditing services for FY2013-14 through FY2015-16 and
Chavan & Associates was awarded the contract, with extensions to cover 2016-17 and 2017-18.
Staff received and evaluated three proposals, and staff recommends entering into a three-year
agreement with Chavan & Associates for an amount not to exceed $70,500.
DISCUSSION
Last year, Chavan & Associates completed the fifth year of its auditing agreement with the
District. Accordingly, a Request for Proposal (RFP) for Auditing Services was prepared and
distributed in May 2019 to ten local accounting firms, and was placed on the Bid Sync
procurement tool. Staff received the following three proposals:
Firm Location Cost Proposal
Badawi & Associates Oakland, CA $65,235
Chavan & Associates San Jose, CA $70,500
David Farnsworth, CPA Dublin, CA $89,636
Chavan & Associates was appointed as the District auditor beginning with FY2013-14 and
continued to FY2017-18. Badawi & Associates submitted a proposal in response to the 2014
RFP. Prior to Chavan & Associates, prior audit contracts were held by Vavrinek, Trine, Day &
Co. and Maze & Associates (declined to submit a proposal for the current RFP).
Based on the three proposals received, the lowest bidders of Chavan & Associates and Badawi &
Associates were interviewed by a District panel comprised of the Controller, Chief Financial
Officer and Finance Manager. On a technical level, both firms are deemed to be fully qualified
R-19-87 Page 2
to provide auditing services for the District and analysis of the two proposals show the firms to
be very close in price, with a difference of $5,265 (approximately 8%).
Although Badawi & Associates is the lowest bidder, staff is recommending Chavan & Associates
for the award of contract. This recommendation is based on several elements:
• Chavan & Associates has proven themselves to be a high quality firm over the last five
years, responsive to questions and helped guide the District through its growth, including
accounting for Measure AA.
• Chavan has consistently provided timely responses to staff (within 24 hours) for
questions and emails.
• There is great efficiency to the process with Chavan & Associates; staff receive an audit
checklist well in advance of the field work and are able to respond to documentation
requests with electronic copies.
• The response from Badawi & Associates was deemed to be unresponsive for not
providing a clear breakdown of proposal pricing as requested in the RFP, nor did it meet
the required timeline for delivery of final statements.
For these reasons, I recommend the appointment of Chavan & Associates as the District’s
external auditor for FY 2018-19 to FY2020-21, total contract amount not to exceed $70,500.
BOARD COMMITTEE REVIEW
No Committee review required.
FISCAL IMPACT
The District’s required financial audit is an ongoing, annual cost. The proposed amount of
$23,500 is included in the Administration Department’s FY2019-20 Proposed Operating Budget.
PUBLIC NOTICE
Notice was provided pursuant to the Brown Act. No additional notice is necessary.
CEQA COMPLIANCE
No compliance is required as this action is not a project under CEQA.
NEXT STEPS
If approved by the Board, staff will contact Chavan & Associates to request an engagement letter
and will set up a purchase order to retain their audit services.
Prepared by:
Michael Foster, Controller
Contact persons:
Michael Foster, Controller
Stefan Jaskulak, Chief Financial Officer/Director of Administrative Services
Andrew Taylor, Finance Manager
Rev. 1/3/18
R-19-83
Meeting 19-17
June 26, 2019
AGENDA ITEM 4
AGENDA ITEM
Contract Amendment with Phytosphere to Continue Sudden Oak Death Research
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to amend a contract with Phytosphere Research, in the amount
of $10,000, for a total not-to-exceed contract amount of $86,500, to continue monitoring
treatment methods to suppress the spread of Sudden Oak Death in Open Space Preserves through
the end of Fiscal Year 2019-20.
SUMMARY
The Board of Directors (Board) approved a contract with Phytosphere Research (Phytosphere) to
provide monitoring of treatment methods to suppress the spread of Sudden Oak Death (SOD) on
Midpeninsula Regional Open Space District (District) lands on February 24, 2016 (R-16-17).
The work under the contract amendment will provide one additional year of continued SOD
monitoring, research, and assistance in responding to SOD in Open Space Preserves (OSP)
through the end of Fiscal Year (FY) 2020-21. The District’s cost for the additional services is
$10,000 for a total not-to-exceed amended contract amount of $86,500. The proposed FY2019-
20 budget includes sufficient funds for this contract amendment.
DISCUSSION
SOD, a plant disease caused by the fungus-like pathogen Phytophthora ramorum, is responsible
for killing millions of oaks and tanoaks throughout California’s forests and District OSPs since
the mid 1990’s. The US Forest Service (USFS) created the Forest Health Protection Project.
The objectives of this multi-agency project include:
• Develop methods and strategies to prevent, treat, manage, and mitigate the impacts of P.
ramorum, and respond to the hazards it creates;
• Improve early detection and monitoring methods for SOD and related diseases; and
• Elucidate the ecological, economic, and social impacts of P. ramorum and other
forest Phytophthora species.
Drs. Ted Swiecki and Elizabeth Bernhardt, with Phytosphere, have been working with the
District and the USFS since 2007 to assess the status of SOD in District OSPs. Phytosphere is
monitoring two preventative treatment methods: removal of bay trees (a known host for SOD)
near oak and tanoak trees, and annual application of the systemic fungicide Reliant, which may
help oaks and tanoaks resist SOD infection if applied early enough.
R-19-83 Page 2
This research to evaluate the effectiveness of preventative treatments to slow or stop infection in
oaks began in 2009. Unfortunately, drought conditions followed for many years following these
experimental treatments, which confounded the experimental design. Subsequent research has
shown that SOD pressure and spread in California forests is lower during droughts than wet
years, when the majority of SOD spread occurs. Because of this, treatment and science-based
monitoring for several wet years is recommended in order to determine if these preventative
treatment methods are effective.
Interim Results and Land Management Implications
Phytosphere continues to compile and present data on SOD symptom incidence by treatment and
location in progress reports. These progress reports, shared with the multi-agency California Oak
Mortality Task Force, are prepared under a contract with the coordinated USFS Forest Health
Protection Project. Results for the different treatment methods will inform future management
actions throughout the range of SOD in California (16 counties have confirmed wildland
infestations). Future District management actions include a SOD Response Plan for Bear Creek
Redwoods OSP (anticipated for the FY2020-21 Action Plan).
One of the first major findings of this research includes documentation and analysis of the
unintended negative effects of the fungicide applied at the recommended label rate on the trees
the District was aiming to protect. Application of the fungicide at the then label rate was leading
to necrosis (premature death of cells and living tissue) at the application site and surrounding
area. Ultimately, Phytosphere and the District successfully petitioned the United States
Environmental Protection Agency to lower the legal application rates of the fungicide to be more
protective of the trees and the environment.
Past researchers have published data, based on a relatively short timeline, that the fungicide is
effective. So far, the research conducted by Phytosphere only has data to the
contrary. Phytosphere’s experiment for San Francisco Public Utility Company showed that
fungicide is ineffective at preventing SOD in large diameter tanoak. However, there is not
enough data yet on smaller trees to evaluate if there is some tree diameter for which the
treatment works. Data from the El Corte de Madera OSP site would help answer the question as
to whether the fungicide works against SOD under field conditions. Because there are already
published results contrary to Phytosphere’s initial findings, Phytosphere needs to have solid data
to challenge those results. From a management standpoint, it is the difference between
considering fungicide to be an effective tool against SOD or not.
In January of 2019, the District received the final report from Phytosphere on the testing
protocols and Best Management Practices to determine if a species is infected with
Phytophthora. Phytosphere’s research showed that increased false negative results could result
under certain conditions. In addition, data showed that spread of the pathogen in nursery-grown
stock can occur within a short period. Ensuring that the nurseries, which are growing plants for
the District’s restoration and/or mitigation projects, follow the testing protocols allows for more
confidence that these pathogens will not be inadvertently spread into wildland areas. If
Phytophthora were to spread into surrounding wildlands, scientists consider control impossible.
Recommended Activities Under this Contract to be Continued
Table 1 shows the SOD management projects recommended for inclusion in the research
contract. In the past, fungicide application also occurred at Rancho San Antonio and Los
Trancos OSPs. Phytosphere has compiled the data for these two sites and a preliminary analysis
R-19-83 Page 3
shows that there is enough information to produce scientific significant findings. With the
scientific significant finding completed, no more fungicide applications are required at these
sites. Analysis of the data has not been completed. Phytosphere Research will continue to
coordinate and monitor the fungicide application at the El Corte de Madera OSP tanoak study
plot. A contractor hired by the District under a separate contract performs fungicide application
and staff report usage during the Integrated Pest Management (IPM) Program’s Annual IPM
Report.
Table 1: SOD management projects on District preserves to be continued.
Treatment(s) Host Species Location Original
Funding Source
Year
Established
Area-wide
bay removal
Shreve Oak, canyon
live oak Monte Bello OSP District/USFS 2008
Coast live oak Rancho San
Antonio OSP District/USFS 2008
Localized bay
removal
Canyon live oak Russian Ridge OSP District/USFS 2009
Canyon live oak,
coast live oak Los Trancos OSP District/USFS 2009
Coast live oak Rancho San
Antonio OSP District/USFS 2008
Fungicide
stem spray
application
Tanoak, coast live
oak, canyon live
oak
El Corte de Madera
OSP District/USFS 2009
FISCAL IMPACT
There are sufficient funds in the amended FY2018-19 Budget to cover the cost of the
recommendation through the end of June 2019. This contract spans multiple fiscal years. Future
fiscal year budgets will include additional amounts to fund later years. To support this research
during FY2019-20, the USFS will award an additional $10,000 in grant funds to Phytosphere to
match District expenditures.
BOARD COMMITTEE REVIEW
The full Board reviewed and supported the SOD 10-year work program during the meeting of
February 10, 2016 (R-16-06). This research and the SOD Response Plan that the research
informs are components of that work program.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Public notice was sent to interested
parties by postal or electronic mail.
CEQA COMPLIANCE
The Environmental Impact Report (EIR) prepared for the District’s IPM Program, which the
Board approved on December 10, 2014 (R-14-148), analyzed the vegetation management
activities in the recommended contract amendment and the incorporated mitigation measures
R-19-83 Page 4
have reduced all potential impacts to less-than-significant levels. On February 27, 2019, the
Board unanimously voted to adopt a resolution approving an addendum to the Final EIR for the
IPM Program (R-19-11). Staff have incorporated the associated mitigation measures and Best
Management Practices from the environmental review documents into the project.
NEXT STEPS
Upon approval by the Board, the General Manager will amend the contract with Phytosphere to
continue research into SOD. Staff will continue to provide research results to the Board via the
Annual IPM Report.
Responsible Department Head:
Kirk Lenington, Natural Resources
Prepared by:
Coty Sifuentes-Winter, Senior Resource Management Specialist, Natural Resources
From:
To: we ; C er c; Genera In ormation
Subject: Full Board of Directors and District Clerk - Board Contact Form
Date: Monday, May 20, 2019 3:28:28 PM
Name * Frank Bakonyi
Select a Choice ` Full Board of Directors and District Clerk
Email
Location: (i.e. City, Address or District Bear Creek Stables, Los Gatos -related issues
Ward)
Daytime Phone Number (if you wish to (408) 674-3899
be contacted by phone)
Comments:
Dear distinguished Directors.
The letter below was sent to your administrator, Gretchen asking for some discoveries for the Bear
Creek Stable related issues. It contains a few suggestions and a different approach to the stables
financial solutions.
Please take it into consideration when trying to come up with solutions related to this project.
Your open minded and informed decisions are greatly appreciated.
Sincerely:
Frank Bakonyi
Good afternoon Gretchen.
Hope you have recovered from all the stress and pressure.
We have liked the outcome of the meeting. Hopefully now the whole project will have a newfound
momentum and the correct steps will be taken to follow up the decisions.
As I understand there will be meetings with the county to determine the improvements which will
not cause a use permit trigger.
As a planned improvement -provided that my group's bid will be successful of gaining the long term
lease -please check with the county during the discussions the following:
A 30 -or 32 stall horse barn (like MD Barn) which is a professionally built metal horse shelter and a
covered arena will or will not trigger the use permit change?
It is VERY important part of the proposed improvements by my group to help to have better public
access to this facility and weather independent enjoyment of the place. The proposal is that the cost
will be rest upon the tenant as part of the lease agreement.
Another issue is that the directors actually suggested the use of a prefab housing unit to be installed
for the care taker ( and an assistant is also will be needed).
The suggestion is to allow the tenant to chose and pay for the housing unit of their choosing. It
would lessen the financial burden on MidPen.
I do have another question to be looked at: The financial gap of the proposed budget is substantial.
However, in order to narrow it, how is it going to be measured? For example: MidPEn determines
that the cost of a project (whatever it is) let’ s say $2M.
A resourceful tenant will do the same for $350K. Will it be considered as a $2M improvement (or
savings) or a $350K saving or improvement? Assuming that the end result is the same.
Perhaps an alliance or some sort of partnership should be considered between the tenant and
MidPen and the end results would bring this whole project within the available budget or even result
in a substantial savings.
Please give it due consideration and advise of the end results.
Thank you for your tireless effort and due diligence in this whole project.
Have a very good day.
Best regards:
Frank
Ferenc (Frank) Bakonyi
President CEO
Applied Laser Solutions, Inc.
Santa Clara, CA 95054
tel.: (408)
fax.: (408)
cell: (408)
Ferenc (Frank) Bakonyi
5128 Calle Del Sol
Santa Clara, CA 95054
RE: Bear Creek Stables
Dear Mr. Bakonyi,
Thank you for your continued interest in the Bear Creek Stables and your letter sent May 20,
2019. We appreciate your efforts to support Midpeninsula Regional Open Space District’s
(Midpen’s) work to maintain and improve the site. At the April 25, 2019 Board of Director’s
(Board) meeting, the Board directed staff to move forward with Deferred Maintenance Repairs in
the near-term and the Preserve Plan Site Plan in the long-term. Based on the Board’s direction,
we would like to address the questions in your letter (Attachment 1).
First, please note that a 30- or 32- stall horse barn and covered arena were not approved by the
Board as part of the long-term plan for the Stables. Public and boarders’ input received during
the Preserve Plan process indicated that the current arrangement of paddocks was preferred over
a mare barn, which would consolidate boarding, and that open arenas were preferred to covered
arenas to reduce costs. To consider a mare barn or a covered arena as a new use for the site, the
Board would have to review and approve this new, proposed use before a tenant would be
allowed to build that improvement. If the Board would like to consider a new use, staff will
investigate the County’s permitting requirements, and whether the improvements associated with
the new use would trigger a Use Permit.
Second, because Midpen is a public agency, state laws governing public contracting
requirements apply to the project, regardless of who is doing the work. While a tenant may
identify methods with potential cost savings, implementing projects on Midpen lands is generally
more costly due to these public contracting requirements, which generally do apply to a private
construction project.
For example, factors and legal obligations that increase public agency projects costs include:
1. Prevailing wage requirements for labor paid in whole or in part with public funds or
on public property (Cal. Labor Code section 1770-)
2. Required insurance coverages (including commercial general liability and workers’
compensation)
3. California general engineering contractor license (“A” License) is required
2
4. Payment bond/security (Cal. Civil Code sections 8600, 9000)
5. Costs for licensed consultants such as geotechnical and civil engineers to provide
construction observation
6. Environmental review requirements (mitigation measures) incorporated into projects
and contracts to comply with the California Environmental Quality Act – examples:
a. County permitting conditions
b. Pre-construction biological surveys
c. Contractor training
d. Onsite biological monitors
Third, regarding the Deferred Maintenance Repairs option, Midpen staff confirmed with the
County the limit to repairs to existing structures that are allowed within the legal, nonconforming
use status of the Stables. The County limits the cost of repairs to existing structures to 25% of the
building construction valuation based on a value multiplier set by the County. The County
requires the fair market value of the repair work to be used for these calculations and would not
lower this construction value even if volunteers completed the work and/or materials were
donated.
As a reminder, the Board approved Deferred Maintenance Repairs plan includes the following
items:
• New restroom/septic/leach field
• Driveway improvements
• New water system – connected to restroom/ caretaker cottage
• ADA parking/pathways
• Selective building demolition
• Minimal structure repair
• Replace (or repair) caretaker cottage
• Minimal grading/drainage/restoration
• Minimal arena improvements
• Maintain/improve 2 permit equestrian parking
Midpen would implement and own these proposed improvements at the Stables, including
housing, because of the magnitude of the anticipated cost of improvements and the limited
revenue-generation potential within the current allowable use. In addition, the County is
reviewing its requirements for repair or construction of caretaker housing, and these
requirements will likely influence the type of housing that can be provided. A pre-fabricated,
manufactured or modular house potentially could be implemented without requiring a Use
Permit, but Midpen would need to submit an application to the County and work with the County
to fully understand the permitting limitations on proposed improvements.
Finally, Midpen staff will be reaching out to stakeholders who have offered to assist with design
and/or cost estimate reviews. Specifically, there will be two upcoming Community Open Houses
to provide input on the plans to staff.
Upcoming public meetings on this project include:
3
• Community open houses to review the Deferred Maintenance Plan - Summer 2019
• Board study session on the potential for fundraising - Fall 2019
• Board meeting to provide clarification on short and long-term design plans –
Fall/Winter 2019-20
Midpen continues to welcome input on the design plans, as well as contribution of volunteer time
and donations toward the Stables repairs and long-term improvements. We hope that you and
others will attend an open house to engage with staff and participate in subsequent public
meetings.
Regards,
Pete Siemens
MROSD Board President
R-19-88
Meeting 19-17
June 26, 2019
AGENDA ITEM 6
AGENDA ITEM
Authorization to contribute a $2 Million payment of FY2018-19 budget savings to the District’s
Section 115 Trust administered by Public Agency Retirement Services (PARS).
GENERAL MANAGER’S RECOMMENDATION
Authorization to deposit $2 Million into the Midpeninsula Regional Open Space District’s (District)
PARS account established under a Section 115 Trust as further funding of the District’s strategy to
pre-fund its pension obligations.
SUMMARY
Towards the end of a fiscal year, staff projects savings of salaries and benefits, comparing the
adopted budget amounts with the actual projected expenditures to determine a prudent amount to
transfer to reduce the District’s unfunded pension liability. To close out Fiscal Year 2018-19
(FY2018-19), a transfer of $2 million into the District’s Section 115 Trust held with PARS is
proposed. To mitigate the future effects of increases to pension costs due to volatile investment
returns and/or changes in actuarial parameters, it is preferable for the District to pursue a strategy to
pay down its unfunded liability. The Controller agrees with the proposed transfer.
DISCUSSION
The Board approved a $3 million prepayment to CalPERS in June 2016 and $1 million in June 2017
to reduce the District’s unfunded pension liability. In 2018, the Board approved the establishment
of a Section 115 Trust administered by PARS with an initial funding of $500,000.
In August 2018, the District received its CalPERS Annual Valuation Report as of June 30, 2017.
As of June 2017, the District’s CalPERS account had market assets of $61.9 million, with an
unfunded liability of $51.6 Million, or a funded ratio of 83.3%. This compares favorably to the
overall CalPERS funded ratio of 68%.
CalPERS investment returns improved in FY2016-17 to 11.2%, with a decrease to an 8.6% gain in
FY2017-18. In line with the de-risking policy implemented by CalPERS adopted in 2016, the
discount rate will be lowered according to the following schedule:
FY2017-18 7.375%
FY2018-19 7.25%
FY2019-20 7.00%
The latest CalPERS Valuation Report available is dated June 30, 2017 and the June 30, 2018 report
will not be available until August 2019 at the earliest. The evolution of the District’s funded ratio
below is dynamic and should be viewed with the caveat that the market value of plan assets is
R-19-88 Page 2
driven by market returns (gains/losses) and the accrued liability is a function of changes to actuarial
assumptions and the discount rate.
Market Value
of Plan Assets Accrued Liability Funded Ratio
June 30, 2017
51,589,733 61,906,181 83.34%
Pre-funding Contribution 2017-18
500,000
June 30, 2018
52,089,733 61,906,181 84.14%
Pre-funding Contribution 2018-19
2,000,000
June 30, 2019
54,089,733 61,906,181 87.37%
BOARD COMMITTEE REVIEW
This item was not reviewed by any Committee.
FISCAL IMPACT
The proposed contribution will be a payment towards reducing the District’s unfunded pension
liability. This contribution is offset by projected savings in salaries and benefits as budgeted for
FY2018-19. The added benefit of the contributions to PARS is that the District can transfer these
funds to CalPERS at any point in time and could be used to pay the District’s ongoing pension
obligations if there was a severe economic downturn or deterioration in the District’s finances.
PUBLIC NOTICE
Public notice was provided pursuant to the Brown Act. No additional notice is required.
CEQA COMPLIANCE
The recommended action is not a project for purposes of the California Environmental Quality Act.
NEXT STEPS
Upon approval, transfer $2 million to the Section 115 Trust prior to the end of the Fiscal Year.
Responsible Department Manager:
Stefan Jaskulak, Chief Financial Officer
Prepared by:
Andrew Taylor, Finance Manager and Disclosure Coordinator
R-19-89
Meeting 19-17
June 26, 2019
AGENDA ITEM 7
AGENDA ITEM
New Board Policy 3.02 – General Accounting, Internal Control and Capital Assets Policy and
Annual Review of Finance Policies for 2019
GENERAL MANAGER’S RECOMMENDATION
Recommend Board approval of the proposed new Board Policy 3.02 - General Accounting
Policy, approve changes to 3.07 - Fund Balance Policy and 3.08 - Statement of Investment, and
reaffirm 3.09 - Debt Management Policy.
SUMMARY
This proposed new policy memorializes best practices and General Finance Officers Association
(GFOA) recommendations in in areas such as accounting, internal control and funds structure.
Additionally, staff is reporting to the ABC that it completed its annual review of existing
financial policies: Banking Relationship Management (3.01), Capital Expenditure and
Depreciable Fixed Assets (3.05), Disclosures for Bond Issuances (3.06), Fund Balance Policy
(3.07), Statement of Investment (3.08), and Debt Management (3.09), with minor updates to 3.07
and 3.08. The General Manager recommends that the Board approve the new policy and affirms
the current policies related to the Statement of Investment and Debt Management to ensure
Midpeninsula Regional Open Space District (District) policies remain current.
DISCUSSION
Each year, the General Manager and Chief Financial Officer, together with the Controller
reviews the District’s finance policies in preparation for an annual Board review and affirmation
of the policies. The 2019 review began as part of the budget cycle this past spring and will
continue into the coming months. At this time, the General Manager recommends the approval of
the new General Accounting Policy and that the Board notes no further updates of other financial
policies at this time, other than minor edits.
3.01 Banking Relationship Policy
No changes proposed.
3.02 General Accounting, Internal Control and Capital Assets Policy
This policy is added as part of the District’s alignment with best practices promulgated by the
Government Finance Officers Association (GFOA). The policy provides a framework for
overall accounting, internal control and the audit functions, and should be viewed in tandem with
the other core policies. The objective is to safeguard the District’s financial resources and
promote sound financial management and decision-making. Given the accounting nature of the
R-19-89 Page 2
current policy 3.05 for Capital Assets, the language from 3.05 is proposed to be incorporated into
the new 3.02.
3.03 Public Contract Bidding
No changes proposed.
3.04 Budget and Expenditure Authority Policy
No changes proposed.
3.05 Capital Expenditure and Depreciable Fixed Assets
Retire Policy. The text of the existing policy is combined into the new Board Policy 3.02.
3.06 Disclosure for Bond Issuances Policy
No changes proposed.
3.07 Fund Balance Policy
Reviewed current policy and paragraph added to reflect the addition of the Future Land
Acquisition & Capital Projects Fund approved by the Board under Resolution No. 18-46. The
updated policy also adds an Assigned Fund under the authority of the General Manager to roll
forward encumbered balances at June 30 into the next fiscal year as a funding source for ongoing
capital projects.
3.08 Statement of Investment
Reviewed and items 3. General Fund Committed Reserves and 4. General Fund Unassigned
Reserves modified to state that at least 20% of these general fund reserves shall be maintained
with the Santa Clara County Pooled Investment Fund and/or the Local Agency Investment Fund
(LAIF) with the State Treasurer’s Office. For item 3, this represents a reduction from the current
50% and for item 4 the current requirement is 100%. The proposed change provides the
Controller with greater flexibility on where to invest funds. The Board requested to affirm the
modified policy.
3.09 Debt Management Policy
No changes proposed. The Board is requested to affirm the current policy.
BOARD COMMITTEE REVIEW
This item was reviewed by the ABC at its meeting on June 18, 2019 and approved for
forwarding to the Board for final approval.
FISCAL IMPACT
No new fiscal impact. The revised policies will streamline existing procedures for compliance
with obligations and practices under current debt issuances.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
R-19-89 Page 3
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
Upon approval by the Board, the new policies will enter into force. Staff will perform another
annual review during FY2019-20.
Attachments:
1. General Accounting, Internal Control and Capital Assets Policy 3.02
2. Fund Balance Policy 3.07
3. Statement of Investment Policy 3.08
4. Debt Management Policy 3.09
Responsible Department Manager:
Stefan Jaskulak, Chief Financial Officer
Prepared by:
Andrew Taylor, Finance Manager and Disclosure Coordinator
Midpeninsula Regional Open Space District
Board Policy Manual
General Accounting, Internal
Control and Capital Assets
Policy 3.02
Chapter 3 – Fiscal Management
Effective Date: XX/XX/19 Revised Date:
Prior Versions:
Board Policy 3.02 Page 1 of 4
Purpose
The Midpeninsula Regional Open Space District (District) holds itself to the highest standards in
the process of conducting its business. The District is fully committed to safeguarding the public
assets entrusted to it, while complying with all applicable laws and regulations. Resources of
the District shall be deployed in a fiduciary manner in order to provide adequate funding to
accomplish its mission statement. The District will establish and maintain accounting and
financial policies that will ensure accurate financial records and provide a proper level of
transparency to its stakeholders.
Objectives
In order to achieve its goals, the Accounting and Financial Management Policies should
contribute to the following objectives:
1) To instill, as a matter of organizational culture, sound financial management by
providing accurate and timely information on the District’s financial condition.
2) To maintain sufficient financial liquidity and capacity for both present and future
needs.
3) To safeguard financial resources through the establishment of effective internal
controls.
4) To maintain the District’s credit rating and provide the necessary resources to meet
the District’s obligations on all of its external debt.
Accounting Policy
1) The District shall maintain a system of accounting records and financial reporting that
provides accurate financial reporting to meet the goals and objectives of the District.
2) The District will maintain its accounting records in accordance with state and federal
laws and regulations. The District’s records will be reported in accordance with
generally accepted accounting principles (GAAP) applicable to public agencies.
Furthermore, the District shall also maintain its records in compliance with standards
promulgated by the Governmental Accounting Standards Board (GASB) which is the
body that establishes governmental accounting and reporting principles for government
entities.
Attachment 1
Board Policy 3.02 Page 2 of 4
Fund Structure
The District will minimize the number of funds and funds will be categorized in accordance with
generally accepted accounting principles and GASB statements.
Long-Term Financial Plan and Revenues
1) The long-term financial position of the District is a critical element in the District’s ability
to fulfill its mission. The Controller and Chief Financial Officer (CFO) shall maintain a
long-term financial model that outlines both revenue and expense projections to be
presented to the Board periodically to assist the Board in its decision-making process
that may impact the finances of the District. The model should recognize the potential
effects of the economic cycle.
2) With property taxes making up the vast majority of the District’s revenue, forecasts shall
be conservatively estimated based on historical experience and take into account the
most recent information available. Revenue forecasts will be updated at least
quarterly.
Internal Control
1) The District will maintain an operational environment conducive to strong internal
controls. An integral part of these internal controls will be the prevention of fraud. The
District will maintain a zero tolerance policy regarding fraud.
2) For the purposes of financial policies, internal controls will be divided into two
categories:
a. Accounting controls, which are the procedures and processes relating to the
safeguarding of the District’s assets and accuracy of its financial records.
b. Administrative controls, which relate to the procedures and processes concerned
with operational efficiencies and compliance with managerial policies.
3) Internal controls are dependent on the following core elements:
a. Personnel – controls are predicated on the competence and integrity of the
District’s staff and their understanding of policies and procedures.
b. Segregation of Duties – procedures and processes to detect irregularities and
fraud.
c. Execution of transactions – maintenance of appropriate levels of approval to
ensure that transactions are executed through proper authorization.
d. Access to assets – access to bank accounts and other assets shall be limited to
authorized personnel.
e. Data and computer systems – the development, maintenance and modification
of computer systems and data will be maintained.
Audit
1) The District’s auditing policy is established in compliance with the specification of the
Minimum Audit Requirement and Reporting Guidelines for California Special Districts,
issued by the State Controller’s Office pursuant to California Government Code Section
26909, requiring an annual audit by independent auditors, who shall be Certified Public
Attachment 1
Board Policy 3.02 Page 3 of 4
Accountants licensed to do business in the State of California, in accordance with
generally accepted auditing standards (GAAS).
2) The Board of Directors selects an independent auditor, following the Request for
Proposal process under the direction of the Controller and the CFO. Upon completion of
each year’s audit, the independent auditor will present the results of the audit to the
Board of Directors.
3) As part of the audit cycle, the District will prepare a Comprehensive Annual Financial
Report and seek each year to obtain the Government Finance Officers Association
(GFOA) Certificate of Achievement for Excellence in Financial Reporting. To better
communicate the District’s financial results and performance to the general public and
stakeholders, the District shall also prepare an annual Popular Annual Financial
Reporting (PAFR) with the goal of receiving the GFOA PAFR award.
[from Board policy 3.05]
Capital and Fixed Assets
Capital assets are defined as fixed assets such as land, buildings, and equipment with a useful
life of greater than one year and are classified as follows:
1. Land - Land and permanent easements, either purchased or donated, with a value greater
than $1 are non-depreciable capital assets.
2. Structures and Structure Improvements - Land improvements, infrastructure, buildings,
other structures, and leasehold , which are purchased, constructed, or received as a
donation, with an estimated total cost or fair market value greater than $50,000, are
depreciable assets.
3. Infrastructure - Infrastructure assets are long-lived fixed assets with a value greater than
$50,000 that are normally stationary in nature and can be preserved for a number of years
significantly greater than most fixed assets. Infrastructure assets are capitalized and
depreciated over the remaining useful life of the asset. Examples of infrastructure assets
include roads, bridges, trail systems, tunnels, drainage systems, water and sewer systems,
dams, and parking lots.
4. Equipment - Machinery, equipment, and fixtures, either purchased or received as a
donation with a cost or fair market value greater than $25,000, are depreciable assets.
5. Vehicles - Vehicles, either purchased or received as a donation with a cost or fair market
value greater than $25,000, and include the basic vehicle itself and any added components
that are permanently affixed to the vehicle prior to the in-service date.
6. Projects which extend the useful life or materially increase the capacity of an existing capital
asset with a value greater than $25,000 for machinery, equipment, fixtures and vehicles, or
$50,000 for land, improvements, infrastructure and buildings, are capitalized and
depreciated over the remaining useful life of the asset.
Attachment 1
Board Policy 3.02 Page 4 of 4
The foregoing represents a general framework and is not intended to be exhaustive. The final
determination for capitalization issues shall be made in consultation with the District Controller
and external auditor.
The District’s auditing policy is established in compliance with the specification of the Minimum
Audit Requirement and Reporting Guidelines for California Special Districts, issued by the State
Controller’s Office pursuant to California Government Code Section
Periodic Review of Financial Policies
Along with this umbrella financial policy, separate financial policies for core functions such as
budget development and management, debt management, fund balance, investments and
capital assets will be in force at all times. The Controller and Chief Financial Officers will
periodically review financial policies for compliance with best practices and other directives.
Updates and proposed changes will be brought to the Board for approval.
Attachment 1
Midpeninsula Regional Open Space District
Board Policy Manual
Fund Balance Policy in Accordance
with GASB Statement No. 54
Policy 3.07
Chapter 3 – Fiscal Management
Effective Date: 11/25/14 Revised Date: 06/27/2018
Prior Versions: 11/25/14, 10/26/16
Board Policy 3.07 Page 1 of 3
Purpose
The following policy is created and approved by the Board of Directors in order to [1] provide
adequate funding to meet the District’s short-term and long-term plans, [2] provide funds for
unforeseen expenditures related to emergencies such as natural disasters, [3] strengthen the
financial stability of the District against present and future uncertainties such as economic
downturns and revenue shortfalls, and [4] maintain an investment-grade bond rating. This policy
has been developed, with the counsel of the District auditors, to meet the requirements of GASB
54.
This policy identifies the required components of fund balance, the level of management
authorized to approve or change target balances in each fund, the amounts that the District will
strive to maintain in each fund, and the conditions under which fund balances may be spent,
reimbursed and reviewed.
Policy
The components of District fund balance are as follows:
Non-Spendable fund balance includes amounts that cannot be spent either because they are not
in spendable form, e.g. prepaid insurance, or because of legal or contractual constraints. At all
times, the District shall hold fund balance equal to the sum of its non-spendable assets.
Restricted fund balance includes amounts that are constrained for specific purposes which are
externally imposed by constitutional provisions, enabling legislation, creditors, or contracts.
Individual funds will be identified by the General Manager and Controller and the amounts set
based on legal or contractual requirements. Funds may only be spent as specified by contract or
as externally directed. The continuing need for each fund and the amount reserved will be
reviewed annually.
Committed fund balance includes amounts that are constrained for specific purposes that are
internally imposed by the District Board of Directors. Individual funds and target amounts will be
established by the Board. Committed funds may include but are not limited to: Capital
Maintenance, Equipment Replacement, Infrastructure, Natural Disasters, and Promissory Note.
Projects to be funded by committed funds require the approval of the Board. The continuing need
Attachment 2
Board Policy 3.07 Page 2 of 3
for each fund and the amount reserved will be reviewed annually. Any changes require the
approval of two-thirds of the Board.
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. The continuing need for each fund and the
amount reserved will be reviewed annually.
Unassigned fund balance includes amounts within the general fund, which have not been
classified within the above categories. The minimum amount of unassigned fund balance is
calculated as 30% of the Budgeted General Fund Tax Revenue. This minimum unassigned fund
balance is to be held in reserve in consideration of unanticipated events that could adversely
affect the financial condition of the District and jeopardize the continuation of necessary public
services. Any spending from this minimum general fund reserve requires the approval of the
Board. Any such spending will be reimbursed within two years. If such reimbursement exceeds 5%
of the Budgeted General Fund Tax Revenue, the Board may decide to limit the reimbursement at
5% and extend the reimbursement period beyond two years, as needed. The minimum reserve
amount calculation will be reviewed annually as part of the annual budget process.
The specific reserve funds are as follows:
Restricted Funds
[1] Retiree Healthcare Plan Fund: established in 2008 with a $1.9 million contribution to the
California Employers’ Retiree Benefit Trust; all withdrawals per Board-approved plan; amount of
annual contribution authorized by the Board as part of the annual budget.
[2] Hawthorns Fund: established in 2011 with a $2.0 million endowment from the Woods Family
Trust, to provide stewardship funding for the Hawthorns property in Portola Valley; amount to be
withdrawn each year authorized by the Board as part of the annual budget.
Committed Funds
[1] Capital Maintenance Fund: Implementation of the 2011 Strategic Plan, 2014 Vision Plan, and
Measure AA projects will require District assets to be in good working order; annual maintenance
costs for existing District assets are anticipated. Funding for such capital maintenance
expenditures is not available from general obligation bonds under Measure AA. The General
Manager will recommend, and the Board may authorize, an initial reserve amount associated with
maintenance of a particular improvement. The amount to be withdrawn each year for the Capital
Maintenance Fund will be authorized by the Board as part of the annual budget.
[2] Equipment Replacement Fund: Implementation of District projects requires corresponding
purchase and replacement of field and office equipment and vehicles. The General Manager will
recommend, and the Board may authorize, an initial reserve amount associated with equipment
Attachment 2
Board Policy 3.07 Page 3 of 3
replacement needs. The amount to be withdrawn each year for the Equipment Replacement Fund
will be authorized by the Board as part of the annual budget.
[3] Infrastructure Fund: Implementation of the 2011 Strategic Plan, 2014 Vision Plan, and
Measure AA projects will require expansion of field and office facilities beginning in fiscal 2016.
The amount to be withdrawn each year for the Infrastructure Fund will be authorized by the Board
as part of the annual budget.
[4] Natural Disaster Fund: The District must be prepared to undertake emergency expenditures
required to respond quickly to a major fire, earthquake or flood. The General Manager will
recommend, and the Board may authorize an initial reserve amount to prepare for natural
disasters. All withdrawals from the Natural Disaster Fund require the approval of the General
Manager.
[5] Promissory Note Sinking Fund: The District has the Hunt Promissory Note, an interest only
loan with a balloon principal payment due in FY2022/23. The General Manager will recommend,
and the Board may authorize an initial reserve amount, with annual contributions continuing
through FY2022/23. The amount to be withdrawn from the Promissory Note Fund (anticipated in
FY2022/23; intended for the principal balloon payment) will be authorized by the Board as part of
the annual budget. Once the principal has been paid and the Promissory Note is retired, this
paragraph may be administratively removed from the Policy.
[6] Future Acquisitions and Capital Projects Fund: With the passage of Measure AA, the District
has a greater focus on capital projects, as well as its ongoing land acquisition program. This fund
will provide the District with sufficient reserves to quickly react to opportunistic land
acquisutionsacquisitions and to future capital projects that may arise during the course of a given
fiscal year. Withdrawals from this fund require approval of the Board.
Assigned Funds
None
[1] Capital Construction in Progress (CCIP) Fund: Under the direction and authority of the General
Manager, staff will review encumbered funds for ongoing capital projects at the end of the fiscal
year. These balances may be assigned to CCIP fund as a closing entry to the fiscal year for use as a
funding source for the overall project cost in the following fiscal year. Unless otherwise
authorized by the Board, the balances available under this fund will not increase the overall
project budget.
Attachment 2
Midpeninsula Regional Open Space District
Board Policy Manual
Statement of Investment Policy 3.08
Chapter 3 – Fiscal Management
Effective Date: 1/8/97 Revised Date: 6/27/18
Prior Versions: 1/8/97; 1/10/01; 1/16/02; 1/8/03; 1/14/04; 1/12/05; 1/11/06; 1/10/07; 1/16/08;
1/13/10; 1/12/11; 1/11/12; 1/24/13; 1/22/14; 1/28/15; 8/12/15; 8/10/16; 5/10/17; 6/27/18
Board Policy 3.08 Page 1 of 4
Goals
Goal 1. Capital Preservation
The primary goal shall be to safeguard the principal of invested funds. The secondary objective
shall be to meet the liquidity needs of the District. The third objective shall be to achieve a
return on funds consistent with this Policy. Temporarily idle funds shall be invested in a
conservative manner, such that funds can always be withdrawn at, or just above or below, full
invested value. Investments that offer opportunities for significant capital gains and losses are
excluded.
Goal 2. Liquidity
Temporarily idle funds shall be managed so that normal operating cash needs and scheduled
extraordinary cash needs can be met on a same day basis. Investments shall be sufficiently
liquid to provide a steady and reliable flow of cash to the District to insure that all land
purchases can be made promptly (within two weeks).
Goal 3. Income
Temporarily idle funds shall earn the highest rate of return that is consistent with capital
preservation and liquidity goals and the California Government Code.
Guidelines
1. Determination of Idle Funds
The Controller shall prepare a cash flow projection prior to all investment decisions involving
securities with a term to maturity exceeding one year. This cash flow projection shall be
reviewed and evaluated by the General Manager or Chief Financial Officer (CFO). The General
Manager or CFO are responsible for approving the Controller’s designation of the amount of
funds available for investment for longer than one year.
2. Restricted Monies
[a] MROSD Retiree Healthcare Plan: All funds are to be held by either: the Section
115 Trust California Employers’ Retiree Benefit Trust (CERBT) administered by CalPERS,
Attachment 3
Board Policy 3.08 Page 2 of 4
or 2) the Section 115 Trust offered through PARS as approved by Board Resolution 18-
07.
[b] Hawthorn Endowment Fund: All funds will be held in a separate account and
invested in accordance with this policy.
[c] Debt Service Reserve Funds Held by Bond Trustees: Funds held by such trustees
shall be invested in accordance with the bond indenture or other agreement providing
for the issuance and management of such debt.
3. General Fund Committed Reserves
At least 20%5 one-half of the total general fund committed reserve requirement shall be
maintained, at all times, with the Santa Clara County Pooled Investment Fund (SCCPIF) and/or
the State of California’s Local Agency Investment Fund (LAIF).
4. General Fund UnAassigned Reserves
In addition to any committed fund reserve requirement, at least 20% of the general fund
reserve per the Fund Balance Policy 3.07 shall be maintained, at all times, with the SCCPIF
and/or LAIF.
5. General Obligation Bond Proceeds Held by Fiscal Agent
Bond Proceeds held by the District’s Fiscal Agent, either in the Debt Service Fund or Bond
Proceeds Fund, shall be invested through the investment department of the Fiscal Agent and in
accordance with the Fiscal Agent Agreement.
6. Non-Invested Funds
Idle District funds not otherwise invested as permitted by this Policy shall be deposited with the
Santa Clara County Pooled Investment Fund, the San Mateo County Treasurer’s Pooled
Investment Fund, the State of California’s Local Agency Investment Fund or CalTRUST.
7. Selection of Investments
The Controller is responsible for selecting investments and directing such security transactions
that fit within the amounts and maturities as recommended by the Controller. The Controller
will communicate such actions to the General Manager and CFO.
8. Investments Instruments and Deposit of Funds
Investments and deposits of funds shall be limited to those allowed by and subject to the
procedures of Government Code Section 53600 et seq. and 53635 et seq. In the event of any
conflict between the terms of this Policy, and the Government Code, the provisions of the
Government Code shall prevail. Investments shall not be leveraged. Investments, and
“derivatives,” that offer opportunities for significant capital gains and losses are excluded. If
after purchase, securities are downgraded below the minimum required rating level, the
Attachment 3
Board Policy 3.08 Page 3 of 4
securities shall be reviewed for possible sale with a reasonable amount of time after
downgrade. Significant downgrades and the action taken or to be taken will be disclosed in the
next monthly report.
9. Maximum Maturity
The average maturity of the total District investment portfolio shall not exceed eighteen
months and no investment, except for debt service reserve funds held by bond trustees, shall
have a maturity of more than three years from the date of purchase. The maturity of
investments in trustee-held debt service reserve funds shall not exceed the final debt service
payment date of the bonds.
10. Diversification
Investments shall meet the diversification test of Government Code Section 53601.7(c), stating
that no more than 5% of the total investment portfolio may be invested in the securities of any
one issuer, except for the obligations of the U.S. Treasury or U.S. Government Agencies.
11. Marketability
For investments other than bank certificates of deposits the breadth of ownership and number
of securities outstanding shall be sufficient to establish a secondary market in which
investments can be readily converted to cash without causing a material change in their market
value.
12. Acceptable Banks
Bankers' Acceptances and Negotiable Certificates of Deposit may be purchased only from the
District’s commercial bank or banks and savings and loan associations with over $1 billion of
deposits and reporting profitable operations and which meet all applicable criteria of the
Government Code. Certificates of Deposit may be purchased from other banks within Santa
Clara and San Mateo Counties which meet all applicable criteria of the Government Code if the
principal is fully insured by the Federal Deposit Insurance Corporation.
13. Acceptable Collateral
Securities collateralizing bank or savings and loan deposits must be rated “A” or higher.
14. Investments in Name of District
All investments purchased shall stand in the name of the District.
15. Reporting
The Controller shall submit a report of the District’s investment portfolio and security
transactions to the Board of Directors by the second Friday of each calendar month in
Attachment 3
Board Policy 3.08 Page 4 of 4
accordance with Government Code Sections 53607 and 53646. Such reports shall also be
submitted to the General Manager, CFO and to the District’s auditor.
16. Purchase of Securities
The Controller is authorized to purchase securities through the investment department of the
District’s bond trustees and fiscal agents and as otherwise permitted by the Government Code.
Any account resolutions required by bank investment departments will be submitted to the
Board of Directors for approval prior to any trading through that bank. The bank or other
investment institution from which authorized securities are purchased shall be instructed in
writing only to purchase securities in the name of the District and that all matured funds shall
be returned to the District’s commercial bank account. The bank shall also be instructed to
send receipts for all transactions to the CFO and the District accounting department.
Attachment 3
Midpeninsula Regional Open Space District
Board Policy Manual
Debt Management Policy Policy 3.09
Chapter 3 – Fiscal Management
Effective Date: 7/12/2017 Revised Date: N/A
Prior Versions: N/A
Board Policy 3.09 Page 1 of 5
Purpose
The Debt Management Policy and procedures contained herein (the “Debt Management Policy”)
sets forth certain debt management objectives for the Midpeninsula Regional Open Space District
(the “District”) and establishes overall parameters for issuing and administering the District's debt
in compliance with applicable federal and state securities laws. The Board may issue debt that does not
comply with this policy should the Board determine that doing so is necessary or desirable, and the
issuance of any such debt shall be conclusive evidence of such determination. This Debt Management
Policy is closely related to the policy for Initial and Continuing Disclosures Relating to Bond Issuances –
Policy 3.06 of Chapter 3 Fiscal Management (the “Disclosure Policy”).
Policy
Article I: Key Participants and Responsibilities
The Key Participants in the Debt Management process are the members of the Financing Group as
identified and designated in the Disclosure Policy, Section 1.03. The Responsibilities of the various
members of the Financing Group are detailed in Section II of the Disclosure Policy. Disclosure Policy
Article II: Debt Limits
Section 2.01. Purpose for Debt Issuance. The District may issue new debt to finance and refinance
capital improvement projects or land acquisitions for either General Fund purposes or in support of
Measure AA portfolios and projects. Any General Fund debt must be repaid via the General Fund tax
revenue and budget, whereas any debt issued under Measure AA must be repaid via the special
property tax levy as authorized under Measure AA. As part of the calculation to determine the need for
new debt, the District will review the useful life of the proposed projects and ensure this useful life is
not significantly shorter than the term of the debt, and in any case compliant with Federal tax law
restrictions governing the weighted average maturity of a debt issue in relation to the financed projects’
useful life. The approach to determine the amount of new debt to be issued will include an assessment
of any self-funded pay-go funding sources and will be integrated into the District’s multi-year capital
plan.
Section 2.02. Legal Debt Limitations. The District is bound by, or utilizes, four different debt
limitations: State, General Fund budget, bond Indenture covenants and Measure AA voter authorization.
i. Under Public Resources Code Section 5568, the District’s legal authority to incur
indebtedness is limited to five percent of the assessed valuation of the real and
personal property situated in the District.
Attachment 4
Board Policy 3.09 Page 2 of 5
ii. The General Fund debt limitation is constrained by the property tax received, less
ongoing operating expenses. Each year, the annual budget is prepared and modeled
into the Controller’s thirty-year cash flow, which includes conservative inflation and
projects the viability of any increases in operating, capital or debt service in the
General Fund. Any proposed General Fund debt issuance, new or refunding, is modeled
using the Controller’s cash flow model.
iii. General Fund debt is limited by covenants made by the District to bond holders in the
bond indenture. The District covenants it will not issue debt that is senior in priority to
the existing general fund revenue bonds. In addition, debt on parity with existing
revenue bonds is limited by the District Act (Article 3 of Chapter 3 of Division 5 of the
Public Resources Code), which requires that total debt outstanding does not exceed
the amount of general fund property tax revenues anticipated by the District for the
next five-year period, and that annual tax revenue in the most recent audited fiscal
year exceeds maximum annual debt service of outstanding bonds by 125%.
iv. The Measure AA debt limitation is constrained by the $300 million voter authorization
per the 2014 referendum as well as the limitation that Measure AA annual debt service
must be payable with the Measure AA property tax collections not to exceed the self-
imposed tax rate of $3.18 per $100,000 of Assessed Value. The calculation to ensure
that the debt service does not exceed a tax rate in excess of $3.18 per $100,000 of
Assessed Value shall be calculated at issuance of the debt with the information
available at that time and exclude any one-time funds, such as bond premium. Should
the tax rate exceed $3.18 at any time after the debt has been issued, no new debt shall
be issued until such time as the debt service payments can again be paid from tax
collections not exceeding a $3.18 tax rate.
Section 2.03. Types of Permitted Debt. The District may issue a variety of debt instruments and
obligations.
i. Long-term borrowing (maturity greater than 1 year) may be used to finance the
acquisition or improvement of land, facilities, or equipment for which it is appropriate
to spread these costs over more than one budget year. Long-term borrowing may also
be used to fund capitalized interest, costs of issuance, required reserves, and any other
financing related costs which may be legally capitalized. Long-term borrowing shall not
be used to fund operating costs.
ii. Short-term borrowing (maturity of one year or less), such as lines of credit or
commercial paper, will be considered as an interim source of funding to be utilized
when appropriate. Short-term debt may be issued for any purpose for which long-term
debt may be issued, including capitalized interest and other financing related costs.
iii. All long-term debt shall normally be issued as fixed rate debt. Variable rate debt may
be issued if determined to be advantageous to the District.
iv. Relationship of Debt to Capital Improvement Program: The District maintains a five-
year Capital Improvement plan, which it expects to fund through a combination of
Measure AA proceeds, General Fund Monies, and grants. While the District does not
expect debt to be the sole source of funding for the CIP, the District may issue debt in
addition to bonds approved under Measure AA (including those types of debt discussed
herein) should doing so become necessary to meet the District’s capital needs.
Attachment 4
Board Policy 3.09 Page 3 of 5
v. Policy Goals Related to District Objectives: The District’s objective is to meet its capital
needs economically, and intends only to use debt as a funding source when the Board
determines doing so would be both fiscally responsible and aligned with the District’s
policy objectives.
Article III: Debt Structuring
Debt issued by the District, new or refunding, may have various features and structures.
i. The debt shall be callable no later than eleven years from the date of issuance. If the
final maturity is less than fifteen years, a call feature shorter than ten years shall be
evaluated by the CFO and Controller together with the financial advisor and
underwriter as deemed appropriate by the CFO and Controller. If advantageous to
the District, the CFO and Controller may recommend the use of a shorter call
feature for maturities fifteen years or longer as well.
ii. The maturity for new debt issued is usually thirty years, unless the useful life of the
projects is significantly shorter than thirty years, in which case the maturity shall be
shortened to match the useful life, or, in the case of a large one-time capital
expenditure, where the cash flow need may be much shorter than thirty years. The
final maturity for refunding debt shall be no later than the final maturity of the
refunded debt.
iii. Given the District’s historically very strong credit ratings, utilizing credit
enhancement in connection with a debt issuance has not been financially
advantageous to the District. However, should credit enhancement prove effective
in lowering the District’s all-in borrowing cost on a debt issuance in the future, the
District retains the option to utilize such credit enhancement. Such evaluation will
be made by the CFO and Controller together with the financial advisor and
underwriter as deemed appropriate by the CFO and Controller.
iv. The use of derivative products (a financial instrument which ‘derives’ its value from
another instrument) is not permitted.
Article IV: Debt Issuance
The District shall assess the impact of new debt issuance on the thirty-year long-term affordability
model as developed by the Controller. This model includes future debt service, capital improvement
projects and operational expenditures, adjusted for inflation and growth over thirty years. Any debt
issued, and the associated debt repayment schedule, must be evaluated and affordable according to this
thirty-year model.
Section 4.01. Credit Objectives. The District shall make every reasonable effort to maintain its high
credit ratings. The District shall seek a credit rating on all new publicly placed bond issues from at least
one nationally recognized credit rating agency. The District shall maintain a line of communications with
the bond rating agencies reporting annual financial reports, budget and other major information as they
occur.
Section 4.02. Method of Sale. The District may issue debt via negotiated sale, a competitive bid
process or private placement. The CFO and Controller, together with the Financial Advisor, shall review
and evaluate the best method of sale for each issuance.
Attachment 4
Board Policy 3.09 Page 4 of 5
Section 4.03. Selection of External Financial Professionals. The District shall utilize the services of
various independent advisors, consultants and other financial institutions and professionals. Such
services, depending on the type of financing, may include financial advisor, underwriter, bond counsel,
disclosure counsel, trustee, verification agent, escrow agent, arbitrage consulting, and special tax
consulting. The financial advisor, underwriter, bond counsel, and disclosure counsel shall be selected via
a competitive Request for Proposal (RFP) process initiated and managed by the Chief Financial Officer
and evaluated by the Disclosure Working Group. Other services may be contracted via sole source or
directly authorized.
Section 4.04. Refunding of Debt. The District shall periodically review its outstanding debt to identify
refunding opportunities. Refunding will be considered (within federal tax law constraints) if and when
there is a net economic benefit from the refunding. In general, refundings which produce a net present
value savings of at least three percent (3%) of the refunded debt will be considered economically
beneficial. Refunding which produce a net present value savings of less than three percent (3%) will be
considered on a case-by-case basis. In evaluating the economic benefit of refundings considered
“advance refundings”, the District will also evaluate the escrow efficiency in consultation with the
District’s financial advisor and underwriter.
Article V: Debt Management
Section 5.01. Disclosure. The District’s Board of Directors adopted a separate Disclosure Policy, which
policy includes 15c2-12 requirements, initial and continuing disclosure requirements, and outlines the
responsibilities of District staff, consultants and advisors. Disclosure Policy
Section 5.02. Investment of Bond Proceeds. The District shall invest bond proceeds consistent with
applicable federal and state law and tax requirements, including any arbitrage calculations and
reporting, as well as consistent with the District’s Board adopted Policy titled Statement of Investment
3.08. Statement of Investment
Article VI: Controls, Reporting, and Miscellaneous
Section 6.01. Internal Controls. To ensure the bond proceeds are managed and spent as intended,
the District has the following processes in place:
i. Reporting of bond funds generated by a financing secured by General Fund
revenues shall be included in the Annual Financial Report.
ii. Reporting and review of bond funds spent under Measure AA authorization is
outlined in the Measure AA election documentation:
An Independent Citizen Oversight Committee will be formed to verify expenditures of
bond proceeds. The Independent Citizen Oversight Committee will consist of seven
at-large members, all of whom shall be District residents. The Citizen Oversight
Committee will be selected by the Board and interviewed and approved in open
session, and will be subject to the conflict of interest constraints of the California
Political Reform Act.
The responsibilities of the Committee include:
• Review Plan expenditures on an annual basis to verify conformity with the
Expenditure Plan.
Attachment 4
Board Policy 3.09 Page 5 of 5
• Review District’s Annual Audit and Annual Accountability report and present
the Committee’s findings to the Board at a public meeting.
• Review any proposed amendments to the Expenditure Plan.
iii. Reporting of bond funds expended to refund existing bonds shall be included in the
final refunding report to the Board of Directors.
Section 6.02. Documents to be Retained. Section 5.01 of the Disclosure Policy provides document
retainage requirements applicable to debt issuances. Disclosure Policy
Section 6.03. Waivers. In addition to the General Manager’s authority to adopt an Administrative
Procedure to make this Board Policy more specific, any provision of this Board Policy or any related
administrative procedure may be waived at any time by the General Manager, with the written
confirmation to the members of the Disclosure Working Group. This authority to waive a provision of
this policy is triggered only if such waiver is necessary for timely and effective issuance of debt in
compliance with any applicable laws. Any waivers made under this provision shall be reported to the
Board of Directors, with conforming revisions recommended for the Board’s consideration at the next
update of this Board Policy and no later than three months from the implementation of such waiver.
Section 6.04. Periodic Review. This policy shall be reviewed and affirmed annually by the Board of
Directors.
Attachment 4
R-19-82
Meeting 19-17
June 26, 2019
AGENDA ITEM 8
AGENDA ITEM
Fiscal Year 2019-20 Budget and Capital Improvement and Action Plan
GENERAL MANAGER’S RECOMMENDATION
1. Adopt a Resolution approving the Fiscal Year (FY) 2019-20 Budget and Capital
Improvement and Action Plan.
2. Approve two and a half new full-time equivalent positions (FTEs) in the Visitor and Field
Services business line.
3. Approve one new FTE in the Finance and Administrative Services business line.
4. Approve one new classification in the Visitor and Field Services business line.
5. Adopt a Resolution approving the Classification and Compensation Plan.
SUMMARY
The proposed FY2019-20 budget totals $71.1 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 FTEs 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 FTEs will both support the
implementation of capital projects funded largely by Measure AA and serve the public who are
enjoying District Preserves, including newly built facilities and newly opened areas.
DISCUSSION
Annual Budget
The proposed FY2019-20 budget is balanced, with estimated revenue and other funding sources
totaling $75.5 million. Property tax receipts make up most of the District’s annual revenue (76
percent); additional funding sources include bond reimbursements (14 percent), other income (7
percent) and grants (3 percent).
Expenditures proposed in the FY2019-20 budget total $74.8 million. Capital expenditures
account for 27 percent of the budget, with salaries and benefits making up 34 percent, annual
R-19-82 Page 2
debt service at 24 percent, services and supplies at 15 percent, and Hawthorns fund expenditures
at less than one percent.
Attachment 1 includes the Resolution approving the FY2019-20 Budget and Capital
Improvement and Action Plan; see Exhibit A for the FY2019-20 Budget book.
Capital Improvement and Action Plan
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
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 within four program categories: Land Acquisition and
Preservation, Natural Resources Protection and Restoration, Public Access, Education and
Outreach, and Vehicles, Equipment, Facilities and Other.
Attachment 1 includes the Resolution approving the FY2019-20 Budget and Capital
Improvement and Action Plan; see Exhibit A for the FY2019-20 Budget book.
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.
The updated Classification and Compensation Plan and resolution to approve this plan are
attached to this report and include the recommended new classification and position. The
Classification and Compensation Plan may be modified throughout the fiscal year via subsequent
Board resolutions.
R-19-82 Page 3
Attachment 2 is the Resolution approving the Position Classification and Compensation Plan;
Exhibit A includes a copy of the Plan.
For reference, please see the June 12, 2019 Board report Budget and Action Plan Review (R-19-
80).
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 Controller confirmed that the proposed budget is within the
parameters and expectations of that 30-year fiscal model.
The table on the following page provides an overview for FY2019-20 budgeted revenues and
expenditures, including the General Fund (funds 10 and 40), the Hawthorn Fund (fund 20),
capital expenditures that are reimbursable from bond proceeds (fund 30), and debt service (fund
50).
R-19-82 Page 4
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
R-19-82 Page 5
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.
On June 12, 2019 a review and public hearing was held for the Proposed Fiscal Year 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.
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 FY2019-20 Budget would be in effect beginning July 1, 2019. Projects included in the
FY2019-20 Capital Improvement and Action Plan would be implemented according to the scope
outlined in the Budget Book.
Attachments:
1. Resolution Approving the FY2019-20 Budget and Action Plan
a. Exhibit A: FY2019-20 Budget and Action Plan
2. Resolution Approving the Position Classification and Compensation Plan
a. Exhibit A: Classification and Compensation 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
Resolutions/2019/19-__FY2019-20Budget 1
RESOLUTION NO. 19-___
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ADOPTING THE
BUDGET FOR FISCAL YEAR 2019-20 AND THE THREE-YEAR
CAPITAL IMPROVEMENT AND ACTION PLAN 2020-2022
WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District
desires to establish a Budget for Fiscal Year 2019-20 (Exhibit A); and
WHEREAS, the Board of Directors of the Midpeninsula Regional Open Space District
desires to establish a Three-Year Capital Improvement and Action Plan, which addresses the
following program areas: Land Acquisition and Preservation; Natural Resources Protection and
Restoration; Public Access, Education, and Outreach; and Infrastructure and Other (Vehicles,
Equipment, Facilities) (Exhibit A – Section III); and
WHEREAS, the Board of Directors confirms adjustments made administratively to the
Capital Project balances during the preparation of the Proposed Budget, and to accommodate the
carryover of unspent current Fiscal Year Capital Project appropriations in Fund 40 – General
Fund Capital for those projects where work and expenditures will continue in the upcoming
fiscal year;
NOW, THEREFORE, the Board of Directors of the Midpeninsula Regional Open Space
District does resolve as follows:
SECTION ONE. Adopt the budget for the Midpeninsula Regional Open Space District
for the Fiscal Year 2019-20.
DISTRICT BUDGET BY FUND FY2019-20 PROPOSED BUDGET
Fund 10 – General Fund Operating $37,003,848
Fund 20 – Hawthorns $140,200
Fund 30 – MAA Capital $9,447,647
Fund 40 – General Fund Capital $10,546,595
Fund 50 – Debt Service $17,669,563
TOTAL $74,807,853
SECTION TWO. Adopt the proposed Three-Year Capital Improvement and Action
Plan 2020-2022.
SECTION THREE. The projects scheduled for implementation for Fiscal Year 2019-20
shall be included in the Capital and Operating Budget of the District’s Proposed Budget for
Fiscal Year 2019-20.
SECTION FOUR. The following transfers are approved and the General Manager or
designee is authorized to implement said transfers: $300,000 from the General Fund Unassigned
Fund Balance to the Committed for Promissory Note Fund, and all current and future rental
income from 5050 El Camino Real, Los Altos, CA and 240 Cristich Avenue, Campbell, CA
Attachment 1
Resolutions/2019/19-__FY2019-20Budget 2
from the General Fund Unassigned Fund Balance to the Committed for Infrastructure Fund, until
commencement of construction/remodel activities.
SECTION FIVE. Monies are hereby appropriated in accordance with said budget.
* * * * * * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on _____, 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
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
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Table of Contents
1 SECTION I: INTRODUCTION
2 General Manager’s Transmittal
3 Board of Directors | Management
6 Strategic Plan Goals and Objectives
7 Regional Map
8 Board Resolution
10 Organizational Chart
11 About Us
12 Demographics
15 SECTION II: BUDGET SUMMARY AND OVERVIEW
16 Budget Summary and Overview
18 Revenues
20 Expenditures
24 Staffing
27 Hawthorns Fund
28 Measure AA Projects
30 Vision Plan
32 Debt Service
37 Fund Balance
38 Delivering on the Mission
39 Grants Program
40 Climate Action Plan
41 Budget Process
42 Financial Policies
45
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
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
2 Section I • Budget and Action Plan FY2019-20
3Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Board of Directors | Management
Executive Management
Ana María Ruiz–General Manager
Hilary Stevenson–General Counsel
Mike Foster–Controller
Susanna Chan–Assistant General Manager/Project Planning and Delivery
Brian Malone–Assistant General Manager/Visitor and Field Services
Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services
Mission Statement——————————————————————————––––––––––––——————————————————————————————
The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a
regional greenbelt of open space land in perpetuity, protect and restore the natural environment,
and provide opportunities for ecologically sensitive public enjoyment and education.
District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen
Holman, Larry Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————Pete Siemens–Board President Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————
Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Curt Riffle Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––————————————————————————————————Karen Holman–Board Vice President Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford——————————————————————————––––––––––––————————————————————————————————
Larry Hassett Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero,
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——————————————————————————––––––––––––————————————————————————————————
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
4 Section I • Budget and Action Plan FY2019-20
Budget Document Preparation
Carmen Narayanan–Budget and Analysis Manager
Elissa Martinez–Management Analyst
Lupe Hernandez–Management Analyst
Management Team
Matthew Anderson–Visitor Services
Candice Basnight–Human Resources
Casey Hiatt–Information Systems and Technology
Michael Jurich–Land and Facilities Services
Kirk Lenington–Natural Resources
Jason Lin–Engineering and Construction
Jane Mark–Planning
Carmen Narayanan–Budget and Analysis
Korrine Skinner–Public Affairs
Maria Soria–General Manager’s Office
Hilary Stevenson–General Counsel’s Office
Andrew Taylor–Finance
Mike Williams–Real Property
Jennifer Woodworth–District Clerk
Bear Creek Redwoods Open Space Preserve by Nathan Cai
5Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
6 Section I • Budget and Action Plan FY2019-20
FY2019-20 Strategic Plan Goals and Objectives
The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually based on
the results of an environmental scan. The FY2019-20 Strategic Plan provides high-level direction for the annual
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
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Regional Map
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
8 Section I • Budget and Action Plan FY2019-20
Resolution No. 19-XX
9Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
10 Section I • Budget and Action Plan FY2019-20
Organizational Chart
Public
Board of
Directors ControllerGeneral
Counsel
General
Manager
Public Affairs
Department
Executive Assistant/
Deputy District Clerk
District Clerk/Assistant
to the General Manager
Visitor and Field Services
Assistant General Manager
Finance and Administrative
Services
CFO-Director of
Administrative Services
Project Planning and Delivery
Assistant General Manager
Visitor
Services
Department
Land and
Facilities
Department
Natural
Resources
Department
Planning
Department
Real
Property
Department
Engineering
and
Construction
Department
Budget and
Analysis
Department
Information
Systems and
Technology
Department
Finance
Department
Human
Resources
Department
Midpen At-a-Glance
Founded in 1972 63,927 Acres
(as of June 2019)
243 Miles of Trails 26 Preserves
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
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
About Us
HISTORY
The late 1960s was a time of rapid growth in the Bay Area. As tract housing and commercial development began
to dominate the “Valley of Heart’s Delight,” concern for the preservation of the Midpeninsula’s irreplaceable foothill
and bayland natural resources mounted among open space advocates. Through the determined and heart-felt efforts
of local conservationists, the Midpeninsula Regional Open Space District (Midpen) was created when the Measure
R Room to Breathe Initiative passed in 1972.
Midpen was founded in 1972 as an independent special district to preserve the regional greenbelt in northwestern
Santa Clara County. The voters expanded the District boundary in 1976 to include southern San Mateo County and
again in 1992, to add a small portion of Santa Cruz County. In 2004, through the Coastside Protection Program,
the District was extended to the Pacific Ocean in San Mateo County.
GOVERNANCE
Midpen is governed by a seven-member elected board of directors. Each board member is elected to serve a
four-year term and represents a geographic ward of approximately equal populations. The Board holds its regular
public meetings on the second and fourth Wednesdays of each month at 7 p.m., at the Midpen administrative
office: 330 Distel Circle, Los Altos, CA.
STAFFING
The staff currently includes over 180 employees in 11 departments: Budget and Analysis, Engineering and
Construction, Finance, Human Resources, Information Systems and Technology, Land and Facilities Services, Natural
Resources, Planning, Public Affairs, Real Property, and Visitor Services.
SERVICES
Midpen’s purpose is to create a regional greenbelt of unspoiled public open space lands in order to permanently
protect the area’s natural resources and to provide for public use and enjoyment. Midpen has preserved over
63,000 acres of public land and manages 26 open space preserves. The District boundary extends from San
Carlos to Los Gatos and to the Pacific Ocean from south of Pacifica to the Santa Cruz County line. The boundary
includes approximately 200 square miles of Santa Clara County, 350 square miles of San Mateo County and 2.6
square miles of Santa Cruz County.
Midpen open space preserves are generally kept in a natural condition in order to best protect the environment and
wildlife habitat, and are developed with only the amenities needed to provide low-intensity recreation. Ranging from
55 to over 19,000 acres, 24 preserves are open to the public free of charge, 365 days a year. Our estimated annual
2 million visitors will find over 243 miles of trails, ranging from easy to challenging terrain. In addition to open spaces
and hiking trails, special amenities include a backpacking camp, nature center, historic farm and a winery.
Midpen’s open space preserves offer a great variety of environments, wildlife habitats and plant life. Preserves
include redwood, oak, and fir forests, chaparral-covered hillsides, riparian corridors, grasslands, and wetlands
along the San Francisco Bay. These lands provide critical habitat for mountain lion, bobcat, coyote, deer, golden
eagle, red-legged frog, California newt, Coho salmon and different varieties of wildflower.
For more information about Midpen, visit our website at www.openspace.org.
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
12 Section I • Budget and Action Plan FY2019-20
Demographics and Economic Statistics
The following is economic and demographic information on Santa Clara and San Mateo Counties, representing the
majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of
Santa Cruz County land that it holds, information on Santa Cruz County is not included.
Demographics and Economic Statistics
Last Ten Fiscal Years
————————————————————————————
County of Santa Clara
Fiscal Year Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2009 1,857,621 $99,550 55,781 36.2 259,800 8.7%
2010 1,880,876 109,495 61,289 35.8 265,643 10.5%
2011 1,797,375 120,376 66,366 36.0 266,256 9.6%
2012 1,816,486 133,912 72,704 36.2 270,109 8.2%
2013 1,842,254 136,118 72,754 36.4 273,701 6.8%
2014 1,868,558 149,717 78,955 36.6 276,175 5.2%
2015 1,889,638 165,323 86,141 36.8 276,689 4.3%
2016 1,927,888 178,029 92,168 36.8 274,948 3.9%
2017 1,938,180 190,002 98,032 *273,264 3.4%
2018 1,956,958 ***272,132 2.9%
County of San Mateo
Calendar
Year
Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2009 713,617 50,175 70,311 38.9 89,971 8.9%
2010 719,951 53,084 73,739 39.3 91,371 8.5%
2011 729,425 58,228 79,872 39.4 92,097 7.9%
2012 740,738 65,167 87,986 39.6 93,674 6.8%
2013 750,489 65,656 87,501 39.3 93,931 5.6%
2014 758,581 71,111 93,672 39.4 94,567 4.3%
2015 759,155 78,607 102,516 39.8 95,187 3.5%
2016 765,895 82,046 106,615 39.5 95,502 3.2%
2017 770,203 87,486 113,410 *95,620 2.9%
2018 774,155 ***95,155 2.5%
*Information not available
Data Sources
1 State of California Department of Finance
2U.S. Department of Commerce Bureau of Economic Analysis
3 U.S. Census Bureau, American Community Survey
4 State of California Department of Education
5 State of California Employment Development Department, Labor Market Division
Notes: Starting fiscal year (FY) 2015-16, Midpen changed from a fiscal year end date of March 31st to June 30th.
As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period.
Principal Employers
Most Current Year and Nine Years Ago
————————————————————————————
County of Santa Clara
2018 2009
Employer Number of
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
Rank Percentage
of Total
Employment
Apple Computer, Inc.25,000 1 2.44%10,000 3 1.23%
Alphabet/Google Inc.20,000 2 1.95 **
County of Santa Clara 18,806 3 1.84 **
Stanford University 16,919 4 1.65 **
Cisco Systems Inc.14,120 5 1.38 13,000 1 1.60%
Kaiser Permanente 12,500 6 1.22 5,000 10 0.61%
Stanford Healthcare 10,034 7 0.98 5,500 8 0.68%
Tesla Motors Inc.10,000 8 0.98 *
Intel Corporation 8,450 9 0.83 5,000 9 0.61%
City of San Jose 6,159 10 0.60 *
Lockheed Martin Space Systems Co.**10,400 2 1.28%
Intuit, Inc.**8,000 4 0.98%
IBM Corporation **7,500 5 0.94%
Hewlett-Packard Co.**7,000 6 0.86%
KLA-Tencor Corporation **6,200 7 0.76%
Total 141,988 13.87%77,750 9.55%
County of San Mateo 3
2017 4 2009
Employer Number of
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
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Bear Creek Redwoods Open Space Preserve by Alisha Laborico14Section I • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
In
t
r
o
d
u
c
t
i
o
n
Section II
Budget Summary and Overview
Russian Ridge Open Space Preserve by Samantha Tan
15Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
16 Section II • Budget and Action Plan FY2019-20
Budget Summary and Overview
The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2019-20 Budget reflects Midpen’s
priorities established by the Board of Directors in December 2018 as part of its annual Strategic Plan update. Based
upon these priorities, staff prepared the FY2019-20 Proposed Three-Year Capital Improvement and Action Plan
(included in Section III) for Board approval. Subsequently, staff developed a detailed budget by department and
fund which are included in Budget Summary and Overview (Section II) and Department Summaries (Section IV).
FY2019-20 FINANCIAL OVERVIEW
Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are
funded by five distinct funds:
——————————————————————————––––––––––––——————————————————————————————
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
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for
FY2019-20 or a positive change in fund balance.
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
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
18 Section II • Budget and Action Plan FY2019-20
Revenues
Midpen’s FY2019-20 revenue estimate totals $64.4 million with the vast majority, 89% or $57.5 million, coming
from property tax receipts. This represents an increase of 6% from the prior year and reflects the continued robust
real estate market in the San Francisco Bay Area.
Other sources of revenue include grants; rental income from leased properties, which includes residences and land
for agriculture or grazing; income from the County of Santa Clara for the operation and maintenance of Rancho
San Antonio County Park; and interest income. The chart below provides a breakdown of projected FY2019-20
revenue by source.
FY2019-20 Revenue by Source
● Property Tax (89%)
● Grants (4%)
● Interest (3%)
● Rental Income and Other (4%)
Property Tax Grants Interest Rental Income
and Other
Total
Amount $57,490,350 $2,404,721 $1,991,000 $2,540,035 $64,426,106
Percent 89%4%3%4%100%
Total Revenue Trend
(in millions)
$ 65 ———————————————————————————————————————————————————————————————
60 ———————————————————————————————————————————————————————————————
55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20
Actual Actual* Actual Actual Estimated Projected
■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other
*FY2015-16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
19Section II • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
Property taxes continue to grow as both residential and commercial property markets experience strong demand. To
a large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s economy and
the need to expand commercial facilities to accommodate the increased workforce. The following graph depicts the
historical and projected trend for general fund property tax revenues (excluding Measure AA ad valorem levy for
debt service).
Property Tax Trend
(in millions)
$ 55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20
Actual Actual Actual Actual Actual Actual Actual* Actual Projected Projected Projected
*FY2015-16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
Silicon Valley and the Peninsula continue to see high real estate prices where demand for housing exceeds supply.
Correspondingly, property tax revenues are projected to have a healthy growth rate of 3.5% annually for the next
three years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new
construction information, which are provided by the County Assessors’ offices in San Mateo and Santa Clara counties.
2016-2020 General Fund Tax Revenue
Actual
FY2016
Actual
FY2017
Actual
FY2018
Budget
FY2019
Estimated
FY2019
Budget
FY2020
% Increase*
Santa Clara County
Current Secured $23,304,000 $25,277,000 $27,254,000 $29,155,000 $29,271,000 $31,173,000 6.5%
Current Unsecured 1,787,000 1,747,000 1,860,000 2,086,600 1,934,000 1,983,000 2.5%
Total Santa Clara
County
25,091,000 27,024,000 29,114,000 31,241,600 31,205,000 33,156,000 6.3%
San Mateo County
Current Secured 11,126,000 12,039,000 13,008,000 13,938,600 14,049,000 15,102,000 7.5%
Current Unsecured 523,000 515,000 544,000 551,800 647,000 667,000 3.1%
Prior Taxes (7,000)(14,000)0 0 0 0 0.0%
Total San Mateo County 11,642,000 12,540,000 13,552,000 14,490,400 14,696,000 15,769,000 7.3%
Supplement + HOPTR 1,429,000 1,578,000 1,598,000 1,364,000 1,566,000 1,472,000 - 6.0%
Redevelopment 1,302,000 1,148,000 1,477,000 1,217,000 1,625,000 1,658,000 2.0%
Total Tax Revenue $39,464,000 $42,290,000 $45,741,000 $48,313,000 $49,092,000 $52,055,000 6.0%
*Percentage increase compares Budget FY2020 to Forecast FY2019.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
20 Section II • Budget and Action Plan FY2019-20
Expenditures
Midpen’s FY2019-20 budget totals $71 million ($74.8 million inclusive of the one-time land acquisition), reflecting
increased capital expenditures as the organization continues implementation of Measure AA funded projects, and
the addition of a net of 3.5 positions to deliver projects and continue the organizational build-out outlined in the
Financial and Operational Sustainability Model (FOSM). The net total budget increase is 11%, exclusive of the one-
time land acquisition.
The following table and chart provide a summary of the FY2019-20 budget by fund.
Midpen Budget By Funding Source FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Annual Budget
$ Change From
FY2018-19
Amended Budget
% Change From
FY2018-19
Amended Budget
Fund 10–General Fund Operating $27,418,768 $33,485,935 $37,003,848 $3,517,913 11%
Fund 20–Hawthorns 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
21Section II • Budget and Action Plan FY2019-20
The Measure AA Capital Fund reduction includes both lower reimbursable labor (-$400,000) and project
expenditures (-$900,000). If projects such as the Saratoga to 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
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
22 Section II • Budget and Action Plan FY2019-20
FY2019-20 Budget by Fund and Expenditure Type
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Annual Budget
$ Change From
FY2018-19
Amended Budget
% Change From
FY2018-19
Amended Budget
Salaries and Benefits $20,714,676 $23,968,255 $25,821,535 $1,853,280 8%
Less: MAA Reimbursable Staff Costs (730,701)(866,385)(471,697)394,688 - 46%
Net Salaries and Benefits 19,983,975 23,101,870 25,349,838 2,247,968 10%
Services and Supplies 7,434,793 10,384,065 11,654,010 1,269,945 12%
Total Operating Expenditures 27,418,768 33,485,935 37,003,848 3,517,913 11%
Hawthorns Operating 24,277 53,500 92,200 38,700 72%
Hawthorns Capital 16,135 0 48,000 48,000 –
Total Hawthorns Expenditures 40,412 53,500 140,200 86,700 162%
General Fund Capital (Fund 40)1,926,326 3,967,184 5,911,095 1,943,911 49%
Measure AA Capital (Fund 30)8,459,359 10,417,082 9,434,147 (982,935)- 9%
Total Capital Expenditures 10,385,685 14,384,266 15,345,242 960,976 7%
General Fund Land and Associated
Costs (Fund 40)
3,625,488 32,037,100 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%
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
23Section II • Budget and Action Plan FY2019-20
Midpen Staffing
Midpen staffing for FY2019-20 is budgeted for 182.95 Full Time Equivalents (FTEs); representing a recommended
increase of 3.5 positions over the FY2018-19 amended staffing level of 179.45 FTEs.
Activity since the inception of the Financial and Operational Sustainability Model (FOSM) 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
24 Section II • Budget and Action Plan FY2019-20
FY2018-19 STAFF CHANGES
In March 2019, the Board approved one new position, Executive Assistant/Legal Secretary (1 FTE). Due to an
increase in work complexity and load, this position will serve to maintain staffing levels and quality service in the
Legal Department.
An additional temporary position was approved under the General Manager’s authority. Due to staff vacancies
within Public Affairs, a Public Affairs Specialist II (1 FTE) was approved as a limited-term position; it is partially offset
by savings from two vacant positions within the department (an Assistant and an Intern).
FOSM Projections and Staffing Growth
Business Line Positions
approved
through
FY2018-19
FOSM Projected
Growth by 2020
FOSM Projected
Growth*
between
2020 to 2045
Recommended
New Positions
Remaining FOSM
Projected Positions
Through 2045
(if new positions are
approved)
Planning and Project Delivery 10 10 to 13 TBD / 7 0 TBD / 7
Visitor and Field Services 27 20 to 25 35 to 43 2.5 32.5 to 40.5
Finance and Administrative Services 9 9 to 11 8 to 10 1 7 to 9
General Manager’s Office 3 2 0 0 0
Total 49 41 to 51 43 to 60 3.5 39.5 to 56.5
*Positions through 2045 are cumulative.
Midpen staffing for FY2019-20 is detailed by department in the table below.
Midpen Positions by Department
Department
FY2015-16
Adopted FTE
FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administration 18.75 24.75 24.75 26.75 27.75 1.00
Engineering and Construction 2.00 5.00 7.00 7.00 7.00 0.00
General Counsel 2.50 2.50 2.50 3.50 3.50 0.00
General Manager 6.00 8.00 8.00 8.00 8.00 0.00
Land and Facilities 0.00 51.30 55.30 56.30 57.30 1.00
Natural Resources 10.00 11.00 12.00 12.00 12.00 0.00
Operations*68.30 0.00 0.00 0.00 0.00 0.00
Planning 11.00 10.00 11.00 11.00 11.00 0.00
Public Affairs 12.00 8.00 8.00 8.00 8.00 0.00
Real Property 4.00 5.00 5.00 5.00 5.00 0.00
Visitor Services 0.00 39.90 39.90 41.90 43.40 1.50
Total FTE 134.55 165.45 173.45 179.45 182.95 3.50
*The Land and Facilities and Visitor Services departments were formed after the Operations Department was split in FY2015-16.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
25Section II • Budget and Action Plan FY2019-20
FUTURE GROWTH IN MIDPEN STAFFING
The FOSM projected growth in Midpen staffing initially from 2014 through 2020 with a second growth phase from
2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. Since December
2014, 49 new positions have been approved by the Board. The FOSM also projects growth in Midpen staffing
between 2020 and 2045 of up to 57 additional new positions. The above recommendations, if approved by the
Board, 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).
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
26 Section II • Budget and Action Plan FY2019-20
Hawthorns Fund
Hawthorns, a 78-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one
of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received
a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity.
The FY2019-20 Annual Budget for the Hawthorns endowment totals $140,200, which is 162% higher than the
FY2018-19 Amended Budget. The $48,000 capital budget includes funding to pursue a partnership for long-
term care, rehabilitation, and maintenance of the historic complex, as well as other stabilization efforts to mitigate
deterioration and maintain defensible space as required by the Woodside Fire Protection District.
The endowment fund balance at the end of FY2019-20 is projected to be $1,348,282 as shown below.
Hawthorns – Projected Cash Balance
Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance
Hawthorns Fund Original Endowment $2,018,445
Actual: FY2011-12 through FY2015-16 $53,466 ($540,243)1,531,668
FY2016-17 Actual 10,349 (6,146)1,535,871
FY2017-18 Actual 5,147 (40,412)1,500,606
FY2018-19 Estimated Actual 2,376 (53,500)1,449,482
FY2019-20 Projected 39,000 (140,200)1,348,282
Projected Ending Balance $1,348,282
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
27Section II • Budget and Action Plan FY2019-20
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
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
28 Section II • Budget and Action Plan FY2019-20
Measure AA Projects Budget Overview
Tier 1 Vision Plan Priority Actions
MAA#Measure AA Portfolio Expenditure
Plan
(adopted
2014)
Total Life-To-
Date Estimate
through
6/30/19
FY2019-20
Proposed
Balance
Remaining
%
Expended
01 Miramontes Ridge: Gateway to the Coast
Public Access, Stream Restoration and
Agriculture Enhancement
$27,774,000 $52,915 $0 $27,721,085 0.19%
02 Regional: Bayfront Habitat Protection and
Public Access Partnership
5,052,000 1,245,264 586,849 3,219,887 36.27%
03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing
7,608,000 1,322,151 480,812 5,805,037 23.70%
04 El Corte de Madera Creek: Bike Trail and
Water Quality Projects
8,376,000 910,680 61,236 7,404,084 11.60%
05 La Honda Creek: Upper Area Recreation, Habitat
Restoration and Conservation Grazing Projects
11,733,000 2,509,963 618,197 8,604,840 26.66%
06 Windy Hill: Trail Implementation, Preservation
and Hawthorns Area Historic Partnership
12,740,000 56,206 124,060 12,559,734 1.41%
07 La Honda Creek: Driscoll Ranch Public
Access, Endangered Wildlife Protection and
Conservation Grazing
14,825,000 12,004,121 173,555 2,647,324 82.14%
08 La Honda Creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail
15,347,000 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
29Section II • Budget and Action Plan FY2019-20
Vision Plan
Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed
54 Priority Action Portfolios focused on the three legs of the mission: land protection, habitat restoration and low-
intensity recreation. These were prioritized by the public and approved by Midpen’s Board of Directors in January
2014 as a slate of 25 high-priority project portfolios (now identified as Measure AA portfolios) and 29 additional
portfolios to be completed as time and resources allow.
Vision Plan Goals ——————————————————————————––––––––––––——————————————————————————————
1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor
exercise in nature.——————————————————————————––––––––––––——————————————————————————————
2. Cultural and Scenic Landscape 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
30 Section II • Budget and Action Plan FY2019-20
TIER 2 VISION PLAN PRIORITY ACTIONS
Portfolio: Location and Name:
——————————————————————————––––––––––––——————————————————————————————
26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––——————————————————————————————
27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––——————————————————————————————
28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream
Restoration, and Regional Trail Connections——————————————————————————––––––––––––——————————————————————————————
29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––——————————————————————————————
30 Regional: Support California Coastal Trail——————————————————————————––––––––––––——————————————————————————————
31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––——————————————————————————————
32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––——————————————————————————————
34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––——————————————————————————————
35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––——————————————————————————————
36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––——————————————————————————————
37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––——————————————————————————————
38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––——————————————————————————————
39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––——————————————————————————————
40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––——————————————————————————————
41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––——————————————————————————————
42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––——————————————————————————————
43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––——————————————————————————————
45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––——————————————————————————————
46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––——————————————————————————————
47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––——————————————————————————————
48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––——————————————————————————————
49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––——————————————————————————————
50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––——————————————————————————————
51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––——————————————————————————————
52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––——————————————————————————————
53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––——————————————————————————————
54 Sierra Azul: Fire Management——————————————————————————––––––––––––——————————————————————————————
Midpen’s Vision Plan Report and appendices can be found online at:
www.openspace.org/our-work/projects/vision-plan
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
31Section II • Budget and Action Plan FY2019-20
Debt Service
LEGAL DEBT LIMIT
The legal debt limit for the District is based on Section 5568 of the California Public Resources Code, which
states that for the purpose of acquiring land or other property, and for constructing or completing any capital
improvements, the District may incur an indebtedness not to exceed five percent of the assessed valuation of
property situated in the District. As of June 30, 2019, the assessed value of property within the District’s jurisdiction
totaled $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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
32 Section II • Budget and Action Plan FY2019-20
2015 Refunding Promissory Notes (2004 Project Lease)
On January 22, 2015, the District refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds
by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of
funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were
deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015.
2016 Green Bonds Refunding
On September 22, 2016, the District refunded $44.1 million of the District Financing Authority’s 2007 Series A
Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue
Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an
irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021.
2017 Green Bonds Refunding (Series A)
On December 13, 2017, the District advance refunded $11.6 million of the District’s 2012 Revenue Bonds Current
Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025
million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an
escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022.
2017 Parity Bonds (Series B)
On December 13, 2017, the District issued $11.22 million of Parity Bonds to finance a portion of the cost of
acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly
acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund.
Promissory Note
On April 1, 2003, the District entered into a $1.5 million promissory note with the Hunt Living Trust as part of
a lease and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-
annually through April 1, 2013 and 5.0% per annum until the maturity, or prior redemption, of the note.
Russian Ridge Open Space Preserve by Charles Tu
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
33Section II • Budget and Action Plan FY2019-20
General Fund Annual Debt Service
(in millions)
$ 14 ———————————————————————————————————————————————————————————————
12 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
8 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ 2011 Refunding Notes (Unrefunded portion) ■ 2012 Refunding Notes ■ 2015 Refunding Notes
■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B)
■ Promissory Note
Five-Year General Fund Debt Projection
Type of Debt FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24
2011 Revenue Bonds $240,700 $266,400 $290,700 $0 $0
2012 Refunding Notes 462,050 460,350 460,250 461,825 0
2016 Green Bonds 5,275,200 5,497,200 5,509,200 5,818,575 5,852,325
2017 Green Bonds (Series A Refunding 2012s)1,022,200 1,022,200 1,022,200 1,022,200 1,022,200
2017 Parity Bonds (Series B)1,437,500 1,439,250 1,438,500 1,435,250 1,439,250
2015 Refunding Notes 1,884,725 1,918,675 1,939,375 1,967,125 1,995,750
Promissory Note 75,000 75,000 75,000 1,575,000 0
Total 10,397,375 10,679,075 10,735,225 12,279,975 10,309,525
Total General Fund Principal 5,465,000 5,985,000 6,295,000 8,135,000 6,565,000
Total General Fund Interest 4,932,375 4,694,075 4,440,225 4,144,975 3,744,525
Grand Total $10,397,375 $10,679,075 $10,735,225 $12,279,975 $10,309,525
FY
2
0
1
9
-
2
0
2
0
FY
2
0
2
0
-
2
0
2
1
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
3
-
2
0
2
4
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
9
-
2
0
3
0
FY
2
0
3
0
-
2
0
3
1
FY
2
0
3
1
-
2
0
3
2
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
7
-
2
0
3
8
FY
2
0
3
8
-
2
0
3
9
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
34 Section II • Budget and Action Plan FY2019-20
MAA BOND FUND
MAA Tax Levy
Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the
District. Midpen receives property tax revenue from Santa Clara and San Mateo Counties (the Counties). The Counties
are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the
levy is calculated based on the assessed value and the debt service amount that Midpen needs to collect.
The evolution of the tax levy is as follows:
——————————————————————————––––––––––––——————————————————————————————
2015-16 $.0008 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2016-17 $.0006 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2017-18 $.0009 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2018-19 $.0018 per $100 of assessed valuation——————————————————————————––––––––––––——————————————————————————————
2019-20 $.0018 per $100 of assessed valuation (projected)——————————————————————————––––––––––––——————————————————————————————
2015 General Obligation Bonds (Series 2015A and 2015B)
On August 13, 2015, Midpen issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5
million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes pursuant
to an election of registered voters of the District held on June 3, 2014, which approved Measure AA to authorize
the issuance of up to $300 million principal amount of general obligation bonds.
2018 General Obligation Bonds (Series GO Green Bonds)
On February 14, 2018, Midpen issued an additional $50 million of tax-exempt general obligation Green Bonds.
The bonds are also payable from ad valorem taxes pursuant to an election of registered voters of the District held
on June 3, 2014 which approved Measure AA to authorize the issuance of up to $300 million principal amount of
general obligation bonds.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
35Section II • Budget and Action Plan FY2019-20
Measure AA Annual Debt Service
(in millions)
$ 8 ———————————————————————————————————————————————————————————————
7 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
3 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
1 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2015 Series B (Taxable)
■ Measure AA 2018 Series GO Green Bonds
Five-Year Measure AA Debt Projection
FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24
Measure AA 2015 Series A (Tax-Exempt)$1,636,163 $1,636,163 $1,943,288 $2,575,913 $2,570,788
Measure AA 2015 Series B (Taxable)952,925 952,313 637,875 0 0
Measure AA 2018 Series GO Green Bonds 4,683,100 3,373,375 2,728,500 2,727,600 2,730,200
Total 7,272,188 5,961,850 5,309,663 5,303,513 5,300,988
Total Measure AA Principal 3,650,000 2,410,000 1,825,000 1,895,000 1,980,000
Total Measure AA Interest 3,622,188 3,551,850 3,484,663 3,408,513 3,320,988
Grand Total $7,272,188 $5,961,850 $5,309,663 $5,303,513 $5,300,988
Projected Tax Rate $1.79 $1.95 $2.16 $2.11 $2.18
FY
2
0
1
9
-
2
0
2
0
FY
2
0
2
0
-
2
0
2
1
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
3
-
2
0
2
4
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
9
-
2
0
3
0
FY
2
0
3
0
-
2
0
3
1
FY
2
0
3
1
-
2
0
3
2
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
7
-
2
0
3
8
FY
2
0
3
8
-
2
0
3
9
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
36 Section II • Budget and Action Plan FY2019-20
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
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
37Section II • Budget and Action Plan FY2019-20
Delivering on Midpen’s Mission
AGRICULTURE
In keeping with Strategic Plan Goal 1, Objective 4: take a regional leadership role in promoting the benefits of
open space and sustainable agriculture, Midpen has prioritized 15 projects to support regional agriculture and
sustain conservation grazing on District lands such as the Gordon Ridge Property Land Conservation.
DIVERSITY
In support of Goal 2, Objective 2: engaging diverse communities, Midpen has prioritized six projects to connect
diverse communities to their public open space preserves including multiple projects at Rancho San Antonio and
Cooley Landing.
WILDLAND FIRE RESILIENCY
Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic.
In response, Midpen has prioritized four fire prevention projects, including an emphasis on fuels reduction and
wildland fire readiness.
Purisima Creek Redwoods Open Space Preserve by Catherine Tinder
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
38 Section II • Budget and Action Plan FY2019-20
Grants Program
Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by Measure AA
requires the organization to think strategically about how to broaden its impact in partnership with the conservation
community and leverage existing revenue sources to augment funding gaps.
To address this need, in early 2017, Midpen created a formal Grants Program focused on increasing grant funding
for the organization and deepening its relationships with external partners. The objective of the Grants Program is
to bring in additional revenue to fulfill Measure AA obligations, work in concert with partner organizations to build
the collective impact of the conservation community, and remain responsive to community needs and trends.
Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and
collaboratively with partners. As part of its effort to build these relationships, Midpen is expanding its Grantmaking
Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission.
To this end, Midpen has increased its investment in this program and has broadened the categories of eligible
funding to align with the organization’s current priorities. Going forward, Midpen will continue to build the capacity
of the Grants Program, work collaboratively with its partners and strategically align grant awards with Midpen’s
mission. In the short term, the Grants Program will refine these goals, build institutional knowledge about grants
among staff and focus on multi-scale successes to demonstrate the value of the program.
Long Ridge Open Space Preserve by Gary Marcos
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
39Section II • Budget and Action Plan FY2019-20
Climate Action Plan
CLIMATE ACTION PLAN OVERVIEW
The Board adopted the Climate Action Plan in October 2018 to chart a course for reducing greenhouse gas (GHG)
emissions from agency operations. The plan identified Midpen’s goals for reducing GHG emissions as the following:
20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050. Changes have already been implemented
that reduced emissions by 14% from 2016 to 2018.
FY2019-20 will be the first full year of the Climate Action Plan implementation. The table below describes the
Climate Action Plan items that will be implemented in FY2019-20. The Climate Action Plan can be found on
Midpen’s website at www.openspace.org/our-work/projects/climate-change.
FY2019-20 Climate Action Plan Implementation Actions
Climate Action Plan Item Budget Department
Commute-4: Create incentives for employees commuting via carpool, public transit,
bike or walking
$46,000 Administrative Services
Commute-5/Vehicles-3: Feasibility assessment for electric vehicle chargers at field
offices
$0 (Staff time only)Land and Facilities
Commute-6: Create intranet page with commute resources and carpool database $0 (Staff time only)Administrative Services
Commute-7: Update administrative office electric vehicle charging cost $0 (Staff time only)Administrative Services
Commute-9: Create emergency ride home safeguard for employees commuting via
alternative means
$0 (Staff time only)Administrative Services
Facilities-2: Install solar panel system at Skyline Field Office $150,000 Land and Facilities
Facilities-3: Upgrade all lighting at field offices to LED $20,000 Land and Facilities
Facilities-6: Implement office waste reduction measures $0 (Staff time only)Land and Facilities
Livestock-2: Partner with San Mateo Resource Conservation District to develop plan
to increase carbon sequestration
$25,000 Natural Resources
Residences-1/Residences-6: Request energy data from tenants and encourage
tenants to purchase 100% renewable electricity
$0 (Staff time only)Land and Facilities
Vehicles-4: Acquire and test electric equipment, bikes, or ATVs for maintenance $20,000 Land and Facilities
Vehicles-5: Replace one retiring administrative vehicle with an electric vehicle $38,500 Land and Facilities
Vehicles-9: Acquire and test electric motorcycles, bikes, or ATVs for patrol $20,000 Visitor Services
Vehicles-14: Purchase carbon offsets for business flights $1,000 Natural Resources
MONITORING PROGRESS
To track progress towards the climate change goals, staff will conduct a Greenhouse Gas Inventory every two
years to measure emissions and assess change over time. The 2018 greenhouse gas inventory found that emissions
decreased by 14% from 2016 to 2018. This finding shows that reaching Midpen’s climate change goals is
possible, and that investing in greening the agency’s operations yield results. This page in the Budget and Action
Plan, which will be included annually going forward, is intended to drive progress, highlight work on this important
initiative and provide accountability on progress towards Midpen’s climate change goals. Implementation updates
will be shared throughout the year through newsletters and social media.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
40 Section II • Budget and Action Plan FY2019-20
Budget Process
Midpen’s annual budget development process begins in December each year. An annual retreat is held where the
Board reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior-
year accomplishments. At this time, staff begins capacity planning for ongoing projects and proposed new projects. In
February, the Board meets with executive management and department managers to establish priorities for the upcoming
fiscal year and provide staff with strategic direction regarding the Capital Improvement and Action Plan (CIAP).
Departments begin developing Midpen’s annual CIAP in February/March in accordance with the Board’s priorities, and
CIAP budgets are developed in March. The individual department budgets and CIAPs are consolidated in March/April and
reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May. The
Board conducts its initial review of the proposed Annual Budget and Action Plan in May and formally adopts it in June.
Budget Development Process
•Develop Environmental Scan
•Update Strategic Goals
•Board Retreat #1
•Project Scoping
•Resource Loading
•Measure AA Reprioritization, as needed
•Develop Capital Improvement and Action Plan (CIAP)
•Board Retreat #2
•Initialize Budget in NWS
•Finalize OpEx/CapEx Budgets and CIAP
•Review Budget and CIAP with Managers/AGMs/CFO
•Review Budget and CIAP with GM
•Present Budget and CIAP to ABC Committee
•Follow-up Presentations to ABC (if needed)
•ABC Approves Budget and CIAP
•Board‘s Initial Review of Budget & CIAP
•Board Adopts Budget and CIAP
Midpen’s Board of Directors adopts an annual operating budget for the organization by major fund on or before June
30 for the ensuing fiscal period. The Board of Directors may amend the budget by resolution during the fiscal period.
The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level.
Midpen uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for
property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense
category.
——————————————————————————––––––––––––——————————————————————————————
1. After the end of the first, second, and third quarters, department managers and project managers provide a
re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a
consolidated budget adjustment is proposed to the Board for adoption via resolution.——————————————————————————––––––––––––——————————————————————————————
2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require
budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations
without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.——————————————————————————––––––––––––——————————————————————————————
3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same
fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re-
forecast report to the Board.——————————————————————————––––––––––––——————————————————————————————
Strategic
Planning
(Nov-Jan)
Action Plan
Development
(Nov-Mar)
Budget
Preparation
(Jan-Apr)
Board
Review
(Apr-Jun)
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
41Section II • Budget and Action Plan FY2019-20
Budget Management Process
• Departments are expected to review YTD operating and capital
budgets throughout the fiscal year to ensure that expenditures are
trending to adopted budget
• Budget and Analysis sends quarterly budget performance
reports to departments
• General Manager may approve net-zero adjustments over $15,000
• AGM’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)
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
42 Section II • Budget and Action Plan FY2019-20
FUND BALANCE POLICY
During 2014, the Board 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.
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
43Section II • Budget and Action Plan FY2019-20
Long Ridge Open Space Preserve by Greg Hughes 44 Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
Bu
d
g
e
t
S
u
m
m
a
r
y
a
n
d
O
v
e
r
v
i
e
w
Section III
Capital Improvement and Action Plan
Russian Ridge Open Space Preserve by Bob Mazawa
45Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
46 Section III • Budget and Action Plan FY2019-20
Capital Improvement and Action Plan Overview
This section of the budget, the Capital Improvement and Action Plan (CIAP), provides multi-year budget information
and a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more
are highlighted in this section. Projects below this threshold are noted at the beginning of each program and are
also included in Section IV: Department Summary.
Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization
will pursue and for which it will dedicate staff and financial resources. The FY2019-20 CIAP contains a total of 89
projects, of which 32 projects, or 36%, are eligible for Measure AA reimbursement which was approved by the
voters in 2014.
Midpen staff prepared the FY2019-20 CIAP in accordance with the Board’s direction outlined at the February 28,
2019 retreat, resulting in 89 projects spread throughout the following programs:
FY2019-20 CIAP by Program
●Land Acquisition and Preservation (22%)
●Natural Resource Protection and Restoration (25%)
●Public Access, Education and Outreach (31%)
●Infrastructure (Vehicles, Equipment, Facilities) and Other (21%)
From a funding perspective, 79% of the CIAP projects are capital projects or land acquisition while the remaining
21% are included in the operating budget.
FY2019-20 CIAP Projects by Program
Program Fund 10–
General Fund
Operating
Fund 20–
Hawthorns
Fund
Fund 30–
Measure AA
Capital
Fund 40–
General Fund
Capital
Grand Total % Total
Land Acquisition and Preservation – – 3 17 20 22%
Natural Resource Protection and
Restoration
10 – 9 3 22 25%
Public Access, Education, and
Outreach
6 – 20 2 28 31%
Infrastructure (Vehicles, Equipment,
Facilities) and Other
3 1 – 15 19 21%
Total Projects 19 1 32 37 89 100%
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Land Acquisition and
Preservation
Natural Resource
Protection and Restoration
Public Access, Education
and Outreach
Infrastructure (Vehicles,
Equipment, Facilities)
and Other
Agriculture Diversity Wildland Fire Resiliency
Grant Funded Supports Climate Action
Plan implementation
Project has an ongoing
impact on the operating
budget
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
48 Section III • Budget and Action Plan FY2019-20
With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission,
leverage existing financial resources to relieve funding gaps and ensure project delivery. A summary of CIAP
projects with awarded external funding sources is included below.
Grant Income
Project#Project Name Grant/Partnership/Other FY2019-20 FY2020-21 FY2021-22 3-Year Total
MAA02-002 Ravenswood Bay Trail Design
and Implementation
San Mateo County
Measure K Grant
$243,813 $243,813 0 $487,626
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Santa Clara County
Stanford Mitigation
200,000 200,000 0 400,000
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Urban Greening Grant
Program
681,098 374,230 0 1,055,328
MAA11-002 Rancho San Antonio - Deer
Hollow Farm–White Barn
Rehabilitation
Tindall and Friends of
DHF Donations
0 330,000 0 330,000
MAA21-005 Bear Creek Redwoods Public
Access
California Natural
Resources Agency
215,732 0 0 215,732
MAA21-007 Bear Creek Redwoods Preserve
Plan Invasive Weed Treatment
and Restoration
Santa Clara Valley Water
District
100,000 50,000 0 150,000
Operating Bear Creek Redwoods Preserve
Plan Invasive Weed Treatment
and Restoration
Santa Clara Valley Water
District
100,000 150,000 0 250,000
MAA21-008 Bear Creek Redwoods–Ponds
Restoration and Water Rights
California Natural
Resources Agency
320,622 0 0 320,622
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
California Natural
Resources Agency
277,250 320,000 730,000 1,327,250
MAA22-001 Hendrys Creek Property Land
Restoration
Santa Clara Valley Water
District
39,000 0 0 39,000
Operating Hendrys Creek Stream
Restoration
Santa Clara Valley Water
District
96,300 0 0 96,300
MAA22-004 Beatty Parking Area and Trail
Connections
Safe, Clean Water
Priority D3 Grant
30,906 19,000 100,000 149,906
80065 IPM Implementation of Santa
Clara Valley Water District Grant
Santa Clara Valley Water
District
100,000 200,000 200,000 500,000
Subtotal 2,404,721 1,887,043 1,030,000 5,321,764
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Facebook Grant 300,000 0 0 300,000
Grand Total $2,704,721 $1,887,043 $1,030,000 $5,621,764
Midpen has identified several key areas of interest in addition to the four CIAP programs.
——————————————————————————––––––––––––———————————————————————————
Agriculture: Supporting agriculture and sustaining conservation grazing programs on District lands support
Midpen’s mission and Board adopted Strategic Goals and Objectives (Goal 1, Objective 4).——————————————————————————––––––––––––———————————————————————————
Diversity: Connecting diverse communities to their public open space preserves, through support of regional
partnerships and expanded outreach to youth and underserved communities (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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
50 Section III • Budget and Action Plan FY2019-20
PROJECT NUMBERING
All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects,
Measure AA eligible, Vision Plan related, or other capital and operating projects.
Measure AA eligible projects are designated by portfolio and project number, for example MAA21-005 indicates
Measure AA portfolio number 21 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and
project number 5 (Bear Creek Redwoods Public Access).
Vision Plan related projects are also designated by portfolio and project number, for example VP11-001 indicates
Vision Plan portfolio number 11 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and project
number 1 (Rancho San Antonio (RSA) Multimodal Access Study). Vision Plan portfolios number 01 through 25
represent Midpen-funded efforts in support of the corresponding Measure AA portfolios. Vision Plan portfolios 26
through 54 are the Tier 2 priority actions in Midpen’s Vision Plan.
Other projects are assigned 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
52 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Cal Water Land Exchange, Teague Hill Preserve
Project #: 20125
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue trail connections between Huddart Park and Teague Hill Preserve, and pursue future land conservation
protections in the Bear Creek watershed in exchange for land rights to allow the installation of Cal Water water
tanks at El Corte de Madera Open Space Preserve.
FY2019-20 SCOPE
Pursue land exchange agreement with Cal Water to improve trail connections between Huddart Park and Teague
Hill Open Space Preserve, and support the protection of the Bear Creek watershed.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 23,000 23,000 0 0 0 46,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 23,000 23,000 0 0 0 46,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $23,000 $23,000 $0 $0 $0 $46,000
53Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Lot Line Adjustment and Property Transfer – Purisima Upland
Project #: MAA03-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Pursue land transfer to complete the Purisima to the Sea corridor.
FY2019-20 SCOPE
File record of survey map with the County of San Mateo to finalize the land transfer.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $845 $0 $1,232 $0 $0 $0 $2,077
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 389,366 30,000 5,500 0 0 0 424,866
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 3,000 0 0 0 3,000
Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 390,211 30,000 9,732 0 0 0 429,943
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $390,211 $30,000 $9,732 $0 $0 $0 $429,943
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
54 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Purisima Upland Site Cleanup and Soil Remediation Assessment
Project #: MAA03-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site cleanup and soil remediation around existing empty oil tank on newly transfered Purisima Upland
property entry.
FY2019-20 SCOPE
Complete site cleanup and begin restoration efforts. Implement roads as identified by erosion assessment.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $3,884 $0 $21,280 $0 $0 $0 $25,164
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 65,271 0 0 0 0 0 65,271
8201–Architect/Engineering Services 0 0 5,000 0 0 0 5,000
8202–Environmental/Planning Services 0 10,000 15,000 0 0 0 25,000
8203–Inspection/Construction Monitoring 0 0 10,000 0 0 0 10,000
8204–Permitting Fees 0 0 5,000 0 0 0 5,000
8205–Construction 0 0 360,000 0 0 0 360,000
Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 69,155 10,000 416,280 0 0 0 495,435
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $69,155 $10,000 $416,280 $0 $0 $0 $495,435
55Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Twin Creeks Land Conservation
Project #: MAA23-007
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity of the Twin Creeks property, including site cleanup and demolition of structures.
FY2019-20 SCOPE
Continue Vegetation Rapid Assessment, invasive and rare plant surveys. Create IPM plan for high priority plants,
and review long-term bat management.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $3,465 $33,935 $0 $0 $0 $0 $37,400
5000-7000–Service & Supplies 729 0 0 0 0 0 729
8101–Real Estate Services 2,906,257 0 0 0 0 0 2,906,257
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 24,205 0 0 0 0 24,205
8203–Inspection/Construction Monitoring 0 28,905 0 0 0 0 28,905
8204–Permitting Fees 152 0 0 0 0 0 152
8205–Construction 2,769 740,659 10,000 10,000 0 0 763,428
Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 2,163,372 827,704 10,000 10,000 0 0 3,011,076
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 750,000 0 0 0 0 0 750,000
Grand Total $2,913,372 $827,704 $10,000 $10,000 $0 $0 $3,761,076
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
56 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Miramontes Ridge Land Conservation
Project #: VP01-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase uplands portion of Johnston Ranch from POST as an addition to the Miramontes Ridge Open Space
Preserve.
FY2019-20 SCOPE
In partnership with POST, complete lot line adjustment in preparation for purchase of Johnston Uplands property.
Purchase property and enter into grazing lease.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 60,000 22,000 0 0 0 82,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 60,000 22,000 0 0 0 82,000
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $60,000 $22,000 $0 $0 $0 $82,000
57Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
South Cowell Upland Land Conservation
Project #: VP03-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
In partnership with POST, pursue land purchase to provide improved staging and trail access for the Purisima to the
Sea regional trail corridor.
FY2019-20 SCOPE
In partnership with POST, submit lot line adjustment to the County of San Mateo. Assess land conservation, regional
trail connections and natural resource values. Evaluate site for staging and trail access. Begin development of a
conservation grazing plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 37,500 0 0 0 37,500
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $37,500 $0 $0 $0 $37,500
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 37,500 0 0 0 37,500
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $37,500 $0 $0 $0 $37,500
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
58 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Upper San Gregorio Land Conservation
Project #: VP08-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Negotiate property additions to the Upper San Gregorio Creek Watershed.
FY2019-20 SCOPE
Complete purchase of Woodruff Creek property in Upper San Gregorio Creek Watershed. Continue to pursue
Mindego Creek purchase opportunities.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Cloverdale Ranch Land Opportunity
Project #: VP13-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Complete the property’s existing conditions assessment and report, and identify additional improvements and
restoration projects for POST to complete. Develop funding plan and pursue grant opportunities, and pursue lot
line adjustment as co-applicants with POST. Develop a community outreach/communications plan, and identify and
initiate outreach with partners and stakeholders. Continue to participate in regional trail planning in the vicinity of
Cloverdale Ranch, and identify preliminary land and resource management goals in preparation for future potential
acquisition of property.
FY2019-20 SCOPE
Complete existing conditions assessment, develop preliminary land and resource management goals and a public
outreach plan for the Cloverdale Ranch property.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 60,000 TBD TBD TBD 60,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $60,000 TBD TBD TBD $60,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 60,000 TBD TBD TBD 60,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $60,000 TBD TBD TBD $60,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
60 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Redwood Forest Land Opportunity
Project #: VP15-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunities to grow the District’s contiguous greenbelt in redwood forests.
FY2019-20 SCOPE
Pursue purchase opportunity in Oil Creek at Long Ridge Open Space Preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 20,000 20,000 0 0 0 40,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 20,000 20,000 0 0 0 40,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $20,000 $20,000 $0 $0 $0 $40,000
61Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Watershed Protection Opportunity – Numerous Open Space Preserves
Project #: VP15-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to protect the Los Gatos, Guadalupe, and Saratoga Creek regionally significant
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
62 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
El Sereno Trails, Wildlife Corridors and Land Conservation
Project #: VP19-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Work with public agency and private land owners to purchase property and trail easements to connect El Sereno
Open Space Preserve to Sanborn County Park and protect wildlife corridors at El Sereno Open Space Preserve.
FY2019-20 SCOPE
Continue to negotiate with property owners to provide property rights for wildlife 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
El Sereno Land Conservation
Project #: VP19-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land rights for a trail connection between El Sereno 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
64 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Highway 17 Land Conservation
Project #: VP20-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase as addition to El Sereno 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Sierra Azul Rancho de Guadalupe Land Conservation
Project #: VP24-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Rancho de Guadalupe area of
Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Pursue new land purchase opportunities as they become available.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 15,000 38,000 0 0 0 53,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 15,000 38,000 0 0 0 53,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $15,000 $38,000 $0 $0 $0 $53,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
66 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP
Project #: VP24-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Enter into exchange agreement with Santa Clara Valley Water District (SCVWD) for license to use Pheasant and
Hicks Road intersection as 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Sierra Azul Loma Prieta Land Conservation
Project #: VP25-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Loma Prieta Area of
Sierra Azul 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
68 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Irish Ridge Connection
Project #: VP32-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase as addition to Tunitas Creek 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
LAND ACQUISITION AND PRESERVATION
Gordon Ridge Property Land Conservation
Project #: VP32-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local
agriculture as an addition to Tunitas Creek Open Space Preserve.
FY2019-20 SCOPE
Pursue land purchase partnership opportunity to protect the Lower San Gregorio watershed and preserve local
agriculture as an addition to Tunitas Creek Open Space Preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 3,800,000 3,750,000 0 0 7,550,000
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 3,800,000 3,750,000 0 0 7,550,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $3,800,000 $3,750,000 $0 $0 $7,550,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
70 Section III • Budget and Action Plan FY2019-20
LAND ACQUISITION AND PRESERVATION
Lower San Gregorio Creek Watershed Land Conservation
Project #: VP39-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue opportunity to protect watershed and farmland in the Lower San Gregorio watershed.
FY2019-20 SCOPE
Continue to pursue partnerships to protect water resources and agricultural lands in the Lower San Gregorio
watershed, including survey of riparian corridor, and drafting of a conservation easement for the riparian area.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 5,234 34,000 32,000 0 0 0 71,234
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 5,234 34,000 32,000 0 0 0 71,234
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $5,234 $34,000 $32,000 $0 $0 $0 $71,234
71Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Natural Resource Protection and Restoration
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
72 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
74 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
76 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Cherry Springs Lake Infrastructure Operations Plan
Project #: 80056
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop operational plan for the Cherry Springs water system at Sierra Azul Open Space Preserve.
FY2019-20 SCOPE
Complete operational plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 25,000 10,000 10,000 0 0 45,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $25,000 $10,000 $10,000 $0 $0 $45,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $25,000 $10,000 $10,000 $0 $0 $45,000
77Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Climate Action Plan Implementation
Project #: 80057
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The Climate Action Plan identifies strategies and actions to reduce Midpen’s greenhouse gas emissions 20% by
2022, 40% by 2030, and 80% by 2050. Many departments are involved in implementing those changes, which
may be new CIAP or operating projects or changes to existing practices.
FY2019-20 SCOPE
Coordinate Year 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
78 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Marbled Murrelet Recovery Planning
Project #: 80060
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Assist in the development of recovery plans and assess species presence and habitat distribution and quality on
Midpen lands. Identify and fund priority science, management, and recovery actions. Work with California State
Parks and other partners to develop Santa Cruz Mountains Landscape Management Plan for Marbled Murrelet.
Evaluate use of alternative monitoring methods, including acoustic recording units. Progress on Habitat Suitability
Study led by State Parks anticipated in FY2018-19. Surveys at La Honda Creek and Purisima Creek Redwoods
require two years, to begin in 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
San Mateo County Vegetation Map
Project #: 80063
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
To inform preserve management needs in San Mateo County, Midpen will collaborate with the Golden Gate
National Parks Conservancy (GGNPC) to quantify vegetation changes and fuels on a landscape scale. This
collaboration is coordinated with parallel efforts being undertaken by neighboring land managers to create
seamless mapping and data products for all of San Mateo County. This project will additionally support project
planning and review.
FY2019-20 SCOPE
Collaborate with partners to complete vegetation map by collecting and processing data.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 50,000 39,200 39,200 33,600 0 162,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $162,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
80 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
IPM Implementation of Santa Clara Valley Water District Grant
Project #: 80065
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Expand scope of the Santa Clara Valley Water District Integrated Pest Management (IPM) grant to include invasive
plant removal at Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch Open Space Preserves.
FY2019-20 SCOPE
Oversee contractor to implement IPM on high priority weeds in riparian areas at three preserves.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 100,000 200,000 200,000 200,000 700,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 100,000 200,000 200,000 200,000 700,000
Grand Total $0 $0 $100,000 $200,000 $200,000 $200,000 $700,000
81Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Purisima Creek Fence Construction, Purisima Creek Redwoods
Project #: MAA03-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Construct a livestock boundary fence on the eastern section of the Bluebrush area at Purisima Creek Redwoods 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
82 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Upper La Honda Creek Grazing Infrastructure
Project #: MAA05-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Provide a water source for cattle in the upper section of Pastures 3 and 4 at McDonald Ranch for adequate rotation
of livestock in support of 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Russian Ridge Mindego Pond Improvement
Project #: MAA09-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, permit, and restore aquatic habitats at Mindego Ranch for California red-legged frog and San Francisco
garter snake as well as water supply for livestock operation in support of 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
84 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Wildlife Corridor: Highway 17 Crossing
Project #: MAA20-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Work with partners to develop and engineer wildlife crossing improvements at Highway 17.
FY2019-20 SCOPE
Complete Project Study Report (PSR), and initiate Project Approval and Environmental Document (PAED) with
Caltrans.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $23,579 $13,593 $0 $0 $0 $37,172
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 2,485 0 0 0 0 0 2,485
8201–Architect/Engineering Services 94,389 85,000 21,000 0 0 0 200,389
8202–Environmental/Planning Services 12,410 5,000 29,000 20,000 50,000 20,000 136,410
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 87,236 0 0 0 0 0 87,236
Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 196,520 113,579 63,593 20,000 50,000 20,000 463,692
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $196,520 $113,579 $63,593 $20,000 $50,000 $20,000 $463,692
85Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Preserve Plan Invasive Weed Treatment and Restoration
Project #: MAA21-007
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement targeted treatments under the Integrated Pest Management (IPM) Plan to control invasive weed
populations at Bear Creek Redwoods, and facilitate opening preserve for public access. Implement second year
of targeted weed treatments at Bear Creek Redwoods to restore native habitats along roads and trails. Project is
expected to require five years of treatment before habitats are restored to maintenance levels.
FY2019-20 SCOPE
Complete year three of invasive weed management in all areas.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $1,226 $6,807 $0 $0 $0 $8,033
5000-7000–Service & Supplies 553 0 0 0 0 0 553
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 501,125 317,450 170,000 120,000 0 0 1,108,575
Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 394,636 118,676 76,807 70,000 0 0 660,119
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 107,042 200,000 100,000 50,000 0 0 457,042
Grand Total $501,678 $318,676 $176,807 $120,000 $0 $0 $1,117,161
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
86 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods – Ponds Restoration and Water Rights
Project #: MAA21-008
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement priority pond restoration work and secure water rights, monitoring and reporting for the property.
FY2019-20 SCOPE
Continue to coordinate with regulatory agencies for permits. Once permits are in hand, start construction of culvert
and site improvements. Continue mitigation implementation.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $388 $17,445 $11,893 $0 $0 $0 $29,726
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 126,288 35,328 17,000 0 0 0 178,616
8202–Environmental/Planning Services 0 15,000 20,000 0 0 0 35,000
8203–Inspection/Construction Monitoring 0 0 65,000 0 0 0 65,000
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 80,000 279,500 0 0 0 359,500
Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 126,676 147,773 72,771 0 0 0 347,220
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 320,622 0 0 0 320,622
Grand Total $126,676 $147,773 $393,393 $0 $0 $0 $667,842
87Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Landfill Characterization and Remediation
Project #: MAA21-010
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Conduct investigation to assess and characterize old landfill for potential toxic substances, develop remediation
plan and CEQA analysis, and implement remediation to facilitate opening BCR Phase II trails for public access.
FY2019-20 SCOPE
Prepare remediation plan, regulatory review, permitting, and CEQA review.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $7,142 $0 $0 $0 $7,142
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 60,000 200,000 100,000 0 0 360,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 60,000 207,142 100,000 0 0 367,142
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $60,000 $207,142 $100,000 $0 $0 $367,142
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
88 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Tree Restoration
Project #: MAA21-012
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Tree mitigation planting for Phase I public access projects.
FY2019-20 SCOPE
Oversee contractor(s) to implement tree removal and mitigation plantings.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $1,893 $0 $0 $0 $1,893
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 100,000 10,000 10,000 0 120,000
Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 101,893 10,000 10,000 0 121,893
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $101,893 $10,000 $10,000 $0 $121,893
89Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Hendrys Creek Property Land Restoration
Project #: MAA22-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement habitat improvements along 0.75-mile of Hendrys Creek and tributaries within the freshwater wetland
mitigation easement held by Santa Clara Valley Water District (Valley Water). The project is funded in part by Valley
Water Wildlife Habitat Restoration Program (Project D3) grant.
FY2019-20 SCOPE
Implement Phase II plant installation, maintenance, and monitoring. Continue implementing California Department
of Fish and Wildlife permit conditions and annual monitoring/reporting to regulatory agencies.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $1,430 $105,023 $17,077 $0 $0 $0 $123,530
5000-7000–Service & Supplies 197 0 0 0 0 0 197
8101–Real Estate Services 4,762 0 0 0 0 0 4,762
8201–Architect/Engineering Services 13,045 0 0 0 0 0 13,045
8202–Environmental/Planning Services 73,381 19,271 0 0 0 0 92,652
8203–Inspection/Construction Monitoring 0 71,250 0 0 0 0 71,250
8204–Permitting Fees 14,839 0 0 0 0 0 14,839
8205–Construction 15,540 326,000 50,000 0 0 0 391,540
Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 56,083 251,193 28,077 0 0 0 335,353
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 67,111 270,351 39,000 0 0 0 376,462
Grand Total $123,194 $521,544 $67,077 $0 $0 $0 $711,815
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
90 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
El Corte de Madera Creek Watershed Protection Plan Sediment Science
Project #: VP04-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Study instream sediment to produce scientific report and analysis of the recently completed watershed protection
program. Reassess sediment monitoring pools, install stream gauges and data loggers, and measure sediment
transport and storage in pools. Two to three years of data needed.
FY2019-20 SCOPE
Survey sediment in pools as part of year 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Restoration Forestry Demonstration Project
Project #: VP15-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop pilot project to restore and enhance forest habitat on Midpen open space preserves. Facilitates
implementation of MAA portfolio 15–Regional Redwood Protection and Salmon Fishery Conservation.
FY2019-20 SCOPE
Complete CEQA review of the La Honda Creek Forest Management Plan.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 80,000 200,000 40,000 0 320,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $80,000 $200,000 $40,000 $0 $320,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $80,000 $200,000 $40,000 $0 $320,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
92 Section III • Budget and Action Plan FY2019-20
NATURAL RESOURCE PROTECTION AND RESTORATION
Lower San Gregorio Floodplain Restoration
Project #: VP15-004
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Feasibility assessment for floodplain restoration along San Gregorio Creek.
FY2019-20 SCOPE
Complete conceptual design and cost estimation for floodplain restoration.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 20,000 15,000 10,000 0 45,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 20,000 15,000 10,000 0 45,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $20,000 $15,000 $10,000 $0 $45,000
93Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
NATURAL RESOURCE PROTECTION AND RESTORATION
Toto Ponds Management Planning
Project #: VP32-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Investigate and apply for water rights and develop bridging documents in order to support continued use of the
property for grazing.
FY2019-20 SCOPE
Investigate and apply for water rights and develop bridging documents.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 140,000 100,000 200,000 50,000 490,000
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 140,000 100,000 200,000 50,000 490,000
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $140,000 $100,000 $200,000 $50,000 $490,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
94 Section III • Budget and Action Plan FY2019-20
Public Access, Education, and Outreach
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
31901 ADA Barrier Removal $255,000 $1,075,000 TBD $1,330,000
40011 Website Re-design 100,000 0 0 100,000
MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation 35,000 30,000 25,000 90,000
MAA02-002 Ravenswood Bay Trail Design and Implementation 1,976,760 1,646,250 0 3,623,010
MAA04-004 El Corte de Madera Oljon Trail Implementation 61,236 0 0 61,236
MAA05-008 La Honda Creek White Barn Structural Rehabilitation 216,214 234,750 0 450,964
MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment 246,233 213,750 0 459,983
MAA06-002 Hawthorns Public Access Site Plan and CEQA 124,060 TBD TBD 124,060
MAA07-011 Lower La Honda Creek Phase II Loop Trails 173,555 405,000 340,000 918,555
MAA10-001 Alpine Road Regional Trail, Coal Creek 236,033 166,750 2,965,000 3,367,783
MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn
Rehabilitation
143,890 454,000 0 597,890
MAA17-002 Lyson’s Dispositions at Monte Bello 426,487 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
ADA Barrier Removal
Project #: 31901
Fund: 10 – General Fund Operating
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prioritize barrier removals and develop cost estimates for 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
96 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Website Re-design
Project #: 40011
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Update current website structure and design and migrate website to updated Drupal 8 platform.
FY2019-20 SCOPE
Update current website structure and design and migrate website to updated Drupal 8 platform.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 100,000 0 0 0 100,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $100,000 $0 $0 $0 $100,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $100,000 $0 $0 $0 $100,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $100,000 $0 $0 $0 $100,000
97Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Cooley Landing Interpretive Facilities Design and Implementation
Project #: MAA02-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Working in partnership with City of East Palo Alto, complete the final phases of Cooley Landing Park – Phases IV
and V. Midpen’s Board approved a maximum contribution to the City of $1.25 million. Project expenses beyond
this include restoration efforts at Cooley Landing and Ravenswood Open Space Preserve.
FY2019-20 SCOPE
Complete habitat restoration work.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 183,037 53,000 0 0 0 0 236,037
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 52,149 1,039,852 35,000 30,000 25,000 0 1,182,001
Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 235,186 1,092,852 35,000 30,000 25,000 0 1,418,038
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $235,186 $1,092,852 $35,000 $30,000 $25,000 $0 $1,418,038
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
98 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Ravenswood Bay Trail Design and Implementation
Project #: MAA02-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Secure and record trail easement. Complete design, environmental review, permitting, and implementation of the
Bay Trail gap north of Ravenswood Open Space Preserve to open up 80 continuous miles of the Bay Trail.
FY2019-20 SCOPE
Complete construction and open trail. Begin site mitigation planting.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $20,418 $16,975 $75,510 $0 $0 $0 $112,903
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 30,850 0 0 0 0 0 30,850
8201–Architect/Engineering Services 329,810 135,000 75,000 0 0 0 539,810
8202–Environmental/Planning Services 41,185 172,000 100,000 0 0 0 313,185
8203–Inspection/Construction Monitoring 7,763 5,000 0 40,000 0 0 52,763
8204–Permitting Fees 2,310 71,000 70,000 0 0 0 143,310
8205–Construction 29,538 0 1,656,250 1,606,250 0 0 3,292,038
Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 232,253 117,222 551,849 828,207 0 0 1,729,531
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 229,621 282,753 1,424,911 818,043 0 0 2,755,328
Grand Total $461,874 $399,975 $1,976,760 $1,646,250 $0 $0 $4,484,859
99Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
El Corte de Madera Oljon Trail Implementation
Project #: MAA04-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Completion of Phase III and IV of the Oljon Trail connecting Steam Donkey Trail to the Springboard Trail, which is
the final trail construction/restoration associated with the Watershed Protection Program.
FY2019-20 SCOPE
Complete final project phase by decommissioning a portion of Steam Donkey Trail.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $110,500 $236,872 $28,736 $0 $0 $0 $376,108
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 11,552 11,500 10,000 0 0 0 33,052
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 12,037 16,100 2,500 0 0 0 30,637
8204–Permitting Fees 8,191 0 0 0 0 0 8,191
8205–Construction 113,860 66,250 20,000 0 0 0 200,110
Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 256,140 330,722 61,236 0 0 0 648,098
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $256,140 $330,722 $61,236 $0 $0 $0 $648,098
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
100 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
La Honda Creek White Barn Structural Rehabilitation
Project #: MAA05-008
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
A qualified architectural historian will assess the condition and historical significance of the white barn and
redwood cabin. The assessment will also include the potential significance of nearby structures and related
landscape features such as fencing. A structural engineer will assess the integrity of the building to determine the
need for structural improvements and/or repairs. Biological consultant to assess the structures for nesting birds, bats,
and rats to inform inspections and species requirements for structural improvements.
FY2019-20 SCOPE
Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and
biological monitoring.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $3,777 $9,714 $0 $0 $0 $13,491
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 14,699 50,000 94,000 36,000 0 0 194,699
8202–Environmental/Planning Services 0 10,000 20,000 20,000 0 0 50,000
8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000
8204–Permitting Fees 0 0 15,000 5,000 0 0 20,000
8205–Construction 0 0 57,500 143,750 0 0 201,250
Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 14,699 63,777 216,214 234,750 0 0 529,440
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $14,699 $63,777 $216,214 $234,750 $0 $0 $529,440
101Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
La Honda Creek Redwood Cabin Stabilization and Assessment
Project #: MAA05-009
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Structural evaluation and stabilization of the La Honda Creek redwood cabin.
FY2019-20 SCOPE
Complete site assessment, geotechnical investigation, archaeological survey, structural stabilization design and
biological monitoring.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $14,733 $0 $0 $0 $14,733
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 34,500 127,000 28,000 0 0 189,500
8202–Environmental/Planning Services 0 0 12,000 12,000 0 0 24,000
8203–Inspection/Construction Monitoring 0 0 20,000 30,000 0 0 50,000
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 57,500 143,750 0 0 201,250
Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 34,500 246,233 213,750 0 0 494,483
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $34,500 $246,233 $213,750 $0 $0 $494,483
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
102 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Hawthorns Public Access Site Plan and CEQA
Project #: MAA06-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site-specific plan for public access trails and staging area, and conduct CEQA review and coordination
with Town of Portola Valley permitting.
FY2019-20 SCOPE
Continue coordination with Town of Portola Valley on permitting and community engagement process on
proposed Alpine Road trail widening and site plan development. Initiate CEQA process. Begin work on biological
assessments, parking area, and trail alignment.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $6,460 $0 $0 $0 $6,460
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 5,000 0 0 0 5,000
8201–Architect/Engineering Services 0 0 44,500 0 0 0 44,500
8202–Environmental/Planning Services 0 47,716 65,100 0 0 0 112,816
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 3,000 0 0 0 3,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $47,716 $124,060 $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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Lower La Honda Creek Phase II Loop Trails
Project #: MAA07-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Phase II Trail Design and implementation: Implement La Honda Creek Open Space Preserve Master Plan Phase II
trail improvements, including planning, technical studies (biological, cultural, geotechnical), design, permitting and
construction.
FY2019-20 SCOPE
Submit permits and design trails for Master Plan Trail 6–La Honda Creek Loop Trails. Pending board approval,
develop signage and brochures. Concurrently, perform pre-planning and field investigations for opportunities and
constraints associated with potential trail routes that would connect from the La Honda Creek Loop Trails in the
south. Key deliverable is a summary of conceptual trail route options that would connect to the central portion of
the preserve, and would be used for future trail assessments and design in FY2020-21. Other trail connections are
pending identification of a new parking area in the preserve.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $15,000 $28,555 $250,000 $250,000 $0 $543,555
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 33,000 0 0 0 0 33,000
8201–Architect/Engineering Services 27,058 100,100 30,000 15,000 15,000 0 187,158
8202–Environmental/Planning Services 0 24,000 80,000 35,000 15,000 0 154,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 15,000 35,000 5,000 0 0 55,000
8205–Construction 0 0 0 100,000 60,000 0 160,000
Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 27,058 187,100 173,555 405,000 340,000 0 1,132,713
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $27,058 $187,100 $173,555 $405,000 $340,000 $0 $1,132,713
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
104 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Alpine Road Regional Trail, Coal Creek
Project #: MAA10-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, complete CEQA review, permit, and construct road improvements to enhance public access and reduce
further erosion and sedimentation downstream.
FY2019-20 SCOPE
Work with 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation
Project #: MAA11-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
White Barn Stabilization – Structural/historic assessment, planning, design, and implementation of repairs.
FY2019-20 SCOPE
Conduct CEQA review. Complete design and initiate construction work, with biomonitoring and bat deterrent (if
needed).
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $5,827 $23,890 $0 $0 $0 $29,717
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 29,511 35,000 105,000 0 0 0 169,511
8202–Environmental/Planning Services 0 0 10,000 10,000 0 0 20,000
8203–Inspection/Construction Monitoring 0 10,000 0 22,000 0 0 32,000
8204–Permitting Fees 0 0 5,000 2,000 0 0 7,000
8205–Construction 0 0 0 420,000 0 0 420,000
Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 29,511 15,827 143,890 124,000 0 0 313,228
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 35,000 0 330,000 0 0 365,000
Grand Total $29,511 $50,827 $143,890 $454,000 $0 $0 $678,228
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
106 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Lyson’s Dispositions at Monte Bello
Project #: MAA17-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
This project will improve public safety by removing hazardous structures and debris from vacant land and allow the
opening of the regional Stevens Creek Trail corridor to public access. Project scope includes remediation, demolition
and removal of uninhabitable structures, and site grading to reduce potential impacts to stream system. The design
will be performed by a geotechnical and/or civil engineering consultant for grading of the site caused by recent
landslides on the property.
FY2019-20 SCOPE
Finalize permits, complete demolition and restore site.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $6,815 $0 $20,237 $0 $0 $0 $27,052
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 35,000 0 0 0 35,000
8202–Environmental/Planning Services 2,485 0 15,000 0 0 0 17,485
8203–Inspection/Construction Monitoring 0 0 25,000 0 0 0 25,000
8204–Permitting Fees 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 316,250 0 0 0 316,250
Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 9,300 0 426,487 0 0 0 435,787
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $9,300 $0 $426,487 $0 $0 $0 $435,787
107Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Stevens Creek Nature Trail Bridges, Monte Bello
Project #: MAA17-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Replace a deteriorating bridge located between Stevens Creek bridge crossing and the Canyon Trail. Also scope
and conduct environmental review for a new bridge on the Stevens Creek Nature Trail to replace a ford crossing
that can be impassable during winter.
FY2019-20 SCOPE
Finish construction, continue biomonitoring, revegetation, reseeding, and plant maintenance.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $7,834 $117,512 $4,401 $0 $0 $0 $129,747
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 9,561 0 2,500 0 0 0 12,061
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 1,642 112,800 7,500 0 0 0 121,942
8204–Permitting Fees 749 0 0 0 0 0 749
8205–Construction 24,663 120,000 20,000 0 0 0 164,663
Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 44,449 350,312 34,401 0 0 0 429,162
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $44,449 $350,312 $34,401 $0 $0 $0 $429,162
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
108 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Saratoga-to-Sea Regional Trail Connection
Project #: MAA18-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Support the City of Saratoga’s 3.2-mile long trail connection from Saratoga Quarry Park to Sanborn County Park
(Partnership Project).
FY2019-20 SCOPE
Continue to provide technical and financial support. Anticipate City desires to complete design and start permitting
in 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Bay Area Ridge Trail Highway 17 Crossing
Project #: MAA20-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Eight project alternatives have been developed for separate and/or shared wildlife/recreational trail crossings, and
have been forwarded to Caltrans for review, known as their Project Study Report (PSR). Once reviewed, alternatives
will undergo environmental analysis and permitting prior to construction, all in close alignment with Highway 17
Wildlife Crossing #MAA20-001.
FY2019-20 SCOPE
Once Caltrans has reviewed the 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
110 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Bear Creek Redwoods Water System
Project #: MAA21-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Evaluate long term water needs and implement water infrastructure improvements for Bear Creek Stables operation.
FY2019-20 SCOPE
Implement final Board approved decision for Bear Creek Redwoods Stables water infrastructure improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $33,806 $5,648 $8,095 $0 $0 $0 $47,549
5000-7000–Service & Supplies 58,067 0 0 0 0 0 58,067
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 57,003 0 0 0 0 0 57,003
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 1,275 0 0 0 0 0 1,275
8205–Construction 40,999 0 0 0 0 0 40,999
Grand Total $191,150 $5,648 $8,095 $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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Bear Creek Stables Site Plan Implementation
Project #: MAA21-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement Phase I of Bear Creek Stables site plan.
FY2019-20 SCOPE
Implement final Board approved decision for Bear Creek Redwoods Stables site plan improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $7,554 $121 $14,147 $0 $0 $0 $21,822
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 274,521 130,000 385,000 0 0 0 789,521
8202–Environmental/Planning Services 0 10,000 10,000 0 0 0 20,000
8203–Inspection/Construction Monitoring 0 0 58,000 0 0 0 58,000
8204–Permitting Fees 0 0 86,000 0 0 0 86,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $282,075 $140,121 $553,147 $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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
112 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Bear Creek Redwoods Public Access
Project #: MAA21-005
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Design, secure permits, and construct new parking lot, upgrade trail and install visitor-serving amenities. Open
Upper Lake area and western preserve to the public.
FY2019-20 SCOPE
Fulfill mitigation requirements (tree farm restoration) and submit final construction payments for new parking lot,
continue bat mitigation, construct Upper Lake overflow and pond stair access and submit permit application for
Phase II Undercrossing Project.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $251,147 $195,527 $53,931 $0 $0 $0 $500,605
5000-7000–Service & Supplies 4,772 18,000 0 0 0 0 22,772
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 502,450 285,000 125,000 70,000 0 0 982,450
8202–Environmental/Planning Services 118,373 214,000 25,000 20,000 0 0 377,373
8203–Inspection/Construction Monitoring 39,962 85,428 40,000 10,000 10,000 0 185,390
8204–Permitting Fees 22,024 5,000 125,000 20,000 0 0 172,024
8205–Construction 567,207 3,223,651 250,000 1,730,000 580,000 0 6,350,858
Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 1,505,935 4,026,606 403,199 1,850,000 590,000 0 8,375,740
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 215,732 0 0 0 215,732
Grand Total $1,505,935 $4,026,606 $618,931 $1,850,000 $590,000 $0 $8,591,472
113Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project
Project #: MAA21-006
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement the Alma College Cultural Landscape Rehabilitation Plan: complete hazardous materials remediation and
site cleanup, demolish several buildings 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
114 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Phase II Trail Improvements, Bear Creek Redwoods OSP
Project #: MAA21-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement Phase II trail improvements to open eastern part of Bear Creek Redwoods to public access.
FY2019-20 SCOPE
Staff will work with a consultant team to evaluate and design improvements for a portion of the Bear Creek
Redwoods Phase II trail network. This includes the Briggs Creek Trail, Alma College Loop Trail, Stables Loop Trail,
and a segment of the multi-use trail.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 25,000 150,000 240,000 50,000 0 465,000
8202–Environmental/Planning Services 0 0 30,000 0 0 0 30,000
8203–Inspection/Construction Monitoring 0 0 0 0 25,000 25,000 50,000
8204–Permitting Fees 0 0 47,250 5,000 0 0 52,250
8205–Construction 0 0 50,000 75,000 655,000 750,000 1,530,000
Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 25,000 0 0 0 0 25,000
Grants/Partnerships/Other 0 0 277,250 320,000 730,000 775,000 2,102,250
Grand Total $0 $25,000 $277,250 $320,000 $730,000 $775,000 $2,127,250
115Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Beatty Parking Area and Trail Connections
Project #: MAA22-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Design and build a new parking lot at Beatty property and a trail connection to Sierra Azul Preserve. To fulfill the
requirements of the 2008 conservation easement with Santa Clara County Parks, the trail should be constructed 15
years after the recording of the easement, which was April 8, 2008.
FY2019-20 SCOPE
Continue environmental review and preliminary permitting. Initiate schematic design development.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $26,544 $15,000 $125,500 $112,900 $279,944
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 80,000 265,000 236,000 165,000 5,000 751,000
8202–Environmental/Planning Services 0 35,000 73,000 20,000 30,000 30,000 188,000
8203–Inspection/Construction Monitoring 0 0 0 20,000 25,000 68,000 113,000
8204–Permitting Fees 0 0 40,000 103,000 0 0 143,000
8205–Construction 0 0 0 211,250 300,000 2,618,750 3,130,000
Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 115,000 373,638 586,250 545,500 2,834,650 4,455,038
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 30,906 19,000 100,000 0 149,906
Grand Total $0 $115,000 $404,544 $605,250 $645,500 $2,834,650 $4,604,944
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
116 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Mount Umunhum Summit Restoration, Parking, 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)
Project #: VP05-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Pending formation of a Public Access Working Group, conduct a preliminary assessment of alternate sites at La Honda
Creek Open Space Preserve for a parking area and trailhead to provide public access to the central area of the Preserve.
FY2019-20 SCOPE
Scope pending outcome of Parking Feasibility Study. Form a working group (see Public Access Working Group) and
conduct a preliminary assessment of alternate sites for a parking area and trailhead.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 25,000 0 0 0 25,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $25,000 $0 $0 $0 $25,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $0 $0 $0 $25,000
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
118 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Rancho San Antonio (RSA) Multimodal Access Study
Project #: VP11-001
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Project engages stakeholders and partner agencies to explore non-motorized mobility, transit options and parking
alternatives for Rancho San Antonio. Currently underway, this project would provide 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Highway 17 Area Regional Trail Connections
Project #: VP20-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Identify, plan, and construct feasible trail connections for the Ridge Trail and other local trail routes from the Highway
17 Regional Trail Crossing location, providing east/west and north/south trail connections to existing trails. This
project is separate, but associated with Highway 17 Wildlife Crossing and Ridge Trail Crossing (MAA20-002).
FY2019-20 SCOPE
Pending the outcome of the selected Highway 17 Regional Trail Crossing location, begin development of conceptual
trail alignment. Initiate environmental review.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 8,883 0 0 0 0 0 8,883
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 34,000 10,500 25,000 0 0 69,500
8202–Environmental/Planning Services 0 0 27,000 75,000 10,000 0 112,000
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 65,000 0 65,000
8205–Construction 0 0 0 0 0 0 0
Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 8,883 34,000 37,500 100,000 75,000 0- 255,383
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $8,883 $34,000 $37,500 $100,000 $75,000 $0 $255,383
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
120 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Traffic Study for Mt. Um Road
Project #: VP23-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Finalize traffic study and implement selected signage, striping, and pavement improvements.
FY2019-20 SCOPE
Implement selected signage, striping, and pavement improvements.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 173,000 0 0 0 173,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $173,000 $0 $0 $0 $173,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $173,000 $0 $0 $0 $173,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $173,000 $0 $0 $0 $173,000
121Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Purisima Creek Redwoods Bridge 1 Redecking
Project #: VP33-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will maintain vehicular and visitor access across Purisima Creek. Staff to replace vehicle bridge decking
and install new rails, strip bridge down to railcar structural support, and rebuild entire bridge superstructure, including
new decking and railings. A contractor will be required to remove lead paint from railcar structure.
FY2019-20 SCOPE
Complete redecking.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 1,403 0 0 0 0 0 1,403
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 15,419 3,000 11,000 0 0 0 29,419
8204–Permitting Fees 0 0 2,500 0 0 0 2,500
8205–Construction 4,000 20,000 46,000 0 0 0 70,000
Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 20,822 23,000 59,500 0 0 0 103,322
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $20,822 $23,000 $59,500 $0 $0 $0 $103,322
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
122 Section III • Budget and Action Plan FY2019-20
PUBLIC ACCESS, EDUCATION, AND OUTREACH
Cooley Landing Park Business and Operation Plan
Project #: VP38-001
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Continue to support the City of East Palo Alto’s efforts to recruit and select an operator to provide environmental
stewardship programing at Cooley Landing that is reflective of the community’s culture. Midpen will provide funding
for the development of a business and operating plan for the preferred operator.
FY2019-20 SCOPE
Partner with City of East Palo Alto to complete development of a business and operating plan for Cooley Landing Park.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 50,000 0 150,000 0 0 0 200,000
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $150,000 $0 $0 $0 $150,000
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 50,000 0 0 0 0 0 50,000
Grand Total $50,000 $0 $150,000 $0 $0 $0 $200,000
123Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Infrastructure (Vehicles, Equipment, Facilities) and Other
Project#Project Name FY2019-20 FY2020-21 FY2021-22 3-Year Total
31202 Administrative Office (AO) Facility $623,744 $3,566,223 $19,481,942 $23,671,909
31601 South Area Field Office 1,302,976 3,164,326 0 4,467,302
35004 Sierra Azul Ranger Residence 100,000 895,000 0 995,000
50004 Budget Management Software 90,042 0 0 90,042
51701 Work Order & Asset Management System 75,000 95,000 0 170,000
51703 Real Property Database 55,000 55,000 0 110,000
61002 Russian Ridge–Quam Residence Driveway Improvement 473,300 0 0 473,300
61006 Big Dipper Ranch Spring Work, Skyline Ridge 48,750 0 0 48,750
61009 Russian Ridge–Bergman Residences Reconstruction 327,050 0 0 327,050
61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 200,800 0 0 200,800
61011 Install Solar Panels at Skyline Field Office 150,000 0 0 150,000
61012 Toto Barn Roof Repair 101,750 0 0 101,750
61013 Toto Ranch Perimeter Fence Repair 174,225 0 0 174,225
65406 Radio Replacement for Ranger Staff and Patrol Vehicles 410,000 0 0 410,000
65407 Radio System Assessment and Upgrade 56,000 640,000 523,000 1,219,000
VP06-001 Hawthorns Historic Complex Partnership and Lease 48,000 36,000 0 84,000
VP07-002 Agricultural Workforce Housing–La Honda Creek 400,000 457,000 0 857,000
VP23-001 Mt. Umunhum–Radar Tower 2nd Assessment 223,750 TBD 0 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
124 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Administrative Office (AO) Facility
Project #: 31202
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prepare 5050 El Camino as the new administrative office.
FY2019-20 SCOPE
Complete design development, initiate environmental review, start construction documents, and manage tenants.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 68,910 0 0 0 0 0 68,910
8101–Real Estate Services 0 31,550,100 0 0 0 0 31,550,100
8201–Architect/Engineering Services 66,232 600,000 512,133 683,223 17,942 0 1,879,530
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 33,000 64,000 0 97,000
8204–Permitting Fees 0 0 111,611 109,500 0 0 221,111
8205–Construction 0 0 0 2,740,500 18,400,000 0 21,140,500
8301–Furniture 0 0 0 0 1,000,000 0 1,000,000
Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 135,142 32,150,100 623,744 3,566,223 19,481,942 0 55,957,151
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $135,142 $32,150,100 $623,744 $3,566,223 $19,481,942 $0 $55,957,151
125Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
South Area Field Office
Project #: 31601
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Renovate an existing industrial warehouse building in Campbell as the new, permanent South Area Field Office that
will accommodate anticipated field staff growth, expedite Measure AA project delivery, and further enhance service
delivery.
FY2019-20 SCOPE
Secure permits, select contractor and initiate construction.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 $0
8101–Real Estate Services 41,483 0 0 0 0 0 41,483
8201–Architect/Engineering Services 70,865 246,600 57,787 19,263 0 0 394,515
8202–Environmental/Planning Services 0 0 0 0 0 0 $0
8203–Inspection/Construction Monitoring 0 0 32,250 10,750 0 0 43,000
8204–Permitting Fees 0 36,000 16,689 5,563 0 0 58,252
8205–Construction 0 1,000 1,030,000 3,100,000 0 0 4,131,000
8301–Furniture 0 0 86,250 28,750 0 0 115,000
8303–Computer Equipment 0 0 80,000 0 0 0 80,000
Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 112,348 283,600 1,302,976 3,164,326 0 0 4,863,250
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $112,348 $283,600 $1,302,976 $3,164,326 $0 $0 $4,863,250
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
126 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Sierra Azul Ranger Residence
Project #: 35004
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Develop a new permanent residence in or adjacent to Sierra Azul Open Space Preserve for improved site presence
and monitoring.
FY2019-20 SCOPE
Begin design, permitting, and construction.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 52,019 87,000 35,000 20,000 0 0 194,019
8202–Environmental/Planning Services 8,682 13,000 0 0 0 0 21,682
8203–Inspection/Construction Monitoring 0 10,000 0 0 0 0 10,000
8204–Permitting Fees 0 0 15,000 40,000 0 0 55,000
8205–Construction 0 0 50,000 835,000 0 0 885,000
Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 60,701 110,000 100,000 895,000 0 0 1,165,701
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $60,701 $110,000 $100,000 $895,000 $0 $0 $1,165,701
127Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Budget Management Software
Project #: 50004
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Evaluate, acquire, and implement budget management software to help Midpen develop and manage the annual
budget and action plan efficiently and with greater transparency.
FY2019-20 SCOPE
Select a vendor and implement system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 90,042 0 0 0 90,042
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
Grand Total $0 $0 $90,042 $0 $0 $0 $90,042
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $90,042 $0 $0 $0 $90,042
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $90,042 $0 $0 $0 $90,042
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
128 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Work Order & Asset Management System
Project #: 51701
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The IST Strategic Plan recommends a Work-Order Asset Management System to streamline the maintenance and
management of Midpen land and infrastructure assets.
FY2019-20 SCOPE
Refine system for Land & 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Real Property Database
Project #: 51703
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The IST strategic plan recommends upgrading legacy data management systems to modern software platforms that
increase functionality, reporting accuracy, integration, and user experience. The current real property database,
created over 12 years ago, is a legacy system. To follow strategic plan recommendations, a new real property
database will be implemented in FY2019-20 and FY2020-21. This will be an enterprise geographic information
system (E-GIS) integrated data management system, capable of providing reports on all aspects of 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
130 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Russian Ridge – Quam Residence Driveway Improvement
Project #: 61002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will repair and rerock the driveway from the edge of the chip seal section through 20000 Skyline
Blvd (Bergman) to potentially 20300 Skyline Blvd (Quam) to provide safe access to staff, tenants, and inholding
property. Staff will work with in-hold tenant for reimbursement of improvements on their section of driveway. This
project is to be completed in two phases: Phase I – Install culverts and driveway improvements. Phase II – Rock
complete driveway and improve oil screen.
FY2019-20 SCOPE
Complete driveway improvements. Biomonitoring to be performed. Midpen to determine whether to complete
improvements to Quam residence based on add alternate bids received for this section of the driveway.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 200 0 0 0 0 200
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 13,870 23,000 5,300 0 0 0 42,170
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 23,000 54,000 0 0 0 77,000
8204–Permitting Fees 0 2,300 0 0 0 0 2,300
8205–Construction 0 26,500 414,000 0 0 0 440,500
Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 13,870 75,000 473,300 0 0 0 562,170
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $13,870 $75,000 $473,300 $0 $0 $0 $562,170
131Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Big Dipper Ranch Spring Work, Skyline Ridge
Project #: 61006
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will increase the water yield for the ranch water system to provide sufficient water to the residence and
the conservation grazing operation.
FY2019-20 SCOPE
Complete repairs to the water system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 15,000 0 0 0 15,000
8204–Permitting Fees 0 0 5,000 0 0 0 5,000
8205–Construction 0 0 28,750 0 0 0 28,750
Grand Total $0 $0 $48,750 $0 $0 $0 $48,750
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 48,750 0 0 0 48,750
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $48,750 $0 $0 $0 $48,750
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
132 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Russian Ridge – Bergman Residences Reconstruction
Project #: 61009
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
This project will perform cleanup of the Bergman housing complex, prepare drawings, and warrant the Main,
Old, Guest and Carriage 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Ranch Well Drilling and Construction, Tunitas Creek
Project #: 61010
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
To provide a consistent water source for the Toto Residence, this project will locate, drill and plumb a well. The
current water source for the house is a seasonal spring that has been unreliable.
FY2019-20 SCOPE
Complete permitting and construction of well and water system.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 400 0 0 0 0 400
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 28,750 0 0 0 28,750
8202–Environmental/Planning Services 0 5,750 5,750 0 0 0 11,500
8203–Inspection/Construction Monitoring 0 4,000 20,000 0 0 0 24,000
8204–Permitting Fees 0 2,300 17,500 0 0 0 19,800
8205–Construction 0 21,000 128,800 0 0 0 149,800
Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 33,450 200,800 0 0 0 234,250
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $33,450 $200,800 $0 $0 $0 $234,250
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
134 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Install Solar Panels at Skyline Field Office
Project #: 61011
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research and install solar panels at the Skyline Field Office to produce clean, green energy that will help meet 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Barn Roof Repair
Project #: 61012
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Repair roof on the Toto Ranch barn.
FY2019-20 SCOPE
Complete repairs to barn roof.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 7,500 0 0 0 7,500
8204–Permitting Fees 0 0 8,000 0 0 0 8,000
8205–Construction 0 0 86,250 0 0 0 86,250
Grand Total $0 $0 $101,750 $0 $0 $0 $101,750
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 101,750 0 0 0 101,750
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $101,750 $0 $0 $0 $101,750
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
136 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Toto Ranch Perimeter Fence Repair
Project #: 61013
Fund: 40-General Fund Capital
PROJECT DESCRIPTION
Repair and replace a perimeter fence at Toto Ranch to support Midpen’s conservation grazing program.
FY2019-20 SCOPE
Complete repair, coordinating with a biomonitor for oversight of the project.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 23,000 0 0 0 23,000
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 151,225 0 0 0 151,225
Grand Total $0 $0 $174,225 $0 $0 $0 $174,225
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 0 0 174,225 0 0 0 174,225
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $0 $0 $174,225 $0 $0 $0 $174,225
137Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Radio Replacement for Ranger Staff and Patrol Vehicles
Project #: 65406
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Replace 40 portable and 40 mobile radios with dual-band radios with trunking capabilities to 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
138 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Radio System Assessment and Upgrade
Project #: 65407
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research options to expand Midpen radio coverage to coastal areas, improve radio coverage in selected high use
areas, and replace equipment reaching end of life 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Hawthorns Historic Complex Partnership and Lease
Project #: VP06-001
Fund: 20 – Hawthorns Fund
PROJECT DESCRIPTION
Investigate and potentially develop partnership for long-term 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
140 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Agricultural Workforce Housing – La Honda Creek
Project #: VP07-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Establish designated agricultural workforce housing to support Midpen’s conservation grazing program.
FY2019-20 SCOPE
Finalize design and secure permits; begin construction. Biomonitoring to be performed.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 25,739 50,000 106,000 0 0 0 181,739
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 21,800 51,000 0 0 0 72,800
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 25,000 243,000 457,000 0 0 725,000
Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 25,739 96,800 400,000 457,000 0 0 979,539
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $25,739 $96,800 $400,000 $457,000 $0 $0 $979,539
141Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Mt. Umunhum – Radar Tower 2nd Assessment
Project #: VP23-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Completion of Mount Umunhum Radar Tower assessment, design, and 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
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
142 Section III • Budget and Action Plan FY2019-20
INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER
Vehicle and Machinery/Equipment Purchases
Project #: None
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase necessary vehicles and equipment for Administrative and Field Office staff.
FY2019-20 SCOPE
Purchase five replacement vehicles, five additional vehicles, a skip loader, and a mowing tractor.
Summary of Estimated Costs Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0
5000-7000–Service & Supplies 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0
8201–Architect/Engineering Services 0 0 0 0 0 0 0
8202–Environmental/Planning Services 0 0 0 0 0 0 0
8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0
8410–Machinery 339,642 319,390 188,000 320,000 330,000 0 1,497,032
8501–Vehicles 687,553 512,604 539,500 549,000 647,000 0 2,935,657
Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689
Funding Source Prior Year
Actuals
FY2018-19
Estimated
Actuals
FY2019-20
Budget
FY2020-21
Projections
FY2021-22
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0
40–General Fund Capital 1,027,195 831,994 727,500 869,000 977,000 0 4,432,689
Grants/Partnerships/Other 0 0 0 0 0 0 0
Grand Total $1,027,195 $831,994 $727,500 $869,000 $977,000 $0 $4,432,689
Long Ridge Open Space Preserve by Eric Colton
143Section III • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
Windy Hill Open Space Preserve by Ichiro Asao
Se
c
t
i
o
n
I
I
I
Ca
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
a
n
d
A
c
t
i
o
n
P
l
a
n
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
Se
c
t
i
o
n
I
V
Monte Bello Open Space Preserve by Jeffrey Schwegman 146 Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Department Overview
Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized
by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative
Services. All business lines report to the General Manager and are structured as follows:
——————————————————————————––––––––––––——————————————————————————————
Administrative Services ———————————————————————————––––––––––––———————————————————————————
Budget and Analysis———————————————————————————––––––––––––———————————————————————————
Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––———————————————————————————
Human Resources———————————————————————————––––––––––––———————————————————————————
Information Systems and Technology———————————————————————————––––––––––––———————————————————————————
Procurement——————————————————————————––––––––––––——————————————————————————————
Project Planning and Delivery ———————————————————————————––––––––––––———————————————————————————
Engineering and Construction———————————————————————————––––––––––––———————————————————————————
Planning———————————————————————————––––––––––––———————————————————————————
Real Property——————————————————————————––––––––––––——————————————————————————————
Public Affairs ——————————————————————————––––––––––––——————————————————————————————
Visitor and Field Services ———————————————————————————––––––––––––———————————————————————————
Land and Facilities———————————————————————————––––––––––––———————————————————————————
Natural Resources———————————————————————————––––––––––––———————————————————————————Visitor Services——————————————————————————––––––––––––——————————————————————————————
This section identifies each of Midpen’s departments, their mission and core function, staffing levels, objectives,
performance metrics, and proposed FY2019-20 budget.
147Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Administrative Services
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)
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
148 Section IV • Budget and Action Plan FY2019-20
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Administrative Services aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf
of the public——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 3 & 4 50004 Budget Management Software FY2021
Goal 3 & 4 51701 Work Order & Asset Management System Phase II FY2021
Goal 3 & 4 51703 Real Property Database FY2021
Goal 3 Operating Citation Management System FY2021
Goal 3 Operating SharePoint – Document Management System Phase I FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 3 Number of job recruitments completed 34 32 32
Goal 3 Employee turnover rate 11%<10%<10%
Goal 3 Number of in-house trainings provided to employees 129 128 129
Goal 3 Percent of FTEs using web and mobile enterprise GIS N/A 15%30%
Goal 3 Percent of District critical data backed up off site N/A 50%100%
Goal 3 Percent of total District files in Office 365 N/A 10%25%
Goal 4 Percent spent of final adjusted budget 90%90%90%
Goal 4 General Fund Reserve Balance Policy Target Met Yes Yes Yes
Goal 4 Legal Debt Limit Not Exceeded Yes Yes Yes
Goal 4 Budget Book Receives GFOA Award for Distinguished Budget
Presentation
Yes Yes Yes
Goal 4 CAFR Issued with Unmodified Opinion Yes Yes Yes
Goal 4 Obtain GFOA Award of Excellence in Financial Reporting for the
CAFR
Yes Yes Yes
Goal 4 Credit Rating from Moody’s and Standard and Poor’s AAA AAA AAA
Goal 4 Percent of Invoice Payments Electronic N/A 10%40%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Engineering and Construction Department
MISSION STATEMENT
Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are
necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital
improvement projects.——————————————————————————––––––––––––——————————————————————————————
Provide design, project management, construction management and/or construction oversight of large-scale
capital projects.——————————————————————————––––––––––––——————————————————————————————
Ensure that capital projects comply with all necessary requirements and regulations related to construction,
including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––——————————————————————————————
Develop and assist with cost estimations and constructability assessments during the planning, scoping and
early design phase of capital projects.——————————————————————————––––––––––––——————————————————————————————
Stay abreast of current codes and construction regulations, and ensure Midpen’s construction standards remain
current.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Engineering and
Construction Manager
Senior Capital
Project Manager
Senior Capital
Project Manager
Capital Project
Manager III
Capital Project
Manager III
Capital Project
Manager III
Capital Project
Manager II
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Windy Hill Open Space Preserve by Kate Pittman
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
General Counsel 1 1 1 1 0
Assistant General Counsel 1 1 1 1 0
Management Analyst – Risk Management 0.5 0.5 0.5 0.5 0
Executive Assistant 0 0 1 1 0
Total FTE 2.5 2.5 3.5 3.5 0
General Counsel aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 Operating Assist with land preservation projects on the San Mateo County Coast FY2023
Goal 3 Operating Facilitate use of Design Build contract for Mindego Pond restoration and potential
future projects
FY2021
Goal 1 Operating Water resources program–develop legal strategies to improve sustainable watersheds Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
General Counsel
Salaries and Benefits $428,022 $439,555 $657,770 $218,215 50%
Services and Supplies 170,416 176,685 94,650 (82,035)-46%
Total Operating Expenditures 598,438 616,240 752,420 136,180 22%
Total General Counsel Expenditures $598,438 $616,240 $752,420 $136,180 22%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
The General Manager aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf
of the public——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2021
Goal 2 VP38-001 Cooley Landing Park Business and Operation Plan FY2020
Goal 2 Operating Cooley Landing Site Use Agreements FY2020
Goal 1 & 3 Operating Emergency/Disaster Preparedness Response and Recovery Plan FY2021
Goal 2 Operating Preserve Use Survey Implementation FY2020
Goal 3 Operating Records Management FY2022
Goal 1 Operating San Mateo County Master Permit FY2021
Goal 2 Operating Support Diversity Initiatives and Outreach Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 1 Measure the timeliness of biweekly reports to allow for up to date
communications with the Board and staff
96%95%95%
Goal 1 Number of public meetings held per year 40 65 60
Goal 1 Number of meetings held with partner agencies/stakeholders by
members of GMO staff and Board members
65 50 65
Goal 3 Number of resolutions adopted 46 50 50
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
General Manager
Salaries and Benefits $1,251,527 $1,578,121 $1,647,485 $69,364 4%
Services and Supplies 201,941 1,021,620 450,325 (571,295)- 56%
Total Operating Expenditures 1,453,468 2,599,741 2,097,810 (501,931)-19%
Total General Manger Expenditures $1,453,468 $2,599,741 $2,097,810 $(501,931)-19%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
160 Section IV • Budget and Action Plan FY2019-20
Land and Facilities Services Department
MISSION STATEMENT
Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands,
that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public
safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff
use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––——————————————————————————————
Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder
efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––——————————————————————————————
Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————
Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––——————————————————————————————
Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Land and Facilities
Manager
Property
Management
Specialist II
Administrative
Assistant
Equipment
Mechanics/
Operators
Maintenance
Supervisors
Maintenance
Supervisors
Senior Property
Management
Specialist
Foothills Area
Manager
Open Space
Technicians
(Lead, Regular,
and Seasonal)
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
161Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Administrative Assistant 3 3 3 3 0
Area Manager 2 2 2 2 0
Capital Projects Field Manager 1 1 1 1 0
Equipment Mechanic/Operator 6 6 7 7 0
Facilities Maintenance Specialist 0 1 1 1 0
Facilities Maintenance Supervisor 1 1 1 1 0
Farm Maintenance Worker 1 1 1 1 0
Land and Facilities Manager 1 1 1 1 0
Lead Open Space Technician 5 6 6 7 1
Maintenance Supervisor 5 6 6 6 0
Management Analyst II 1 1 1 1 0
Open Space Technician 14 15 15 15 0
Property Management Specialist I 1 1 1 1 0
Property Management Specialist II 1 1 1 1 0
Seasonal Open Space Technician 8.3 8.3 8.3 8.3 0
Senior Property Management Specialist 1 1 1 1 0
Total FTE 51.3 55.3 56.3 57.3 1
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
162 Section IV • Budget and Action Plan FY2019-20
Land and Facilities aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf
of the public——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 31901 ADA Barrier Removal FY2024
Goal 4 61002 Russian Ridge – Quam Residence Driveway Improvement FY2021
Goal 1 61006 Big Dipper Ranch Spring Work, Skyline Ridge FY2020
Goal 1 61008 Los Trancos – Page Mill Eucalyptus Removal FY2021
Goal 4 61009 Russian Ridge – Bergman Residences Reconstruction FY2021
Goal 1 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2020
Goal 1 61011 Install Solar Panels at Skyline Field Office FY2020
Goal 1 & 4 61012 Toto Barn Roof Repair FY2020
Goal 1 & 4 61013 Toto Ranch Perimeter Fence Repair FY2020
Goal 1 MAA03-003 Purisima Creek Fence Construction, Purisima Creek Redwoods FY2020
Goal 2 MAA04-004 El Corte de Madera Oljon Trail Implementation FY2020
Goal 1 MAA05-002 Upper La Honda Creek Grazing Infrastructure FY2020
Goal 2 MAA07-011 Lower La Honda Creek Phase II Loop Trails FY2021
Goal 2 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2022
Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022
Goal 2 & 4 VP33-001 Purisima Creek Redwoods Bridge 1 Redecking FY2020
Goal 4 Operating Paint La Honda Creek Red Barn FY2020
Goal 4 Operating South Area Outpost/Residence Driveway Repaving FY2020
Goal 1 Operating Wildfire Fuel Reduction Projects & SJCC Fuel Reduction Contract Work Ongoing
Goal 3 N/A Vehicle and Machinery/Equipment Purchases Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 2 Number of miles of single-track trail brushed N/A 73 78
Goal 2 Number of miles of trails built N/A 4 2
163Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
164 Section IV • Budget and Action Plan FY2019-20
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
165Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
166 Section IV • Budget and Action Plan FY2019-20
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Russian Ridge Open Space Preserve by Vedya Konda
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 1 Proportion of special status species managed: Enhance
habitat for a majority of rare, threatened, or endangered
plant and animal species found on Midpen lands
64%70%70%
Goal 1 Acres managed:
Enhance environmental quality by treating Midpen lands
for invasive weeds, restoring degraded sites and managing
wildland fire fuels
57% of Acreage
specified in
annual IPM Plan
80% of Acreage
specified in
annual IPM Plan
70% of Acreage
specified in
annual IPM Plan
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Natural Resources
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$1,400,565
0
1,400,565
$1,563,174
(24,804)
1,538,370
$1,674,307
(30,150)
1,644,157
$111,133
(5,346)
105,787
7%
22%
7%
Services and Supplies 969,414 2,099,701 3,235,389 1,135,688 54%
Total Operating Expenditures 2,369,979 3,638,071 4,879,546 1,241,475 34%
General Fund Capital 0 51,133 160,000 108,867 213%
Measure AA Capital 497,401 912,083 947,150 35,067 4%
Total Capital Expenditures 497,401 963,216 1,107,150 143,934 15%
Total Natural Resources Expenditures $2,867,380 $4,601,287 $5,986,696 $1,385,409 30%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
168 Section IV • Budget and Action Plan FY2019-20
Planner IIPlanner III
Planner I
Planning Department
MISSION STATEMENT
Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private
agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies
and community organizations to facilitate planning and development of recreation facilities and of public use;
encourage public input and involvement in Midpen’s decision-making process and other activities; participate in
the public review processes of land use plans of other agencies and development proposals that affect Midpen’s
mission; and follow management policies for quality care of the land and provision of public access appropriate to
the nature of the land, and consistent with ecological values and public safety.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic
resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––——————————————————————————————
Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––——————————————————————————————
Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for
project planning and early design (e.g. California Environmental Quality Act, American for Disabilities Act,
National Preservation Act, etc.).——————————————————————————––––––––––––——————————————————————————————
Seek partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan,
Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––——————————————————————————————
Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay
Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to
open space preservation and public access.——————————————————————————––––––––––––——————————————————————————————
Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––——————————————————————————————
Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––——————————————————————————————
Comply with and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––——————————————————————————————
Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Planning Manager
Administrative Assistant Senior Planner
Planner III
Planner I
Planner III
Senior Planner
Planner II
169Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Planner 2 2 2 2 0
Planner III 2 3 3 3 0
Planner II 3 3 3 2 -1
Planner I 1 1 1 2 1
Administrative Assistant*1 1 1 1 0
Total FTE 10 11 11 11 0
*Administrative Assistant is shared with Engineering and Construction, but budgeted within the Planning Department.
Planning aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Goal 3 – Strengthen organizational capacity to fulfill the mission——————————————————————————––––––––––––——————————————————————————————
Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf
of the public. ——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 31901 ADA Barrier Removal FY2024
Goal 1 & 2 MAA06-002 Hawthorns Public Access Site Plan and CEQA FY2022
Goal 1 & 2 MAA18-002 Saratoga-to-Sea Regional Trail Connection FY2021
Goal 1 & 2 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2023
Goal 2 MAA21-004 Bear Creek Stables Site Plan Implementation FY2020
Goal 2 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022
Goal 2 MAA22-004 Beatty Parking Area and Trail Connections FY2023
Goal 2 VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)FY2021
Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2020
Goal 1 & 2 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study FY2020
Goal 1 & 2 VP20-001 Highway 17 Area Regional Trail Connections FY2024
Goal 1 & 2 Operating Basic Policy Update FY2021
Goal 1 Operating Historic Resources Policy Development FY2021
Goal 2 Operating Regional Trails Planning and Coordination FY2020
Goal 2 Operating Stevens Creek Trail Signage FY2020
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
170 Section IV • Budget and Action Plan FY2019-20
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18
Actuals
FY2018-19
Target
FY2019-20
Target
Goal 1 Number of projects leveraged with partnerships TBD 90% of annual
target (Target 8
projects)
90% of annual
target (Target
3 projects)
Goal 2 Complete self-evaluation and transition plan update to
prioritize barrier removals for improved access to and use
of open space preserves for persons with disabilities and
visitors of diverse age groups.
TBD Complete ADA
Transition Plan
Update by the
end of FY18-19
N/A
Goal 3 % of planning milestones completed for a project TBD 90% of annual
target (Target 6
project milestones)
90% of annual
target (Target 6
project milestones
Budget
Midpen Budget by
Expenditure Category
FY2017-18
Actuals
FY2018-19
Amended
Budget
FY2019-20
Proposed
Budget
$ Change from
FY2018-19
Amended
Budget
% Change from
FY2018-19
Amended
Budget
Planning
Salaries and Benefits
Less: MAA Reimbursable Staff Costs
Net Salaries and Benefits
$1,205,190
(15,217)
1,189,973
$1,485,617
0
1,485,617
$1,553,224
0
1,553,224
67,607
0
67,607
5%
0%
5%
Services and Supplies 134,240 238,729 225,944 (12,785)- 5%
Total Operating Expenditures 1,324,213 1,724,346 1,779,168 54,822 3%
Hawthorns Capital 16,135 0 48,000 48,000
Total Hawthorns Expenditures 16,135 0 48,000 48,000
General Fund Capital 76,286 336,500 87,500 (249,000)- 74%
Measure AA Capital 1,245,018 2,155,168 1,190,600 (964,568)- 45%
Total Capital Expenditures 1,321,304 2,491,668 1,278,100 (1,213,568)- 49%
Total Planning Expenditures $2,661,652 $4,216,014 $3,105,268 ($1,110,746)- 26%
171Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Russian Ridge Open Space Preserve by Julia Davies
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Staffing Levels
Position FY2016-17
Adopted FTE
FY2017-18
Adopted FTE
FY2018-19
Amended FTE
FY2019-20
Proposed FTE
Change from
FY2018-19
Modified
Manager 1 1 1 1 0
Senior Real Property Agent 1 1 1 1 0
Real Property Specialist I/II 1 1 1 1 0
Planner III 1 1 1 1 0
Administrative Assistant*1 1 1 1 0
Total FTE 5 5 5 5 0
*Administrative Assistant is shared with Natural Resources, but budgeted within the Real Property Department.
Real Property aligns project deliverables to Midpen’s Strategic Plan Goals and Objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————Goal 2 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 20125 Cal-Water Land Exchange, Teague Hill Preserve FY2021
Goal 2 MAA03-001 Lot Line Adjustment and Property Transfer – Purisima Upland FY2020
Goal 2 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021
Goal 1 VP01-001 Miramontes Ridge Land Conservation FY2021
Goal 2 VP03-002 South Cowell Upland Land Conservation FY2021
Goal 2 VP08-001 Upper San Gregorio Land Conservation FY2020
Goal 1 VP13-001 Cloverdale Ranch Land Opportunity FY2022
Goal 1 VP15-001 Redwood Forest Land Opportunity FY2020
Goal 1 VP15-003 Watershed Protection Opportunity – Numerous Open Space Preserves FY2020
Goal 2 VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation FY2020
Goal 2 VP19-002 El Sereno Land Conservation FY2020
Goal 2 VP20-002 Highway 17 Land Conservation FY2020
Goal 1 VP24-001 Sierra Azul Rancho de Guadalupe Land Conservation FY2021
Goal 2 VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP FY2020
Goal 1 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2020
Goal 1 & 2 VP32-001 Irish Ridge Connection FY2020
Goal 1 VP32-002 Gordon Ridge Property Land Conservation FY2021
Goal 1 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2021
Goal 2 N/A District-wide purchase options and low-value Land Fund Ongoing
For the full statement of Midpen’s Strategic Plan Goals and Objectives, see page 6; project details are included in
Section III.
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
176 Section IV • Budget and Action Plan FY2019-20
Performance Metrics
Strategic Plan
Linkage
Indicator FY2017-18 Actuals FY2018-19 Target FY2019-20 Target
Goal 1 Number of Preserves 26 N/A N/A
Goal 1 Land Conservation 63,494 N/A N/A
Goal 1 Total number of acres protected (preserved)221.64 N/A N/A
Goal 2 Land Conservation Connectivity 70mi. Bay Trail
Sierra Azul OSP
to Rancho Canada
del Oro
Purisima to Cowell/
Purisima Coastal
Trail
N/A
Goal 3 New Staff Facilities New South Area
Field Office
New Administrative
Office
N/A
Goal 1 Coastal Service Plan–15 Year Land Acquisitions N/A 11,105 Acres 100%
Rancho San Antonio Open Space Preserve by Douglas Croft
177Section IV • Budget and Action Plan FY2019-20
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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%
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
178 Section IV • Budget and Action Plan FY2019-20
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
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
Se
c
t
i
o
n
I
V
De
p
a
r
t
m
e
n
t
S
u
m
m
a
r
i
e
s
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
Vi
s
i
o
n
P
l
a
n
A
c
t
i
o
n
s
O
v
e
r
v
i
e
w
Vision Plan Actions Overview
# VISION PLAN ACTION——————————————————————————––––––––––––————————————————————————————————
01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture
Enhancement Projects——————————————————————————––––––––––––————————————————————————————————
02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––————————————————————————————————
03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation
Grazing Projects——————————————————————————––––––––––––————————————————————————————————
04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––————————————————————————————————
05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and 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
Vi
s
i
o
n
P
l
a
n
A
c
t
i
o
n
s
O
v
e
r
v
i
e
w
Vision Plan Actions Overview 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
Gl
o
s
s
a
r
y
Glossary
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Accrual An expense which is outstanding at the end of a financial period and which needs
to be included in the accounting results for the period.——————————————————————————––––––––––––————————————————————————————————
ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––————————————————————————————————
Action Plan The work plan that includes all of the projects and key initiatives that Midpen
pursues.——————————————————————————––––––––––––————————————————————————————————
ADA Americans with 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
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
California Environmental California law (California Public Resources Code section 21000 et seq.)
Quality Act that requires development projects to submit documentation of their potential
environmental impact.——————————————————————————––––––––––––————————————————————————————————CalPERS California Public Employee Retirement System——————————————————————————––––––––––––————————————————————————————————
CAPEX Capital expenditures——————————————————————————––––––––––––————————————————————————————————
Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets.——————————————————————————––––––––––––————————————————————————————————
Capital Improvement 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
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
Environmental DNA DNA that is collected from a variety of environmental samples such as soil,
seawater, or even air rather than directly sampled from an individual organism.
This method allows for biomonitoring without requiring collection of the living
organism, creating the ability to study organisms that are invasive, elusive, or
endangered without introducing anthropogenic stress on the organism.——————————————————————————––––––––––––————————————————————————————————
ERP Enterprise Resource Planning——————————————————————————––––––––––––————————————————————————————————
ESRI 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
Gl
o
s
s
a
r
y
TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————
GHG Greenhouse gas——————————————————————————––––––––––––————————————————————————————————
GIS Geographic Information System——————————————————————————––––––––––––————————————————————————————————GL or G/L General Ledger——————————————————————————––––––––––––————————————————————————————————
GM General Manager——————————————————————————––––––––––––————————————————————————————————
GO General Obligation (bonds)——————————————————————————––––––––––––————————————————————————————————
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
Gl
o
s
s
a
r
y
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
Resolutions/2019/19-__ApproveC&CPlan 1
RESOLUTION NO. 19-XX
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
APPROVING POSITION CLASSIFICATION AND COMPENSATION PLAN
The Board of Directors of the Midpeninsula Regional Open Space District does resolve
as follows:
SECTION ONE. Approve the Position Classification and Compensation Plan as set
forth in Exhibit A attached hereto.
* * * * * * * * * * * * * * * * * * * *
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
Attachment 2
Step Full/Part
Range #Minimum Maximum Minimum Maximum Minimum Maximum Time
Seasonal Open Space Technician 6 21.3241 26.6245 3,696 4,615 44,354 55,379 PT
Seasonal Ranger Aide 6 21.3241 26.6245 3,696 4,615 44,354 55,379 PT
Seasonal Ranger 16 27.2182 33.9815 4,718 5,890 56,614 70,682 PT
Administrative Assistant 20 30.0092 37.4579 5,202 6,493 62,419 77,912 FT
Farm Maintenance Worker 20 30.0092 37.4579 5,202 6,493 62,419 77,912 FT
Open Space Technician* 20 30.0092 37.4579 5,202 6,493 62,419 77,912 FT
Accounting Technician 22 31.4965 39.3309 5,459 6,817 65,513 81,808 FT
Human Resources Technician 22 31.4965 39.3309 5,459 6,817 65,513 81,808FT
Information Technology Technician I 22 31.4965 39.3309 5,459 6,817 65,513 81,808 FT
GIS Technician 23 32.2921 40.3223 5,597 6,989 67,168 83,870 FT
Facilities Maintenance Specialist 24 33.0695 41.3077 5,732 7,160 68,785 85,920 FT
Lead Open Space Technician* 24 33.0695 41.3077 5,732 7,160 68,785 85,920 FT
Risk Management Coordinator 24 33.0695 41.3077 5,732 7,160 68,785 85,920 FT
Senior Administrative Assistant 24 33.0695 41.3077 5,732 7,160 68,785 85,920 FT
Visitor Services Program Coordinator 25 33.9019 42.3360 5,876 7,338 70,516 88,059 FT
Volunteer Program Lead 25 33.9019 42.3360 5,876 7,338 70,516 88,059 FT
Ranger 26 34.7220 43.3643 6,018 7,516 72,222 90,198 FT
Senior Finance & Accounting Technician 26 34.7220 43.3643 6,018 7,516 72,222 90,198 FT
Executive Assistant 27 35.5911 44.4538 6,169 7,705 74,029 92,464 FT
Information Technology Technician II 27 35.5911 44.4538 6,169 7,705 74,029 92,464 FT
Public Affairs Specialist I 27 35.5911 44.4538 6,169 7,705 74,029 92,464 FT
Equipment Mechanic/Operator 28 36.4664 45.5309 6,321 7,892 75,850 94,704 FT
Lead Ranger 28 36.4664 45.5309 6,321 7,892 75,850 94,704 FT
Property Management Specialist I 28 36.4664 45.5309 6,321 7,892 75,850 94,704 FT
Real Property Specialist I 28 36.4664 45.5309 6,321 7,892 75,850 94,704FT
Executive Assistant/Deputy District Clerk 29 37.3784 46.6694 6,479 8,089 77,747 97,072 FT
Executive Assistant/Legal Secretary 29 37.3784 46.6694 6,479 8,089 77,747 97,072 FT
Planner I 29 37.3784 46.6694 6,479 8,089 77,747 97,072 FT
Data Analyst I 30 38.2904 47.8139 6,637 8,288 79,644 99,453 FT
Resource Management Specialist I 30 38.2904 47.8139 6,637 8,288 79,644 99,453 FT
Accountant 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Capital Project Manager II 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Environmental Education Specialist 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Interpretive Specialist 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Management Analyst I 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Planner II 31 39.2452 49.0013 6,803 8,494 81,630 101,923 FT
Data Analyst II 34 42.2075 52.7165 7,316 9,138 87,792 109,650 FT
Resource Management Specialist II 34 42.2075 52.7165 7,316 9,138 87,792 109,650 FT
Grants Program Manager 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Interpretation & Education Program Manager 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Maintenance, Construction & Resource Supv. 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Management Analyst II 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Procurement & Contracting Agent/Specialist 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Property Management Specialist II 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Real Property Specialist II 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Supervising Ranger 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Training & Safety Specialist 35 43.2602 54.0264 7,498 9,365 89,981 112,375 FT
Volunteer Program Manager 35 43.2602 54.0264 7,498 9,365 89,981 112,375FT
Applications Engineer 36 44.3252 55.3484 7,683 9,594 92,196 115,125 FT
Public Affairs Specialist II 36 44.3252 55.3484 7,683 9,594 92,196 115,125 FT
Data Administrator 38 46.5348 58.1271 8,066 10,075 96,792 120,904 FT
Midpeninsula Regional Open Space District ‐ CLASSIFICATION & COMPENSATION PLAN
Fiscal Year 2018/2019 ‐ Effective 7/1/2019 (Pay Period 19‐15)
Last revised: 7/1/2019, 3/27/2019, 2/27/2019, 12/12/2018, 11/19/2018, 10/10/2018, 9/26/2018, 8/8/2018, 6/13/2018, 1/24/2018, 12/13/2017
Classification Title Hourly Range $ Monthly Range $ Annual Range $
Step Full/Part
Range #Minimum Maximum Minimum Maximum Minimum Maximum Time
Classification Title Hourly Range $ Monthly Range $ Annual Range $
Governmental Affairs Specialist 38 46.5348 58.1271 8,066 10,075 96,792 120,904 FT
Senior Technologist 38 46.5348 58.1271 8,066 10,075 96,792 120,904 FT
Capital Project Manager III 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Capital Projects Field Manager 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Facilities Maintenance Supervisor 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Planner III 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Public Affairs Specialist III 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Resource Management Specialist III 39 47.6977 59.5593 8,268 10,324 99,211 123,883 FT
Special Projects Manager 40 48.8667 61.0221 8,470 10,577 101,643 126,926 FT
Senior Accountant 41 50.0786 62.5523 8,680 10,842 104,163 130,109 FT
Senior Management Analyst 41 50.0786 62.5523 8,680 10,842 104,163 130,109 FT
Area Manager 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Area Superintendent 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
District Clerk/Assistant to General Manager 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
GIS Program Administrator 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Human Resources Supervisor 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Information Technology Program Administrator 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Senior Capital Project Manager 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Senior Planner 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Senior Property Management Specialist 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Senior Real Property Specialist 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Senior Resource Management Specialist 43 52.5880 65.6799 9,115 11,385 109,383 136,614 FT
Budget & Analysis Manager 48 59.3941 74.1752 10,295 12,857 123,540 154,284 FT
Finance Manager 48 59.3941 74.1752 10,295 12,857 123,540 154,284 FT
Human Resources Manager 48 59.3941 74.1752 10,295 12,857 123,540 154,284 FT
Information Systems & Technology Manager 48 59.3941 74.1752 10,295 12,857 123,540 154,284 FT
Engineering & Construction Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Land & Facilities Services Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Natural Resources Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Operations Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Planning Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Public Affairs Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048FT
Real Property Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Visitor Services Manager 51 63.9172 79.8307 11,079 13,837 132,948 166,048 FT
Assistant General Counsel I 53 67.1121 83.8213 11,633 14,529 139,593 174,348 FT
Assistant General Counsel II 55 70.4723 88.0139 12,215 15,256 146,582 183,069 FT
Assistant General Manager 59 77.7007 97.0356 13,468 16,820 161,617 201,834 FT
Chief Financial Officer/Director Administrative
Services
59 77.7007 97.0356 13,468 16,820 161,617 201,834 FT
* OST will receive an additional 1% stipend for Class A or B license; Lead OST 1% for Class A.
Board Appointee Group Compensation Hourly Monthly Annual Effective
General Manager $108.1731 $18,750 $225,000 6/13/2018
Controller ‐ Part‐time position $87.5243 $3,792 $45,512 12/12/2018
General Counsel $98.5577 $17,083 $205,000 7/11/2018
Elected Officials Compensation
Board Director
Last Revised
12/13/2017
12/13/2017
12/13/2017
Per Meeting Monthly Maximum Effective Date
$100.00 $500.00 1/1/2006
The District’s Personnel Policies and Procedures provide that the compensation for an employee’s temporary out‐of‐class / Acting Assignment shall be at least 5%
but not more than 10% more than her/his current salary. Pursuant to Government Code 20480, out of class appointments shall not exceed a total of 960 hours in
each fiscal year.
Rev. 1/3/18
R-19-85
Meeting 19-17
June 26, 2019
AGENDA ITEM 9
AGENDA ITEM
La Honda Public Access Working Group Appointments
GENERAL MANAGER’S RECOMMENDATIONS
1. Appoint members to serve on the La Honda Public Access Working Group as listed in
the staff report.
2. Approve a preferred method to fill a vacancy for the La Honda Public Access Working
Group in case one arises:
a. If a vacancy is a La Honda Area Representative, appoint a new member to the
Working Group from the interviewee list established by the Board on June 19,
2019; and
b. If a vacancy is a ward representative, the Director for that ward would select a
new representative to serve on the Working Group.
SUMMARY AND DISCUSSION
On April 9, 2019, Midpeninsula Regional Open Space District (District) Board of Directors
(Board) approved the formation and composition of the La Honda Public Access Working Group
(Working Group) (R-19-39). The District has completed the Board-approved process for the
recruitment and selection of the 13 seats on the Working Group. The final step in the formation
of the Working Group is for the Board to formally appoint the following people:
Composition Appointees
Board Directors (2) Larry Hassett, Ward 6
Curt Riffle, Ward 4
La Honda area representatives
(3)
1: Ari Delay
2: Karl Lusebrink
3: Kathleen Moazed
Ward 6 stakeholders (2) Ward 6: Lou Bordi
Ward 6: Barbara Hooper
Wards 1, 2, 3, 4, 5, & 7
stakeholders (1 each)
Ward 1: Melany Moore
Ward 2: Art Heinrich
Ward 3: Willie Wool
Ward 4: Sandy Sommer
Ward 5: Andie Reed
Ward 7: Denis Philips
R-19-85 Page 2
In the event of a vacancy of a stakeholder seat, the Board member of that Ward would select and
appoint a new stakeholder to fill that seat. In the event of a vacancy of a La Honda Area
Representative seat, the Board may appoint an alternate using the interviewee list established by
the Board on June 19, 2019.
The Working Group will work directly with District staff on the La Honda Parking and Trailhead
Access Feasibility Study project (Project) to understand the Project goals, constraints,
challenges, and consider and evaluate parking location/trailhead access options that meet the
Board-approved Project goals and objectives. The Working Group’s duration is anticipated to
last 12 to 18 months, coinciding with project completion. All the Working Group’s meetings will
be open to the public and will be publicly noticed.
FISCAL IMPACT
There is no fiscal impact associated with the recommendation. There are minimal costs
associated with initiating the Working Group, including meeting costs as well as postage and
mailing for recruitment efforts. Staff time, and potentially facilitation services, will be needed to
support the ongoing coordination, public noticing, and meetings with the Working Group.
Associated costs are not funded by Measure AA.
BOARD COMMITTEE REVIEW
Due to the Board’s interest in the formation of this Working Group, this report was brought to
the full Board without prior Committee review given full Board interest.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Additional notice was provided to the
La Honda Community Representative area, La Honda Creek Open Space Preserve (Preserve)
grazing tenants, neighbors living adjacent to the Preserve, and parties interested in the Preserve,
the Red Barn, and the La Honda Creek Master Plan.
CEQA COMPLIANCE
This item is not a project subject to the California Environmental Quality Act.
NEXT STEPS
Following appointment of the Working Group members, staff would hold the first project kick-
off meeting with the Working Group on August 22, 2019. At the first meeting, the Working
Group will review and confirm the overall schedule and program. Notice with details on the first
Working Group meeting will be provided to the notification areas listed above, posted on the
District website, and posted at Preserve trailheads, La Honda Main U.S. Post Office, and the La
Honda Country Market.
Responsible Department Head:
Jane Mark, AICP, Planning Manager
Prepared by:
Tina Hugg, Senior Planner, Planning
Rev. 1/3/18
R-19-86
Meeting 19-17
June 26, 2019
AGENDA ITEM 10
AGENDA ITEM
Rancho San Antonio Multimodal Access Study
GENERAL MANAGER’S RECOMMENDATIONS
1. Approve the proposed scope of work related to the Rancho San Antonio Multimodal Access
Study: Phase 1 Parking and Transportation Demand Analysis.
2. Approve the recommended short-term measures that can be initiated within Fiscal Years
2019-20 and 2020-21.
3. Authorize the Board President to appoint two Board Members to assist staff in pursuing
coordination and partnership opportunities (described in Attachment 2) with other
jurisdictions.
SUMMARY
The Midpeninsula Regional Open Space District (District) developed a scope of work for a
Parking and Transportation Demand Analysis of Rancho San Antonio Open Space Preserve
(Preserve) and Rancho San Antonio County Park (Park). The purpose of this analysis is to
evaluate existing parking and access to the Preserve and Park, clarify the underlying causes for
the parking and access challenges, and identify strategies for reducing parking issues. The
analysis will expand upon a suite of recommendations developed by District staff for managing
parking demand and improving multimodal access. The analysis will also provide a basis for
future efforts as part of a Phase II effort to promote greener transportation options, improve the
visitor experience, reduce congestion, and reduce parking impacts to adjacent communities.
While the study is underway, the General Manager recommends initiating short-term measures
to improve the parking issues.
On April 16, 2019, the Planning and Natural Resources (PNR) Committee reviewed the scope of
work for the Parking and Transportation Demand Analysis (Attachment 1) and a table of short-,
medium-, and long-term measures (Attachment 2) (R-19-47). Staff incorporated feedback from
PNR as summarized below, and now present the updated Scope of Work and short-term
measures to the full Board of Directors (Board) for consideration and approval. Following
Board input, staff will reconvene an external stakeholder group that initially met in 2017.
R-19-86 Page 2
DISCUSSION
Background
The Park is located approximately three-quarters of a mile northwest of the Interstate
280/Foothill Boulevard interchange in western Santa Clara County. The Park serves as a high
demand access point to the District’s Preserve, which abuts the Park along its northwest, west
and southwest boundaries. The Park and Preserve come under two separate jurisdictions – Santa
Clara County and the District, respectively. Since July 1, 2002, the District has been managing,
patrolling, and maintaining the Park under a multi-year Management Agreement. The current
agreement expires on June 30, 2020 with an option for a five-year extension, which the General
Manager will review in the upcoming fiscal year.
In 1991, the Santa Clara County Parks and Recreation Department (County Parks) completed the
Rancho San Antonio Park Master Plan and Initial Study (IS). The IS considered future
developments and population growth that would potentially increase Preserve and Park
visitation. The IS discussed that on average peak weekday and weekend periods, with no
increase in on-site parking supply, there would be a deficit in parking spaces.
The current Multimodal Access Study evolved in response to ongoing parking challenges facing
visitors accessing the Preserve by car. In 2017, approximately 700,000 people visited the
Preserve and Park. Parking demand is so high during peak and weekend visiting hours that
visitors often wait in their cars to secure a parking space. This detracts from the overall visitor
experience and can lead to visitor frustration and at times conflicts.
Due to the high parking demand, nearby residents experience parking overflow in their
neighborhoods. In 2016, in response to these concerns, the City of Cupertino eliminated public
curbside parking on weekends and holidays along neighborhood streets closest to the Preserve
and Park, and established preferential parking zones for residents only. In a separate action, the
Los Altos Hills City Council closed Mora Drive to public parking, a popular neighborhood
access point to the Preserve. While these actions have addressed resident concerns, the parking
restrictions have decreased the available public curbside parking, exacerbating the parking
challenges to access the Preserve.
Convening of Stakeholders
With these growing challenges in mind, the District convened a stakeholder meeting in June
2017 attended by representatives of Santa Clara County Parks; Cities of Cupertino, Mountain
View, Los Altos and Los Altos Hills; Santa Clara Valley Water District; and Santa Clara Valley
Transportation Authority. Each of these agencies is an important stakeholder with interests that
converge at the Preserve pertaining to public, resident, and worker access via local streets,
expressways, and trails. In addition, the cities jointly worked on the Four Cities Stevens Creek
Feasibility Study, a coordinated trail planning effort that included an evaluation of potential
routes to connect Stevens Creek Trail to the Preserve and parks.
At this meeting, stakeholders discussed challenges at the Preserve, agency interests, and
solutions that may already be underway. The group brainstormed ideas and potential solutions
worth pursuing further, which were subsequently incorporated into the table of potential
measures to address parking and congestion issues at Rancho San Antonio (Attachment 2). The
stakeholders in attendance confirmed that the challenges at the Preserve needed further study.
Board Directors Curt Riffle and Yoriko Kishimoto attended this stakeholder meeting.
R-19-86 Page 3
Multimodal Study - Phase I: Parking and Transportation Demand Analysis
To better understand the underlying causes for the parking and access challenges, and develop
effective multimodal strategies to address them, the General Manager recommends conducting a
parking and transportation demand analysis to evaluate existing parking and access conditions,
understand more about how visitors access the Preserve, and identify strategies to encourage
other modes of travel and reduce parking demand. The proposed scope of work comprises the
first phase of the Multimodal Access Study, and incorporates input received from Santa Clara
County Parks Department.
At the April 16, 2019 meeting, the PNR Committee provided the following feedback on the
scope of work:
- Include research of historic ranch roads that have been used for access
- Include research into equestrian use
- Frame the project need and scope as a regional access issue
The scope of work has been revised accordingly, as shown in Attachment 1.
Short-term, immediate, low-cost measures
Staff has identified a variety of short-, medium-, and long-term measures to address parking and
congestion issues at Rancho San Antonio (Attachment 2). This table of potential measures is
based on prior stakeholder input and research on parking management solutions that other
agencies are using in the Bay Area (i.e. Muir Woods reservation system). The parking and
transportation demand analysis will further evaluate and add to the medium- and long-term
solutions as options for the Board to consider and potentially add to future annual Capital
Improvement and Action Plans. In the meantime, the General Manager recommends
implementing short-term, immediate, low-cost measures concurrently with the study to begin
addressing the parking issues. As part of the implementation, staff would track the outcomes and
results to determine whether additional medium- or long-term solutions are warranted.
At the April 16, 2019 meeting, the PNR Committee provided the following feedback on the table
of potential measures:
- Add the following items as short-term measures:
o Initiate discussions with surrounding cities to identify gaps in trail connections to
nearby open space
o Coordinate with City of Los Altos to update/install informational/directional signs
at the St. Josephs Avenue entrance
- Change “metered” parking program to “timed” parking program
The table of potential measures has been revised accordingly, as shown in Attachment 2.
Coordination with Partner Agencies
Some of the potential measures require coordination with partner agencies. Staff will reconvene
the external stakeholder group, which last met in 2017, to share and coordinate on Board-
approved short-term measures and discuss opportunities for medium- and long-term measures.
The General Manager recommends the Board President appoint two Board Members who
represented the District in the stakeholder group in 2017 (Director Kishimoto and Director
Riffle) to continue assisting staff with partner agency coordination.
R-19-86 Page 4
FISCAL IMPACT
The recommended action has no immediate fiscal impact. There are minimal costs associated
with initiating short-term strategies. Costs would cover installation of signs and bicycle racks,
and map and brochure updates, which could range from $2,000 to $3,000. Adequate budget for
the recommended action has been included in the proposed FY2019-20 Budget and Action Plan.
BOARD COMMITTEE REVIEW
The PNR Committee reviewed this item at their April 16, 2019 meeting (R-19-47). The PNR
Committee forwarded the scope of work and short-term measures to the Board of Directors for
consideration and approval, with recommended changes.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Additional notice was provided to
County Parks, other project stakeholders (Cities of Cupertino, Mountain View, Los Altos and
Los Altos Hills) Santa Clara Valley Water District, Santa Clara Valley Transportation Authority,
neighbors living adjacent to the Preserve, and Preserve interested parties.
CEQA COMPLIANCE
The Multimodal Study: Phase I Parking and Transportation Demand Analysis is equivalent to a
feasibility or planning study for possible future actions, which the District has not yet approved,
within the meaning of CEQA Section 15262. The Multimodal Study will inform future actions
that will be subject to CEQA, and subsequent environmental review will be conducted at
that time.
The short-term actions recommended by staff are not subject to CEQA review because they
would not have a significant impact on the environment within the meaning of Section
15061(b)(3), or they fall within the Existing Facilities exemption under Section 15301 for
operation, maintenance, or minor alteration of existing structures, facilities, and
equipment. Specific actions having “no significant impact” could include providing materials to
the public such as maps, information, updates to the District website, and tabling onsite.
“Existing Facilities” includes signage and bicycle racks.
NEXT STEPS
Pending Board approval, the General Manager will direct staff to proceed with the
Request for Proposals process for transportation planning services for the Parking and
Transportation Demand Analysis. Funding to initiate short-term measures is included in the
proposed Capital Improvement and Action Plan for Fiscal Year 2019-2020. Staff will reconvene
the external stakeholder group that met in 2017 to share and coordinate on Board approved short-
term measures and discuss partnership opportunities for medium and long-term measures.
Attachments
1. Final Scope of Work
2. Table of Potential Measures
R-19-86 Page 5
Responsible Department Head:
Jane Mark, AICP, Planning Department
Prepared by:
Leialani Hufana, Planner II, Planning Department
Attachment 1
RANCHO SAN ANTONIO MULTIMODAL ACCESS STUDY
Parking and Transportation Demand Management Analysis
The District seeks professional services to undertake a Parking 1 and Transportation Demand
Management (TDM)2 analysis of Rancho San Antonio Open Space Preserve and County Park (Rancho San
Antonio). The purpose of this analysis is to evaluate existing parking and access to the Park/Preserve,
clarify the parking and access challenges that exist, and identify strategies that will reduce parking
demands and better manage visitation levels. Taking into consideration an approved Santa Clara County
Park Master Plan for Rancho San Antonio (1992), the analysis will provide recommendations for
managing parking demand, achieving parking lot efficiency, and improving multimodal access. The
study will provide a basis for future studies, if needed, and help manage peak visitation, improve visitor
experience, reduce congestion, and reduce parking impacts to the local community.
Background
Rancho San Antonio Open Space Preserve and County Park (Rancho San Antonio) are popular regional
and local destinations for large segments of the public and these sites receive significant use. The 3,988-
acre Open Space Preserve, combined with the adjoining 165-acre County Park, offer visitors a unique
experience with a sampling of diverse environments, interesting natural and cultural history and a
variety of activities. The Open Space Preserve, owned by the Midpeninsula Regional Open Space District
(Midpen), features the popular Deer Hollow Farm demonstration farm and garden, and a popular trail
network that extends into the Preserve from the County Park. The Santa Clara County Board of
Supervisors approved a Master Plan for Rancho San Antonio County Park in May 1992, which identified
improvements to accommodate various user needs while maintaining the natural character of the park.
Under a management agreement, Midpen operates and manages both the Preserve and Park.
Over one million people reside within 10 miles of Rancho San Antonio, and nearly 700,000 people visited
the Preserve and Park last year. As visitor numbers increase, parking demand for the site grows.
Parking congestion and spillover have been ongoing issues at Rancho San Antonio for several years.
These conditions may result in a degraded visitor arrival and departure experience during peak hours,
and may detract from the inspiring and contemplative experience of the Preserve. In addition, adjacent
neighborhoods have been impacted by spillover parking. Cupertino and Los Altos Hills recently created
preferential or permit parking zones in response to this issue, which has eliminated public parking
spaces and reduced the number of available nearby parking spaces for Preserve and Park visitation.
Access to Rancho San Antonio is an issue of regional concern. Midpen, neighboring cities, and the
general public realize that the status quo is undesirable. In June 2017, Midpen and County Parks co-
convened a meeting to discuss the issues with agency stakeholders, including the cities of Cupertino, Los
Altos, Los Altos Hills, and Mountain View; the Santa Clara Valley Transportation Authority (VTA); and the
Santa Clara Valley Water District (SCVWD). This group confirmed the need to identify and evaluate
parking and access issues at Rancho San Antonio, and strategies to address these issues over the short,
mid- and long- term.
1 Refers to various policies and programs that result in more efficient use of parking resources.
2 Transportation Demand Management (also called Mobility Management) is a general term for strategies that
result in more efficient use of transportation resources (Victoria Transport Policy Institute).
Attachment 1
Project Scope
a. Consultant shall analyze existing Plans, Programs, and Policies
i. Organize and evaluate background information, including a review of the
Rancho San Antonio County Park Master Plan, 1990 Rancho San Antonio
Program Phase Document, Negative Declaration and Initial Study for Master
Plan, agency guidelines, legal mandates and management objectives for the
Park and Preserve, historic road use and access that can be reestablished,
improved, and/or made more widely known, as well as the spectrum of
recreation opportunities possible within resource capabilities.
b. Consultant will collect and analyze information to better define causes and peak periods
of parking problems at Rancho San Antonio, and prepare summary report of the
findings. This work includes collecting visitor use patterns and determining problem
types (i.e., parking congestion, spillover, illegal parking, idling for parking spaces).
Information to gather and review includes:
i. Midpen’s Preserve Use Survey data;
ii. Midpen’s Land & Facilities counts for cars;
iii. Santa Clara County Parks and Recreation Department data (surveys, traffic
and/or trail counts, etc.)
iv. Visitor intercept and online surveys:
1. Demographics
2. Peak use (time & day(s))
3. Mode of travel and from which city
4. Time spent at preserve
v. Any additional traffic, pedestrian, and bicycle counts as needed.
c. Consultant will collect and analyze data regarding existing and/or planned opportunities
for access, and prepare a summary report of the findings:
i. Existing General Plans, regional plans, or programs that dovetail with access to
Rancho San Antonio;
ii. Parking facilities, availability, and use;
iii. Trails and pathway connections;
iv. Bicycle facilities and bicycle connections;
v. ADA accessibility (parking, access);
vi. Equestrian uses and access; and
vii. Transit/Shuttle services and shared transportation options.
d. Consultant will evaluate existing Transportation Demand Management (TDM) strategies
and prepare a summary report of the findings. Items to evaluate include but not limited
to:
i. Strategies of other county, city, and regional parks that have addressed TDM
(e.g. Access Plans and Traffic Studies);
ii. Signage, social media, and other information/communication updates (e.g.
websites) promoting alternate modes of accessing the Preserve and Park;
Attachment 1
iii. New, planned, or enhanced bike, pedestrian, and equestrian facilities to
improve access;
iv. Bike-sharing and ridesharing opportunities;
v. Transit and/or shuttle opportunities;
vi. Fee- and reservation-based programs;
vii. Land use available for future parking options within a ½ mile radius of Rancho
San Antonio;
viii. Conceptual parking layout modifications for additional parking spaces;
ix. Time-limited parking (i.e. 4 or 6 hours) programs;
e. Consultant will prepare a report with recommendations on short-, mid-, long-term
strategies with order of magnitude cost information for managing/reducing parking
demand, and improving multimodal access. Recommendations will remain consistent
with the mission and goals of both Midpen and Santa Clara County Parks and Recreation
Department, and:
i. Balance public access/visitor experience with resource management/open
space protection;
ii. Remain consistent with or identify the need for amendments to the 1992
Rancho San Antonio County Park Master Plan.
iii. Identify key partners and their roles for implementation.
iv. Identify the major action items/milestones to implement each strategy.
v. Group each strategy by major category.
vi. Identify available grant funding resources to implement the strategies.
vii. Include recommendations for a strategic community outreach process to
support the ongoing implementation of this project.
###
Attachment 2
Rancho San Antonio Open Space Preserve – Multimodal Access Study
Short-, Medium-, and Long-term Actions
Category Short Term Actions Medium Term Actions Long Term Actions
Education Campaign
Host weekend events with Silicon
Valley Bicycle Coalition,
Cupertino Bike and Walk, and
other relevant community groups
to promote biking to the Preserve
Provide website information and
related links of existing bicycle
maps, routes, plans, and other
bicycle affiliate websites (i.e.
SVBC) to promote alternatives
ways to get to the Preserve
Provide onsite information about
other preserve locations and
alternative modes of
transportation
Conduct table sessions with
docents or volunteers to promote
awareness of multi-modal access
options and other preserves
Ridesharing
Designate a rideshare drop-
off/pick-up area (e.g. Uber, Lyft) Collaborate with ride-share
companies to offer a Credit Pilot
Program for preserve visitors
Establish a pinpoint with
rideshare companies for the drop-
off/pick-up area
Community Shuttle
Service
Partner with the City of Cupertino
on their community shuttle
service pilot project to add a stop
at the Preserve
Pilot a shuttle service from nearby
location(s) or a weekend service
shuttle
Establish service shuttles with
other cities (modeling City of
Cupertino’s community shuttle)
Attachment 2
Rancho San Antonio Open Space Preserve – Multimodal Access Study
Category Short Term Actions Medium Term Actions Long Term Actions
Information & Marketing
Improve access information in
maps, brochures and website to
highlight non-motorized access
For future surveys, collect data on
visitor travel distance & interest in
multi-modal options
Bicycle Enhancements Install additional secure bike
parking/racks
Partner with cities to establish new
bike-friendly routes to the Preserve
Trail Enhancements
Initiate discussions with
surrounding cities to identify gaps
in trail connections to nearby
open space
Continue discussions, and assist
with implementing solutions as
they are identified.
Continue working with
surrounding cities to build
connecting trails to nearby open
space.
Remain vigilant for trail easement opportunities to connect local neighborhoods
Wayfinding
Initiate discussions with City of
Los Altos to install/update city
signs that promote pedestrian and
bicycle access routes to the
Preserve, including the St. Joseph
Avenue entrance
Install signage at St. Joseph Avenue
entrance, under I-280
Update interior Preserve signs to
promote bicycle and pedestrian
entrances.
Improvements to Existing
Parking Lots
Conduct a desktop assessment of
the current parking lot and
identify opportunities for re-
striping with the intent to yield
additional parking within the
current layout.
If restriping the parking lots yield
additional parking spaces,
coordinate with County Parks to
add the restriping to their Paving
Management Program
Reconfigure parking lots if
additional parking spaces are
possible.
Parking Management
Implement a reservation system
Consider additional onsite or
offsite parking lot(s)
Consider timed parking program
Consider parking fee pilot
program
Attachment 2
Rancho San Antonio Open Space Preserve – Multimodal Access Study
Category Short Term Actions Medium Term Actions Long Term Actions
Improved Transportation
Options
Pending resumption of
construction activities on
SCVWD Permanente Creek
Flood Protection Project,
monitor construction of
pedestrian connection from
Preserve entrance to the Steve
Abbors Trail
Monitor and participate in
Caltrans District 4’s
Pedestrian Plan to promote
safe crossings under I-280 to
the Preserve
Monitor and provide feedback on Los Altos Hill’s construction of a pathway
along Mora Drive from Olive Tree Lane (per update of Master Path Map)
Collaborate with and offer input to Los Altos, Los Altos Hills, and Cupertino on
Cities' Pedestrian & Bicycle Plans, assist with implementation as appropriate
Collaborate with Cupertino on a trail staging area, spur trail, and pedestrian/bike
bridge over the UPRR tracks, Stevens Creek Trail Feasibility Study
Rev. 1/3/18
R-19-84
Meeting 19-17
June 26, 2019
AGENDA ITEM 11
AGENDA ITEM
Award of Contract for Forest Inventory and Management Planning, La Honda Creek Open Space
Preserve
GENERAL MANAGER’S RECOMMENDATION(S)
1. Authorize the General Manager to enter into contract with Sicular Environmental Consulting
and Natural Lands Management of Berkeley, California for $79,993.
2. Authorize a 15% contingency of $12,000 to be expended only if necessary to cover
unanticipated conditions or needs, for a total contract amount not-to-exceed $91,993.
SUMMARY
The Midpeninsula Regional Open Space District (District) owns approximately 30,000 acres of
forest and woodland habitat. The District’s Forest Management Policy directs staff to inventory
and assess District forests to document existing conditions, initiate long-term forest monitoring,
and make recommendations for forest management actions to achieve District preservation,
restoration, and fire resiliency goals. A 1,300 acre forested portion of the La Honda Creek Open
Space Preserve (Preserve) is the subject area for the District’s first forest assessment and
management plan. A map of the project area is included (Attachment 1). For the purpose of this
study, the project area is referred to as the La Honda Forest. The General Manager recommends
entering into a contract with Sicular Environmental Consulting and Natural Lands Management
(Sicular) to provide forest assessment and planning services for the La Honda Forest for a not-to-
exceed contract amount of $79,993 and authorizing a 15% contingency amount of $12,000.
There are sufficient funds in the proposed Fiscal Year (FY) 2019-20 budget to fund this scope of
services, excluding the contingency. If the use of the contingency is necessary, a budget
amendment will be proposed using savings from other projects or activities.
DISCUSSION
The District’s landholdings include a total of approximately 30,000 acres of forest and woodland
habitat. Much of this forest and woodland habitat was altered by historical land use practices,
including timber and fuelwood harvesting, agricultural uses, residential development, and fire
suppression activities. Active management within District forest habitat has typically been
limited to road and trail maintenance, invasive plant species management, and limited fuel
management projects primarily around structures and public roads.
The District’s Resource Management Policies (RMP) include Forest Management Policies with
the following goals: “to retain and promote biologically diverse, dynamic forest conditions;
R-19-84 Page 2
maintain and enhance high quality forest and aquatic habitat; encourage and enhance the
development of late-seral conifer forest; provide for visitor experiences within diverse forest
habitat; and promote regional fire management objectives”.
The Forest Management Policies were developed in 2007 and included two public study sessions
with the Board of Directors (Board) (R-07-76, R-07-78). The Board approved the final Forest
Management Policies as part of the RMP in 2011 (R-12-05). California Environmental Quality
Act (CEQA) review for the RMP (Mitigated Negative Declaration) was adopted by the Board at
the same meeting. RMP are followed during the Use and Management Plan and Master Plan
process for each preserve.
The La Honda Creek Open Space Preserve Master Plan (Master Plan), Mitigated Negative
Declaration, and Mitigation Monitoring Program were adopted by the Board in 2012 (R-12-83).
The Master Plan includes a Forest Management Element, which directs District forest
management efforts to begin with surveys to document existing conditions to inform potential
future management decisions. The Master Plan also identifies opportunities to manage redwood
forest habitats in the preserve to accelerate the development of late-seral conditions, with the
goal of protecting and restoring old, mature, forest habitat for wildlife, fire resiliency, and to
increase carbon uptake and storage. A portion of the Preserve within the study area is designated
in the Master Plan as a Conservation Management Unit (CMU) due to an intensive timber
harvest history. Many of the former dirt logging roads are in poor condition and will be
evaluated for restoration as a component of this work to reduce erosion and sediment delivery to
adjacent creeks. Forest management in the CMU area would not conflict with recreational
access since this area is closed to the public.
The 1,300 acre La Honda Forest will be the District’s first forest assessment and management
plan (La Honda Forest Plan). This location offers a variety of forest habitats and conditions,
watershed/ habitat restoration opportunities, and the potential to improve forest resilience to fire.
The La Honda Forest Plan will also benefit from the substantial resource and preserve data
gathered to support the 2012 Master Plan. The three main components of this project are: 1)
assess all forest types within the study area, 2) assess old logging roads in the CMU within the
project area, and 3) develop a suite of forest management recommendations for future Board
consideration.
Consultant Selection
A Request for Proposals & Qualifications (RFPQ) was issued on April 18, 2019 on the District’s
website, BidSync, and directly emailed to 22 forest management professionals, educational
institutions, and agencies. Staff received three proposals by the May 20, 2019 RFPQ deadline.
Based on a thorough evaluation, Sicular Environmental Consulting and Natural Lands
Management (Sicular) was deemed the most qualified, given their project team’s diverse field
knowledge, prior experience with other similar projects, and well designed and justified forest
assessment methodology. Sicular demonstrated a deep knowledge of the project’s background,
setting, deliverables and goals, and submitted a high quality proposal to perform the scope of
work at a fair and reasonable price. For these reasons, the General Manager recommends
entering into an agreement with Sicular to complete the La Honda Forest Assessment and
Management Planning Project.
R-19-84 Page 3
The Sicular project team consists of experts in the following fields: conservation planning,
geography, forestry, forest inventory statistics, academic restoration forestry, engineering
geology, hydrology, and geographic information systems.
Examples of relevant projects completed by Sicular include:
• San Vicente Redwoods Conservation Plan and San Vicente Redwoods Management Plan
for Sempervirens Fund, Peninsula Open Space Trust, Save the Redwoods League and the
Land Trust of Santa Cruz County.
• Sempervirens 236 Southern Conifer Flats Old Growth Restoration Project for
Sempervirens Fund
• Pescadero-Butano Watershed Assessment and Stewardship Plan for National Marine
Sanctuary Foundation
• Data Archiving and Climate Change Experiments at Coram Experimental Forest for the
USDA Rocky Mountain Research Station
• Lick Creek Demonstration-Research Forest: 25-Year Fire and Cutting Effects on
Vegetation and Fuels for USDI Joint Fire Science Program
• Garcia River Forest Monitoring Program for the Nature Conservancy
• Panoramic Hill Fire Hazard Mitigation for UC Berkeley.
• Santa Cruz Mountains Forest Carbon Feasibility Study for Sempervirens Fund
FISCAL IMPACT
The FY2019-20 budget includes $80,000 for the Restoration Forestry Demonstration Project
#VP15-002. There are sufficient funds in the project budget to cover the recommended action
and expenditures, excluding the 15% contingency. If the use of the contingency is necessary, a
budget amendment will be proposed using savings from other projects or activities.
Restoration Forestry Demonstration
Project
VP15-002
FY2019-20
Projected
FY2020-21
Projected
Estimated
Future
Years
TOTAL
VP15-002 Budget: $80,000 $200,000 $40,000 $320,000
Spent-to-Date
(as of 05/23/2019): $0 $0 $0 $0
Encumbrances: $0 $0 $0 $0
Sicular Award of Contract: ($79,993) $0 $0 ($79,993)
Budget Remaining (Proposed): $7 $200,000 $40,000 $240,007
The recommended action is not funded by Measure AA.
BOARD COMMITTEE REVIEW
The Forest Management Policies were developed in 2007 and included two public study sessions
with the Board (R-07-76, R-07-78), with final Board approval 2011 (R-12-05). The La Honda
Creek Open Space Preserve Master Plan (Master Plan) was adopted by the Board in 2012 (R-12-
83).
R-19-84 Page 4
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. Additional public notice was sent to
individuals on the La Honda interested parties list.
CEQA COMPLIANCE
This item is not a project subject to CEQA. The RMP, including the Forest Management Policy,
received review per CEQA as did the La Honda Creek Open Space Preserve Master Plan. This
project is consistent with assessment and management planning actions recommended in these
prior CEQA project reviews. Additional CEQA review for specific actions recommended in the
La Honda Forest Plan, if warranted, would be conducted prior to project implementation.
NEXT STEPS
Upon approval by the Board, the General Manager will enter into a contract agreement with
Sicular to complete the forest and road assessments, and to prepare the La Honda Forest Plan
(Q1, FY 2020). Upon completion of the draft La Honda Forest Plan, the consultant and staff will
present the draft Forest Plan, including opportunities and recommendations for management, to
the Board at a public study session (Q4, FY 2020). The draft plan will be revised based upon
comments by the Board, and public comments will be addressed. The final La Honda Forest
Plan will return to the Board at a regular public Board Meeting for final action (Q1, FY 2021).
Following approval, specific forest management projects will be identified and brought to the
Board during the budget preparation process in future years.
Attachment
1. Project area map
Responsible Department Head:
Kirk Lenington, Natural Resources Manager
Prepared by:
Matt Baldzikowski, Senior Resource Management Specialist, Natural Resources Department
Graphics prepared by:
Aaron Hébert, Water Resources Specialist
L
a
H
onda
C
r
ee k
La H o n d a C r e e k
L a ngl ey Creek
W o o d r u f f C r e e k
H a rrin gton Creek
W eeks C r e e k
P i ne Tree Gulch
L a w r e n c e C r e e k
S a n G r e g o ri o C r e e k
E
l
C
o
r
t
e
de M a dera
C r e e k
Mindego C r e e k
B o g e ss C reek
Dennis M a rtin Creek
W
histl
e
Cree k
Woodhams C r e e k
B
e
a
r
G u l c h R d
O
l
d
L
a
H
onda Rd
Allen
R
o
a
d
E s p i n osa
Rd
O
l
d
La Hon d a R d
ÄÆ84
ÄÆ84
ÄÆ84
ÄÆ84
ÄÆ35
L A H O N D A C R E E K O P E N
S P A C E P R E S E R V E
La Honda
M i d p en i n su la Re g i on a l
Op e n Sp a ce D i st r i c t
(M ROS D)
Jun e 2 0 1 9
L a H o nd a F o rest Pr oj ect L a Hond a C re e k Ope n Sp ac e Pr e se r v e
Path: G:\Projects\La_Honda_Creek\ForestManagementPlan\LHC_ForestManagementPlan_RFP_20180106_DOC_new.mxd
Created By: ahebert
0 10.5
Miles
While the D istrict s trive s to u se the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
ÄÆ84
ÄÆ82
ÄÆ84
ÄÆ35ÄÆ9ÄÆ236
ÄÆ35
ÄÆ17
ÄÆ1 ÄÆ280
ÄÆ280
ÄÆ92
ÄÆ1
ÄÆ280
ÄÆ85
Half
Moon
Bay
Redwood City
San Carlos
Belmont
East
Palo
Alto
Los Altos
Mountain View
Palo Alto
Cupertino
Saratoga
Los Gatos
Santa
Clara
Area of
Detail
I
Pres er ve Boundary
Project_Ar ea
Paved R oad
Unoaved Road
Trail
Grassland
Coastal Scrub
Chaparral
Hardw ood Fores t
Redwoo d and Douglas F ir
Riparian
Wetland
Degraded
Forest Conservation Manaugement Unit
DATE: June 26, 2019
MEMO TO: MROSD Board of Directors
THROUGH: Ana M. Ruiz, General Manager
FROM: Joshua Hugg, Governmental Affairs Specialist
SUBJECT: Legislative Actions Update to Board
_____________________________________________________________________________
BACKGROUND
Board Policy 1.11 titled “Positions on Ballot Measures and Legislative Advocacy,” Section 2.0b,
provides the General Manager the ability to take a position on pending legislation in time-
sensitive situations. More specifically:
b. When time is so short that neither the full Board nor LFPAC can be convened to consider
positions to support or oppose local, state or federal legislation, the General Manager is
authorized to take a position on behalf of the District if the legislation:
i. Is related to the District’s mission; AND
ii. Would directly impact the District’s business, such as project delivery,
operations, finances, legal authority, or other District responsibilities; AND
iii. The position being taken is consistent/inconsistent with existing District
policy, past action, or District Strategic Plan; OR
iv. The legislation carries other considerations that make it contrary to the
District’s interests.
In such instances, the General Manager or designee shall report to the Board any actions
taken to support or oppose the legislation at or before the next Board meeting.
DISCUSSION
On behalf of the District, the General Manager has taken the following time-sensitive action:
1. California State Budget Greenhouse Gas Reduction Fund (GGRF).
Action: In solidarity with other Bay Area land management organizations, the District
signed onto a joint letter expressing support for the State Senate’s GGRF programmatic
budget allocations to benefit natural and working lands. The letter also opposed the idea of
utilizing Proposition 68 (2018) funds in lieu of traditional budget allocations.
Consistency with Legislative Program:
• District Legislative Priority – Regional Conservation: The District supports legislation
that enhances and funds regional collaboration and coordination of conservation efforts.
• District Legislative Priority - Proposition 68 Implementation: The District supports efforts
to ensure that parks bond funds are allocated in a timely, equitable, and responsible manner, and
that resulting grant programs are designed appropriately to benefit the District.
• District Legislative Priority - Cap and Trade/Climate-Related Funding: The District
supports efforts to emphasize and increase the recognition for the use of natural and working land
for the purposes of carbon sequestration and subsequent allocations of Cap and Trade funding.
With the passage of SB 32 (Pavely, 2016) there is increased pressure to not only eliminate
sources of greenhouse gas generation, but also find ways to capture emissions as well. This
further promotes the recognition of the region's greenbelt as its "life support system."
2. Proposition 68 Implementation – State Coastal Conservancy, PRC 80120(c)
Action: In response to two Senate member budget requests to draw approximately $46
million from Prop 68 ($31 from CA State Coastal Conservancy and $15 from the Department
of Water), the District signed onto a letter expressing concern about this practice. It sets a
bad precedent for remaining Prop 68 funding allocations, draws from funding sources from
which the District relies, and erodes voter confidence in bond measures moving forward if
their choices are undermined by carve outs.
ATTACHMENTS
1. BALAG GGRF Sign-on Letter
2. Proposition 68 Implementation Sign-on Letter
June 3, 2019
California State Bay Area Caucus
State Capitol, Room 6026
Sacramento, California 95814
RE: GGRF Natural and Working Land Programs Investments – SUPPORT SENATE
VERSION
Dear Caucus Members:
The undersigned Bay Area land stewardship organizations recommend and
respectfully request your support for utilizing the Senate’s proposed Cap and Trade
Expenditure as the floor for all Conference negotiations regarding investments in
natural and working land programs from the Greenhouse Gas Reduction Fund. The
Senate Plan honors the 2030 Natural and Working Lands Climate Change
Implementation Plan which proposes “an increase in State-led conservation,
restoration, and management activities from two to five times above current levels,
to achieve a level of effort commensurate with that invested in other sectors of
California’s climate change portfolio.” This need was further elevated when the
Governor’s expenditure plan for the Cap and Trade Program, released May 9,
lacked funding for natural and working lands. Natural and working lands play an
important role in the sequestration of greenhouse gases, containment of sprawl to
reduce vehicle miles, and promote public health and community resilience.
Investment in their restoration and long-term care is critical to ensure these lands
ATTACHMENT 1
continue to provide these important services, and the Greenhouse Gas Reduction
Fund is an appropriate source for this investment.
The following proposed Senate investments are the highest priorities for BALAG
members:
Healthy Forests
●CalFire - Healthy & Resilient Forests - $165M
●Calfire - Prescribed Fire and Fuel Reduction - $35M
●Natural Resources Agency – Regional Forest Restoration Projects - $25M
Climate Smart Agriculture
●Department of Food and Agriculture - Healthy Soils - $30M
●Department of Food and Agriculture - State Water Efficiency and
Enhancement - $25M
Integrated Climate Action
●Strategic Growth Council – Transformative Climate Communities - $57M
Other
●Natural Resources Agency - Urban Greening - $25M
●Dept. of Fish and Wildlife - Wetlands Restoration - $35M
o Program: DFW - Wetlands Restoration for Greenhouse Gas Reduction
Grant Program
●Various - Coastal Resilience & Adaptation - $40M
o Important Program: SCC - Climate Ready Program
●WCB & Conservancies - Long-Term Resiliency Investments - $100M
o Important Program: WCB - Climate Adaptation & Resiliency Program
(including acquisition and conservation/restoration projects)
o Important Program: SCC - Climate Ready Program
Communities in the Bay Area are facing significant present and future climate
change impacts. Residents are experiencing increasing frequency and intensity of
natural disasters like wildfires and drought, the effects of sea-level rise, and ocean
acidification.
The 3.5 million acres of natural and working lands in the region provide a valuable
buffer to these climate change effects, and serve as the backyard, viewshed, and
source of locally grown food to nearly twenty percent of the state’s population. The
Bay Area’s intact floodplains slow and spread stormwater, reducing destructive
storm energy. The Bay Area’s wetlands naturally attenuate storm surge energy and
act as important carbon sinks. Bay Area parks and open spaces offer important
ecosystem services while protecting communities from extreme heat events.
ATTACHMENT 1
Redwood forests, oak woodlands, and grasslands capture significant atmospheric
carbon, provide clean air, store and filter drinking water, support a $2.4 billion
agriculture industry, reduce the impact of storm surge and rising sea levels, and
serve to complement regional efforts to promote greater density around
transportation nodes. Our natural and working lands are also essential for
recreation, tourism, and the overall health of our communities.
The ability of our natural and working lands to continue to perform these critical
services in light of climate change and an increasing population will require much
greater investment than current levels. Bay Area voters comprised 31% of the total
yes votes statewide for Proposition 68 and have voted time and again in support of
local park and open space funding measures, demonstrating that our communities
value and recognize the importance of natural and working lands. These same
voters want to see their local and regional funding matched by state funding that
shows the state values the Bay Area’s commitment to its environment, resources,
and planning for a changing climate.
In addition to supporting the Senate’s GGRF request this year, we support an
ongoing GGRF allocation for natural and working lands to support long-term
stewardship and climate resiliency efforts in the future. The state’s Cap-and-Trade
Auction Proceeds Third Investment Plan recommends providing funding certainty
for its programs over multiple years. In order to meet the GHG reduction goals of
the state’s Plan for natural and working lands, we need to match local and regional
funding sources with stable and reliable GGRF budget allocations on an annual
basis. As the Plan states, “To achieve the deep GHG reductions needed to avoid the
most catastrophic impacts of climate change, the State must boldly and
immediately increase its efforts to conserve, restore, and manage natural and
working lands.” This includes departing from the year-by-year budget negotiations
we are used to.
For these reasons, we strongly support the Senate’s proposed Cap and Trade
Expenditure as the floor for all Conference negotiations regarding investments
in natural and working land programs from the Greenhouse Gas Reduction Fund,
with zero dollars substituted for Proposition 68 funding, as well as future efforts
to secure multi-year sustained GGRF funding for natural and working lands. In
order to address our region’s complex climate adaptation requirements and serve
our communities, we require adequate, complementary funding sources. Prop 68
will help us address park equity and resource projects in the immediate term. A
ATTACHMENT 1
sustainable, dedicated allocation of GGRF funds to the Bay Area will ensure those
investments can be protected and enhanced into the future.
We appreciate your consideration and look forward to working with you to ensure
that the Bay Area can rely on long-term, durable climate investments for the safety
and well-being of our region.
Sincerely,
Robert E. Doyle
General Manager
East Bay Regional Park
District
Andrea Mackenzie
General Manager
Santa Clara Valley Open
Space Authority
David Koehler
Executive Director
Sonoma Land Trust
Ana M. Ruiz
General Manager
Midpeninsula Regional
Open Space District
Shelana deSilva
Dir. of Government
Affairs
Save the Redwoods
League
Andrea Mackenzie
General Manager
Santa Clara Valley Open
Space Authority
Walter T. Moore
President
Peninsula Open Space
Trust
Max Korten
Director
Marin County Parks
Laura Cohen
Western Region Director
Rails-to-Trails
Conservancy
ATTACHMENT 1
June 7, 2019
The Honorable Holly Mitchell, Chair
Conference Committee on the Budget
State Capitol, Room 5019
Sacramento, CA 95814
The Honorable Phil Ting, Vice Chair
Conference Committee on the Budget
State Capitol, Room 5019
Sacramento, CA 95814
Re: Proposition 68 Implementation – State Coastal Conservancy, PRC 80120(c)
Dear Senator Mitchell and Assemblymember Ting,
We, the undersigned organizations, write in regards to Issue 3: Proposition 68 Implementation, as
agendized for consideration by the Budget Conference Committee. Specifically, we offer our
recommendation related to the proposed State Coastal Conservancy (Conservancy) Public
Resources Code 80120(c) appropriations – that up to $30 Million be appropriated, but not carved
out, this fiscal year.
Proposition 68, as passed by voters on June 5th, 2018, includes the following provision (Public
Resources Code 80120(c)):
“The sum of eighty-five million dollars ($85,000,000) shall be available to the State Coastal
Conservancy for the protection of beaches, bays, wetlands, and coastal watershed resources
pursuant to Division 21 (commencing with Section 31000). This shall include the acquisition
of, or conservation easements on, land in or adjacent to the California coastal zone with open
space, recreational, biological, cultural, scenic, or agricultural values, or lands adjacent to
marine protected areas, including marine conservation areas, whose preservation will
contribute to the ecological quality of those marine protected areas. This shall also include the
protection of coastal agricultural resources pursuant to Section 31150 and projects to
complete the California Coastal Trail pursuant to Section 31408.”
ATTACHMENT 2
Further language requires that 25% of the total $85 Million be available to the San Francisco Bay
Area Conservancy Program, bringing the statewide total available for the purposes outlined above
down to $63.75 Million.
As heard during the Senate Budget Subcommittee 2 hearing on May 15th, Senators made two
legislative requests to appropriate and direct funds available to the State Coastal Conservancy
according to Public Resources Code 80120(c):
• Alameda Creek Restoration. $31.365 million Proposition 68 one-time ($15 million Prop. 68
PRC 80120(c) for the State Coastal Conservancy and $16.365 million PRC 80145(a)(2) for the
Department of Water Resources) for wetlands restoration to address sea level rise in the Bay
Area.
• Tijuana River Border Pollution Control Project. $15 million Proposition 68 PRC 80120(c) for
the State Coastal Conservancy for the Tijuana River Border Pollution Control Project to
address discharge of raw sewage and other waste through the Tijuana River Valley.
We supported Senate Bill 5 in the legislature and Proposition 68 on the ballot, specifically because
of this provision and the opportunity it creates to fund important projects throughout the coast,
and wholeheartedly support the appropriation of PRC 80120(c) dollars this fiscal year.
The language of Proposition 68, voted into effect by Californians, states that the funds “shall be
available to the State Coastal Conservancy” for a number project types, but does not specify any
specific projects. This demonstrates that voters intended for the State Coastal Conservancy to
determine to which projects, and at what funding level, projects should be funded through this
provision. We believe therefore, it is appropriate and necessary for the State Coastal Conservancy
to determine where and at what amount these dollars should be spent.
It is also difficult to visualize the areas of the state that will be left out if nearly 50% of the funds
available to the Conservancy are pre-determined and directed to only two projects.
Although we are sure that both the Alameda Creek Restoration Project and the Tijuana River
Border Pollution Control Project are incredibly important projects for their relative communities,
we suggest that it is more appropriate for the legislature to allocate up to $30 Million of PRC
80120(c) funds without specific carve-outs, after which project proponents can work with the State
Coastal Conservancy to receive their specific project funding.
Sincerely,
Annie Burke, Interim Executive Director
Bay Area Open Space Council
Ane Deister, Executive Director
California Council of Land Trusts
Curtis Knight, Executive Director
California Trout
Amy Lethbridge, Executive Director
Community Nature Connection
ATTACHMENT 2
Don Rocha, Director
County of Santa Clara, Department of Parks and Recreation
Robert E. Doyle, General Manager
East Bay Regional Park District
Stephen Slade, Executive Director
Land Trust of Santa Cruz County
Max Korten, Director and General Manager
Marin County Parks and Marin County Open Space District
Ana Maria Ruiz, General Manager
Midpeninsula Regional Open Space District
Walter Moore, President
Peninsula Open Space Trust
Laura R. Cohen, Western Region Director
Rails-to-Trails Conservancy
Andrea Mackenzie, General Manager
Santa Clara Valley Open Space Authority
Edward Sortwell Clement Jr., Executive Director
Save Mount Diablo
David Lewis, Executive Director
Save The Bay
Sam Hodder, President
Save the Redwoods League
Kerri Timmer, Vice President, Climate & Energy
Sierra Business Council
Bill Keene, General Manager
Sonoma County Agricultural Preservation and Open Space District
Dave Koehler, Executive Director
Sonoma Land Trust
Chet Work, Executive Director
The Land Trust for Santa Barbara County
ATTACHMENT 2