The URL can be used to link to this page

Home My Public Portal About20180523 - Agenda Packet - Board of Directors (BOD) - 18-21 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, May 23, 2018 Special Meeting starts at 5:30 PM* Regular Meeting starts at 7:00 PM* REVISED A G E N D A 5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CONFERENCE WITH LEGAL COUNSEL-ANTICIPATION OF LITIGATION Significant exposure to litigation pursuant to Government Code section 54956.9(d)(2): (1 case) 2. CONFERENCE WITH LABOR NEGOTIATORS (Government Code Section 54957.6) Agency designated representatives: Ana Ruiz, Acting General Manager, Brian Malone, Acting Assistant General Manager, Jack Hughes, Liebert Cassidy Whitmore Employee organization: Field Employees Association 3. PUBLIC EMPLOYEE APPOINTMENT (GOVERNMENT CODE SECTION 54957) Title: General Manager Recruitment ADJOURNMENT 7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ORAL COMMUNICATIONS The Board President will invite public comment on items not on the agenda. Each speaker will ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items not on the agenda. If you wish to address the Board, please complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance during this section. ADOPTION OF AGENDA Meeting 18-21 Rev. 1/3/18 SPECIAL ORDERS OF THE DAY • Introduction of staff O Brett Snider, Open Space Technician CONSENT CALENDAR All items on the Consent Calendar may be approved without discussion by one motion. Board members, the General Manager, and members of the public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar. 1. Approve May 9, 2018 Minutes 2. Claims Report 3. Contract Amendment with Moore, Iacofano, Goltzman (MIG), Inc., for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan (R-18-53) Staff Contact: Leslie Chan, Planner III, Planning Department Acting General Manager’s Recommendation: Authorize the Acting General Manager to execute a contract amendment for $220,000 with MIG for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan at La Honda Creek Open Space Preserve, for a total not-to- exceed contract amount of $680,000. 4. Board Response to Written Communications from Mike Liebhold Staff Contact: Coty Sifuentes-Winter, Senior Resource Management Specialist General Manager’s Recommendation: Approve the proposed response to Mike Liebhold. 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. 5. Proposed Fiscal Year 2018-19 Budget and Action Plan Initial Review and Public Hearing (R- 18-50) Staff Contact: Carmen Narayanan, Budget & Analysis Manager Acting General Manager’s Recommendation: Review and hold a Public Hearing on the Proposed Fiscal Year 2018-19 Budget and Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in preparation for adoption at the June 13, 2018 regular meeting of the Board of Directors. INFORMATIONAL MEMORANDUM • Grants Program Strategy INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or announcements concerning activities of District Directors and staff; opportunity to refer public or Board questions to staff for information; request staff to report to the Board on a matter at a future meeting; or direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to staff only. No final policy action will be taken by the Board. Committee Reports Rev. 1/3/18 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 May 18, 2018, 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 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 Wednesday, May 23, 2018 Special Meeting starts at 5:30 PM* Regular Meeting starts at 7:00 PM* A G E N D A 5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION ROLL CALL 1. CONFERENCE WITH LEGAL COUNSEL-ANTICIPATION OF LITIGATION Significant exposure to litigation pursuant to Government Code section 54956.9(d)(2): (1 case) 2. CONFERENCE WITH LABOR NEGOTIATORS (Government Code Section 54957.6) Agency designated representatives: Ana Ruiz, Acting General Manager, Brian Malone, Acting Assistant General Manager, Jack Hughes, Liebert Cassidy Whitmore Employee organization: Field Employees Association 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 SPECIAL ORDERS OF THE DAY • Introduction of staff O Brett Snider, Open Space Technician Meeting 18-21 Rev. 1/3/18 CONSENT CALENDAR All items on the Consent Calendar may be approved without discussion by one motion. Board members, the General Manager, and members of the public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar. 1. Approve May 9, 2018 Minutes 2. Claims Report 3. Contract Amendment with Moore, Iacofano, Goltzman (MIG), Inc., for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan (R-18-53) Staff Contact: Leslie Chan, Planner III, Planning Department Acting General Manager’s Recommendation: Authorize the Acting General Manager to execute a contract amendment for $220,000 with MIG for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan at La Honda Creek Open Space Preserve, for a total not-to- exceed contract amount of $680,000. 4. Board Response to Written Communications from Mike Liebhold Staff Contact: Coty Sifuentes-Winter, Senior Resource Management Specialist General Manager’s Recommendation: Approve the proposed response to Mike Liebhold. 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. 5. Proposed Fiscal Year 2018-19 Budget and Action Plan Initial Review and Public Hearing (R- 18-50) Staff Contact: Carmen Narayanan, Budget & Analysis Manager Acting General Manager’s Recommendation: Review and hold a Public Hearing on the Proposed Fiscal Year 2018-19 Budget and Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in preparation for adoption at the June 13, 2018 regular meeting of the Board of Directors. INFORMATIONAL MEMORANDUM • Grants Program Strategy INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or announcements concerning activities of District Directors and staff; opportunity to refer public or Board questions to staff for information; request staff to report to the Board on a matter at a future meeting; or direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to staff only. No final policy action will be taken by the Board. Committee Reports Staff Reports Director Reports ADJOURNMENT Rev. 1/3/18 *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 May 18, 2018, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. The agenda and any additional written materials are also available on the District’s web site at http://www.openspace.org. Jennifer Woodworth, MMC District Clerk May 9, 2018 Board Meeting 18-17 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Red Morton Community Center 1120 Roosevelt Ave. Redwood City, CA 94061 Wednesday, May 9, 2018 DRAFT MINUTES SPECIAL MEETING – STUDY SESSION Vice-President Harris called the special meeting of the Midpeninsula Regional Open Space District to order at 6:00 p.m. ROLL CALL Members Present: Nonette Hanko, Cecily Harris, Yoriko Kishimoto, Curt Riffle, and Pete Siemens Members Absent: Jed Cyr and Larry Hassett Staff Present: Acting General Manager Ana Ruiz, Acting General Counsel Hilary Stevenson, Acting Assistant General Manager Christine Butterfield, Acting Assistant General Manager Brian Malone, Chief Financial Officer/Director of Administrative Services Stefan Jaskulak, Acting Public Affairs Manager Cydney Bieber 1. Preserve Use Survey Project – Focus Group Update (R-18-44) Acting General Manager Ana Ruiz discussed the ability of the preserve user survey to help identify preserve visitors and those communities that are not visiting preserves. Acting Public Affairs Manager Cydney Bieber outlined the goals of the survey, the methodology used for recruiting and organizing the focus groups, and timeline during which they were conducted. Ms. Bieber introduced Patrick Tierney, Ph.D., who facilitated the focus group discussions. President Cyr arrived at 6:09 p.m. Dr. Tierney reviewed the questions asked and results from the seven focus groups, including themes and recommendations. Every participant in the focus groups were interested in visiting Meeting 18-17 Page 2 Midpen preserves in the future, and many showed interest in additional facility and trail developments at preserves. Dr. Tierney outlined various barriers to visiting and concerns identified by focus group participants, such as lack of information about preserves, lack of restrooms and transportation to preserves, inadequate parking, unknown trail conditions, etc. Focus group recommendations include additional outreach to communities through community groups and in native languages; additional restrooms; creation of a trail rating system expanded public and private transportation options; more family, kids, and women’s programs; address personal safety concerns. Dr. Tierney compared the results of the focus groups to the previously completed intercept surveys completed at District preserves. Director Riffle suggested additional resources could be used towards decreasing soft barriers, such as providing education and information, rather than the larger, more expensive barriers, such as transportation. Dr. Tierney suggested outreach and providing information to the communities could significantly increase preserve visitor use. Public comments opened at 7:00 p.m. No speakers present. Public comments closed at 7:00 p.m. No Board action required. ADJOURNMENT President Cyr adjourned the special meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 7:00 p.m. REGULAR MEETING President Cyr called the regular meeting of the Midpeninsula Regional Open Space District to order at 7:05 p.m. ROLL CALL Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Yoriko Kishimoto, Curt Riffle, and Pete Siemens Members Absent: Larry Hassett Staff Present: Acting General Manager Ana Ruiz, Acting General Counsel Hilary Stevenson, Chief Financial Officer/Director of Administrative Services Stefan Jaskulak, Acting Assistant General Manager Brian Malone, Acting Assistant General Manager Christine Butterfield, District Clerk/Assistant to the General Manager Jennifer Woodworth, Planning Manager Jane Mark, Planner III Leslie Chan, Natural Resources Manager Kirk Lenington, Senior Resource Management Specialist Coty Sifuentes- Meeting 18-17 Page 3 Winter, Engineering and Construction Manager Jay Lin, Visitor Services Manager Matt Anderson ORAL COMMUNICATIONS No speakers present. ADOPTION OF AGENDA Motion: Director Kishimoto moved, and Director Harris seconded the motion to adopt the agenda. VOTE: 6-0-0 (Director Hassett absent) SPECIAL ORDERS OF THE DAY • Introduction of staff o Leigh Ann Gessner, Public Affairs Specialist II CONSENT CALENDAR Public comment opened at 7:08 p.m. No speakers present. Public comment closed at 7:08 p.m. Motion: Director Riffle moved, and Director Kishimoto seconded the motion to approve the Consent Calendar, as amended. VOTE: 6-0-0 (Director Hassett absent) 1. Approve April 25, 2018 Minutes District Clerk Jennifer Woodworth reported the Board has been provided with amended minutes based on Directors Siemens’ request to add additional Board comments. VOTE: 6-0-0 (Director Hassett absent) 2. Claims Report 3. Fiscal Year 2017-18 Quarter 3 Budget Amendments (R-18-45) Acting General Manager’s Recommendation: Adopt a resolution approving the proposed FY2017-18 Quarter 3 Budget amendments and the transfer of General Fund Unassigned Fund Balance to four Committed and Restricted Reserves as follows: (1) $600,000 to an existing Committed Reserve for Equipment Replacement; (2) $1,000,000 to a new Committed Reserve for Capital Maintenance; (3) $300,000 to a new Committed Reserve for the Promissory Note; and (4) $250,000 to an existing Restricted Reserve to reimburse Measure AA costs of issuance. Meeting 18-17 Page 4 4. Contract Amendment with Ecological Concerns, Inc., for Invasive Species Management Work (R-18-48) Acting General Manager’s Recommendation: Authorize the Acting General Manager to amend a contract with Ecological Concerns, Inc., in the amount of $406,741.50, for a total not-to-exceed contract amount of $980,224.50, to conduct invasive species management work under the Integrated Pest Management Program at multiple Preserves through the end of Fiscal Year 2018- 19. Director Riffle inquired regarding grant funding for the contract. Senior Resource Management Specialist Coty Sifuentes-Winter reported Santa Clara Valley Water District awarded $200,000 grant funds per year up to $1 million over five years. 5. Roll call vote to authorize the District to enter into a Grant Agreement with the Santa Clara Valley Water District for the Webb Creek Bridge Replacement (R-18-38) Acting General Manager’s Recommendation: Adopt a resolution by roll call vote confirming an application for the Safe, Clean Water Priority D3 Grant Program, affirming that sufficient funds are available to complete this work, and authorizing the General Manager to execute the grant agreement with the Santa Clara Valley Water District to receive $149,500 for replacement of the Webb Creek Bridge. ROLL CALL VOTE: VOTE: 6-0-0 (Director Hassett absent) BOARD BUSINESS 6. Informational Presentation on the Red Barn Public Access Site Plan - Conceptual Design Alternative 3 (R-18-47) Acting Assistant General Manager Christine Butterfield provided introductory comments and outlined the project goals, including public access, amenities to facilitate environmental education, protection of scenic views, and balance of public access and grazing activities. Planner III Leslie Chan provided a brief history of the Red Barn area, including existing infrastructure and its role as a local landmark visible from Highway 84. Ms. Chan described the access constraints for the site and the project timeline. This is a Measure AA-funded project, which includes $11.7 million to open the upper half of the La Honda Open Space Preserve to public access, including biking/hiking trails, dog access, staging areas; loop & connector trails; habitat restoration for rare species; and improved fencing, corrals, and water systems to reintroduce conservation grazing. The Board approved the La Honda Master Plan in 2012, which included various priorities, such as use and maintenance of the Red Barn, parking, picnic areas, potential restoration of the adjacent former pond, etc. Ms. Chan described several site constraints, such as driveway line of sight, steep topography, protected species habitats, scenic corridor, etc. Director Riffle inquired regarding previous traffic studies completed for Highway 84 and how they compare to the public’s comments on Highway 84 traffic. Meeting 18-17 Page 5 Ms. Chan reported two traffic studies were previously completed and another is planned; however, traffic studies cannot always account for various illegal activities and driving along Highway 84. Director Siemens inquired if a turning lane is being considered for Highway 84. Ms. Chan reported that based on current traffic counts and study, the site does not warrant a turning lane according to Caltrans regulations. Staff will be engaging in further conversations with Caltrans to discuss a turning lane and other safety enhancement measures, such as flashing lights. Ms. Chan described the two design alternatives previously reviewed by the Planning and Natural Resources Committee (Committee) and La Honda community in May 2017 and summarized the feedback received from the Committee and members of the public. Ms. Chan introduced Mark Brandi from Moore, Iacofano, Goltsman, Inc. (MIG), the District’s consultants on this project. Mr. Brandi described a third design alternative and how it addresses feedback previously received, such as maintaining scenic views and the rural character of the site, driveway safety and traffic impacts, and increased parking capacity to reduce the potential for overflow parking along Highway 84. Mr. Brandi displayed visual interpretations of the proposed design alternatives and described potential options that may reduce the visual impact of the improvements, including colored asphalt, vegetative restoration, and traditional fencing to screen the access road. Mr. Brandi reviewed additional public feedback received and reported the project team continues to welcome feedback to help the team understand and address the impacts of the various design alternatives. Ms. Chan reported the current cost estimate for design alternative 3 is $5 million, which is within the public access allocation for the Measure AA portfolio for this project. Director Kishimoto commented on the visual impact of the access road suggesting a narrower gravel road. Ms. Chan reported the current design conforms to standard building code, but its width may be considered as part of further project analysis. Colored asphalt is recommended because cars driving on a gravel road would have a negative impact on the pallid bats that live in the Red Barn. Director Kishimoto requested clarification regarding the buffer around the Red Barn. Ms. Chan reported the District’s biologist recommends a 50-foot buffer around the Red Barn to prevent disturbance of the pallid bats. Director Kishimoto suggested an accessible parking area could be located at the Red Barn site, and other visitors could access the area from other locations in the preserve, such as from the Driscoll Event Center. Director Riffle inquired if agricultural stakeholders have been consulted. Meeting 18-17 Page 6 Ms. Chan reported staff consulted the District’s rangeland ecologist and current grazing tenant regarding the various alternatives. Director Riffle suggested that due to the potential popularity of the site, the District may want to consider implementation of both phases at the same time. Director Harris spoke in favor of design alternative 3 and spoke to the likely popularity of the site. Director Harris inquired regarding San Mateo County permitting requirements for the driveway. Ms. Chan reported District staff consulted with San Mateo County planning staff to discuss preliminary designs, and further consultations will continue after designs are complete. Public comments opened at 8:13 p.m. Patty Ma yall resident of Old La Honda Road spoke regarding fatal car accidents on Highway 84 and individuals who illegally race along Highway 84. Ms. Mayhall requested the Board consider gathering traffic information from the La Honda School District, La Honda Fire Department, and Skylonda California Highway Patrol station. Kathleen Moazed spoke in opposition to the project site, and stated parking should be limited to 20 spaces. Also, no parking signs should be installed along Highway 84. Barbara Hooper spoke in opposition to the project stating it was not in character with the District’s mission because it would not maintain the rural character of the site and would turn the area into a tourist site. Ms. Hooper reported on a traffic study she conducted on Highway 84 during an hour on a weekend day. Bob Dooley, neighbor to the Red Barn site, thanked staff for providing documents related to the historic nature of the site. Mr. Dooley spoke in favor of restoring a former pond on the site and its value to the habitat and historic value of the ranch. Steven Lafon spoke in opposition to the proposed project plan due because it does not take into account the rural nature of the site and potential traffic increases. Lynette Vega, resident of La Honda, spoke in opposition to the project plan stating it would interfere the rural character of the area. Additionally, the driving patterns of the road would create unsafe conditions, especially on the weekends. Carol Bridgeman spoke regarding the lack of equestrian parking on the site stating that parking at Driscoll Ranch is not always possible for equestrian visitors due its distance from the Red Barn. Ms. Bridgeman suggested the Board reconsider creating equestrian parking at the Sears Ranch Road parking lot. Garrett Morris spoke regarding vehicle accidents along Highway 84 and stated the District should work with local emergency services to address traffic concerns. Meeting 18-17 Page 7 Ken Nitz inquired whether a parking lot was considered further south. Additionally, Mr. Nitz suggested the public may want to get closer than 50 feet to Red Barn and recommended implementation of Phase II immediately to address parking needs. Lou Bording spoke regarding the potential parking needs for the Red Barn site. Mr. Bording spoke regarding his traffic safety concerns and overflow parking along Highway 84. Mr. Bording suggested the parking lot be located at Driscoll Ranch instead. Public comments closed at 8:34 p.m. No Board action required. The Board recessed at 8:35 and reconvened at 8:40 with Directors Cyr, Hanko, Harris, and Kishimoto present. 5. Contract Amendment for Design Services with Mills Design (R-18-41) Acting General Manager Ana Ruiz spoke regarding the high value of the District’s volunteers and docents that make District programs successful. Purposes for studying the volunteer and docent programs include encouraging new communities to participate in the programs, including youth and ethnic communities. Ms. Ruiz described follow-up meetings by staff with District volunteers and docents to receive additional feedback on the study. Directors Riffle and Siemens returned at 8:42 p.m. Management Analyst II Gordon Baillie described the projects goals, which include reviewing the program structures, exploring additional services the programs could provide, studying current staffing levels, data gathering methods, and evaluating the services currently provided. Mr. Baillie identified key themes found in the study, such as creation and enhancement of key messages, methods to monitor program success, and improved communications between the Visitor Services and Public Affairs departments. Director Harris inquired regarding the recommendation for an interpretive master plan asking whether individual preserve master plans are needed. Rici Peterson of Conservation by Design explained the majority of the work is completed as part of the master plan, and individual preserve plans are often only a few pages based on specific regions. Director Harris commented on the need to define underserved communities because varying definitions are being used throughout the District. Ms. Peterson reported that in the Volunteer and Docent study underserved communities refer to those communities that do not engage with the District or its preserves. Director Kishimoto commented on future policy decisions the Board may need to consider, such as the role of District rangers in the volunteer and docent programs. Meeting 18-17 Page 8 Ms. Ruiz reported staff will be further studying these and other policy implications, which would be implemented gradually as part of future strategic plan and budget updates. Director Kishimoto spoke regarding the need for the District and the Board to evaluate policy decisions, such as diversity in hiring, bilingual outreach materials, interpretive master plans that incorporate diversity into a conservation message. Public comments opened at 9:05 p.m. Mary Bernstein, District docent and volunteer, thanked District staff, Board, and the consultant for taking docent and volunteer feedback and incorporating it into the study. Ken Nitz expressed concern regarding creation of interpretive master plan speaking in favor of continuing creativity for docent activities. Public comments closed at 9:08 p.m. President Cyr spoke in favor of augmenting District staff with the skills provided by District docents and volunteers. Motion: Director Hanko moved, and Director Riffle seconded the motion to accept the Final Report for the Docent and Volunteer Program Structure Study. VOTE: 6-0-0 (Director Hassett absent) 8. Motion for Reconsideration of the Board of Directors’ April 25, 2018 action regarding the Project Goals, Project Delivery Process, and Timeline for the Mount Umunhum Radar Tower Long-Term Repair Project (R-18-49) President Cyr spoke regarding the motion for reconsideration stating his desire to learn more about the staff safety procedures. Director Harris commented on her previous vote regarding the goals, timeline, and costs of the projects and stated her support for the project goals. Director Harris expressed concerns regarding the other aspects of the recommendation presented to the Board. Director Siemens stated his concerns regarding the project stating his support for exterior remediation but not for interior repairs. Director Siemens suggested the Board might want to only consider and vote on the project goals. Director Kishimoto suggested the Board should learn more about mothballing of buildings so it may better understand the project. Ms. Ruiz reported the original assessment of the radar tower only examined the need for short- term repairs. Additional information is needed to determine what long-term repairs are needed to exclude wildlife, continued deterioration, and whether staff will need to enter the building. Public comments opened at 9:25 p.m. Meeting 18-17 Page 9 No speakers present. Public comments closed at 9:25 p.m. Motion: Director Cyr moved, and Director Riffle seconded the motion to reconsider the Board of Directors’ April 25, 2018 vote to take no action regarding the project goals, project delivery process, and timeline for the Mount Umunhum Radar Tower Long Term Repair Project. If the Board votes to reconsider the item, it would be placed on an agenda for the June 13, 2018 meeting. VOTE: 3-3-0 (Directors Harris, Kishimoto, and Siemens dissented; Director Hassett absent) Motion fails. Director Kishimoto suggested one option for the radar tower might be to allow water to enter the building but create a drainage system to allow it to also flow out. Ms. Ruiz reported a second assessment can examine this option. INFORMATIONAL REPORTS A. Committee Reports Director Riffle reported the Action Plan and Budget Committee met on May 1, 2018 to review the proposed FY2018-19 Budget and Capital Improvement and Action Plan. B. Staff Reports Ms. Ruiz reported on her recent meeting with Santa Clara Valley Open Space Authority General Manager Andrea Mackenzie to discuss agency priorities and potential coordination projects. C. Director Reports The Board members submitted their compensatory reports. Director Harris reported she will be attending the Bay Area Open Space Council meeting on May 10, 2018. Additionally, she commented on the 50th anniversary and grand opening of a new entrance to Castle Rock State Park on September 29, 2018. Director Riffle reported he met with the District’s newest Volunteer Trail Patrol class. President Cyr reported Director Kishimoto will be attending a meeting on May 10, 2018 to represent the District in selecting a special district representative to serve on the new Santa Clara County Countywide Redevelopment Agency Oversight Board. Meeting 18-17 Page 10 ADJOURNMENT President Cyr adjourned the regular meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 9:34 p.m. ________________________________ Jennifer Woodworth, MMC District Clerk page 1 of 4 CLAIMS REPORT MEETING 18-21 DATE 05-23-18 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Payment Type Notes Vendor No. and Name Invoice Description Check Date Payment Amount 77990 Check 11941 - PARC ENVIRONMENTAL Mt. Um Radar Tower Remediation 05/16/2018 172,467.75 77970 Check 11369 - BANK OF THE WEST COMMERCIAL CARD USA $1,398.25 Calculator, 3-hole Punch, Stamp Machine, Pens, Tea 05/16/2018 74,351.79 Check $26.00 Parking Fee 05/16/2018 Check $(225.75) Refund of Training Registration Fee 05/16/2018 Check $87.00 EMT Certificate Renewal- Santa Clara County 05/16/2018 Check $3,945.51 Lodging for Trail Conference, Fleldstone Boulders, Chairs 05/16/2018 Check $225.02 Poster Frame & Open Space Conference Fee 05/16/2018 Check $651.98 Offsite Interviews, FEA Meeting Snacks 05/16/2018 Check $10,893.14 Fuel for District Vehicles (7,905.36), Office Furniture - File Cabinet with Drawers (4), Fastrak Replenish, Truck Slide for P119, Seat Covers for Ranger Vehicle 05/16/2018 Check $111.66 Chains 05/16/2018 Check $1,039.78 Fuel Purchase for Small Equipment (54 gallons), Notebook, Subscription 05/16/2018 Check $570.45 Shipping, Parking, Webinar Fees, Facebook Ads, MailChimp Monthly Fee 05/16/2018 Check $1,878.07 AEP Conference, CEQA NOE Fee, Notebooks, Mt. Um Trailer Rental 05/16/2018 Check $986.00 Environmental Health Review Fee for Vault Toilet at Alma 05/16/2018 Check ($50) Bay Area Open Space Conference Refund 05/16/2018 Check $932.87 Field Supplies - Log Splitter + Tray Kit, Fledstone Boulders 05/16/2018 Check $(387.62) NW Conference Refund, Hotel (1,200.00), Hotel (342.20), Binding Supplies, Laminating Machine, Tea, Coffee 05/16/2018 Check $6,134.60 Rodent Control at Mora (2,820.00), New Hot Water Heater (2,317.00) - Hawthorn, Reglaze Masterbath Tub at Ecdm #D (997.00)05/16/2018 Check $174.42 Field Supplies - Lumber (Pulgas Bridge), Ratchet, Duster 05/16/2018 Check $300.00 BAOSC Conference Fees 05/16/2018 Check $56.11 SFO Restroom Repair Parts 05/16/2018 Check $226.19 Gate Tube - 16 Ft. (PCR)05/16/2018 Check $315.88 Annual Back Flow Inspection (WH), ATV Helmet 05/16/2018 Check $617.49 Fire Equipment, Brackets, Binoculars, Cow Tags 05/16/2018 Check $2,468.40 Docent Training and Nature Center Supplies - Binders, Index Maker, Snacks, Naturalist Handbooks (30), Fiberglass Tape, Fabric Tape 05/16/2018 Check $120.30 Volunteer Supplies 05/16/2018 Check $(1,539.42) Special Parks District Forum Travel + Conference Fee, Refund for Water Bottle Printing Error ($2,557.00)05/16/2018 Check $319.50 Training Webinar, City News Job Advertisement 05/16/2018 Check $1,361.24 Recall Service (M222), Road Flares, Tire Inflator 05/16/2018 Check $628.48 Rental Car Expense for Trail Conference 05/16/2018 Check $926.16 Field Supplies - Ratchet, Blade, Holesaw, Rebar, Ladder 05/16/2018 Check ($703.67) Refund of Water Heater 05/16/2018 Check $1,958.84 Board Tour Lunch (4/2), SERCAL Conference Lodging & Travel Fees, CEQA NOE Filing Fee 05/16/2018 Check $7.00 Formplus Core Subscription 05/16/2018 Check $35.96 Parking Fee & Recurring Online Newspaper Subscription 05/16/2018 Check $672.00 Brokers License, Bay Area Air Mgmt Notice - Demo Twin Creeks 05/16/2018 Check $225.00 City Clerk Membership Dues 05/16/2018 Check $128.61 Equipment Coolant 05/16/2018 Check $1,043.81 Fire Symposium Training Expenses, Drill Bit, Screwdriver Kit 05/16/2018 Check $1,243.40 Docent Program Training - Supplies, Books & Snacks 05/16/2018 Check $117.86 Kitchen Supplies 05/16/2018 Check $12,089.16 SFO Storage Container (11,940.75) & Safety Glasses 05/16/2018 Check $2,177.00 CALPELRA Conference Registration Fee & Tyler Conference Hotel 05/16/2018 Check $4.00 Community Outreach Event Parking Fee 05/16/2018 Check $335.23 Uniform, Saw, Lumber 05/16/2018 Check $266.11 UC Ag Natural Resources Workshop Fees & Fire Symposium Registration Fee 05/16/2018 Check $635.12 Field Supplies - Plywood, Ratchet Tie Down, ABS Pipe 05/16/2018 Check $2.25 Parking Fee for Meeting with SMC Planner 05/16/2018 Check $4,759.61 Tyler Connect Conference Registration, Hotel & Travel (1) & GFOA Budget Trainings (3) + Travel 05/16/2018 Check $542.55 Name Badges, Shipping, Online Subscription, BAOSC Conference 05/16/2018 Check $342.61 Field Supplies - Pipe wrap, Fire Tanks & Pea Gravel 05/16/2018 Check $105.76 Snacks & Drinks for Volunteer Projects 05/16/2018 Check $25.00 Water Diversion Training Registration Fee 05/16/2018 Check $1,490.37 Haz Mat Shed, Snacks for Staff Meeting 05/16/2018 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 4 CLAIMS REPORT MEETING 18-21 DATE 05-23-18 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Payment Type Notes Vendor No. and Name Invoice Description Check Date 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 Check $872.10 Field Supplies - Wire Crimper, Clamps, Battery M221 05/16/2018 Check $561.48 Hole Digger, Hammer Set, Battery, Lumber 05/16/2018 Check $55.65 Supplies for Solar Charger Installation 05/16/2018 Check $442.32 Lodging for Trails Conference 05/16/2018 Check $627.17 Water Tank Parts for La Honda Event Center 05/16/2018 Check $656.40 Leadership Academy Training Expenses, Ergonomics Items 05/16/2018 Check $35.29 Field Supplies 05/16/2018 Check $621.38 Business Meal + Redwood City Chamber of Commerce Seminar Hotel Expenses 05/16/2018 Check $90.00 Symposium Registration Dues 05/16/2018 Check $1,676.84 Cleaning Supplies, ECDM Bath Repair, AO HVAC Actuators 05/16/2018 Check $95.45 Ergonomic Keyboard 05/16/2018 Check $1,916.45 FFO Internet and Laptop Storage Cabinet ($1,766.45)05/16/2018 Check $75.67 Field Supplies - Joint Pliers 05/16/2018 Check $2,198.72 Recruiting Expenses, SRE Deposit, CALPERLA Conference Registration 05/16/2018 Check $534.21 Field Supplies - Storage Case, Deck Screws, Hose, Broom 05/16/2018 Check $45.40 Volunteer Snacks & Chips 05/16/2018 Check $21.73 Office Supplies - Folders 05/16/2018 Check $200.00 BAOSC Registration Fee for Real Property Planner III 05/16/2018 Check $1,850.40 Board Meeting Meals, Municipal Clerk Conference Expense 05/16/2018 Check $41.03 Refreshments for Department Meeting with New Manager 05/16/2018 Check $38.81 Field Supplies - Paint 05/16/2018 77950 Check 11523 - PGA DESIGN, INC.Alma Implementation Services thru March 31, 2018 05/09/2018 37,505.38 77966 Check 11382 - WINNER CHEVROLET Purchase 2018 Chevy Colorado - M224 05/09/2018 31,460.95 77956 Check 11815 - SAN FRANCISCO STATE UNIVERSITY Reimbursement for the MROSD Preserve Use Survey 05/09/2018 25,988.00 77982 Check 10642 - HMS INC Mt. Um Radar Tower Exterior Analysis 05/16/2018 19,800.00 77989 Check 11617 - MIG, INC.ADA Evaluation and Plan Services March 2018 05/16/2018 18,923.06 77927 Check 10141 - BIG CREEK LUMBER CO INC Lumber - CM OljonTrail Bridges 05/09/2018 16,830.30 77964 Check 11944 - VAN DERMYDEN MADDUX LAW CORPORATION Investigative Services 1/18/18 - 3/21/18 05/09/2018 16,373.93 77920 Check 11772 - AHERN RENTALS, INC.Equipment Rental - Excavator, Dozer, Mid-Size Excavator for CM OljonTrail (3/30 - 4/27)05/09/2018 13,237.62 77925 Check 11148 - BALANCE HYDROLOGICS, INC.ECDM Sediment Control Monitoring 05/09/2018 10,419.55 77980 Check 11593 - H.T. HARVEY & ASSOCIATES Alma College Bat Relocation & Habitat Replacement 05/16/2018 8,624.10 77978 Check 11359 - GARAVAGLIA ARCHITECTURE INC.Architecture Services for Twin Creeks 03/01/18 - 04/06/18 05/16/2018 8,370.32 77965 Check 11665 - WATERWAYS CONSULTING Trail Inventory Construction Document Preparation + Final Design & Construction Support - BCR 05/09/2018 7,020.00 77953 Check 11929 - RALPH ANDERSEN & ASSOCIATES Project Kick-Off & Finalization for General Counsel Recruitment 05/09/2018 6,988.00 77961 Check 11724 - THE DRIVING COMPANY, INC.4WD Training - 18 Students 05/09/2018 6,048.00 77974 Check 11936 - CODE 3, INC.Lightbars and Controllers for P115, P118, and P119 05/16/2018 5,475.00 77926 Check 10827 - BAY AREA OPEN SPACE COUNCIL 2018 Sponsorship of the Annual BAOSC Conference 05/09/2018 5,000.00 77977 Check 11937 - EXARO TECHNOLOGIES CORPORATION Potholing Project on Ravenswood Bay Trail 05/16/2018 4,999.00 78000 Check *11118 - WEX BANK Fuel for District Vehicles 05/16/2018 4,394.77 77929 Check 10014 - CCOI GATE & FENCE Retrofit 6 Mt Umunhum Gates (SA)05/09/2018 4,280.00 77941 Check 10452 - IFLAND SURVEY Survey Services - Morales/Wagner Road 05/09/2018 4,217.50 77971 Check 11161 - CARNEGHI-NAKASAKO AND ASSOCIATES Appraisal Service Fee for Reynolds Road 05/16/2018 4,000.00 77996 Check 10152 - TADCO SUPPLY Janitorial Supplies (RSA/CP)05/16/2018 3,956.00 77960 Check 10302 - STEVENS CREEK QUARRY INC Rock for Roadwork (FOOSP) + Drain Rock (BCR)05/09/2018 3,950.86 77936 Check 10509 - GEOCON CONSULTANTS INC Phase II Assessment of Abandoned Oil Tank Facilities 05/09/2018 3,726.25 77945 Check 10461 - NORTHGATE ENVIRONMENTAL MGMT Professional Services 2/24/18 - 3/30/18 Twin Creeks 05/09/2018 3,250.00 77937 Check 11492 - HAWK DESIGN & CONSULTING Architectural Drawings for Repairs on District Rental 05/09/2018 3,125.00 77935 Check 11748 - ENVIRONMENTAL AND ENERGY CONSULTING Consulting and Lobbying - April 2018 05/09/2018 2,916.67 77932 Check 10022 - CONCERN EAP Quarterly Rate 4/1/18 - 6/30/18 05/09/2018 2,467.50 77934 Check 10546 - ECOLOGICAL CONCERNS INC Mapping Acacia (shrub/tree) at Purisima Creek Redwoods 05/09/2018 2,400.00 77924 Check 11799 - AZTEC LEASING, INC.Copier Lease 4/1/18 - 5/1/18 05/09/2018 2,326.06 77958 Check 11076 - SAN MATEO COUNTY FIRE SAFE Partition Road/Hawthorn/Cunha/Quam - CDC Crew Brushing 05/09/2018 2,250.00 77947 Check 10665 - PAVEMENT ENGINEERING INC Mt. Um Road Work As-Builts 7/1/17 - 2/28/18 05/09/2018 2,100.00 77992 Check 10580 - SHARP BUSINESS SYSTEMS Sharp Copiers - Printing Costs 05/16/2018 2,017.62 77923 Check *10128 - AMERICAN TOWER CORPORATION Repeater Site Lease - Coyote Peak 05/09/2018 1,876.00 77951 Check 11282 - PROELIA DEFENSE AND ARREST TACTICS, LLC Defensive Tactics Training 05/09/2018 1,749.96 77988 Check 11616 - MAUREEN KANE & ASSOCIATES Technical Training for Clerks - Series 400 05/16/2018 1,550.00 page 3 of 4 CLAIMS REPORT MEETING 18-21 DATE 05-23-18 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Payment Type Notes Vendor No. and Name Invoice Description Check Date 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 77993 Check 10447 - SIMMS PLUMBING & WATER EQUIPMENT Quarterly Chlorination at Lobitos Creek Rental + Replace Electric Hot Water Heater 05/16/2018 1,458.25 77981 Check 10222 - HERC RENTALS, INC.Dump Truck Rental (BCR)05/16/2018 1,414.79 77938 Check 10280 - HEATHER HEIGHTS ROAD ASSOCIATION 2018-2019 Annual Dues 05/09/2018 1,200.00 77975 Check *10445 - COMMUNICATION & CONTROL INC Repeater Site Lease 05/16/2018 1,172.00 77959 Check 11429 - SAN MATEO COUNTY PARKS DEPARTMENT Magnetic Sign Board Printing 05/09/2018 1,163.52 77949 Check *10180 - PG & E Electricity & Gas - 6 Locations 05/09/2018 1,078.85 77940 Check 10642 - HMS INC Purisima Creek Redwoods Bridge 1 05/09/2018 1,000.00 77987 Check 11746 - MARKEN MECHANICAL SERVICES, INC.SFO HVAC Preventive Maintenance 05/16/2018 990.00 77952 Check 10261 - PROTECTION ONE Fire Monitoring System Addition (FFO)05/09/2018 850.00 77967 Check 10001 - AARON'S SEPTIC TANK SERVICE WH Upper & Skyline Lot Restroom Vault Pump Out 05/16/2018 850.00 77995 Check 10143 - SUMMIT UNIFORMS Uniform items - M. Anderson 05/16/2018 844.51 77921 Check 11170 - ALEXANDER ATKINS DESIGN, INC.Design services - Ad for Bay Area Open Space Council + Magnet for Bear Creek Redwoods Groundbreaking 05/09/2018 780.00 77957 Check *10136 - SAN JOSE WATER COMPANY Water Service (RSACP)05/09/2018 715.74 77983 Check 11106 - INTELLI-TECH Preventative Maintenance 10/1/17-9/30/18 05/16/2018 643.00 77985 Check 10313 - JOHN SHELTON INC Culvert Supplies - Lumber (FOOSP)05/16/2018 575.65 77994 Check 10302 - STEVENS CREEK QUARRY INC Rock (FOOSP)05/16/2018 574.68 77931 Check 11530 - COASTSIDE.NET Skyline Internet 5/1/18-5/31/18 05/09/2018 555.00 77997 Check 10775 - TYLER TECHNOLOGIES INC Training Services 4/2/18 05/16/2018 500.00 77998 Check 11037 - US HEALTHWORKS MEDICAL GROUP PC Medical Services-HR 05/16/2018 458.00 77922 Check 11814 - AMERICAN PORTABLES BCR Groundbreaking ADA Portable Toilet and Sink Rental 05/09/2018 453.60 77933 Check 10032 - DEL REY BUILDING MAINTENANCE House Cleaning - Big Dipper + Janitorial Supplies (A03)05/09/2018 450.00 77968 Check 11170 - ALEXANDER ATKINS DESIGN, INC.Ad for BAOSC Sponsorship Booklet 05/16/2018 370.00 77930 Check 10168 - CINTAS Shop Towel Service (FFO & SFO)05/09/2018 352.66 77943 Check 10189 - LIFE ASSIST First Aid Supplies - Splint, Tourniquet, Respirator Masks, Blanket, Trauma Dressing, Antimicrobial Towelette (FFO)05/09/2018 333.08 60 EFT 11729 - KHARE, RUTUJA New World Conference in Boston 4/22/18-4/25/18 05/09/2018 327.90 77973 Check 10613 - COASTAL TRAIL RUNS Return of Deposit for Permit # 15883 05/16/2018 300.00 61 EFT 11559 - SIFUENTES-WINTER, JONATHAN Mileage Reimbursement 05/09/2018 298.66 77942 Check 11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY Batteries for Handheld Radios 05/09/2018 271.41 77986 Check 10189 - LIFE ASSIST First Aid Supplies - Splint, Tourniquet, Respirator Masks, Blanket, Trauma Dressing, Antimicrobial Towelette (SFO)05/16/2018 263.59 77969 Check 10815 - AMERICAN RED CROSS CPR Training 05/16/2018 261.00 77955 Check *11526 - REPUBLIC SERVICES Monthly Garbage Services - April 2018 05/09/2018 249.37 63 EFT 11605 - JASKULAK, STEFAN GFOA Conference per diem Reimbursement 05/16/2018 235.00 77944 Check 11154 - LOS ALTOS POLICE FALSE ALARM REDUCTION PROGRAM False Alarm Fee 10/4/2017 05/09/2018 215.00 77963 Check 10403 - UNITED SITE SERVICES INC LH Parking Lot Portable Restroom 05/09/2018 212.75 58 EFT 11494 - FURNISS, CHRIS Tuition Reimbursement for International Trauma Life Support 05/09/2018 205.00 77999 Check *10527 - WASTE MANAGEMENT Debris Disposal (BCR)05/16/2018 203.94 77962 Check 10146 - TIRES ON THE GO M33 - New Tires 05/09/2018 203.10 77976 Check 10524 - ERGO WORKS Ergo Equipment - Stackable Riser, Mouse, Mat 05/16/2018 202.12 77972 Check 10352 - CMK AUTOMOTIVE INC Remove Front Winch Assembly (P84)05/16/2018 200.00 57 EFT 10277 - BAILLIE, GORDON Per Diem - Special District's Forum 05/09/2018 175.50 62 EFT 11947 - ANDERSON, MATTHEW Reimbursement for Uniform Boots 05/16/2018 163.86 77984 Check 11041 - INTERSTATE ALL BATTERY CENTER - SILICON VALLEY New Battery (T-22)05/16/2018 139.78 77948 Check 10253 - PETERSON TRACTOR CO Mini Excavator Starter Switch (T29)05/09/2018 133.25 77928 Check 10011 - BILL'S TOWING SERVICE A99 - Tow For Repair 05/09/2018 125.00 77954 Check 10934 - REGIONAL WATER QUALITY CONTROL BOARD Permit Fee for Webb Creek Bridge (BCR)05/09/2018 120.00 59 EFT 11945 - GUGGEMOS, LEIGH Mileage Reimbursement 1/26/18 - 4/30/18 05/09/2018 93.96 77946 Check 10481 - PACIFIC TELEMANAGEMENT SERVICE MB Campsite Pay Phone 05/09/2018 78.00 77991 Check *10134 - RAYNE OF SAN JOSE Water Service (FOOSP)05/16/2018 56.50 77979 Check 10187 - GARDENLAND POWER EQUIPMENT Chainsaw Sharpening (BCR)05/16/2018 40.00 77939 Check 11475 - HEBERT, AARON,Water Diversion Training Conference Expenses Reimbursement 05/09/2018 32.91 Grand Total 570,027.87$ *Annual Claims **Hawthorn Expenses CCIWS = Central California Invasive Weed Symposium MISAC = Municipal Information Systems Association of California page 4 of 4 CLAIMS REPORT MEETING 18-21 DATE 05-23-18 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check Number Payment Type Notes Vendor No. and Name Invoice Description Check Date 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 BCR = Bear Creek Redwoods LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA(U) = Sierra Azul (Mt Um) WH = Windy Hill ECM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO2, 3, 4 = Administrative Office lease space ES = El Sereno MR = Miramontes Ridge RV = Ravenswood SCS = Stevens Creek Shoreline Nature FFO = Foothills Field Office FH = Foothills MB = Monte Bello RR = Russian Ridge TH = Teague Hill SFO = Skyline Field Office FO = Fremont Older PIC= Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost RR/MIN = Russian Ridge - Mindego Hill PR = Pulgas Ridge DHF = Dear Hollow Farm OSP = Open Space Preserve P## or M## = Patrol or Maintenance Vehicle R-18-53 Meeting 18-21 May 23, 2018 AGENDA ITEM 3 AGENDA ITEM Contract Amendment with Moore, Iacofano, Goltzman (MIG), Inc., for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan ACTING GENERAL MANAGER’S RECOMMENDATION Authorize the Acting General Manager to execute a contract amendment for $220,000 with MIG for Supplemental Environmental Review Services for the Red Barn Public Access Site Plan at La Honda Creek Open Space Preserve, for a total not-to-exceed contract amount of $680,000. SUMMARY In August 2016, the Board of Directors (Board) authorized the General Manager to enter into a multi-year professional services contract with MIG, Inc., to complete site planning, environmental review, design, engineering, construction documents, and permitting assistance for the proposed new public access area adjacent to the Red Barn at La Honda Creek Open Space Preserve. The scope of this contract assumed that an Initial Study/Mitigated Negative Declaration, rather than an Environmental Impact Report, would be sufficient to evaluate the potential environmental impacts of the project. Public input received to date have raised concerns regarding potential impacts to traffic, visual resources, and biological resources that merit a more thorough analysis. The Acting General Manager recommends amending the current contract with MIG to conduct this level of environmental review. Sufficient funds are included in the Fiscal Year 2017-18 and proposed Fiscal Year 2018-19 budgets for this contract amendment. BACKGROUND On May 9, 2018, the Board received an informational presentation on the Project (R-18-47), including the project goals, project history and timeline, public participation process, and the various iterations to the site plan with Alternative 3 as the most recent. (See Attachment 2- Design Alternatives) A joint Community Meeting and Board Meeting in the Town of La Honda is scheduled for June 12, 2018. At this upcoming June 12 meeting, the Board will receive additional public comment to inform their selection of a preferred site plan option as the project description to begin environmental review. DISCUSSION In August 2016, the Board authorized the General Manager to enter into a multi-year professional services contract with MIG for a not-to-exceed total amount of $460,000 to complete site planning, environmental review, design, engineering, construction documents, and R-18-53 Page 2 permitting assistance for the proposed new public access area adjacent to the Red Barn at La Honda Creek Open Space Preserve. The Acting General Manager recommends approving a contract amendment for $220,000 to complete a higher level of environmental impact analysis than originally scoped given the input received to date related to potential environmental impacts. This contract amendment will allow staff to pursue an Environmental Impact Report (EIR) for the project as opposed to an Initial Study/Mitigated Negative Declaration. Since Project initiation in fall 2016, staff and consultants completed site opportunities and constraints analyses and developed conceptual design alternatives. Site analyses to date have evaluated topography, existing tree species and health, biological resources, jurisdictional waters and wetlands, historic significance of the Red Barn and surrounding infrastructure, traffic study findings, and Phase I & II environmental site assessments given past ranching and agricultural uses of the site. The Supplemental Environmental Review Services scope of work under the recommended contract amendment support the environmental impact analysis and associated site reconnaissance and design services for this project and includes the following: • Evaluation of Project Alternatives – MIG will assist Midpen staff in assessing a reasonable range of feasible Project Alternatives that accomplish the project goals, which is a required component of an EIR. • Preparation of an EIR – The original contract scope assumed the preparation of an Initial Study/Mitigated Negative Declaration, but new information of potential impacts calls for preparation of an EIR . New tasks include: o Development of the Notice of Preparation; o Assistance at a Public Scoping meeting; o Preparation of the Administrative Draft EIR; o Preparation of the public review Draft EIR; o Preparation of the Administrative Final EIR with responses to public comments; o Preparation of the Mitigation Monitoring and Reporting Plan; o Preparation of the Final EIR; and o Attendance at two public hearings related to the EIR public review. • Visual simulations – Two new visual simulations will be prepared to depict the proposed site improvements included in the Preferred Alternative from two different perspectives. These visual simulations will be included in the EIR. • Detailed Design of a one-mile Easy Access Loop Trail – The design scope is being expanded to include detailed design documentation of the Easy Access Loop Trail. This work is being included to ensure potential environmental impacts of this new trail are evaluated in the EIR and avoid potential future delays in construction. • Supplemental Soils Investigation – The results of the Phase II environmental assessment indicated presence of contaminated soils in the area of the existing corral. The additional services will include follow up soil sampling to identify soil management options during the implementation of the proposed project and as potential mitigation measures in the EIR. R-18-53 Page 3 • Supplemental Traffic Analysis – Traffic analysis at this site was conducted in 2007, June 2016, and November 2016 to document vehicle volumes and speeds at the proposed driveway location off of Highway 84, and to develop driveway design recommendations to respond to the documented conditions. This supplemental traffic analysis will include new traffic counts, trip generation analysis of three comparable Midpen Preserves, and identification of mitigation measures to address potential impacts to motorized and non- motorized circulation. • Bat protection measures – Summer 2017 surveys have confirmed that the Red Barn continues to serve as the only documented maternity roost along the peninsula for the pallid bat (Antrozous pallidus), a species of special concern. This species’ maternity season of approximately March 1- September 15 requires special protections during the normal construction season. Project elements adjacent to the barn that fall within a biologist- recommended bat protective buffer area include the new access driveway, retaining wall, road, fencing, gate, and cattle corral. Services under this task include additional field reconnaissance and research to identify effective avoidance measures such as temporary sound barriers and biological monitoring of the roost to include as mitigations in the EIR. • Arborist Phasing Plan – A selective tree removal phasing plan will be prepared for the project to minimize potential impacts to birds and other wildlife. This phasing plan will be incorporated into the project and evaluated in the EIR. • Additional Public Outreach and Project Management – Additional time to manage sub-consultant work for the tasks listed under the contract amendment, as well as to prepare for and attend additional public meetings for the Project. FISCAL IMPACT This project facilitates the implementation of Measure AA Portfolio #5, which states: “Open upper half of the preserve to public; provide biking/hiking/equestrian trails, dog access, and staging areas. Provide loop & connector trails. Restore habitat for rare species. Improve fencing, corrals, and water systems to reintroduce conservation grazing.” The Fiscal Year (FY) 2017-18 Board-approved Amended Budget for the Red Barn Public Access Site Plan Project (MAA05-005) is $120,000. This amount is sufficient for the remainder of the fiscal year to continue site investigations, technical reports, visual simulations, pre- permitting consultation, and conceptual design development. Funds for subsequent project phases, including design development, environmental review, permitting, and construction documentation are included as part of the three-year Capital Improvement and Action Plan. Future implementation activities will have fiscal impacts, and the multi-year project budget is provided below. Project implementation costs are eligible for Measure AA reimbursement. The preliminary conceptual-level cost estimate for project construction ranges between $4 and $5 million (in 2017 dollars). R-18-53 Page 4 MAA 05-005 Prior Years Actuals FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 Future Years Total LHC - Red Barn Parking Area $216,955 $120,000 $358,738 $363,600 $230,000 $5,000,000 $6,289,293 Spent-to-Date (as of 5/15/2018): $44,037 $44,037 Encumbrance: $25,963 $25,963 Proposed Contract Amendment: $25,000 $195,000 $220,000 Budget Remaining (Proposed): $216,955 $25,000 $163,738 $363,600 $230,000 $5,000,000 $5,999,293 The remaining portfolio fund balance contains over $9 million in available funds. The following table outlines the Measure AA Portfolio #05 allocation, expenses to date, and remaining portfolio fund balance. MAA 05 Allocation - La Honda Creek - Upper Recreation Area Allocation: $11,733,000 Life-to-Date Spent (as of 5/15/2018): $2,166,332 Encumbrances: $26,264 Proposed Contract Amendment: $220,000 Portfolio Balance Remaining (Proposed): $9,320,404 BOARD COMMITTEE REVIEW The La Honda Creek Master Plan Ad Hoc Committee met on ten (10) occasions between 2004 and 2009 to guide the planning process and development of final trail use recommendations. The Board approved the Master Plan and adopted the Initial Study / Mitigated Negative Declaration, which includes the proposed Red Barn public access area as part of Phase I & II implementation, at the August 22, 2012 meeting (R-12-83). On April 20, 2016, the Planning and Natural Resources Committee received a brief update on the status and design schedule of the Sears Ranch Road Parking Area and Phase I trails in Lower La Honda Creek Open Space Preserve (R-16-48). On May 9, 2017, the Committee received a presentation of the two conceptual design alternatives for the Red Barn Public Access Site Plan (R-17-56). On March 20, 2018, the Committee received a presentation of the new Conceptual Design Alternative 3 and recommended Alternative 3 to the full Board (R-18-25). On May 9, 2018, the full Board received an informational presentation on the Project, including the project goals, project history and timeline, public participation process, and the various iterations to the site plan, and the unanimous Committee recommendation of Alternative 3. PUBLIC NOTICE Public notice was provided as required by the Brown Act. Additional notice was provided to the grazing tenant, neighbors living adjacent to the Preserve, and parties interested in Coastal projects, the La Honda Creek Preserve, the Red Barn, and Master Plan. Additional notice will be provided of the upcoming June 12, 2018 Public Community Meeting to be held in Town of La Honda. R-18-53 Page 5 CEQA COMPLIANCE Amending a professional services contract does not constitute a project subject to the California Environmental Quality Act (CEQA). Environmental review will begin for the Red Barn Public Access Site Plan project once the Board accepts a Preferred Alternative as the CEQA project description, which is scheduled as part of the June 12, 2018 meeting. As part of the CEQA process, residents and members of the community will have additional opportunities to comment on the project’s potential environmental impacts for Midpen to evaluate as part of the preparation of an Environmental Impact Report. NEXT STEPS Pending Board approval, the Acting General Manager will execute the contract amendment with MIG to prepare for the next set of project tasks. In addition, to continue moving the project forward, staff will initiate Caltrans pre-permitting consultation and solicit input on driveway design features and traffic safety measures to ensure safe public ingress and egress to the Red Barn area. These discussions can proceed irrespective of which Alternative the Board selects in the future, given that all the site plans rely on a specific driveway configuration due to constrained line of sight issues. Board and public input on Alternative 3 will be solicited at a joint Public Community Meeting and Board Public Meeting on June 12, 2018 in the Town of La Honda. The purpose of this joint meeting is to present Alternative 3 to the community and provide an opportunity for the Board of Directors to receive public comment to inform their selection of a preferred site plan option. If the Board selects Alternative 3 as the preferred site plan option, this alternative would be the project description to begin environmental review. A subsequent Board meeting will be scheduled for a Scoping Session to receive public input on environmental concerns that should be addressed as part of the environmental review process. Milestones Tentative Schedule Pre-permit Consultation with Caltrans regarding proposed driveway, signage and site improvements May/June 2018 Contract Amendment with MIG, Inc, for CEQA review and additional services May 23, 2018 Joint Community Meeting/Board Meeting in La Honda June 12, 2018 CEQA Scoping Session August 2018 Board review and adoption of CEQA document and project approval Summer/Fall 2019 Construction documentation 2019 to 2021 Permitting 2019 to 2021 Construction bidding process 2021 Construction (narrow work window to avoid bat disturbance) Fall 2021 to Fall 2022 Open to the public Fall 2022 R-18-53 Page 6 Attachments: 1. Site location map 2. Conceptual Design Alternatives Responsible Department Head: Jane Mark, AICP, Planning Manager Prepared by/Contact person: Leslie Chan, Planner III, Planning Department !P Red Barn Wee k s C r e e k O l d L a Honda Rd C A S t a t e R o u t e 8 4 ÄÆ84 LH06 L A H O N D A C R E E K O P E N S PA C E P R E S E R V E Midpeninsula Regional Open Space District (MROSD) October 2017 Red Barn Public Access Area Site Map Pa t h : P : \ P r e s e r v e P r o j e c t s \ L a H o n d a C r e e k \ C u r r e n t P r o j e c t s \ R e d B a r n S t a g i n g A r e a \ g r a p h i c s \ M a p s \ L H C R e d B a r n _ S i t e M a p _ L e t t e r _ P o r t r a i t _ 2 0 1 7 1 0 0 3 . m x d Cr e a t e d B y : l c h a n 0 200100 FeetI MROSD Preserve While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features. La Honda Portola Valley Area of Detail EL CORTE DE MADERA CREEK OSP LA HONDA CREEK OPEN SPACE PRESERVE RUSSIAN RIDGE OSP THORNEWOOD OSP WINDY HILL OSP ÄÆ84 ÄÆ84 ÄÆ35 ÄÆ84 Private Property Project Site P Gate Attachment 1 RED BARN PUBLIC ACCESS AREA: LA HONDA CREEK OPEN SPACE PRESERVE 3 DEC. 2017 CONCEPTUAL DESIGN ALTERNATIVES ALTERNATIVE 1 ONE WAY ACCESSIBLE PATH CONNECTING TRAILHEAD AND BARN RESTROOMS EXISTING STRUCTURE RANGER HOUSE MAINTENANCE VEHICLE PARKING VEGETATIVE SCREENING ONE WAY (3) EQUESTRIAN PARKING SPACES T W O W A Y ONE WA Y A B TWO WA Y INTERPRETIVE AREA (1) DROP OFF LOADING SPACE TRAIL HEAD / STAGING AREA BUS PARKING (22) PASSENGER VEHICLE PARKING SPACES RESTRICTED ACCESS SIGNAGE RESTRICTED ACCESS SIGNAGE RESTRICTED ACCESS SIGNAGE ENTRY SIGNAGE (3) ADA PARKING SPACES (N) TREES (E) TREES (E) TREES BIOSWALE BIOSWALEBICYCLE PARKING DISTRIBUTED PICNIC AREAS (E) DRAINAGE (E) CULVERT WATER TROUGH DRIVEWAY VEGETATED RETAINING WALL EQUESTRIAN STAGING AREA SECONDARY ACCESS ROAD DAYLIGHTED CULVERT / BIORETENTION AREA BARN PICNIC AREA VEGETATED RETAINING WALL SPEED TABLES ON E W A Y RED BARN AGRICULTURAL ACCESS ROAD RELOCATED CATTLE CORRAL 18’ FENCED CATTLE PATH TO PASTURE Attachment 2 RED BARN PUBLIC ACCESS AREA: LA HONDA CREEK OPEN SPACE PRESERVE 3 DEC. 2017 CONCEPTUAL DESIGN ALTERNATIVES ALTERNATIVE 2 ONE WAY ACCESSIBLE PATH CONNECTING TRAILHEAD AND BARN EXISTING STRUCTURE RANGER HOUSE VEGETATIVE SCREENING O N E W A Y TW O W A Y A B ONE WA Y INTERPRETIVE AREA (1) DROP OFF / LOADING SPACE BICYCLE PARKING RESTROOMS EQUESTRIAN STAGING AREA TRAIL HEAD / STAGING AREA BUS PARKING (26) PASSENGER VEHICLE PARKING SPACES RESTRICTED ACCESS SIGNAGE RESTRICTED ACCESS SIGNAGE RESTRICTED ACCESS SIGNAGE ENTRY SIGNAGE (4) ADA PARKING SPACES (N) TREES (E) TREES (E) TREES BIOSWALE BIOSWALE (3) EQUESTRIAN PARKING SPACES CENTRAL PICNIC AREA (E) DRAINAGE (E) CULVERT WATER TROUGH DRIVEWAY VEGETATED RETAINING WALL SECONDARY ACCESS ROAD DAYLIGHTED CULVERT / BIORETENTION AREA VEGETATED RETAINING WALL SPEED TABLES RED BARN AGRICULTURAL ACCESS ROAD RELOCATED CATTLE CORRAL 18’ FENCED CATTLE PATH TO PASTURE Attachment 2 Attachment 2 RED BARN PUBLIC ACCESS AREA: LA HONDA CREEK OPEN SPACE PRESERVE 3 DEC. 2017 CONCEPTUAL DESIGN ALTERNATIVES ALTERNATIVE 3 - PHASE 2 MODIFICATIONS (5) ADDITIONAL PASSENGER VEHICLE PARKING SPACES (6) ADDITIONAL PASSENGER VEHICLE PARKING SPACES REMOVE (3) PASSENGER VEHICLE PARKING SPACES EXTENSION ACCESS ROAD O N E W A Y RELOCATED INTERPRETIVE AREA (17) PASSENGER VEHICLE PARKING SPACES Attachment 2 Attachment 2 From:Mike Liebhold To:General Information Subject:to the Board: Subject: Chief Scientist, Open Space Habitats Date:Tuesday, November 28, 2017 4:56:48 PM To the full Board of Directors, Dear Board, Subject: Chief Scientist, Open Space Habitats First thanks for initiating a updated deeper scientific review of pesticide use in the district. In the midst of that exchange a more important question I asked remains unanswered: Will the district create the position Chief Scientist Open Space Habitats reporting directly to the Board of Directors? Qualifications: * Highest scientific credentials (perhaps from one of the many recently depleted federal science agencies) * Exceptional demonstrated succes leading similar large scale wilderness research and conservation programs. Responsibilities: 1. Create and manage world class research on Openspace habitats - on the health and human impact of all of complete district ecosystem, habitats and micro habitats of all flora, fauna, micro-flora, and microfauna. 2. Advise Open Space Board on present and future environmental challenges and opportunities ,and on any environmental decisions, policies and practices impacting sensitive habitats and populations. 3. Report the the Public: - Quarterly public reports on focused Disrtrict research, programs - Annual Report on the complete health of open space habitats and ecosystems. Given the scale of district holdings, and the magnificence of the bio-diversity of district habitiats, It's high time to create mechanism to conserve and improve the long term health of all disrtict holdings, Please let me know how to support an effort to attract a world class scientist to lead a world class program! I really appreciate your kind consideration, Mike Liebhold Woodside, Ca 94062 May 23, 2018 Mike Liebhold 10 Durham Road Woodside, CA 94062 RE: Request for Creation of Chief Scientist, Open Space Habitats Dear Mr. Liebhold, To begin with, let me apologize for the late response to your email, which we received again via our partners at Peninsula Open Space Trust. We appreciate your thoughtful engagement with the Midpeninsula Regional Open Space District (District) and suggestions for improving the District’s stewardship of the open space lands and natural resources. We have received and responded to your prior insightful comments on our programs. We also appreciate your latest suggestion for the Board of Directors (Board) to appoint a Chief Scientist for Open Space Habitats. You raise an interesting policy question for the Board to consider at our annual Strategic Plan Retreat, which we hold each January. This idea, or a similar construct, may be something that the full Board would like to explore as we think about the future development and evolution of this agency. As part of this response, I would like to provide some background on the District and its organizational growth related to our natural resource program. The District was established in 1972 as a public land management agency with a mission to, in part, “protect and restore the natural environment.” Our initial focus during the first 10 years was on the creation, early staffing, and development of a new open space agency. During the following two decades, we directed the majority of our resources to land preservation. In the last 10 years, we have made a deliberate shift to expand our focus on natural resource and land management. During this time, we established a new Natural Resources Department staffed by talented subject matter experts in ecology, water resources, archeology, biology, botany, among other disciplines. We also adopted a suite of resource management policies, established a Resource Management Grants program to support academic research on District lands, and pursued a myriad of resource protection and enhancement projects. To communicate our more recent accomplishments in resource protection and restoration, please refer to our various annual accomplishment reports: https://www.openspace.org/about-us/strategic-plan#AnnualReport. These reports list our resource management projects, programs, and policies under the Natural Resources Protection 2 and Restoration section. To guide all of this work, the District has relied on a wide breadth of subject matter expertise. In addition to consulting internally with District experts, we seek and establish partnerships with scientists, researchers, and academia to develop, implement, and monitor the effectiveness of our land management actions. Moreover, as mentioned, the Board established the District’s Resource Management Grants Program specifically to fund research studies to inform specific issues where we have determined that additional scientific knowledge can further enlighten our land management decision making. I would also like to take this opportunity to describe the District’s model for applying scientific information and research into our land management actions. The large variety of topics and issues we encounter in land management activities has built relationships with many scientists and researchers who have shared their expertise and knowledge to inform our actions. We are increasingly making every effort to provide the information and results of the research and monitoring findings so that our partners and other land management practitioners may benefit from our lessons learned, as well as enhance the body of scientific knowledge for land management in our larger region. The Board invites you come in person to the public meetings held biweekly on Wednesday nights. I do believe that you would be most interested in attending on July 11, 2018 where an independent firm will provide an update on a toxicological evaluation of Glyphosate and additionally, the Natural Resource Department will provide the 2017 Annual IPM Report. In closing, I want to again thank you for your suggestion and continued interest in resource management activities and your encouragement for the District to further its leadership role in the scientific understanding of land management actions. You raise important food for thought for the Board to consider as we look toward the future and the ongoing evolution of this organization. Sincerely, Jed Cyr President, Board of Directors cc: Ana Ruiz, Acting General Manager Kirk Lenington, Natural Resources Manager Coty Sifuentes-Winter, Senior Resource Management Specialist R-18-50 Meeting 18-21 May 23, 2018 AGENDA ITEM 5 AGENDA ITEM Proposed Fiscal Year 2018-19 Budget and Action Plan Initial Review and Public Hearing ACTING GENERAL MANAGER’S RECOMMENDATION Review and hold a Public Hearing on the Proposed Fiscal Year (FY) 2018-19 Budget and Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in preparation for adoption at the June 13, 2018 regular meeting of the Board of Directors. SUMMARY The proposed FY2018-19 regular budget totals $71.8 million, which is a 17% increase over the prior year’s adopted budget, largely due to an increase in capital expenditures and debt service (increases of 17% and 18% for MAA Capital and General Fund Capital, respectively, and 34% in annual debt service from the current year). The proposed budget reflects a staff growth of four new net positions to assist with project delivery and field construction, and respond to the notable growth in Preserve visitation, added focus in interpretive/educational programming, and administrative business needs. These positions enable the organization to continue supporting the implementation of capital projects funded largely by Measure AA and serve the public who are enjoying Midpen Preserves, including the newly built facilities and newly opened areas. The acquisition of the new Administrative Office is scheduled to close escrow no later than January 22, 2019. The purchase price of $31,550,100 is included in the FY2018-19 budget as a one-time line item and is funded from the Committed Fund Balance Reserve. This one-time acquisition increases the FY2018-19 budget from $71.8 million to a grand total of $103.4 million. On February 1, 2018, the Board of Directors (Board) 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 held a second retreat on March 15, 2018 to establish the priorities for the following fiscal year for inclusion into the FY2018-19 Budget and Capital Improvement and Action Plan (CIAP). The priorities established by the Board for FY2018-19 are as follows: 1. Open upper La Honda Creek Open Space Preserve to public access; 2. Open western Bear Creek Redwoods Open Space Preserve to public access; 3. Expand regional trail connections and wildlife corridors; 4. Demonstrate further progress on other Measure AA projects; 5. Continue improvements to staff facilities, technology and information systems, and organizational practices and processes; and R-18-50 Page 2 6. Further progress on other projects related to the strategic plan or mission delivery; 7. Continue to support conservation agriculture. The proposed FY2018-19 CIAP reflects Board priorities and is comprised of 96 Key Projects and 22 Operating Projects. See Attachment 1 for the draft FY2018-19 Budget book. DISCUSSION Revenue The proposed FY2018-19 budget includes revenues from numerous sources, with the vast majority coming from property tax receipts. The District also receives annual revenues from various grants, interest income, rental income, and a small amount of miscellaneous income. Measure AA Bonds also serve as a significant additional funding source for qualified capital projects. Annual property taxes – which make up 92% of total revenues – are estimated at $54 million for FY2018-19. Estimated property tax revenues are up $7.1 million when compared to the current fiscal year ($46.99 million in FY2017-18). Total estimated FY2018-19 revenue and other funding sources are summarized by fund in the table below. When compared to the current fiscal year (adopted FY2017-18 budget), total revenues and other funding sources ($63,423,433) are up $15.7 million, or 25%. Of note is the treatment of unused CIAP funds within Fund 10 and Fund 40 (General Fund and General Fund Capital). Starting in FY2018-19, any unused CIAP funds identified as part of the quarterly adjustment process will be “rolled-over” into the next fiscal year for later use. These funds are identified in the Assigned Fund Balance Transfers line in the table above. Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total General Fund Hawthorn Measure AA Capital General Fund Capital Debt Service Revenue Property Tax Revenues $48,313,000 $5,733,551 $54,046,551 Grants 1,042,040 1,042,040 Interest Income 1,043,000 36,000 940,000 2,019,000 Rental Income 1,221,124 1,221,124 Rancho San Antonio Agreement 371,738 371,738 Miscellaneous 100,000 100,000 Total Revenues 51,048,862 36,000 1,042,040 0 6,673,551 58,800,453 Other Funding Sources Bond Reimbursements 13,783,984 1,457,600 15,241,584 Hawthorn Funds 85,500 85,500 Bond/Debt Service Premium 2,058,368 2,058,368 Assigned Fund Balance Transfers 2,938,250 2,938,250 General Fund Transfers (14,614,635)3,294,050 11,320,585 0 Total Other Funding Sources (14,614,635)85,500 13,783,984 7,689,900 13,378,953 20,323,702 Total Funding Sources $36,434,227 $121,500 $14,826,024 $7,689,900 $20,052,504 $79,124,155 Committed Fund Balance Transfers 31,550,100 31,550,100 Grand Total: Funding Sources $36,434,227 $121,500 $14,826,024 $39,240,000 $20,052,504 $110,674,255 R-18-50 Page 3 Acquisition of the new Administrative Office is scheduled to close no later than January 22, 2019 and will be funded via a Committed Fund Balance Reserve, which is shown as a separate funding source in the revenue table above. Additional year-over-year revenue trends are shown in the graph to the right. The Controllers Report (Attachment 2) discusses the District’s financial standing, with details on the FY2018-19 cash projections, MAA revenue requirements, and tax rate and 30-year cash flow projections as background information. The Controllers Report will be presented at the June 13, 2018 Board meeting. Expenditures The Proposed FY2018-19 budget totals $71.8 million, a 17% increase over the prior year adopted. This rise is largely due to (1) an increase in capital expenditures, with a 17% and 18% increase from for MAA Capital and General Fund Capital, respectively, and (2) a 34% increase in the annual debt service. The FY2018-19 budget book includes details in Section II for the overall budget and Section III for the CIAP. Acquisition of the new Administrative Office is shown as a separate action in the expenditure tables. The table below shows the District’s total budget by funding source for FY2018-19 and the percent change as compared to the current fiscal year. Primary drivers within each fund are discussed below. • General Fund Operating (fund 10): The operating fund includes Salaries and Benefits as well as Services and Supplies. Salaries and Benefits increased due to the annualized cost of a net four new positions added and cost-of-living adjustments. Services and Supplies also rose, reflecting an increased number of total Operating projects, including natural resource evaluation studies, such as the Badger/Burrowing Owl Habitat Assessment and District-Wide Pond Assessment projects. FY2016-17 FY2017-18 FY2018-19 $ Change From % Change From District Budget By Actuals Adopted Proposed FY2017-18 FY2017-18 Funding Source Budget Annual Budget Adopted Budget Adopted Budget Fund 10 – General Fund Operating $24,496,501 $30,344,413 $33,539,934 $3,195,521 11% Fund 20 – Hawthorn Fund 6,146 166,500 121,500 (45,000) -27% Fund 30 – MAA Land/Capital 16,887,013 12,637,845 14,826,024 2,188,179 17% Fund 40 – General Fund Land/Capital 4,378,577 6,533,040 7,689,900 1,156,860 18% Fund 50 – Debt Service 12,383,446 11,721,637 15,670,990 3,949,353 34% Total District Budget $58,151,683 $61,403,435 $71,848,348 $10,444,913 17% Fund 40 – New AO Building 31,550,100 31,550,100 -- Grand Total: District Budget $58,151,683 $61,403,435 $103,398,448 $41,995,013 68% R-18-50 Page 4 • Hawthorn (fund 20). The Hawthorn fund includes retaining architectural and cultural resource consultants to evaluate a potential partner proposal for rehabilitation and adaptive reuse of the historic complex, which is anticipated in the summer/fall 2018. As part of this work, District staff will confirm consistency of the proposal with the Conservation Easement and other legal documents, and if acceptable, present to the Planning and Natural Resources Committee and/or Board. In the event of an unsuccessful partnership, Board approval to proceed with a mothballing process will be recommended to protect the main residence and other structures. • Measure AA Land/Capital (fund 30). The Measure AA capital fund includes projects related to the opening of Bear Creek Redwoods and Upper La Honda Creek, Oljon Trail construction in El Corte de Madera Creek, as well as the restoration of the Twin Creeks Property adjacent to Sierra Azul, resulting in an increase of 19% to the overall Measure AA capital budget for FY2018-19. These projects also include the Bear Creek landfill remediation and Upper La Honda Creek grazing infrastructure improvements. Work will continue on the Upper La Honda – Red Barn Public Access Site Plan and trail connections, Bear Creek Redwoods public access improvements, Alma College structures cleanup and stabilization, and Bear Creek Stables site and water system improvements. • General Fund Land/Capital (fund 40). The increase in General Fund Capital is largely due to projects in support of Measure AA and the Vision Plan ($670,000), projects to improve District infrastructure, offices, and fiber connectivity ($3 million), vehicles and equipment ($940,000), repairs and maintenance to tenant residences and driveways, and disposition of unoccupied structures. Similar to last year, land acquisitions and preservation projects are listed in the CIAP as in support of Measure AA. Until a transaction is closed, expenditures, such as appraisals and other costs associated with property research and early negotiations, are budgeted in General Fund Capital (fund 40). Once a transaction has closed, the eligible Measure AA reimbursable expenditures are recoded and transferred to Measure AA Capital fund 30. The acquisition of the new Administrative Office is scheduled to close no later than January 22, 2019 and will be funded via Committed Fund Balance and is shown as a separate action within fund 40. • Debt Service (fund 50). The Debt Service Fund for FY2018-19 increased by approximately $3.9 million or 34% from FY2017-18. With issuance of the second tranche of Measure AA bonds in January 2018, the Measure AA debt service obligations increased by approximately $2.0 million. The General Fund debt service obligations for FY2018-19 increased by approximately $600,000 for the various refunding bonds and $1.3 million for the facility parity bonds. A new sinking fund is proposed for the Hunt note, which has a $1.5 million balloon payment due on April 1, 2023 in FY2022-23. The proposed budget includes a $300,000 increase in debt service general fund transfers to this sinking fund, which will be recorded as a Committed Fund Balance. Annual contributions will be $300,000 for five years. R-18-50 Page 5 Capital Improvement and Action Plan (CIAP) The Action Plan was combined with the Capital Improvement Plan in the budget book to reduce duplication of information and effort, provide multi-year budget information, and create a consolidated view of major District projects and activities. This section of the budget is now called the Capital Improvement and Action Plan (CIAP). Projects that are $50,000 or more are specified in this section. Projects below this threshold are included in the Department Summary section of the budget book; these projects were called out as Operating Projects during the March 15, 2018 Board retreat. Last year’s Action Plan projects were grouped into six program categories. The new CIAP consolidates these the programs into four categories, as outlined in the following figure: Fiscal year 2017-18 budgets have been adjusted following Board approval of Quarter 3 budget adjustments at the May 9, 2018 Board meeting. The Acting General Manager is mindful of the Board’s list of success criteria that emphasize delivery of Measure AA commitments, projects completed on time and on budget, pacing of projects, balanced delivery of the mission, exceptional work recognizing time and budget constraints, project delivery innovation, creating an exceptional organization, and careful long- term fiscal stewardship. To support these important organizational norms, the Acting General Manager approaches new projects and initiatives – whether directed by the Board or identified as opportunities by staff – objectively and thoroughly to understand the impacts on capacity, as well as project and staffing interdependencies. To this end, all departments completed comprehensive resource loading on the proposed FY2018-19 CIAP projects to confirm capacity assumptions. In addition, the Acting General Manager reviewed each project scope, schedule, and budget with staff from the General Manager’s Office to confirm, and adjust as necessary, the proposed pacing and budget for each project. Finally, the proposed total budgets were presented to the District Controller, who confirmed that the budget is sustainable per the 30-year fiscal model. At the March 15, 2018 retreat, a first draft of the CIAP provided the Board with a comprehensive early look at the proposed projects for inclusion into the FY2018-19 CIAP. The document provided at the retreat included project information summarized by Fund and Program; a description, status, and FY2018-19 budget for each project, and Strategic Goals linkage. Land Acquisition and Preservation Natural Resource Protection and Restoration New: Public Access, Education, and Outreach Former: Public Access & Education Former: Public Outreach New: Infrastructure and Other Former: Infrastructure and Other Former: Administrativeand Other R-18-50 Page 6 In response to Board feedback at the retreat, the following edits were made to the CIAP: • The Skyline Christmas Tree Farm project scope was changed to reassess and confirm Board direction on the Skyline Christmas Tree Farm Lease and its future site restoration. • The Public Engagement Plan will be programmed in future budget cycles as a follow-on to the District’s Strategic Communications Plan. • The Bear Creek Redwoods-Phase II Stables Loop Trail project was retitled as the Bear Creek Redwoods-Public Loop Trail to the Stables. • The 4150 Sears Ranch Road Apartment Design project was replaced with the 4150 Sears Ranch Road Water & Driveway project, as originally intended. • A separate document was prepared that identifies the various projects, core functions, and other activities that are planned in the upcoming fiscal year that further the Board’s policy and goals on diversity, inclusion, and equity (see Attachment 3). On May 1, 2018, the Action Plan and Budget Committee reviewed this document and requested that staff return to the full Board at or before the next Strategic Plan retreat with a performance review of progress made to date on these various activities to further Board diversity goals. District staff reviewed the updated CIAP to provide a realistic projection of work that could be completed with available staff and funding resources. The MAA 23-007 Twin Creeks Land Conservation project replaced both the MAA 17-002 Lysons Disposition project at Monte Bello and the Unoccupied Structures Disposition project due to the need to quickly address safety concerns related to a new property purchase. The annual District CIAP (budget book Section III) forms the fiscal year work program and includes all of the projects and key initiatives that the District will pursue in the upcoming fiscal year, and for which it will dedicate staff and financial resources. The District focused on the following key priorities when developing the FY2018-19 Capital Improvement and Action Plan: 1. Open upper La Honda Creek Open Space Preserve to public access; 2. Open western Bear Creek Redwoods Open Space Preserve to public access; 3. Expand regional trail connections and wildlife corridors; 4. Demonstrate further progress on other Measure AA projects; 5. Continue improvements to staff facilities, technology and information systems, and organizational practices and processes; and 6. Further progress on other projects related to the strategic plan or mission delivery; 7. Continue to support conservation agriculture. District staff prepared the FY2018-19 CIAP in accordance with Board priorities. The FY2018-19 CIAP resulted in 96 Key Action Plan Projects and 22 Operating Projects spread throughout the following Programs: R-18-50 Page 7 Position Requests Detailed resource loading analysis confirmed the need for additional staff capacity to manage the proposed FY2018-19 Capital Improvement and Action Plan and ongoing operational workload. The resource loading analys is identified one additional position needed in Land and Facilities, two in Visitor Services, and two in Information Systems and Technology, and the removal of one position in Finance, for a total net of four new positions. Staffing growth through year 2020 in the Visitor and Field Services, and the Finance and Administrative Services business lines was anticipated and modeled in the Financial and Operational Sustainability Model (FOSM) as shown below: Consistent with the FOSM, the recommended four net positions are within the agency-wide anticipated total growth numbers. The three recommended new positions in Visitor and Field Services, however, are above the projected growth for this specific business line by a count of two (2). It is important to note that these projections did not account for an expedited opening of Bear Creek Redwoods Open Space Preserve (scheduled now for Spring 2019, originally planned for 2020/2021). In addition, these projections did not account for the notable rise in visitation levels that the District is experiencing with the opening of new Preserve areas. The four new additional positions as well as their associated costs for next fiscal year are shown below, with detailed descriptions following: Capital Improvement and Action Plan Projects Total As a %Key Op Total As a % Land Acquisition and Preservation 14 11%17 17 14% Natural Resource Protection and Restoration 25 20%25 8 33 28% 47 42 5 41 28 13 Total 127 100%96 22 118 100% FY2017-18 FY2018-19 31%36 32 27% Infrastructure and Other (formerly Vehicles, Equipment, Facilities & Other) (formerly Administrative and Other) 32%23 13 37%31 1Public Access, Education, and Outreach (formerly Public Access & Education) (formerly Public Outreach) Planning and Project Delivery 10 10 to 13 0 to 3 0 0 to 3 Visitor and Field Services 24 20 to 25 0 to 1 3 -2 Finance and Administrative Services 8 9 to 11 1 to 3 1*0 to 2 General Manager’s Office 3 2 -1 0 -1 Total 45 41 to 51 1 to 6 4 0 to 2 *Two positions added, one eliminated, therefore one net position added Remaining FOSM Projected Positions Before 2020 (if new positions are approved)Business Line Positions approved to date FOSM Projected Growth by 2020 Difference Between Current and FOSM Projected Recommended New Positions R-18-50 Page 8 Organizational growth as analyzed in the FOSM, including the positions listed above, was included in the Controller’s 30-year model and is deemed financially sustainable. Information Systems & Technology (IST) Department Applications Engineer (1 FTE) This position was recommended as part of the IT Master Plan Report, which outlines the need for a subject matter expert in application support. This role, coupled with the Data Administrator, will be responsible for consolidating many of the District’s software solutions and support the new SharePoint environment. This role has been filled via a staffing agency and more recently as a limited term position since December 6, 2017. IT Technician (1 FTE) This position will increase IST capacity to support the District’s growing mobile workforce by providing technical support to staff, maintaining hardware and software, and troubleshooting problems. This position will be partially offset by the elimination of the IT intern as well as a Senior Account Technician. This role has been filled as an intern and more recently as a limited term position since November 6, 2017. There are many standards for maintaining the ideal ratio for technical staffing to device and help desk support. Based on a survey of 33 organizations by Gartner, the recommended technical staffing to device ratios range from 12:1 for highly competitive/cutting edge companies to 200:1 for companies competing on thin margins. Gartner also provided a worksheet to calculate the “best ratio for your business”, which begins with a mean index value of 70:1. From this value, items are subtracted or added based upon variables such as hardware/software standards and walking distance from a device. Based upon the calculations, a ratio of 40:1 to 60:1 was determined for the District. This takes into account the geographic distribution of devices, the nature of the District’s technology enterprise, and the quality of service that should be maintained as the District grows. With the addition of an IT Technician, the IT program will have three full time staff. This puts the IT staff to employee ratio at 58:1 based upon an employee count of 174.45 FTE, which is within the recommended ratio. Applications Engineer 131,306 131,306 IT Technician 81,445 81,445 Equipment Mechanic Operator 50,196 109,901 Lead Ranger 109,901 109,901 Education/interpretive position 50,196 109,901 Subtotal 423,044 542,454 Positions Removed Senior Accounting Technician (90,399) (90,399) Subtotal (90,399) (90,399) Total 332,645 452,055 FY2019-20 and Beyond FY2018-19 Prorated CostAdditional Positions R-18-50 Page 9 Finance Department Senior Finance & Accounting Technician (reduction of 1 FTE) The Finance Department currently has 4.5 FTEs: Finance Manager, Accountant, two Senior Accounting Technicians, and half an Accounting Technician FTE, who is shared with Human Resources. After filling the Accountant position in April, the Finance Department reviewed its capacity and FTE count and concluded that the second Senior Accounting Technician position can be eliminated. Land and Facilities Services Department Equipment Mechanic Operator (1 FTE) This position will be assigned to the Skyline Field Office Special Projects Crew and will increase this crew’s ability to complete trails associated with Measure AA public access projects. It will also increase the capacity for routine maintenance. Assistance from Equipment Mechanic Operators who are assigned to the regular maintenance crew has been required to support Measure AA project construction. The regular crew has thus been depleted by moving two maintenance positions over to the special projects crew when the special projects crews were formed. This position will assist with the focus on trail construction and assist as needed on the maintenance workload. Visitor Services Department Lead Ranger (1 FTE) This additional position will allow each Supervising Ranger to be supported by a Lead Ranger as well as increase capacity to train and supervise new staff, such as Seasonal Rangers and Seasonal Ranger Aides. The addition of a Lead Ranger also adds essential staffing to meet the demand of greater than anticipated visitation at Mount Umunhum and the accelerated opening of Bear Creek Preserve. Education/interpretive position (1 FTE) An additional position in the Visitor Services Department is anticipated to be hired at midyear. The Board has expressed interest in the expansion of the District’s interpretive and educational programs. Consultants completed a Docent and Volunteer Programs Structure Study, which came before the Board in May for final acceptance. Developing an implementation plan for the report recommendations is included in the FY2018-19 CIAP. The recommendations include a new educational/interpretive specialist position to expand the interpretive and education program. In addition, recent findings of the Preserve User Study indicate a strong public desire for interpretive and educational programs. FISCAL IMPACT Final adoption of the Proposed FY2018-19 District Budget and Action Plan by the Board would authorize spending of $41,229,834 million from the General Fund, $121,500 from the Hawthorn Fund, $14,826,024 million from Measure AA Fund, and $15,670,990 from Debt Service to accomplish the District’s work plan for the next fiscal year. The proposed FY2018-19 Budget and CIAP has been reviewed by the Controller and inputted into the 30-year fiscal model. The proposed budget is confirmed to be within the parameters and expectations of that 30-year fiscal model. R-18-50 Page 10 The table below provides an overview for FY2018-19 budget, including the General Fund (funds 10 and 40), the Hawthorn fund (fund 20), capital expenditures that are reimbursable from bond funds (fund 30), and debt service (fund 50). The acquisition of the new Administrative Office is shown as a separate line item in the table below, as it is a one-time expenditure. BOARD COMMITTEE REVIEW The District’s Action Plan and Budget Committee held a meeting on April 24 and May 1, 2018. The Committee voted to forward the proposed FY2018-19 Budget and Action Plan to the full Board of Directors for review and approval. 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. Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total General Fund Hawthorn Measure AA Capital General Fund Capital Debt Service Revenue Property Tax Revenues $48,313,000 $5,733,551 $54,046,551 Grants 1,042,040 1,042,040 Interest Income 1,043,000 36,000 940,000 2,019,000 Rental Income 1,221,124 1,221,124 Rancho San Antonio Agreement 371,738 371,738 Miscellaneous 100,000 100,000 Total Revenues 51,048,862 36,000 1,042,040 0 6,673,551 58,800,453 Other Funding Sources Bond Reimbursements 13,783,984 1,457,600 15,241,584 Hawthorn Funds 85,500 85,500 Bond/Debt Service Premium 2,058,368 2,058,368 Assigned Fund Balance Transfers 2,938,250 2,938,250 General Fund Transfers (14,614,635)3,294,050 11,320,585 0 Total Other Funding Sources (14,614,635)85,500 13,783,984 7,689,900 13,378,953 20,323,702 Total Funding Sources $36,434,227 $121,500 $14,826,024 $7,689,900 $20,052,504 $79,124,155 Committed Fund Balance Transfers 31,550,100 31,550,100 Grand Total: Funding Sources $36,434,227 $121,500 $14,826,024 $39,240,000 $20,052,504 $110,674,255 Expenses Operating 34,716,880 38,500 34,755,380 Labor Reimbursement (1,176,946)(1,176,946) Capital 83,000 14,826,024 7,689,900 22,598,924 Debt Service (General Fund Debt)11,020,585 11,020,585 Debt Service (Measure AA Debt)4,650,405 4,650,405 Total Expenses $33,539,934 $121,500 $14,826,024 $7,689,900 $15,670,990 $71,848,348 One Time Expenditure: New AO Building 31,550,100 31,550,100 Grand Total: Expenses $33,539,934 $121,500 $14,826,024 $39,240,000 $15,670,990 $103,398,448 Change in Fund Balance $2,894,293 $0 $0 $0 $4,381,514 $7,275,807 R-18-50 Page 11 NEXT STEPS • The Board determines whether the Action Plan and Budget Committee shall meet to further discuss and refine the Proposed FY2018-19 Budget and Action Plan. • The ABC will have the opportunity to review any changes made to the Proposed FY2018-19 Budget and Capital Improvement and Action Plan on May 30, 2018 if any arise out of the initial Board review. • The Board considers adoption of the Proposed FY2018-19 Budget and Capital Improvement and Action Plan, and approval of new positions at the June 13, 2018 Board Meeting. To summarize, the next steps in the budget process are: • May 30, 2018 – ABC #3: Proposed FY2018-19 Budget and Capital Improvement and Action Plan Follow-up (if needed) • June 13, 2018 – Board Meeting: Adoption of the FY2018-19 Budget and Capital Improvement and Action Plan Attachments: 1. FY2018-19 Budget and Action Plan 2. Controllers Report 3. Diversity Goals and Objectives Responsible Department Manager: Carmen Narayanan, Budget & Analysis Manager Contact person: Carmen Narayanan, Budget & Analysis Manager Prepared by: Elissa Martinez, Management Analyst I Marion Shaw, Management Analyst II Midpeninsula Regional Open Space District Budget and Action Plan 2018-2019 Adopted June xx, 2018 DRAFT - May 18, 2018 Long Ridge Open Space Preserve by Mark Prusinowski DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 1 Table of Contents Section I: Introduction 1 General Manager’s Transmittal 2 Board of Directors | Management 3 Strategic Plan Goals and Objectives 6 Board Resolution 7 Regional Map 9 Organizational Chart 10 About Us 11 Demographics 12 Section II: Budget Summary and Overview 15 Budget Summar y and Overview 16 Revenues 18 Expenditures 20 Fiscal Year 2018-19 District Staffing 24 Hawthorn Fund 26 Measure AA Projects 27 Debt Service 29 Fund Balance 33 Financial Policies 36 Section III: Capital Improvement and Action Plan 39 Capital Improvement and Action Plan Over view 40 Land Acquisition and Preser vation 43 Natural Resource Protection and Restoration 60 Public Access, Education, and Outreach 86 Infrastructure (Vehicles, Equipment, Facilities) and Other 118 Section IV: Department Summaries 141 Over view 143 Administrative Ser vices 144 Engineering and Construction 148 Office of the General Counsel 152 Office of the General Manager 154 Land and Facilities Services 158 Natural Resources 162 Planning 166 Public Affairs 170 Real Property 174 Visitor Services 178 Vision Plan Actions Overview 182 Glossary 184 DRAFT - May 18, 2018 Page 2 | Section I | Budget and Action Plan FY2018-19 General Manager’s Transmittal Dear Board of Directors and Midpen Constituents, Midpeninsula Regional Open Space District’s mission, voter-approved Measure AA priorities, and board-adopted strategic goals guide the budget and Capital Improvement and Action Plan for fiscal year 2018-19. We remain committed to fulfilling the vision of a continuous greenbelt, protecting local water quality, providing natural areas for wildlife, encouraging viable agricultural use of land resources, supporting local resiliency amidst a changing climate, and inviting the public to experience the scenic landscapes that make our Bay Area home so special. Continued growth in property tax revenues and fiscally conservative reserves support the total budget of $103.4 million. Of this amount, 69% or $71.8 million comprises our standard annual operating expenses, capital improvement and action plan projects, and debt service obligations. To continue expanding Midpen’s capacity for programs, projects, and public services into the future, a Committed Infrastructure Reserve is funding the remaining 31% of the budget for the one-time purchase of a new administrative office. Key open space project and program priorities for the upcoming year focus on expanding public access and opening new Preserve areas, strengthening diverse community connections to open space, preserving natural lands, and restoring environmental resources. Our public access work includes: opening 6 miles of new trail and a 50-car parking area as part of the Phase I improvements at Bear Creek Redwoods; constructing 1.25 miles of trail at El Corte de Madera Creek; completing construction plans and securing permits to construct the Ravenswood Bay Trail gap connection; and seeking Board approval of a Public Access Site Plan to open the Red Barn area of La Honda Creek. We are also updating our ADA Transition Plan to ensure that Midpen programs and services are accessible to visitors of all abilities, and will be exploring new communication and engagement strategies based on feedback from our recent Preserve User Survey Project to welcome new visitors to their local Preserves. Equally exciting is the exploration of a Citizens Advisory Committee to bring a broad spectrum of open space perspectives and values to the conversations around Midpen programs, policies, and projects. Land preservation will continue with a sharp focus on connecting habitats and trails, protecting watersheds, and ensuring the long-term sustainability of local agriculture. Natural resource protection and restoration efforts will focus on improving waterways and habitat for at-risk species, managing forests, restoring native vegetation, and supporting Midpen’s conservation grazing program to protect coastal grasslands. We look forward to implementing these exciting projects on your behalf and continuing the important work of preserving and restoring our natural life support system, and connecting all people to nature. Respectfully Submitted, Ana Ruiz, Acting General Manager DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 3 Board of Directors | Management Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga Yoriko Kishimoto – Board Secretary Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale Jed Cyr – Board President Ward 3: Sunnyvale Curt Riffl e – Board Treasurer Ward 4: Los Altos, Mountain View Nonette Hanko Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford Larry Hassett Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero, Portola Valley, Redwood City, San Gregorio, Woodside Cecily Harris– Board Vice President Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton, Redwood City, San Carlos, Woodside Executive Management Ana Ruiz – Acting General Manager Hilary Stevenson – Acting General Counsel Mike Foster – Controller Christine Butterfi eld – Acting Assistant General Manager/Project Planning and Delivery Brian Malone – Acting Assistant General Manager/Visitor and Field Services Stefan Jaskulak – Chief Financial Offi cer/Director of Administrative Services Mission Statement: Left to right: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Pete Siemens, Yoriko Kishimoto, Curt Riffl e. District Wards The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide opportunities for ecologically sensitive public enjoyment and education. MIDPENINSULA REGIONAL OPEN SPACE DISTRICT BOARD OF DIRECTORS 1 34 2 5 6 7 DRAFT - May 18, 2018 Page 4 | Section I | Budget and Action Plan FY2018-19 Budget Document Preparation Carmen Narayanan, Budget and Analysis Manager Marion Shaw, Management Analyst Elissa Martinez, Management Analyst Andrew Taylor, Finance Manager Management Team Matthew Anderson Visitor Services Candice Basnight Human Resources Cydney Bieber Public Affairs Elaina Cuzick Land and Facilities Ser vices Garrett Dunwoody Information Systems and Technology Kirk Lenington Natural Resources Jason Lin Engineering and Construction Jane Mark Planning Carmen Narayanan Budget and Analysis Maria Soria General Manager’s Office Hilary Stevenson General Counsel’s Office Andrew Taylor Finance Mike Williams Real Property Jennifer Woodworth District Clerk Mindego Hill, Russian RIdge Open Space Preserve by Charles Tu DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 5 California Society of Municipal Finance Officers Certificate of Award Operating Budget Meritorious Award Fiscal Year 2017-2018 Presented to the Midpeninsula Regional Open Space District For meeting the criteria established to achieve the Meritorious Operating Budget Award. May 16, 2018 Drew Corbett Craig Boyer, Chair CSMFO President Professional Standards and Recognition Committee Dedicated Excellence in Municipal Financial Reporting DRAFT - May 18, 2018 Long Ridge Open Space Preserve by Jim Mosher FY2018-19 Strategic Plan Goals and Objectives The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually. The Strategic Plan provides high-level direction for the annual Action Plan and Budget. Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners Objective 1 – Review, and if needed refi ne, the District’s Vision Plan Objective 2 – Build and strengthen diverse partnerships to implement a collaborative approach to environmental protection on the Peninsula, South Bay and San Mateo Coast Objective 3 – Implement and communicate progress on projects that fulfi ll the District’s Vision Plan goals through reporting results and building partner relationships Objective 4 – Build and strengthen relationships with legislators to advocate environmental protection goals Objective 5 – Position the District to take a regional leadership role in promoting the benefi ts of open space and sustainable agriculture to the sustainability of our region and climate change resiliency Goal 2 – Connect people to open space and a regional environmental protection vision Objective 1 – Communicate the purpose of the regional environmental protection vision Objective 2 – Refi ne and implement a comprehensive public outreach strategy, including the engagement of diverse communities and enhanced public education programs Objective 3 – Develop and lead implementation strategies to accommodate an expanding public use of District preserves consistent with environmental protection vision Goal 3 – Strengthen organizational capacity to fulfi ll the mission Objective 1 – Provide the necessary resources, tools, and infrastructure, including technology upgrades and capacity building Objective 2 – Continuously improve recent process and business model changes to effectively and effi ciently deliver Vision Plan projects and the District’s ongoing functions Objective 3 – Refl ect the changing community we serve in the District’s visitors, staff, volunteers, and partners Goal 4 – Position the District for long-term fi nancial sustainability to fulfi ll the District’s mission on behalf of the public Objective 1 – Continue to engage constituents for bond sales and via the work of the Bond Oversight Committee –“Promises made, promises kept.” Objective 2 – Pursue discretionary funding opportunities and partnerships to augment operating, capital, and bond funding sources Objective 3 – Ensure discretionary funding opportunities are available and successful through advocacy and education Objective 4 – Ensure large capital expenses are evaluated within the long-term fi nancial model and remain fi nancially sustainable Objective 5 – Ensure land acquisitions, including associated public access and land management costs, are evaluated within the long-term fi nancial model and remain fi nancially sustainable Page 6 | Section I | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 7 Board Resolution TO COME DRAFT - May 18, 2018 Page 8 | Section I | Budget and Action Plan FY2018-19 Board Resolution TO COME DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 9 Regional Map DRAFT - May 18, 2018 Page 10 | Section I | Budget and Action Plan FY2018-19 Organizational Chart Public ControllerBoard of Directors General Counsel Public Affairs Department General Manager Project Planning and Delivery Assistant General Manager Visitor and Field Services Assistant General Manager Finance and Administrative Services CFO-Director of Administrative Services District Clerk/Assistant to the General Manager Executive Assistant/ Deputy District Clerk Engineering and Construction Department Real Property Department Natural Resources Department Land and Facilities Department Visitor Services Department Budget and Analysis Department Planning Department Information Systems and Technology Department Human Resources Department Finance Department District At-a-Glance Founded in 1972 63,340 Acres (as of May 2018) 238 Miles of Trails 26 Preserves 177.45 FTE Over 2 Million Visitors Per Year $71.8 Million Budget* 760,000 Residents *Does not include one-time AO building purchase ($31.55 million) DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 11 About Us History The late 1960’s was a time of rapid growth in the Bay Area. As tract housing and commercial development began to dominate the “Valley of Heart’s Delight,” concern for the preservation of the Midpeninsula’s irreplaceable foothill and bayland natural resources mounted among open space advocates. Through the determined and heart-felt efforts of local conservationists, the Midpeninsula Regional Open Space District was created when the Measure R Room to Breathe Initiative passed in 1972. Midpen was founded in 1972 as an independent special district to preserve the regional greenbelt in northwestern Santa Clara County. The voters expanded the District in 1976 to include southern San Mateo County and again in 1992, to add a small portion of Santa Cruz County. In 2004, through the Coastside Protection Program, the District’s boundary was extended to the Pacific Ocean in San Mateo County. Governance The District is governed by a seven-member elected board of directors. Each board member is elected to serve a four-year term and represents a geographic ward of approximately equal populations. The Board holds its regular public meetings on the second and fourth Wednesdays of each month at 7:00 p.m., at the District administrative office: 330 Distel Circle, Los Altos, CA. Staffing The staff currently includes over 175 employees in 11 departments: Budget and Analysis, Engineering and Construction, Finance, Human Resources, Information Systems and Technology, Land and Facilities, Natural Resources, Planning, Public Affairs, Real Property, and Visitor Services. Services Midpen’s purpose is to create a regional greenbelt of unspoiled public open space lands in order to permanently protect the area’s natural resources and to provide for public use and enjoyment. The District has preserved over 63,000 acres of public land and manages 26 open space preserves. Midpen’s boundary extends from San Carlos to Los Gatos and to the Pacific Ocean from south of Pacifica to the Santa Cruz County line. District boundaries include approximately 200 square miles of Santa Clara County, 350 square miles of San Mateo County, and 2.6 square miles of Santa Cruz County. Open space preserves are generally kept in a natural condition in order to best protect the environment and wildlife habitat, and are developed with only the amenities needed to provide low-intensity recreation. Ranging from 55 to over 18,000 acres, 24 preserves are open to the public free of charge, 365 days a year. Our estimated annual 2 million visitors will find over 238 miles of trails, ranging from easy to challenging terrain. In addition to open spaces and hiking trails, special amenities include a backpacking camp, nature center, historic farm, and winery. Midpen’s open space preserves offer a great variety of environments, wildlife habitats, and plant life. Preserves include redwood, oak, and fir forests, chaparral-covered hillsides, riparian corridors, grasslands, and wetlands along the San Francisco Bay. These lands provide critical habitat for mountain lion, bobcat, coyote, deer, golden eagle, red-legged frog, California newt, Coho salmon, and different varieties of wildflower. DRAFT - May 18, 2018 Page 12 | Section I | Budget and Action Plan FY2018-19 Demographics The following is economic and demographic information on Santa Clara and San Mateo Counties, which represents the majority of the District’s boundaries. Because the District does not receive any property tax revenue from the small amount of Santa Cruz County land that it holds, information on Santa Cruz County is excluded. Midpeninsula Regional Open Space District Demographic and Economic Statistics Last Ten Fiscal Years County of Santa Clara County Personal Income2 Per Capita Median School Unemployment Fiscal Year Population1 (in millions) Personal Income2 Age3 Enrollment4 Rate5 2008 1,837,075 $103,993 $59,227 36.6 259,116 5.1% 2009 1,857,621 99,550 55,781 36.2 259,800 8.7% 2010 1,880,876 103,636 58,018 36.2 262,126 11.6% 2011 1,797,375 111,880 61,833 36.4 265,543 10.5% 2012 1,816,486 122,259 66,535 36.6 269,858 9.0% 2013 1,842,254 130,624 70,151 36.7 273,701 7.6% 2014 1,868,558 141,974 74,883 * 276,175 6.1% 2015 1,889,638 158,729 82,756 * 274,948 4.6% 2016 1,927,888 * * * 273,264 4.0% 2017 1,938,180 * * * * 3.5% County of San Mateo County Personal Income 2 Per Capita Median School Unemployment Calendar Year Population1 (in millions) Personal Income2 Age6 Enrollment7 Rate5 2008 703,830 $53,434 $75,919 39.9 88,974 4.8% 2009 713,617 50,175 70,311 38.9 89,971 8.9% 2010 719,951 51,264 71,204 39.3 91,371 8.9% 2011 729,425 57,965 79,465 39.4 92,097 8.3% 2012 740,738 64,765 87,444 39.6 93,674 7.0% 2013 750,489 65,193 86,911 39.3 93,931 5.7% 2014 758,581 69,717 91,935 39.4 94,667 4.2% 2015 759,155 74,641 97,553 39.8 95,187 3.3% 2016 765,895 * * 39.5 95,502 3.3% 2017 770,203 * * * 95,620 2.9% * Information not available Data Sources Data Sources 1 State of California Department of Finance 2 U.S. Department of Commerce Bureau of Economic Analysis 3 Association of Bay Area Census (California) 4 Santa Clara County Office of Education 5 State of California Employment Development Department, Labor Market Division 6 U.S. Census Bureau, American Community Survey 7 State of California Department of Education DRAFT - May 18, 2018 Se c t i o n I : I n t r o d u c t i o n Budget and Action Plan FY2018-19 | Section I | Page 13 Midpeninsula Regional Open Space District Principal Employers Most Current Year and Nine Years Ago County of Santa Clara 2017 2008 Percentage Percentage Number of of Total Number of of Total Employer Employees1 Rank Employment Employees2 Rank Employment Apple Computer, Inc. 25,000 1 2.53% 10,000 3 1.22% Alphabet Inc. 20,000 2 2.02 * * County of Santa Clara 18,244 3 1.85 16,011 1 * Stanford University 16,919 4 1.71 * * Cisco Systems Inc. 15,700 5 1.59 13,000 2 1.59% Kaiser Permanente 12,500 6 1.27 * * Stanford Healthcare 10,034 7 1.02 5,500 7 0.67% Tesla Mortors Inc. 10,000 8 1.01 * * Facebook Inc. 9,385 9 0.95 * * Intel Corporation 8,500 10 0.86 5,000 9 0.61% Lockheed Martin Space Systems Co. * * 9,400 4 1.15% IBM * * 7,650 5 0.93% Hewlett-Packard Co. * * 7,000 6 0.86% Fujitsu * * 5,000 8 0.61% Applied Materials, Inc * * 4,000 10 0.49% Total 146,282 14.81% 82,561 8.13% County of San Mateo3 20164 2008 Percentage Percentage Number of of Total Number of of Total Employer Employees Rank Employment Employees Rank Employment United Airlines 10,500 1 2.41% 9,600 1 2.73% Genentech Inc. 10,000 2 2.30 7,845 2 2.23% Oracle Corp. 6,750 3 1.55 5,642 4 1.61% Facebook Inc. 6,068 4 1.40 * * County of San Mateo 5,500 5 1.26 5,777 3 1.64% Visa Inc. 3,500 6 0.80 * * Gilead Sciences Inc. 3,500 7 0.80 * * Mills-Peninsula Health Ser vices 2,500 8 0.57 1,800 9 0.51% Safeway Inc. 2,393 9 0.55 2,280 6 0.65% Electronic Arts Inc. 2,367 10 0.54 2,000 8 0.57% Kaiser Permanente * * 3,609 5 1.03% United States Postal Ser vice * * 2,174 7 0.62% Applied Biosystems * * 1,578 10 0.45% Total 53,078 12.18% 42,305 12.04% * Information not available. Data Sources 1 Silicon Valley Business Journal, 7/21/2017 2 County of Santa Clara Finance Department. FY2007-08 CAFR 3 San Francisco Business Times – 2017 Book of Lists and California Employment Development Department 4 Latest information available for principal employers in the County of San Mateo DRAFT - May 18, 2018 Rancho San Antonio Open Space Preserve by Mike Asao Page 14 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Section II: Budget Summary and Overview Pulgas Ridge Open Space Preserve by Karl Gohl Budget and Action Plan FY2018-19 | Section II | Page 15 DRAFT - May 18, 2018 BUDGET SUMMARY AND OVERVIEW The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2018-19 Budget reflects the District’s priorities established by the Board of Directors in February 2018 as part of its annual Strategic Plan update. Based upon these priorities, staff prepared the FY2018-19 Proposed Three-Year Capital Improvement and Action Plan (Section III), Department Summaries (Section IV), and associated funding requirements to achieve those goals. FY2018-19 FINANCIAL OVERVIEW The District’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are funded by five distinct funds: • Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance expenses, debt service, and non-capital projects. • Fund 20: Hawthorn Endowment. This fund may only be used for expenses required to maintain the value of the property gifted to the District by the Woods family. • Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the 25 Project Portfolios are eligible for Measure AA funding. • Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-Measure AA capital projects and land acquisitions. • Fund 50: Debt Ser vice Fund. This includes payments on all District-issued debt, both public and private. Compared to most city and county government agencies, the District’s operating budget accounts for a much lower percentage of the total budget (45%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 33% of the District budget and debt service totals almost 22%. The acquisition of the new Administrative Office is scheduled to close escrow no later than January 22, 2019. The purchase price of $31,550,100 is included in the FY2018-19 budget as a one-time line item and is funded from the Committed Fund Balance. This one-time acquisition increases the FY2018-19 budget from $71.8 million to a grand total of $103.4 million. Page 16 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u 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 FY2018-19 or a positive change in fund balance. General Hawthorn Measure AA General Fund Debt Fund Capital Capital Service Total Revenue Property Tax Revenues $48,313,000 $5,733,551 $54,046,551 Grants 1,042,040 1,042,040 Interest Income 1,043,000 36,000 940,000 2,019,000 Rental Income 1,221,124 1,221,124 Rancho San Antonio Agreement 371,738 371,738 Miscellaneous 100,000 100,000 Total Revenues 51,048,862 36,000 1,042,040 0 6,673,551 58,800,453 Other Funding Sources Bond Reimbursements 13,783,984 1,457,600 15,241,584 Hawthorn Funds 85,500 85,500 Bond/Debt Service Premium 2,058,368 2,058,368 Assigned Fund Balance Transfers 2,938,250 2,938,250 General Fund Transfers (14,614,635) 3,294,050 11,320,585 0 Total Other Funding Sources (14,614,635) 85,500 13,783,984 7,689,900 13,378,953 20,323,702 Total Funding Sources 36,434,227 121,500 14,826,024 7,689,900 20,052,504 79,124,155 Committed Fund Balance Transfers 31,550,100 31,550,100 Grand Total: Funding Sources $36,434,227 $121,500 $14,826,024 $39,240,000 $20,052,504 $110,674,255 Expenses Operating 34,716,880 38,500 34,755,380 Labor Reimbursement (1,176,946) (1,176,946) Capital 83,000 14,826,024 7,689,900 22,598,924 Debt Service (General Fund Debt) 11,020,585 11,020,585 Debt Service (Measure AA Debt) 4,650,405 4,650,405 Total Expenses 33,539,934 121,500 14,826,024 7,689,900 15,670,990 71,848,348 One Time Expenditure: New AO Building 31,550,100 31,550,100 Grand Total: Expenses $33,539,934 $121,500 $14,826,024 $39,240,000 $15,670,990 $103,398,448 Change in Fund Balance $2,894,293 $0 $0 $0 $4,381,514 $7,275,807 FY2018-19 Budget by Fund Budget and Action Plan FY2018-19 | Section II | Page 17 DRAFT - May 18, 2018 Revenues The FY2018-19 District revenue estimate totals $58.8 million with the vast majority, 92% or $54 million, coming from property tax receipts. This represents an increase of 15% from the prior year and reflects the continued robust real estate market in the San Francisco Bay Area. Other sources of revenue include grants; rental income from leased properties, which includes residences and land for agriculture or grazing; income from the County of Santa Clara for the operation and maintenance of Rancho San Antonio County Park; and interest income. The chart below provides a breakdown of projected FY2018-19 revenue by source. Total District revenue has increased by 16% from the prior year due to a steady increase in property taxes and a slight increase in interest income and grants. The following graph depicts the historical and projected trend for total District revenues by type. Total Revenue Trend 65,000,000 60,000,000 55,000,000 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 FY2014-15 Actual FY2015-16 Actual*FY2016-17 Actual FY2017-18 Projected FY2018-19 Projected Property Tax Interest Grants Rental Income and Other *FY2015-16 reflects 15 months of revenue due to changing the fiscal year start from April 1 to July 1. Property Taxes (92%) Grants (2%) Interest (3%) Rental Income and Other (3%) FY2018-19 Revenue by Source Rental Income Property Tax Grants Interest and Other Total Amount $54,046,551 $1,042,040 $2,019,000 $1,692,862 $58,800,453 Percent 92% 2% 3% 3% 100% Page 18 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u 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 (this excludes Measure AA ad valorem levy for debt service). Silicon Valley and the peninsula continue to see high real estate prices where demand for housing exceeds supply. Correspondingly, property tax revenues are projected to have a healthy growth rate of 3% annually for the next three years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new construction information, which are provided by the County Assessors’ Offices in San Mateo and Santa Clara Counties. Property Tax Trend 55,000,000 50,000,000 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 FY2009-10 Actual FY2010-11 Actual FY2011-12 Actual FY2012-13 Actual FY2013-14 Actual FY2014-15 Actual FY2015-16 Actual* FY2016-17 Actual FY2017-18 Projected FY2018-19 Projected FY2019-20 Projected *FY2015-16 reflects 15 months of revenue due to changing the fiscal year start from April 1 to July 1 Actual Actual Actual Budget Forecast Budget % FY2015 FY2016 FY2017 FY2018 FY2018 FY2019 Increase* Santa Clara County Current Secured $20,844,000 $23,304,000 $25,277,000 $27,249,000 $27,375,000 $29,155,000 6.5% Current Unsecured 1,647,000 1,787,000 1,747,000 1,922,000 1,969,000 2,086,600 6.0% Total Santa Clara County 22,491,000 25,091,000 27,024,000 29,171,000 29,344,000 31,241,600 6.5% San Mateo County Current Secured 10,223,000 11,126,000 12,039,000 13,084,000 12,966,300 13,938,600 7.5% Current Unsecured 526,000 523,000 515,000 556,000 530,000 551,800 4.1% Prior Taxes (24,000) (7,000) (14,000) Total San Mateo County 10,725,000 11,642,000 12,540,000 13,640,000 13,496,300 14,490,400 7.4% Supplement + HOPTR 1,276,000 1,429,000 1,592,000 1,459,000 1,499,300 1,364,000 –9.0% Subtotal Taxes 34,492,000 38,162,000 41,156,000 44,270,000 44,339,600 47,096,000 6.2% Redevelopment 823,000 1,302,000 1,148,000 1,033,000 1,255,000 1,217,000 –3.0% Total Tax Revenue $35,315,000 $39,464,000 $42,304,000 $45,303,000 $45,594,600 $48,313,000 6.0% *Percentage increase compares Budget FY2019 to Forecast FY2018. 2015-2019 General Fund Tax Revenue Budget and Action Plan FY2018-19 | Section II | Page 19 DRAFT - May 18, 2018 Expenditures The District’s FY2018-19 budget totals $71.8 million ($103.4 million inclusive of the AO building purchase), reflecting increased capital expenditures as the District continues implementation of Measure AA funded projects, and the addition of a net of four positions to deliver the projects and continue the organizational build-out outlined in the FOSM. The net total budget increase is 17%, exclusive of the new AO building purchase. The following table and chart provide a summary of the FY2018-19 budget by fund. FY2018-19 Budget by Source Fund 10 – General Fund Operating (32%) Fund 20 – Hawthorn Fund (1%) Fund 30 – Measure AA Capital/Land (14%) Fund 40 – General Fund Land/Capital (7%) Fund 40 – New AO Building (31%) Fund 50 – Debt Service (15%) FY2017-18 FY2018-19 $ Change From % Change From District Budget By FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Funding Source Actuals Budget Annual Budget Adopted Budget Adopted Budget Fund 10 – General Fund Operating $24,496,501 $30,344,413 $33,539,934 $3,195,521 11% Fund 20 – Hawthorn Fund 6,146 166,500 121,500 (45,000) –27% Fund 30 – MAA Land/Capital 16,887,013 12,637,845 14,826,024 2,188,179 17% Fund 40 – General Fund Land/Capital 4,378,577 6,533,040 7,689,900 1,156,860 18% Fund 50 – Debt Service 12,383,446 11,721,637 15,670,990 3,949,353 34% Total District Budget $58,151,683 $61,403,435 $71,848,348 $10,444,913 17% Fund 40 – New AO Building 31,550,100 31,550,100 -– Grand Total: District Budget $58,151,683 $61,403,435 $103,398,448 $41,995,013 68% The following chart depicts actual and projected expenditures over a five-year period by fund. The 63% increase for FY2015-16 over prior year expenditures is due primarily to the change in the start of the District’s fiscal year from April 1 to July 1 and results in a one-time 15-month fiscal year. Page 20 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Fund 10 – General Fund Operating The operating fund includes Salaries and Benefits as well as Services and Supplies. Salaries and Benefits increased due to the annualized cost of new positions added and cost-of-living adjustments. Services and Supplies also rose, reflecting an increased number of operating projects, including natural resource evaluation studies, such as the Badger/Burrowing Owl Habitat and District Wide Pond Assessment projects. Fund 20 – Hawthorn Fund The Hawthorn fund includes retaining architectural and cultural resource consultants to evaluate a potential partner proposal for rehabilitation and adaptive reuse of the historic complex, which is anticipated in the summer/fall 2018. As part of this work, District staff will confirm consistency of the proposal with the Conservation Easement and other legal documents, and if acceptable, present to the Planning and Natural Resources Committee and/or Board of Directors. In the event of an unsuccessful partnership, Board approval to proceed with a mothballing process will be recommended to protect the main residence and other structures. Fund 30 – Measure AA Land/Capital The Measure AA capital fund includes projects related to the opening of Bear Creek Redwoods and Upper La Honda Creek, as well as the restoration of the Twin Creeks Property adjacent to Sierra Azul, causing an increase of 17% in the overall Measure AA capital budget for FY2018-19. These projects include the Bear Creek landfill remediation and Upper La Honda Creek grazing infrastructure improvements. Work will continue on the Upper La Honda trail connection, Bear Creek Redwoods public access, Alma College site rehabilitation plan, water system and stables site plan. Fund 40 – General Fund Land/Capital The increase in General Fund Capital is largely due to projects in support of Measure AA ($670,000), projects to improve the District’s infrastructure, offices, and fiber connectivity ($3 million), vehicles and equipment ($940,000), repairs and maintenance on District-owned residences and driveways, and disposition of unoccupied structures. Comparable to last year, land acquisitions and preservation projects are included in support of Measure AA. Until a transaction is closed, expenditures such as appraisals and other costs associated with property purchase research and early negotiations are budgeted in General Fund Capital (fund 40). Once a transaction has closed, the expenditures are eligible for Measure AA reimbursement. Notable to the 2018-19 fiscal year is the purchase of a new Administrative Office (AO) building. As this is a one-time expenditure, it is presented throughout as a separate line item. Expenditure Trend 1200,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 10,000,000 0 FY2014-15 Actual FY2015-16 Actual* FY2016-17 Actual FY2017-18 Projected FY2018-19 Projected Fund 10 – General Fund Operating Fund 30 – MAA Land/Capital Fund 50 – Debt Service Fund 20 – Hawthorn Fund Fund 40 – General Fund Land/Capital Fund 40 – New AO Building *FY2015-16 reflects 15 months of expenditures due to changing the fiscal year start from April 1 to July 1. Budget and Action Plan FY2018-19 | Section II | Page 21 DRAFT - May 18, 2018 Hawthorn Endowment (Fund 20), Measure AA Capital (Fund 30) and Debt Service (Fund 50) Restricted fund balances have restrictions externally imposed by laws, regulations, grantors, contributors (such as Hawthorn Endowment funds), creditors and debt covenants. They are treated as a resource that can only be used for specific purposes (i.e. Fund 20 can only be used for the care and maintenance of the Hawthorn property). General Fund Capital (Fund 40) Assigned fund balances are amounts constrained by the District’s intent to use them for specific purposes within a certain period of time; however, funds are not considered restricted. Amounts may be assigned by the General Manager if authorized by the Board of Directors. General Fund Operation (Fund 10) Unassigned fund balances include any remaining funds that are not restricted or assigned for specific purposes, and includes a minimum level to be held in reserve. Restricted Funds Assigned Funds Unassigned Funds Fund 50 – Debt Service Fund The Debt Service Fund for FY2018-19 increased by approximately $3.9 million from FY2017-18, or 34%. With issuance of the second tranche of Measure AA bonds in January 2018, the Measure AA debt service obligations increased by approximately $2.0 million. The General Fund debt service obligations for FY2018-19 increased by approximately $600,000 for the various refunding bonds and $1.3 million for the facility parity bonds. A new sinking fund is proposed for the Hunt note, which has a $1.5 million balloon payment due on April 1, 2023 in FY2022-23. The proposed budget includes a $300,000 increase in debt service general fund transfers to this sinking fund, which will be recorded as a Committed Fund Balance. Annual contributions will be $300,000 for five years. For FY2018-19, operating expenses are expected to increase at a more moderate rate as a net of four additional positions are added at a more gradual pace to continue project implementations and provide the administrative support to deliver the District’s mission. Consistent with the District’s practice over the last two fiscal years, land acquisitions will be budgeted at modest levels and the budget amended at the time of purchase. The first table below illustrates the breakdown of the FY2018-19 budget by fund and breaks out the General Fund between salaries and services and supplies. The second table below breaks out the budget by department. The anticipated purchase of the new AO building is called out separately. Additional budget information can be found on the individual department pages in Section IV. Page 22 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w FY2018-19 Budget by Fund and Expenditure Type FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Category Actuals Budget Annual Budget Adopted Budget Adopted Budget Salaries and Benefits $19,210,661 $22,016,288 $24,107,255 $2,090,967 9% Less: MAA Reimbursable Staff Costs (320,482) (1,289,256) (1,176,946) 112,310 –9% Net Salaries and Benefits 18,890,179 20,714,991 22,930,309 2,215,318 11% Services and Supplies 5,606,322 9,617,381 10,609,625 992,244 10% Total Operating Expenditures 24,496,501 30,344,413 33,539,934 3,195,521 11% Hawthorns Operating 6,046 82,500 38,500 (44,000) –53% Hawthorns Capital 100 84,000 83,000 (1,000) –1% Total Hawthorns Expenditures 6,146 166,500 121,500 (45,000) –27% General Fund Capital (Fund 40) 1,878,092 5,668,540 6,777,900 1,109,360 20% Measure AA Capital (Fund 30) 14,985,822 12,513,845 14,628,024 2,114,179 17% Total Capital Expenditures 16,863,914 18,182,385 21,405,924 3,223,539 18% General Fund Land and Associated Costs (Fund 40) 2,500,485 864,500 912,000 47,500 5% Measure AA Land and Associated Costs (Fund 30) 1,901,191 124,000 198,000 74,000 60% Total Land and Associated Costs 4,401,676 988,500 1,110,000 121,500 12% Debt Service 12,383,446 11,721,637 15,670,990 3,949,353 34% Total Debt Service (Fund 50) 12,383,446 11,721,637 15,670,990 3,949,353 34% Total District Budget $58,151,683 $61,403,435 $71,848,348 $10,444,913 17% General Fund Land and Associated Costs (Fund 40) – New AO Building – – 31,550,100 31,550,100 – Grand Total: District Budget $58,151,683 $61,403,435 $103,398,448 $41,995,013 68% FY2018-19 Budget by Department FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Department Actuals Budget Annual Budget Adopted Budget Adopted Budget Administrative Services $4,412,582 $5,949,917 $7,379,533 $1,429,616 24% Engineering and Construction 13,636,998 9,474,157 11,725,738 2,251,581 24% General Counsel 540,312 587,889 616,240 28,351 5% General Manager 1,666,563 2,305,456 2,125,191 (180,265) –8% Land and Facilities 8,607,182 12,028,266 14,345,319 2,317,053 19% Natural Resources 2,491,142 4,455,608 5,446,514 990,906 22% Planning 2,878,897 5,319,640 4,723,298 (596,342) –11% Public Affairs 1,352,975 2,189,993 1,905,010 (284,983) –13% Real Property 5,124,032 1,903,609 2,039,254 135,645 7% Visitor Services 5,057,554 5,467,263 5,871,261 403,998 7% Debt Service 12,383,446 11,721,637 15,670,990 3,949,353 34% Total District Budget $58,151,683 $61,403,435 $71,848,348 $10,444,913 17% One Time Expense: New AO Building – – 31,550,100 31,550,100 – Total District Budget $58,151,683 $61,403,435 $103,398,448 $41,995,013 68% Budget and Action Plan FY2018-19 | Section II | Page 23 DRAFT - May 18, 2018 FISCAL YEAR 2018-19 DISTRICT STAFFING District staffing for Fiscal Year (FY) 2018-19 is budgeted for 177.45 Full Time Equivalents (FTE); an increase of four positions over the FY2017-18 adopted staffing level of 173.45 FTE. Activity since the inception of the Financial and Operational Sustainability Model (FOSM) in 2014 is summarized in the table below. Consistent with the FOSM, the recommended four net positions are within the agency-wide anticipated total growth numbers. It is important to note that the FOSM projections did not account for an expedited opening of Bear Creek Redwoods Open Space Preserve (scheduled now for Spring 2019, originally planned for 2020/2021). In addition, these projections did not account for the notable rise in visitation levels that the District is experiencing with the opening of new Preserve areas. Administrative Services Applications Engineer (1 FTE) This position was recommended as a part of the Information and Technology Master Plan Report which outlines the need for a subject matter expert in application support. This role, coupled with the Data Administrator, will be responsible for consolidating many of the District’s software solutions and playing a key role in supporting the SharePoint environment. IT Technician I (1 FTE) This position will increase Information Systems and Technology’s (IST) capacity to support the District’s growing mobile workforce by providing technical support to staff, maintaining hardware and software, and troubleshooting problems. This position will be partially offset by the elimination of the IT intern, as well as a Senior Accounting Technician. Land and Facilities Services Department Equipment Mechanic Operator (1 FTE) This position will be assigned to the Skyline Special Projects Crew and will increase this crew’s ability to construct new trails and complete major trail repairs associated with Measure AA public access projects. Visitor Services Department Education/interpretive position (1 FTE) An additional position in the Visitor Services Department is anticipated to be hired at midyear. The Board has expressed interest in the expansion of the District’s interpretive and educational programs. Consultants have completed a Docent and Volunteer Programs Structure Study, which will come before the Board in May for final acceptance. Developing an implementation plan for the report recommendations is included in the FY2018-19 CIAP. One of the recommendations that includes a new educational/interpretive specialist position to help begin the expansion of the interpretive and education program. Lead Ranger (1 FTE) This additional position will allow each Supervising Ranger to be supported by a Lead Ranger as well as increase capacity to train and supervise new staff including Seasonal Rangers and Seasonal Ranger Aides, and provide support due to a rise in visitation levels. Page 24 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Remaining FOSM Difference Projected FOSM FOSM Between Positions Projected Positions Projected Current and Before 2020 Growth approved Growth FOSM Recommended (if new positions between Business Line to date by 2020 Projected New Positions are approved) 2020 to 2045 Planning and Project Delivery 10 10 to 13 0 to 3 0 0 to 3 TBD Visitor and Field Services 24 20 to 25 0 to 1 3 -2 37 to 45 Finance and Administrative Services 8 9 to 11 1 to 3 1* 0 to 2 6 to 8 General Manager’s Office 3 2 –1 0 –1 0 Total 45 41 to 51 1 to 6 4 0 to 2 43 to 53 *Two positions added, one eliminated, therefore one net position added. The District staffing for FY2018-19 is detailed by department in the table below. FY2014-15 FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Adopted Proposed FY2017-18 Depar tment FTE FTE FTE FTE FTE Modified Administration 13.75 18.75 24.75 24.75 25.75 1.00 Engineering and Construction 2.00 2.00 5.00 7.00 7.00 0.00 General Counsel 2.50 2.50 2.50 2.50 2.50 0.00 General Manager 5.00 6.00 8.00 8.00 8.00 0.00 Land and Facilities 0.00 0.00 51.30 55.30 56.30 1.00 Natural Resources 9.00 10.00 11.00 12.00 12.00 0.00 Operations* 65.30 68.30 0.00 0.00 0.00 0.00 Planning 12.00 11.00 10.00 11.00 11.00 0.00 Public Affairs 11.00 12.00 8.00 8.00 8.00 0.00 Real Property 4.00 4.00 5.00 5.00 5.00 0.00 Visitor Services 0.00 0.00 39.90 39.90 41.90 2.00 Total FTE 124.55 138.55 165.45 173.45 177.45 4.00 District Positions by Department *The Land and Facilities and Visitor Services departments were formed after the Operations Department was split in FY2015-16. FOSM Projections and Staffing Growth Budget and Action Plan FY2018-19 | Section II | Page 25 DRAFT - May 18, 2018 FUTURE GROWTH IN DISTRICT STAFFING The Financial and Operational Sustainability Model (FOSM) projected growth in District staffing between 2014 and 2020 of up to 51 new positions. Since December 2014, 45 new positions have been approved by the Board. The above recommendations, if approved by the Board, raise the total new positions to 49 since December 2014. Therefore, under the FOSM model, there may be up to an additional 2 new positions projected by 2020. The FOSM projected growth in District staffing between 2020 and 2045 of up to 53 additional new positions. Due to the expedited preserve opening project timelines, the visitor and field services business line has already begun to add positions that were originally projected to be added after 2020. The General Manager will continue to assess capacity needs and gaps in expertise in the coming years as new positions are filled and core functions are reorganized into new departments and programs, in tandem with changes to Board priorities and the pace of upcoming action plans to determine if and when additional positions are merited. Considering the magnitude of the restructuring of the District, it is important to spend some time working with the expanded organization to evaluate how the synergies among new “capacities” may provide unanticipated efficiencies and additional revenue. Based on that evaluation and reforecasting the District’s 30-year financial model, future additional positions would be submitted for Board consideration as part of future Budget approvals and/or midyear budget reviews. Such additional position requests would need to remain consistent with the FOSM projections and be financially sustainable. HAWTHORN FUND Hawthorns, a 78-acre historic estate named for a hedge once lining its boundary, is one of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, the District received the gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity. The Fiscal Year (FY) 2018-19 Annual Budget for the Hawthorn endowment totals $121,500, which is 27% lower than the FY2017-18 Adopted Budget. The $83,000 capital budget includes funding for completion of a partnership for long-term care, rehabilitation, and maintenance of the historic complex as well as other stabilization efforts to mitigate deterioration while a partnership agreement is negotiated. The operating budget includes funds for video surveillance and maintenance of the defensible space as required by the Town of Portola Valley’s Fire Department. The endowment fund balance at the end of FY2018-19 is projected to be $1,504,851 as shown below. Hawthorn: Endowment Fund Interest Income Expenditures Total Cash Balance Hawthorn Fund Original Endowment: — — $2,018,445 FY2011-12 Actual $3,267 ($50,672) 1,971,040 FY2012-13 Actual 7,854 (122,347) 1,856,547 FY2013-14 Actual 5,600 (141,389) 1,720,758 FY2014-15 Actual 5,818 (23,573) 1,703,003 FY2015-16 Actual 7,149 (9,751) 1,700,401 FY2016-17 Actual 5,000 (67,550) 1,637,851 FY2017-18 Projected 15,000 (62,500) 1,590,351 FY2018-19 Proposed 36,000 (121,500) 1,504,851 Ending Balance – Projected $1,504,851 Hawthorn – Projected Cash Balance Page 26 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Measure AA Expenditures 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 01 02 03 04 05 06 07 08 09 10 11 1612131415 1817 24 252220212319 LTD Estimate FY 2018-19 Balance MAA Portfolio Number MEASURE AA PROJECTS In June 2014, voters approved Measure AA, a $300 million general obligation bond to protect natural open space lands; open preserves or areas of preserves that are currently closed; construct public access improvements such as new trails and staging areas; and restore and enhance open space land, forests, streams, watersheds, and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic area within the District’s boundaries. The District began using Measure AA funds in 2014 and FY2018-19 will mark the fifth year of funding. As of June 30, 2018, an estimated $45.5 million in Measure AA funds will be expended and the proposed FY2018-19 budget brings the total to $60.4 million, or 20.1% of the $300 million bond. The table below summarizes the estimated expenditures by project portfolio. The expenditures relative to each portfolio allocation, including Life-to-Date estimate at June 30, 2018, the amounts budgeted for FY2018-19, and the amount remaining for each allocation, are illustrated in the Measure AA Projects Budget Overview graph and table below. Budget and Action Plan FY2018-19 | Section II | Page 27 DRAFT - May 18, 2018 Life-to-Date Expenditure Estimate Plan through FY2018/19 Balance % MAA# Measure AA Portfolio (adopted 2014) 6/30/18 Adopted Remaining Expended 01 Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration and Agriculture Enhancement $27,774,000 $52,915 $0 $27,721,085 0.19% 02 Regional: Bayfront Habitat Protection and Public Access Partnership 5,052,000 557,548 1,356,890 3,137,562 37.89% 03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing 7,608,000 1,167,615 346,346 6,094,039 19.90% 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects 8,376,000 383,652 363,722 7,628,626 8.92% 05 La Honda Creek: Upper Area Recreation, Habitat Restoration and Conservation Grazing Projects 11,733,000 2,371,428 834,915 8,526,657 27.33% 06 Windy Hill: Trail Implementation, Preservation and Hawthorns Area Historic Partnership 12,740,000 – 161,247 12,578,753 1.27% 07 La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing 14,825,000 11,732,707 154,100 2,938,193 80.18% 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail 15,347,000 – – 15,347,000 0.00% 09 Russian Ridge: Public Recreation, Grazing and Wildlife Protection Projects 5,560,000 241,819 431,808 4,886,373 12.12% 10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 4,286 278,557 7,734,157 3.53% 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions 10,811,000 35,728 55,688 10,719,584 0.85% 12 Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail 1,038,000 – – 1,038,000 0.00% 13 Cloverdale Ranch: Wildlife Protection, Grazing and Trail Connections 15,712,000 – – 15,712,000 0.00% 14 Regional: Trail Connections and Campgrounds 3,966,000 – – 3,966,000 0.00% 15 Regional: Redwoods Protection and Salmon Fisher y Conservation 50,728,000 3,018,550 – 47,709,450 5.95% 16 Long Ridge: Trail, Conservation and Habitat Restoration Projects (Saratoga) 5,140,000 — — 5,140,000 0.00% 17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,091,283 366,812 6,301,905 18.79% 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1,365,000 – – 1,365,000 0.00% 19 El Sereno: Dog Trails and Connections 2,254,000 715 – 2,253,285 0.03% 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 13,966,000 201,836 430,549 13,333,615 4.53% 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects 17,478,000 3,170,093 8,271,568 6,036,339 65.46% 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects 6,714,000 688,885 733,822 5,291,293 21.19% 23 Sierra Azul: Mount Umunhum Public Access and Interpretive Projects 27,972,000 18,807,777 1,040,000 8,124,223 70.96% 24 Sierra Azul: Rancho de Guadalupe Family Recreation 10,078,000 1,603,496 – 8,474,504 15.91% 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails and Habitat Projects 7,986,000 410,150 – 7,575,850 5.14% Total MAA Bond $300,000,000 $45,540,482 $14,826,024 $239,633,494 20.12% Total FY2018-19 does not include $400K for Measure AA District-wide Purchase Options and Low-Value Land Fund, as the budgeted amount is not assigned to a specific Measure AA Portfolio. Measure AA (MAA) Portfolio numbers do not coincide with Regional Map locations 1-26. Measure AA Projects Budget Overview Page 28 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w DEBT SERVICE Legal Debt Limit The legal debt limit for the District is based on Section 5568 of the California Public Resources Code which states that for the purpose of acquiring land or other property and for constructing or completing any capital improvements, the District may incur an indebtedness not to exceed five percent of the assessed valuation of property situated in the District. As of June 30, 2018, the assessed value of property within the District’s jurisdiction totaled $252.726 billion, resulting in a legal debt limit of $12.636 billion. In 2017 and 2018, both Standard & Poor’s (S & P) and Fitch Ratings awarded AAA ratings to the District’s new 2017 Green Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. The District’s Refunding Promissory Notes and Bonds remain at AAA, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies. Outstanding Debt Obligations As of March 31, 2018, the District had the following outstanding debt obligations: General Fund Bond Issues 2011 Revenue Bonds On May 19, 2011, the District Financing Authority, on behalf of the District, issued $20.5 million of Revenue Bonds for the purpose of acquiring land to preserve and use as open space. Each year, the District will appropriate revenues (primarily limited property tax collections that Santa Clara County and San Mateo County allocate to the District) to pay its obligations under a Lease Agreement for use and occupancy of District land in addition to other District debt and lease obligations unrelated to this financing. The maturities from 2022 through the final maturity in 2041 issue were advance refunded through the District’s 2016 Green Bonds. Maturity Interest Authorized Outstanding as of Type of Debt Actual Rate and Issued March 31, 2018 2011 Revenue Bonds* 2022 2% to 6% $1,080,000 $930,000 2012 Refunding Promissory Notes** 2034 2% to 5% 9,085,601 8,705,601 2015 Refunding Promissor y Notes 2034 3.5% to 5% 23,630,000 21,815,000 2016 Green Refunding Bonds 2039 3% to 5% 57,410,000 53,845,000 2017 Green Refunding Bonds 2038 3.125% to 5% 25,025,000 25,025,000 2017 Parity Bonds 2028 5% 11,220,000 11,220,000 Promissor y Note 2023 5% 1,500,000 1,500,000 General Fund 128,950,601 123,040,601 2015 General Obligation Bonds 2021/2045 1.5% to 2.5% 45,000,000 41,271,000 2018 General Obligation Bonds 2049 2% to 5% 50,000,000 50,000,000 Measure AA Fund 95,000,000 91,271,000 Total Debt $223,950,601 $214,311,601 * The 2023 through 2041 maturities of the 2011 Revenue Bonds were refunded through the District’s 2016 Green Bonds. ** The 2024 through 2029 and 2035 through 2042 maturities of the 2012 Revenue Bonds were refunded through the District’s 2017 Green Bonds. Budget and Action Plan FY2018-19 | Section II | Page 29 DRAFT - May 18, 2018 2012 Revenue Refunding Bonds On January 19, 2012, the District advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing $34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities, which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for those bonds has been removed from the long-term debt in the financial statements. 2015 Refunding Promissory Notes (2004 Project Lease) On January 22, 2015, the District refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015. 2016 Green Bonds Refunding On September 22, 2016, the District refunded $44.1 million of the District Financing Authority’s 2007 Series A Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021. 2017 Green Bonds Refunding (Series A) On December 13, 2017, the District advance refunded $11.6 million of the District’s 2012 Revenue Bonds Current Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022. 2017 Parity Bonds (Series B) On December 13, 2017, the District issued $11.22 million of Parity Bonds to finance a portion of the cost of acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund. Promissory Note On April 1, 2003, the District entered into a $1,500,000 promissory note with the Hunt Living Trust as part of a lease and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-annually through April 1, 2013 and 5.0% per annum until the maturity, or prior redemption, of the note. Page 30 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w General Fund Annual Debt Service 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 FY2 0 1 8 - 1 9 FY2 0 1 9 - 2 0 FY2 0 2 0 - 2 1 FY2 0 2 1 - 2 2 FY2 0 2 2 - 2 3 FY2 0 2 3 - 2 4 FY2 0 2 4 - 2 5 FY2 0 2 5 - 2 6 FY2 0 2 6 - 2 7 FY2 0 2 7 - 2 8 FY2 0 2 8 - 2 9 FY2 0 2 9 - 3 0 FY2 0 3 0 - 3 1 FY2 0 3 1 - 3 2 FY2 0 3 2 - 3 3 FY2 0 3 3 - 3 4 FY2 0 3 4 - 3 5 FY2 0 3 5 - 3 6 FY2 0 3 6 - 3 7 FY2 0 3 7 - 3 8 FY2 0 3 8 - 3 9 2012 Refunding NotesPromissory Notes 2016 Green Bonds 2017 Parity Bonds (Series B) 2015 Refunding Notes2011 Revenue Bonds 2017 Green Bonds (Series A Refunding 2012s) Five-Year General Fund Debt Projection FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 2011 Revenue Bonds $213,600 $240,700 $266,400 $290,700 $0 2012 Refunding Notes 463,150 462,050 460,350 460,250 461,825 2016 Green Bonds 5,771,850 5,275,200 5,497,200 5,509,200 5,818,575 2017 Green Bonds (Series A Refunding 2012s) 1,201,085 1,022,200 1,022,200 1,022,200 1,022,200 2017 Parity Bonds (Series B) 1,439,175 1,437,500 1,439,250 1,438,500 1,435,250 2015 Refunding Notes 1,856,725 1,884,725 1,918,675 1,939,375 1,967,125 Promissory Notes 75,000 75,000 75,000 75,000 1,575,000 Total $11,020,585 $10,397,375 $10,679,075 $10,735,225 $12,279,975 MAA Bond Fund Issues MAA Tax Levy Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the District. The District receives property tax revenue from Santa Clara and San Mateo Counties (the Counties). The Counties are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the levy is calculated based on the assessed value and the debt service amount that the District needs to collect. The evolution of the tax levy is as follows: 2015-16 $.0008 per $100 of assessed valuation 2016-17 $.0006 per $100 of assessed valuation 2017-18 $.0009 per $100 of assessed valuation 2018-19 $.0019 per $100 of assessed valuation (projected) 2015 General Obligation Bonds (Series 2015A and 2015B) On August 13, 2015, the District issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5 million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014, which approved Measure AA to authorize the issuance of up to $300 million principal amount of general obligation bonds. Budget and Action Plan FY2018-19 | Section II | Page 31 DRAFT - May 18, 2018 2018 General Obligation Bonds (Series GO Green Bonds) On February 14, 2018, the District issued and additional $50 million of tax-exempt general obligation Green Bonds. The bonds are also payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014 which approved Measure AA to authorize the issuance of up to $300 million principal amount of general obligation bonds. Measure AA Annual Debt Service 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 FY 2 0 1 8 - 1 9 FY 2 0 1 9 - 2 0 FY 2 0 2 0 - 2 1 FY 2 0 2 1 - 2 2 FY 2 0 2 2 - 2 3 FY 2 0 2 3 - 2 4 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 6 - 2 7 FY 2 0 2 7 - 2 8 FY 2 0 2 8 - 2 9 FY 2 0 2 9 - 3 0 FY 2 0 3 0 - 3 1 FY 2 0 3 1 - 3 2 FY 2 0 3 2 - 3 3 FY 2 0 3 3 - 3 4 FY 2 0 3 4 - 3 5 FY 2 0 3 5 - 3 6 FY 0 3 6 - 3 7 FY 2 0 3 7 - 3 8 FY 2 0 3 8 - 3 9 FY 2 0 3 9 - 4 0 FY 2 0 4 0 - 4 1 FY 2 0 4 1 - 4 2 FY 2 0 4 2 - 4 3 FY 2 0 4 3 - 4 4 FY 2 0 4 4 - 4 5 FY 2 0 4 5 - 4 6 FY 2 0 4 6 - 4 7 FY 2 0 4 7 - 4 8 FY 2 0 4 8 - 4 9 Measure AA 2015 Series B (Taxable)Measure AA 2015 Series A (Tax-Exempt) Measure AA 2018 Series GO Green Bonds Five-Year Measure AA Debt Projection FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 Measure AA 2015 Series A (Tax-Exempt) $1,636,163 $1,636,163 $1,636,163 $1,943,288 $2,575,913 Measure AA 2015 Series B (Taxable) 955,875 952,925 952,313 637,875 0 Measure AA 2018 Series GO Green Bonds 2,058,368 4,683,100 3,373,375 2,728,500 2,727,600 Total $4,650,405 $7,272,188 $5,961,850 $5,309,663 $5,303,513 Projected Tax Rate $2.02 $1.81 $1.57 $1.50 $1.45 Page 32 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Fund Balance The projected increase to the FY2018-19 Total Fund Balance is primarily due to the continued growth in the District’s property tax revenues and a stabilization in capital spending levels from the previous year. The following table depicts general fund revenue and expenses for a five-year period. Each year has a balanced budget or a positive change in fund balance. Debt Management Policy The Board of Directors adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management Policy is to establish the overall parameters for issuing, structuring, and administering the debt of the District in compliance with applicable federal and State securities law. The Debt Management Policy was developed in conjunction with the Policy for Initial and Continuing Disclosure Relating to Bond Issuances, with the latter ensuring that statements or releases of information to the public and investors relating to the finances of the District are complete, true, and accurate in all material respects. FY2015 Actual FY2016 Actual FY2017 Actual FY2018 Projected FY2019 Budget Nonspendable — — $55,093 — — Restricted 1,702,556 1,971,040 1,971,040 1,923,540 1,838,040 Committed 20,400,000 35,400,000 35,400,000 40,700,000 9,449,900 Assigned — — — 2,938,250 — Unassigned 21,329,605 16,857,586 23,872,450 23,272,450 25,672,450 Total Fund Balance $43,432,161 $54,228,626 $61,298,583 $68,834,240 $36,960,390 Minimum Unassigned Fund Balance* $10,597,200 $11,839,200 $12,691,200 $13,509,000 $14,493,900 *Calculated as 30 percent of total annual Fund 10 property tax revenues. General Fund Trend 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 FY2014-15 Actual FY2015-16 Actual FY2016-17 Actual FY2017-18 Projected FY2018-19 Projected Total ExpensesTotal Revenue Budget and Action Plan FY2018-19 | Section II | Page 33 DRAFT - May 18, 2018 Budget Process The District’s annual budget development process begins in January when an annual retreat is held where the Board reviews and updates the District Strategic Plan based on the fi ndings of an environmental scan and overview of prior-year accomplishments. At this time, staff begins capacity planning for ongoing projects and proposed new projects. In February, the Board meets with executive and department managers to establish priorities for the upcoming fi scal year and provide staff with strategic direction regarding the upcoming fi scal years Capital Improvement and Action Plan. Departments begin developing the District’s Annual Capital Improvement and Action Plan in February/March in accordance with the Board’s priorities and develop the budgets in March. The individual department CIAPs and Budgets are consolidated in March/April and reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May. The Board conducts its initial review of the Proposed Annual Budget and CIAP in May and formally adopts it in June. The District’s Board of Directors adopts an annual operating budget for the District by major fund on or before June 30 for the ensuing fi scal period. The Board of Directors may amend the budget by resolution during the fi scal period. The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level. The District uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense category. 1. After the end of the fi rst, second, and third quarters, department managers and project managers provide a re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a consolidated budget adjustment is proposed to the Board for adoption via resolution. 2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution. 3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re-forecast report to the Board. Budget Development Process • Develop Environmental Scan • Update Strategic Goals • Board Retreat #1Strategic Planning (Nov-Jan) • Initialize Budget in NWS • Finalize OpEx/CapEx Budgets and CIAP • Review Budget and CIAP with Managers/AGMs/CFO • Review Budget and CIAP with GM Budget Preparation (Jan-Apr) • Project Scoping • Resource Loading • Measure AA Reprioritization, as needed • Develop Capital Improvement and Action Plan (CIAP) • Board Retreat #2 Action Plan Development (Nov-Mar) • Present Budget and CIAP to ABC Committee • Follow-up Presentations to ABC (if needed) • ABC Approves Budget and CIAP • Board‘s Initial Review of Budget & CIAP • Board Adopts Budget and CIAP Board Review (Apr-Jun) Page 34 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w Budget Management Process • Departments are expected to review YTD operating and capital budgets throughout the fiscal year to ensure that expenditures are trending to adopted budgetBudget Monitoring • GM must report to the Board any overages greater than 5% in the following accounts: Expenses/Annexation, Special Agreements, Insurance, Travel Expenses, and Personal DevelopmentGM Review • Budget and Analysis sends quarterly budget performance reports to departments • General Manager may approve net-zero overages over $15,000 • AGM may approve net-zero overages up to $15,000 • Department Managers may approve net-zero overages within their departments up to $10,000 Budget Amendments (Quarterly) • Budget and Analysis staff presents quarterly budget adjustment requests to the Board for approvalBoard Approval Grants Program The District recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by Measure AA requires the District to think strategically about how to broaden its impact in partnership with the conservation community and leverage existing revenue sources to augment funding gaps. To address this need, in early 2017, the District created a Grants Program focused on increasing grant funding for the District and deepening its relationships with external partners. The objective of the Grants Program is to bring in additional revenue to fulfi ll the Measure AA obligations, work in concert with partner organizations to build the collective impact of the conservation community, and remain responsive to community needs and trends. Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and collaboratively with partners. As part of its effort to build these relationships, the District is expanding its Grantmaking Program, which provides modest conservation grants to partners working on projects that align with the District’s mission. To this end, the District has increased its investment in this program and has broadened the categories of eligible funding to align with the District’s current priorities. Going forward, the District will continue to build the capacity of the Grants Program, work collaboratively with its partners, and strategically align grant awards with the District’s mission. In the short-term, the Grants Program will refi ne these goals, build institutional knowledge about grants among staff, and focus on small-scale successes to demonstrate the value of the Grants Program. Budget and Action Plan FY2018-19 | Section II | Page 35 DRAFT - May 18, 2018 FINANCIAL POLICIES Budget Policy The District follows best practices in budgeting, including: assessing constituent needs, developing long range plans, adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets as required. The District budget is divided into four categories: Operating Budget, Capital Budget, Land and Associated Costs, and Debt Service. The budget is prepared and adopted on a cash-basis, whereas the annual financial statements are prepared on a modified accrual basis, which takes into account all of the current year revenues and expenses regardless of when cash is received or paid. The Board adopts the annual budget on the Fund level: Fund 10 – General Fund Operating Fund 20 – Hawthorn Fund Fund 30 – Measure AA Land/Capital Fund 40 – General Fund Land/Capital Fund 50 – Debt Service The budget can be amended during the year, in accordance with the Board Budget and Expenditure Policy, which states that increases to any of the four budget categories must be approved by the Board. Investment Policy The District’s Investment Policy is adopted annually, in accordance with State law. The policy provides guidance and direction for the prudent investment of District funds to safeguard the principal of invested funds and achieve a return on funds while maintaining the liquidity needs of the District. The ultimate goal is to maximize the efficiency of the District’s cash management system, and to enhance the economic status of the District, while protecting its pooled cash. The investment of funds is governed by the California Government Code Section 53601 et seq., and by California Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in accordance with the provisions of California Government Code, Sections 53630 et seq. Fund Balance Policy During 2014 the Board of Directors adopted the Fund Balance Policy to provide adequate funding to meet the District’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such as natural disasters, strengthen the financial stability of the District against present and future uncertainties such as economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been developed, with the counsel of the District auditors, to meet the requirements of GASB 54. The components of District fund balance are as follows: • Non-Spendable fund balance includes amounts that cannot be spent either because they are not in spendable form, e.g. prepaid insurance, or because of legal or contractual constraints. At all times, the District shall hold fund balance equal to the sum of its non-spendable assets. • Restricted fund balance includes amounts that are constrained for specific purposes which are externally imposed by constitutional provisions, enabling legislation, creditors, or contracts. • Committed fund balances includes amounts that are constrained for specific purposes that are internally imposed by the government through formal action of the highest level of decision making authority and does not lapse at period-end. Funds spent from committed funds shall be reimbursed from the general fund within two years. Page 36 | Section II | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I : B u d g e t S u m m a r y a n d O v e r v i e w • Assigned fund balance includes amounts that are intended to be used for specific purposes that are neither restricted nor committed. Such amounts may be assigned by the General Manager if authorized by the Board of Directors to make such designations. Projects to be funded by assigned funds require the approval of the General Manager. Funds spent from assigned funds shall be reimbursed from the general fund within two years. • Unassigned fund balance includes amounts within the general fund which have not been classified within the above categories. The Board shall designate the minimum amount of unassigned fund balance which is to be held in reserve in consideration of unanticipated events that could adversely affect the financial condition of the District and jeopardize the continuation of necessary public services. The District uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance is available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement requiring dollar-for-dollar spending. Additionally, the District would first use committed, then assigned, and lastly unassigned amounts of unrestricted fund balance when expenditures are made. Purisima Creek Redwoods Open Space Preserve by Kate Pittman El Corte de Madera Creek Open Space Preserve by Nelson Wong Budget and Action Plan FY2018-19 | Section II | Page 37 DRAFT - May 18, 2018 Monte Bello Open Space Preserve by Karl Gohl Page 38 | Section III | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Section III: Capital Improvement and Action Plan Windy Hill Open Space Preserve by Matt McLean Budget and Action Plan FY2018-19 | Section III | Page 39 DRAFT - May 18, 2018 Page 40 | Section III | Budget and Action Plan FY2018-19 CAPITAL IMPROVEMENT AND ACTION PLAN OVERVIEW This year the Action Plan was combined with the Capital Improvement Plan to reduce duplication of information and effort, provide multi-year budget information, and to provide a consolidated view of the major projects and activities of the District. This section of the budget is now called the Capital Improvement and Action Plan (CIAP). Projects with budgets of $50,000 or more are highlighted in this section. Projects below this threshold are included in Section IV: Department Summary. The annual District Capital Improvement and Action Plan forms the fiscal year work program and includes the projects and key initiatives that the District will pursue and for which it will dedicate staff and financial resources. With the approval of Measure AA by the voters in 2014, this next fiscal year represents the fourth full year of Measure AA project funding. The Fiscal Year (FY) 2018-19 Capital Improvement and Action Plan contains a total of 96 projects, of which 33 projects, or 34%, are eligible for Measure AA reimbursement. District staff prepared the FY2018-19 Capital Improvement and Action Plan in accordance with the Board’s direction outlined at the March 15 retreat, resulting in 96 projects spread throughout the following categories: From a funding perspective, 76% of the Capital Improvement and Action Plan projects are capital projects or land acquisition while the remaining 24% are included in the operating budget. FY2018-19 CIAP by Program Land Acquisition and Preservation (17%) Natural Resource Protection and Restoration (26%) Public Access, Education, and Outreach (32%) Infrastructure (Vehicles, Equipment, Facilities) and Other (25%) DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 41 FY2018-19 CIAP Budget The Fiscal Year (FY) 2018-19 Three-Year Capital Improvement and Action Plan (CIAP) lists projected capital and operating projects and associated costs for fiscal years FY2018-19 through FY2020-21, and provides funding of $88.2 million over the next three years. The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorn Fund, and grants. The CIAP lists the capital and operating projects by program. This budget excludes new land purchase funding, for which a corresponding budget adjustment to fund the purchase will be included when new land acquisitions are presented to the Board for approval. However, associated land costs, such as surveys, appraisals, legal services, environmental planning and studies are included in the FY2018-19 budget. OpEx Funded CapEx Funded Projects OpEx Hawthorn MAA General Total % Program Funded Funded Funded Funded Number Total Land Acquisition and Preservation — — 4 13 17 18% Natural Resource Protection and Restoration 15 — 9 1 25 26% Public Access, Education, and Outreach 4 — 20 7 31 32% Infrastructure (Vehicles, Equipment, Facilities) and Other 3 1 — 19 23 24% Total Projects 22 1 33 39 96 100% CIAP Summary by Funding Source FY2018-19 FY2019-20 FY2020-21 3-Year Total Fund 10 – General Fund Operating $1,693,000 $956,000 $352,000 $3,001,000 Fund 20 – Hawthorn 83,000 TBD TBD 83,000 Fund 30 – Measure AA 13,783,984 8,805,453 4,879,750 27,469,187 Fund 40 – General Fund Capital 39,240,000 6,894,850 4,333,200 50,468,050 Grants/Partnerships/Other 1,042,040 1,360,662 5,050,000 7,452,702 Total CIAP $55,842,024 $18,016,965 $14,614,950 $88,473,939 CIAP Summary by Program FY2018-19 FY2019-20 FY2020-21 3-Year Total Land Acquisition and Preservation* $2,139,500 $955,000 $900,000 $3,994,500 Natural Resource Protection and Restoration 3,020,412 1,972,465 1,276,500 6,269,377 Public Access, Education, and Outreach 12,757,412 9,587,200 9,435,000 31,779,612 Infrastructure (Vehicles, Equipment, Facilities) and Other 37,924,700 5,502,300 3,003,450 46,430,450 Total CIAP $55,842,024 $18,016,965 $14,614,950 $88,473,939 *The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board. Three-Year CIAP Funding Sources FY2018-19 CIAP Projects by Program Three-Year CIAP by Program DRAFT - May 18, 2018 Page 42 | Section III | Budget and Action Plan FY2018-19 Grant Income Agriculture Project Summary Project FY2018-19 FY2019-20 FY2020-21 3-Year Total MAA 02-002: Ravenswood Bay Trail – San Mateo County Measure K Grant $200,000 $895,662 – $1,095,662 MAA 11-002PL: Deer Hollow Farm –White Barn Rehabilitation 35,000 265,000 – 300,000 MAA 21-004: Bear Creek Redwoods – Stables Site Plan Implementation – – 5,000,000 5,000,000 MAA 21-007: Bear Creek Redwoods – Invasive Weeds Treatment/Restoration 200,000 200,000 50,000 450,000 MAA 21-009: Bear Creek Redwoods – Webb Creek Bridge 149,500 _ _ 149,500 MAA 22-001: Hendr y’s Creek Restoration – Santa Clara Valley Water District Grant 457,540 – – 457,540 Total Grant Income $1,042,040 $1,360,662 $5,050,000 $7,452,702 Project FY2018-19 FY2019-20 FY2020-21 3-Year Total MAA 03-001: Lot Line Adjustment/Property Transfer Purisima Uplands $30,000 $0 $0 $30,000 Miramontes Ridge Land Conservation (Supports MAA Portfolio 1) 60,000 – – 60,000 Cloverdale Land Opportunity (Supports MAA Portfolio 13) 10,000 – – 10,000 Lower San Gregorio Creek Watershed Land Conservation 74,000 – – 74,000 Subtotal: Land Acquisition and Preservation 174,000 – – 174,000 Brush Encroachment on Rangeland 40,000 – – 40,000 San Gregorio Creek Adjudication Compliance 42,000 42,000 42,000 126,000 Toto Ranch Resources Plan 30,000 – – 30,000 MAA 03-003: Purisima Creek Fence Construction 80,360 – – 80,360 MAA 05-002: Upper La Honda Creek Grazing Infrastructure 59,338 – – 59,338 MAA 09-001: Russian Ridge Grazing Infrastructure 76,150 70,725 5,000 151,875 Subtotal: Natural Resource Protection and Restoration 327,848 112,725 47,000 487,573 La Honda Creek – Agricultural Workforce Housing 226,800 390,000 – 616,800 La Honda Creek – Point of Diversion 17 Water Line Replacement 166,450 – – 166,450 Tunitas Creek – Toto Ranch Driveway Improvements 378,500 – – 378,500 Driscoll Water Line Installation (Pasture 1), La Honda Creek 61,925 – – 61,925 Big Dipper Ranch Spring Work, Skyline Ridge 52,150 – – 52,150 Toto Ranch Well Drilling and Construction, Tunitas Creek 58,450 23,000 – 81,450 Tunitas Creek – Tunitas Creek Ranch Driveway Improvements 50,600 – – 50,600 Subtotal: Infrastructure (Vehicles, Equipment, Facilities) and Other 1,568,571 413,000 0 1,981,571 Total Agriculture $2,070,419 $525,725 $47,000 $2,643,144 DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 43 LAND ACQUISITION AND PRESERVATION Project FY2018-19 FY2019-20 FY2020-21 3-Year Total MAA 03-001: Lot Line Adjustment/Property Transfer Purisima Uplands $30,000 TBD $0 $30,000 MAA 03-002: Purisima Uplands Site Cleanup and Soils Remediation Assessment 140,000 25,000 – 165,000 MAA 22-002: Sierra Azul Cathedral Oaks Land Conservation 20,000 – – 20,000 MAA 23-007: Twin Creeks Land Conservation 1,000,000 500,000 500,000 2,000,000 Subtotal: Fund 30 – Measure AA Capital Projects 1,190,000 525,000 500,000 2,215,000 Miramontes Ridge Land Conservation (Supports MAA Portfolio 1)* 60,000 TBD – 60,000 El Corte de Madera Creek Land Conservation (Supports MAA 4-001)* 17,000 – – 17,000 La Honda Creek Upper Area Land Conservation (Supports MAA Portfolio 5)* 33,000 – – 33,000 Mindego Creek Land Conservation (Supports MAA Portfolio 8)* 30,000 – – 30,000 Cloverdale Land Opportunity (Supports MAA Portfolio 13)* 10,000 TBD – 10,000 Land Opportunities – Long Ridge OSP (Supports MAA Portfolio 15)* 20,000 TBD – 20,000 El Sereno Trails and Wildlife Corridors (Supports MAA Portfolio 19)* 72,500 30,000 – 102,500 Sierra Azul Rancho de Guadalupe Land Conservation (Supports MAA Portfolio 24)* 50,000 – – 50,000 Sierra Azul Loma Prieta Land Conservation (Supports MAA Portfolio 25)* 10,000 – – 10,000 Pursue Watershed Protection Opportunities (Supports MAA)* 150,000 TBD – 150,000 Cal-Water Exchange (ECdM) 23,000 TBD – 23,000 Lower San Gregorio Creek Watershed Land Conservation 74,000 TBD – 74,000 District-wide purchase options and low-value Land Fund 400,000 400,000 400,000 1,200,000 Subtotal: Fund 40 – General Fund Capital Projects 949,500 430,000 400,000 1,779,500 Total Land Acquisition and Preser vation $2,139,500 $955,000 $900,000 $3,994,500 *Pre-acquisition activity for land purchases is budgeted in Fund 40. Upon approval from the Board for fee or easement, pre-acquisition expenses and the purchase price are eligible for MAA reimbursement and a budget adjustment request will be made to transfer budget to Fund 30. DRAFT - May 18, 2018 Page 44 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: MAA03-001 Fund: 30 – Measure AA Capital Project Description Pursue land purchase transfer to complete Purisima to the Sea corridor. FY2018-19 Scope: Giusti Upland Parcel Transfer includes: execution of a lot line adjustments approval from San Mateo County, negotiate Transfer Agreement with property owner, and secure Subordination Agreement with owner’s lender. Lot Line Adjustment and Property Transfer – Purisima Uplands Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 382,368 30,000 30,000 0 0 0 442,368 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 324 0 0 0 0 0 324 Total $382,692 $30,000 $30,000 $0 $0 $0 $442,692 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 382,692 30,000 30,000 0 0 0 442,692 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $382,692 $30,000 $30,000 $0 $0 $0 $442,692 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 45 Land Acquisition and Preservation Project #: MAA03-002 Fund: 30 – Measure AA Capital Project Description Phase II testing for removal of above ground oil facility, fuel tank, and cabin for Purisima Uplands property. FY2018-19 Scope: Obtain cost estimate for removal of oil tank and facilities, site restoration and any required site remediation, including demolition. Purisima Uplands Site Clean up and Soil Remediation Assessment Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 5,255 50,000 0 0 0 0 55,255 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 25,000 25,000 0 0 50,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 115,000 0 0 0 115,000 Total $5,255 $50,000 $140,000 $25,000 $0 $0 $220,255 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 5,255 50,000 140,000 25,000 0 0 220,255 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $5,255 $50,000 $140,000 $25,000 $0 $0 $220,255 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 46 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: MAA 22-002 Fund: 30 – Measure AA Capital Project Description Pursue purchase of lands with prior option rights (fee and easement). FY2018-19 Scope: Coordinate with partner agencies, complete data collection, and transfer remaining property interests. Sierra Azul Cathedral Oaks Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 20,000 0 0 0 20,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $20,000 $0 $0 $0 $20,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 20,000 0 0 0 20,000 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $20,000 $0 $0 $0 $20,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 47 Land Acquisition and Preservation Project #: MAA 23-007 Fund: 30 – Measure AA Capital Project Description Pursue land purchase opportunity at the Twin Creeks property, followed by site clean-up and demolition of structures on the property and land restoration. FY2018-19 Scope: Site clean-up and demolition of structures. Twin Creeks Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $75,273 $0 $0 $0 $75,273 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 25,000 0 0 0 0 25,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 30,000 0 0 0 30,000 8203 Inspection/Construction Monitoring 0 0 105,000 0 0 0 105,000 8204 Permitting Fees 0 0 15,000 0 0 0 15,000 8205 Construction 0 20,000 774,727 500,000 500,000 1,000,000 2,794,727 Total $0 $45,000 $1,000,000 $500,000 $500,000 $1,000,000 $3,045,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 1,000,000 500,000 500,000 1,000,000 3,000,000 40 GF – Capital 0 45,000 0 0 0 0 45,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $45,000 $1,000,000 $500,000 $500,000 $1,000,000 $3,045,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 48 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: GF MAA01 Fund: 40 – General Fund Capital Project Description Pursue land purchase opportunities to grow the District’s contiguous greenbelt at Miramontes Ridge Preserve. FY2018-19 Scope: Johnston Ranch Uplands: evaluate road, trail access and connections. Miramontes Ridge Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 55,000 60,000 0 0 0 115,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $55,000 $60,000 $0 $0 $0 $115,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 55,000 60,000 0 0 0 115,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total 0 $55,000 $60,000 $0 $0 $0 $115,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 49 Land Acquisition and Preservation Project #: GF MAA04 Fund: 40 – General Fund Capital Project Description Pursue Trail Connections between Upper Area of La Honda Creek and El Corte de Madera Creek Open Space Preserves. FY2018-19 Scope: Pursue purchase, exchange and gift opportunities (fee and/or easement) with conservation partners to connect El Corte de Madera Preserve with Upper La Honda Creek Preserve. El Corte de Madera Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 12,000 17,000 0 0 0 29,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $12,000 $17,000 $0 $0 $0 $29,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 12,000 17,000 0 0 0 29,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $12,000 $17,000 $0 $0 $0 $29,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 50 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: GF MAA05 Fund: 40 – General Fund Capital Project Description Pursue trail connections at La Honda Creek Preserve Red Barn Area (in support of MAA 05-007). FY2018-19 Scope: Meet with property owner to discuss a public trail (fee or easement), formalized prescriptive patrol use, proposed water improvements to shared water system, and potential grazing license. La Honda Creek Upper Area Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 27,500 33,000 0 0 0 60,500 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $27,500 $33,000 $0 $0 $0 $60,500 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 27,500 33,000 0 0 0 60,500 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $27,500 $33,000 $0 $0 $0 $60,500 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 51 Land Acquisition and Preservation Project #: GF MAA08 Fund: 40 – General Fund Capital Project Description Pursue Land Conservation Opportunities in the Upper San Gregorio Watershed. FY2018-19 Scope: Appraise and purchase property above Mindego Creek and Woodruff Creek in Upper San Gregorio Creek Watershed (Supports MAA08). Upper San Gregorio Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 30,000 0 0 0 30,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $30,000 $0 $0 $0 $30,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 30,000 0 0 0 30,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $30,000 $0 $0 $0 $30,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 52 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: GF MAA13 Fund: 40 – General Fund Capital Project Description Prepare for potential land purchase of Cloverdale Ranch property owned by Peninsula Open Space Trust. FY2018-19 Scope: Conduct preliminary site assessment. Peninsula Open Space Trust – Cloverdale Ranch Land Opportunity Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 10,000 10,000 0 0 0 20,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $10,000 $10,000 $0 $0 $0 $20,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 10,000 10,000 0 0 0 20,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $10,000 $10,000 $0 $0 $0 $20,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 53 Land Acquisition and Preservation Project #: GF MAA15 Fund: 40 – General Fund Capital Project Description Pursue land purchase opportunities to grow the District’s contiguous greenbelt in redwood forests. FY2018-19 Scope: Pursue purchase opportunity in Oil Creek. Redwood Forest Land Opportunity Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 35,000 20,000 0 0 0 55,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $35,000 $20,000 $0 $0 $0 $55,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 35,000 20,000 0 0 0 55,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $35,000 $20,000 $0 $0 $0 $55,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 54 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: GF MAA19 Fund: 40 – General Fund Capital Project Description Work with public agency and private land owners to purchase property and trail easements to connect to Skyline, Sanborn County Park and protect wildlife corridors at El Sereno Preserve. FY2018-19 Scope: Negotiate and secure fee and/or trail easements with private property owners. Complete pre-planning, site assessment, trail alignment assessment, technical studies and preliminary trail design. El Sereno Trails and Wildlife Corridors Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 1,000 1,500 0 0 0 2,500 8101 Real Estate Ser vices 715 60,000 35,000 0 0 0 95,715 8201 Architect/Engineering Services 0 18,000 36,000 0 0 0 54,000 8202 Environmental/Planning Ser vices 0 0 0 18,000 0 0 18,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 12,000 0 0 12,000 8205 Construction 0 0 0 0 0 0 0 Total $715 $79,000 $72,500 $30,000 $0 $0 $182,215 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 19,000 0 0 0 0 19,000 40 GF – Capital 715 60,000 72,500 30,000 0 0 163,215 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $715 $79,000 $72,500 $30,000 $0 $0 $182,215 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 55 Land Acquisition and Preservation Project #: GF MAA24 Fund: 40 – General Fund Capital Project Description Pursue land purchase opportunity to grow the District’s contiguous greenbelt in the Rancho de Guadalupe area of Sierra Azul. FY2018-19 Scope: Pursue new land purchase opportunities as they become available (Reynolds Road property). Sierra Azul Rancho de Guadalupe Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 31,000 50,000 0 0 0 81,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $31,000 $50,000 $0 $0 $0 $81,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 31,000 50,000 0 0 0 81,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $31,000 $50,000 $0 $0 $0 $81,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 56 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: GF MAA25 Fund: 40 – General Fund Capital Project Description Pursue land purchase opportunity to grow the District’s contiguous greenbelt in the Loma Prieta Area of Sierra Azul. FY2018-19 Scope: Pursue land purchase opportunity in upper Herbert Creek and along Loma Prieta Ridgeline. Sierra Azul Loma Prieta Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 10,000 10,000 0 0 0 20,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $10,000 $10,000 $0 $0 $0 $20,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 10,000 10,000 0 0 0 20,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $10,000 $10,000 $0 $0 $0 $20,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 57 Land Acquisition and Preservation Project #: GF MAA Multiple Fund: 40 – General Fund Capital Project Description Pursue land purchase opportunity to protect the Los Gatos, Guadalupe, and Saratoga Creek regional significant watershed at Sierra Azul, Bear Creek Redwoods, El Sereno, and Saratoga Gap Preserves. Benefits the following MAA portfolios: 18, 19, 20, 21, 22, 23 and 25. FY2018-19 Scope: Conduct watershed assessment (including conservation forestry) and outline purchase and protection of the Los Gatos Creek watershed, and pursue purchase. Watershed Protection Opportunity – Numerous Open Space Preserves Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 130,000 150,000 0 0 0 280,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $130,000 $150,000 $0 $0 $0 $280,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 130,000 150,000 0 0 0 280,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $130,000 $150,000 $0 $0 $0 $280,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 58 | Section III | Budget and Action Plan FY2018-19 Land Acquisition and Preservation Project #: XXXXX Fund: 40 – General Fund Capital Project Description Pursue trail connections between Huddart Park and Teague Hill Preserve, and pursue future land conservation protections in the Bear Creek Watershed. FY2018-19 Scope: Identify trail easement lands and consult with San Mateo County Parks. Cal–Water Land Exchange, Teague Hill Preserve Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 18,000 23,000 0 0 0 41,000 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $18,000 $23,000 $0 $0 $0 $41,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 18,000 23,000 0 0 0 41,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $18,000 $23,000 $0 $0 $0 $41,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 59 Land Acquisition and Preservation Project #: 20120 Fund: 40 – General Fund Capital Project Description Pursue opportunity to protect watershed and farmland in the Lower San Gregorio watershed. FY2018-19 Scope: Pursue partnerships to protect water resources and agricultural lands in the Lower San Gregorio watershed, including survey and identification of riparian corridor, and drafting of a conservation easement for the riparian area with water rights counsel. Lower San Gregorio Creek Watershed Land Conservation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 5,234 39,000 74,000 0 0 0 118,234 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $5,234 $39,000 $74,000 $0 $0 $0 $118,234 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 5,234 39,000 74,000 0 0 0 118,234 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $5,234 $39,000 $74,000 $0 $0 $0 $118,234 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 60 | Section III | Budget and Action Plan FY2018-19 NATURAL RESOURCE PROTECTION AND RESTORATION Project FY2018-19 FY2019-20 FY2020-21 3-Year Total Badger/Burrowing Owl Habitat Assessment $100,000 $75,000 $75,000 $250,000 Brush Encroachment on Rangeland 40,000 — — 40,000 Climate Action Plan 70,000 40,000 10,000 120,000 Cherry Springs Lake Infrastructure Operations Plan 25,000 25,000 — 50,000 Districtwide Pond Assessment 125,000 75,000 75,000 275,000 El Corte de Madera Creek Watershed Protection Plan Sediment Science 66,000 45,000 — 111,000 Endangered Species Act Programmatic Permitting 100,000 100,000 50,000 250,000 Groundwater Well Decommissioning 10,000 86,000 — 96,000 Marbled Murrelet Recovery Planning 30,000 40,000 25,000 95,000 Prescribed Fire Program Development 116,000 116,000 — 232,000 Restoration Forestr y Demonstration Project 90,000 15,000 — 105,000 San Gregorio Creek Adjudication Compliance 42,000 42,000 42,000 126,000 Toto Ranch Resources Plan 30,000 — — 30,000 Water Quality Monitoring Program 22,000 22,000 — 44,000 Water Rights Assessments, Monitoring, and Reporting 60,000 75,000 75,000 210,000 Subtotal: Fund 10 – General Fund Operating Projects 926,000 756,000 352,000 2,034,000 MAA 03-003: Purisima Creek Fence Construction 80,360 — — 80,360 MAA 05-002: Upper La Honda Creek Grazing Infrastructure 59,338 — — 59,338 MAA 09-001: Russian Ridge Grazing Infrastructure 76,150 70,725 5,000 151,875 MAA 09-003: Russian Ridge: Mindego Pond Improvement 355,658 10,000 10,000 375,658 MAA 20-001: Wildlife Corridor – Highway 17 Crossing 228,579 152,500 309,500 690,579 MAA 21-007: Bear Creek Redwoods – Invasive Weeds Treatment/Restoration 318,676 263,050 50,000 631,726 MAA 21-008: Bear Creek Redwoods – Ponds Restoration and Water Rights 129,445 397,500 — 526,945 MAA 21-XXX: Bear Creek Redwoods Landfill Characterization and Remediation 127,736 100,000 550,000 777,736 MAA 22-001: Hendr y’s Creek Property Land Restoration 594,220 98,440 — 692,660 Subtotal: Fund 30 – Measure AA Capital Projects 1,970,162 1,092,215 924,500 3,986,877 Los Trancos – Page Mill Eucalyptus Removal 124,250 124,250 — 248,500 Subtotal: Fund 40 – General Fund Capital Projects 124,250 124,250 0 248,500 Total Natural Resource Protection and Restoration $3,020,412 $1,972,465 $1,276,500 $6,269,377 DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 61 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Develop an RFPQ and award consultant services to provide expertise in the management of grasslands and upland habitat for badger and burrowing owl. Provide a detailed habitat suitability assessment (Districtwide) for badger and burrowing owl, determine presence, use, and status of the species within the available habitat. Recommend specific management measures to protect and enhance habitat. Project may involve genetic studies to determine viability of population(s). Project may also involve banding and telemetry of burrowing owls to determine breeding locations (presumed to be off of District lands), to allow for partnering to provide management of the species throughout the year (both breeding and non-breeding). FY2018-19 Scope: Issue RFPQ for badger/burrowing owl assessment and begin fieldwork. Badger/Burrowing Owl Habitat Assessment Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 100,000 75,000 75,000 0 250,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $100,000 $75,000 $75,000 $0 $250,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $100,000 $75,000 $75,000 $0 $250,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $100,000 $75,000 $75,000 $0 $250,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 62 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Provide a literature search on the most effective methods of safely removing brush encroachment on high native biodiversity areas. Provide a long-term plan for both Toto Ranch and rangeland areas of Purisima Creek Redwoods. FY2018-19 Scope: Provide a literature search on the most effective methods of safely removing brush encroachment on high native biodiversity areas. Provide a long-term plan for both Toto Ranch and rangeland areas of Purisima Creek Redwoods. Brush Encroachment on Rangeland Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 40,000 0 0 0 40,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $40,000 $0 $0 $0 $40,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $40,000 $0 $0 $0 $40,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $40,000 $0 $0 $0 $40,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 63 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Complete and implement the District’s Climate Action Plan (projects will be implemented through CIAP on an ongoing basis). Improve ongoing inventory and monitoring of the District’s GHG emissions. Assess resource vulnerability to climate change impacts. Assess opportunities to improve landscape resilience and carbon sequestration, plan for resulting resource management projects, and implement projects. FY2018-19 Scope: Complete District’s Climate Action Plan and begin implementation. Improve ongoing inventory and monitoring of the District’s GHG emissions. Hire consultant to advise on resource vulnerability to climate change impacts and assess opportunities to improve landscape resilience and carbon sequestration. Climate Action Plan Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 60,000 70,000 40,000 10,000 0 180,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $60,000 $70,000 $40,000 $10,000 $0 $180,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 64 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Develop operational plan for Cherry Springs water system. FY2018-19 Scope: Develop operational plan for Cherry Springs water system. Cherry Springs Lake Infrastructure Operations Plan Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Ser vices 0 0 20,000 20,000 0 0 40,000 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 5,000 5,000 0 0 10,000 Total $0 $0 $25,000 $25,000 $0 $0 $50,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $25,000 $25,000 $0 $0 $50,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $25,000 $25,000 $0 $0 $50,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 65 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Re-inventory reptile and amphibian species on District lands. The goal is to resurvey those sites visited by Seymour and Westphal in 2000 and 2007 and fill in any data gaps focused on reptile and amphibian species occurrence on district lands and to present management recommendations and monitoring guidelines. Survey efforts should be focused on rare, protected and/or locally sensitive species and specific aquatic habitats. Goal is to survey all known ponds on district lands (with some exceptions for those already well documented). Identify important breeding and dispersal areas for the species. Project may include eDNA and pathogen sampling. FY2018-19 Scope: Issue RFPQ, develop schedule and begin surveys. Districtwide Pond Assessment Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 125,000 75,000 75,000 0 275,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $125,000 $75,000 $75,000 $0 $275,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $125,000 $75,000 $75,000 $0 $275,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $125,000 $75,000 $75,000 $0 $275,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 66 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: 80016-32 Fund: 10 – General Fund Project Description Study instream sediment to produce scientific report and analysis of the recently completed watershed protection program. Reassess sediment monitoring pools,install stream gauges and data loggers, and measure sediment transport and storage in pools. FY2018-19 Scope: Complete first year of sediment and stream monitoring and data collection. El Corte de Madera Creek Watershed Protection Plan Sediment Science Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 35,000 66,000 45,000 0 0 146,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $35,000 $66,000 $45,000 $0 $0 $146,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $35,000 $66,000 $45,000 $0 $0 $146,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $35,000 $66,000 $45,000 $0 $0 $146,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 67 Natural Resource Protection and Restoration Project #: 80034-44 Fund: 10 – General Fund Project Description Develop State and Federal programmatic permits for compliance with Endangered Species and Clean Water Acts. Facilitates streamlined implementation of MAA and non-MAA projects, resource protection, and partnering efforts. FY2018-19 Scope: Begin programmatic permitting with U.S. Army Corps of Engineers and renewal of Regional Water Quality Control Board routine maintenance agreement. Finish assessment of state and federal permitting evaluation to determine cost and value of federal Habitat Conservation Plan and state Natural Community Conservation Plan. Endangered Species Act Programmatic Permitting Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 9,240 56,500 0 0 0 0 65,740 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 3,883 0 100,000 100,000 50,000 75,000 328,883 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $13,123 $56,500 $100,000 $100,000 $50,000 $75,000 $394,623 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 68 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Locate, assess, and decommission abandoned wells across the District to prevent groundwater contamination. FY2018-19 Scope: Initiate process to locate, assess, and estimate costs for decommissioning all abandoned wells in the District. Groundwater Well Decommissioning Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 10,000 26,000 0 0 36,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 60,000 0 0 60,000 Total $0 $0 $10,000 $86,000 $0 $0 $96,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $10,000 $86,000 $0 $0 $96,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $10,000 $86,000 $0 $0 $96,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 69 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Assist in the development of Santa Cruz Mountains Landscape Management Plan and assess species presence and suitable habitats on District lands. FY2018-19 Scope: Conduct nesting surveys at La Honda Creek and Purisima Creek Redwoods Open Space Preserves. Marbled Murrelet Recovery Planning Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 25,485 0 0 0 0 25,485 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 30,000 40,000 25,000 0 95,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $25,485 $30,000 $40,000 $25,000 $0 $120,485 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 70 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: 80003-10 Fund: 10 – General Fund Project Description Develop prescribed fire program for District lands and prepare environmental review. Prepare prescribed fire program for suitable District lands. Hire consultant to design program and prepare environmental review. FY2018-19 Scope: Develop RFPQ for CEQA consultant and fire ecologist. Secure approval of a project description. Prescribed Fire Program Development Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 75,000 41,000 41,000 0 0 157,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 10,000 75,000 75,000 0 0 160,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $85,000 $116,000 $116,000 $0 $0 $317,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $85,000 $116,000 $116,000 $0 $0 $317,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $85,000 $116,000 $116,000 $0 $0 $317,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 71 Natural Resource Protection and Restoration Project #: 80021-10 Fund: 10 – General Fund Project Description Develop pilot project to restore degraded forest habitat on District Open Space Preserves. Facilitates implementation of MAA 15 Regional Redwood Protection and Salmon Fishery Conservation. FY2018-19 Scope: Working with Registered Professional Forester, conduct technical studies to support restoration forestry pilot project and initiate plans to restore degraded forest land. Restoration Forestry Demonstration Project Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 10,000 0 0 0 0 10,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 55,000 15,000 0 0 70,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 5,000 0 0 0 5,000 8205 Construction 0 0 30,000 0 0 0 30,000 Total $0 $10,000 $90,000 $15,000 $0 $0 $115,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $10,000 $90,000 $15,000 $0 $0 $115,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $10,000 $90,000 $15,000 $0 $0 $115,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 72 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: 80052 Fund: 10 – General Fund Project Description Identify, monitor and report water use of District water rights for domestic, stock watering and resource preservation purposes and ensure compliance with regulatory requirements in the San Gregorio Creek Watershed. FY2018-19 Scope: Identify and begin implementation of priority water resources actions in the San Gregorio watershed. San Gregorio Creek Adjudication Compliance Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 10,188 43,057 42,000 42,000 42,000 0 179,245 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $10,188 $43,057 $42,000 $42,000 $42,000 $0 $179,245 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 73 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description Assess property and identify sensitive habitats, management actions and habitat enhancement opportunities for rare species. FY2018-19 Scope: Develop draft action plan to assess property and identify sensitive habitats, management actions, and habitat enhancement opportunities for rare species protection. The resources plan will inform the Rangeland Management Plan. Toto Ranch Resources Plan Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 30,000 0 0 0 30,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $30,000 $0 $0 $0 $30,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $30,000 $0 $0 $0 $30,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $30,000 $0 $0 $0 $30,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 74 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: XXXXX Fund: 10 – General Fund Project Description The goal of the project is to determine what a coordinated, deliberate, and organized water quality monitoring program would look like at the District. Figuring out what systems, processes, procedures, and staff resources are necessary and for what specific water quality purposes is part of the goal. FY2018-19 Scope: Create a list of water quality issues and constituents of concerns. Review current and upcoming water quality regulations affecting the District’s lands and watersheds. Gather and analyze water quality programs in similar agencies. Conduct limited stakeholder interviews with field and office staff involved in water quality, and bring in outside technical experts to help advise. Water Quality Monitoring Program Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 22,000 22,000 0 0 44,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $22,000 $22,000 $0 $0 $44,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $22,000 $22,000 $0 $0 $44,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $22,000 $22,000 $0 $0 $44,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 75 Natural Resource Protection and Restoration Project #: 31403 Fund: 10 – General Fund Project Description Facilitate regular monitoring and annual reporting of the District’s water rights, and assess new water rights. FY2018-19 Scope: Facilitate regular monitoring and annual reporting of the District’s water rights, and assess new water rights. Water Rights Assessments, Monitoring, and Reporting Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 60,000 75,000 75,000 0 210,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $60,000 $75,000 $75,000 $0 $210,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $60,000 $75,000 $75,000 $0 $210,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $60,000 $75,000 $75,000 $0 $210,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 76 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: MAA03-003 Fund: 30 – Measure AA Capital Project Description To protect the Purisima Creek Riparian Area as it flows through the Bluebrush Canyon Area of the Purisima Creek Redwoods Preserve. FY2018-19 Scope: Construct cattle fencing along both sides of Purisima Creek and install gates at key access points. Purisima Creek Fence Construction, Purisima Creek Redwoods Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 9,750 0 0 0 9,750 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 70,610 0 0 0 70,610 Total $0 $0 $80,360 $0 $0 $0 $80,360 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 80,360 0 0 0 80,360 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $80,360 $0 $0 $0 $80,360 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 77 Natural Resource Protection and Restoration Project #: MAA05-002 Fund: 30 – Measure AA Capital Project Description Protect the riparian corridor and to provide a water source for cattle in the upper section of Pasture 3 at McDonald Ranch. FY2018-19 Scope: Clean and repair existing springbox and connect water line to a cattle trough in Pasture 3 of McDonald Ranch. Construct livestock fence on the south side of La Honda Creek. Includes on-call bio consultant for preconstruction bio training and biological monitoring. Upper La Honda Creek Grazing Infrastructure Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 7,300 0 0 0 7,300 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 30,915 0 52,038 0 0 0 82,953 Total $30,915 $0 $59,338 $0 $0 $0 $90,253 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 30,915 0 59,338 0 0 0 90,253 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $30,915 $0 $59,338 $0 $0 $0 $90,253 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 78 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: MAA09-001 Fund: 30 – Measure AA Capital Project Description Complete fencing and water system upgrades to increase conservation grazing at the Mindego Hill area of the Russian Ridge Open Space Preserve by opening a new south pasture. This project includes the installation of a new water line, two additional troughs, and the installation of a fence along the new southern pasture of the Mindego Ranch grazing unit. Project execution is dependent on completion of the Russian Ridge Use and Management Plan amendment. FY2018-19 Scope: Complete installation of new water line and two water troughs to open the south pasture. Russian Ridge Grazing Infrastructure Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 6,000 7,150 1,725 0 0 14,875 8204 Permitting Fees 0 1,800 0 0 0 0 1,800 8205 Construction 38,668 172,500 69,000 69,000 5,000 0 354,168 Total $38,668 $180,300 $76,150 $70,725 $5,000 $0 $370,843 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 38,668 180,300 76,150 70,725 5,000 0 370,843 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $38,668 $180,300 $76,150 $70,725 $5,000 $0 $370,843 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 79 Natural Resource Protection and Restoration Project #: MAA09-003 Fund: 30 – Measure AA Capital Project Description Hire Design-Build engineering consultants to implement projects for the enhancement of aquatic habitats for San Francisco garter snake (SFGS), Western pond turtle, and California red-legged frog, following recommendations in the Mindego SFGS Habitat Management Plan. Coordinate with regulatory agencies for permitting. FY2018-19 Scope: Select Design-Build firm and award contract. Firm scope includes development of project designs, plans, specifications, and permitting documents. Russian Ridge Mindego Pond Improvement Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $11,140 $55,658 $0 $0 $0 $66,798 5000- 7000 Services and Supplies 0 1,000 0 0 0 0 1,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 25,000 0 0 0 25,000 8203 Inspection/Construction Monitoring 0 0 75,000 0 0 0 75,000 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 200,000 10,000 10,000 0 220,000 Total $0 $12,140 $355,658 $10,000 $10,000 $0 $387,798 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 12,140 355,658 10,000 10,000 0 387,798 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $12,140 $355,658 $10,000 $10,000 $0 $387,798 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 80 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: MA 20-001 Fund: 30 – Measure AA Capital Project Description Provide a safe wildlife passage along Highway 17 by constructing a new under or overcrossing between Los Gatos and Lexington Reservoir. Develop project support with partners, stakeholders and the public. Develop project alternatives and complete Caltrans project documentation (Project Study Report, PSR) in 2019. Begin CEQA review and permitting process upon completion of PSR. Construction is expected to begin in future fiscal years, pending the completion of CEQA and design. FY2018-19 Scope: Oversee consultant preparation of Caltrans project study report. Continue to work with partners and stakeholders. Wildlife Corridor: Highway 17 Crossing Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $47,160 $23,579 $0 $0 $0 $70,739 5000- 7000 Services and Supplies 0 1,200 0 0 0 0 1,200 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 137,644 2,500 200,000 52,500 287,500 0 680,144 8202 Environmental/Planning Ser vices 51,528 4,500 5,000 100,000 0 0 161,028 8203 Inspection/Construction Monitoring 0 0 0 0 0 425,000 425,000 8204 Permitting Fees 0 0 0 0 22,000 0 22,000 8205 Construction 0 0 0 0 0 8,000,000 8,000,000 Total $189,172 $55,360 $228,579 $152,500 $309,500 $8,425,000 $9,360,111 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 189,172 55,360 228,579 152,500 309,500 3,425,000 4,360,111 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 5,000,000 5,000,000 Total $189,172 $55,360 $228,579 $152,500 $309,500 $8,425,000 $9,360,111 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 81 Natural Resource Protection and Restoration Project #: MAA21-007 Fund: 30 – Measure AA Capital Project Description Implement targeted treatments under Integrated Pest Management (IPM) Plan to control invasive weed populations at Bear Creek Redwoods, and to facilitate opening preserve for public access. Implement second year of targeted weed treatments at Bear Creek Redwoods to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY2018-19 Scope: Implement third year of targeted weed treatments at Bear Creek Redwoods to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. Develop RFPQ for the final two years of invasive work. Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $21,254 $1,226 $0 $0 $0 $22,480 5000- 7000 Services and Supplies 908 0 0 0 0 0 908 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 25,000 0 0 0 0 0 25,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 163,834 148,350 317,450 263,050 50,000 50,000 992,684 Total $189,741 $169,604 $318,676 $263,050 $50,000 $50,000 $1,041,071 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 189,741 169,604 118,676 63,050 0 25,000 566,071 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 200,000 200,000 50,000 25,000 475,000 Total $189,741 $169,604 $318,676 $263,050 $50,000 $50,000 $1,041,071 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 82 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: MAA21-008 Fund: 30 – Measure AA Capital Project Description Implement recommendations from Ponds Assessment developed for Bear Creek Redwoods (BCR). Phase I project is Mud Lake outflow and culvert repairs, Phase II may involve lower lake repairs. Upper lake outfall connection to Webb Creek is being run with the BCR Phase II undercrossing project (not accounted for in this spreadsheet). Continue to establish water rights for anticipated water resources and use at Bear Creek Redwoods Preserve. FY2018-19 Scope: Complete Mud Lake (Phase I of ponds assessment), including local, state, and federal permitting, along with developing and releasing a Request for Bids to complete the project. Bear Creek Redwoods – Ponds Restoration and Water Rights Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $13,368 $17,445 $15,000 $0 $0 $45,813 5000- 7000 Services and Supplies 0 100 0 0 0 0 100 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 89,998 48,090 27,000 35,000 0 0 200,088 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 15,000 100,000 0 0 115,000 8204 Permitting Fees 0 0 20,000 0 0 0 20,000 8205 Construction 0 0 50,000 247,500 0 0 297,500 Total $89,998 $61,558 $129,445 $397,500 $0 $0 $678,501 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 89,998 61,558 129,445 397,500 0 0 678,501 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $89,998 $61,558 $129,445 $397,500 $0 $0 $678,501 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 83 Natural Resource Protection and Restoration Project #: MAA21-XXX Fund: 30 – Measure AA Capital Project Description Conduct investigation to assess and characterize landfill for potential toxic substances, develop remediation plan and CEQA analysis, and implement remediation, to facilitate opening BCR for public access. FY2018-19 Scope: Develop RFP, hire consultant, conduct sampling, complete landfill characterization, and prepare final report with recommendations and cost estimates. Bear Creek Redwoods Landfill Characterization and Remediation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $27,736 $0 $0 $0 $27,736 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Ser vices 0 0 100,000 100,000 50,000 0 250,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 500,000 0 500,000 Total $0 $0 $127,736 $100,000 $550,000 $0 $777,736 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 127,736 100,000 550,000 0 777,736 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $127,736 $100,000 $550,000 $0 $777,736 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 84 | Section III | Budget and Action Plan FY2018-19 Natural Resource Protection and Restoration Project #: MAA22-001 Fund: 30 – Measure AA Capital Project Description Implement habitat improvements along 0.75-mile of Hendry’s Creek and tributaries within the freshwater wetland mitigation easement held by Santa Clara Valley Water District (SCVWD). The project is funded in part by SCVWD Wildlife Habitat Restoration Program (Project D3) grant, and is subject to a grant deadline of June 2019. FY2018-19 Scope: Complete construction and earthmoving work with permitting oversight and biological monitoring. Hendry’s Creek Property Land Restoration Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $1,430 $29,434 $132,920 $0 $0 $0 $163,784 5000- 7000 Services and Supplies (135) 8,700 0 0 0 0 8,565 8101 Real Estate Ser vices 5,579 0 0 0 0 0 5,579 8201 Architect/Engineering Services 13,045 7,000 5,750 0 0 0 25,795 8202 Environmental/Planning Ser vices 51,296 5,260 93,300 0 0 0 149,856 8203 Inspection/Construction Monitoring 15,540 0 86,250 0 0 0 101,790 8204 Permitting Fees 13,762 0 0 0 0 0 13,762 8205 Construction 0 15,000 276,000 98,440 0 0 389,440 Total $100,516 $65,394 $594,220 $98,440 $0 $0 $858,570 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $562 $0 $0 $0 $0 $0 $562 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 59,954 29,434 136,680 98,440 0 0 324,508 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 40,000 35,960 457,540 0 0 0 533,500 Total $100,516 $65,394 $594,220 $98,440 $0 $0 $858,570 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 85 Natural Resource Protection and Restoration Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project will improve fire and road safety in Los Trancos Preserve next to Page Mill Road, by removing approximately one hundred mature eucalyptus trees in Los Trancos Preserve. The District will contract with Santa Clara County Fire Safe Council for tree removal. District funding is a match for grant funding received by Santa Clara County Fire Safe Council to complete additional vegetation management along Page Mill Road as well as other projects throughout the County. FY2018-19 Scope: Submit and complete the required permits and begin tree removal. Los Trancos – Page Mill Eucalyptus Removal Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000- 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 15,000 15,000 0 0 30,000 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 76,000 109,250 109,250 0 0 294,500 Total $0 $76,000 $124,250 $124,250 $0 $0 $324,500 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 76,000 124,250 124,250 0 0 324,500 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $76,000 $124,250 $124,250 $0 $0 $324,500 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 86 | Section III | Budget and Action Plan FY2018-19 PUBLIC ACCESS, EDUCATION, AND OUTREACH Project FY2018-19 FY2019-20 FY2020-21 3-Year Total Cooley Landing Park Business and Operation Plan $130,000 $0 $0 $130,000 Rancho San Antonio (RSA) Carr ying Capacity and Multimodal Access Study (Supports MAA Portfolio 11) 81,000 – – 81,000 Co-Host Special Park Districts Forum 80,000 – – 80,000 Develop District Strategic Communications Plan 100,000 – – 100,000 Subtotal: Fund 10 – General Fund Operating Projects 391,000 0 0 391,000 MAA 02-001: Cooley Landing Interpretative Facilities Design and Implementation 1,092,852 – – 1,092,852 MAA 02-002: Ravenswood Bay Trail Design and Implementation 264,038 3,198,000 – 3,462,038 MAA 03-005: Purisima Uplands Public Access Site Plan and Trail Connection 95,986 270,000 70,000 435,986 MAA 04-004: El Corte de Madera Oljon Trail Implementation 363,722 – – 363,722 MAA 05-005: La Honda Creek Red Barn Parking Area and Easy Trail 358,738 363,600 230,000 952,338 MAA 05-007: Upper La Honda Creek Phase II Trail Connections 198,062 448,500 240,000 886,562 MAA 05-008: La Honda Creek White Barn Structural Rehabilitation 218,777 115,000 – 333,777 MAA 06-XXX: Hawthorns Public Access Site Plan and CEQA 161,247 20,000 – 181,247 MAA 07-XXX: Lower La Honda Creek Phase II Loop Trails 154,100 200,000 200,000 554,100 MAA 10-001: Alpine Road Regional Trail – Coal Creek 278,557 320,000 820,000 1,418,557 MAA 11-002PL: Deer Hollow Farm – White Barn Rehabilitation 55,688 453,000 – 508,688 MAA 17-004: Stevens Creek Nature Trail Bridges – Monte Bello 366,812 – – 366,812 MAA 20-002: Bay Area Ridge Trail: Highway 17 Crossing 201,970 152,500 309,500 663,970 MAA 21-003: Bear Creek Redwoods Water System 147,871 750,000 – 897,871 MAA 21-004: Bear Creek Redwoods – Stables Site Plan Implementation 563,518 87,000 6,580,000 7,230,518 MAA 21-005: Bear Creek Redwoods Public Access 3,165,179 – – 3,165,179 MAA 21-006: Bear Creek Redwoods – Alma College Site Rehabilitation Plan 3,395,143 2,057,800 – 5,452,943 MAA 21-009: Bear Creek Redwoods – Webb Creek Bridge 424,000 – – 424,000 MAA 22-004: Beatty Property – Parking Area and Trail Connections 119,602 113,500 55,750 288,852 MAA 23-004: Mt. Umunhum Summit Restoration, Parking and Landing Zone 40,000 – – 40,000 Subtotal: Fund 30 – Measure AA Capital Projects 11,665,862 8,548,900 8,505,250 28,720,012 Saratoga-to-Sea Regional Trail Connection (Supports MAA 18-2) 265,000 TBD – 265,000 Bay Area Ridge Trail: Highway 17 Crossing 34,000 24,000 – 58,000 Purisima 1 Bridge Redecking 79,550 – – 79,550 Bear Creek Stables Site Plan Implementation – – 50,000 50,000 Multi Use Links, Bear Creek Redwoods OSP (Supports MAA 21) 166,750 103,500 661,250 931,500 Public Loop Trail connecting to the Stables, Bear Creek Redwoods OSP (Supports MAA 21) 80,500 138,000 132,250 350,750 Briggs Creek Trail, Bear Creek Redwoods OSP (Supports MAA 21) 57,500 724,500 86,250 868,250 Alma College Loop Trail, Bear Creek Redwoods OSP (Supports MAA 21) 17,250 48,300 – 65,550 Subtotal: Fund 40 – General Fund Capital Projects 700,550 1,038,300 929,750 2,668,600 Total Public Access, Education, and Outreach $12,757,412 $9,587,200 $9,435,000 $31,779,612 DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 87 Public Access, Education, and Outreach Project #: 31801 Fund: 10 – General Fund Project Description Continue to support the City of East Palo Alto’s efforts to recruit and select an operator to provide environmental stewardship programing at Cooley Landing that is reflective of the community’s culture. The District will provide funding for the development of a business and operating plan for the preferred operator. FY2018-19 Scope: Partner with City of East Palo Alto to develop a business and operating plan for Cooley Landing Park. Cooley Landing Park Business and Operation Plan Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 200,000 130,000 0 0 0 330,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $200,000 $130,000 $0 $0 $0 $330,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $200,000 $130,000 $0 $0 $0 $330,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $200,000 $130,000 $0 $0 $0 $330,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 88 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: XXXXX Fund: 10 – General Fund Project Description To fulfill Vision Plan priority action #11, this project engages stakeholders and partner agencies in exploring non-motorized mobility, transit options and parking alternatives for Rancho San Antonio. Currently underway, this project would provide high beneficial impact for recreational users and leverage partnerships. FY2018-19 Scope: Pre‐planning analysis and studies, stakeholder engagement. Rancho San Antonio (RSA) Carrying Capacity and Multimodal Access Study Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 81,000 0 0 0 81,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $81,000 $0 $0 $0 $81,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $81,000 $0 $0 $0 $81,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $81,000 $0 $0 $0 $81,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 89 Public Access, Education, and Outreach Project #: XXXXX Fund: 10 – General Fund Project Description Co-host the 2019 Special Park Districts Forum May 6 – 9, 2019 with East Bay Parks. FY2018-19 Scope: Organize and guide tours of various preserves. Co-Host Special Park Districts Forum Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 80,000 0 0 0 80,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $80,000 $0 $0 $0 $80,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $80,000 $0 $0 $0 $80,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $80,000 $0 $0 $0 $80,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 90 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: XXXXX Fund: 10 – General Fund Project Description Develop a strategy for internal and external communication, including communication goals and objectives, audiences, messages, outreach and tools. FY2018-19 Scope: Identify and hire consultant for project, and develop strategic communication plan and implementation plan. Develop District Strategic Communications Plan Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 100,000 0 0 0 100,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $100,000 $0 $0 $0 $100,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $100,000 $0 $0 $0 $100,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $100,000 $0 $0 $0 $100,000 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 91 Public Access, Education, and Outreach Project #: MAA02-001 Fund: 30 – Measure AA Capital Project Description Working in partnership with City of East Palo Alto, complete the final phases of Cooley Landing Park – Phases IV and V. FY2018-19 Scope: Work with the City of East Palo Alto to implement the remaining site improvements related to Cooley Landing Park. Continue to coordinate reimbursement of eligible expenses incurred by the City. Continue to provide technical assistance. Per the City, construction will begin summer 2018 and must be completed by June 30, 2019 to meet requirements of the City’s $5M Prop 84 Statewide Park Development and Community Revitalization Program Round 2 grant. Grassroots Ecology will complete habitat restoration work (Year 3 of 3) currently funded by MAA funds. Cooley Landing Interpretative Facilities Design and Implementation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 182,148 35,000 0 0 0 217,148 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 34,501 30,000 1,057,852 0 0 0 1,122,353 Total $34,501 $212,148 $1,092,852 $0 $0 $0 $1,339,501 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 34,501 212,148 1,092,852 0 0 0 1,339,501 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $34,501 $212,148 $1,092,852 $0 $0 $0 $1,339,50 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 92 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #:MAA02-002 Fund: 30 – Measure AA Capital Project Description Complete 0.6-mile gap in the Bay Trail (Ravenswood Bay Trail) to the north of Ravenswood Open Space Preserve through highly regulated, environmentally sensitive wetlands. The project completes a gap in the San Francisco Bay Trail by connecting the existing Bay Trail along University Avenue and the existing unpaved multi-purpose trail in the Ravenswood Open Space Preserve and the City of East Palo Alto’s Cooley Landing, opening up 80 miles of continuous Bay Trail. The scope of work includes conceptual design, environmental review, geotechnical engineering and construction documents and permitting (obtaining all necessary resource agency and regulatory agency permits to construct the Ravenswood Bay Trail). The scope of construction will include a bridge, boardwalk, trail, and pavement striping. All work is anticipated to be complete by 2020. FY2018-19 Scope: Complete construction documents and all permitting (building and resource agencies). Ravenswood Bay Trail Design and Implementation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $18,084 $2,600 $19,038 $24,000 $0 $0 $63,722 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 31,964 0 0 0 0 0 31,964 8201 Architect/Engineering Services 186,554 204,000 135,000 57,500 0 0 583,054 8202 Environmental/Planning Ser vices 0 59,000 34,000 100,000 0 0 193,000 8203 Inspection/Construction Monitoring 0 6,000 5,000 114,000 0 0 125,000 8204 Permitting Fees 2,310 2,400 71,000 0 0 0 75,710 8205 Construction 0 0 0 2,902,500 0 0 2,902,500 Total $238,912 $274,000 $264,038 $3,198,000 $0 $0 $3,974,950 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 134,574 74,000 64,038 2,302,338 0 0 2,574,950 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 104,338 200,000 200,000 895,662 0 0 1,400,000 Total $238,912 $274,000 $264,038 $3,198,000 $0 $0 $3,974,950 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 93 Public Access, Education, and Outreach Project #: MAA03-005RP Fund: 30 – Measure AA Capital Project Description This is a partnership opportunity with Peninsula Open Space Trust (POST) to complete an important regional trail connection from Purisima Creek Open Space Preserve to the Coastal Trail. FY2018-19 Scope: Pending acquisition of land rights, initiate a feasibility analysis in collaboration with POST to study staging area alternatives to facilitate the Purisima-to-the-Sea regional trail connection and perform preliminary field reconnaissance for potential trail alignment depending on location of proposed parking area. The District to provide technical assistance to POST and San Mateo County during preliminary discussions about environmental review, initiate cultural resource and biological assessments and perform baseline biological surveys within areas of future restoration work. Purisima Uplands Parking Area and Trail Connections Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $1,100 $986 $0 $0 $0 $2,086 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 30,000 0 0 0 30,000 8202 Environmental/Planning Ser vices 0 9,000 65,000 20,000 20,000 20,000 134,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 250,000 50,000 100,000 400,000 Total $0 $10,100 $95,986 $270,000 $70,000 $120,000 $566,086 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 95,986 270,000 70,000 120,000 555,986 40 GF – Capital 0 10,100 0 0 0 0 10,100 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $10,100 $95,986 $270,000 $70,000 $120,000 $566,086 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 94 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #:MAA04-004 Fund: 30 – Measure AA Capital Project Description Completion of Phase III and IV of the Oljon Trail connecting Steam Donkey Trail to the Springboard Trail, which is the final trail construction/restoration associated with Watershed Protection Program. FY2018-19 Scope: Construct Oljon Trail and retire Steam Donkey Trail. El Corte de Madera Oljon Trail Implementation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $4,785 $350,940 $241,872 $0 $0 $0 $597,597 5000– 7000 Services and Supplies 0 3,600 0 0 0 0 3,600 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 25,930 6,000 11,500 0 0 0 43,430 8202 Environmental/Planning Ser vices 0 0 8,000 0 0 0 8,000 8203 Inspection/Construction Monitoring 0 30,000 16,100 0 0 0 46,100 8204 Permitting Fees 13,653 0 0 0 0 0 13,653 8205 Construction 0 103,500 86,250 0 0 0 189,750 Total $44,368 $494,040 $363,722 $0 $0 $0 $902,130 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 44,368 494,040 363,722 0 0 0 902,130 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $44,368 $494,040 $363,722 $0 $0 $0 $902,130 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 95 Public Access, Education, and Outreach Project #: MAA05-005 Fund: 30 – Measure AA Capital Project Description The scope of the project includes completion of the concept design, environmental review, construction documentation, permitting, and development of a new public access area planned at the Red Barn area of La Honda Creek Preserve. On‐going site assessment work (cultural resources, traffic, biological, geotechnical, etc.) will support the environmental review and preliminary permitting. FY2018-19 Scope: Pending Board approval of a project description, complete the environmental review, conduct additional public outreach, conduct additional technical studies and secure Board approval of the site plans. La Honda Creek Red Barn Parking Area and Easy Access Trail Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $11,791 $2,500 $24,738 $20,000 $0 $0 $59,029 5000– 7000 Services and Supplies 18 3,500 0 0 0 0 3,518 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 190,117 84,000 153,000 97,000 0 0 524,117 8202 Environmental/Planning Ser vices 15,029 30,000 0 0 0 0 45,029 8203 Inspection/Construction Monitoring 0 0 30,000 92,400 30,000 0 152,400 8204 Permitting Fees 0 0 6,000 4,200 0 0 10,200 8205 Construction 0 0 145,000 150,000 200,000 5,000,000 5,495,000 Total $216,955 $120,000 $358,738 $363,600 $230,000 $5,000,000 $6,289,293 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 216,955 120,000 358,738 363,600 230,000 5,000,000 6,289,293 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $216,955 $120,000 $358,738 $363,600 $230,000 $5,000,000 $6,289,293 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 96 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #:MAA05-007 Fund: 30 – Measure AA Capital Project Description Phase 2 Trail Design and Implementation – Red Barn to Main Ranch Road (connects to La Honda Creek loop). This is the middle section of a three-part trail planning effort. The lower section is MAA 007, La Honda Creek Loop Trail from Sears Ranch Road Parking Area. The upper section is Trail 4 connection to Dyer Ranch Area. There is also an easy-access trail loop at the Red Barn Area. The project includes planning, technical studies (biological, cultural, geotechnical), design, and implementation for a portion of the Phase II Trails identified in the La Honda Creek Open Space Preserve Master Plan. These trails will connect the Red Barn area to former Dyer Ranch area and former Driscoll Ranch area once implemented. Connection will be made by one of two alternate routes in the Master Plan (Trail 5 connection to Driscoll Ranch via main Ranch Road or Trail 9 Weeks Creek). At least one long-span (100’) bridge and/or long retaining wall will be required, depending on route. FY2018-19 Scope: Project includes pre-planning for opportunities and constraints, data collection and technical studies, and preliminary trail design. La Honda Creek Phase II Trail Connections Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $37,062 $300,000 $150,000 $0 $487,062 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 80,000 0 0 0 80,000 8202 Environmental/Planning Ser vices 0 0 42,000 0 0 0 42,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 39,000 0 0 0 39,000 8205 Construction 0 0 0 148,500 90,000 0 238,500 Total $0 $0 $198,062 $448,500 $240,000 $0 $886,562 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 198,062 448,500 240,000 $0 886,562 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $198,062 $448,500 $240,000 $0 $886,562 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 97 Public Access, Education, and Outreach Project #: MAA05-008 Fund: 30 – Measure AA Capital Project Description A qualified architectural historian will assess the condition and historical significance of the white barn and redwood cabin. The assessment will also include the potential significance of nearby structures and related landscape features, such as fencing. A structural engineer will assess the integrity of the building to determine the need for structural improvements and/or repairs. Complete assessment is anticipated to begin in Fall 2017. Biological consultant to assess the structures for nesting birds, bats, and rats to inform inspections and species requirements for structural improvements. Construction for the white barn scheduled for FY2018-19 and redwood cabin for future years. FY2018-19 Scope: Proceed to design and assess availability of Skyline crew to perform the work. Construction for the white barn will be contracted through public bidding process if Skyline crew doesn’t have availability. La Honda Creek White Barn Structural Rehabilitation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $800 $3,777 $0 $0 $0 $4,577 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 28,800 50,000 0 0 0 78,800 8202 Environmental/Planning Ser vices 0 12,000 10,000 0 0 0 22,000 8203 Inspection/Construction Monitoring 0 0 15,000 15,000 0 0 30,000 8204 Permitting Fees 0 0 15,000 0 0 0 15,000 8205 Construction 0 0 125,000 100,000 0 0 225,000 Total $0 $41,600 $218,777 $115,000 $0 $0 $375,377 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 41,600 218,777 115,000 0 0 375,377 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $41,600 $218,777 $115,000 $0 $0 $375,377 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 98 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: MAA06 Fund: 30 – Measure AA Capital Project Description Fulfill an opportunity to develop a public access site plan for the Hawthorns Historic Complex property in combination with the Town of Portola Valley’s request to realign/widen the existing Alpine Road trail (Partnership Project). In coordination with POST, Real Property and Land and Facilities, initiate negotiations with the Town of Portola Valley (Town) for partnership on Alpine Road Trail widening/realignment. Develop public access opportunities and constraints and conceptual Site Plan alternatives. Coordinate with POST, Town and stakeholders; conduct public outreach and engagement. The scope will include assessment work (cultural resources, traffic, biological), as well as conceptual site planning by a planning/landscape architecture consultant. Public input opportunities are anticipated to be in the form of neighborhood, Planning and Natural Resources Committee (PNR) meetings and Board workshops. Board approval of a conceptual site plan and a project description for environmental review is expected in Spring 2019, after which the environmental review process would begin. FY2018-19 Scope: Complete feasibility and parking demand studies; present project goals to PNR Committee on site. If feasible and confirmed by PNR, contract design team to develop schematic plans for the Alpine Road Trail widening, a parking lot, and interior loop trail. Continue to gather public input and initiate CEQA. Hawthorns Public Access Site Plan and CEQA Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $2,600 $13,247 $0 $0 $0 $15,847 5000– 7000 Services and Supplies 0 2,000 0 0 0 0 2,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 60,000 20,000 0 0 80,000 8202 Environmental/Planning Ser vices 0 114,000 85,000 0 0 0 199,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 3,000 0 0 0 3,000 8205 Construction 0 0 0 0 0 0 0 Total $0 $118,600 $161,247 $20,000 $0 $0 $299,847 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 118,600 161,247 20,000 0 0 299,847 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $118,600 $161,247 $20,000 $0 $0 $299,847 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 99 Public Access, Education, and Outreach Project #: MAA07-XXX Fund: 30 – Measure AA Capital Project Description Design, permit, and construct two loop trails off of the Harrington Creek Trail, in lower La Honda Creek OSP, Sears Ranch area. The first 1.5-mile section of trail will be designated as hiking and equestrian only and is targeted to meet federal Accessibility Guidelines for Outdoor Developed Areas. The second, two-mile trail segment would be designated as multi-use, providing the Preserve’s first bicycle access. The trails will require several new creek crossings which will likely be subject to individual permits from California Department of Fish and Wildlife (CDFW), as well as substantial retaining wall(s). FY2018-19 Scope: Complete engineering geological assessment, plans, and specifications for the two retaining walls, bridges, and any other required structures. Submit for grading and CDFW permits. La Honda Creek Loop Trails Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $15,000 $100,000 $100,000 $50,000 $265,000 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 33,000 0 0 0 33,000 8201 Architect/Engineering Services 0 40,000 57,100 0 0 0 97,100 8202 Environmental/Planning Ser vices 0 18,000 24,000 0 0 0 42,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 25,000 0 0 0 25,000 8205 Construction 0 0 0 100,000 100,000 50,000 250,000 Total $0 $58,000 $154,100 $200,000 $200,000 $100,000 $712,100 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 58,000 154,100 200,000 200,000 100,000 712,100 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $58,000 $154,100 $200,000 $200,000 $100,000 $712,100 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 100 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #:MAA10-001 Fund: 30 – Measure AA Capital Project Description Reopen Alpine Road Regional Trail for visitor use. Continue discussions with San Mateo County regarding required repairs and possible cost sharing. Dependent on discussions with the county, perform assessment work, initiate CEQA and apply for regulatory agency permits. Implement culvert and road repairs after CEQA and permitting is complete. FY2018-19 Scope: Secure a permit-to-enter with San Mateo County to further develop design documents and seek cost sharing agreement. Initiate the necessary studies to prepare CEQA document. Once the CEQA process has commenced, staff will prepare the regulatory permit applications. Alpine Road Regional Trail, Coal Creek Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $20,157 $50,000 $50,000 $0 $120,157 5000– 7000 Services and Supplies 0 28,800 5,000 0 0 0 33,800 8101 Real Estate Ser vices 16,944 0 0 0 0 0 16,944 8201 Architect/Engineering Services 0 0 120,000 0 0 0 120,000 8202 Environmental/Planning Ser vices 0 0 109,250 0 0 0 109,250 8203 Inspection/Construction Monitoring 0 0 0 20,000 20,000 0 40,000 8204 Permitting Fees 0 0 24,150 0 0 0 24,150 8205 Construction 0 30,000 0 250,000 750,000 750,000 1,780,000 Total $16,944 $58,800 $278,557 $320,000 $820,000 $750,000 $2,244,301 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 16,944 58,800 278,557 320,000 820,000 750,000 2,244,301 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $16,944 $58,800 $278,557 $320,000 $820,000 $750,000 $2,244,301 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 101 Public Access, Education, and Outreach Project #: MAA11-002PL Fund: 30 – Measure AA Capital Project Description In collaboration with City of Mountain View and other partners, complete historic and structural assessments to inform design of site improvements, including barn repairs using donation funding (Partnership Project). Complete historic and structural assessment for stabilization of the White Barn. Coordinate with City on scoping, consultant selection, review and deliverables. A qualified architectural historian will assess the condition of the White Barn, and its historical significance. A structural engineer will assess the integrity of the building to determine the need and estimated costs for structural improvements and/or repairs. The assessment will help inform the design for refurbishment of the existing barn that would be used for public interpretation, as well as ongoing management of Deer Hollow Farm. Biologist to review the barn for nesting birds, bats, and rats that may constrain any needed structural inspections/improvements. FY2018-19 Scope: Select consultant to provide construction documents on the barn repairs and begin permitting process. Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $1,000 $10,688 $15,000 $0 $0 $26,688 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 24,000 35,000 0 0 0 59,000 8202 Environmental/Planning Services 0 12,000 0 10,000 0 0 22,000 8203 Inspection/Construction Monitoring 0 0 10,000 5,000 0 0 15,000 8204 Permitting Fees 0 0 0 8,000 0 0 8,000 8205 Construction 0 0 0 415,000 0 0 415,000 Total $0 $37,000 $55,688 $453,000 $0 $0 $545,688 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 37,000 20,688 188,000 0 0 245,688 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 35,000 265,000 0 0 300,000 Total $0 $37,000 $55,688 $453,000 $0 $0 $545,688 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 102 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #:MAA17-004 Fund: 30 – Measure AA Capital Project Description This project will install a new pedestrian bridge over Steven’s Creek where currently there is a wet crossing, and will remove and replace an existing pedestrian bridge with a longer bridge on an unnamed tributary of Steven’s Creek in Monte Bello OSP. FY2018-19 Scope: Perform required demolition and construction of two bridges with a minor trail alignment. Stevens Creek Nature Trail Bridges, Monte Bello Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $6,857 $67,465 $117,512 $0 $0 $0 $191,834 5000– 7000 Services and Supplies 0 45,500 0 0 0 0 45,500 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 20,976 0 11,500 0 0 0 32,476 8202 Environmental/Planning Ser vices 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 74,400 117,800 0 0 0 192,200 8204 Permitting Fees 13,249 1,200 0 0 0 0 14,449 8205 Construction 0 115,000 120,000 0 0 0 235,000 Total $238,912 $41,082 $303,565 $366,812 $0 $0 $0 $711,459 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 41,082 303,565 366,812 0 0 0 711,459 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $41,082 $303,565 $366,812 $0 $0 $0 $711,459 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 103 Public Access, Education, and Outreach Project #: MAA 20-002 Fund: 30 – Measure AA Capital Project Description Work with public agency land owners to obtain trail easements for a crossing of Highway 17. Provide trail planning support for the wildlife and regional trail crossing along Highway 17 in the Los Gatos/Lexington Reservoir area (MAA 20-001: Wildlife Corridor). Continue engagement and collaboration with regional partners, stakeholders, and regulatory agencies. Based on results of work within the MAA 20-001 project, support completion of Caltrans project documentation (Project Study Report – PSR) expected to be complete by Spring 2019, and will include initial environmental review. FY2018-19 Scope: Pre-planning, trail scouting, initial coordination with Caltrans. Bay Area Ridge Trail: Highway 17 Crossing Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $317 $0 $1,970 $0 $0 $0 $2,287 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 123,000 200,000 52,500 287,500 0 663,000 8202 Environmental/Planning Ser vices 0 61,800 0 100,000 2,000 0 163,800 8203 Inspection/Construction Monitoring 0 0 0 0 0 425,000 425,000 8204 Permitting Fees 0 0 0 20,000 0 20,000 8205 Construction 0 0 0 0 0 16,000,000 16,000,000 Total $317 $184,800 $201,970 $152,500 $309,500 $16,425,000 $17,274,087 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 317 184,800 201,970 152,500 309,500 11,425,000 12,274,087 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 5,000,000 5,000,000 Total $317 $184,800 $201,970 $152,500 $309,500 $16,425,000 $17,274,087 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 104 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: MAA21-003 Fund: 30 – Measure AA Capital Project Description Completion of fire and potable water infrastructure for the Bear Creek Redwoods stables improvements. Work will include design and construction of the water infrastructure from the lateral installed in near gate BC01 to the stables. New water infrastructure will include water transmission pipe, fire and potable water tanks, booster pump, hydrant, valves, and other appurtenances. All work is anticipated to be completed by 2020. FY2018-19 Scope: Coordinate with stables design team to develop water demands and provide construction documents. Bear Creek Redwoods Water System Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $27,007 $0 $10,071 $0 $0 $0 $37,078 5000– 7000 Services and Supplies 58,067 6,400 0 0 0 0 64,467 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 13,125 0 0 0 0 0 13,125 8202 Environmental/Planning Ser vices 0 28,800 30,400 0 0 0 59,200 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 44,400 32,400 0 0 0 76,800 8205 Construction 4,500 57,500 75,000 750,000 0 0 887,000 Total $238,912 $102,699 $137,100 $147,871 $750,000 $0 $0 $1,137,670 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 102,699 137,100 147,871 750,000 0 0 1,137,670 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $102,699 $137,100 $147,871 $750,000 $0 $0 $1,137,670 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 105 Public Access, Education, and Outreach Project #: MAA21-004 Fund: 30 – Measure AA Capital Project Description Design and implement Bear Creek Stables improvements to protect the site’s natural resources, increase public access, and allow for the creation of a management agreement between the District and a long-term tenant. Improvements will be implemented according to the approved Bear Creek Redwoods Preserve Plan. FY2018-19 Scope: Development of construction documents is expected to continue through summer 2019. Project schedule and FY2018-19 scope may change based on Board feedback, based on review scheduled for early summer 2018. Bear Creek Stables Site Plan Implementation Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $7,554 $2,600 $2,518 $0 $0 $0 $12,672 5000– 7000 Services and Supplies 0 3,000 0 0 0 0 3,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 182,408 120,000 425,000 15,000 130,000 0 872,408 8202 Environmental/Planning Services 0 30,000 10,000 0 0 0 40,000 8203 Inspection/Construction Monitoring 0 0 60,000 48,000 0 0 108,000 8204 Permitting Fees 0 0 66,000 24,000 0 0 90,000 8205 Construction 0 0 0 0 6,500,000 1,000,000 7,500,000 Total $189,962 $155,600 $563,518 $87,000 $6,630,000 $1,000,000 $8,626,080 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 189,962 155,600 563,518 87,000 1,580,000 0 2,576,080 40 GF – Capital 0 0 0 0 50,000 450,000 500,000 XX Grants/Partnerships/Other 0 0 0 0 5,000,000 550,000 5,550,000 Total $189,962 $155,600 $563,518 $87,000 $6,630,000 $1,000,000 $8,626,080 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 106 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: MAA21-005 Fund: 30 – Measure AA Capital Project Description Construct new public access facilities and improve/enhance natural resources to open west side of preserve to public access. FY2018-19 Scope: The scope of the project includes the new parking lot, installation of new vault toilets (restrooms), an accessible pathway around the adjacent pond, and improvements to the existing patrol road on the west side of the preserve including a new retaining wall. Bear Creek Redwoods Public Access Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $38,398 $393,846 $271,529 $0 $0 $0 $703,773 5000– 7000 Services and Supplies 0 10,000 18,000 0 0 0 28,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 310,933 99,600 105,000 0 0 0 515,533 8202 Environmental/Planning Ser vices 25,596 159,020 214,000 0 0 0 398,616 8203 Inspection/Construction Monitoring 0 170,400 63,000 0 0 0 233,400 8204 Permitting Fees 7,584 115,920 5,000 0 0 0 128,504 8205 Construction 0 888,150 2,488,650 0 0 0 3,376,800 Total $382,511 $1,836,936 $3,165,179 $0 $0 $0 $5,384,626 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 382,511 1,836,936 3,165,179 0 0 0 5,384,626 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $382,511 $1,836,936 $3,165,179 $0 $0 $0 $5,384,626 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 107 Public Access, Education, and Outreach Project #: MAA21-006 Fund: 30 – Measure AA Capital Project Description Alma College cleanup, site security (including fencing and disposition), and site stabilization. FY2018-19 Scope: If project scope is confirmed by the Planning and Natural Resources Committee in FY2018 Q4, complete construction documents and obtain demolition/landmark alteration permit from Santa Clara County; release RFB and award contract; complete hazardous materials abatement, demolition, and stabilization of the chapel and old library. Initiate site work. Bear Creek Redwoods – Alma College Cleanup and Stabilization Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $6,930 $1,300 $32,343 $0 $0 $0 $40,573 5000– 7000 Services and Supplies 8,865 7,500 0 0 0 0 16,365 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 180,999 340,000 205,000 50,000 0 0 775,999 8202 Environmental/Planning Ser vices 15,611 54,000 90,000 0 0 0 159,611 8203 Inspection/Construction Monitoring 0 52,800 52,800 52,800 0 0 158,400 8204 Permitting Fees 327 48,000 15,000 0 0 0 63,327 8205 Construction 0 72,000 3,000,000 1,955,000 0 0 5,027,000 Total $212,732 $575,600 $3,395,143 $2,057,800 $0 $0 $6,241,275 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 212,732 575,600 3,395,143 2,057,800 0 0 6,241,275 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $212,732 $575,600 $3,395,143 $2,057,800 $0 $0 $6,241,275 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 108 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: MAA21-009 Fund: 30 – Measure AA Capital Project Description This project will replace an existing aging bridge crossing over Webb Creek in Bear Creek Redwoods Preserve. FY2018-19 Scope: This project will be completed in FY2018-19. The existing bridge will be removed and replaced with a new steel girder bridge that will be able to safely carry patrol vehicles and preserve visitors. Bear Creek Redwoods – Webb Creek Bridge Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $305 $8,000 $16,000 $0 $0 $0 $24,305 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 65,709 159,600 0 0 0 0 225,309 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 48,000 0 0 0 48,000 8204 Permitting Fees 0 27,000 0 0 0 0 27,000 8205 Construction 0 0 360,000 0 0 0 360,000 Total $66,014 $194,600 $424,000 $0 $0 $0 $684,614 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 66,014 194,600 274,500 0 0 0 535,114 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 149,500 0 0 0 149,500 Total $66,014 $194,600 $424,000 $0 $0 $0 $684,614 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 109 Public Access, Education, and Outreach Project #: MAA22-004 Fund: 30 – Measure AA Capital Project Description Design and build a new parking lot at Beatty property and a trail connection to Sierra Azul Preserve. To fulfill the requirements of the 2008 conservation easement with Santa Clara County Parks, the trail should be constructed 15 years after the recording of the easement, which was April 8, 2008. FY2018-19 Scope: Planning analysis, including consultant selection, site surveys and existing conditions, data collection and technical studies (cultural resources, traffic, biological, geotechnical, etc.) to support development of a concept design, environmental review and preliminary permitting. Pending completion of environmental review, design development and preliminary permitting would be initiated. Beatty Parking Area and Trail Connections Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $4,602 $0 $0 $0 $4,602 5000– 7000 Services and Supplies 0 0 0 1,000 0 0 1,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 80,000 100,000 50,000 0 230,000 8202 Environmental/Planning Services 0 0 35,000 0 0 0 35,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 12,500 5,750 0 18,250 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $119,602 $113,500 $55,750 $0 $288,852 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 119,602 113,500 55,750 0 288,852 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $119,602 $113,500 $55,750 $0 $288,852 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 110 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: MAA23-004 Fund: 30 – Measure AA Capital Project Description Completion of Mt. Umunhum Summit public access improvements, interpretive elements, and native planting. Construction is complete and only purchase and installation of native plants is in progress. FY2018-19 Scope: Purchase and install native plants in phase II of Mt. Umunhum Summit. Install signage at summit. Mt. Umunhum Summit Restoration, Parking and Landing Zone Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $118,354 $149,472 $0 $0 $0 $0 $267,826 5000– 7000 Services and Supplies 12,758 0 0 0 0 0 12,758 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 210,990 72,568 0 0 0 0 283,558 8202 Environmental/Planning Ser vices 34,374 18,000 0 0 0 0 52,374 8203 Inspection/Construction Monitoring 408,950 12,000 0 0 0 0 420,950 8204 Permitting Fees 23,982 3,000 0 0 0 0 26,982 8205 Construction 6,622,614 1,857,250 40,000 0 0 0 8,519,864 Total $7,432,021 $2,112,290 $40,000 $0 $0 $0 $9,584,311 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 6,912,021 2,112,290 40,000 0 0 0 9,064,311 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 520,000 0 0 0 0 0 520,000 Total $7,432,021 $2,112,290 $40,000 $0 $0 $0 $9,584,311 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 111 Public Access, Education, and Outreach Project #: GF MAA18 Fund: 40 – General Fund Capital Project Description The project involves supporting the City of Saratoga’s 3.2-mile long trail connection from Saratoga Quarry Park to Sanborn County Park (Partnership Project). Provide technical support in review of City’s prepared trail plans, attend field visits to ground-truth trail alignment, and provide technical support in review of City’s engineering design for bridges. Provide administrative support for any necessary partnership agreements related to MAA funding and review City’s environmental review documents. Next steps for the City include completing design of trail and bridges and environmental review, which are anticipated to begin in Summer 2018, pending discussions related to potential MAA funding. FY2018-19 Scope: Project schedule and scope dependent on the City of Saratoga. Scope of work anticipated to include engineering design consultant selection and design development. Saratoga-to-Sea Regional Trail Connection Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $5,560 $0 $0 $0 $0 $5,560 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 265,000 0 0 0 265,000 8202 Environmental/Planning Services 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $5,560 $265,000 $0 $0 $0 $270,560 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 5,560 0 0 0 0 5,560 40 GF – Capital 0 0 265,000 0 0 0 265,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $5,560 $265,000 $0 $0 $0 $270,560 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 112 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: 316025 Fund: 40 – General Fund Capital Project Description Continue to study north to south and east to west regional trail connections, including the Bay Area Ridge Trail and Juan Bautista de Anza National Historic trail in the area of Highway 17 and Lexington Reservoir. Work with public agency and private land owners to obtain trail easements and agreements for trails connecting to the regional trail crossing of Highway 17 (MAA 20-002). Study area includes the connections between the east side of El Sereno Open Space Preserve, the Los Gatos Creek Trail, St. Joseph’s Hill Open Space Preserve, the west side of Sierra Azul Open Space Preserve, and Bear Creek Redwoods Open Space Preserve. Continue engagement and collaboration with regional partners, stakeholders, and regulatory agencies in support of work within the MAA 20-002 project. FY2018-19 Scope: Continue pre-planning, site assessment, trail alignment assessment, technical studies, preliminary trail design and outreach to regional partners and stakeholders in identifying the north to south and east to west trail connections for the regional trail crossing. Highway 17 Area Regional Trail Connections Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 7,833 0 0 0 0 0 7,833 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 18,000 34,000 0 0 0 52,000 8202 Environmental/Planning Ser vices 0 0 0 24,000 0 0 24,000 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $7,833 $18,000 $34,000 $24,000 $0 $0 $83,833 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 7,833 18,000 34,000 24,000 0 0 83,833 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $7,833 $18,000 $34,000 $24,000 $0 $0 $83,833 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 113 Public Access, Education, and Outreach Project #: 65102 Fund: 40 – General Fund Capital Project Description This project will provide an interim vehicular and visitor access across Purisima Creek. Staff to replace vehicle bridge decking and install new rails, strip bridge down to railcar structural support, and rebuild entire bridge superstructure, including new decking and railings. A contractor will be required to remove lead paint from railcar structure. FY2018-19 Scope: Includes biological awareness training and biological monitoring. Purisima Creek Redwoods Bridge 1 Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 1,403 40,000 0 0 0 0 41,403 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 4,000 0 0 0 0 0 4,000 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 8,400 28,550 0 0 0 36,950 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 51,000 0 0 0 51,000 Total $5,403 $48,400 $79,550 $0 $0 $0 $133,353 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 5,403 48,400 79,550 0 0 0 133,353 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $5,403 $48,400 $79,550 $0 $0 $0 $133,353 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 114 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: GF MAA21 Fund: 40 – General Fund Capital Project Description Plan and design the Phase II Multi Use Trail Links. This trail will connect Highway 17 to the intersection of Bear Creek and Summit Road. A final alignment will need to be determined based on the feasibility of crossing Briggs Creek. Agreements with local and regional transportation agencies will be necessary to install additional traffic control and pedestrian safety measures at intersections of Bear Creek Road and Alma Bridge Road (HWY 17 interchange) and Summit Road. FY2018-19 Scope: Staff will hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies will be completed. A feasibility studies will be completed to determine if the reuse potential for the historic trestle bridge over Briggs Creek. Sections of the preliminary alignment will be identified. Staff will initiate discussions with CalTrans and the County regarding the additional traffic controls at the HWY 17 interchange and Summit Road. Multi-Use Links Trail, Bear Creek Redwoods OSP Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 126,500 0 0 0 126,500 8202 Environmental/Planning Services 0 0 11,500 0 0 0 11,500 8203 Inspection/Construction Monitoring 0 0 0 11,500 0 0 11,500 8204 Permitting Fees 0 0 28,750 5,750 0 0 34,500 8205 Construction 0 0 0 86,250 661,250 0 747,500 Total $0 $0 $166,750 $103,500 $661,250 $0 $931,500 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 166,750 103,500 661,250 0 931,500 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $166,750 $103,500 $661,250 $0 $931,500 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 115 Public Access, Education, and Outreach Project #: GF MAA21 Fund: 40 – General Fund Capital Project Description Plan and design the Phase II Stables Loop Trail. The trail will provide a loop trail to connect to the Stables visitor area and bypass trail to the lower easterly section of the preserve. This 1.1 mile trail will follow 0.6 miles of existing road, and includes 0.5 miles of new road construction. FY2018-19 Scope: Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies will be completed. Preliminary designs will be completed for trail and associated structures. Public Loop Trail Connecting to Stables, Bear Creek Redwoods OSP Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 80,500 0 0 0 80,500 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 34,500 34,500 34,500 103,500 8204 Permitting Fees 0 0 0 17,250 11,500 0 28,750 8205 Construction 0 0 86,250 86,250 86,250 258,750 Total $0 $0 $80,500 $138,000 $132,250 $120,750 $471,500 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 $0 80,500 138,000 132,250 120,750 471,500 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $80,500 $138,000 $132,250 $120,750 $471,500 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 116 | Section III | Budget and Action Plan FY2018-19 Public Access, Education, and Outreach Project #: GF MAA21 Fund: 40 – General Fund Capital Project Description Plan and design the Phase II Briggs Creek Trail. The Briggs Creek Trail connects the Alma Loop Trail and (Public) Stables Loop Trail south of Briggs Creek. The trail will be improved to support all-season access and will include drainage and tread improvements on the steep grade, and construction of a new bridge over Briggs Creek. FY2018-19 Scope: Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies will be completed. Preliminary designs will be completed for trail and associated structures. Briggs Creek Trail, Bear Creek Redwoods OSP Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 34,500 11,500 0 0 46,000 8202 Environmental/Planning Services 20 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 51,750 0 0 51,750 8204 Permitting Fees 0 0 23,000 0 0 0 23,000 8205 Construction 0 0 0 661,250 86,250 0 747,500 Total $0 $0 $57,500 $724,500 $86,250 $0 $868,250 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 57,500 724,500 86,250 0 868,250 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $57,500 $724,500 $86,250 $0 $868,250 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 117 Public Access, Education, and Outreach Project #: GF MAA21 Fund: 40 – General Fund Capital Project Description Plan and design the Phase II Alma College Loop Trail. The trail will provide an interpretive route describing the historic era of Alma College. The trail will connect the Briggs Creek Trail to the Aldercroft Creek Trail. FY2018-19 Scope: Hire a consultant design team to complete an update to the 2010 Road and Trail Inventory. Other technical studies will be completed. Preliminary designs will be completed for trail and associated structures. Alma College Loop Trail, Bear Creek Redwoods OSP Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 11,500 0 0 0 11,500 8202 Environmental/Planning Services 0 0 5,750 0 0 0 5,750 8203 Inspection/Construction Monitoring 0 0 0 11,500 0 0 11,500 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 36,800 0 0 36,800 Total $0 $0 $17,250 $48,300 $0 $0 $65,550 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 17,250 48,300 0 0 $65,550 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $17,250 $48,300 $0 $0 $65,550 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 118 | Section III | Budget and Action Plan FY2018-19 INFRASTRUCTURE (VEHICLES, EQUIPMENT, FACILITIES) AND OTHER Project FY2018-19 FY2019-20 FY2020-21 3-Year Total ADA Self-Assessment and Transition Plan Update $120,000 – – $120,000 Work Order and Asset Management System 246,000 40,000 – 286,000 Real Property Database 10,000 160,000 – 170,000 Subtotal: Fund 10 – General Fund Operating Projects 376,000 200,000 0 576,000 Hawthorns Historic Complex Partnership and Lease 83,000 – – 83,000 Subtotal: Fund 20 – Hawthorn Fund 83,000 0 0 83,000 Administrative Office (AO) Facility 32,150,100 1,900,000 3,000,000 37,050,100 La Honda Creek – Agricultural Workforce Housing 226,800 390,000 – 616,800 La Honda Creek – Point of Diversion 17 Water Line Replacement 166,450 – – 166,450 Mt. Umunhum – Radar Tower 2nd Assessment 262,000 205,000 _ 467,000 Monte Bello Site Driveway Improvements 186,500 – – 186,500 Purisima Creek Restroom Replacement 120,500 – – 120,500 Russian Ridge – Bergman Residences Reconstruction 559,775 70,550 3,450 633,775 Tunitas Creek – Toto Ranch Driveway Improvements 378,500 – – 378,500 South Area Field Office 857,600 1,336,000 – 2,193,600 Russian Ridge – Quam Residence Driveway Improvement 315,000 143,750 – 458,750 Sierra Azul Ranger Residence 165,000 20,000 – 185,000 District Wide Fiber Optics 875,000 – – 875,000 Driscoll Water Line Installation (Pasture 1), La Honda Creek 61,925 – – 61,925 Big Dipper Ranch Spring Work, Skyline Ridge 52,150 – – 52,150 Toto Ranch Well Drilling and Construction, Tunitas Creek 58,450 23,000 – 81,450 Tunitas Creek – Tunitas Creek Ranch Driveway Improvements 50,600 – – 50,600 4150 Sears Ranch Road Water and Driveway 36,850 212,000 – 248,850 Field Equipment 350,000 310,000 – 660,000 Vehicles – Maintenance/Patrol 592,500 692,000 – 1,284,500 Subtotal: Fund 40 – General Fund Capital Projects 37,465,700 5,302,300 3,003,450 45,771,450 Total Infrastructure (Vehicles, Equipment, Facilities) and Other $37,924,700 $5,502,300 $3,003,450 $46,430,450 DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 119 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 31401 Fund: 10 – General Fund Project Description Update the District’s existing Accessibility Plan to comply with current federal accessibility regulations and guidelines for the Americans with Disabilities Act (ADA). FY2018-19 Scope: Development of Self-evaluation and Transition Plan update, public presentations of Draft Plan, staff trainings, and presentation of Final Plan for Board review for approval. ADA Self-Assessment and Transition Plan Update Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 33,565 147,000 120,000 0 0 0 300,565 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $33,565 $147,000 $120,000 $0 $0 $0 $300,565 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $33,565 $147,000 $120,000 $0 $0 $0 $300,565 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $33,565 $147,000 $120,000 $0 $0 $0 $300,565 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 120 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 51701 Fund: 10 – General Fund Project Description The IST Strategic Plan recommended a Work-Order Asset Management System to streamline the maintenance and management of District land and infrastructure assets. FY2018-19 Scope: Implement work order and asset management system. Work Order and Asset Management System Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 172,000 246,000 40,000 0 0 458,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $172,000 $246,000 $40,000 $0 $0 $458,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $172,000 $246,000 $40,000 $0 $0 $458,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $172,000 $246,000 $40,000 $0 $0 $458,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 121 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 10 – General Fund Project Description The IST strategic plan recommends upgrading legacy data management systems to modern software platforms that increase functionality, reporting accuracy, integration, and user experience. The current real property database, created over 12 years ago, is a legacy system. To follow strategic plan recommendations, a new real property database will be implemented in FY2018-19 and FY2019-20. This will be an enterprise geographic information system (E-GIS) integrated data management system, capable of providing reports on all aspects of the District’s land transactions. FY2018-19 Scope: Identify requirements and evaluate solutions in order to select a real property database. Real Property Database Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 10,000 160,000 0 0 170,000 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $10,000 $160,000 $0 $0 $170,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $10,000 $160,000 $0 $0 $170,000 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $10,000 $160,000 $0 $0 $170,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 122 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 20 – Hawthorn Fund Project Description Investigate and potentially develop partnership for long-term re-use, care and maintenance of historic complex. Determine the viability of the proposed partnership with the potential partner (Partner). If viable, retain a historic preservation/architectural consultant to evaluate the Partner’s proposed plans for rehabilitation and reuse of the historic complex. Coordinate with Peninsula Open Space Trust (POST) on the development proposal review and consistency with Conservation Easement. FY2018-19 Scope: Allow potential partners to perform assessments and consult with the Town of Portola Valley. The District to perform architectural review of proposal. Hawthorns Historic Complex Partnership and Lease Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 9,000 24,000 0 0 0 33,000 8202 Environmental/Planning Services 0 0 54,000 0 0 0 54,000 8203 Inspection/Construction Monitoring 0 1,000 0 0 0 0 1,000 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 5,000 0 0 0 5,000 Total $0 $10,000 $83,000 $0 $0 $0 $93,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 10,000 83,000 0 0 0 93,000 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 0 0 0 0 0 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $10,000 $83,000 $0 $0 $0 $93,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 123 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 31202 Fund: 40 – General Fund Capital Project Description Pending acquisition, prepare 5050 El Camino for new administrative office. FY2018-19 Scope: Select an architectural/engineering team to further the programming, begin conceptual design, and initiate environmental review. New Administration Office (AO) Facility Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 68,910 1,000 0 0 0 0 69,910 8101 Real Estate Services 0 0 31,550,100 0 0 0 31,550,100 8201 Architect/Engineering Services 4,955 92,000 600,000 1,500,000 350,000 0 2,546,955 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 150,000 0 150,000 8204 Permitting Fees 0 0 0 400,000 0 0 400,000 8205 Construction 0 0 0 0 2,500,000 TBD 2,500,000 Total $73,865 $93,000 $32,150,100 $1,900,000 $3,000,000 TBD $37,216,965 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 73,865 93,000 32,150,100 1,900,000 3,000,000 TBD 37,216,965 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $73,865 $93,000 $32,150,100 $1,900,000 $3,000,000 TBD $37,216,965 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 124 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 35001 Fund: 40 – General Fund Capital Project Description Construct agricultural workforce housing, to support the District’s conservation grazing program. FY2018-19 Scope: Select Design Build team to provide construction document and permitting, and begin construction. Work with San Mateo County to secure forgivable agricultural workforce housing loan. Agricultural Workforce Housing – La Honda Creek Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 39,800 50,000 0 0 0 89,800 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 56,800 0 0 0 56,800 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 25,000 120,000 390,000 0 0 535,000 Total $0 $64,800 $226,800 $390,000 $0 $0 $681,600 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 64,800 226,800 390,000 0 0 681,600 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $64,800 $226,800 $390,000 $0 $0 $681,600 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 125 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description To ensure reliable water to ranger residence and grazing operation, this project will replace corroded water line from the spring in upper McDonald Ranch to the water valve at La Honda Creek Bridge. FY2018-19 Scope: Complete construction of new water line. Biomonitoring to be performed. La Honda Creek Point of Diversion 17 Water Line Replacement Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 200 1,200 0 0 0 1,400 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 30,000 0 0 0 0 30,000 8202 Environmental/Planning Services 0 0 10,000 0 0 0 10,000 8203 Inspection/Construction Monitoring 0 12,000 11,500 0 0 0 23,500 8204 Permitting Fees 0 2,400 0 0 0 0 2,400 8205 Construction 0 0 143,750 0 0 0 143,750 Total $0 $44,600 $166,450 $0 $0 $0 $211,050 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 44,600 166,450 0 0 0 211,050 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $44,600 $166,450 $0 $0 $0 $211,050 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 126 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 31307 Fund: 40 – General Fund Capital Project Description Completion of Mt. Umunhum Radar Tower assessment, design, and construction of long-term radar tower repairs. All work is anticipated to be complete by 2020. FY2018-19 Scope: Select engineering consultant develop a Basis of Design summarizing long-term “Seal and Retain” work items and estimates construction costs. Mt. Umunhum Radar Tower Repair, Sierra Azul Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 4,704 0 0 0 0 0 4,704 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 355,953 0 222,000 60,000 0 0 637,953 8202 Environmental/Planning Ser vices 0 15,000 25,000 75,000 0 0 115,000 8203 Inspection/Construction Monitoring 0 0 0 70,000 0 0 70,000 8204 Permitting Fees 2,798 0 15,000 0 0 0 17,798 8205 Construction 0 0 0 0 0 0 0 Total $363,454 $15,000 $262,000 $205,000 $0 $0 $845,454 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 363,454 15,000 262,000 205,000 0 0 845,454 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $363,454 $15,000 $262,000 $205,000 $0 $0 $845,454 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 127 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project will repair and rerock the driveway from Monte Bello Road up to the Black Mountain communication site to provide access to District staff and communication tenants. Communication tenants will partially reimburse improvement costs. FY2018-19 Scope: Complete driveway improvements. Biomonitoring to be performed. Monte Bello Communications Site Driveway Improvements Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 200 200 0 0 0 400 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 18,000 17,250 0 0 0 35,250 8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700 8205 Construction 0 0 143,750 0 0 0 143,750 Total $0 $44,600 $186,500 $0 $0 $0 $231,100 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 44,600 186,500 0 0 0 231,100 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $44,600 $186,500 $0 $0 $0 $231,100 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 128 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Replace a deteriorated single stall vault restroom at lower Purisima Creek Redwoods Open Space Preserve parking lot with a new waterless two-stall vault restroom. Anticipated kick-off date for construction beginning is 9/15/2018 and construction will be completed by 10/31. FY2018-19 Scope: This project will begin and end in FY2018-19. The scope of work includes permitting, pre-construction surveying for sensitive species, consultant civil engineering services, environmental review, demolition of existing restroom building and vault, installation of the new restroom and vault, and construction of an ADA compliant concrete ramp for restroom access. Scope includes tree removal (three) from the restroom location and on-site biological training. Purisima Creek Restroom Replacement Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 10,000 0 0 0 10,000 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 6,000 10,000 0 0 0 16,000 8204 Permitting Fees 0 2,940 2,000 0 0 0 4,940 8205 Construction 0 42,000 98,500 0 0 0 140,500 Total $0 $50,940 $120,500 $0 $0 $0 $171,440 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 50,940 120,500 0 0 0 171,440 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $50,940 $120,500 $0 $0 $0 $171,440 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 129 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project will perform cleanup of the Bergman housing complex, prepare drawings, and warrant the Main, Old, Guest and Carriage house with San Mateo County. These residences will be improved to provide 3 rental residences. The stables structure and Grandma House will be demolished. FY2018-19 Scope: Complete renovations at Main, Old, Guest, and Carriage House at 20000 Skyline Blvd after warranting structures with San Mateo County. Biomonitoring to be performed. Russian Ridge – Bergman Residences Reconstruction Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 400 1,000 400 0 0 1,800 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 42,000 13,800 2,300 2,300 0 60,400 8202 Environmental/Planning Ser vices 0 0 29,775 1,150 1,150 0 32,075 8203 Inspection/Construction Monitoring 0 8,400 20,700 9,200 0 0 38,300 8204 Permitting Fees 0 6,000 11,500 5,750 0 0 23,250 8205 Construction 0 23,000 483,000 51,750 0 0 557,750 Total $0 $79,800 $559,775 $70,550 $3,450 $0 $713,575 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 79,800 559,775 70,550 3,450 0 713,575 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $79,800 $559,775 $70,550 $3,450 $0 $713,575 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 130 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project will repair and re-rock the Toto Ranch driveway in the Tunitas Creek preserve to address drainage issues to improve access to the ranch and ranch house. FY2018-19 Scope: Complete driveway improvements. Biomonitoring to be performed. Tunitas Creek – Toto Ranch Driveway Improvements Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 200 200 0 0 0 400 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000 8202 Environmental/Planning Services 0 0 8,000 0 0 0 8,000 8203 Inspection/Construction Monitoring 0 18,000 17,250 0 0 0 35,250 8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700 8205 Construction 0 0 327,750 0 0 0 327,750 Total $0 $44,600 $378,500 $0 $0 $0 $423,100 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 44,600 378,500 0 0 0 423,100 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $44,600 $378,500 $0 $0 $0 $423,100 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 131 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: 31601 Fund: 40 – General Fund Capital Project Description Renovate an existing industrial warehouse building in Campbell to create a new, permanent South Area Field Office that will accommodate anticipated field staff growth, expedite Measure AA project delivery, and further enhance service delivery. FY2018-19 Scope: Architectural/Engineering team will finish construction document and permitting. Construction may begin in Q4. New South Area Field Office Facility Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 1,000 0 0 0 0 1,000 8101 Real Estate Services 29,841 0 0 0 0 0 29,841 8201 Architect/Engineering Services 22,176 75,000 246,600 48,000 0 0 391,776 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 36,000 0 0 0 36,000 8205 Construction 0 0 575,000 1,288,000 0 0 1,863,000 Total $52,017 $76,000 $857,600 $1,336,000 $0 $0 $2,321,617 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 52,017 76,000 857,600 1,336,000 0 0 2,321,617 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $52,017 $76,000 $857,600 $1,336,000 $0 $0 $2,321,617 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 132 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project will repair and rerock the driveway from the edge of the chip seal section through 20000 Skyline Blvd (Bergman) to 20300 Skyline Blvd (Quam) to provide safe access to staff, tenants, and inholding property. Staff will work with in-hold tenant for reimbursement of improvements on their section of driveway. This project is to be completed in two phases: 1. Phase I – improvements adjacent to the Bergman residence and inholding to RR10 2. Phase II – improvements from just below RR10 to the Quam residence FY2018-19 Scope: Completion of Phase I improvements. Russian Ridge – Quam Residence Driveway Improvements Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 200 200 0 0 0 400 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 24,000 23,000 0 0 0 47,000 8202 Environmental/Planning Services 0 0 25,000 0 0 0 25,000 8203 Inspection/Construction Monitoring 0 24,000 23,000 0 0 0 47,000 8204 Permitting Fees 0 2,400 2,300 0 0 0 4,700 8205 Construction 0 0 241,500 143,750 0 0 385,250 Total $0 $50,600 $315,000 $143,750 $0 $0 $509,350 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 50,600 315,000 143,750 0 0 509,350 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $50,600 $315,000 $143,750 $0 $0 $509,350 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 133 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Evaluate permanent ranger residence in or adjacent to Sierra Azul. FY2018-19 Scope: Conduct feasibility studies of various sites. Sierra Azul Ranger Residence Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 3,800 0 0 0 0 3,800 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 74,400 87,000 0 0 0 161,400 8202 Environmental/Planning Services 0 19,800 15,000 0 0 0 34,800 8203 Inspection/Construction Monitoring 0 0 53,000 20,000 0 0 73,000 8204 Permitting Fees 0 30,000 0 0 0 0 30,000 8205 Construction 0 0 10,000 0 0 0 10,000 Total $0 $128,000 $165,000 $20,000 $0 $0 $313,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 128,000 165,000 20,000 0 0 313,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $128,000 $165,000 $20,000 $0 $0 $313,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Page 134 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Internet connectivity is a critical infrastructure element between all offices. Implement infrastructure upgrade items to meet internal and external service needs. FY2018-19 Scope: Install fiber-optic connections to all offices to improve network bandwidth and quality of service. District-Wide Fiber Optics Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 875,000 0 0 0 875,000 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 Total $0 $0 $875,000 $0 $0 $0 $875,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 875,000 0 0 0 875,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $875,000 $0 $0 $0 $875,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 135 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Provide additional water availability to cattle in Driscoll Pasture 1 where the only source is water from a seasonal pond. Project supports the District’s conservation grazing program. FY2018-19 Scope: Tenant to complete installation of new water line, storage tank, and water trough. Biomonitoring to be performed. Driscoll Water Line Installation (Pasture 1), La Honda Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 0 8203 Inspection/Construction Monitoring 0 0 7,300 0 0 0 7,300 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 54,625 0 0 0 54,625 Total $0 $0 $61,925 $0 $0 $0 $61,925 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 61,925 0 0 0 61,925 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $61,925 $0 $0 $0 $61,925 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 136 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description This project is to increase the water yield for this ranch’s water system to provide sufficient water to the residence and conservation grazing operation. FY2018-19 Scope: This project will locate both springs and associated water lines, clean and repair/replace as required, as well as assess the water system collection basin and make necessary repairs. Biomonitoring to be performed. Big Dipper Ranch Spring Work, Skyline Ridge Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 400 0 0 0 400 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 5,750 0 0 0 5,750 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 46,000 0 0 0 46,000 Total $0 $0 $52,150 $0 $0 $0 $52,150 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 52,150 0 0 0 52,150 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $52,150 $0 $0 $0 $52,150 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 137 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description To provide a consistent water source for the Toto Residence, this project will locate, drill and plumb a well. The current water source for the house is a seasonal spring that has been unreliable. FY2018-19 Scope: Locate and drill a well. Biomonitoring to be performed. Toto Ranch Well Drilling and Construction, Tunitas Creek Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 400 0 0 0 400 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 5,750 5,750 0 0 11,500 8203 Inspection/Construction Monitoring 0 0 4,000 0 0 0 4,000 8204 Permitting Fees 0 0 2,300 0 0 0 2,300 8205 Construction 0 0 46,000 17,250 0 0 63,250 Total $0 $0 $58,450 $23,000 $0 $0 $81,450 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 58,450 23,000 0 0 81,450 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $58,450 $23,000 $0 $0 $81,450 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 138 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Asphalt entry driveway. This project supports the District’s conservation grazing program. FY2018-19 Scope: Complete asphalt improvements to entry driveway; biomonitoring to be performed. Tunitas Creek – Tunitas Ranch Driveway Improvements Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 4,600 0 0 0 4,600 8203 Inspection/Construction Monitoring 0 0 2,875 0 0 0 2,875 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 43,125 0 0 0 43,125 Total $0 $0 $50,600 $0 $0 $0 $50,600 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 50,600 0 0 0 50,600 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $50,600 $0 $0 $0 $50,600 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Se c t i o n I I I : C a 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 Budget and Action Plan FY2018-19 | Section III | Page 139 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description Repair damaged asphalt access driveway and to provide an alternate water source/storage for this residence, Phase I of this project will regrade, repair, and resurface driveway at 4150 Sears Ranch Road from the gate to residence. Phase II of the project will be to install water line from lower water tank to a 5,000 gallon tank (including pump). FY2018-19 Scope: Complete road specification and drawings, permitting, and bidding of Phase I. 4150 Sears Ranch Road Water and Driveway Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 800 0 0 0 800 8101 Real Estate Services 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 23,000 0 0 0 23,000 8202 Environmental/Planning Services 0 0 5,000 5,000 0 0 10,000 8203 Inspection/Construction Monitoring 0 0 5,750 0 0 0 5,750 8204 Permitting Fees 0 0 2,300 0 0 0 2,300 8205 Construction 0 0 0 207,000 0 0 207,000 Total $0 $0 $36,850 $212,000 $0 $0 $248,850 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 0 36,850 212,000 0 0 248,850 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $0 $36,850 $212,000 $0 $0 $248,850 This project has no anticipated impact on the District’s Operating Budget. DRAFT - May 18, 2018 Page 140 | Section III | Budget and Action Plan FY2018-19 Infrastructure (Vehicles, Equipment, Facilities) and Other Project #: XXXXX Fund: 40 – General Fund Capital Project Description To provide necessary vehicles and equipment for Administrative and Field Office staff. FY2018-19 Scope: Five patrol vehicles and one maintenance vehicle that have reached their end of life and will be replaced and sold at auction. Two additional maintenance vehicles will be purchased in FY19 to support increased operations in the field and upcoming MAA and capital projects: 1) one flat bed dump truck to support increased work for small roads and material transport, and 2) one dump truck to support special projects crews. Additionally, five new machinery/equipment purchases will be purchased to support crews and increased work: 1) two equipment transport trailers needed to transport large equipment; one for each field office, 2) one small excavator for Foothillls Field Office, 3) one landscape tractor, and 4) one mid-size excavator for Skyline Field Office. One new transport truck will be added to the AO fleet to support ongoing project delivery. Vehicle and Machinery/Equipment Purchases Prior Year FY2018 Estimated Estimated Costs Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 4000 Staff Costs $0 $0 $0 $0 $0 $0 $0 5000– 7000 Services and Supplies 0 0 0 0 0 0 0 8101 Real Estate Ser vices 0 0 0 0 0 0 0 8201 Architect/Engineering Services 0 0 0 0 0 0 0 8202 Environmental/Planning Services 0 0 0 0 0 0 00 8203 Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204 Permitting Fees 0 0 0 0 0 0 0 8205 Construction 0 0 0 0 0 0 0 8210 Machinery 0 330,000 350,000 310,000 0 0 990,000 8501 Vehicles 0 692,500 592,500 692,000 0 0 1,977,000 Total $0 $1,022,500 $942,500 $1,002,000 $0 $0 $2,967,000 Prior Year FY2018 Estimated Funding Source Actuals Budget FY2019 FY2020 FY2021 Future Years Totals 10 General Fund $0 $0 $0 $0 $0 $0 $0 20 Hawthorn 0 0 0 0 0 0 0 30 MAA – Capital 0 0 0 0 0 0 0 40 GF – Capital 0 1,022,500 942,500 1,002,000 0 0 2,967,000 XX Grants/Partnerships/Other 0 0 0 0 0 0 0 Total $0 $1,022,500 $942,500 $1,002,000 $0 $0 $2,967,000 This project has an anticipated impact on the District’s Operating Budget in future years. DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Section IV: Department Summaries Staff Recognition Event by Erin Ashford Budget and Action Plan FY2018-19 | Section IV | Page 141 DRAFT - May 18, 2018 Monte Bello Open Space Preserve by Chen Page 142 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s OVERVIEW The District is structured to deliver on project commitments in support of the District’s mission and goals. The District is organized by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative Services reporting to the General Manager and structured as follows: • Project Planning and Delivery • Engineering and Construction • Natural Resources • Planning • Real Property • Visitor and Field Ser vices • Land and Facilities • Visitor Ser vices • Administrative Services • Budget and Analysis • Finance • Grants • Human Resources • Information Systems and Technology This section identifies each of the District’s departments, their mission and core function, staffing levels, objectives, performance metrics, and proposed FY2018-19 budget. Russian Ridge Open Space Preserve by Jack Gescheidt Budget and Action Plan FY2018-19 | Section IV | Page 143 DRAFT - May 18, 2018 Administrative Services Mission Statement Provide overall financial, human resources, information systems, and other administrative support of the District in support of the organization’s mission and goals. Core Functions • Provide financial management, budgeting, and accounting ser vices. • Administer Human Resources Programs and coordinate employee relations activities. • Manage the District’s Information Technology and Geographic Information systems and services. • Provide the District with an overall IT strategy that fosters organizational innovation and efficiencies. • Provide office management and public reception/customer ser vice at the Administrative Office. • Coordinate grants application, award and compliance. • Manage District procurement. Organizational Chart Training and Safety Specialist HR Technician HR Technician (Half-time) Management Analyst Management Analyst HR Intern Data Administrator Applications Engineer Senior Accountant Senior Finance and Accounting Technician Administrative Assistant Accounting Technician (Half-time) Management Analyst Management AnalystGIS Program Administrator Data Analyst I Data Analyst I GIS Intern IST Program Administrator IT Technician II IT Technician II IT Technician I CFO/Director of Administrative Services Human Resources Manager IST Manager Procurement and Contracts Specialist Budget and Analysis Manager ControllerGrants Specialist Finance Manager HR Supervisor Page 144 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Accounting Technician 0.5 0.5 0.5 0.5 0 Administrative Assistant 1 1 1 1 0 Applications Engineer 0 0 0 1 1 Budget and Analysis Manager 0 1 1 1 0 Controller 0.25 0.25 0.25 0.25 0 Data Administrator 1 1 1 1 0 Data Analyst 2 2 2 2 0 Finance Manager 1 1 1 1 0 GIS Program Administrator 1 1 1 1 0 GIS Intern 0.5 0.5 0.5 0.5 0 Grants Specialist 0 1 1 1 0 Human Resources Manager 0 1 1 1 0 Human Resources Super visor 1 1 1 1 0 Human Resources Technician 1.5 1.5 1.5 1.5 0 IST Manager 1 1 1 1 0 IT Program Administrator 1 1 1 1 0 IT Technician I 0 0 0 1 1 IT Technician II 1 1 1 1 0 Management Analyst I 0 1 1 1 0 Management Analyst II 3 3 3 3 0 Procurement and Contracts Specialist 0 1 1 1 0 Senior Accountant 1 1 1 1 0 Senior Accounting Technician 1 2 2 1 –1 Training and Safety Specialist 1 1 1 1 0 Total FTE 18.75 24.75 24.75 25.75 1 Budget and Action Plan FY2018-19 | Section IV | Page 145 DRAFT - May 18, 2018 Administrative Services aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission • Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public Objectives For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Strategic Plan Target Linkage Objective Completion Operating Projects Goal 2 Public Facing Interactive Web Maps FY2019 Goal 3 Implement Demilitarized Zone – WebGIS and Citysourced FY2019 Goal 3 Unmanned Aircraft System “Drone” Policy Development FY2019 Goal 3 HRIS Employee Training Program Migration FY2019 Goal 3 Citation Management System FY2020 Goal 3 Data Warehouse /Power BI FY2020 Goal 3 Document Retention Policy and Business Process Review FY2020 Goal 3 Streamline Recruitment Process FY2020 Goal 3 Disaster Recover y Service FY2020 Goal 3 & 4 District Wide Fiber Optic Improvements FY2020 Goal 3 & 4 Real Property Database FY2020 Goal 3 & 4 Work-Order Asset Management System FY2021 Capital Projects Goal 4 Grants Program Strategy FY2019 Russian Ridge Open Space Preserve by Kent Stietzel Page 146 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 3 Number of job recruitments completed 30 N/A 32 Goal 3 Employee turnover rate 10% N/A <10% Goal 3 Number of in-house trainings provided to employees 140 N/A 128 Goal 3 Percent of FTEs using web and mobile enterprise GIS N/A N/A 15% Goal 3 Percent of District data backed up off site N/A N/A 50.0 % Goal 3 Percent of total District files in Office 365 N/A N/A 10.0 % Goal 4 Percent spent of final adjusted budget 99% N/A 90% Goal 4 General Fund Reser ve Balance Policy Target Met Yes N/A Yes Goal 4 Legal Debt Ser vice Limit Not Exceeded Yes N/A Yes Goal 4 Budget Book Receives GFOA Award for Distinguished Budget Presentation Yes N/A Yes Goal 4 CAFR Issued with Unmodified Opinion No N/A Yes Goal 4 Obtain GFOA Award of Excellence Yes N/A Yes Goal 4 Credit Rating from Moody’s and Standard and Poor’s AAA N/A AAA Goal 4 Percent of Invoice Payments Electronic 0% N/A 10% Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Administrative Services Salaries and Benefits $2,978,790 $3,820,578 $4,712,887 $892,309 23% Ser vices and Supplies 950,231 1,629,339 1,791,646 162,307 10% Total Operating Expenditures 3,929,021 5,449,917 6,504,533 1,054,616 19% General Fund Capital 483,561 500,000 875,000 375,000 75% Measure AA Capital — — — — Total Capital Expenditures 483,561 500,000 875,000 375,000 75% Total Administrative Services Expenditures $4,412,582 $5,949,917 $7,379,533 $1,429,616 24% Budget and Action Plan FY2018-19 | Section IV | Page 147 DRAFT - May 18, 2018 Engineering and Construction Department Department Mission Statement Implement large scale capital projects to improve and maintain the District’s infrastructure and facilities that are necessary to facilitate ecologically-sensitive and safe public access and ongoing stewardship and care for the land. Core Functions • Oversee and manage the design and engineering, permitting, bidding, and construction of large scale capital improvement projects. • Provide construction management and/or construction oversight of large scale capital projects. • Ensure that capital projects comply with all necessar y requirements and regulations related to construction, including building code requirements, mitigation measures, permit conditions, and federal regulations. • Develop and assist with cost estimations and constructibility assessments during the planning, scoping, and early design phase of capital projects. • Stay abreast of current codes and construction regulations, and ensure the District’s construction standards remain current. Organizational Chart Engineering and Construction Manager Senior Capital Project Manager Senior Capital Project Manager Capital Project Manager III Capital Project Manager III Capital Project Manager III Capital Project Manager II Page 148 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Manager 0 1 1 1 0 Senior Capital Project Manager 1 0 2 2 0 Capital Project Manager III 0 3 3 3 0 Capital Project Manager II 0 1 1 1 0 Capital Project Manager 1 0 0 0 0 Total FTE 2 5 7 7 0 Sierra Azul Open Space Preserve by Frances Freyburg Budget and Action Plan FY2018-19 | Section IV | Page 149 DRAFT - May 18, 2018 Objectives Strategic Plan Target Linkage Objective Completion Capital Projects Goal 1 & 2 MAA 06-XXX: Hawthorns Public Access Site Plan and CEQA FY2019 Goal 1 & 2 MAA 21-004: Bear Creek Redwoods – Stables Site Plan Implementation FY2022 Goal 1 & 2 MAA 21-005: Bear Creek Redwoods Public Access FY2019 Goal 1 & 2 MAA 21-006: Bear Creek Redwoods – Alma College Site Rehabilitation Plan FY2020 Goal 1 & 2 MAA 23-007: Twin Creeks Demo FY2021 Goal 2 MAA 02-002: Ravenswood Bay Trail Design and Implementation FY2020 Goal 2 MAA 04-004: El Corte de Madera Oljon Trail Implementation FY2019 Goal 2 MAA 05-005: La Honda Creek Red Barn Parking Area and Easy Trail FY2021 Goal 2 MAA 05-007: Upper La Honda Creek Phase II Trail Connections FY2019 Goal 2 MAA 05-008: La Honda Creek White Barn Structural Rehabilitation FY2019 Goal 2 MAA 10-001: Alpine Road Regional Trail – Coal Creek FY2021 Goal 2 MAA 11-002: Deer Hollow Farm – White Barn Rehabilitation FY2020 Goal 2 MAA 17-004: Stevens Creek Nature Trail Bridges – Monte Bello FY2019 Goal 2 MAA 21-003: Bear Creek Redwoods Water System FY2020 Goal 2 MAA 21-008: Bear Creek Redwoods – Ponds Restoration and Water Rights FY2020 Goal 2 MAA 21-009: Bear Creek Redwoods – Webb Creek Bridge FY2019 Goal 2 MAA 22-004: Beatty Property – Parking Area and Trail Connections FY2021 Goal 2 Mt. Umunhum – Radar Tower 2nd Assessment FY2020 Goal 2 & 4 Purisima Creek Restroom Replacement FY2019 Goal 3 Administrative Office (AO) Facility FY2022 Goal 3 South Area Field Office FY2020 Goal 4 La Honda Creek – Agricultural Workforce Housing FY2019 Goal 4 Sierra Azul Meyer Residence Repair and Site Improvements FY2020 The Engineering and Construction aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission • Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Page 150 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 4 Percent of projects finished within Board approved budget (base bid and contingency) N/A N/A 80% Goal 4 Percent of projects finished within schedule indicated at the time of award of contract N/A N/A 80% Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Category Actuals Budget Budget Projected Budget Projected Budget Engineering and Construction Salaries and Benefits $648,503 $1,009,602 $1,044,904 $35,302 3% Less: MAA Reimbursable Staff Costs (155,641) (93,000) (385,362) (292,362) 314% Net Salaries and Benefits 492,862 916,602 659,542 (257,060) –28% Services and Supplies 16,440 75,255 92,607 17,352 23% Total Operating Expenditures 509,302 991,857 752,149 (239,708) -24% General Fund Capital 78,697 1,401,350 2,164,400 763,050 54% Measure AA Capital 13,048,999 7,080,950 8,809,189 1,728,239 24% Total Capital Expenditures 13,127,696 8,482,300 10,973,589 2,491,289 29% Total Engineering and Construction Expenditures $13,636,998 $9,474,157 $11,725,738 $2,251,581 24% Mindego Gatewat Construction, Russian Ridge Open Space Preserve by District Staff Budget and Action Plan FY2018-19 | Section IV | Page 151 DRAFT - May 18, 2018 Office of the General Counsel Department Department Mission Statement Provide legal services and counsel to the Board of Directors, committees, and District departments. Core Functions • Provide legal review and advice to the District Board and staff. • Represent the District in litigation and legal matters with outside agencies. • Administer the District’s risk management program. Organizational Chart General Counsel Assistant General Counsel Risk Management Coordinator Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified General Counsel 1 1 1 1 0 Assistant General Counsel 1 1 1 1 0 Risk Management Coordinator 0.5 0.5 0.5 0.5 0 Total FTE 2.5 2.5 2.5 2.5 0 Page 152 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Objectives Strategic Plan Target Linkage Objective Completion Operating Projects Goal 1 Continue to support Hawthorn Historic Complex Lease (subject to Conservation Easement), and other planning efforts related to Hawthorn property FY2022 Goal 1 Support San Jose Water Company property negotiations and prepare for potential transaction or series of transactions FY2023 Goal 3 Develop Design Build contract templates and assist staff in implementing Design Build contract process FY2019 Goal 3 Support contract template update and roll out in BidSync online bid tool FY2019 Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget General Counsel Salaries and Benefits $514,204 $526,584 $542,055 $15,471 3% Ser vices and Supplies 26,108 61,305 74,185 12,880 21% Total Operating Expenditures 540,312 587,889 616,240 28,351 5% Total General Counsel Expenditures $540,312 $587,889 $616,240 $28,351 5% General Counsel aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 3 – Strengthen organizational capacity to fulfill the mission For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Rancho San Antonio Open Space Preserve by Sue Gale Budget and Action Plan FY2018-19 | Section IV | Page 153 DRAFT - May 18, 2018 Office of the General Manager Department Department Mission Statement Responsible for the overall operation of the District. Under policy direction from the Board of Directors, the General Manager carries out the District’s adopted Strategic Plan goals and objectives and Vision Plan Priority Actions and works through the executive team to provide leadership, direction, resources, and tools to District departments to ensure effective, efficient, and financially-prudent project and service delivery for public benefit. Core Functions • Provide leadership, oversight, and direction for District functions. • Accomplish the goals and objectives set out in the Board of Directors Strategic Plan. • Implement the District’s Vision Plan Priority Actions. • Ensure that the District’s policies and procedures are fiscally sustainable. • Provide legislative support to the Board of Directors, including duties associated with the Board of Directors’ agenda and actions, officiating all District elections and maintaining all official records. Organizational Chart General Manager Executive Assistance/ Deputy District Clerk District Clerk/ Assistant to the General Manager Visitor and Field Services Assistant General Manager Project Planning and Delivery Assistant General Manager Management Analyst II CFO Director of Administrative Services Administrative Assistant Page 154 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Administrative Assistant 0 1 1 1 0 Assistant General Manager 2 2 2 2 0 Chief Financial Officer 0 1 1 1 0 District Clerk/Assistant to General Manager 1 1 1 1 0 Executive Assistant/ Deputy Clerk 1 1 1 1 0 General Manager 1 1 1 1 0 Management Analyst II 1 1 1 1 0 Total FTE 6 8 8 8 0 The General Manager aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Objectives Strategic Plan Target Linkage Objective Completion Operating Projects Goal 2 City of East Palo Alto staff to create Cooley Landing Park Business and Operating Plan FY2019 Goal 2 & 3 Formation of a Citizens Advisory Committee Ongoing Goal 3 2018 Board Elections for Wards 1, 2, 5, and 6 FY2019 Goal 3 Electronic Filing System for Statements of Economic Interests (Form 700s) FY2019 Goal 3 Disaster Recover y and Business Continuity Plan Research FY2021 Rancho San Antonio Open Space Preserve by Jack Gescheidt Budget and Action Plan FY2018-19 | Section IV | Page 155 DRAFT - May 18, 2018 Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 1 Measure the timeliness of biweekly reports to allow for up to date communications with the Board and staff N/A N/A 95% Goal 1 Number of public Board and Committee meetings held per year 63 N/A 65% Goal 1 Number of meetings held with partner agencies/stakeholders by members of GMO staff and Board members N/A N/A 50% Goal 3 Number of resolutions adopted 52 N/A 50% Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget General Manager Salaries and Benefits $1,474,168 $1,699,231 $1,578,121 ($121,110) –7% Ser vices and Supplies 192,395 606,225 547,070 (59,155) –10% Total Operating Expenditures 1,666,563 2,305,456 2,125,191 (180,265) –8% Total General Manager Expenditures $1,666,563 $2,305,456 $2,125,191 ($180,265) –8% Mount Umunhum Opening, Sierra Azul Open Space Preserve by Erin Ashford Page 156 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Fremont Older Open Space Preserve by Elaina Kyrouz Russian Ridge Open Space Preserve by Carol Daniels Budget and Action Plan FY2018-19 | Section IV | Page 157 DRAFT - May 18, 2018 Land and Facilities Services Department Department Mission Statement Improve, restore, and maintain District lands in a manner that ensures protection and stewardship of the land, that provides public access to explore and enjoy District lands, and that is consistent with ecological values and public safety. Provide and maintain District facilities and trails for public use, field and administrative facilities for staff use, and rentals. Manage grazing, agricultural, and other facility leases to support the Mission of the District. Core Functions • Maintain and construct an enjoyable and sustainable trail system. • Provide in-the-field ser vices to protect and restore natural resources. • Protect public health and safety through fire prevention and safe access. • Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder efforts to further District goals. • Maintain District facilities to ensure safety, comfort and the public’s enjoyment. • Manage grazing, agricultural, and other facility leases to further District goals. • Provide and maintain field and administrative facilities for staff use. • Manage revenue-producing properties. Organizational Chart Land and Facilities Manager Administrative Assistant Maintenance Supervisors Administrative Assistant Maintenance Supervisors Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Farm Maintenance Worker Facilities Maintenance Supervisor Management Analyst II Senior Property Management Specialist Foothills Area Manager Maintenance Supervisors Capital Field Projects Manager Skyline Area Manager Facilities Maintenance Specialist Modified Duty Staff Administrative Assistant Property Management Specialist II Property Management Specialist I Property Management Intern Page 158 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16* FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Administrative Assistant 2 3 3 3 0 Area Manager 0 2 2 2 0 Capital Projects Field Manager 0 1 1 1 0 Equipment Mechanic/Operator 5 6 6 7 1 Facilities Maintenance Specialist 0 0 1 1 0 Facilities Maintenance Supervisor 0 1 1 1 0 Farm Maintenance Worker 1 1 1 1 0 Land and Facilities Manager 0 1 1 1 0 Lead Open Space Technician 4 5 6 6 0 Maintenance Super visor 4 5 6 6 0 Management Analyst II 1 1 1 1 0 Open Space Technician 13 14 15 15 0 Project Manager 1 0 0 0 0 Property Management Specialist I 0 1 1 1 0 Property Management Specialist II 0 1 1 1 0 Seasonal Open Space Technicians 0 8.3 8.3 8.3 0 Senior Property Management Specialist 0 1 1 1 0 Total FTE 31 51.3 55.3 56.3 1 *The Land and Facilities and Visitor Services department was formed after the Operations Department was split in FY2015-16. Sierra Azul Open Space Preserve by District Staff Budget and Action Plan FY2018-19 | Section IV | Page 159 DRAFT - May 18, 2018 Objectives Strategic Plan Target Linkage Objective Completion Operating Projects Goal 1 October Farm Grazing Lease FY2019 Goal 1 Evaluate District Role in Off Site Agricultural Worker Housing FY2020 Goal 1 Toto Ranch Grazing Lease and Ag License FY2020 Goal 1 Assessment of Skyline Christmas Tree Farm Lease and Restoration Opportunities FY2020 Goal 1 & 4 Bear Creek Stables RFP/Lease FY2019 Capital Projects Goal 1 AA 03-003: Purisima Creek Fence Construction FY2019 Goal 1 AA 05-002: Upper La Honda Creek Grazing Infrastructure FY2019 Goal 1 AA 22-001: Hendr ys Creek Property Land Restoration FY2019 Goal 1 Big Dipper Ranch Spring Work, Skyline Ridge FY2019 Goal 1 Driscoll Water Line Installation, La Honda Creek FY2019 Goal 1 La Honda Creek Point of Diversion 17 Water Line Replacement FY2019 Goal 1 AA 09-001: Russian Ridge Grazing Infrastructure FY2020 Goal 1 Los Trancos Page Mill Eucalyptus Removal FY2020 Goal 1 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2020 Goal 2 AA 04-004: El Corte de Madera Oljon Trail Implementation FY2019 Goal 2 Alma College Loop Trail, Bear Creek Redwoods OSP FY2020 Goal 2 Briggs Creek Trail, Bear Creek Redwoods OSP FY2021 Goal 2 Stables Loop Trail, Bear Creek Redwoods OSP FY2021 Goal 2 Multi Use Links, Bear Creek Redwoods OSP FY2022 Goal 2 & 4 AA 17-004: Stevens Creek Nature Trail Bridges, Monte Bello FY2019 Goal 2 & 4 65102: Purisima Creek Redwoods Bridge 1 FY2019 Goal 2 & 4 AA 10-001: Alpine Road Regional Trail, Coal Creek FY2020 Goal 4 Monte Bello Communications Site Driveway Improvements FY2019 Goal 4 Russian Ridge Quam Residence Driveway Improvements FY2020 Goal 4 Tunitas Creek – Toto Ranch Driveway Improvements FY2019 Goal 4 Tunitas Creek – Tunitas Creek Ranch Driveway Improvements FY2019 Goal 4 4150 Sears Ranch Road Water and Driveway FY2020 Goal 4 Russian Ridge – Bergman Residence Reconstruction FY2021 Land and Facilities aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 4 – Position the District for long-term financial sustainability to fulfill the District’s mission on behalf of the public For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Page 160 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 2 Number of miles of single-track trail brushed N/A N/A 73 Goal 2 Number of miles of trail built N/A N/A 4 Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Land and Facilities Salaries and Benefits $4,579,846 $5,225,613 $6,210,371 $984,758 19% Less: MAA Reimbursable Staff Costs (123,370) (976,033) (713,042) 262,991 –27% Net Salaries and Benefits 4,456,476 4,249,580 5,497,329 1,247,749 29% Ser vices and Supplies 2,802,802 3,479,213 3,631,700 152,487 4% Total Operating Expenditures 7,259,278 7,728,793 9,129,029 1,400,236 18% Hawthorns Service and Supplies 5,046 82,500 38,500 (44,000) –53% Total Hawthorns Expenditures 5,046 82,500 38,500 (44,000) –53% General Fund Capital 1,175,410 2,697,190 3,223,900 526,710 20% Measure AA Capital 167,448 1,519,783 1,953,890 434,107 29% Total Capital Expenditures 1,342,858 4,216,973 5,177,790 960,817 23% Total Land and Facilities Expenditures $8,607,182 $12,028,266 $14,345,319 $2,317,053 19% Monte Bello Open Space Preserve by Lynn Gale Budget and Action Plan FY2018-19 | Section IV | Page 161 DRAFT - May 18, 2018 Natural Resources Department Department Mission Statement Protect and restore the natural diversity and integrity of the District’s resources for their value to the environment and the public, and provide for the use of the preserves consistent with resource protection. Core Functions • Plan, implement, and design projects to protect and restore the natural resources. • Comply with the California Environmental Quality Act (CEQA) and resource agency regulation requirements. • Work with other entities to obtain funding, plan for, and protect District and regional natural resources. • Steward District working landscapes to protect natural resource values and provide sustainable agricultural uses. Organizational Chart Resources Management Specialist II Resources Management Specialist II Natural Resources Intern (Half-time) Natural Resources Intern (Half-time) IPM Coordinator Water Resources Specialist Climate Resiliency Fellow Resources Management Specialist III IT Technician II Resources Management Specialist II Resources Management Specialist I Natural Resources Manager Senior Resources Management Specialist Senior Resources Management Specialist Page 162 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Manager 1 1 1 1 0 Senior Resource Management Specialist 1 2 2 2 0 Resource Management Specialist III 1 1 1 1 0 Resource Management Specialist II 1 1 3 3 0 Resource Management Specialist I 2 2 1 1 0 Water Resources Specialist – RMS III 1 1 1 1 0 Climate Resiliency Fellow – Mgmt. Analyst 0 0 1 1 0 IPM Coordinator – RMS III 1 1 1 1 0 Natural Resources Intern* 1 1 1 1 0 Senior Finance and Budget Technician 1 1 0 0 0 Total FTE 10 11 12 12 0 * Two Natural Resources Interns, each at half-time. La Honda Creek Open Space Preserve by Frances Freyberg Budget and Action Plan FY2018-19 | Section IV | Page 163 DRAFT - May 18, 2018 Objectives Strategic Plan Target Linkage Objective Completion Capital Projects Goal 2 MAA 09-003: Russian Ridge: Mindego Pond Improvement FY2021 Goal 2 MAA 20-001: Bay Area Ridge Trail – Highway 17 Crossing FY2022 Goal 2 MAA 21-007: Bear Creek Redwoods – Invasive Weeds Treatment/Restoration FY2022 Goal 2 MAA 21-008: Bear Creek Redwoods – Ponds Restoration and Water Rights FY2020 Goal 2 MAA 21-XXX: Bear Creek Redwoods Landfill Characterization and Remediation FY2021 Goal 2 MAA 23-004: Mt. Umunhum Summit Restoration, Parking and Landing Zone FY2019 Operating Projects Goal 2 80004: Sudden Oak Death Monitoring and Research FY2019 Goal 2 80007: Invasive Species Management FY2019 Goal 2 80034: Endangered Species Act Programmatic Permitting FY2022 Goal 2 Archeological Resource Survey, Assessment, Curation FY2019 Goal 2 Badger/Burrowing Owl Habitat Assessment FY2022 Goal 2 Brush Encroachment on Rangeland FY2019 Goal 2 California Department of Fish and Wildlife (CDFW)/Regional Water Quality Control Board (RWQCB) Routine Maintenance Permits FY2019 Goal 2 Carbon Sequestration/Climate Change Analysis FY2022 Goal 2 Cherr y Springs Lake infrastructure Operations Plan FY2020 Goal 2 Districtwide Pond Assessment FY2022 Goal 2 El Corte de Madera Watershed Protection Plan Sediment Science FY2020 Goal 2 Groundwater Well Decommissioning FY2020 Goal 2 Integrated Pest Management (IPM) Implementation FY2022 Goal 2 Marbled Murrelet Recovery Planning FY2022 Goal 2 On-call Biological Monitoring FY2022 Goal 2 Pescadero TMDL (Water Quality Monitoring) FY2019 Goal 2 Phytophthora Inspection and Remediation FY2019 Goal 2 Predator and Livestock Protection Policy FY2019 Goal 2 Prescribed Fire Program Development FY2020 Goal 2 Restoration Forestry Demonstration Project FY2020 Goal 2 Revegetation Establishment FY2020 Goal 2 Review of Agricultural Policy FY2019 Goal 2 Riparian Agricultural Study FY2019 Goal 2 San Gregorio Creek Adjudication Compliance FY2022 The Natural Resource Department aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 2 – Connect people to open space and a regional environmental protection vision Page 164 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Objectives (continued) Goal 2 Slender False Brome Research FY2020 Goal 2 Toto Ranch Resources Plan FY2019 Goal 2 Water Quality Monitoring Program FY2020 Goal 2 Water Rights Assessments, Monitoring, and Reporting FY2022 Goal 2 Western Pond Turtle Population Study FY2019 Goal 2 Wildland Fire Coordination Team FY2022 Strategic Plan Target Linkage Objective Completion Capital Projects For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 1 Proportion of special status species managed: Enhance habitat for a majority of rare, threatened, or endangered plant and animal species found on District lands N/A N/A 70% Goal 1 Acres managed: 80% of Acreage Enhance environmental quality by treating specified in District lands for invasive weeds, restoring annual IPM degraded sites, and managing wildland fire fuels N/A N/A plan Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Natural Resources Salaries and Benefits $1,426,256 $1,605,070 $1,563,174 ($41,896) –3% Less: MAA Reimbursable Staff Costs (1,956) (200,923) (78,542) 122,381 –61% Net Salaries and Benefits 1,424,300 1,404,147 1,484,632 80,485 6% Services and Supplies 594,167 1,532,038 2,417,289 885,251 58% Total Operating Expenditures 2,018,467 2,936,185 3,901,921 965,736 33% Hawthorns Capital (Fund 20) ‐ ‐ — — 5,000 5,000 0% Total Hawthorns Expenditures ‐—‐ — 5,000 5,000 0% General Fund Capital —‐ 48,000 178,100 130,100 271% Measure AA Capital 472,675 1,471,423 1,361,493 (109,930) –7% Total Capital Expenditures 472,675 1,519,423 1,539,593 20,170 1% Total Natural Resources Expenditures $2,491,142 $4,455,608 $5,446,514 $990,906 22% Budget and Action Plan FY2018-19 | Section IV | Page 165 DRAFT - May 18, 2018 Planning Department Department Mission Statement Respecting the natural diversity and integrity of the District’s resources, work with and encourage public and private agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies and community organizations to facilitate planning and development of recreation facilities and of public use; encourage public input and involvement in the District’s decision-making process and other activities; participate in the public review processes of land use plans of other agencies and development proposals that affect the District’s mission; and follow management policies for quality care of the land and provision of public access appropriate to the nature of the land, and consistent with ecological values and public safety. Core Functions • Oversee and manage projects for public access, staff facilities, and stewardship of cultural and historic resources through scoping, feasibility, programming, early design, and land use permitting. • Provide ongoing planning support during final design, permitting, and project construction. • Develop and maintain current and long-range use and management plans, policies, and procedures for Preserves. • Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for project planning and early design (e.g. California Environmental Quality Act, American for Disabilities Act, National Preservation Act, etc.). • Seek partnership opportunities and new grant and other funding sources to further the District’s mission, Vision Plan, Strategic Plan goals, and leverage Measure AA funding. • Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to open space preservation and public access. • Engage the public and partner agencies in the District’s planning activities. • Plan and design signage for preserves and trails. • Review external planning activities and projects that may affect the District’s interests. • Ensure compliance and documentation of long-term mitigation and monitoring requirements for public access projects. • Provide accessibility review of new public access improvement plans. Monte Bello Open Space Preserve by Greg Hughes Page 166 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Organizational Chart Planner III Planner II Planner III Planner I Senior Planner Administrative Assistant Planning Manager Planner III Planner II Planner II Senior Planner Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Manager 1 1 1 1 0 Senior Planner 2 2 2 2 0 Planner III 2 2 3 3 0 Planner II 3 3 3 3 0 Planner I 2 1 1 1 0 Administrative Assistant* 1 1 1 1 0 Total FTE 11 10 11 11 0 * Administrative Assistant is shared with Engineering and Construction, but budgeted within the Planning Department. Budget and Action Plan FY2018-19 | Section IV | Page 167 DRAFT - May 18, 2018 The Planning Department aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Objectives Strategic Plan Target Linkage Objective Completion Capital Projects Goal 1 MAA 20-002: Bay Area Ridge Trail: Highway 17 Crossing FY2022 Goal 1 & 2 MAA 21-004: Bear Creek Redwoods - Stables Site Plan Implementation FY2022 Goal 2 Bay Area Ridge Trail: Highway 17 Crossing FY2020 Goal 2 Bay Area Ridge Trail: Highway 17 Crossing FY2021 Goal 2 El Sereno Trails and Wildlife Corridors (Supports MAA Portfolio 19) FY2021 Goal 2 MAA 02-001: Cooley Landing Interpretative Facilities Design and Implementation FY2019 Goal 2 MAA 03-005: Purisima Uplands Public Access Site Plan and Trail Connections FY2019 Goal 2 MAA 05-005: La Honda Creek Red Barn Parking Area and Easy Access Trail FY2022 Goal 2 MAA 05-007: La Honda Creek Phase II Trail Connections – Red Barn Trail Connection FY2019 Goal 2 MAA 06-XXX: Hawthorns Public Access Site Plan and CEQA FY2020 Goal 2 MAA 07-XXX: La Honda Creek Phase II Trail Connections – Driscoll Ranch – Loop Trail FY2019 Goal 2 MAA 21-006: Bear Creek Redwoods – Alma College Site Rehabilitation Plan Implementation FY2020 Goal 2 MAA 22-004: Beatty Property – Parking Area and Trail Connections FY2019 Goal 2 Saratoga-to-Sea Regional Trail Connection (Supports MAA 18-2) FY2019 Operating Projects Goal 1 Hawthorns Historic Complex Partnership and Lease FY2019 Goal 2 Americans with Disabilities Act (ADA) Self-Assessment and Transition Plan Update FY2020 Goal 2 Rancho San Antonio Carrying Capacity and Multimodal Access Study FY2020 Goal 2 Upper Stevens Creek Canyon Trail Planning (staff time only) TBD Goal 3 Basic Policy Update for Coastal Area FY2019 Goal 3 Historic Structures Policy FY2019 Page 168 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 1 Number of projects leveraged with partnerships N/A Two (2) 90% of annual target (Target 8 projects) Goal 2 Complete self-evaluation and transition plan update to Complete ADA prioritize barrier removals for improved access to and use Transition Plan of open space preser ves for persons with disabilities and Update by the visitors of diverse age groups. N/A N/A end of FY18-19 Goal 3 % of planning milestones completed for a project 90% of annual target (Target 6 N/A N/A project milestones) Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Planning Salaries and Benefits $1,408,102 $1,434,535 $1,485,617 $51,082 4% Less: MAA Reimbursable Staff Costs (39,515) (19,300) — 19,300‐ –100% Net Salaries and Benefits 1,368,587 1,415,235 1,485,617 70,382 5% Services and Supplies 72,086 356,716 319,729 (36,987) –10% Total Operating Expenditures 1,440,673 1,771,951 1,805,346 33,395 2% Hawthorns Service and Supplies 1,000 Hawthorns Capital (Fund 20) 100 84,000 78,000 (6,000)‐ –7% Total Hawthorns Expenditures 1,100 84,000 78,000 (6,000)‐ –7% General Fund Capital 140,424 1,022,000 336,500 (685,500) –67% Measure AA Capital 1,296,700 2,441,689 2,503,452 61,763 3% Total Capital Expenditures 1,437,124 3,463,689 2,839,952 (623,737) –18% Total Planning Expenditures $2,878,897 $5,319,640 $4,723,298 ($596,342) -11% Budget and Action Plan FY2018-19 | Section IV | Page 169 DRAFT - May 18, 2018 Public Affairs Department Department Mission Statement Educate and make clearly visible to the public the purposes and actions of the District, and actively encourage public input and involvement in the District’s decision-making process and other activities. Core Functions • Maximize public awareness and understanding of the District and its activities. • Engage the public through outreach and communication efforts that educate and involve the community and expand the District’s capacity to reach diverse audiences. • Collect and evaluate constituent feedback and recommend action. • Review and recommend legislation that affects and/or benefits the District’s ability to carry out its mission. Organizational Chart Public Affairs Manager Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Intern Government Affairs Specialist Public Affairs Specialist I Administrative Assistant Page 170 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Administrative Assistant 1 1 1 1 0 Communications Supervisor 1 1 0 0 0 Community Outreach Specialist 1 1 0 0 0 Docent Program Manager* 1 0 0 0 0 Governmental Affairs Specialist 0 1 1 1 0 Public Affairs Assistant 1 1 0 0 0 Public Affairs Coordinator* 1 0 0 0 0 Public Affairs Intern 1 0 1 1 0 Public Affairs Manager 1 1 1 1 0 Public Affairs Specialist I 0 0 1 1 0 Public Affairs Specialist II 2 2 3 3 0 Volunteer Program Lead* 1 0 0 0 0 Volunteer Program Manager* 1 0 0 0 0 Total FTE 12 8 8 8 0 *Positions moved to Visitor Services. Objectives Strategic Plan Target Linkage Objective Completion Operating Projects Goal 1 Co-Host Special Park Districts Forum FY2019 Goal 1 Update Branding and Style Guide FY2019 Goal 1 & 2 Develop District Strategic Communications Plan FY2019 Goal 1 & 2 Bear Creek Redwoods Grand Opening FY2019 Goal 2 Youth Outreach Program FY2019 Goal 2 Climate Change and Sustainability Education Campaign FY2019 Goal 3 New Administrative Office Remodel – Project Communications and Public Engagement FY2019 Public Affairs aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Budget and Action Plan FY2018-19 | Section IV | Page 171 DRAFT - May 18, 2018 Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 2 Numbers of individuals reached through Youth Engagement Program N/A N/A 1,000 Goal 2 Number of news stories generated and facilitated about the District N/A N/A 100 Goal 2 Number of incoming information requests/complaints answered within 2 business days leveraging new Customer Response Management system N/A N/A 90% Goal 2 Number of Website Visits 487,215 N/A 525,000 Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Public Affairs Salaries and Benefits $868,867 $1,058,197 $991,697 ($66,500) ‐ –6% Ser vices and Supplies 484,108 1,131,796 913,313 (218,483) ‐ –19% Total Operating Expenditures 1,352,975 2,189,993 1,905,010 (284,983) ‐ –13% Total Public Affairs Expenditures $1,352,975 $2,189,993 $1,905,010 ($284,983) ‐ –13% Cooley Landing Grand Opening, Ravenswood Open Space Preserve District Founders Day Festival, Monte Bello Open Space Preserve in 2013 Page 172 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Sierra Azul Open Space Preserve by Erin Ashford Cooley Landing Opening, Ravenswood Open Space Preserve by John Green Budget and Action Plan FY2018-19 | Section IV | Page 173 DRAFT - May 18, 2018 Real Property Department Department Mission Statement Purchase or otherwise acquire interest in strategic open space land; connect District open space lands with federal, state, county, city, and other protected open space lands, parklands, watershed lands. Core Functions • Provide comprehensive land conservation planning and analysis to guide the land purchase program in coordination with other Departments. • Create and take advantage of opportunities to conser ve a greenbelt of protected open space lands along the ridgelines, foothills, and baylands. • Provide technical assistance to protect and secure District public open space property rights and interests (including fee and easement interests). • Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land conservation and protection. Organizational Chart Real Property Manager Senior Real Property Agent Real Property Specialist II Planner III Administrative Assistant Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE FTE FTE FTE Modified Manager 1 1 1 1 0 Senior Real Property Agent 1 1 1 1 0 Specialist II 0 1 1 1 0 Planner III 1 1 1 1 0 Administrative Assistant* 1 1 1 1 0 Total FTE 4 5 5 5 0 *Administrative Assistant is shared with Natural Resources, but budgeted within the Real Property Department. Page 174 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s The Real Property aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 2 – Connect people to open space and a regional environmental protection vision For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Objectives Strategic Plan Target Linkage Objective Completion Capital Projects Goal 2 Cal-Water Exchange (El Corte de Madera Preserve) FY2019 Goal 2 Cloverdale Land Opportunity (Supports MAA Portfolio 13) FY2019 Goal 2 El Corte de Madera Creek Land Conservation (Supports MAA 4-1) FY2019 Goal 2 El Sereno Trails and Wildlife Corridors (Supports MAA Portfolio 19) FY2019 Goal 2 La Honda Creek Upper Area Land Conser vation (Supports MAA Portfolio 5) FY2019 Goal 2 Lower San Gregorio Creek Watershed Land Conservation FY2019 Goal 2 MAA 03-001: Lot Line Adjustment/Property Transfer Purisima Uplands FY2019 Goal 2 MAA 07-XXX: Driscoll La Honda Creek Phase II Trail Connections FY2019 Goal 2 MAA 20-002: Bay Area Ridge Trail Crossing Property Rights FY2019 Goal 2 Miramontes Ridge Land Conser vation (Supports MAA Portfolio 1) FY2019 Goal 2 Pursue Watershed Protection Opportunities (Supports MAA 23) FY2019 Goal 2 Redwood Forest Opportunity (Supports MAA Portfolio 15) FY2019 Goal 2 Sierra Azul Loma Prieta Land Conservation (Supports MAA Portfolio 25) FY2019 Goal 2 Sierra Azul Rancho de Guadalupe Land Conservation (Supports MAA Portfolio 24) FY2019 Goal 2 Twin Creeks Land Conservation (Supports MAA 23-007) FY2019 Goal 2 Upper San Gregorio Land Conser vation (Supports MAA Portfolio 8) FY2019 La Honda Creek Open Space Preserve by District Staff Budget and Action Plan FY2018-19 | Section IV | Page 175 DRAFT - May 18, 2018 Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 1 Number of Preserves 26 N/A N/A Goal 1 Land Conser vation 63,340 N/A N/A Goal 1 Total Number of acres protected (preserved) 274.66 N/A N/A Goal 2 Land Conservation Connectivity 90% of . annual N/A N/A target Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Real Property Salaries and Benefits $626,896 $759,564 $774,287 $14,723 2% Ser vices and Supplies 155,870 155,545 154,967 (578) 0% Total Operating Expenditures 782,766 915,109 929,254 14,145 2% General Fund Land and Associated Costs 399,750 864,500 912,000 47,500 5% Measure AA Land and Associated Costs 608,350 124,000 198,000 74,000 60% Total Land and Associated Costs 1,008,100 988,500 1,110,000 121,500 12% Total Real Property Expenditures $1,790,866 $1,903,609 $2,039,254 $135,645 7% Windy Hill Open Space Preserve by Anastasia Repin Page 176 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s El Corte de Madera Creek Open Space Preserve by Allen Ishibashi Russian Ridge Open Space Preserve by Dave Helseth Budget and Action Plan FY2018-19 | Section IV | Page 177 DRAFT - May 18, 2018 Visitor Services Department Department Mission Statement Ensure protection and stewardship of the land and visitor safety, manage public access consistent with ecological values and public safety, and provide opportunities for enrichment of visitors through the environmental education, docent, and volunteer programs. Core Functions • Protect public health and safety through enforcement of District rules and regulations, fire protection, emergency medical response. • Provide frontline public contact and services on District lands. • Manage the Docent, Environmental Education, and Volunteer programs. • Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further District goals. Organizational Chart Rangers Ranger Aides Seasonal Rangers and Ranger Aides Visitor Services Manager Supervising Rangers Management Analyst II Foothill Area Superintendent Lead Rangers Supervising Rangers Skyline Area Superintendent Administrative Assistant Modified Duty Staff Visitor Services Intern Docent Program Manager Docent Program Coordinator Volunteer Program Manager Volunteer Program Leads Rangers Ranger Aides Seasonal Rangers and Ranger Aides Lead Rangers Page 178 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Staffing Levels FY2015-16 FY2016-17 FY2017-18 FY2018-19 Change from Adopted Adopted Adopted Proposed FY2017-18 Staffing Levels FTE* FTE FTE FTE Modified Administrative Assistant 1 1 1 1 0 Area Superintendents 2 2 2 2 0 Docent Program Manager 0 1 1 1 0 Docent Program Coordinator 0 1 1 1 0 Educational/interpretive position 0 0 0 1 1 Lead Rangers 0 4 4 5 1 Rangers 20 19 19 19 0 Seasonal Rangers 0 .95 .95 .95 0 Seasonal Ranger Aides 0 .95 .95 .95 0 Super vising Rangers 4 5 5 5 0 Management Analyst II 1 1 1 1 0 Visitor Services Manager 1 1 1 1 0 Volunteer Program Manager 0 1 1 1 0 Volunteer Program Lead 0 2 2 2 0 Total FTE 29 39.9 39.9 41.9 2 *The Land and Facilities and Visitor Services department was formed after the Operations Department was split in FY2015-16. Skyline Ridge Open Space Preserve by Jack Gescheidt Budget and Action Plan FY2018-19 | Section IV | Page 179 DRAFT - May 18, 2018 Performance Metrics Strategic Plan FY2016-17 FY2017-18 FY2018-19 Linkage Indicator Actuals Target Target Goal 2 Annual number of Nature Center visitors 2,939 N/A 3,200 Goal 2 Number of permits issued 2,998 N/A 3,000 Goal 2 Stewardship volunteer hours 17,440 N/A 18,000 Goal 2 Interpretation and education docent hours 4,697 N/A 5,000 Visitor Services aligns project deliverables to the District’s Strategic Plan Goals and Objectives primarily through: • Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners • Goal 2 – Connect people to open space and a regional environmental protection vision • Goal 3 – Strengthen organizational capacity to fulfill the mission For the full statement of the District’s Strategic Plan Goals and Objectives, see page 5; project details are included in Section III. Objectives Strategic Plan Target Linkage Objective Completion Operating Projects Goal 1 Participate in the Wildland Fire Coordinating Committee to improve the District’s preparation for, and response to, prescribed burns and wildland fires FY2019 Goal 2 Continue visitor use data collection and report on data collected FY2019 Goal 2 Manage, organize, and host the annual Volunteer Recognition Event FY2019 Goal 2 Schedule and provide two docent trainings: Nature Center Host and Outdoor Education Leader FY2019 Goal 2 Review and align the Spaces and Species environmental science curriculum with Next Generation Science Standards FY2019 Goal 2 Provide increased District stewardship and science learning opportunities by increasing partnerships with local volunteer-based and environmental education organizations FY2019 Goal 2 Develop a Wildland Fire and Flood Emergency Response Plan for Rancho San Antonio Preserve FY2019 Goal 2 Develop an implementation plan for the Docent and Volunteer Program Structure Study FY2019 Goal 3 Research options to allow for online reser vation and payment of campsites and other permit requests FY2019 Page 180 | Section IV | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Se c t i o n I V : D e p a r t m e n t S u m m a r i e s Budget FY2017-18 FY2018-19 $ Change from % Change from District Budget by FY2016-17 Adopted Proposed FY2017-18 FY2017-18 Expenditure Categor y Actuals Budget Budget Projected Budget Projected Budget Visitor Services Salaries and Benefits $4,639,230 $4,877,314 $5,204,142 $326,828 7% Ser vices and Supplies 418,324 589,949 667,119 77,170 13% Total Operating Expenditures 5,057,554 5,467,263 5,817,261 403,998 7% Total Visitor Services Expenditures $5,057,554 $5,467,263 $5,817,261 $403,998 7% La Honda Creek Open Space Preserve by Frances Freyberg Russian Ridge Open Space Preserve by Rich Jarvis Budget and Action Plan FY2018-19 | Section IV | Page 181 DRAFT - May 18, 2018 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: Preser vation 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 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 Page 182 | Vision Plan Actions Overview | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing 33 Purisima Creek Redwoods: Parking and Repair Projects 34 Teague Hill: West Union Creek Watershed Restoration Partnership 35 Peninsula and South Bay Cities: Major Roadway Signage 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership 38 Ravenswood: Cooley Landing Nature Center Partnership 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects 40 Regional: San Andreas Fault Interpretive Trail Program 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing 45 Skyline Subregion: Fire Management and Forest Restoration Projects 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects 47 Monte Bello: Campfire Talks and Habitat Projects 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects 50 Picchetti Ranch: Family Nature Play Program 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area 54 Sierra Azul: Fire Management # Vision Plan Action Budget and Action Plan FY2018-19 | Vision Plan Actions Overview | Page 183 Vi s i o n P l a n A c t i o n s O v e r v i e w DRAFT - May 18, 2018 GLOSSARY TERM DESCRIPTION ACOE U.S. Army Corps of Engineers Action Plan The work plan that includes all of the projects and key initiatives that the District pursue. ADA Americans with Disability Act Adopted Budget The adopted budget is the District’s annual fiscal plan, which is approved by the Board of Directors. The adopted budget establishes the legal authority for the expenditure of funds, as created by the appropriation resolution. The adopted budget includes all reserves, transfers, allocations, supplemental appropriations and other legally authorized legislative and executive changes. AGM Assistant General Manager Americans with Disability Act The ADA is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including all public and private places that are open to the general public. AO Administrative Office ( District headquarters) AP Accounts Payable Appropriation A legal authorization granted by the Board of Directors to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and to the time in which it may be expended. Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources, including estimated revenue and other sources such as bond proceeds, transfers in and approved fund balances/net assets, meet or exceed uses, including appropriations and transfers out. Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Government-wide financial statements are prepared using the accrual basis of accounting. Budgets are developed using the modified accrual basis of accounting. BCR Bear Creek Redwoods (Preser ve) Budget The plan of expenditures and revenues for a specific period of time. Budget Categories The District budget is divided into five budget categories: Salaries and Benefits, Ser vices and Supplies, Land and Associated Costs, Capital and Fixed Assets (non-land purchases), and Debt Ser vice. CAFR Comprehensive Annual Financial Report California Environmental Quality Act California law (California Public Resources Code section 21000 et seq.) that requires development projects to submit documentation of their potential environmental impact. CalPERS California Public Employee Retirement System CAPEX Capital expenditures Capital Budget Expenditures that are used to improve the infrastructure and assets of the District. Capital Improvement and Action Plan District’s Capital Improvement Program and Action Plan for project and program delivery Page 184 | Glossary | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Capital Improvement Program A multi-year plan for capital expenditures, with details on anticipated annual expenditures and information about the resources estimated to be available to finance the projected expenditures. Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such as land, land improvements, infrastructure, and equipment. Cash basis The cash basis is a method of recording accounting transactions for revenue and expenses only when the corresponding cash is received or payments are made. CDFW California Department of Fish and Wildlife CEQA California Environmental Quality Act CFO Chief Financial Officer CIAP Capital Improvement and Action Plan CIP Capital Improvement Program/Project Debt Ser vice Debt ser vice is the payment of the principal and interest on an obligation resulting from the issuance of bonds and/or promissor y notes. Debt Service Fund A fund that accounts for accumulation of resources to be used for debt ser vice payments, as well as principal and interest payments and associated administrative costs. Deficit The result of an excess of expenditures over resources. Designation of Fund Balance Unreserved fund balance may be designated by the District to be set aside for a specific purpose. The designation indicates that a portion of fund equity is not available for current appropriation, as it has been set aside to comply with the District’s plan for future uses. Design-Build Design-build is a method of project delivery in which one entity – the design-build team – works under a single contract with the project owner to provide design and construction services. E&C Engineering and Construction (Department) eDNA Environmental DNA EIR Environmental Impact Report EIS Environmental Impact Statement Encumbrances Commitments for unperformed contracts for goods and services. Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance, and human resources. Environmental DNA DNA that is collected from a variety of environmental samples such as soil, seawater, or even air rather than directly sampled from an individual organism. This method allows for biomonitoring without requiring collection of the living organism, creating the ability to study organisms that are invasive, elusive, or endangered without introducing anthropogenic stress on the organism. ERP Enterprise Resource Planning ESRI GIS software TERM DESCRIPTION Budget and Action Plan FY2018-19 | Glossary | Page 185 Gl o s s a r y DRAFT - May 18, 2018 Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which the District determines its financial position and the results of its operations. The District’s fiscal year is from July 1 through June 30. Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/equipment, with a value greater than the capitalization amount, stated in the District’s Capital Asset and Inventor y Control Policy. In 2009 the policy was updated to capitalize vehicles/equipment with a cost exceeding $25,000, and improvements/infrastructure with a cost exceeding $100,000. FOSM Financial and Organizational Sustainability Model is a comprehensive report that provides the District with recommendation on strengthening organizational capacity to fulfill its mission of land preservation, natural resource protection, and public access and education. FTE Full Time Equivalent Full-Time Equivalent Measure of dedicated staff. One FTE is equivalent to 2080 hours of work per year. Some positions are part-time and are budgeted based on hours that are then converted to a full-time equivalent of a position. Fund The accounts of the District are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Governmental resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. Fund Balance Fund balance is the difference between governmental fund assets and fund liabilities. Funds Different revenue sources used for specific purposed dependent on the type of District activity. FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board General Fund The main governmental operating fund for the District. The General Fund is primarily used to fund personnel costs, routine operational and maintenance expenses, and debt ser vice. General Obligation (GO) Bond GO Bond is a local governmental debt issue that is secured by a broad government pledge to use its tax revenues to repay the bond holders. Generally Accepted Accounting Principles Uniform standards and guidelines for financial accounting and reporting. GFOA Government Finance Officers Association GHG Greenhouse gas GIS Geographic Information System GL or G/L General Ledger TERM DESCRIPTION Page 186 | Glossary | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 GM General Manager GO General Obligation (bonds) Grants Contributions or gifts of cash or other assets to/from another government agency, foundation or private entity, to be used for a specific purpose. Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn property. Includes both operating and capital expenditures. HR Human Resources (Department) IST Information Systems Technology (Department) L&F Land and Facilities (Department) MAA Measure AA Measure AA Voter-approved general obligation bond to be used on improvement projects to deliver the 25 Project Portfolios included in the bond measure. Midpen The Midpeninsula Regional Open Space District Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses at the time a liability is incurred. Under the modified accrual basis of accounting, expenditures are generally recognized in the accounting period in which the related fund liability is incurred, but debt ser vice 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 Preser ve PA Public Affairs (Department) Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and Santa Cruz counties. PL Planning (Department) PNR Planning and Natural Resources (District project review committee) POST Peninsula Open Space Trust Projected The projected amount of expenditures and/or revenues for the District, before the account books have been closed for the fiscal year and a financial audit has been conducted. Property Tax The tax is imposed on real property, and is based on the value of the property. It is collected by San Mateo and Santa Clara counties within the Midpeninsula Regional Open Space District. TERM DESCRIPTION Budget and Action Plan FY2018-19 | Glossary | Page 187 Gl o s s a r y DRAFT - May 18, 2018 Proprietary Funds Used to account for activities that are similar to activities that may be performed by a commercial enterprise. The purpose of the proprietar y fund is to provide a service or product at a reasonable cost. The District’s only proprietary funds are internal service funds. Reimbursements Repayments of amounts remitted on behalf of another fund or agency. Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure; and (2) an account used to earmark a portion of fund equity as legally segregated for a specific future use. Reser ved Fund Balance The portion of fund balance that is not available to finance expenditures of the subsequent accounting period, including items such as encumbrances, inventor y, prepaid items, and notes receivable. Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the fiscal year. Revenue The amount of funds received by the District from taxes, fees, rental income, interest, intergovernmental sources, and other sources during the fiscal year. RFB Request for Bid RFP Request for Proposal RFPQ Request For Proposal Quote Risk Management The management efforts to protect the District from potential claims, including the avoidance of accidental loss or minimization of consequences if loss does occur. RP Real Property (Department) RWQCB San Francisco Bay Regional Water Quality Control Board SCVWD Santa Clara Valley Water District SOD Sudden Oak Death Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties. The disease is caused by the microscopic pathogen Phytophthora ramoru. TMDL Total Maximum Daily Load Total Maximum Daily Load A regulator y term in the U.S. Clean Water Act, describing a plan for restoring impaired waters that identifies the maximum amount of a pollutant that a body of water can receive while still meeting water quality standards. VS Visitor Services (Department) YTD Year-To-Date TERM DESCRIPTION Page 188 | Glossary | Budget and Action Plan FY2018-19 DRAFT - May 18, 2018 Long Ridge Open Space Preserve by Mark Prusinowski Photos on front cover: top photo Purisima Creek Redwoods Open Space Preserve by Maila Pinlacperez; second row from left: Russian Ridge Open Space Preserve by Rosalina Calderon, Rancho San Antonio Open Space Preserve by Selwyn Quan, and Russian Ridge Open Space Preserve by Karl Kohl. Budget and Action Plan FY2018-19 | Glossary | Page 189 DRAFT - May 18, 2018 Midpeninsula Regional Open Space District 330 Distel Circle Los Altos, California 94022-1404 Phone: 650-691-1200 • Fax: 650-691-0485 E-mail: info@openspace.org Website: www.openspace.org PRINTED ON 100% POST CONSUMER WASTE PAPER PRINTED WITHSOY INK Russian Ridge Open Space Preserve by Jim Mosher DRAFT - May 18, 2018 R-18-54 Meeting 18-23 June 13, 2018 AGENDA ITEM AGENDA ITEM Consideration of the Controller’s Report on the Proposed Fiscal Year 2018-19 Budget. ACTING GENERAL MANAGER’S RECOMMENDATIONS Approve the Controller’s report on the Fiscal Year 2018-19 Budget. SUMMARY The District will begin the new fiscal year with cash balances totaling an estimated $73.6 million in the general fund, $53.4 million in MAA funds, and $1.5 million in the Hawthorn endowment fund. Projected revenues and cash are adequate to cover budgeted debt service, reserve requirements, operating expenses, and capital expenditures. District long-term financial projections indicate that the proposed budget is sustainable and consistent with District plans and objectives. The estimated MAA tax rate requirement for FY2018-19, which will be presented for your consideration and approval in August, is $2.02. DISCUSSION The first attachment, FY2018-19 Cash Projection, summarizes the proposed budget and my estimate of projected results, breaking the income and spending into three funds: [1] the general fund, [2] the MAA capital fund, and [3] the Hawthorn endowment fund. The first column lists a summary of the proposed budget. The second column shows my expectations, based on experience, of likely budget variances, including completing the purchase of the new headquarters building ($31.55 million) and likely land purchases from the MAA fund ($5.0 million). The estimated beginning cash balances assume certain land purchases and other capital expenditures in the last three months of the current fiscal year, which could be delayed into 2018-19. The starting general fund cash balance also assumes that the Board approves an upcoming staff recommendation to pay down, in June, another $500,000 of the District’s unfunded pension liability. General Fund Tax Revenue General fund tax revenue to be received between July 1, 2017 and June 30, 2018 is budgeted at $48.3 million (67% from Santa Clara County and 33% from San Mateo County), a projected annual increase of 6.0%. This reflects a projected 6.8% increase in secured property taxes and a 0.7% decrease in unsecured, supplemental and redevelopment-related taxes. This compares to an estimated 7.7% increase in general fund property tax revenue in FY2017-18. The average annual increase in general fund tax revenue over the last ten years has been 6.1%, including the Attachment 2 impact of the recession in 2009-12. Tax revenue represents 95% of total budgeted general fund revenue. General Fund Debt Service The debt service requirement for non-MAA debt for FY2018-19 is $11.02 million, up 25% from the current year due to the issuance of the 2017 Parity Bonds. The scheduled debt service payments are detailed in the Debt Service Annual Claims List. Other General Fund Expenditures 1. Non-MAA Capital Expenditures: The budget includes $7.69 million for capital expenditure (capex) projects, which do not qualify for MAA funding. The attachment breaks this general fund capex into two lines, one for new staff facilities and the second for other general fund capex. The budget column includes $1.46 million related to new staff facilities, but excludes the purchase of the new headquarters facility ($31.55 million). The projected column includes both of these facility-related expenditures, offset by the $3.1 million deposit paid in July 2017. As shown in the middle column, I have assumed that 15% of the budgeted non-facilities-related general fund capex is unlikely to be completed in this fiscal year. 2. Operating Expenses are budgeted at $33.54 million, or 69% of projected general fund tax revenue. If the District spends 97% of this operating budget, consistent with the last two years, operating spending would be at 67% of tax revenue, which is compatible with the long-term financial model. At 97% of budget, operating spending would be up 10% over my forecast for current year actual spending, or 12% excluding the pension pre- payment. Committed and General Fund Reserves If all general fund revenues and expenditures occur as projected, the June 30, 2019 general fund cash balance would be $46.4 million. This includes completing the $31.15 million building purchase, which will be funded from committed facilities reserves. Other facility-related capex will be funded from the 2017 Parity Bonds. This projected year-end general fund cash balance easily covers all reserve requirements, including the $2.15 million additional committed reserves recommended for approval on May 9. MAA Revenue and Tax Rate This year’s tax levy must cover debt service requirements of the 2015 and 2018 Series GO Bonds in September 2018, March 2019 and September 2019. Including a 15% reserve on the September 2019 payments and the offsetting beginning cash and available bond premium, the total cash requirement is estimated at $5.73 million. This calculation and the associated tax rate is shown in the second attachment, 2018-19 MAA Revenue Requirement and Tax Rate.. The levy must include the heavy September debt service for the following year because we do not receive any significant tax revenue until December. In future GO bond offerings, we will attempt to schedule principal payments after December to minimize this front-loading effect. Attachment 2 The projected assessed valuation of the District in 2018-19 is $283.6 billion. Thus, it is expected that in August, with the guidance of our consultant Goodwin Consulting Group, we will be recommending a tax rate of approximately $2.02, up from $0.90 in 2017-18. MAA Fund Capital Expenditures The budget includes $14.83 million of MAA capex, excluding purchases of land. My projection assumes that 80% of this budget will be spent in 2018-19 and that MAA land purchases will total $5.0 million, for total MAA capex spending of $16.86 million. MAA Debt Service Scheduled debt service on outstanding GO bonds totals $4.65 million in 2018-19. This will be offset by $2.06 million of funding from our bond premium account, leaving net MAA debt service payments of $2.59 million. Hawthorn Endowment The budget includes $121,500 of spending from the Hawthorn endowment. Including an estimated beginning cash balance of $1.53 million and $36,000 of interest income, the projected June 30, 2019 balance would be $1.44 million. Long-Term Financial Model Also attached is the latest version of the thirty-year financial model. The model confirms that the FY2018-19 budget, adjusted for likely variances, is sustainable and consistent with District long- term financial plans. The projection assumes that the next issuance of GO bonds would be in the fall of 2020, in the amount of $50 million. This would complete the District portion of the funding for two large anticipated MAA land purchases. This projection assumes a 4.5% AV increase in 2019-20 and 3.5% per year thereafter, and growth in operating expenses at two percentage points higher for the next 15 years and 0.8 percentage points higher thereafter. I also increased the assumed percentage of grant coverage from 5% to 6% of MAA spending. Given the assumed AV growth, which is far below what the District has experienced over its history (over 6%/year) and other stated assumptions, the District would have MAA bond funding, within the $3.18 target maximum tax rate, to complete the MAA project in 2041-42, five years early. FISCAL IMPACT There are no unbudgeted fiscal impacts associated with this Agenda Item. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. Attachment 2 CEQA COMPLIANCE Board review of the Controller’s Report is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS Following this Agenda Item, the Board will be asked to evaluate the FY2018-19 Budget in view of the information contained in the Controller’s report. Attachments: 1. FY 2018-19 Cash Projection 2. 2018-19 MAA Revenue Requirement and Tax Rate 3. MROSD 30 Year Cash Flow Projection Prepared by: Michael L. Foster, Controller Attachment 2 FY18-19BUDGET 10:35 AM5/18/2018 ($Millions) BUDGET adjust Projected EST. BEGINNING GENERAL CASH 73.64 73.64 GENERAL FUND TAX REVENUE 48.31 48.31 SANTA CLARA COUNTY PARKS 0.37 0.37 PROPERTY MANAGEMENT 1.04 1.04 INTEREST INCOME 1.04 1.04 OTHER INCOME 0.10 0.10 TOTAL GENERAL FUND REVENUE 50.87 50.87 OPERATING EXPENSES 33.54 -3%32.53 NEW FACILITIES 1.46 31.55 33.01 DEPOSIT ON NEW AO FROM 2017 (3.10)(3.10) NON-MAA CAPITAL SPENDING 6.23 -15%5.30 NON-MAA DEBT SERVICE 11.02 11.02 TOTAL GENERAL FUND SPENDING 52.25 78.76 OPERATING CASH FLOW (1.38)(27.89) NET MAA REIMBURSEMENTS 0.60 0.60 ENDING GENERAL FUND CASH 72.26 46.35 COMMITTED RESERVES 42.85 (31.55)11.30 AVAILABLE GENERAL FUND CASH 29.41 35.05 EST. BEGINNING MMA FUND CASH 49.68 49.68 MAA DEBT SERVICE 4.65 (2.06)2.59 MAA TAX REVENUE 5.73 5.73 INTEREST INCOME 0.94 0.94 GRANT INCOME 1.01 1.01 MAA CAPITAL SPENDING 14.83 -20%11.86 MAA LAND PURCHASES 0.00 5.00 5.00 REIMBURSE THE GENERAL FUND 13.48 16.46 ENDING MAA FUND CASH BALANCE 38.22 37.31 BEGINNING HAWTHORN CASH 1.53 1.53 HAWTHORNE INTEREST 0.04 0.04 HAWTHORNE SPENDING 0.12 0.12 ENDING HAWTHORN FUND CASH 1.44 1.44 ENDING BOND PREMIUM CASH 1.63 1.63 ENDING TOTAL CASH BALANCES 113.56 86.74 FY2018-19 Cash Projection Attachment 1 Attachment 2 MAA 2018-19 Rev 10:36 AM5/18/2018 Balance of funds March 31, 2018 1,116,541$ Expected Receipts April-June 2018 ($2.4M for FY17-18)913,000 Debt Service September 2018 2015 Series 1,745,469 2018 Series 1,075,593 2018 Series Premium (1,075,593) Debt Service March 2019 2015 Series 846,569 2018 Series 982,775 2018 Series Premium (982,775) Debt Service September 2019 2015 Series 1,751,569 2018 Series 3,727,775 2018 Series Premium (982,775) 15% Reserve (15% of September 19)674,485 Cash requirements for 2018-19 5,733,551$ Projected Assessed Valuation (billions)283.6$ Projected Tax Rate 2.02$ 2018-19 MAA Revenue Requirement and Tax Rate Attachment 2 Attachment 2 30YRCF050518 10:36 AM5/18/2018 MROSD 30 YEAR CASH FLOW PROJECTION (FY18-47) ($Millions)TAX GROWTH (*): 3.5 %NON-MAA CAPEX BASE:$4.0 M 22-32 RESERVE INCR:$25 M 5/5/18 OPEX GROWTH: 5.5 %NON-MAA CAPEX GR:4.0 %OTHER REVENUE GR:2 % OPEX GR > TAX GR:2.0 %17-19 OPEX GROWTH:23%GRANTS/MAA CAPEX:6 % FISCAL YEAR: 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 FY18-32 BEGINNING GEN CASH 55.75 59.49 73.64 46.35 43.39 48.30 44.43 53.41 57.49 61.12 64.14 66.84 69.15 72.61 75.37 76.24 TAX REVENUE 42.28 45.60 48.31 50.48 52.25 54.08 55.97 57.93 59.96 62.06 64.23 66.48 68.80 71.21 73.71 76.28 907.4 NET LEASE REVENUE 0.40 0.50 0.30 0.40 0.40 0.40 0.40 0.40 0.40 0.40 0.40 4.4 SALE OF BUILDING 7.50 7.5 OTHER REVENUE 3.05 2.66 2.56 2.50 2.55 2.60 2.85 2.91 2.97 3.03 3.09 3.15 3.21 3.28 3.34 3.41 44.1 OPERATING REVENUES 45.34 48.26 50.87 53.38 55.30 56.98 66.73 61.24 63.33 65.49 67.72 70.03 72.42 74.89 77.05 79.69 963.4 OPERATING EXPENSES 26.39 29.58 32.53 34.65 36.55 38.25 39.97 42.17 44.49 46.94 49.52 52.24 55.11 58.15 61.34 64.72 686.2 Operating Exp/Taxes 62%65%67%69%70%71%71%73%74%76%77%79%80%82%83%85% NON-MAA CAPEX 4.38 2.69 5.30 4.00 4.16 4.33 4.50 4.68 4.87 5.06 5.26 5.47 5.69 5.92 6.16 6.40 74.5 NEW FACILITIES 3.15 33.01 3.30 3.00 7.54 1.00 51.0 DEPOSITS/ADJUSTMTS 1.74 1.66 -3.70 4.00 -4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -2.0 NON-MAA DEBT SERVICE 9.09 8.84 11.02 10.40 10.68 10.74 12.28 10.31 10.34 10.46 10.23 10.00 8.16 8.06 8.67 8.54 148.7 NON-MAA SPENDING 41.60 45.92 78.16 56.35 50.39 60.85 57.75 57.16 59.70 62.46 65.02 67.72 68.97 72.13 76.17 79.66 958.4 OPERATING CASH FLOW 3.74 2.33 -27.29 -2.96 4.91 -3.87 8.97 4.08 3.63 3.02 2.70 2.31 3.45 2.76 0.87 0.04 5.0 BOND PROCEEDS (NET)11.82 11.8 ENDING GENERAL CASH 59.49 73.64 46.35 43.39 48.30 44.43 53.41 57.49 61.12 64.14 66.84 69.15 72.61 75.37 76.24 76.28 COMMITTED RESERVES 35.40 42.55 11.30 11.60 11.90 12.20 18.70 20.70 22.70 24.70 26.70 28.70 30.70 32.70 34.70 36.70 AVAILABLE GEN CASH 24.09 31.09 35.05 31.79 36.40 32.23 34.71 36.79 38.42 39.44 40.14 40.45 41.91 42.67 41.54 39.58 BOND PROCEEDS (NET)50.00 50.00 30.00 25.00 25.00 180.0 GO BOND DEBT SERVICE 1.46 1.96 2.59 5.64 6.46 7.18 7.68 8.28 10.07 10.07 10.07 11.67 11.67 11.67 13.30 13.30 131.6 GO BOND TAX REVENUE 1.58 2.40 5.73 5.30 7.35 7.24 8.32 8.28 10.07 10.07 10.07 11.67 11.67 11.67 13.30 13.30 136.4 INTEREST LESS COI 0.15 0.33 0.94 0.50 0.20 0.70 0.30 0.20 0.50 0.25 0.20 0.40 0.25 0.20 0.40 0.20 5.6 MAA CAPEX 16.89 12.71 16.86 34.40 17.15 23.00 10.00 11.00 11.00 10.50 9.50 9.50 9.00 9.25 9.00 9.00 201.9 LESS: GRANT INCOME 0.62 1.33 1.01 1.10 1.03 1.38 0.60 0.66 0.66 0.63 0.57 0.57 0.54 0.56 0.54 0.54 11.7 NET MAA CAPEX 16.27 11.38 15.86 33.30 16.12 21.62 9.40 10.34 10.34 9.87 8.93 8.93 8.46 8.70 8.46 8.46 190.2 BOND REIMBURSEMENT 8.54 17.15 16.46 29.30 20.12 21.62 9.40 10.34 10.34 9.87 8.93 8.93 8.46 8.70 8.46 8.46 196.5 MAA FUND CASH 16.06 49.68 37.31 8.17 39.13 18.27 9.81 29.67 19.83 10.21 26.48 17.95 9.74 26.25 18.19 9.93 ENDOWMENT CASH 1.47 1.53 1.45 1.36 1.29 1.22 1.15 1.07 1.00 0.92 0.85 0.77 0.69 0.61 0.53 0.45 1.03 ENDING TOTAL CASH 77.02 124.86 86.75 52.92 88.72 63.92 64.36 88.23 81.94 75.27 94.17 87.87 83.03 102.22 94.95 86.65 CUMM MAA CAPEX 42.5 55.2 72.1 106.5 123.6 146.6 156.6 167.6 178.6 189.1 198.6 208.1 217.1 226.4 235.4 244.4 (*) Starting 2020-21, 6.0% in 2018-19 and 4.5% in 2019-20 Attachment 3 Attachment 2 30YRCF050518 10:36 AM5/18/2018 MROSD 30 YEAR CASH FLOW PROJECTION (FY17-46) 5/5/18 TAX GROWTH: 3.5 %NON-MAA CAPEX BASE:$4.0 M 32-45 RESERVE INCR:$1.00 M/year ($Millions)OPEX GROWTH: 4.30 %NON-MAA CAPEX GR:3.5 % OCCUPY ENTIRE AO:2031 OPEX GR > TAX GR:0.80 %OTHER REVENUE GR:1.5 %GRANTS/MAA CAPEX:6 % FISCAL YEAR: 31-32 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 FY33-47 BEGINNING GEN CASH 76.24 76.28 76.20 76.01 76.67 75.97 75.32 76.97 81.74 86.96 91.57 95.50 98.70 100.61 101.65 101.75 TAX REVENUE 76.28 78.95 81.72 84.58 87.54 90.60 93.77 97.06 100.45 103.97 107.61 111.37 115.27 119.31 123.48 127.80 1523.5 OTHER REVENUE 3.41 3.46 3.51 3.57 3.62 3.67 3.73 3.78 3.84 3.90 3.96 4.02 4.08 4.14 4.20 4.26 57.7 OPERATING REVENUES 79.69 82.42 85.23 88.14 91.16 94.28 97.50 100.84 104.29 107.87 111.56 115.39 119.35 123.44 127.68 132.07 1581.2 OPERATING EXPENSES 64.72 67.50 70.40 73.43 76.59 79.88 83.32 86.90 90.64 94.53 98.60 102.84 107.26 111.87 116.68 121.70 1382.1 Operating Exp/Taxes+RR 85%85%86%87%87%88%89%90%90%91%92%92%93%94%94%95% NON-MAA CAPEX 6.40 6.63 6.86 7.10 7.35 7.61 7.87 8.15 8.43 8.73 9.03 9.35 10.18 10.53 10.90 11.28 130.0 DEPOSITS/ADJUSTMTS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 NON-MAA DEBT SERVICE 8.54 8.36 8.16 6.95 7.93 7.43 4.66 1.03 44.5 NON-MAA SPENDING 79.66 82.49 85.42 87.48 91.86 94.92 95.85 96.08 99.07 103.26 107.63 112.19 117.44 122.41 127.58 132.98 1556.7 OPERATING CASH FLOW 0.04 -0.07 -0.19 0.66 -0.71 -0.65 1.65 4.76 5.22 4.61 3.93 3.20 1.91 1.04 0.10 -0.92 24.6 ENDING GENERAL CASH 76.28 76.20 76.01 76.67 75.97 75.32 76.97 81.74 86.96 91.57 95.50 98.70 100.61 101.65 101.75 100.83 COMMITTED RESERVES 36.70 37.70 38.70 39.70 40.70 41.70 42.70 43.70 44.70 45.70 46.70 47.70 48.70 49.70 49.70 49.70 AVAILABLE GEN CASH 39.58 38.50 37.31 36.97 35.27 33.62 34.27 38.04 42.26 45.87 48.80 51.00 51.91 51.95 52.05 51.13 BOND PROCEEDS (NET)25.00 25.00 25.00 75.0 GO BOND DEBT SERVICE 13.30 13.30 14.92 14.92 14.92 16.55 16.55 16.55 18.17 18.17 18.17 18.17 18.17 18.17 18.17 15.62 250.5 GO BOND TAX REVENUE 13.30 13.10 14.70 14.70 14.70 16.30 16.30 16.30 17.90 17.90 17.90 18.17 18.17 18.17 18.17 15.62 248.1 INTEREST LESS COI 0.20 0.15 0.25 0.20 0.10 0.35 0.15 0.14 0.28 0.12 0.02 1.8 MAA CAPEX 9.00 9.25 9.00 9.00 10.00 9.50 9.50 10.00 10.00 10.00 3.38 89.6 LESS: GRANT INCOME 0.54 0.56 0.54 0.54 0.60 0.57 0.57 0.60 0.60 0.60 0.20 0.00 0.00 0.00 0.00 0.00 5.4 NET MAA CAPEX 8.46 8.70 8.46 8.46 9.40 8.93 8.93 9.40 9.40 9.40 3.18 0.00 0.00 0.00 0.00 0.00 84.3 BOND REIMBURSEMENT 8.46 8.70 8.46 8.46 9.40 8.93 8.93 9.40 9.40 9.40 3.18 0.00 0.00 0.00 0.00 0.00 84.3 MAA FUND CASH 9.93 26.18 17.75 9.26 24.74 15.91 6.88 22.38 12.98 3.43 0.00 0.00 0.00 0.00 0.00 0.00 ENDOWMENT 0.45 0.41 0.37 0.33 0.29 0.25 0.21 0.17 0.13 0.09 0.05 0.01 0.00 0.00 0.00 0.00 0.45 ENDING TOTAL CASH 86.65 102.79 94.12 86.26 100.99 91.48 84.06 104.28 100.06 95.08 95.54 98.70 100.61 101.64 101.74 100.82 CUMM MAA CAPEX 244.4 253.6 262.6 271.6 281.6 291.1 300.6 310.6 320.6 330.6 334.0 334.0 334.0 334.0 334.0 334.0 Attachment 3 Attachment 2 30YRCF050518 10:36 AM5/18/2018 5/5/18 FISCAL YEAR: 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 AV GROWTH (starting 20-21):3.5 % ASSESSED VALUE ($B)244.5 265.5 283.6 296.3 306.7 317.4 328.5 340.0 351.9 364.2 377.0 390.2 403.8 418.0 432.6 447.8 MAA DEBT SERVICE ($M)1.46 1.96 4.65 7.27 6.96 8.18 8.18 8.28 10.07 10.07 10.07 11.67 11.67 11.67 13.30 13.30 less Bond Premium 2.06 1.63 0.50 1.00 0.50 NET MAA DEBT SVC 2.59 5.64 6.46 7.18 7.68 MAA TAX REVENUE 2.40 5.73 5.30 7.35 7.24 8.32 8.28 10.07 10.07 10.07 11.67 11.67 11.67 13.30 13.30 TAX RATE $0.60 $0.90 $2.02 $1.79 $2.40 $2.28 $2.53 $2.44 $2.86 $2.76 $2.67 $2.99 $2.89 $2.79 $3.07 $2.97 FISCAL YEAR: 31-32 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 AV GROWTH: 3.5 % ASSESSED VALUE ($B)447.8 463.4 479.6 496.4 513.8 531.8 550.4 569.7 589.6 610.2 631.6 653.7 676.6 700.3 724.8 750.1 MAA DEBT SERVICE ($M)13.30 13.30 14.92 14.92 14.92 16.55 16.55 16.55 18.17 18.17 18.17 18.17 18.17 18.17 18.17 15.62 MAA TAX REVENUE 13.30 13.10 14.70 14.70 14.70 16.30 16.30 16.30 17.90 17.90 17.90 18.17 18.17 18.17 18.17 15.62 TAX RATE $2.97 $2.83 $3.06 $2.96 $2.86 $3.06 $2.96 $2.86 $3.04 $2.93 $2.83 $2.78 $2.69 $2.59 $2.51 $2.08 MROSD PROJECTED MEASURE AA TAX RATE Attachment 3 Attachment 2 1 Fiscal Year 2018-19 Capital Improvement and Action Plan efforts that further Midpen Diversity Goals and Objectives Goal 1: Promote Midpen and its interpretive programs through collaborative partnerships with diverse community organizations. Objective Projects and Activities Explore partnership scenarios to support the long-term management and/or programming of the Cooley Landing Education Center; focus on “next generation” bayfront community services and benefits. • Continue partnership work with the City of East Palo Alto to support completion of the Cooley Landing Park improvements and public access amenities, assist with the identification of an operator and development of a business plan for the Education Center, and development of a business plan for the City’s long-term maintenance and operation of the larger park. • Develop a Memorandum of Understanding (MOU) with the City of East Palo Alto Police Department to support emergency response and improve access to the Bay Trail, Ravenswood Open Space Preserve, and Cooley Landing Park. Seek mechanism(s) for introducing students to Midpen work, thereby infusing youth and new perspectives. • Continue relationship with Latino Outdoors and collaborate on programing that brings youth to the preserves. • Conduct Youth Instagram Photo Contest. • Secure membership in the California Outdoor Engagement Coalition, which works to expand access to the outdoors for underrepresented youth in California. • Continue engaging youth through Midpen Volunteer Programs, including: o Ongoing partnership with the Morgan Autism Center to engage youth with developmental disabilities in preserve activities and resource management projects. o Ongoing partnership with San Jose Conservation Corps (SJCC) to engage youth and young adults to work on habitat restoration, trail maintenance, and other field projects in the preserves. o Partnership with California Conservation Corps to engage a diverse group of young people ages of 18-25 in wildland fuel reduction projects. Through this work, Midpen completes important land management work while providing youth and young adults with opportunities to gain new skills and experience that may lead to meaningful careers in resource protection and conservation. Attachment 3 2 Goal 2: Engage with communities through public meetings and other means to increase awareness about Midpen and its projects. Objective Projects and Activities Track where and how many Board meetings are held offsite. Identify gaps to expand outreach and civic participation. • Periodically conduct Board meetings, Committee meetings, and other public input meetings offsite, and make an effort to host meetings at various locations across Midpen’s jurisdiction, including the northern Peninsula area. Identify options for Board members to engage one-on-one and in group settings with constituents and elected officials. • Assist Board member with outreach opportunities to connect people to open space and a regional vision – may include presentations at city council meetings and other speaking engagements to new audiences (tech firms, schools, community groups). • Schedule and organize the annual legislative visit to Sacramento to engage with Midpen’s State delegation alongside the Board President and Board Vice President. • As needed, seek Board member support in reaching out to local elected officials to discuss legislative, project, and/or policy issues. Seek training opportunity to provide Board members with additional outreach tools and strategies. • Discuss Board interest for a follow-up training on engagement, outreach, and communication. Explore the formation, representation, scope, and charge of a Citizens Advisory Committee. • Work with the Legislative, Funding, and Public Affairs Committee to explore the formation of a Citizens Advisory Committee. Attachment 3 3 Goal 3: Reflect the diversity of the surrounding community in Midpen activities and functions. Objective Projects and Activities Review socio-demographic data and summarize key findings to inform the Board policies and priorities. • Present new demographic and visitor use data and findings to the Board, as they become available, to keep the Board informed of visitation patterns, demographic changes, etc., to inform policymaking. Review and confirm the goals of the Preserve Use Survey Project to ensure that the baseline information collected is comprehensive. • The completed Preserve Use Study includes target audiences as defined by an Ad Hoc Committee of the Board of Directors. Use survey results to inform actions and improve efforts to engage underrepresented and underserved populations. Review and confirm the goals of a District Staff and Volunteer Survey to ensure the demographic data collected is comprehensive. • Leverage the Preserve Use Survey and tools to gather similar information from staff and volunteers on a voluntary basis, and utilize the information to improve retention and recruitment efforts. Explore opportunities for closing gaps of concern; determine if we are offering what diverse communities would like to experience as visitors, and provide as volunteers and docents. • Complete the ADA Self-Assessment and engage the Commissions of Disability in both San Mateo and Santa Clara Counties, and individuals with disabilities in the development of a Transition Plan Update. The Transition Plan Update will provide recommendations to remove barriers and improve accessibility to Midpen programs, services, and activities. • Ravenswood Bay Trail Project: pursue the next phase of work to connect East Palo Alto and the Menlo Park Bell Haven community to the San Francisco Bay Trail. • SamTrans Dumbarton Transportation Corridor Pedestrian-Bicycle Feasibility Study: collaborate with POST and trail advocates to request inclusion of a pedestrian and bicycle trail in the SamTrans corridor feasibility study. If successful, this pedestrian-bicycle trail would connect residents/employees of Redwood City, the unincorporated County (North Fair Oaks area), East Palo Alto and Menlo Park to Ravenswood Open Space Preserve and the Bay Trail. • Purisima-to-the-Sea Trail: evaluate a regional trail corridor to connect the coastal community (Half Moon Bay, Midcoast) and the Coastal Trail to Purisima Creek Redwoods Open Space Preserve. Consider multi-lingual signage for trails, trailhead and staging area. Attachment 3 4 Goal 4: Expand existing partnerships and enter into new, non-traditional partnerships to complete projects and improve programs that serve a diverse community. Objective Projects and Activities Provide input on the Visitors Services Department’s Volunteer and Docent Programs to emphasize a volunteer and docent program delivery model that can best develop non-traditional partnerships and serve a diverse community, including the potential to create a local conservation corps • Develop an implementation plan for the Docent and Volunteers Program Structure Study that includes recommendations focused on diversity, inclusion, and equity. • Work with educational and civic organizations to assist with staff and volunteer recruitments, including reaching out to diverse local communities. • Evaluate the potential opportunities and demand for expanded bilingual docent programs and other bilingual services. • Explore expanded use of partnerships and contracts to better address diversity goals (e.g. Latino Outdoors, Outdoor Afro, etc.). Other partnership development and activities • Ohlone-Portola Heritage Trail Planning Study – provide technical input and support to San Mateo County Parks who is working with partner agencies such as POST, California State Parks, and City of Pacifica to plan and commemorate an historic trail that recognizes the local Ohlone Indian villages and native inhabitants, and their role in assisting the Portola Expedition with their quest to find Monterey. • POST Bay-to-the-Sea Trail Project: support POST and collaborate with other agencies (San Mateo County Parks, CA Coastal Commission, Cities of Half Moon Bay and Redwood City, Coastside Land Trust, others) on the visioning and planning of an east-west regional trail that would connect the communities of East Palo Alto, North Fair Oaks, and Redwood City with the coast via trail and through a portion of Midpen lands. • Continue collaboration with the Amah Mutsun Land Trust (AMLT) on work related to the Mount Umunhum Conservation Easement (CE), including summit restoration work, native plantings, and weed control. • Gain insights from future partnership projects on the San Mateo Coast involving the AMLT, CA State Parks, and the San Mateo Resource Conservation District (RCD) that aim to restore native landscapes and manage lands using traditional methods for potential application on Midpen lands. Attachment 3 DATE: May 23, 2018 MEMO TO: District Board of Directors THROUGH: Ana Ruiz, Acting General Manager FROM: Mel Askay, Grants Specialist Stefan Jaskulak, CFO SUBJECT: Grants Program Strategy _____________________________________________________________________________ SUMMARY The Grants Program is currently undergoing a strategic planning process, the outcome of which will be a comprehensive three to five year vision for the Grants Program. As part of the process, Midpeninsula Regional Open Space District (District) is soliciting input from staff and select external organizations. External interviews will inform Case Studies, which will be used to develop a set of best practices for the Grants Program. The Legislative, Funding, and Public Affairs, and Action Plan and Budget Committees will provide input on the preliminary strategy in late July 2018, with the final strategy to be presented to the full Board of Directors in September 2018. DISCUSSION The strategic planning process for the Grants Program aims to build a well-defined three to five year vision that: • Increases public and private grant funding; • Increases the ability for District to leverage current funds; • Builds an organizational culture that understands that the Grants Program is integral to District financial success; • Strengthens each staff member’s individual role in grant making in a way that complements and reinforces their existing work; and • Expands District’s funding partnerships and collaborations while avoiding competition with partners. To achieve these outcomes, the strategy will include: • A comprehensive three to five year Grants Program that includes grant revenue and expense projections, key actions, timing, resources, responsibilities, process flowchart, and measures of success. Components will include a clear process for identifying and prioritizing projects and programs that are grant-worthy, a protocol for identifying, evaluating and seeking grants, and annual targets for grant funds received; • A strategy to strengthen existing and build new relationships with funders and partner organizations; and • Methods to foster internal alignment around the Grants Strategy, embed the grant making process into project timelines and capital improvement plans, and engage project staff throughout the grants life cycle. To assist with strategy development, District has retained the services of Tina Stott, of Stott Planning Associates and Donna Fletcher of Mission Driven. Tina and Donna have worked together developing organizational development and fundraising strategies for over ten years, and have a deep background in organization planning, communications, and revenue generation for conservation organizations. Structure and Process Managing the strategic process is Mel Askay, District Grants Specialist, with guidance from Ana Ruiz, Acting General Manager and a designated Project Team, which includes Stefan Jaskulak, CFO, and Acting Assistant General Managers Christine Butterfield and Brian Malone. The strategy will also include input from staff across all departments through internal interviews as well as three Management Team discussions. The purpose of the internal interviews is to identify how to streamline grant-related processes, where to focus grant-seeking efforts, and how to increase staff engagement in the Grants Program. The consultants will also lead external interviews as part of the Case Studies to identify best practices that District can incorporate into its strategy. The outcome will be best practice recommendations that will inform District’s own processes, revenue targets, and Grants Program structure. In addition to interviewing District legislative consultants who are well versed in state funding opportunities (Environmental & Energy Consulting and Public Policy Advocates), Case Study interviewees include: • East Bay Regional Parks • Golden Gate National Parks Conservancy • Peninsula Open Space Trust • San Mateo County • Santa Clara Valley Open Space Authority • Sonoma County Ag Preservation and Open Space District • Sustainable Conservation The strategy will also provide recommendations to ensure that the Grants Program is working in collaboration with current and potential partners. NEXT STEPS Internal interviews are complete and Case Study interviews are planned for June. Preliminary findings will be presented to the Legislative, Funding, and Public Affairs, and Action Plan and Budget Committees in late July 2018, with the final strategy presented to the Board of Directors in September 2018 (see attached schedule for details). 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 Task 1: Kick off Meeting and Project Team Meetings 4.20 4.30 7.2 8.1 8.28 Bi‐Weekly Calls Project Briefings ‐ Management Team 4.26 7.12 8.16 Task 2: Internal and External Stakeholder Input Task 3: Develop Case Studies of Other Grants Programs Task 4: Grants Program Audit Task 5: Summary Memo #1 Task 7: Develop Draft Grants Program Strategy Task 9: Committee and Board Presentations 7.31 9.26 Task 10: Final Grants Program Strategy Midpeninsula Regional Open Space District Grants Program Strategy Schedule (Rev 5.8.18) SeptemberApril May June July August