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HomeMy Public PortalAbout20150225 - Agenda Packet - Board of Directors (BOD) - 15-05 SPECIAL AND REGULAR MEETING BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT 330 Distel Circle Los Altos, CA 94022 Wednesday, February 25, 2015 SPECIAL MEETING BEGINS AT 5:00 REGULAR MEETING BEGINS AT 7:00 A G E N D A 5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT - CLOSED SESSION ROLL CALL 1. CONFERENCE WITH LABOR NEGOTIATIONS (Government Code Section 54957.6) Agency Designated Representatives: Steve Abbors, General Manager, Kevin Woodhouse, Assistant General Manager, Jack Hughes, Liberty Cassidy Whitmore Employee Organization: Field Employee Association 2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section 54956.8) Property: Mt. Umunhum – Loma Prieta Road, Unincorporated Santa Clara County APN 562-20-023 Agency Negotiator: Michael Williams, Real Property Manager Negotiating Parties: Gary Beck, Real Estate Broker for Ellen Burton and Richard Robinson Under Negotiation: Price and terms of payment ADJOURNMENT 6:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT ROLL CALL 1. Discussion Regarding Potential Donor Recognition for Mt. Umunhum Radar Tower Staff Contact: Yoriko Kishimoto, Director ADJOURNMENT Meeting 15-05 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 the agenda. Each speaker will ordinarily be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items not on the agenda. If you wish to address the Board, please complete a speaker card and give it to the District Clerk. Individuals are limited to one appearance during this section. ADOPTION OF AGENDA CONSENT CALENDAR All items on the Consent Calendar may be approved without discussion by one motion. Board members, the General Manager, and members of the public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar. 1. Approve Minutes of the February 11, 2015 Board Meeting 2. Approve Claims Report 3. Contract Award for a Deck Safety Replacement of a Tenant Residence at 20000 Skyline Boulevard Located at Russian Ridge Open Space Preserve (R-15-27) Staff Contact: Elaina Cuzick, Senior Real Property Agent General Manager’s Recommendation: Authorize the General Manager to enter into a contract with TKO Construction of Woodside, CA, for a not-to-exceed amount of $30,458, which includes the base bid amount of $27,689 and a 10% contingency amount of $2,769, to complete a Deck Safety Replacement Project at Russian Ridge Open Space Preserve. 4. Approval of Santa Clara County Funding Agreement to support the Purchase of the former Sargent Lysons Family Trust property as an Addition to Monte Bello Open Space Preserve located at 17251 Stevens Canyon Road in unincorporated Santa Clara County (Assessor’s Parcel Number 351-16-020). (R-15-35) Staff Contact: Allen Ishibashi, Senior Real Property Agent General Manager’s Recommendations: 1. Determine that the recommended actions are categorically exempt from the California Environmental Quality Act (CEQA) as set out in this report. 2. Adopt the attached Resolution authorizing the General Manager to negotiate and execute a Funding Agreement with Santa Clara County for their contribution of half the purchase price of the former Sargent Lysons Family Trust property, or $740,000, in exchange for the conveyance of a Conservation Easement. 5. Revisions to Management Partners’ Professional Services Contract for a Financial and Operational Sustainability Model Study and Master Agreement Authorization for On-going Implementation Assistance. (R-15-34) Staff Contact: Kevin Woodhouse, Assistant General Manager General Manager’s Recommendations: 1. Authorize the General Manager to increase Management Partners’ Professional Services Contract for a Financial and Operational Sustainability Model Study by $9,985 to a not-to- exceed amount of $128,675. 2. Authorize the General Manager to enter into a separate master professional services agreement with Management Partners, of San Jose, CA, for a not-to-exceed amount of $125,000 to provide on-going implementation assistance through June 2016 related to organizational changes identified in the Financial and Operational Sustainability Model Study. BOARD BUSINESS The President will invite public comment on agenda items at the time each item is considered by the Board of Directors. Each speaker will ordinarily be limited to three minutes. Alternately, you may comment to the Board by a written communication, which the Board appreciates. 6. Appointment of Jessica Lucas as Peace Officer (R-15-20) Staff Contact: Michael Newburn, Operations Manager General Manager’s Recommendation: Adopt the attached Resolution of the Board of Directors of the Midpeninsula Regional Open Space District appointing Jessica Lucas as a Peace Officer. 7. Consideration of the Controller’s Report on the Proposed Fiscal Year 2015-16 Budget (R-15-36) Staff Contact: Michael L. Foster, Controller General Manager’s Recommendation: Approve the Controller’s report on the Fiscal Year 2015- 16 Budget. 8. Initial Review of the Proposed Action Plan and Budget for Fiscal Year 2015-16 (R-15-33) Staff Contact: Kate Drayson, Administrative Services Manager General Manager’s Recommendations: 1. Review the proposed Action Plan and Budget for Fiscal Year 2015-16 (FY2015-16). The FY2015-16 Final Action Plan and Budget will be presented for Board adoption at the March 25, 2015 regular meeting. 2. Direct staff to replace the Five-Year Capital Improvement Program with a Three-Year Capital Improvement Program. 3. Determine whether the Action Plan and Budget Committee shall meet to further discuss and refine the Proposed FY2015-16 District Action Plan and Budget prior to full Board consideration of the final adoption. 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 factual information; request staff to report back 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. A. Committee Reports B. Staff Reports C. Director Reports ADJOURNMENT 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, Maria Soria, Deputy 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 February 20, 2015, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022. Agenda materials are also available on the District’s website at http://www.openspace.org. Signed February 20, 2015 at Los Altos, California. February 11, 2015 Board Meeting 15-04 REGULAR MEETING BOARD OF DIRECTORS MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Administrative Office 330 Distel Circle Los Altos, CA 94022 February 11, 2015 DRAFT MINUTES I. CALL TO ORDER President Siemens called the Regular Meeting of the Midpeninsula Regional Open Space District Board of Directors to order at 7:00 p.m. II. ROLL CALL Members Present: Jed Cyr , Nonette Hanko , Larry Hassett, Curt Riffle, and Pete Siemens Members Absent: Cecily Harris and Yoriko Kishimoto Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz, Assistant General Manager Kevin Woodhouse, General Counsel Sheryl Schaffner, Public Affairs Manager Shelly Lewis, Real Property Manager Mike Williams, Planning Manager Jane Mark, Planner I I Gretchen Laustsen, Planner II I Lisa Bankosh, and District Clerk Jennifer Woodworth III. ORAL COMMUNICATIONS No speakers present. IV. ADOPTION OF AGENDA Motion: Director Riffle moved, and Director Hanko seconded the motion to adopt the agenda. VOTE: 5-0-0 (Directors Harris and Kishimoto absent.) V. CONSENT CALENDAR 1. Approve Minutes of the Regular Board Meeting of January 28, 2015. Meeting 15-04 Page 2 2. Approve the Claims Report 3. Resolution Commending a nd Honoring t he San Mateo County Resource Conservation District on its 75th Anniversary General Manager’s Recommendation: Approve the resolution Commending and Honoring the San Mateo County Resource Conservation District on i ts 75th Anniversary. Motion: Director Cyr moved, and Director Hassett seconded the motion to approve the Consent Calendar. VOTE : 5-0-0 (Directors Harris and Kishimoto absent.) VI. BOARD BUSINESS 4. Contract Award for Design and Planning Services for Bear Creek Stables Site Plan and Planning and Environmental Review Services for the Expedited Bear Creek Redwoods Open Space Preserve Plan (R -15 -25) Planning Manager Jane Mark presented an overview of the expedited processes and timeline to complete the Bear Creek Redwoods Open Space Preserve Plan. Ms. Mark described the process used to select Populous, Inc. as the preferred firm to complete the Bear Creek Stables Site Plan and Bear Creek Redwoods Open Space Preserve Plan. Ms. Mark explained that the Alma College Rehabilitation would be addressed as a separate project. Finally, Ms. Mark described the purpose, scope, budget and targeted completion dates for each of the three projects. Planner II Gretchen Laustsen provided the staff presentation. Ms. Laustsen summarized past public outreach, previous Planning and Natural Resources Committee direction, and the process used to solicit and choose Populous, Inc. as the preferred co nsultant. Ms. Laustsen outlined the Bear Creek Stables Site Plan schedule including opportunity for public input. Finally, Ms. Laustsen summarized the scope of the proposed contract and General Manager’s recommendation. Director Riffle inquired regardin g the planned outreach for Stables Site Plan and Preserve Plan. Planner III Lisa Bankosh explained that additional meetings may be held to reach stakeholders for the Preserve Plan in addition to meetings to discuss the Stables Site Plan. Director Hassett inquired regarding the timeline for opening La Honda Open Space Preserve. Ms. Mark explained the scoping and budgeting process is being worked on by staff and will be coming before the Board as part of the FY2015-16 Action Plan. Director Hassett inquired regarding the ongoing financial sustainability of the site for the tenant under the site plan. Ms. Bankosh explained Populous, Inc. has extensive experience, which includes the long-term sustainability of the site. Meeting 15-04 Page 3 Public hearing opened at 7:39 p.m. Lyndall Erb , member of Bay Area Barns and Trails and Friends of Bear Creek Stables, spoke regarding the planning process with District staff. Ms. Erb spoke in favor of more open communication between Bear Creek Stables and District staff. Jenny Whitman provided copies of a n independent site plan paid for by Bear Creek Stables and provided comments regarding the independent site plan. Melany Moore spoke in support of Bear Creek Stables as a community asset and the outreach work completed by Bear Creek Stables. Ms. Moore requested Bear Creek Stables remain open and operating under its current tenant. David Katinsky, Bear Creek Stables boarder and member of the Friends of Bear Creek Stables, spoke encouraging District staff to work with the current tenant to develop the site plan. Nancy Cole , member of the Friends of Bear Creek Stables, spoke regarding the value of Bear Creek Stables to the community and encouraged more involvement of the Bear Creek Stab les operators by District staff in the plann ing process. Pam Ashford, boarder at Bear Creek Stables, spoke regarding upgrades to Bear Creek Stables. Ms. Ashford also spoke of community outreach conducted by Bear Creek Stables. Gay Grant spoke regarding hers and her granddaughter’s love of Bear Creek Stables. Karen Read inquired regarding Populous’ experience in working in rural areas and their experience with areas that also include public access. Katelyn Read spoke regarding her pos itive experiences at Bear Creek Stables. Sophia Grant-Cownard spoke regarding her positive experiences at Bear Creek Stables and how much she has learned about horses while volunteering there. Kent Knop spoke regarding the positive experiences for children at Bear Creek Stables. Erfert Fenton, Assistant Manager of Bear Creek Stables, expressed her concerns regarding the selection of Populous, communication by District staff, and ongoing affordability of the site plan. Corinne Goodrich spoke regarding hers and her son’s positive experiences at Bear Creek Stables. Katja Wick spoke in favor of the many programs offered by Bear Creek Stables. Rick Par fitt spoke in favor of creating a committee to includ e members of the community to work on the process to allow for additional input by community members. Mariquita West expressed her concerns regarding the Board of Directors and District staff describing the lack of communication felt by Bear Creek Stables. Meeting 15-04 Page 4 Carol Paral expressed her concerns regarding the cost of the proposed Populous, Inc. contract. Kathryn Hampton spoke regarding the positive atmosphere at Bear Creek Stables and the close relationship among its visitors, boarders, and operators. Alex Anderson, member of Silicon Valley Mountain Bikers, spoke regarding the prohibition of bikes on the preserve. Mr. Anderson requested the District open a multi-user trail to provide a safe route from Lexington Reservoir to S ummit Rd. for cyclists. Public hearing closed at 8:15 p.m. Director Siemens spoke regarding community input in the process and Bear Creek Stables as a community asset. Mr. Abbors spoke regarding meetings between District staff and Bear Creek Stables and the District’s commitment to complete a site plan to be considered in conjunction with the site plan provided by Bear Creek Stables. Mr. Abbors also commented on the District’s process for choosing a consultant and the public input review process of the California Environmental Quali ty Act portion of the project. Director Hanko spoke regarding the District’s purchase of Bear Creek Stables and equestrian use of District trails. Director Hanko also expressed her concerns regarding the proposed consultant selection. Director Hassett spoke in favor of the proposed consultant selection. Director Cyr spoke in favor of the accelerated time frame for completing the project and staff’s process to choose the proposed consultant. Director Cyr also requested the timeframe for when the independent site plan from Friends of Bear Creek Stables will be examined in conjunction with the District proposed site plan. Ms. Mark explained that this will be considered as part of the planning process with the District’s consultant. Director Riffle spoke regarding Bear Creek Stables as an asset and its role within the Bear Creek Redwoods Open Space Preserve. Motion: Director Hassett moved, and Director Riffle seconded the motion to a uthorize the General Manager to enter into a professional services contract with Populous, Inc., for an amount of $48,650 to develop site design alternatives for Bear Creek Stables, plus an additional $150,000 to complete the Bear Creek Redwoods Open Space Preserve Plan and environmental review. In addition, authorize a 15% contingency of $30,000 to cover unforeseen requirements, for a not -to-exceed total contract amount of $228,650. VOTE : 4-0-1 (Director Hanko abstained; Directors Harris and Kishimoto absent.) The Board recessed at 8:40 p.m. and reconvened at 8:51 p.m. with all Directors present. 5. Informational Report on the Outreach and Communication Plan for Fiscal Year 2015-16 (R -15-28) Meeting 15-04 Page 5 Public Affairs Manager Shelly Lewis provided an informational presentation outlining the Public Affairs’ Department Community Outreach Plan for 2015. Ms. Lewis described five outreach strategies, including partnerships, Healthy Parks Initiative, community outreach, Measure AA, and signage and visibility. Ms. Lewis also described several programs the District is currently promoting to encourage new constituenc ies to visit District preserves. Ms. Lewis also outlined numerous opportunities for Board member outreach to the public, local agencies, and to legislators. 6. Proposed Purchase of the Riggs Property as an addition to Purisima Creek Redwoods Open Space Preserve located at the end of Lucy Lane in unincorporated San Mateo County (Assessor’s Parcel Number 066 -320-120) (R -15-19) Directors Hanko and Hassett provided comments in support of the acquisition of the Riggs Property. Real Property Manager Mike Williams provided the staff presentation summarizing the benefits of the property related to other District lands and natural resources. Mr. Williams also described the next steps of the purchase including proposed gate locations and use and management of the property. Public hearing opened at 9:24 p.m. No speakers were present. Public hearing closed at 9:24 p.m. Motion: Director Hassett moved, and Director Hanko seconded the motion to : 1. Determine that the recommended actions are categorically exempt from the California Environmental Quality Act (CEQA) as set out in the staff report. 2. Adopt a Resolution authorizing the purchase of the Riggs’ property. 3. Adopt a Preliminary Use and Management Plan for the property as contained in the staff report. 4. Indicate the intention to withhold the Riggs property as public open space. VOTE : 5-0-0 (Directors Harris and Kishimoto absent.) 7. General Manager’s Purchasing Authority in Public Resources Code Section 5549 (R -15-24) Assistant General Manager Kevin Woodhouse provided the staff presentation briefly summarizing the history of Public Resources Code Section 5549. Mr. Woodhouse summarized several administrative efficiencies and savings through staff time that would be realized if the threshold were raised. Mr. Woodhouse explained that the Board of Directors can set a lower purchasing author ity for the General Manager through adoption of Board policy. Finally, Mr. Woodhouse described the next steps in the process if the proposal is supported by the Board of Directors. Meeting 15-04 Page 6 Director Hanko expressed several concerns with the propose d $100,000 purchasing authority limit and stated she would consider supporting a lower limit. Directors Hassett and Cyr spoke in favor of raising the General Manager’s purchasing authority in order to improve and increase District efficiency. Public hearing opened at 9:53 p.m. No speakers were present. Public hearing closed at 9:53 p.m. Motion: Director Hassett moved, and Director Cyr seconded the motion to approve the concept of increasing the General Manager’s purchasing authority in Public Resources Code Section 5549 from $25,000 to $100,000 in order to achieve administrative efficiencies while maintaining competitive public contracting procedures, and direct the General Manager to work with the District’s state legislators to introduce legislation to make this change. VOTE : 4-1-0 (Director Hanko opposed; Directors Harris and Kishimoto absent.) 8. Approval of Salary Adjustments and Amendments to Employment Agreements for the Board Appointees: General Manager, General Counsel and District Controller (R -15- 26) Human Resource Supervisor Candice Basnight presented the staff report summarizing the proposed salary adjustments for the General Manager, General Counsel, and District Controller as recommended by the Board Appointee Evaluation Committee. Pub lic hearing opened at 9:57 p.m. No speakers were present. Public hearing closed at 9:57 p.m. Motion: Director Cyr moved, and Director Riffle seconded the motion to: 1. As a result of the Board’s evaluation of the performance of the District’s Board Appointees for Fiscal Year 2013-14, the Board Appointee Evaluation Ad Hoc Committee recommends the following compensation adjustments for its Board Appointees for Fiscal Year 2014-15: Adjust the General Manager’s base salary upward to $216,323; adjust the General Counsel’s base salary upward to $203,992; and adjust the Controller’s base salary upward to $45,153. 2. Adopt the resolutions approving the salary adjustments set out in Recommendation and authorizing the Board President to execute the commensurate re lated amendments to the Board Appointee Employment Agreements. 3. Adopt the a resolution a pproving adjustments to the Employer Paid Member Contributions to the California Public Employees Retirement System VOTE : 5-0-0 (Directors Harris and Kishimoto absent.) Meeting 15-04 Page 7 VII. COMMITTEE REPORTS Director Riffle reported the Action Plan and Budget Committee met three times and the recommended budget and action plan will be brought to the Board at the next regular Board meeting. VIII. STAFF REPORTS District Clerk Jennifer Woodworth introduced Acting District Clerk Kim Smith who will be assisting the District while Ms. Woodworth is on leave. Assistant General Manager Kevin Woodhouse reported on a training attended by all Distr ict Rangers entitled “Fair and Impartial Policing,” to assist public safety officers to overcome implicit and explicit bias. Assistant General Manager Ana Ruiz reported that she served as a panelist on the “Talk with Henrietta” hosted by Henrietta Burrows regarding the health benefits of parks and open space. General Manager reported that he, other staff members, and members of the Board attended the State of the Valley event hosted by Joint Silicon Valley. Mr. Abbors also provided co mments regarding the FY2015-16 Action P lan and Budget, which will be presented at the next Board meeting. IX. DIRECTOR REPORTS The Board submitted their compensatory forms to the District Clerk. Director Hassett reported that he attended the Farm Bureau meeting with District staff. Director Cyr provided comments regarding the Santa Clara Open Space Authority being highlighted several newspaper articles. Director Siemens provided comments regarding the State of the Valley event and the need for housing in the area. Director Siemens also reported he reached out to the Santa Clara County Board of Supervisors members to request meeting with District staff regarding Mt. Umunhum. X. ADJOURNMENT President Siemens adjourned the Meeting of the Board of Directors of the Midpeninsula Regional Open Space District at 10:15 p.m. ________________________________ Jennifer Woodworth, CMC District Clerk CLAIMS REPORT MEETING 15‐05 DATE 02‐25‐2015 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check  Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount Bank WIRE OLD REPUBLIC TITLE COMPANY Purchase of Riggs Property Pending $357,500.00 68759 TKO GENERAL ENGINEERING & CONSTRUCTION Silva property driveway improvements project progress pmt ‐ RR 02/20/2015 95,760.00 68747 SAN MATEO COUNTY CLERK RECORDER County Election Services ‐ 11/4/14 Election (Ward 6) 02/20/2015 70,464.52 68717 DOWNTOWN FORD 2015 Ford 350 4x4 Truck w/ service body & venturo crane 02/20/2015 54,693.61 68640 B BROS CONSTRUCTION, INC. SFO HVAC Project Progress Payment 02/11/2015 45,673.06 68658 HANFORD TOYOTA 2015 Toyota Prius ‐ AO 02/11/2015 28,841.76 68765 Bank of the West Commercial Card USA $82.53 ‐ Field Supplies RSA 02/20/2015 24,229.17 $967.42 ‐ Field Supplies FFO $216.56 ‐ Field Supplies FFO $697.23 ‐ Field Supplies FFO $385.00 ‐ Safety and Training FFO $269.96 ‐ Field Supplies FFO $133.55 ‐ Field Supplies FFO $388.60 ‐ Name Badges, Subscription, Meeting Expenses $2,098.52 ‐ District informational Items for Events and Outreach $108.41 ‐ Business Meeting Expenses $250.00 ‐ Community Outreach Transportation Rental $271.55 ‐ AEP Membership and Field Supplies $390.24 ‐ Office Equipment and Conference Registration $1264.91 ‐ Materials, Supplies, Services SFO $443.98 ‐ AO Office Supplies $2,928.06 ‐ District Website Services $82.72 ‐ Kitchen Supplies SFO $22.75 ‐ Bergman Deck Plans $1,299.20 ‐ IRWA Conference Expenses $68.32 ‐ Business Meeting $790.31 ‐ Red Cross Courses, Survey Monkey, Conference Fees $309.75 ‐ Volunteer/Field Supplies $147.81 ‐ GIS Printing Supplies $210.82 ‐ Materials, Supplies, Services SFO $1,412.66 ‐ IT Supplies, AO Drain Repair $193.24 ‐ Equipment SFO $4,429.00 ‐ Sponsorships, Ads and CPRS Conference $83.20 ‐ Volunteer Event Supplies $347.28 ‐ Materials, Supplies SFO $105.90 ‐ HWY 17 Meeting Expenses $208.15 ‐ Business Meetings, Mobile Internet $619.14 ‐ IT Supplies, Conference Travel Expenses $150.00 ‐ AEP Advanced CEQA Workshop $28.20 ‐ African American Comm. Health Advisory Committee $1,983.18 ‐ Vehicle Tools and Supplies, Conference Lodging $100.61 ‐ Office Supplies $734.96 ‐ HR Recruitment Advertisements $1,304.45 ‐ Training Seminars, Board Retreat Supplies page 1 of 5 CLAIMS REPORT MEETING 15‐05 DATE 02‐25‐2015 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check  Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 68718 State of California EDD Unemployment Oct to Dec 14 02/20/2015 17,103.00 68678 QUESTA ENGINEERING CORPORATION Harkins Bridge Replacement ‐ engineering services (PCR) 02/11/2015 15,893.83 68639 ASCENT ENVIRONMENTAL INC Integrated Pest Management Program & Environmental Review 02/11/2015 15,181.60 68670 OLSON AND COMPANY STEEL Bridge Parts for ECDM 02/11/2015 12,400.00 68730 METROMOBILE COMMUNICATIONS Install radio equipment for 6 patrol vehicles 02/20/2015 8,874.58 68700 BARBARA S BERGMAN TRUST Quarterly interest payment ‐ Feb 2015 02/20/2015 8,500.00 68689 U.C. REGENTS District Oral History: 2nd Installment 02/11/2015 8,300.00 68699 ASCENT ENVIRONMENTAL INC Hendrys Creek Restoration IS/MND CEQA ‐ SAC 02/20/2015 7,425.00 68752 SOL'S MOBILE SERVICE Vehicle Maintenance and Repairs (SFO) 02/20/2015 7,122.80 68693 VALLEY OIL COMPANY Fuel for District vehicles 02/11/2015 6,494.63 68745 RICH VOSS TRUCKING INC Rock for Driveways & Trails (SR, MB, ECdM) 02/20/2015 5,525.85 68736 OLD REPUBLIC TITLE CO Title escrow for purchase of Alpine Ranch property 02/20/2015 4,445.00 68686 STEVENS CREEK QUARRY INC Road and trail materials (RSA, SR, MB) 02/11/2015 4,237.37 68725 IFLAND SURVEY Purisima Creek Lot Line Adjust and Mt Um Survey (PCR, SAU) 02/20/2015 4,230.00 68669 OLD REPUBLIC TITLE CO Refundable prop taxes for Lysons purchase ‐ PIC 02/11/2015 3,927.57 68740 PRIORITY 1 Remove and Install Vehicle Equipment ‐ M206, P74, P104 02/20/2015 3,589.89 1209 PG & E Reinstall Electric Service ‐ Hawthorn Historic Site 02/20/2015 3,277.75 68733 NORMAL DATA Training Database Development 02/20/2015 3,045.00 68702 BILL'S TOWING SERVICE Towing services ‐ Aug through Dec 2014 ‐ 13 Tows 02/20/2015 2,594.69 68706 CARNEGHI BLUM AND PARTNERS Riggs Property Appraisal APN # 066‐320‐120 02/20/2015 2,500.00 68647 CONCERN Employee Assistance Program 02/11/2015 2,467.50 68666 METROMOBILE COMMUNICATIONS Install Radio for new AO vehicle‐A98 02/11/2015 2,281.44 68698 AMERIGAS‐SAN JOSE Propane Gas (SFO, ECM) 02/20/2015 2,095.02 68721 GOODYEAR AUTO SERVICE CENTER Vehicle Maintenance and Repairs (SFO) 02/20/2015 2,021.31 68708 CATERPILLAR FINANCIAL SERVICES CORPORATION Excavator Rental for Mt Umunhum Trail Construction (SAU) 02/20/2015 2,006.58 68764 WEX BANK Fuel for District vehicles 02/20/2015 1,913.98 68688 TIRES ON THE GO Replace tires ‐ M24, M26 02/11/2015 1,816.62 68697 AMERICAN TOWER CORPORATION Repeater Communications Site Lease 02/20/2015 1,668.00 68722 HERTZ EQUIPMENT RENTAL INC Excavator Rental ‐ FFO multiple preserves 02/20/2015 1,602.30 68661 INQUIRER INTERACTIVE MARKETING USA, INC Multi‐lingual Ads for ethnic media outlets 02/11/2015 1,600.00 68645 CMK AUTOMOTIVE INC Vehicle service & repairs ‐ A91 & P97 02/11/2015 1,590.48 68632 UNITED ADMINISTRATIVE SERVICES Basic Life & Supplemental Life Insurance 02/09/2015 1,546.06 68659 HERTZ EQUIPMENT RENTAL INC Equipment Rental (SJH) 02/11/2015 1,490.79 68723 HOME DEPOT CREDIT SERVICES Field supplies FFO/SFO 02/20/2015 1,454.94 68648 CONFLUENCE RESTORATION Mindego Gateway maintenance of new plantings ‐ RR 02/11/2015 1,434.50 68709 CMK AUTOMOTIVE INC Vehicle Maintenance and Repairs  (SFO) 02/20/2015 1,332.81 68644 CARTWRIGHT DESIGN STUDIO Design of District Event Flyer 02/11/2015 1,297.50 68744 RHUS RIDGE ASSOCIATION Annual Road Maint Dues (RSA) 02/20/2015 1,250.00 68636 ALEXANDER ATKINS DESIGN, INC. Design of Informational Brochures & Bay Nature Ad 02/11/2015 1,235.00 1207 Woodside & Portola  Private Patrol Monthly Security Services 02/20/2015 1,200.00 68710 COMMUNICATION & CONTROL INC Repeater communications site lease 02/20/2015 1,172.00 68696 ALEXANDER ATKINS DESIGN, INC. Design of Event Flyer & Advertisements 02/20/2015 1,022.00 68735 OFFICE TEAM Temporary Receptionist Help ‐ AO 02/20/2015 1,020.44 68668 OFFICE TEAM Temporary Receptionist Help ‐ AO 02/11/2015 1,013.60 page 2 of 5 CLAIMS REPORT MEETING 15‐05 DATE 02‐25‐2015 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check  Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 68642 CALIFORNIA PENSION GROUP, LLC Consulting Services for November 2014 02/11/2015 1,000.00 68704 CALIFORNIA PENSION GROUP, LLC Consulting Services for December 2014 02/20/2015 1,000.00 68742 PURCHASE POWER ‐ PITNEY BOWES POSTAGE AO postage meter 02/20/2015 1,000.00 68758 THE SIGN SHOP Signs ‐ District Wide Use 02/20/2015 995.50 68739 PETERSON TRACTOR CO CAT 301.7 Excavator Service 02/20/2015 978.46 68694 AARON'S SEPTIC TANK SERVICE Sanitation Services (RSACP) 02/20/2015 975.00 68757 TADCO SUPPLY Janitorial Supplies (RSA) 02/20/2015 969.34 68651 DIAMOND CRANE COMPANY, INC. Windmill service at Toto Ranch 02/11/2015 964.50 68685 SOL'S MOBILE SERVICE Vehicle Inspections WT02, M02, M15, M17, M22, M26, M29, T07 02/11/2015 952.72 68695 ACCOUNTEMPS Accounting Temp 1/13 ‐ 1/15 02/20/2015 918.00 68654 FOSTER BROTHERS SECURITY SYSTEMS Lock Supplies 02/11/2015 903.09 68633 ACCOUNTEMPS Accounting Temp 1/06 ‐ 1/08 02/11/2015 803.25 68657 GILROY MOTORCYCLE CENTER Repair motorcycle & Yamaha Rhino 02/11/2015 747.86 68711 COMMUNICATION ADVANTAGE Consulting Services: research/draft District recent events 02/20/2015 712.50 68749 SAVENATURE.ORG Table Presentation for District 2/21 Event 02/20/2015 685.00 68755 STEVENS CREEK QUARRY INC Baserock ‐ FFO preserves 02/20/2015 680.74 68746 SAN JOSE WATER COMPANY Water Service (RSACP) 02/20/2015 663.79 68727 JAKABY ENGINEERING ECDM Structural Engineering for updated Methuselah Bridge Design 02/20/2015 640.00 68656 GARDENLAND POWER EQUIPMENT Pole Saw, Chainsaw & Kipor Parts 02/11/2015 583.49 68743 RECOLOGY SOUTH BAY Garbage Recycle Service 02/20/2015 565.92 68635 ALAMEDA COUNTY SHERIFF Internal Affairs Training for Two Supervising Rangers 02/11/2015 564.00 68683 SHARP BUSINESS SYSTEMS Photo Copier Service ‐ AO 02/11/2015 563.37 68726 INTERSTATE ALL BATTERY CENTER ‐ SILICON VALLEY Portable Radio Batteries 02/20/2015 554.50 68703 CALIFORNIA BUFFALO SOLDIERS ASSOCIATION Presentation at District's 2/21 public event 02/20/2015 550.00 68712 COSTCO Office & breakroom supplies ‐ AO 02/20/2015 524.18 68667 OFFICE DEPOT CREDIT PLAN Office supplies ‐ AO 02/11/2015 501.29 68732 MISSION VALLEY FORD TRUCK SALES, INC Tire valve extenders for SFO trucks 02/20/2015 499.21 68672 PAPE` MACHINERY Tractor Parts 02/11/2015 494.96 68671 PAGE & TURNBULL Consulting for Mt Um Radar Tower ‐ SAU 02/11/2015 475.00 68652 FITZSIMONS, RENEE Interpretation Association Membership & Mileage Reimb.02/11/2015 448.86 68676 PETTY CASH‐MROSD AO Petty cash reimbursement 02/11/2015 444.36 68705 CALIFORNIA WATER SERVICE CO‐949 Water Service (FFO) 02/20/2015 425.28 68641 BECK'S SHOES Boots for John Lloyd 02/11/2015 422.42 68750 SHELTON ROOFING COMPANY INC Road repair at Alpine Residence ‐ SR 02/20/2015 410.00 68762 WASTE MANAGEMENT Garbage Disposal ‐ FFO 02/20/2015 404.22 68679 RECOLOGY SOUTH BAY Garbage Service (RSACP) 02/11/2015 393.93 68692 US HEALTHWORKS MEDICAL GROUP PC Employee medical services 02/11/2015 373.00 68748 SANTA CLARA COUNTY ‐ DEPT OF ENVIRONMENTAL HEALTH Skyline fuel tank permit 02/20/2015 372.00 68673 PATSONS MEDIA GROUP Printing of MROSD Special Edition Overview 02/11/2015 369.37 68701 BARRON PARK SUPPLY CO INC Plumbing Supplies (RSACP) 02/20/2015 366.17 68638 ANDREINI BROTHERS INC Water delivery at Driscoll Ranch 02/11/2015 349.73 68761 US HEALTHWORKS MEDICAL GROUP PC D.O.T. Health Screens for H.R. Dept 02/20/2015 326.00 68751 SIMMS PLUMBING & WATER EQUIPMENT Clear drain at Skyline Ranch House ‐ SR 02/20/2015 321.25 68713 CRAFTSMEN PRINTING Printing of Fact Sheets 02/20/2015 315.38 page 3 of 5 CLAIMS REPORT MEETING 15‐05 DATE 02‐25‐2015 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check  Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount 68690 ULINE Haz Mat Disposal Boxes (SFO) 02/11/2015 308.82 68715 DEL REY BUILDING MAINTENANCE AO Janitorial Supplies 02/20/2015 271.42 68650 DEGREE HVAC INC Furnace Repair (RSA‐Res) 02/11/2015 250.00 68754 STERLING UNDERGROUND CONSTRUCTION Septic System Service (RSACP) 02/20/2015 250.00 68674 PENINSULA MOTOR SPORTS Vehicle Maintenance and Repairs SFO 02/11/2015 244.70 68753 STAPLES CREDIT PLAN Office Supplies 02/20/2015 236.46 68760 UNITED SITE SERVICES INC Restroom facility for onsite research ‐ RR 02/20/2015 206.83 68719 FASTENAL COMPANY Nuts & Bolts 02/20/2015 195.53 68680 SAN MATEO COUNTY PLANNING & BUILDING DEPT Permit fee for Rental Residence ‐ PCR 02/11/2015 182.28 68728 LUND PEARSON MCLAUGHLIN Inspect Sprinkler System ‐ AO 02/20/2015 180.00 68662 LEXISNEXIS MATTHEW BENDER Online Service for Jan 2015 02/11/2015 178.00 68763 WEST VALLEY COLLECTION Garbage Service (SAO, ES) 02/20/2015 174.80 68737 PALO ALTO UPHOLSTERY Vehicle Maintenance & Repairs 02/20/2015 153.06 68687 SUMMIT UNIFORMS Uniform items ‐ flashlights 02/11/2015 150.08 68756 SUMMIT UNIFORMS Boots for ranger attending Academy 02/20/2015 140.29 68655 G & K SERVICES INC Shop Towel Service (FFO & SFO) 02/11/2015 137.84 68720 G & K SERVICES INC Shop Towel Service (FFO & SFO) 02/20/2015 137.84 68637 ALLIED WASTE SERVICES #925 Garbage Services for Rental Residence 02/11/2015 120.30 68731 MISSION TRAIL WASTE SYSTEMS AO Trash Service 02/20/2015 120.16 68734 O'REILLY AUTO PARTS Vehicle Maintenance and Repairs (SFO) 02/20/2015 116.33 68646 COASTAL SIERRA INC Internet Services (SFO) 02/11/2015 109.00 68724 HOWARD ROME MARTIN & RIDLEY LLP Legal Services MROSD vs. Arcadis ‐ ECDM 02/20/2015 100.45 68681 SCANLON, MARIA ELENA Spanish Translation of Event Flyer 02/11/2015 95.00 68707 CASCADE FIRE EQUIPMENT COMPANY Fire Pumper Kit 02/20/2015 94.98 68675 PETERSON TRACTOR CO Excavator Parts 02/11/2015 93.00 68660 HUGG, IANTHINA Cell Phone Reimbursement Sep ‐ Dec 2014 02/11/2015 80.00 68729 MADCO Welding Supplies ‐ FFO 02/20/2015 74.76 68665 MARK, JANE Cell Phone and Mileage Reimbursement 02/11/2015 74.00 68741 PROTECTION ONE AO fire inspection monitoring 02/20/2015 66.85 68738 PAPE` MACHINERY Tractor Parts 02/20/2015 65.45 68643 CALIFORNIA WATER SERVICE CO‐3525 Monthly Water Service (WH) 02/11/2015 50.70 68682 SERVICEWEAR APPAREL, INC. Uniform Items 02/11/2015 45.02 1206 Coony, Gina Reimbursement for Metal Detector Rental ‐ Hawthorn Historic 02/20/2015 45.00 68677 PORTOLA VALLEY HARDWARE Supplies for water system repairs 02/11/2015 41.38 68714 DATA SAFE AO Paper Shredding Services 02/20/2015 40.00 1208 PG & E Monthly Electrical Service ‐ Hawthorn ‐ WH 02/20/2015 38.06 68664 LOS ALTOS POLICE FALSE ALARM REDUCTION PROGRAM AO False Alarm Fee 02/11/2015 37.00 68663 LIEBERT CASSIDY WHITMORE Professional Legal Services for H.R. 02/11/2015 32.50 68653 FORESTRY SUPPLIERS INC Uniform items (SFO) 02/11/2015 29.90 68691 UPS Shipping charges 02/11/2015 25.85 68634 ACE FIRE EQUIPMENT & SERVICE INC Fire Extinguisher Maintenance (SFO) 02/11/2015 15.00 68716 DEPARTMENT OF MOTOR VEHICLES Clean Air Vehicle Decal Fee ‐ A98 02/20/2015 8.00 68649 COPY FACTORY Board Resolutions 02/11/2015 7.70 page 4 of 5 CLAIMS REPORT MEETING 15‐05 DATE 02‐25‐2015 MIDPENINSULA REGIONAL OPEN SPACE DISTRICT Check  Number Notes Vendor No. and Name Invoice Description Check Date Payment Amount Grand Total $891,595.53 * Annual Claims ** Hawthorn Expenses BC = Bear Creek                                         LH = La Honda Creek                      PR = Pulgas Ridge                              SG = Saratoga Gap                                                        TC = Tunitas Creek CC = Coal Creek                                         LR = Long Ridge                               PC = Purisima Creek                         SA = Sierra Azul                                                             WH = Windy Hill ECdM = El Corte de Madera                    LT = Los Trancos                              RSA = Rancho San Antonio              SR= Skyline Ridge                                                          AO = Administrative Office 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                                  PR = Picchetti Ranch                       SJH = St Joseph's Hill                        TW = Thornewood                                                        SAO = South Area Outpost RR/MIN = Russian Ridge ‐ Mindego Hill  page 5 of 5 R-15-27 Meeting 15-05 February 25, 2015 AGENDA ITEM 3 AGENDA ITEM Contract Award for a Deck Safety Replacement of a Tenant Residence at 20000 Skyline Boulevard Located at Russian Ridge Open Space Preserve GENERAL MANAGER’S RECOMMENDATION Authorize the General Manager to enter into a contract with TKO Construction of Woodside, CA, for a not-to-exceed amount of $30,458, which includes the base bid amount of $27,689 and a 10% contingency amount of $2,769, to complete a Deck Safety Replacement Project at Russian Ridge Open Space Preserve. SUMMARY A Request for Bids for Deck Safety Replacement was issued on January 23, 2015. Three (3) Bid Proposals were received and opened on Tuesday, February 10, 2015. Staff recommends awarding the contract to the lowest responsive bidder, TKO Construction (TKO), for a total not- to-exceed amount of $30,458. The Fiscal Year 2014-15 Budget includes sufficient funds for this contract work. DISCUSSION Background A District rental property, located at 20000 Skyline Boulevard (main house) in the Town of Woodside, has a deck that is in need of replacement to ensure the safety of those using it. The deck is extremely weathered and there is considerable dry rot in the decking and beams. Given the height of this deck and the fact that it extends over a steep hillside, the proposed deck replacement will address both structural and related safety issues. To reduce the replacement cost, the total square footage of the deck will be reduced from 660 square feet, by 210 square feet, to 450 square feet. Contractor Selection A Request for Bids was issued on January 23, 2015 and sent to contractors, subcontractors, and consultants who had requested to be notified of the Project, as well as to five builders’ exchanges. Legal notices were posted in the San Mateo Times and the Half Moon Bay Review. An Invitation to Bid was also posted on the District website. R-15-27 Page 2 A mandatory pre-bid meeting and site walk was held at the Project site on January 30, 2015 and was attended by nine (9) general contractors. Sealed bids were due on February 10, 2015, and three (3) bids were received and opened with the results as follows: Table 1: Deck Replacement (Base Bid) Bidder Location Total Bid Percent Difference from Project Estimate of $32,000 1. TKO Construction Woodside, CA $27,689.00 -13% 2. Southwest Construction San Bruno, CA $54,300.00 +70% 3. B-Bros Construction San Leandro, CA $67,400.00 +111% Bid Analysis Upon review of the bid proposals and the contractors' relevant experience and qualifications, staff recommends awarding the contract to TKO Construction, which is the lowest responsible and responsive bidder. Contingency Amount A 10% contingency amount is requested for this Project due to the potential for unforeseen conditions that could be encountered during execution of the work such as dry rot repairs. FISCAL IMPACT The District’s FY2014-15 Real Property Capital Budget includes $40,000 for the deck replacement, of which includes funds that will pay for this contract work. BOARD COMMITTEE REVIEW This item was not reviewed by a Committee. PUBLIC NOTICE Public notice was provided as required by the Brown Act. Also, adjoining property owners have been mailed a copy of the agenda for this public meeting. No additional notice is required. CEQA COMPLIANCE Replacement of the deck is categorically exempt under Section 15301 (Minor alterations to existing structures) of the California Environmental Quality Act. NEXT STEPS If approved by the Board of Directors, the General Manager will enter into a contract with TKO Construction to perform construction services for the Project. Activation of the contract is subject to the contractor meeting all District requirements, including required insurance and bonding. The Project is scheduled to be completed by March 31, 2015. Attachment: 1. Site Map R-15-27 Page 3 Responsible Department Head: Michael Williams, Real Property Manager Prepared by: Jean Chung, Real Property Agent I Contact person: Elaina Cuzick, Senior Real Property Agent Graphics prepared by: Michelle Childs, GIS Technician (RR10 ) (RR05 ) R U S S I A N R I D G E O P E N S PA C E P R E S E R V E 14.28 ACR ES GARA GE / S TO RAG E STABLE/ TACK ROOM/ S TO RAG E OLD HO USE GUE ST HOUS E CARRIAGE HOUSE / APARTM ENT MAIN HO USE GRAN NY'SHOUSE PRIVATE PARCEL LOWE R PASTURE A l d erSpringTrail Site M ap -- 200 00 S ky li n e B ou l ev a rd GARD ENS Midpeninsula Reg io na lOpen Space D istr ict Fe bruary, 2015 Path : G:\Projec ts\Russian _Ridge \Bergman\Ber gman_Site Map2015.mx d Created By : mchilds 0 250125Feet (MROS D)MRO SD Prese rve s MRO SD G ate Area ofDetail 35 RUSSI AN RIDG E OPEN SPACE PRESERVE Main Hou se Stru ctur e R-15-35 Meeting 15-05 February 25, 2015 AGENDA ITEM 4 AGENDA ITEM Approval of Santa Clara County Funding Agreement to support the Purchase of the former Sargent Lysons Family Trust property as an Addition to Monte Bello Open Space Preserve located at 17251 Stevens Canyon Road in unincorporated Santa Clara County (Assessor’s Parcel Number 351-16-020). GENERAL MANAGER’S RECOMMENDATIONS 1. Determine that the recommended actions are categorically exempt from the California Environmental Quality Act (CEQA) as set out in this report. 2. Adopt the attached Resolution authorizing the General Manager to negotiate and execute a Funding Agreement with Santa Clara County for their contribution of half the purchase price of the former Sargent Lysons Family Trust property, or $740,000, in exchange for the conveyance of a Conservation Easement. SUMMARY The Midpeninsula Regional Open Space District (District) is proposing to enter into a Funding Agreement with Santa Clara County (County) to reimburse half the purchase price of the 60-acre Sargent Lysons Family Trust property (Property) in exchange for a conservation easement over the Property to be conveyed to the County. The following report presents a description of the proposed funding contribution from the County, and the terms and conditions of the conservation easement. The Property purchase is part of Measure AA Project #17.1. MEASURE AA The purchase of the Sargent Lysons Family Trust property (Property) in January 2015 furthered the District’s Vision Plan Priority Action Items and Measure AA Projects. The 5-year Measure AA Project List, which was approved by the Board on October 29, 2014, includes Project #17.1 (Complete Upper Stevens Creek Trail – Upper Stevens Creek Trail/Last Piece/Land Conservation). The Property purchase meets the criteria to further the goals of Project #17.1 as it represents the last property needed to begin the planning process to subsequently construct and complete the upper Stevens Canyon Trail gap. R-15-35 Page 2 DISCUSSION Property Description (see attached map) At the October 8, 2014 Regular Meeting, the Board approved the purchase of the 60-acre Sargent Lysons Family Trust property (Property) as an addition to the Monte Bello Open Space Preserve (Report R-14-116). Santa Clara County (County) has agreed to contribute $740,000 toward the purchase, which is 50% of the total $1,480,000 purchase price. On November 18, 2014, the County Board of Supervisors approved the funding and authorized the County Director of Parks and Recreation to negotiate and execute all documents to complete the transaction. The County and the District have long cooperated to purchase properties and trail rights on the north side of Stevens Canyon to complete the regional Stevens Canyon Trail that will connect Stevens Creek County Park to Upper Stevens Creek County Park, and the Monte Bello and Picchetti Ranch Open Space Preserves. The Property represents the last piece needed to complete this trail corridor. In exchange for the County’s financial contribution, the County will receive a conservation easement over the Property. The conservation easement requires that the Property be maintained in a natural condition, and that the District dedicate the Property as public open space, preserve the natural habitat and wildlife, and allow for passive public recreational use. The easement also requires the District to submit any proposed plans for open space facilities or significant restoration activities to the County for advisory review, and to consult with the County on any future Master Plan that includes this property. The conservation easement also includes a stipulation that the District and County will enter into a trail construction and maintenance agreement (Trail Agreement) within five years after the District and County have secured all of the land entitlements necessary to proceed with the proposed Stevens Creek Trail extension. It is understood that each agency would have the responsibility for maintaining the trail segments located on their respective lands. Since this property represents the last land entitlement needed to construct the trail, a Trail Agreement will be developed and brought to the District Board for consideration at a future date within the agreed-upon five year deadline. The County has previously approved similar funding agreements for the purchase of the former Keyani, Hall, Powell and Lobner properties along the north side of Stevens Canyon and within the planning corridor of the proposed Stevens Canyon Trail. To date, the County has contributed $2,300,000 dollars towards the protection of 291 acres in Stevens Canyon. If this item is approved, the total contribution will increase to $3,040,000 and 351 acres. FISCAL IMPACT The $740,000 contribution from Santa Clara County will reimburse the District for 50% of the Property purchase price of $1,480,000. R-15-35 Page 3 BOARD COMMITTEE REVIEW Due to the occupancy of the property by two residential tenants, this property purchase was not presented to the Real Property Committee prior to Board approval on October 8, 2014. PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE This transaction was determined to be categorically exempt from CEQA at your October 8, 2014 meeting. The findings detailed in the prior Board Report (see Report R-14-116) remain in effect and unchanged. The project now also includes the conveyance of a conservation easement to Santa Clara County to preserve and maintain the open space nature of the property. The District further concludes that the project is exempt under Article 19, Section 15317 of the CEQA Guidelines, which exempts the establishment of easements in order to maintain the open space character of an area. The District concludes that the action proposed in this report does not constitute a change to the project, which would result in any additional impact on the environment. NEXT STEPS Upon approval by the Board of Directors, the Funding Agreement and Conservation Easement will be executed and staff will proceed with the close of escrow for the Conservation Easement conveyance to the County. Attachments: 1. Resolution 2. Map Responsible Department Head: Michael C. Williams, Real Property Manager Prepared by: Allen Ishibashi, Senior Real Property Agent Contact person: Same as above Graphics prepared by: Jon Montgomery, GIS Intern RESOLUTION NO. 15-____ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT AUTHORIZING THE GENERAL MANAGER TO NEGOTIATE AND EXECUTE A FUNDING AGREEMENT WITH THE COUNTY OF SANTA CLARA AND TO NEGOTIATE AND EXECUTE A CONSERVATION EASEMENT, AND AUTHORIZING THE GENERAL MANAGER TO EXECUTE ANY AND ALL OTHER DOCUMENTS NECESSARY OR APPROPRIATE TO THE CLOSING OF THE TRANSACTION (MONTE BELLO OPEN SPACE PRESERVE– FORMER LANDS OF SARGENT LYSONS FAMILY TRUST) The Board of Directors of the Midpeninsula Regional Open Space District does resolve as follows: Section One. The Board of Directors of the Midpeninsula Regional Open Space District does hereby authorize the General Manager to negotiate and to execute a Funding Agreement with the County of Santa Clara on behalf of the Midpeninsula Regional Open Space District. Section Two. The General Manager or the General Manager’s designee is authorized to negotiate and execute the Conservation Easement conveying certain real property rights by the Midpeninsula Regional Open Space District to the County of Santa Clara. Section Three. The General Manager or the General Manager’s designee shall cause to be given appropriate notice of acceptance to the County of Santa Clara. The General Manager or the General Manager’s designee is further authorized to execute any and all other documents in escrow necessary or appropriate to the closing of the transaction. * * * * * * * * * * * * * * * * * * * PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on _________, 2015, at a Regular Meeting thereof, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary Board of Directors President Board of Directors ATTACHMENT 1 APPROVED AS TO FORM: General Counsel I, the Interim District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. Interim District Clerk 2 1 6 0 0 1400 1 2 0 0 1000 1 8 0 0 2000 2000 2000 1800 2000 StevensCreek Stevens C r e e k Mi d p en in su la Re g io na lOpen S p ac e Di st r ic t Ly so n s P r o p er t y (A P N 3 5 1 -1 6 -0 2 0 ) - 1 7 2 5 1 S t e v en s Ca n y o n Ro a d , C u p e rt i n o Aug ust, 2014 Path: G:\Projects\Monte_Bello\Lysons\August2014\Lyons_8.5x11.mxd Created By: jmontgomery 0 0.250.125MilesI (M RO S D )H ig hli g ht ed Pr o per t y Ot her Pr o t ect ed O p en S p ac eor Pa rk La nds No n M R O SD C o n serv at i o n or A g ri c ult ur al E asem ent MR O SD C on serv at i o nor A g ri c ult ur al E asem ent MR O SD Pr ese rves Pr i va te Pr op er t y While the District strive s t o u se t he best availab le digit al d at a, this data does not rep resent a legal survey an d is mer ely a graphic illustration of geographic featur es. ! ! ! ! ! ! ! ! ! ! Sunnyvale Cupertino Mountain View M o n t e B e l l o Area ofDetail £¤280 £¤85 £¤35 Ly sons PropertyAPN 351-16-020 Monte BelloOpen Space Preserve Saratoga GapOpen Space Preserve Upper StevensCreek C ountyPark Stevens Creek County Park Monte BelloOpen Space Preserve Stevens C anyonRoad C anyonTrail R-15-34 Meeting 15-05 August 28, 2014 AGENDA ITEM 5 AGENDA ITEM Revisions to Management Partners’ Professional Services Contract for a Financial and Operational Sustainability Model Study and Master Agreement Authorization for On-going Implementation Assistance. GENERAL MANAGER’S RECOMMENDATION(S) 1. Authorize the General Manager to increase Management Partners’ Professional Services Contract for a Financial and Operational Sustainability Model Study by $9,985 to a not- to-exceed amount of $128,675. 2. Authorize the General Manager to enter into a separate master professional services agreement with Management Partners, of San Jose, CA, for a not-to-exceed amount of $125,000 to provide on-going implementation assistance through June 2016 related to organizational changes identified in the Financial and Operational Sustainability Model Study. SUMMARY Completion of an organizational management study is identified as a major project in the Fiscal Year (FY) 2014-15 Action Plan and Budget. On August 28, 2014, the Board authorized the General Manager to enter into a professional services contract with Management Partners of San Jose, CA, for a Financial and Operational Sustainability Model (FOSM) study. In December 2014, following comprehensive research and analysis phases of the study, the General Manager determined that more time and more engagement with the executive team, department managers, and other employees was going to be necessary during the model development phase of the study in order to develop an effective and implementable organizational change model and strategy. This additional time and engagement is beyond the original scope of the contract. Therefore, the General Manager recommends authorization to increase Management Partners’ contract to complete the expanded scope of the FOSM study at an additional cost of $20,775 for 138.5 hours of consulting, which includes utilizing the unexpended $10,790 contingency plus an additional $9,985. This results in an increase of the original base contract amount, $107,900, by $20,775 for a total, not-to-exceed contract amount of $128,675 to complete the FOSM study. Additionally, the study has begun to identify numerous implementation steps that are necessary immediately following completion of the study to expediently implement FOSM R-15-34 Page 2 recommendations. Some of these steps include developing and releasing a Request for Proposals for an Information Technology strategic plan, a project delivery process facilitated workshop, and assistance with key recruitments and Human Resources support during FOSM implementation. Based on Management Partners’ understanding of the District’s needs and their expertise in implementing organizational change, the General Manager recommends utilizing the sole-sourcing exception provided in Board Policy 3.03 “Public Contract Bidding, Vendor and Professional Consultant Selection, and Purchasing Policy” to enter into a new contract – a master professional services agreement – with Management Partners, to provide on-going implementation assistance through June 2016 related to organizational changes identified in the Financial and Operational Sustainability Model Study. The total cost for the master professional services agreement is $125,000, which includes the $25,000 Board-approved authorization for the Information Technology Strategic Plan Request for Proposals process. DISCUSSION During the research phase of the FOSM study, additional employee engagement beyond the original scope of work was required by Management Partners to effectively engage as many employees as possible. In addition, during development of the macro-level organizational structure options, more engagement with the Executive team and staff was required beyond the original scope of work. The details of these enhanced scope activities are provided in Attachment 1. In total, Management Partners anticipates expending 138.5 hours, or $20,775, more than originally agreed. It is the General Manager’s recommendation that this deliberate slowing down of the FOSM study, increased engagement of employees, and careful review of organizational structure options is a critical change in the project scope to make the FOSM Study, and its eventual implementation, as successful as possible. Following completion of the FOSM study, the General Manager will begin implementation of recommended priority changes. Funding for one of those recommendations, development and release of an RFP and consultant selection for developing an Information Technology strategic plan, was already approved by the Board during mid-year budget approvals. Several other potential implementation tasks have also already been identified through the FOSM study research and analysis. These include critical position recruitments, other Human Resource functions support, and facilitation of project delivery process improvement. To effectively and efficiently begin implementation of these tasks, the General Manager recommends a sole-source contract with Management Partners, structured as a master professional services agreement with a not-to-exceed amount approved by the Board, against which specific project plans will be scoped, negotiated and approved by the General Manager prior to beginning work. The total not-to-exceed master agreement estimated cost of $125,000, along with an estimated breakdown of costs for each of the tasks above, are provided in Attachment 2. In addition to the tasks listed, within the $125,000 there is also an undesignated portion of the master agreement for $35,000, which is intended for as yet unidentified FOSM implementation tasks. This master agreement, which Management Partners terms a “partnership agreement,” is a contracting tool consistent with the sole-sourcing exception provided in Board Policy 3.03 “Public Contract Bidding, Vendor and Professional Consultant Selection, and Purchasing Policy.” This policy states in Section III.B: Occasionally, necessary supplies, material, equipment, or services are of a unique type, are of a proprietary nature, or are otherwise of such a required and specific design or construction, or are specifically necessary for purposes of maintaining R-15-34 Page 3 cost effective system consistency, so as to be available from only one source. After reasonable efforts to find alternative suppliers, the District may dispense with the requirement of competitive bids and recommend negotiating and making the purchase from the sole source. The basis for the sole source recommendation shall be documented in writing and approved, in advance, by the Board for purchases exceeding $25,000, and the General Manager or another authorized District employee, as designated in this Policy, for purchases not exceeding $25,000. Management Partners is uniquely qualified for FOSM implementation tasks such as those mentioned above due to the knowledge and insight they have gained during the course of the FOSM study. They are experienced in facilitating process efficiency workshops, human resource support functions, and development and management of complex Requests for Proposals, such as for an Information Technology strategic plan. Their level of familiarity with the District’s current structure, functions, and processes, as well as staff roles, will enable their FOSM implementation work to be cost effective. In addition, the General Manager is confident in the quality of Management Partners’ work, as shown by their work on the FOSM study. FISCAL IMPACT Approval of the General Manager’s first recommendation will cost the District a not-to-exceed amount of $128,675, which includes the original project proposal amount of $107,900 plus expanded scope costs of $20,775. Because a ten percent contingency amount of $10,790 was originally approved with this contract, the net additional funding required after expending the contingency is $9,985 to complete the FOSM study. Approval of the General Manager’s second recommendation, entering into a master agreement with Management Partners to provide on-going FOSM implementation assistance, will cost the District a not-to-exceed amount of $125,000. During the mid-year budget review, the Board approved $25,000 for development of the IT Strategic Plan RFP. Therefore, should the Board approve the General Manager’s second recommendation, the final FY2015-16 recommended budget for adoption in March will include an additional $100,000 for FOSM implementation via a master agreement with Management Partners. BOARD COMMITTEE REVIEW Board Committee review is not required for this item. PUBLIC NOTICE Public notice was provided as required by the Brown Act. CEQA COMPLIANCE This item is not a project subject to the California Environmental Quality Act. NEXT STEPS Upon Board authorization, the General Manager will revise the contract with Management Partners to complete the FOSM study. Completion of the FOSM study is targeted for the end of R-15-34 Page 4 March, 2015. Additionally, the General Manager will enter into a partnership agreement with Management Partners for FOSM implementation work between April 1, 2015, and June 30, 2016. Attachment(s) 1. FOSM Scope Amendment – Enhanced Engagement and Phasing 2. FOSM Implementation Support – Partnership Agreement Overview Prepared by: Kevin S. Woodhouse, Assistant General Manager Contact person: Same as above Midpeninsula Open Space District FOSM Scope Amendment – Enhanced Engagement and Phasing February 16, 2015 Project: The scope and activities associated with the Financial and Operational Sustainability Model (FOSM) project were expanded to provide for additional employee engagement and the time necessary to construct a scalable and sustainable organization structure. The activities listed below reflect additional work completed or anticipated at the request of the General Manager. Activities *:  Enhanced Employee Engagement – Phase 1 (Research/learning and macro-level organizations structure) o Conducted 12 additional individual and group interviews (20 planned, 32 completed) o Conducted 3 additional focus groups (3 planned, 6 completed) o Developed rounds of macro-level organization structure options for review with ET o Conducted 6 additional meetings with th e Executive Team to review and discuss guiding principles, macro-level organization structure options, and phasing approach o Facilitated two additional meetings with staff  Organization Structure build out – Employee Engagement – Phase II o Conducted additional individual interviews with managers (4) o Review “build out” options with ET (anticipated) o Facilitate briefings with management and staff (anticipated) Hours Summary Activity Hours Enhanced Employee Engagement – Phase 1 116.5 Organization Structure Build O ut – Employee Engagement – Phase II 22 Total 138.5 *Excludes hours to contract with information technology sub-consultant to assess current systems. Project Amendment: $20 ,775 Project Director: Andy Belknap Project Managers: Nancy Hetrick, Christine Butterworth ATTACHMENT 1 Midpeninsula Open Space District FOSM Implementation Support – Partnership Agreement Overview February 16, 2015 Project: Support FOSM implementation by managing and assisting with the activities listed below as well as other FOSM activities as authorized by the General Manager. The Partnership Agreement is a contracting tool that establishes a master agreement against which specific project plans will be scoped and approved prior to beginning work. A detailed plan of work and project cost will be prepared at the request of the General Manager. Projects  Manage RFP Process and Oversee Consultant Engagement for Information Technology Strategic Plan  Facilitate Project Delivery Process Improvement (includes process mapping and facilitated workshops)  Manage Executive Recruitment for key positions (2 )  Support Human Resources through FOSM implementation (i.e., preparation of job descriptions, class and compensation support, recruitment strategy, change management)  Other FOSM Implementation Support Hours Summary Activity Estimated Cost* IT Strategic Plan Process 20,000 Project Delivery Process Improvement 20,000 Manage Executive Recruitments 35,000 Support Human Resources through FOSM 15,000 Other FOSM Implementation Support (TBD) 35,000 Total 125 ,000 *Estimate only. Actual project costs may vary based on level and type of support desired by the District and will be determined when the scope is developed and approved by the District. Project Director: Andy Belknap Project Managers: Nancy Hetrick, Christine Butterworth ATTACHMENT 2 R-15-20 Meeting 15-05 February 25, 2015 AGENDA ITEM 6 AGENDA ITEM Appointment of Jessica Lucas as Peace Officer. GENERAL MANAGER’S RECOMMENDATION Adopt the attached Resolution of the Board of Directors of the Midpeninsula Regional Open Space District appointing Jessica Lucas as a Peace Officer. SUMMARY Jessica Lucas has met all of the requirements for appointment as a District Peace Officer, including completion of a California Peace Officer Standards and Training (POST) PC 832 class. Adoption of the attached resolution is required to complete the process of appointing her as a District Peace Officer. DISCUSSION At its meeting of January 14, 1976, the Board of Directors determined that District rangers were to be appointed peace officers as classified by California Penal Code Section 830.31(b). The code specifies that a person is a peace officer if he/she is designated by a local agency as a park ranger and regularly employed and paid in that capacity, and if the primary duty of the officer is the protection of park and other property of the agency and the preservation of the peace therein (Report R-76-2). In January, 2010 it was decided that it was appropriate to have a swearing-in ceremony, which would include having the Operations Manager orally administer the written oath that all District Rangers sign, and to have this act performed before the Board of Directors (Report R-10-03). FISCAL IMPACT There is no new fiscal impact associated with this action. All costs associated with this action are already included in the FY2014-15 District budget. R-15-20 Page 2 PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE This proposed action is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS Once appointed, Ms. Lucas will continue with her current training schedule. After her training is completed, which is anticipated to be in April, 2015, she will assume the full spectrum of ranger duties. Attachment 1. Resolution Appointment of Jessica Lucas as Peace Officer. Prepared by: Gordon Baillie, Management Analyst II Contact person: Michael Newburn, Operations Manager RESOLUTION NO. 15-___ RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT APPOINTING JESSICA LUCAS AS A PEACE OFFICER The Board of Directors of the Midpeninsula Regional Open Space District does hereby resolve as follows: The following person is hereby designated as a peace officer of the Midpeninsula Regional Open Space District pursuant to Section 830.31(b) of the Penal Code of the State of California, to enforce the Midpeninsula Regional Open Space District Land Use Regulations and those city, county, and state regulations related to the protection and safe use of District land, enforcement of which is specifically authorized by the District: Jessica Lucas * * * * * * * * * * * * * * * * * * * * * * PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional Open Space District on _________, 2015, at a Regular Meeting thereof, by the following vote: AYES: NOES: ABSTAIN: ABSENT: ATTEST: APPROVED: Secretary Board of Directors President Board of Directors APPROVED AS TO FORM: General Counsel I, the Interim District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the above is a true and correct copy of a resolution duly adopted by the Board of Directors of the Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and called on the above day. Interim District Clerk ATTACHMENT 1 R-15-36 Meeting 15-05 February 25, 2015 AGENDA ITEM 7 AGENDA ITEM Consideration of the Controller’s Report on the Proposed Fiscal Year 2015-16 Budget. GENERAL MANAGER’S RECOMMENDATIONS Approve the Controller’s report on the Fiscal Year 2015-16 Budget. SUMMARY The District will begin the new fiscal year with cash balances totaling an estimated $34.7 million. In June, the District plans to issue its first tranche of Measure AA (MAA) general obligation (GO) bonds. Projected general fund income, GO bond proceeds, and available cash are adequate to cover budgeted debt service, reserve requirements, operating expenses, general fund capital expenditures, and approximately $17.6 million of cash for Measure AA projects. District long-term financial projections indicate that the proposed budget, adjusted for the usual variances, is prudent and consistent with District plans and objectives. DISCUSSION The attached Fiscal Year (FY)2015-16 cash budget breaks the budgeted numbers into three funds: [1] the general fund, [2] the MAA capital fund, and [3] the Hawthorn endowment fund. The District will begin the new fiscal year with estimated cash balances totaling $33.0 million in the general fund and $1.65 million in the Hawthorn fund. The general fund balance fully covers the District’s committed reserves of $20.4 million and the minimum general fund reserve balance of $10.0 million. In addition, FY2014-15 general fund spending includes some $5.3 million of MAA-qualified capital spending, for which the general fund will be reimbursed from the proceeds of the first sale of GO bonds. General Fund Income 1. General Fund Tax Revenue to be received between April 1, 2015 and March 31, 2016 is budgeted at $36.3 million (67% from Santa Clara County and 33% from San Mateo County), an increase of 6.5% over the current estimate for FY2014-15. District general fund tax revenue is increasing by an estimated 6.9% in the current fiscal year. The District will continue to receive this level of growth in the April to June 2015 period. In the next tax year, beginning in July, 2 interim assessed valuation (AV) reports, from the county assessors, indicate overall tax growth of approximately 6.1%. Combining the 6.9% growth in the first three months with a forecast 6.1% growth in the last nine months, the overall budgeted growth for District general fund tax revenue in our FY2015-16 is 6.5%. 2. Santa Clara County Parks Income is budgeted at $325,550, up from $313,000 in FY2014-15. 3. Property Management Income is budgeted at $1,261,000, up an unusually high 14% due to a change in accounting for income from grazing tenants. Previously, payments due to some grazing tenants, for property improvement work, were netted against tenant rental payments. Going forward, per IRS rules, income and expense will be recorded separately for most grazing tenants. 4. Interest Income is budged at $145,000, assuming that interest rates remain very low. The amount is down from the prior year because a $1.6 million bond reserve fund was liquidated as part of the 2015 Note transaction. 5. Other Income is estimated at $175,000 for reimbursements, fines, fees, cash donations and loan repayments. General Fund Debt Capacity At the end of March 2015, the District will have bonded indebtedness equal to approximately 57% of its statutory debt limit. No general fund debt issuance is budgeted in FY2015-16. The only anticipated general fund debt issuance over the next few years is the potential refinancing of our 2007 Bonds, at their first call date, in September 2016. If long-term interest rates do not rise more than one percentage point over the next 18 months, the District can expect to save over $6 million in future debt service, from paying-off the 2007 Bonds. General Fund Debt Service Debt service requirements for non-MAA debt for FY2015-16 total $9.88 million, an 11% increase from FY2015-16. Debt service represents 28% of estimated tax revenue, up from 27% in the current fiscal year. The scheduled debt service payments will be detailed in the Debt Service Annual Claims List, to be presented with the final budget presentation in March. Other General Fund Expenditures 1. Non-MAA Capital Expenditures: The budget includes $4.78 million for capital expenditure projects which do not qualify for MAA. This includes $2.09 million for vehicles, equipment, software, and facilities; $0.79 million for non-MAA land acquisitions and $0.69 million for water-related projects. 2. Property Management Expenses are budgeted at $0.72 million (57% of rental income), including $0.41 million of capital improvements. 3. Operating Expenses are budgeted at $21.16 million, or 58% of projected general fund tax revenue. If the District spends 95% of this operating budget, which would be a higher percentage than usual, operating spending will be at 55% of tax revenue, which is consistent with the post-MAA long-term financial model. At this level, operational spending would be up 17% over current year estimated operating expenses. The post-MAA financial plan assumed that a reorganization and significant staffing increase would be required over the next three 3 fiscal years, both to provide staff support for the MAA program and to achieve the land conservation, resource management and land restoration goals of the District strategic plan. The model assumes a step-up of operating expense to 62% of general fund tax revenue in FY2017-18, which equates to a staff increase of about 40 employees from FY2014-15 to FY2017-18. Analysis of the model indicates that this step-up in operating expenses is affordable and sustainable even if long-term property tax growth declines into the 3% range. General fund tax revenue has grown at an average annual rate of 5.3% over the last ten years (including the worst national recession since the 1930s), 5.5% over the last twenty years and almost 6% over the full history of the District. Committed and General Fund Reserves If all general fund revenues and expenditures occur as budgeted and the general fund is reimbursed for FY2014-15 MAA expenditures, the District general fund cash balance would total $40.0 million at the end of FY2015-16. This would fully cover the $20.4 million of reserve commitments and the minimum general fund balance of $10.0 million. General Obligation Bonds The District anticipates selling its first tranche of general obligation (GO) bonds in late May or June of 2015. The amount is not yet determined. The $3.18 projected maximum tax rate was calculated based on completing the $300 million project over thirty years, given average annual growth in AV in the range of 4.5%. While capital spending in the tax rate model was a bit front-loaded, the basic assumption was that the District would issue about $30 million of bonds every three years. By law, the amount of each issuance must be supported by a credible plan to spend the proceeds within three years. Each tranche must be used up before issuing the next. As expectations have mounted since the election, it is important to recognize that MAA is not a lump sum of $300 million, to be spent as soon as possible. The MAA tax measure provides additional incremental funding of about $10 million per year, over thirty years, to allow the District to [1] continue the land acquisition program, [2] speed up preserve improvements and the opening of preserves, and [3] meet strategic plan goals in land conservation, resource management and land restoration. It is also critical to differentiate between the general fund and the MAA capital fund. If long-term growth in AV slows to below 4%, the District’s general fund financial model remains secure and able to fund increases in operating expenses in excess of general fund tax growth. However, at any long-term AV growth rate below 4%, the District would not be able to issue the full $300 million of MAA bonds over thirty years. For example, at 3% long-term AV growth, only approximately $240 million of MAA bonds could be issued within the $3.18 maximum tax rate. Of course, the general fund generates significant non-MAA capex funding, which can be allocated to completing MAA projects not fundable from GO bonds. The proposed Capital Improvement Plan (CIP) indicates that the District has plans to spend $53.1 million on MAA projects over the next three years. In addition, the District’s general fund must be reimbursed for MAA-qualified spending in FY2014-15. Therefore, the District’s action plans would support the issuance of up to $58 million of GO bonds in 2015. If the District could actually meet this action plan and continue to complete MAA projects at this rate, it would spend the $300 million in 17 years. This is not affordable within the $3.18 tax rate, even with very optimistic projections of AV growth. However, a top-down management review of the cost and schedule estimates in the CIP indicates that, even factoring in the benefits from the planned organizational restructuring and support staff and system additions, a discount of 25% is reasonable, down to $45 million. While $45 million is above the long-term affordable run rate, it is unlikely that interest rates will ever be much lower than in 2015, making it attractive to issue an above-average amount of bonds this year. Based on these various 4 factors, the budget assumes the issuance of $45 million of GO bonds in FY2015-16. Since these bonds will not require any principal repayment this fiscal year, the budget for debt service and off-setting tax revenue, in FY2015-16, is modest, at $1.18 million, representing a tax rate of some $0.56. In the first full year of debt service, the estimated tax rate is $1.08. MAA Capital Spending The budget includes $18.03 million of capital spending on MAA projects, partially funded by $0.45 million of grants, for net MAA-funded spending of $17.57 million. This breaks down into three basic pieces: [1] $11.03 million for land acquisitions and associated capitalized costs, [2] $1.30 million of staff labor for project management and construction, and [3] $5.24 million for non-labor preserve improvement capital expenditures. As noted above, it is very likely that it will take more than one year to spend this budget. Hawthorn Endowment The budget includes $543,800 of spending from the Hawthorn endowment. If spent, this will reduce the endowment cash balance to approximately $1.1 million. Long-Term Financial Model Attached are two examples from my 30 year financial model, at two different AV growth rates. Both indicate that the FY2015-16 budget, adjusted for the usual variances, is consistent with MAA tax rate constraints and District long-term financial plans. The key assumptions of the first projection are [1] AV growth of 5% through FY2028-29 and 4.25% thereafter, [2] the addition of forty employees over the next three years, [3] operating expense growth of two percentage points more than tax growth from FY2017-18 through FY2028-29 and one percentage point more thereafter, [4] $20 million of spending on staff facilities in the three years ending FY2018-19, $10 million of which would be from committed reserves, [5] other non-MAA capital spending increasing at the rate of AV growth, [6] 25% of non-land acquisition MAA spending would consist of capitalized staff labor. Given these assumptions, all of the $300 million of authorized MAA bonds are issued within 26 years and the maximum tax rate is $3.07 in FY2037-38. The general fund remains strong throughout the period. The second projection uses identical assumptions except for slower AV growth and a slightly lower increment of operating expense growth over tax growth: [1] AV growth of 3.5% through FY2028-29 and 3.0% thereafter, [3] operating expense growth of 1.9 percentage points above tax growth through FY2028-29 and 0.9 percentage points thereafter. Under these less optimistic assumptions, the District could afford to issue $30 million less of GO bonds in the first fifteen years and only around $255 million over thirty years. However, the general fund cash balance remains solid (approximately unchanged) over the first fifteen years, solvent (while slowly declining) over the following twelve years, and rebounding after our non-MAA debt is gone in FY2042-43. The result is only slightly worse, and easily managed, under the assumption of a flat 3% AV growth rate over thirty years. Therefore, the conclusion is that the proposed FY2015-16 budget and planned staff additions over the next three years are affordable and sustainable, and consistent with the District’s long-term financial plan. FISCAL IMPACT There are no unbudgeted fiscal impacts associated with this Agenda Item. 5 PUBLIC NOTICE Public notice was provided as required by the Brown Act. No additional notice is required. CEQA COMPLIANCE Board review of the Controller’s Report is not a project under the California Environmental Quality Act and no environmental review is required. NEXT STEPS Following this Agenda Item, the Board will be asked to evaluate the FY2015-16 Budget in view of the information contained in the Controller’s report. Attachment: 1. FY 2015-16 Cash Budget 2. Projection 1 3. Projection 2 Prepared by: Michael L. Foster, Controller Contact person: (same as above) FY15-16BUDGET 1:55 PM2/20/2015 ($Thousands) EST. BEGINNING GENERAL CASH 33,045 GENERAL FUND TAX REVENUE 36,305 SANTA CLARA COUNTY PARKS 326 PROPERTY MANAGEMENT 1,261 INTEREST INCOME 145 OTHER INCOME 175 TOTAL GENERAL FUND REVENUE 38,212 OPERATING EXPENSES 21,183 PROPERTY MANAGEMENT 715 NON-MAA CAPITAL SPENDING 4,780 NON-MAA DEBT SERVICE 9,883 TOTAL GENERAL FUND SPENDING 36,561 REIMBURSEMENT FOR FY2014-15 MAA SPENDING 5,309 ENDING GENERAL FUND CASH 40,004 PROCEEDS FROM GO BONDS (net)44,825 MAA DEBT SERVICE 1,180 MAA TAX REVENUE 1,180 INTEREST INCOME 100 MAA CAPITAL SPENDING (net of grants)17,572 REIMBURSEMENT OF GENERAL FUND 5,309 ENDING MAA FUND CASH BALANCE 22,044 BEGINNING HAWTHORN CASH 1,650 HAWTHORNE SPENDING 544 ENDING HAWTHORN FUND CASH 1,106 ENDING TOTAL CASH BALANCES 63,154 FY2015-16 Cash Budget 30YRCF021415 1:55 PM2/20/2015 MROSD 30 YEAR CASH FLOW PROJECTION (FY14-44) ($Millions) TAX GROWTH: 5.0 %NON-MAA CAPEX GR:5.0 %15-18 OPEX STEP-UP:add 40 employees 2/17/15 OPEX GROWTH: 7.0 %GRANTS/MAA CAPEX:8 %16-19 CAPEX STEP-UP:$20M of new facilities OPEX GR > TAX GR:2.0 %OTHER REVENUE GR:2 %MAA LABOR:25% of Non-Land MAA Capex FISCAL YEAR: 14-15 15-16 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 2015-30 BEGINNING GEN CASH 32.63 38.36 42.09 38.97 35.01 31.10 34.33 37.29 40.16 41.39 44.01 46.41 48.45 50.41 52.21 54.75 TAX REVENUE 34.08 36.31 38.10 39.99 41.97 44.04 46.23 48.51 50.91 53.44 56.08 58.86 61.77 64.83 68.04 70.93 780.0 OTHER REVENUE 1.77 1.91 1.95 1.98 2.02 2.06 2.11 2.15 2.19 2.23 2.28 2.32 2.37 2.42 2.47 2.52 33.0 OPERATING REVENUES 35.85 38.21 40.05 41.97 43.99 46.11 48.33 50.66 53.11 55.67 58.36 61.18 64.14 67.25 70.50 73.44 813.0 OPERATING EXPENSES 17.10 20.00 22.30 24.80 26.52 28.37 30.34 32.45 34.70 37.11 39.69 42.45 45.40 48.56 51.93 54.66 539.3 Operating Exp/Taxes 50%55%59%62%63%64%66%67%68%69%71%72%74%75%76%77% NON-OPEX EXPENSE 2.25 0.72 0.50 0.51 0.52 0.53 0.54 0.55 0.56 0.57 0.59 0.60 0.61 0.62 0.63 0.65 8.7 NON-MAA CAPEX 1.88 3.88 10.74 10.93 11.12 4.68 4.91 5.15 5.41 5.67 5.95 6.25 6.56 6.88 7.22 7.53 102.9 NON-MAA DEBT SERVICE 8.89 9.88 9.63 9.69 9.74 9.31 9.58 9.64 11.21 9.69 9.73 9.84 9.61 9.38 8.17 8.08 143.2 NON-MAA SPENDING 30.12 34.48 43.16 45.93 47.90 42.88 45.37 47.79 51.88 53.05 55.96 59.14 62.18 65.44 67.96 70.92 794.1 OPERATING CASH FLOW 5.73 3.73 -3.12 -3.96 -3.91 3.23 2.96 2.88 1.22 2.62 2.40 2.04 1.96 1.80 2.54 2.53 18.9 ENDING GENERAL CASH 38.36 42.09 38.97 35.01 31.10 34.33 37.29 40.16 41.39 44.01 46.41 48.45 50.41 52.21 54.75 57.27 COMMITTED RESERVES 20.40 20.40 17.07 13.73 10.40 10.90 11.40 11.90 12.40 12.90 13.40 13.90 14.40 14.90 15.40 15.90 AVAILABLE GEN CASH 17.96 21.69 21.91 21.28 20.70 23.43 25.89 28.26 28.99 31.11 33.00 34.55 36.01 37.31 39.35 41.37 BOND PROCEEDS (NET)44.83 32.33 32.33 34.83 34.83 179.1 GO BOND DEBT SERVICE 1.18 2.38 2.38 3.44 4.51 4.51 5.58 6.64 6.64 7.79 8.94 8.94 10.09 11.24 11.24 95.5 GO BOND TAX REVENUE 1.18 2.38 2.38 3.44 4.51 4.51 5.58 6.64 6.64 7.79 8.94 8.94 10.09 11.24 11.24 95.5 INTEREST INCOME 0.10 0.15 0.07 0.20 0.20 0.10 0.20 0.20 0.10 0.20 0.20 0.10 0.20 0.20 0.10 2.3 MAA CAPEX 6.86 13.00 13.25 14.00 10.50 10.50 10.30 10.50 10.40 10.40 11.25 11.25 11.20 11.25 11.25 11.20 170.3 MAA LABOR 1.26 1.26 1.40 1.31 1.31 1.29 1.31 1.30 1.30 1.41 1.41 1.40 1.41 1.41 1.40 20.2 MAA GRANTS/GIFTS 1.55 2.50 1.06 1.12 0.84 0.84 0.82 0.84 0.83 0.83 0.90 0.90 0.90 0.90 0.90 0.90 15.1 NET MAA CAPEX 5.31 11.76 13.45 14.28 10.97 10.97 10.76 10.97 10.87 10.87 11.76 11.76 11.70 11.76 11.76 11.70 175.3 BOND REIMBURSEMENT 0.00 17.07 13.45 14.28 10.97 10.97 10.76 10.97 10.87 10.87 11.76 11.76 11.70 11.76 11.76 11.70 180.6 MAA TRUSTEE CASH 27.86 14.56 0.35 21.56 10.79 0.12 21.56 10.89 0.12 23.27 11.72 0.11 23.27 11.72 0.11 ENDOWMENT CASH 1.65 1.45 1.30 1.15 1.05 0.95 0.85 0.75 0.65 0.55 0.45 0.35 0.30 0.25 0.20 0.15 1.5 ENDING TOTAL CASH 34.70 71.40 54.83 36.51 53.71 46.06 38.26 62.47 52.93 44.68 70.13 60.51 50.82 75.73 66.67 57.54 CUMM MAA CAPEX 6.86 21.12 35.63 51.03 62.84 74.66 86.24 98.06 109.76 121.46 134.11 146.77 159.37 172.02 184.68 197.28 CUMM TOTAL CAPEX 8.74 26.88 52.13 78.46 101.39 117.88 134.38 151.34 168.45 185.82 204.43 223.34 242.50 262.04 281.92 302.05 30YRCF021415 1:55 PM2/20/2015 MROSD 30 YEAR CASH FLOW PROJECTION (FY14-44) ($Millions) 2/17/15 TAX GROWTH: 4.25 %NON-MAA CAPEX GR:4.25 %MAA LABOR:25% of Non-Land MAA Capex OPEX GROWTH: 5.25 %GRANTS/MAA CAPEX:8 % PLUS: $3M CAPEX/YR AFTER MAA COMPLETED OPEX GR > TAX GR:1.0 %OTHER REVENUE GR:2 % Issue all $300M of MAA bonds in 26 years FISCAL YEAR: 29-30 30-31 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 2030-45 BEGINNING GEN CASH 52.21 57.27 59.69 62.08 64.43 66.73 69.30 70.55 71.90 73.28 74.14 74.41 74.03 72.41 74.43 75.42 TAX REVENUE 70.93 73.94 77.08 80.36 83.78 87.34 91.05 94.92 98.95 103.16 107.54 112.11 116.88 121.84 127.02 132.42 1508.4 OTHER REVENUE 2.52 2.57 2.62 2.67 2.72 2.78 2.83 2.89 2.95 3.01 3.07 3.13 3.19 3.26 3.32 3.39 44.4 OPERATING REVENUES 73.44 76.51 79.70 83.03 86.50 90.11 93.88 97.81 101.90 106.16 110.61 115.24 120.07 125.10 130.34 135.81 1552.8 OPERATING EXPENSES 54.66 57.53 60.55 63.73 67.07 70.59 74.30 78.20 82.31 86.63 91.18 95.96 101.00 106.30 111.89 117.76 1265.0 Operating Exp/Taxes+RR 77%78%79%79%80%81%82%82%83%84%85%86%86%87%88%89% NON-OPEX EXPENSE 0.65 0.66 0.67 0.69 0.70 0.71 0.73 0.74 0.76 0.77 0.79 0.80 0.82 0.84 0.85 0.87 11.4 NON-MAA CAPEX 7.53 7.85 8.18 8.53 8.90 9.27 9.67 10.08 10.51 10.95 11.42 11.90 12.41 15.94 16.61 17.32 169.6 NON-MAA DEBT SERVICE 8.08 8.05 7.91 7.73 7.53 6.96 7.93 7.44 6.95 6.95 6.95 6.95 7.45 0.00 0.00 0.00 88.8 NON-MAA SPENDING 70.92 74.09 77.31 80.68 84.20 87.54 92.63 96.46 100.52 105.30 110.34 115.63 121.69 123.08 129.35 135.95 1534.8 OPERATING CASH FLOW 2.53 2.42 2.39 2.35 2.30 2.57 1.25 1.35 1.38 0.86 0.27 -0.39 -1.62 2.02 0.99 -0.14 18.0 ENDING GENERAL CASH 57.27 59.69 62.08 64.43 66.73 69.30 70.55 71.90 73.28 74.14 74.41 74.03 72.41 74.43 75.42 75.28 COMMITTED RESERVES 15.90 16.40 16.90 17.40 17.90 18.40 18.90 19.40 19.90 20.40 20.90 21.40 21.90 22.40 22.90 23.40 AVAILABLE GEN CASH 41.37 43.29 45.18 47.03 48.83 50.90 51.65 52.50 53.38 53.74 53.51 52.63 50.51 52.03 52.52 51.87 NOTE PROCEEDS (NET)32.33 32.33 32.33 22.33 119.3 GO BOND DEBT SERVICE 11.24 12.31 13.37 13.37 14.44 15.51 15.51 16.58 17.64 17.64 18.38 19.12 19.12 19.12 19.12 19.12 250.3 GO BOND TAX REVENUE 11.24 12.31 13.37 13.37 14.44 15.51 15.51 16.58 17.64 17.64 18.38 19.12 19.12 19.12 19.12 19.12 250.3 INTEREST INCOME 0.10 0.20 0.20 0.10 0.20 0.20 0.10 0.20 0.20 0.10 0.15 0.15 1.8 MAA CAPEX 11.20 10.75 10.50 10.15 10.50 10.50 10.40 10.50 10.50 10.40 10.25 9.00 2.56 0.00 0.00 0.00 116.0 MAA LABOR 1.40 1.34 1.31 1.27 1.31 1.31 1.30 1.31 1.31 1.30 1.28 1.13 0.32 0.00 14.5 MAA GRANTS (8%)0.90 0.86 0.84 0.81 0.84 0.84 0.83 0.84 0.84 0.83 0.82 0.72 0.20 0.00 0.00 0.00 9.3 NET MAA CAPEX 11.70 11.23 10.97 10.61 10.97 10.97 10.87 10.97 10.97 10.87 10.71 9.41 2.68 0.00 0.00 0.00 121.2 BOND REIMBURSEMENT 11.70 11.23 10.97 10.61 10.97 10.97 10.87 10.97 10.97 10.87 10.71 9.41 2.68 0.00 0.00 0.00 121.2 MAA TRUSTEE CASH 0.11 21.41 10.64 0.13 21.69 10.92 0.15 21.71 10.93 0.16 11.93 2.68 0.00 0.00 0.00 0.00 ENDOWMENT 0.15 0.10 0.05 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 0.2 ENDING TOTAL CASH 57.54 81.20 72.77 64.56 88.42 80.22 70.70 93.60 84.21 74.31 86.35 76.71 72.41 74.43 75.42 75.28 CUMM MAA CAPEX 197.28 209.37 221.19 232.61 244.42 256.23 267.93 279.74 291.56 303.26 314.79 324.91 327.79 327.79 327.79 327.79 CUMM TOTAL CAPEX 302.05 321.99 341.99 361.94 382.65 403.74 425.10 447.00 469.31 491.97 514.92 536.95 552.24 568.18 584.79 602.11 30YRCF021415 1:55 PM2/20/2015 2/17/15 FISCAL YEAR: 14-15 15-16 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 AV GROWTH: 5.0 % ASSESSED VALUE ($B)197.8 209.9 220.4 231.4 242.9 255.1 267.8 281.2 295.3 310.1 325.6 341.8 358.9 376.9 395.7 412.6 DEBT SERVICE ($M)1.18 2.38 2.38 3.44 4.51 4.51 5.58 6.64 6.64 7.79 8.94 8.94 10.09 11.24 11.24 TAX RATE $0.56 $1.08 $1.03 $1.42 $1.77 $1.68 $1.98 $2.25 $2.14 $2.39 $2.62 $2.49 $2.68 $2.84 $2.72 FISCAL YEAR: 29-30 30-31 31-32 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 AV GROWTH: 4.25 % ASSESSED VALUE ($B)412.6 430.1 448.4 467.4 487.3 508.0 529.6 552.1 575.6 600.0 625.5 652.1 679.8 708.7 738.8 770.2 DEBT SERVICE 11.24 12.31 13.37 13.37 14.44 15.51 15.51 16.58 17.64 17.64 18.38 19.12 19.12 19.12 19.12 19.12 TAX RATE $2.72 $2.86 $2.98 $2.86 $2.96 $3.05 $2.93 $3.00 $3.07 $2.94 $2.94 $2.93 $2.81 $2.70 $2.59 $2.48 MROSD PROJECTED MEASURE AA TAX RATE 30YRCF02141540 1:55 PM2/20/2015 MROSD 30 YEAR CASH FLOW PROJECTION (FY14-44) ($Millions) TAX GROWTH: 3.5 %NON-MAA CAPEX GR:3.5 %15-18 OPEX STEP-UP:add 40 employees 2/17/15 OPEX GROWTH: 5.4 %GRANTS/MAA CAPEX:8 %16-19 CAPEX STEP-UP:$20M of new facilities OPEX GR > TAX GR:1.9 %OTHER REVENUE GR:2 %MAA LABOR:25% of Non-Land MAA Capex FISCAL YEAR: 14-15 15-16 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 2015-30 BEGINNING GEN CASH 32.63 38.36 42.09 38.50 33.56 28.49 30.38 31.85 33.08 32.51 33.19 33.53 33.40 33.10 32.57 32.74 TAX REVENUE 34.08 36.31 37.58 38.89 40.25 41.66 43.12 44.63 46.19 47.81 49.48 51.21 53.00 54.86 56.78 58.48 700.2 OTHER REVENUE 1.77 1.91 1.95 1.98 2.02 2.06 2.11 2.15 2.19 2.23 2.28 2.32 2.37 2.42 2.47 2.52 33.0 OPERATING REVENUES 35.85 38.21 39.52 40.87 42.28 43.73 45.22 46.78 48.38 50.04 51.76 53.54 55.38 57.28 59.25 61.00 733.2 OPERATING EXPENSES 17.10 20.00 22.30 24.80 26.14 27.55 29.04 30.61 32.26 34.00 35.84 37.77 39.81 41.96 44.23 45.95 492.3 Operating Exp/Taxes 50%55%59%64%65%66%67%69%70%71%72%74%75%76%78%79% NON-OPEX EXPENSE 2.25 0.72 0.50 0.51 0.52 0.53 0.54 0.55 0.56 0.57 0.59 0.60 0.61 0.62 0.63 0.65 8.7 NON-MAA CAPEX 1.88 3.88 10.68 10.82 10.95 4.44 4.59 4.75 4.92 5.09 5.27 5.45 5.65 5.84 6.05 6.23 94.6 NON-MAA DEBT SERVICE 8.89 9.88 9.63 9.69 9.74 9.31 9.58 9.64 11.21 9.69 9.73 9.84 9.61 9.38 8.17 8.08 143.2 NON-MAA SPENDING 30.12 34.48 43.11 45.82 47.35 41.83 43.76 45.55 48.95 49.36 51.42 53.67 55.68 57.81 59.08 60.91 738.8 OPERATING CASH FLOW 5.73 3.73 -3.59 -4.94 -5.07 1.90 1.47 1.23 -0.57 0.68 0.34 -0.13 -0.30 -0.53 0.16 0.09 -5.5 ENDING GENERAL CASH 38.36 42.09 38.50 33.56 28.49 30.38 31.85 33.08 32.51 33.19 33.53 33.40 33.10 32.57 32.74 32.83 COMMITTED RESERVES 20.40 20.40 17.07 13.74 10.41 10.91 11.41 11.91 12.16 12.41 12.66 12.91 13.16 13.41 13.66 13.91 AVAILABLE GEN CASH 17.96 21.69 21.43 19.82 18.08 19.47 20.44 21.17 20.35 20.78 20.87 20.49 19.94 19.16 19.08 18.92 BOND PROCEEDS (NET)44.83 29.73 24.83 24.83 24.83 149.1 GO BOND DEBT SERVICE 1.18 2.38 2.38 3.36 4.34 4.34 5.16 5.98 5.98 6.80 7.62 7.62 8.44 9.25 9.25 84.0 GO BOND TAX REVENUE 1.18 2.38 2.38 3.36 4.34 4.34 5.16 5.98 5.98 6.80 7.62 7.62 8.44 9.25 9.25 84.0 INTEREST INCOME 0.10 0.15 0.07 0.18 0.18 0.08 0.15 0.15 0.06 0.15 0.15 0.06 0.15 0.15 0.06 1.8 MAA CAPEX 6.86 13.00 13.25 14.00 10.00 9.75 9.35 8.10 8.00 8.00 8.10 8.00 8.00 8.10 8.00 8.00 141.7 MAA LABOR 1.26 1.26 1.40 1.25 1.22 1.17 1.01 1.00 1.00 1.01 1.00 1.00 1.01 1.00 1.00 16.6 MAA GRANTS/GIFTS 1.55 2.50 1.06 1.12 0.80 0.78 0.75 0.65 0.64 0.64 0.65 0.64 0.64 0.65 0.64 0.64 12.8 NET MAA CAPEX 5.31 11.76 13.45 14.28 10.45 10.19 9.77 8.46 8.36 8.36 8.46 8.36 8.36 8.46 8.36 8.36 145.5 BOND REIMBURSEMENT 0.00 17.07 13.45 14.28 10.45 10.19 9.77 8.46 8.36 8.36 8.46 8.36 8.36 8.46 8.36 8.36 150.8 MAA TRUSTEE CASH 27.86 14.56 0.35 19.81 9.80 0.11 16.63 8.42 0.12 16.63 8.42 0.12 16.64 8.43 0.13 ENDOWMENT CASH 1.65 1.45 1.30 1.15 1.05 0.95 0.85 0.75 0.65 0.55 0.45 0.35 0.30 0.25 0.20 0.15 1.5 ENDING TOTAL CASH 34.70 71.40 54.37 35.06 49.35 41.14 32.82 50.46 41.58 33.86 50.62 42.18 33.53 49.46 41.37 33.11 CUMM MAA CAPEX 6.86 21.12 35.63 51.03 62.28 73.25 83.77 92.88 101.88 110.88 119.99 128.99 137.99 147.11 156.11 165.11 CUMM TOTAL CAPEX 8.74 26.88 52.07 78.29 100.49 115.90 131.01 144.88 158.80 172.89 187.27 201.73 216.37 231.33 246.38 261.61 30YRCF02141540 1:55 PM2/20/2015 MROSD 30 YEAR CASH FLOW PROJECTION (FY14-44) ($Millions) 2/17/15 TAX GROWTH: 3.00 %NON-MAA CAPEX GR:3.00 %MAA LABOR:25% of Non-Land MAA Capex OPEX GROWTH: 3.90 %GRANTS/MAA CAPEX:8 % OPEX GR > TAX GR:0.9 %OTHER REVENUE GR:2 % Issue $255M of MAA bonds in 30 years FISCAL YEAR: 29-30 30-31 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 2030-45 BEGINNING GEN CASH 32.74 32.83 32.76 32.62 32.43 32.19 32.22 30.98 29.89 28.92 27.54 25.72 23.42 20.11 23.70 26.70 TAX REVENUE 58.48 60.24 62.04 63.91 65.82 67.80 69.83 71.93 74.08 76.31 78.60 80.95 83.38 85.88 88.46 91.11 1120.3 OTHER REVENUE 2.52 2.57 2.62 2.67 2.72 2.78 2.83 2.89 2.95 3.01 3.07 3.13 3.19 3.26 3.32 3.39 44.4 OPERATING REVENUES 61.00 62.80 64.66 66.58 68.55 70.58 72.67 74.82 77.03 79.31 81.66 84.08 86.57 89.14 91.78 94.50 1164.7 OPERATING EXPENSES 45.95 47.75 49.61 51.54 53.55 55.64 57.81 60.07 62.41 64.84 67.37 70.00 72.73 75.56 78.51 81.57 949.0 Operating Exp/Taxes+RR 79%79%80%81%81%82%83%84%84%85%86%86%87%88%89%90% NON-OPEX EXPENSE 0.65 0.66 0.67 0.69 0.70 0.71 0.73 0.74 0.76 0.77 0.79 0.80 0.82 0.84 0.85 0.87 11.4 NON-MAA CAPEX 6.23 6.42 6.61 6.81 7.01 7.22 7.44 7.66 7.89 8.13 8.37 8.62 8.88 9.15 9.42 9.70 119.3 NON-MAA DEBT SERVICE 8.08 8.05 7.91 7.73 7.53 6.96 7.93 7.44 6.95 6.95 6.95 6.95 7.45 0.00 0.00 0.00 88.8 NON-MAA SPENDING 60.91 62.87 64.80 66.77 68.79 70.54 73.91 75.91 78.00 80.69 83.48 86.38 89.88 85.55 88.79 92.15 1168.5 OPERATING CASH FLOW 0.09 -0.07 -0.13 -0.19 -0.24 0.04 -1.24 -1.09 -0.97 -1.38 -1.82 -2.30 -3.31 3.59 2.99 2.35 -3.8 ENDING GENERAL CASH 32.83 32.76 32.62 32.43 32.19 32.22 30.98 29.89 28.92 27.54 25.72 23.42 20.11 23.70 26.70 29.05 COMMITTED RESERVES 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 13.91 AVAILABLE GEN CASH 18.92 18.85 18.71 18.52 18.28 18.31 17.07 15.98 15.01 13.63 11.81 9.51 6.20 9.79 12.79 15.14 NOTE PROCEEDS (NET)19.83 19.83 19.83 24.83 19.83 104.2 GO BOND DEBT SERVICE 9.25 9.91 10.56 10.56 11.22 11.87 11.87 12.53 13.18 13.18 14.00 14.82 14.82 15.47 16.13 16.13 196.3 GO BOND TAX REVENUE 9.25 9.91 10.56 10.56 11.22 11.87 11.87 12.53 13.18 13.18 14.00 14.82 14.82 15.47 16.13 16.13 196.3 INTEREST INCOME 0.06 0.12 0.12 0.05 0.12 0.12 0.05 0.12 0.12 0.05 0.13 0.13 0.06 0.12 0.12 0.05 1.5 MAA CAPEX 8.00 6.40 6.40 6.40 6.40 6.40 6.40 6.40 6.40 6.40 8.00 8.00 8.00 6.40 6.40 6.56 101.0 MAA LABOR 1.00 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.80 1.00 1.00 1.00 0.80 0.80 0.82 12.6 MAA GRANTS (8%)0.64 0.51 0.51 0.51 0.51 0.51 0.51 0.51 0.51 0.51 0.64 0.64 0.64 0.51 0.51 0.52 8.1 NET MAA CAPEX 8.36 6.69 6.69 6.69 6.69 6.69 6.69 6.69 6.69 6.69 8.36 8.36 8.36 6.69 6.69 6.86 105.5 BOND REIMBURSEMENT 8.36 6.69 6.69 6.69 6.69 6.69 6.69 6.69 6.69 6.69 8.36 8.36 8.36 6.69 6.69 6.86 105.5 MAA TRUSTEE CASH 0.13 13.39 6.82 0.14 13.40 6.83 0.14 13.40 6.84 0.15 16.75 8.52 0.16 13.42 6.85 0.00 ENDOWMENT 0.15 0.10 0.05 0.00 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.2 ENDING TOTAL CASH 33.11 46.25 39.50 32.57 45.53 39.05 31.12 43.29 35.75 27.69 42.47 31.94 20.27 37.12 33.55 29.05 CUMM MAA CAPEX 165.11 172.31 179.51 186.71 193.91 201.11 208.31 215.51 222.71 229.91 238.91 247.91 256.91 264.11 271.31 278.69 CUMM TOTAL CAPEX 261.61 275.22 289.03 303.04 317.25 331.67 346.31 361.17 376.26 391.59 408.96 426.58 444.46 460.81 477.43 494.52 30YRCF02141540 1:55 PM2/20/2015 2/17/15 FISCAL YEAR: 14-15 15-16 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 AV GROWTH: 3.5 % ASSESSED VALUE ($B)197.8 209.9 217.2 224.8 232.7 240.8 249.3 258.0 267.0 276.4 286.0 296.0 306.4 317.1 328.2 338.1 DEBT SERVICE ($M)1.18 2.38 2.38 3.36 4.34 4.34 5.16 5.98 5.98 6.80 7.62 7.62 8.44 9.25 9.25 TAX RATE $0.56 $1.09 $1.06 $1.44 $1.80 $1.74 $2.00 $2.24 $2.16 $2.38 $2.57 $2.49 $2.66 $2.82 $2.74 FISCAL YEAR: 29-30 30-31 31-32 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 AV GROWTH: 3.0 % ASSESSED VALUE ($B)338.1 348.2 358.7 369.4 380.5 391.9 403.7 415.8 428.3 441.1 454.3 468.0 482.0 496.5 511.4 526.7 DEBT SERVICE 9.25 9.91 10.56 10.56 11.22 11.87 11.87 12.53 13.18 13.18 14.00 14.82 14.82 15.47 16.13 16.13 TAX RATE $2.74 $2.85 $2.95 $2.86 $2.95 $3.03 $2.94 $3.01 $3.08 $2.99 $3.08 $3.17 $3.07 $3.12 $3.15 $3.06 MROSD PROJECTED MEASURE AA TAX RATE R-15-33 Meeting 15-05 February 25, 2015 AGENDA ITEM 8 AGENDA ITEM Initial Review of the Proposed Action Plan and Budget for Fiscal Year 2015-16 GENERAL MANAGER’S RECOMMENDATIONS 1. Review the proposed Action Plan and Budget for Fiscal Year 2015-16 (FY2015-16). The FY2015-16 Final Action Plan and Budget will be presented for Board adoption at the March 25, 2015 regular meeting. 2. Direct staff to replace the Five-Year Capital Improvement Program with a Three-Year Capital Improvement Program. 3. Determine whether the Action Plan and Budget Committee shall meet to further discuss and refine the Proposed FY2015-16 District Action Plan and Budget prior to full Board consideration of the final adoption. SUMMARY The FY2015-16 Proposed Action Plan and Budget for the Midpeninsula Regional Open Space District (District) is notably different from prior years, as this is the first time that Measure AA projects are specifically identified. The Action Plan and Budget also includes implementation of the Financial and Organizational Sustainability Model (FOSM) recommendations. In total, the FY2015-16 Action Plan contains 156 Key Projects, an increase of 63% over the FY2014-15 total of 96 projects. Likewise, the total District budget is increasing by $11.9 million (27%), reflecting a 113% increase in capital projects due to Measure AA, as well as a 12% ($2.2 million) increase in the operating budget related to the addition of nine positions to (a) support the significant ramp up in project delivery, (b) implement the FOSM organizational restructuring that aims to increase internal efficiencies and through-put, and (c) address a long-standing gap in core functions. DISCUSSION This next fiscal year will be one marked with major internal changes for the District as it makes important adjustments to the organizational structure, institutes needed financial and operational systems, increases its emphasis in project management and delivery, and allocates adequate administrative support to fulfill the commitments made as part of Measure AA, while simultaneously meeting the District’s land management and visitor services obligations. To this end, the proposed Action Plan and Budget for FY2015-16 includes a substantial increase in both R-15-33 Page 2 the number of total projects, and the total budget as compared to the prior fiscal year. This increase demonstrates the District’s commitment and drive to increase project delivery and complete projects within a shorter timeframe in keeping with promises made to the public. The proposed Action Plan is aggressive. There is much to be accomplished and high expectations from the public and Board to move quickly to begin completing Measure AA projects, hence the inclusion of 156 Key Projects, of which 41 are Measure AA projects. Given this large increase, the Assistant General Managers worked closely with the Department Managers to refine and tighten the individual project scopes of work for this upcoming fiscal year to gain a high level of confidence that the scopes are realistic. To this end, the Action Plan does rely heavily on adequate yet streamlined public participation, timely decision-making, improved business and support systems, sufficient administrative project support, and the return of much-needed staff capacity back to the individual departments to focus on department-led projects. The latter speaks specifically to the fact that over the last four years, substantial staffing resources, particularly in the senior levels, have been pulled from various departments to pursue and complete large, District-wide strategic initiatives, including the Strategic Plan, Vision Plan, and Capital Finance Project. Pulling senior level staff to manage and support these endeavors created a large deficit in project delivery, project support, and project mentoring capacity. The redeployment of senior level capacity is significant and will substantially improve overall project delivery across all departments. Tied to this four-year staffing impact is the fact that departments are recalibrating their project delivery output potential. To account for this recalibration, individual project budgets do include contingencies that generally range between 15% and 30%. This recalibration will continue over the next year as the F OSM is implemented and new positions are added, vacancies filled, and as departments have a better grasp of their regained and added project delivery capacity. With this recalibration, the General Manager expects improved refinements in project costing that will allow for lower total contingencies as part of future budgets. Proposed New Positions Even with the redeployment of senior level staff to focus on department-led projects, additional personnel resources are needed to address a growing core function gap, to begin implementing the new FOSM organizational structure, and/or to provide much needed administrative support to effectively manage the large ramp up of projects as described in further detail below. The General Manager therefore recommends Board approval of nine (9) new positions as part of the FY2015-16 Budget. Core Function Gap – (1) Legislative and External Affairs Specialist The addition of one new position is being requested as part of the FY2015-16 Budget to address a long-standing gap in the District’s core functions to address legislative and external affairs that has grown to the point where a dedicated and focused position is now needed with relevant expertise, experience, and networking connections. FOSM Recommendations – (4) Chief Financial Officer/Administrative Services Director; Engineering and Construction Manager; Information Systems Division Manager; Special Projects Manager The FOSM, which is evaluating the District’s internal processes and organizational structure to identify improvements for increasing operational efficiencies and overall project and service R-15-33 Page 3 delivery output, has identified a number of significant gaps and deficiencies as part of their first phase of work, which is focused on the Macro Level organizational structure. Based on this analysis, the FOSM recommends the addition of four new positions as first tier priority positions to begin addressing internal structural and functional deficiencies. Support Systems – (4) Geographic and Information Systems Specialist; Information Technology Specialist; Ranger; Supervising Ranger Moreover, with the passage of Measure AA, the District is beginning to significantly ramp its project delivery output to accomplish a greater number of projects to fulfill the commitments made to the public regarding greater access, new additions of protected open space lands, and resource restoration. The FY2015-16 proposed Action Plan includes a 71% increase in the number of Measure AA projects and a 60% increase in the number of non-Measure AA projects as compared to the prior fiscal year, for a total of 156 Key Projects. In order to support this large increase in projects, two critical support systems positions are being recommended for inclusion into the FY2015-16 Budget. In addition, two field positions are also being requested to maintain the current level of service given the expanding facilities, new acreage of preserved lands, and increase in visitor use. Financial Implications to the Staffing Recommendations Based on an analysis of the Five-Year Operating Forecast, which includes the position recommendations listed above, these positions have been determined to be sustainable over the long-term. In the short-term, for FY2015-16 only, the operating budget would exceed the Controller’s OpEx Target by approximately $1.2 million. However, it is important to understand that the Controller’s current financial model assumes a more gradual staffing growth over the next five years, rather than front-loading the growth in the first one to two years. Based upon consultation with the Controller, there is flexibility in the model to front-load staffing in the early years and that up to approximately 40 new positions could be added, if necessary, within the next 3 years and still be sustainable based on the longer-term 30-year model. Future New Positions Given the District’s need for additional capacity to fulfill Measure AA and implement the Vision Plan, and recognizing that the FOSM full build out is still forthcoming as well as the 40 total positions that the District can sustain over the long term, the General Manager anticipates returning to the Action Plan and Budget Committee (ABC) and the Board for additional new position requests as part of or prior to the Midyear Review. These positions have not yet been determined, and will be defined as part of the FOSM Phase II implementation and build out. FY2015-16 Proposed Action Plan The FY2015-16 Proposed District Action Plan contains 156 Key Projects, an increase of 60 projects, or 63%, over the FY2014-15 Action Plan. Forty-one are Measure AA projects reflecting the first full implementation year of the Measure AA Expenditure Plan. Table 1 below provides a summary of the FY2015-16 Key Projects by function and funding source. R-15-33 Page 4 Table 1: FY2015-16 Action Plan Projects by Function MAA Funded Non-MAA Funded Total 10 4 14 6 18 24 25 21 46 0 14 14 0 17 17 0 41 41 41 115 156 Function Public Outreach Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access and Education Vehicles, Equipment, Facilities and Other Administrative and Other TOTAL PROJECTS FY2015-16 Proposed Budget The FY2015-16 Proposed Budget for the District is based on the revenue forecast by the District Controller in January 2015. For FY2015-16, property tax revenues of $36.31 million are projected, and the first tranche of the Measure AA Bonds, estimated at $44.65 million, is targeted to be received in Spring, 2015. The FY2015-16 Proposed District Budget totals $55.8 million and reflects the first full year of Measure AA Project implementation. The FY2015-16 Budget funds a total of 156 Action Plan Key Projects for the upcoming year. The capital budget increased by 113% over FY2014-15, which reflects the District’s aggressive emphasis in project delivery. Table 2 provides a summary of key revenue and expenditure categories for FY2015- 16. Table 2: FY2015-16 Proposed District Budget Source of Funds General Fund $37,290,296 67% Measure AA $18,022,950 32% Grants $ 451,000 1% Total Revenue $55,764,246 100% Proposed Expenditure Budget Operating Expenditures $21,183,307 38% Capital Expenditures $10,414,311 19% Land and Associated Costs $12,308,640 22% Debt Service $11,142,744 20% Property Management $ 795,244 1% Total Expenditures $55,764,246 100% FY2015-16 Proposed Staffing District staffing for FY2015-16 is budgeted for 138.55 FTE, an increase of 14 positions over the FY2014-15 adopted staffing level of 124.55 FTE. As part of the FY2014-15 Midyear Budget, five positions were added to accelerate Measure AA project implementation. An additional nine R-15-33 Page 5 positions are proposed for FY2015-16 as part of the first phase of the organizational restructuring recommended as part of the FOSM. Five-Year Capital Improvement Program (5-Year CIP) As part of the FY2011-12 Adopted Budget on March 23, 2011 (R-11-43), the Board directed staff to develop a five-year capital budget forecast and amended that direction at the December 19, 2012 Board meeting (R-12-121) to present a three-year capital forecast as part of the FY2013-14 annual District budget process and, upon completion of the Vision Plan, to evaluate the feasibility of a five-year capital forecast. Staff has prepared a 5-Year CIP as part of the FY2015-16 budget development process, however, the budget numbers in years four and five are very rough estimates and thus are not very useful. Unlike cities and counties which have regular maintenance cycles for their infrastructure (e.g., road repaving, facilities upgrades, etc.), the District’s capital projects tend to be driven more by regulatory requirements, partnership opportunities, and grant funding. Additionally, due to unknown conditions or finding protected species at project sites, project delays often occur. Finally, the unpredictability of some permitting processes can cause further delays. Due to these factors, project priorities shift frequently making it difficult to accurately forecast both project priorities and costs more than three years out. As a result, the General Manager recommends the District prepare a Three-Year CIP rather than a Five-year CIP. The District Controller concurs with the recommendation, as only years 1 through 3 of capital cost information is needed for bonding purposes. BOARD COMMITTEE REVIEW This agenda item was reviewed by the Action Plan and Budget Committee on January 29, February 3, and February 5, 2015. FISCAL IMPACT Final adoption of the Proposed FY2015-16 District Action Plan and Budget by the Board would authorize $55.8 million from the General Fund and $548,000 from the Hawthorns Fund to accomplish the District’s work plan for the next fiscal year. This Agenda Item is only the initial review of the Action Plan and Budget. Final adoption is scheduled for March 25, 2015. PUBLIC NOTICE Public notice has been provided as required by the Brown Act. CEQA COMPLIANCE This agenda item is not a project and is not subject to the California Environmental Quality Act (CEQA). NEXT STEPS  The Board determines whether the Action Plan and Budget Committee shall meet to further discuss and refine the Proposed FY2015-16 District Action Plan and Budget. R-15-33 Page 6  The Board considers adoption of the FY2015-16 Proposed District Action Plan and Budget at the March 25, 2015 Board Meeting. Attachment: 1. Proposed Fiscal Year 2015-16 District Action Plan and Budget Action Plan and Budget Committee: Curt Riffle, Chair Yoriko Kishimoto Pete Siemens Prepared by: Kate Drayson, Administrative Services Manager Ana Ruiz, Assistant General Manager Jane Mark, Planning Manager Michael Newburn, Operations Manager Shelly Lewis, Public Affairs Manager Michael Williams, Real Property Manager Kirk Lenington, Natural Resources Manager Tina Hugg, Senior Planner Gina Coony, Planner III Gordon Baillie, Management Analyst Elaina Cuzick, Real Property Specialist Peggy Koenig, Public Affairs Specialist Amudha Sankar, Senior Administrative Assistant Contact person: Kate Drayson, Administrative Services Manager PROPOSED FISCAL YEAR 2015-16 DISTRICT ACTION PLAN AND BUDGET SECTION I: PROPOSED FISCAL YEAR 2015-16 DISTRICT ACTION PLAN PROPOSED FISCAL YEAR 2015-16 ACTION PLAN The annual District Action Plan forms the fiscal year work program and includes all of the projects and key initiatives that the District will pursue and for which it will dedicate staff and financial resources. With the approval of the Measure AA by the voters in June 2013, this next fiscal year represents the first full year of Measure AA project funding. Significant staff resources have been redeployed to focus public access, land preservation, and environmental restoration projects, including Measure AA-funded capital projects. The proposed Fiscal Year (FY) 2015-16 Action Plan contains a total of 156 projects, of which 41, or 26%, are eligible for Measure AA reimbursement. The total number of Action Plan Key Projects increased by 63% (60 projects) from the prior year, which reflects the District’s aggressive emphasize on project delivery. DESCRIPTION The District’s annual Action Plan identifies all of the key projects and initiatives that the District will work on for the upcoming year. The Action Plan projects are grouped into one of the following programs: • Land Acquisition and Preservation • Natural Resource Protection and Restoration • Public Access and Education • Public Outreach • Vehicles, Equipment, Facilities, and Other • Administrative Support The scope, schedule, budget, and funding source for each project are described in the Action Plan to inform the Board and public about the details of the work program and anticipated milestones, and assist staff with project tracking and management. The Action Plan is cross referenced to the budget and provides the project detail to explain the total anticipated expenditures and budget allocations. The project costs shown in the Action Plan reflect the direct project costs; staffing costs are shown as part of the salaries and benefits budget. Action Plan projects are further categorized as Priority 1 or 2 based on the following criteria: Priority 1 Projects • Associated with an imminent legal or binding commitment • Are grant/Measure AA-funded and have a funding deadline • Address a public health and/or safety concern • Provide an immediate opportunity to protect or mitigate a threat to regional biodiversity • Add internal efficiencies to expedite project delivery • Are time-sensitive, such as imminent deadlines/need, ready partners, ready opportunity • Provide greatest beneficial impact to achieving the District’s Strategic Plan goals:  Goal 1 – Promote, establish and implement a common conservation vision with partners  Goal 2 – Connect people to open space and a regional vision  Goal 3 – Strengthen organizational capacity to fulfill the mission Priority 2 Projects • No imminent deadlines or other time-sensitive requirements • Enhance organizational effectiveness and support strategic plan goals to a lesser level • Facilitate future partnerships Section I - Page 1 Finally, the funding source for each project is indicated with the following abbreviations: OpEx-GF: Operating Budget – General Fund OpEx-Hwth: Operating Budget – Hawthorn Fund CapEx-GF: Capital Budget – General Fund CapEx-GF: Capital Budget – Hawthorn Fund CapEx-MAA: Capital Budget – Measure AA FY2015-16 PROPOSED ACTION PLAN The voter-approved Measure AA Expenditure Plan serves to guide the District’s capital program to increase public access to District lands, preserve additional land, and restore the natural resources and protect wildlife habitats. The Action Plan includes these Measure AA projects, non-Measure AA capital projects, such as Tier 2 Vision Plan projects and staff facility improvements, as well as non-capital projects. A tally of the FY2015-16 Action Plan Key Projects by function and funding source is provided in Table 1 below. Table 1: FY2015-16 Action Plan Projects by Function The following pages present the District’s FY2015-16 Proposed Action Plan by department and provide detail regarding the Key Projects. MAA Funded Non-MAA Funded Total 10 4 14 61824 25 21 46 01414 01717 04141 41 115 156 Function Public Outreach Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access and Education Vehicles, Equipment, Facilities and Other Administrative and Other TOTAL PROJECTS Section I - Page 2 ATTACHMENT 1 FY 2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source PROGRAM: INFORMATION TECHNOLOGY Priority 1 Board Room PA System Replacement PA System Upgrade for Board Room to replace aging system and inconsistent performance. Hire a contractor to replace Board Room PA/recording system. Q3 FY15-16 $20,000 OpEx - GF Client software upgrades Upgrade Microsoft Office Suite of software. Required for continued usage of add-ins and software support. Upgrade Microsoft Office Suite to Office 15/16 when released. Requires building and testing of image. Q3/Q4 FY15-16 $57,270 OpEx - GF Document Management System Implementation Procure and implement a digital storage solution for District documents and records. Acquisition/installation of a document management system. The scope includes interface with IAFS for the systematic uploading of invoices and contracts. Q2 FY15-16 $100,000 CapEx - GF Field Office IT Equipment Replacement Replace aging computer hardware (6+ yrs). Reconfigure workstation area amd replace aging IT equipment for each field office. Q1 FY15-16 $10,800 OpEx - GF Information Technology (IT) Strategic Plan Develop a 5-year District-wide IT Strategic Plan to effectively fullfill the District's mission, policies, and goals. Hire consultant to evaluate current IT technology and systems and prepare a 5-year strategic business plan to guide immediate and upcoming IT needs that considers process improvements, business continuity/disaster recovery as well as current and future technology/legal/safety requirements. Q3 FY15-16 $50,000 OpEx - GF Priority 2 District-wide Intranet Provide a more efficient and effective mode of sharing information with employees. Design intranet site interface and determine and develop content. Pilot launch in Administration and Operations. Q1 FY15-16 $0 OpEx - GF Field Office IT Infrastructure Upgrades IT infrastructure upgrades for Field Offices. Complete FFO and SFO server/client updates, includes setting up domain active directory services, roaming profiles, and file storage improvements. Q2/Q3 FY15-16 $2,000 OpEx - GF FY 2015-16 ACTION PLAN KEY PROJECTS: ADMINISTRATION Key Project Purpose Project Description ADMINISTRATION - 1 of 2Section I - Page 3 ATTACHMENT 1 FY 2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: ADMINISTRATION Key Project Purpose Project Description PROGRAM: FINANCIAL MANAGEMENT Priority 1 Issue General Obligation Bond for Measure AA Prepare for and issue General Obligation (GO) Bonds. Work with bond counsel, underwriter, and Trustee to issue the District's first tranche of Measure AA GO Bonds. Q1 FY15-16 Included in bond issuance OpEx - GF Integrated Accounting and Financial System - Phase II Replace the obsolete Fundware system and provide the District with more robust financial planning, analysis and forecasting capabilities Implementation/rollout of the HR modules and possibly electronic timecards. Consultant-led analysis of District's current business processes in IAFS for possible improvement and streamlining. Q3 FY15-16 $38,000 CapEx - GF Priority 2 - None PROGRAM: HUMAN RESOURCES Priority 1 Telecommuting and Remote Access Policy Consider the feasibility of telecommuting to allow District employees to work remotely. Research the feasibility of creating policies and procedures to allow employee access to the District computer network to work remotely. Q1 FY15-16 $0 OpEx - GF Priority 2 Performance Planning and Evaluation Process and Forms Provide a more streamlined and meaningful employee performance evaluation process. Develop new process and prepare new forms to conduct performance evaluations for office and field staff. FY15-16 $5,000 OpEx - GF Training Database Update Database functionality to meet current informational needs. Work with consultant to add multiple user access, more reports, and more data fields to database. Q1 FY15-16 $1,000 OpEx - GF VEHICLES, EQUIPMENT, FACILITIES, AND OTHER Priority 1 AO3 Office Space Prepare new leased office space at AO3 to accommodate staff growth. Remodel new leased office space and purchase and install furniture and IT network. Q1 FY15-16 $55,000 OpEx - GF Priority 2 - None ADMINISTRATION - 2 of 2Section I - Page 4 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source PROGRAM: LITIGATION Priority 1 ECdM Staging Area Cost- Recovery Attempt to recover costs from ECdM Staging Area drainage failures. Work with the Planning Department to seek recovery costs. TBD Budget of $75,000 carried in Planning Dept OpEx - GF Mt Umunhum Road Access Rights Obtain legal rights needed for planned road access. Work with Real Property to successfully conclude negotiated purchase, or litigate to perfect or acquire needed road rights. TBD Budget of $100,000 carried in Real Property Department. OpEx - GF Priority 2 - None PROGRAM: RISK MANAGEMENT Priority 1 - None Priority 2 Integration of Insurance Requirements into IAFS To ensure Purchase Orders with no contract carry appropriate insurance coverage. Pursue the feasibility of integration of indemnification and insurance requirements into IAFS for Purchase Orders, in conformance with CJPIA’s recommendations. Q2 Discussion with Accounting, NW; Q4 determination made if integration doable; if so, plan incorporated $0 OpEx - GF PROGRAM: ADMINISTRATIVE SUPPORT Priority 1 Records Retention Update Update the Records Retention Policies and Practices, particularly as applies to email. Research and update Records Retention schedule and develop policy. Q4 FY15-16 $0 OpEx - GF Priority 2 - None GENERAL COUNSEL Key Project Purpose Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: GENERAL COUNSEL - 1 of 1Section I - Page 5 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source PROGRAM: ORGANIZATIONAL MANAGEMENT Priority 1 Begin FOSM Implementation Following completion of the FOSM Study, organizational and process changes will be implemented to improve the District's delivery of its mission and Measure AA projects. To be determined once the FOSM report is completed (February 2015). TBD $100,000 OpEx - GF Bond Oversight Committee (BOC) Formation and Setup Form the Bond Oversight Committee to verify Measure AA expenditures, and prepare new members for their first year of work. Announce BOC recruitment, place ads and announcements on various media, receive and review applications, schedule and conduct Board interviews, schedule vote and appointment by the Board, schedule oath of office, prepare District on-boarding binder, conduct BOC orientation. Q3 FY15-16: recruitment process Q4 FY15-16: BOC selection and orientation $2,500 OpEx - GF Budget Development Process Prepare new budget spreadsheets to assist Departments in preparing the annual Budget/Capital Improvement Plan. Compile budget development spreadsheets from all departments and assemble new system of integrated spreadsheets for District-wide department use to prepare the annual District Budget. Q3 FY15-16 $0 OpEx - GF Priority 2 - None FY 2015-16 ACTION PLAN KEY PROJECTS: GENERAL MANAGER Key Project Purpose Project Description GENERAL MANAGER - 1 of 1Section I - Page 6 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source NATURAL RESOURCE PROTECTION AND RESTORATION Priority 1 Upper La Honda Creek Grazing Infrastructure (MAA 5-2) Complete fencing and water system upgrades to implement conservation grazing program. Develop plans for fencing and water system to complete grazing infrastructure within Pasture 4 area of Upper La Honda Creek OSP (McDonald Ranch) and hire contractor to complete construction. Q3 Field reviews and develop bid documents. Q4 Complete construction. $285,000 CapEx - MAA La Honda Creek Endangered Wildlife Protection (MAA 7-4) Restore coho salmon and steelhead habitat within San Gregorio Creek at the Event Center parcel of La Honda Creek OSP. Working with partners (San Mateo County Resource Conservation District, Peninsula Open Space Trust), complete field reviews and review preliminary through final engineered designs. Q4 Complete field reviews and design review. Q1 FY2015-16, contract for payment. $28,000 CapEx - MAA La Honda Creek Grazing Infrastructure (MAA 7-5) Complete fencing, water system, and corral upgrades to implement conservation grazing program. Develop plans for corral rebuild within Driscoll Ranch area of La Honda Creek OSP (McDonald Ranch), including necessary additional fencing and water system infrastructure and hire contractor to complete construction. Q1 Complete field reviews and develop bid documents. Q2 Complete construction. $132,000 CapEx - MAA Russian Ridge Grazing Infrastructure (MAA 9-1) Complete fencing upgrades to implement conservation grazing program. Develop plans for fencing to complete grazing infrastructure within former Mindego Ranch area of Russian Ridge OSP and hire contractor to complete construction. Q1 Complete field reviews and develop bid documents. Q2 Complete construction. $91,000 CapEx - MAA Wildlife Passage Improvements: Highway 17 (MAA 20-1) Improve wildlife movement across State Highway 17 in Santa Clara County near Lexington Reservoir. Working with partners (CalTrans, Peninsula Open Space Trust, Santa Clara County Parks), complete conceptual design for wildlife crossing structure. Q2 Prepare RFP and hire contractor. Q3 Complete conceptual design. $120,000 CapEx - MAA FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description NATURAL RESOURCES - 1 of 7Section I - Page 7 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description NATURAL RESOURCE PROTECTION AND RESTORATION (Cont'd) Priority 1 (Cont'd) Mindego Ranch Aquatic Species Habitat Enhancement Plan Implementation Implement long-term management plan for sensitive aquatic species at Mindego Ranch area of Russian Ridge Open Space Preserve. Collect additonal San Francisco Garter Snake (SFGS) and other sensitive aquatic species distribution and abundance data and begin bullfrog eradication efforts. Q1-Q2 Complete second year SFGS monitoring and staff training. Q4 Complete Year- 2 Report. $60,700 OpEx - GF Endangered Species Act Take Permit: Safe Harbors Agreement Streamline permitting process for District projects that may impact protected species. Develop agreement with US Fish and Wildlife Service to permit take of listed species when implementing projects. Q2-Q4 Develop Safe Harbors Agreement with USFWS. $25,000 OpEx - GF Predator/ Livestock Predation Policy Develop District Policy for response to predator interactions with public and tenants to protect human health and safety. Develop District policy describing responses to different types of predator interactions and management actions to minimize negative interactions, included economic losses for agricultural tenants. Q2-Q4 Develop Policy with consultant and PNR Committee. $10,000 OpEx - GF Toto Ranch Grazing Management Plan Develop plan for conservation grazing of property that includes water infrastructure and resource management. Work with tenant to develop grazing management plan for Toto Ranch area of Tunitas Creek OSP. Q1 Hire consultant complete plan. $25,000 OpEx - GF October Farm Grazing Management Plan Develop plan for conservation grazing of property that includes water infrastructure and resource management. Work with tenant to develop grazing management plan for October Farm area of Purisima Creek Redwoods OSP. Q3 Hire consultant complete plan. $25,000 OpEx - GF Integrated Pest Management (IPM) Program Implementation Manage pests In District preserves and facilities. Provide training to staff, contractors and volunteers to implement IPM control of high priority pests, including monitoring and reporting. Develop pest management database. Hire contractors to implement IPM treatments of priority sites. Q1 through Q4.$113,400 OpEx - GF NATURAL RESOURCES - 2 of 7Section I - Page 8 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description NATURAL RESOURCE PROTECTION AND RESTORATION (Cont'd) Priority 1 (Cont'd) Marbled Murrelet Recovery Planning Collaborate with regional partners to develop recovery actions for endangered species. Work with partners to create regional work group to develop a marbled murrelet recovery plan, including habitat modeling to identify priority habitat conservation areas. Seek grant funding and state/federal partnerships to develop and implement recovery actions. Q1 through Q4.$5,000 OpEx - GF Restoration Forestry Demonstration Project Develop pilot project to restore degraded forest habitat on District Open Space Preserve. This Project Facilitates Measure AA Implementation. Retain Registered Professional Forester to identify suitable pilot project site and prepare plans to permit timber harvest to restore degraded forest land and to evaluate opportunities for carbon sequestration. Q4 FY 14-15 - Select consultants. Q1 Evaluate potential sites, select location. Q2,Q3 Prepare timber harvest plan or CEQA documents. $60,000 OpEx - GF Madonna Creek Agricultural Production Plan Develop plan for agricultural use of property, includes production areas, water infrastructure, and resource management. This Project Facilitates Measure AA Implementation. Prepare agricultural production plan detailing agricultural use of Madonna Creek portion of Miramontes Ridge OSP in conjunction with tenant. Q3 Hire consultant to develop a plan. Q1 FY2016-17 Complete plan. $25,000 OpEx - GF Priority 2 Control of Slender False Brome Control slender false brome on District lands and neighboring properties and work to prevent re- infestation. Manage slender false brome on preserves and oversee a cost reimbursement program to encourage District neighbors to eradicate slender false brome on properties adjacent to District lands through contracts with San Mateo Resource Conservation District. Q3 Complete annual treatments. $113,820 OpEx - GF NATURAL RESOURCES - 3 of 7Section I - Page 9 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description NATURAL RESOURCE PROTECTION AND RESTORATION (Cont'd) Priority 2 (Cont'd) Sudden Oak Death (SOD) Monitoring and Research Fund and assist SOD research, and continue to identify and monitor infested areas. Continue treatment for and research of Sudden Oak Death. Q3 Complete annual prevention treatments. $25,100 OpEx - GF Prescribed Fire Program Development Develop prescribed fire program for MROSD grasslands and prepare environmental review. Prepare prescribed fire program for suitable MROSD grassland properties. Hire consultant to design program and prepare environmental review. Develop Grassland Management Plan for Russian Ridge grasslands, utilizing fire and other management treatments to restore habitat. Q2 Draft prescribed fire program with staff. Q3 Hire consultant. Q4 Begin environmental review process. $100,000 OpEx - GF Archaeological Resource Survey, Assessment, and Curation Develop curation plans for high priority resources to fulfill stewardship and education mission of District. Working with regional archaeologists, survey high priority sites and develop plans to manage high priority sites and artifacts. Finalize curation guidelines. Continue to survey and curate sites and artifacts in future years based on guidelines. Q1 Complete surveys. Q2 Develop draft curation guidelines. Q4 Finalize curation guidelines & implementation plan. $10,000 OpEx - GF Alpine Road Salamander Undercrossing Design and fund construction of an underpassing at Alpine Road between Skyline Ridge and Russian Ridge OSPs at Mindego Creek. Research similar designs and grant funding opportunities. Develop contacts with San Mateo County Roads Department and hire engineer to develop plans and specifications. Q4 Complete preliminary design and cost estimate for County review. $25,000 CapEx - GF Tunitas Creek Open Space Preserve Water Infrastructure Complete water system upgrades to implement conservation grazing program. Install water system infrastructure to complete installation of water well drilled in FY2014-15. Q1 Complete water system installation. $15,000 CapEx - GF NATURAL RESOURCES - 4 of 7Section I - Page 10 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description NATURAL RESOURCE PROTECTION AND RESTORATION (Cont'd) Priority 2 (Cont'd) Skyline Ridge Open Space Preserve Water Infrastructure Complete water system upgrades to implement conservation grazing program. Install water system infratructure to segregate grazing water system from residential water system at Big Dipper Ranch area of Skyline Ridge Open Space Preserve. Q2 Hire contractor to install water infrastructure. $10,000 CapEx - GF PUBLIC ACCESS AND EDUCATION Priority 1 El Corte de Madera Creek Watershed Protection Program: Final Phase (MAA 4-2) Reduce sedimentation to El Corte de Madera and San Gregorio Creeks. Construction at 4 locations, construction oversight, design. Preconstruction biological monitoring. Complete final phase of road/trail restoration to reduce downstream sediment delivery. Q2,Q3 Construction of final phase project sites. $157,000 CapEx - MAA El Corte de Madera Creek Watershed Protection Program: Re- assessment and Implementation (MAA 4-3) Reduce sedimentation to El Corte de Madera and San Gregorio Creeks. Following completion of the final projects, conduct new erosion assessment to update 10-year old assessment and develop plans for road/trail restoration and begin implementation process for priority sites. Q2,Q3 Complete assessment and begin implementation of priority sites. $36,000 CapEx - MAA La Honda Creek Watershed Protection Program (MAA 7-2) Upgrade ranch road system to prevent erosion and sediment input to anadromous streams. Design road upgrade program to address priority sites.Q1 Finalize Design and Permitting. Q2 Bid and award contract. Q4 Prepare Annual Grant Report. $503,000 * Grant Funding: $231,000 CapEx - MAA NATURAL RESOURCES - 5 of 7Section I - Page 11 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) Resource Management Grants Program To fund research on natural processes within District Preserves. Continue funding of research projects. Conduct 5-Year review of program and Policy. Q1 through Q4. Q4: 5-Year review of program and Policy $25,000 OpEx - GF Priority 2 - None ADMINISTRATIVE AND OTHER Priority 1 Lehigh Quarry Public Meetings Per settlement agreement, hold public meetings to inform understanding of ongoing quarry/ cement plant operations, permit compliance, and associated issues. Schedule and conduct meetings, coordinate with regulatory agencies, Lehigh, and public to maintain understanding of ongoing operations, and issues. Q4 FY2014-15 Hold meeting. Q2 FY2015-16 Hold meeting. $5,000 OpEx - GF Guadalupe River Mercury Total Maximum Daily Load (TMDL) Coordinated Monitoring Program Comply with Regional Water Quality Control Board orders to investigate and monitor TMDL implementation. Implement fourth year of the coordinated monitoring effort to assess TMDL implementation success at reducing mercury within Guadalupe River Watershed. Q3 FY19-20 - Complete monitoring. $25,000 OpEx - GF Peninsula Working Group Strategic Plan: Pescadero Watershed Assessment and Planning Complete a coordinated conservation plan for the Pescadero Creek Watershed that identifies priority actions for redwood, steelhead, and marbled murrelet conservation. Compile, review, and synthesize conservation planning documents for Pescadero Creek Watershed to identify and prioritize focus areas for conservation and habitat restoration actions for redwoods and steelhead. Q1 Review and synthesize available conservation documents. Q2 Develop Implementation Plan for Priority Projects. Staff time only OpEx - GF NATURAL RESOURCES - 6 of 7Section I - Page 12 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: NATURAL RESOURCES Key Project Purpose Project Description ADMINISTRATIVE AND OTHER (Cont'd) Priority 2 Carbon Sequestration / Climate Change Analysis Evaluate District opportunities to enhance carbon sequestration on Preserves through management actions. Hire consultant(s) to evaluate opportunities for carbon sequestration on District Preserves and calculate potential carbon credits, including evaluation of future climate change models. Q3 Hire consultant to evaluate carbon sequestration opportunities. $60,000 OpEx - GF Natural Resources Procedures Manual Develop manual to describe natural resources programs and procedures. Assemble manual that describes programs, procedures and practices of natural resource functions. Q3, Q4 Develop manual outline. FY 2016-17 Complete manual. Staff time only OpEx - GF NATURAL RESOURCES - 7 of 7Section I - Page 13 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source PUBLIC ACCESS AND EDUCATION Priority 1 Harkins Bridge Replacement (MAA 3-4) Replace failing bridge (Harkins) over Purisima Creek. Obtain permit for and construct replacement bridge over Purisima Creek. Q1 - Scoping Q2 - Bidding Q3 - Construction $501,500 CapEx - MAA Stevens Canyon Trail Bridges (MAA 17-4) Replace one bridge and install a new bridge over a wet ford. Design and obtain permits for replacement of one existing footbridge and a new footbridge. Construct the replacement bridge. Q1 - Design and Permits. Q2 - Construction $200,000 CapEx-MAA Mt Umunhum Trail Construction (MAA 23-2) Continue constructing the trail to the summit of Mt. Umunhum. Continue the work currently underway to build a trail to the summit of Mt. Umunhum. Q1 FY2016-17 - Complete trail Budget of $95,000 is being carried by Planning CapEx - MAA Seasonal Ranger Program Implement a seasonal ranger program. Obtain Board approval for new position classifications and implement the seasonal ranger program. Q2 - Hire seasonal rangers $60,000 OpEx - GF Preserve Entrance Signage Upgrades Improve signage at preserve entrances to better identify the properties as District preserves. Fabricate ten new preserve entrance signs to replace aged signs; rebrand with logo and reposition when necessary to be more visible to the public. Q4 - Complete sign installation $100,000 OpEx - GF Priority 2 Preserve Signage Improvements Continue to upgrade preserve signboards to meet new District standard. Continue the process of upgrading District preserve signboards. The new type of signboard is more resilient to weather and more attractive for public use. Q4 - Complete installation of purchased signboards $24,000 OpEx - GF Evaluate Potential Closure of Unmaintained Trails Evaluate potential closure of trails that are not maintained. Evaluate the closure of trails that are no longer maintained and and are not consistent with current trail circulation patterns (for example the ends of the Lobitos and North Ridge trails). Q2 - Research $2,000 OpEx - GF Visitor Use Statistics - Rancho San Antonio Create a scalable system to obtain accurate parking and trail use statistics. Create a pilot project to measure the number of vehicles entering Rancho San Antonio and other use patterns in the preserve. Q3 - Complete research and purchase units Q4 - Install system $7,000 OpEx - GF FY 2015-16 ACTION PLAN KEY PROJECTS: OPERATIONS Key Project Purpose Project Description Operations - Page 1 of 3Section I - Page 14 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: OPERATIONS Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 2 (Cont'd) AEDs for District Emergency Response Vehicles Research the costs, feasibility, and issues of equipping all District emergency response vehicles with Automated External Defibrillators (AEDs). Research the feasibility of equipping all District Emergency Response Vehicles with Automated External Defribrillators, including initial and ongoing costs and protocols that would be needed. If viable the AED's would be purchased in FY 2016-17. Q2 FY15-16 - Research and develop proposal Q3 FY16-17 - Purchase AED's $0 OpEx - GF VEHICLES, EQUIPMENT, FACILITIES, AND OTHER Priority 1 Temporary Facilities for Operations Staff Evaluate locations for temporary facilties to meet immediate office and workspace needs for Operations' staff. Evaluate locations and options for obtaining space for staff workspace needs. Q3 - Complete evaluations and purchase or lease facilities. $50,000 CapEx - GF Priority 2 Upper La Honda Demolitions - Paulin and Houghton Complete the demolition of two cabins in La Honda Creek. Obtain permits and demolish the Paulin House (adjacent to the Redwood Cabin) and the Houghton structure (adjacent to the White Barn). Q1 - Scoping Q2 - Bidding Q3 - Demolition $390,000 CapEx - GF District-wide Bridge Inventory Compile master list of District bridges. Compile a list of all District bridges, evaluate their condition, and develop repair and replacement schedule. Conduct engineering analysis and load testing on critical bridges. Q2 - Collect data Q3- Final recommendations $80,000 OpEx - GF District-wide Structures and Demolitions Inventory Evaluate condition of District structures. Compile master list of District structures and determine which structures to retain or demolish. Q2 - Collect data Q3- Final recommendations $60,000 OpEx - GF Computerized Maintenance Management System Develop a computerized Maintenance Management System. Select a consultant and start work on a computerized Maintenance Management System to coordinate work orders and develop a cost history. Q4 - Begin research on a possible systems. $50,000 CapEX - GF Operations - Page 2 of 3Section I - Page 15 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: OPERATIONS Key Project Purpose Project Description VEHICLES, EQUIPMENT, FACILITIES, AND OTHER (Cont'd) Priority 2 (Cont'd) Skyline Field Office Safety and Maintenance Conduct repairs and upgrades necessary to maintain safety at the Skyline Field Office and to improve staff efficiency and working conditions. Repair the driveway; asphalt parking areas; install an automated entry gate; repair and repaint the Skyline water tank; and prepare for other facility modifications. Varied by subproject $200,000 CapEx - GF Operations - Page 3 of 3Section I - Page 16 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source NATURAL RESOURCES PROTECTION AND RESTORATION Priority 1 POST Hendrys Creek Property Land Restoration (MAA 22-1) Environmental restoration of Hendrys Creek property. Schedule is dependent upon SCVWD environmental review. Next steps following CEQA: develop plans and specs for a) SWPPP preparation, b) permitting, and c) contractor bidding. Coordinate with SC County, SCVWD, and regulatory agencies including DFW, USFWS, RWQCB, ACOE. CEQA Review to be done by SCVWD and therefore those costs are not included. TBD: Design & Permitting (dependent on schedule of SCVWD for CEQA review) Budget of $30,000 carried by Real Property CapEx - MAA Water Rights Evaluate District water rights for domestic, stockwatering and resource preservation purposes and to ensure compliance with regulatory requirements. Identify District rights; map their location(s); resolve conflicts between existing and reported use; organize and backfile paperwork as needed; install gages for necessary reporting requirements; prepare position description for new District position as Water Rights Specialist and present to Board for approval. Work closely with Watermaster to develop a plan for potential off-site storage in wet months for use during dry months to support existing and future ag use and to provide habitat for listed species or species of special concern. Project and budget are anticipated to shift to NR Dept at the 2015-16 Midyear; therefore, no action beyond Q3 is included in this summary. Funds remaining at Q3 will be shifted to NR Dept. Q1-Q3 Continue assessment and documentation of water rights and pond gauge / diversion meter installation. Identify and describe all existing water collection and diversion facilities and water use on Preserves. Q4 Project and budget shift to NR Dept $305,000 CapEx - GF FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PLANNING - 1 of 9Section I - Page 17 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description NATURAL RESOURCES PROTECTION AND RESTORATION (Cont'd) Priority 1 (Cont'd) Mindego Public Access and Demo - True Ranch Remediation, Demolition, & Restoration Complete remaining demolition and restoration work to allow public access. Complete demolition of two structures ("Grandma's House" and the True House), remediation of an existing corral, and clean up of Giandrea Cabin. Q1 Prepare Bid Documents & complete permit processing; Q2 Obtain permits, Bid & complete demolition. Q3 - Project Close out. $363,000 CapEx - GF Priority 2 - None PUBLIC ACCESS AND EDUCATION Priority 1 Cooley Landing Interpretative Facilities Design & Implementation (MAA 2-1) Continue working in partnership with City of East Palo Alto on Cooley Landing Interpretative Facilities and Infrastructure. Design and implement interpretative facilities, infrastructure and signage related to Cooley Landing Park in East Palo Alto. Q2- Design / permitting ; Q3-4 Construction (schedule determined by City) $856,000 CapEx - MAA (Funds pending Agreement Amendment with City) Ravenswood Bay Trail (MAA 2-2) Complete design and environmental review for the Bay Trail gap north of Ravenswood Open Space Preserve. Complete design and engineering documents and CEQA review for Ravenswood Bay Trail gap. Easement expenditures are budgeted in Real Property. Q3 CEQA to Board Q4 RFP for design & construction $137,000 Cap Ex - MAA El Corte de Madera Oljon Trail Implementation Phases III/IV (MAA 4-4) Continue implementation of Phases III and IV of overall staging area and Oljon Trail project. Complete permitting for Phase III/IV trails. Complete Phase II culvert and Phase IV puncheon permitting. Construction by Operations field crew anticipated in FY16-17. Q1 - Plan Update and Bio Assessment Q2 - Submit for Permits $32,000 CapEx - MAA PLANNING - 2 of 9Section I - Page 18 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) La Honda Creek Sears Ranch Interim Parking Area and Trail Connections (MAA 5-4) Phase I implementation of Board approved Master Plan and adopted CEQA document. This project is a proposed MAA addition from the Parking Lot list for new Capital Project Manager (Public Access). Initiate planning for interim staging area at Sears Ranch Road. Would include signage, opening existing trails to public use, and scoping new connector trail. TBD, based on hire date of Capital Project Manager $107,000 CapEx - MAA La Honda Creek Red Barn Parking Area and Trail Connections (MAA 5-5) Phase I implementation of Board approved Master Plan and adopted CEQA document. Expedite opening of La Honda Creek Open Space Preserve with public access connections to approx. five (5) miles of Ridge Trail. This project is a proposed MAA addition from the Parking Lot list for new Capital Project Manager (Public Access). Initiate design and engineering of public trail access and parking area at Red Barn. TBD, based on hire date of Capital Project Manager $98,000 CapEx - MAA Mindego Hill Trail - Open to Public (once grazing infrastructure & True Ranch demo and restoration completed) (MAA 9-4) Provide public access to Mindego Hill. Develop and install signage and complete installation of gates and fencing prior to opening Mindego Hill Trail to the public. Trail can open once grazing operations commitments to San Mateo County and the Farm Bureau are fulfilled (see True Ranch remediation, demolition, & restoration above). Q2 Complete public access infrastructure (gates, signs) Open to public once demo complete and cattle on property $67,000 CapEx - MAA PLANNING - 3 of 9Section I - Page 19 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) Russian Ridge Public Trail Access to Council Circle (MAA 9-5) Complete public trail access to the existing POST Council Circle. Complete public trail access (road and drainage improvements, signage, gates) to the existing POST Council Circle once prior commitments to San Mateo County and the Farm Bureau are fulfilled. This project will be completed at same time as demolition project (MAA 9-2) and some work may be completed by demo contractor. (Note - this is minor repair work to existing roads, not new grading work - therefore no grading permit required.) Q1/Q2 Develop scope and implement with field staff $10,000 (in addition to costs carried in MAA 9-2 above) CapEx - MAA Bay Area Ridge Trail Crossing: Highway 17 (MAA 20-2) Collaborate with regional partners and regulatory agencies to promote regional trail connections and facilitate trail crossing over Highway 17. Pending agency approval, evaluate opportunities for regional trail connection; complete scoping and conceptual design of Bay Area Ridge Trail crossing over Highway 17. Coordinate with partner and regulatory agencies on evaluating potential public access for regional trail connection and crossing across Highway 17. Dependent on CALTRANS agreement and schedule $62,000 CapEx - MAA Bear Creek Stables Site Plan and CEQA (MAA 21-4) Complete Site Plan and environmental review documentation to include as part of the future Lease negotiations for the stables management and operations. Complete development of the Bear Creek Stables Site Plan and environmental review for CEQA compliance. Prepare evaluation criteria for the Request for Proposals (RFP) for solicitation of future tenant. Support Real Property department in tenant selection process. Q1 PNR & Board Tenative Approval Q1 CEQA Q2 Board Approval $86,000 CapEx - MAA Taxable for purposes of bond funding PLANNING - 4 of 9Section I - Page 20 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) Bear Creek Redwoods Public Access (Phase 1 Implementation) (MAA 21-5) Provide new parking lot and other visitor-serving amenities for the Preserve. This project is a proposed MAA addition from the MAA Parking Lot list per ABC recommendation, for new Capital Project Manager (Public Access). Following approval of the Preserve Plan and adoption of CEQA document, design and permit Phase 1 access improvements. Q3 Initiate design phase Q4 PNR review Q4 Complete design & permitting $293,000 CapEx - MAA Bear Creek Redwoods Alma College Site Rehabilitation Plan and CEQA (MAA 21-6) Complete Alma College Site Rehabilitation Plan and environmental review. This project is a proposed MAA addition from the MAA Parking Lot list per ABC recommendation. Complete development of the Alma College Site Rehabilitation Plan and complete environmental review for CEQA compliance. Expedited schedule requires new contract project planner support. Q1 Develop Site Plan and hold public meetings Q2/Q3 CEQA Q4 Plan approval $270,000 CapEx - MAA Mt Umunhum Trail Construction (MAA 23-2) Continue construction for completion of Mt. Umunhum Trail to the Summit. Construction by Operations field crew to continue last 2 miles of trail construction. Budget includes heavy equipment rental and materials only. See Operations Action Plan $95,000 CapEx - MAA Mt. Um Summit Restoration, Parking & Landing Zone (MAA 23-4) Continue next phase of design, permitting and construction of public access amenities for Summit restoration. Develop design for Summit restoration, trail, parking lot, and amenities. Obtain permits and complete construction documents. Begin construction. Q1: Complete overlook design, summit concept Q2/Q3: Schematic Design Q4: Permitting, construction docs, initial construction $611,000 CapEx - MAA PLANNING - 5 of 9Section I - Page 21 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) Mt Umunhum Guadalupe Creek Overlook & Bridges (MAA 23-5) Complete construction of Mt. Um Trail Bridges and Overlook. Develop design, obtain permits, and construct the Guadalupe Creek overlook (project budget assumes built platform with piers - actual design unknown at this time). Purchase and install prefabricated two COR-TEN steel bridges. Crew to construct one wood bridge. Budget includes helicopter. Q1-Q2 Permitting, install/construct bridges Q2-Q3 Construct overlook $213,000 CapEx - MAA Mt Umunhum Road Design, Permitting & Implementation (MAA 23-6) Complete Mt Umunhum Road design, engineering and permitting. Complete design, engineering and permitting for improvements and safety upgrades to Mt. Umunhum Road. Q1/Q2 Assemble Team, Scoping; Q2- Q4 Engineering, Design, permitting. $333,000 CapEx - MAA Bear Creek Redwoods Preserve Plan and CEQA Complete Preserve Plan and environmental review to facilitate implementation of Measure AA public access projects and open Preserve to public use. This project facilitates MAA implementation. Complete Preserve Plan and environmental review. Expedited schedule requires new contract project planner support. Q1 Background studies and initial outreach Q2 Hold public meetings and prepare draft plan Q3 CEQA Q4 Project approval $273,000 CapEx - GF Mt Umunhum Radar Tower Repair Implementation Complete the remaining interim repairs to the radar tower to facilitate access to the summit of Mt. Umunhum. Complete the remaining interim structural and safety repairs and improvements to facilitate public access around the exterior base of the structure. Q1 Complete construction of repairs; close out project. $115,000 CapEx - GF Fremont Older Staging Area Public Safety Improvements Improve public safety at Prospect Road parking lot by implementing a mutually acceptable resolution with the Saratoga Country Club. Complete design plans for a safety canopy structure for the parking lot and seek Board approval of site improvements; complete construction plans and secure permits; prepare bid package, solicit bids, and administer contract. Project scope contingent on negotiations with Country Club. Q3 Board award of contract for construction $260,000 CapEx - GF PLANNING - 6 of 9Section I - Page 22 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 1 (Cont'd) El Corte de Madera Staging Area and Trail Improvements Pursue recoup of retrofit design and construction costs incurred to correct draingage system issues at the parking lot. Continue working with Legal Services on recoup of retrofit design and construction costs. Submit reimbursement requests to grantors for staging area and Phase 1 trail construction. Dependent on outside legal counsel schedule $75,000 OpEx - GF Hawthorn Historic Complex Focus FY15-16 on completing the partnership development for long- term care and maintenance of historic complex. Complete outreach and coordination for partnering. Prepare lease(s) with selected partner(s), site and implementation plan for Hawthorns Historic Complex. Implement further stabilization only if needed. Full mothballing cost not anticipated in FY15-16, pending identification of partner. If no partner agreement, then mothballing level of investment to be evaluated. TBD, dependent on partner agreement $343,000 CapEx - Hwth El Sereno Dog Access Complete scoping, environmental review and implementation of dog access on trails at El Sereno Open Space Preserve. Pursue a Use & Management Plan update and amendment and CEQA review for Board consideration to include dog use. Implement new signage to address additional new use, pending Board approval. Q1 Surveys/CEQA Q2 Public Outreach Q3 Plan Approval Q4 Implementation & signage $47,000 CapEx - GF Priority 2 Rancho San Antonio New Trails to Connect Quarry Trail to Black Mountain Trail (MAA 11-1) As part of agreement with Lehigh Quarry, complete scouting and design of new public trail access to connect Quarry Trail to Black Mountain Trail at Rancho San Antonio Open Space Preserve. Trail location scouting and design for two trail connections to Monte Bello OSP from Rancho San Antonio OSP to improve existing trail infrastructure. Q4: Identification of preliminary trail alignment and begin development of trail design $8,000 Cap Ex - MAA PLANNING - 7 of 9Section I - Page 23 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description ADMINISTRATIVE AND OTHER Priority 1 Priority Conservation Area (PCA) Program Participate in a regional planning effort to establish high priority conservation areas in the Bay area (part of Plan Bay Area). Prepare applications, maps and Board resolutions for nominating new PCAs within Santa Clara and San Mateo Counties. Outreach and coordinate with other conservation partners and local jurisdictions. Submit completed PCA applications to Association of Bay Area Governments (ABAG). Q1 Complete applications and Board Resolutions and submit to ABAG. $0 OpEx - GF Accessibility Plan Update Update the District's existing accessibility plan. Review the District's 1993 ADA policy and accessibility plan, updated federal ADA guidelines and other new regulatory requirements. Scope and prepare a RFP for consultant to assist with development of updated accessibilty plan. Initiate assessment and development of accessibility plan update utilizing consultant assistance. Q1: Scoping/RFP Q2-Q4: Award of contract for Consultant; initiate development of Accessibility Plan Update $65,000 OpEx - GF District-wide Long- Term Facilities Plan In light of anticipated staff growth over the next 15-20 years to implement Measure AA projects, assess the state of existing staff facilities and perform a feasibility analysis of the facilities with the highest priority needs. Work in conjunction with short term actions undertaken by Operations to address immediate facility needs. Prepare an Opportunities and Constraints Analysis and Site Analysis of the four existing staff facilities to analyze site capacity, threshold constraints, issues, and potential conceptual solutions. After analyses, prepare feasibility studies (re-use, expansion, new construction, purchase, etc.) for the highest priority facilities that will have the largest immediate staff growth. Studies will include order of magnitude costs. While long term analyses and feasibility studies under way, implement short term solutions to address immediate facility needs. Q1-Q2 Assemble team; perform scoping and initial site & facility capacity assessment; Q3-Q4 Finalize assessment; present to PNR Q4 Finalize report/findings and present to full Board $169,000 CapEx - GF PLANNING - 8 of 9Section I - Page 24 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PLANNING Key Project Purpose Project Description ADMINISTRATIVE AND OTHER (Cont'd) Priority 1 (Cont'd) Geographic Information Systems (GIS) Database Upgrade Systems improvement to facilitate more efficient GIS analysis and mapping. This project facilitates MAA implementation. Conduct an overhaul of District's GIS files, whereby all files will be moved to a new system, reorganized and modified in the database schema. Implement shapefile migration to Geodatabase; set up cartographic representation and clean up/fill in gaps in current data files (e.g. roads and trails). Coordinate with development and implementation of IT Strategic Plan. Q1 Develop database schema; Q3 Complete file migration; Q4 Complete initial setup of carto- graphic represent- ation and data cleanup/fill in gaps. $0 OpEx - GF Priority 2 Trail Database for District's website Provide more user-friendly data on District's trails that would be searchable on the website and provide information on trail names and trail use types, as well as level of difficulty. Create a trails database that will be searchable on District's website. Database will be developed based on analysis of District's trail data to (1) categorize trails for strenuousness, and (2) provide information on habitat types. Q3 Complete database and provide to Public Affairs for website inclusion. $0 OpEx - GF GeoPDFs of Preserves for Mobile Devices GeoPDFs allow users to download Preserve maps on their mobile devices (e.g. smart phones, tablets) using their device's GPS to display their specific location on the map. In the initial phase of implementation, create GeoPDFs from digital maps used for District signboards for each of the 19 Preserves that currently have signboards. Q4 Complete 19 GeoPDFs and provide to Public Affairs for digital distribution. $0 OpEx - GF Mt. Um SCVWD antenna relocation and USGS equipment relocation Enter into lease agreement and relocate other agencies' ground sensing and weather equipment at Mount Umunhum summit Work with partner agencies USGS to relocate ground sensing equipment away from summit of Mount Umunhum where greatest crowds are expected; assess and potentially relocate SCVWD weather antenna to a location to be determined; enter into lease agreements with both agencies. Pending Board direction on Radar Tower and partner agencies' input on locations $0 OpEx - GF PLANNING - 9 of 9Section I - Page 25 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source PUBLIC ACCESS AND EDUCATION Priority 1 Cooley Landing Interpretative Facilities Program Planning Connect people to open space and a regional vision. Support planning in interpretive design and potential educational programming at Cooley Landing in East Palo Alto. Q1-Q4 $0 OpEx - GF Develop New Brochures Connect people to open space and a regional vision. Redesign and update Volunteer Brochure and ADA Brochure; Create Family/Kids Brochure. Q1-Q4 $2,500 OpEx - GF District Groundbreaking & Dedication Events Communicate about Measure AA Project Updates. Host 4-6 groundbreaking/dedication events, including Ancient Oaks Trail Opening and additional Measure AA project milestones. Q1-Q4 $24,000 OpEx - GF Docent Program expansion Connect people to open space and a regional vision. Increase number of outdoor activities by 5% (15 activities) for the year with a conscientious goal of representing all preserves and expanding the interpretation and access opportunities to new areas. Q1-Q4 $5,000 OpEx - GF Historical and Conservation Events Connect people to open space and a regional vision. Host Fremont Older House Tour (4/26) and Wingding Festival (5/9) to connect public with historic preservation and natural resources of District Preserves. Q2-Q4 $8,000 OpEx - GF Measure AA Project Tours Communicate about Measure AA Project Updates. Hold 1-2 public Measure AA tours on 1-5 year project plan area to view recent land acquisition and future public access. Q2-Q4 $2,000 OpEx - GF Partnership Development -- Education and Interpretive Programs with Conservation Focus Promote, establish and implement a common conservation vision with partners. Develop sustainable outdoor education program with Save the Redwoods League to promote youth education about climate change and redwood forests; look for partnership opportunity for regional bioblitz engaging local constituents in citizen science. Q3 $10,000 OpEX - GF Upgrade Daniels Nature Center Displays Connect people to open space and a regional vision. Minor upgrades to interpretive exhibit and displays and required maintenance at interpretive facility. Funding primarily from donations to POST ($13,000). Q2 $2,000 OpEx - GF FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description PUBLIC AFFAIRS - 1 of 6Section I - Page 26 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description PUBLIC ACCESS AND EDUCATION (Cont'd) Priority 2 Redesign District's Self-guided Trails; Add audio component Connect people to open space and a regional vision. Establish scope of work to revamp aged panels along interpretive walk at Stevens Creek Nature Trail (Monte Bello) and upgrade San Andreas Fault Trail information (Los Trancos) and explore adding audio capability at each. Q4 $20,000 OpEx - GF PUBLIC OUTREACH Priority 1 Update Measure AA Information Material Communicate about Measure AA Project Updates. Design and fabricate in-preserve signage for new projects; develop fact sheets and signboard information; develop comprehensive brochure. Q1-Q4 $25,000 OpEx - GF Partnership Development - New Audiences Connect people to open space and a regional vision. Complete 3 or more pilot projects engaging hard-to- reach audiences with community-based organizations such as Project Read, Mountain View Whisman School Families, Puente de la Costa Sur, the Latino Collaborative, and Via Verde Nature Education. Q1-Q4 $15,000 OpEx - GF Partnership Development - Businesses Connect people to open space and a regional vision. Outreach to business community, to explore ways to engage employees in outdoor activities and volunteer projects; learn about their environmental and philanthropic initiatives. Q1-Q4 $3,500 OpEx - GF Partnership Development - Youth Program Connect people to open space and a regional vision. Develop youth outreach strategy and establish relationships with organizations that serve high school and college age youth (like College Track) with the purpose to engage in outdoor activities, volunteer, and explore possible career paths. Q1-Q4 $6,000 OpEx - GF PUBLIC AFFAIRS - 2 of 6Section I - Page 27 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description PUBLIC OUTREACH (Cont'd) Priority 1 (Cont'd) Health Incentive Program; Healthy Parks/Healthy People Connect people to open space and a regional vision. Continue to develop health based connection to open space with Walk With A Doc Program: benefits of open space brochure; regional collaboration. Q1-Q4 $9,000 OpEx - GF Board of Directors Speaking Engagements Connect people to open space and a regional vision. Complete at least 7 (1 per Ward) presentations to city councils and community organizations about District initiatives. Q1-Q4 $0 OpEx - GF Community-hosted Outreach Events Connect people to open space and a regional vision. Represent or sponsor the District at 20 community outreach events. Q1-Q4 $6,000 OpEx - GF Website Enhancement Projects Connect people to open space and a regional vision. Update web design to include comprehensive Trail Guide Information; Ask a Naturalist; integrate video vignettes. Q2-Q4 $15,000 OpEx - GF Social Media - Increase scope Connect people to open space and a regional vision. Yelp - Add all preserve sites under Public Affairs management ensuring directions and hours are correct; increase posting and use of Instagram. Q1-Q4 $2,500 OpEx - GF Priority 2 Open Road Program Sponsorship Promote regional open space as benefit to community and residents. Sponsor NBC Open Road Program that highlights regional parks, open space areas and outdoor activities with focus on several District preserves and natural resource projects. Q1-Q4 $25,000 OpEx - GF Restoration Forestry Educational Campaign Educate the Public about Restoration Forestry Practices and Forest Health. Develop and implement a communications strategy aligned to the Natural Resources Department's Restoration Forestry Project. Q2-Q4 $15,000 OpEx - GF PUBLIC AFFAIRS - 3 of 6Section I - Page 28 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description PUBLIC OUTREACH (Cont'd) Priority 2 (Cont'd) Key Branding Strategy for District and Preserves Connect people to open space and a regional vision. Raise continued awareness of the District overall by building an identity program around District's iconic preserves. Q3 $15,000 OpEx - GF Video Vignettes/ Social Media Outreach Connect people to open space and a regional vision. Create 2-6 short video vignettes on preserves, natural resource projects, outdoor recreation. Use to promote new information on website and social media. Q3 $15,000 OpEx - GF Partnership Development - Volunteer Groups Connect people to open space and a regional vision. Outreach to 3 new volunteer partners (Acterra, Village Harvest, and Student Conservation Association) to engage in new or expand current programs that increase program diversity and decrease impact on District Staff. Also partner with Santa Clara County Parks on joint work days at neighboring parks/preserves. Q1-Q4 $10,000 OpEx - GF ADMINISTRATIVE AND OTHER Priority 1 Write and Design Annual Report Educate public about District budget, expenses, projects, and use of Measure AA funds. Develop a printed and online annual report that highlights district finances, budget, projects, Measure AA expenditures, etc. Q4 $15,000 OpEx - GF Advanced Resource Management Stewards (ARMS) Program Connect people to open space and a regional vision. Identify low-impact environmental stewardship projects and develop a program for a growing group of volunteers who require less-strenuous projects. Q2 $0 OpEx - GF PUBLIC AFFAIRS - 4 of 6Section I - Page 29 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description ADMINISTRATIVE AND OTHER (Cont'd) Priority 1 (Cont'd) Coordinate Volunteer Programs with Integrated Pest Management (IPM) Program Implementation Connect people to open space and a regional vision. Volunteer Program Lead will act as representative on the IPM Coordination Committee and work with Natural Resources to review current volunteer habitat restoration projects and make adjustments needed to ensure they match new IPM priorities. Q2-Q3 $0 OpEx - GF Volunteer Recognition Event Recognize District Volunteers and Docents for the 10,000+ hours of service and strengthen agency commitment to this force. Honor 500+ Docents and Volunteers by planning, coordinating, and conducting a large-scale recognition event in a Skyline Area Preserve (rotates between Skyline and Foothills Area each year). Q3 $20,000 OpEx - GF State & Federal Legislation (Core Function) Sponsor and support the Board- approved Legislative Program. Work with the District's legislative advocate and with legislators and their staff to ensure the District remains active and informed about the state of current and changing political landscape. Seek coordination and support from other partners and special districts. Q1-Q4 $45,000 OpEx - GF Develop Legislative Plan for Two-Year Session Sponsor and support the Board- approved Legislative Program. Develop Legislative Plan for Two-Year Legislative Session with interest in District sponsored legislation, Cap & Trade, 2014 Prop 1 Water Bond, Potential State Park Bond, and the Sustainable Community Inititative. Q1-Q4 $0 OpEx - GF Legislative Open House Communicate about Measure AA Project Updates. Host annual Legislative Open House to showcase Measure AA project status and other district projects. Q3-Q4 $5,000 OpEx - GF Government Relations Continue outreach to local elected officials with updates on Measure AA. Host Legislative Picnic, Board and GM meetings; field tours. Q2 $7,500 OpEx - GF PUBLIC AFFAIRS - 5 of 6Section I - Page 30 ATTACHMENT 1 FY2015-16 Scope Schedule (Quarterly Milestones & Completion Date) Budget Funding Source FY 2015-16 ACTION PLAN KEY PROJECTS: PUBLIC AFFAIRS Key Project Purpose Project Description ADMINISTRATIVE AND OTHER (Cont'd) Priority 2 Enhance Volunteer Intercommunica- tion Opportunities Connect people to open space and a regional vision. Create an Electronic Bulletin Board that enables Trail Patrol and Advanced Resource Mgmt Stewards to communicate directly with team members to plan outings, provide project updates/status, etc. Q1-Q4 $250 OpEx - GF PUBLIC AFFAIRS - 6 of 6Section I - Page 31 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget LAND ACQUISITION AND PRESERVATION Priority 1 Lot Line Adjustment /Property Transfer Purisima Uplands and Protection of Lobitios Creek Watershed (MAA 3-1) Complete Purisima to the Sea Trail Corridor and Protection of Lobitos Creek Watershed (PCR). 1. Complete Lot Line Adjustment and Transfer of the Purisima Uplands Property. 2. Pursue purchase and gift opportunities (fee and easement) in the Lobitos Creek Watershed as new land additions to Purisima Creek Redwoods FY15-16 $816,500 CapEx - MAA Site Clean Up and Soil Remediation Purisima Uplands (MAA 3-2) Removal of old fuel tanks and pipelines from Purisima Uplands and potential structure removal for public safety. 1. Test and remove above ground fuel tanks and pipelines 2. Evaluate and determine whether to remove or keep cabin FY15-16 $126,665 CapEx - MAA La Honda Creek Upper Area Land Conservation (MAA 5-1) Continue to grow the District's contiguous greenbelt (LHC). Pursue purchase and gift opportunites (fee and easement) as new land additions to Upper La Honda Creek OSP FY 15-16 $811,000 CapEx - MAA Event Center and Apple Orchard Purchase (MAA 7-1) Protection of San Gregorio Creek watershed and redwoods, enhance conservation grazing program and provide potential public access opportunities to lower La Honda Creek OSP (LHC). 1. Complete purchase of POST Apple Orchard and Event Center properties in La Honda Creek 2. Pursue riparian conservation easement on POST property west of Event Center 3. Incorporate these propeties into La Honda Creek Master Plan amendment 4. Work with Caltrans to secure trail easement for tunnel connecting Event Center to La Honda Creek 5. Transition La Honda Road residence to District's Property Management Program 6. Implement Facilities Use Agreement for Event Center and ensure the corrals and arena are safe and operable 7. Apple Orchard Structures Assessment FY15-16 $6,087,677 CapEx - MAA Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source REAL PROPERTY - 1 of 6Section I - Page 32 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source LAND ACQUISITION AND PRESERVATION (Cont'd) Priority 1 (Cont'd) La Honda Creek/Russian Ridge Land Conservation (MAA 8-1) Continue to grow the District's greenbelt (LHC/RR). Pursue purchase and gift opportunities (fee and easement) in upper San Gregorio watershed. FY15-16 $302,500 CapEx - MAA Regional - Upper Stevens Canyon Trail - Site Restoration (MAA 17-1) Remove structures and restore sites at Lysons property addition to Monte Bello Open Space Preserve for public safety. 1. Structures Assessment 2. Bid the project 3. Obtain demolition permits 4. Demolish Structures 5. Site restoration FY15-16 $333,906 CapEx - MAA Bear Creek Redwoods - Moody Gulch (MAA 21-1) Land purchase partnership with Santa Clara County Parks to protect the Moody Gulch watershed. 1. Work with the Redwood Estates, Chemeketa and Idlewild communites to finalize transactional documents. 2. Obtain Santa Clara County Board of Supervisor's approval of Moody Gulch amendment and conservation easement. 3. Complete transfer of Moody Gulch property to District with conservation easement held by the County. 4. Work with Redwood Estates on fuel management permit and resolving encroachments. 5. Work with Chemeketa and Raneri Water Companies on implementation of existing water rights. FY15-16 $122,500 CapEx - MAA Sierra Azul Cathedral Oaks Land Conservation (MAA 22-2) Continue to grow the District's greenbelt. Continue to pursue new purchase and gift opportunitues (fee and easement). FY 15-16 $650,000 CapEx - MAA REAL PROPERTY - 2 of 6Section I - Page 33 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source LAND ACQUISITION AND PRESERVATION (Cont'd) Priority 1 (Cont'd) Sierra Azul Mt.Um Trail and Property Rights (MAA 23-1) Obtain improved road access rights along Mt. Umunhum Road. Work with neighboring land owners to improve road access rights along Mt. Umunhum Road through purchase, easement exchanges or other means. FY 15-16 $1,511,922 CapEx - MAA Sierra Azul Loma Prieta Land Conservation (MAA 25-1) Continue to grow the District's greenbelt. Continue to pursue new purchase and gift opportunitues(fee and easement). FY 15-16 $408,000 CapEx - MAA New Land Rental Property Transition - Silva Implement habitability improvements to add residence to the Property Management Program. 1. Roof Replacement 2. Deck Replacement 3. Eliminate Loft over Kitchen 4. Abate rodents/new ductwork 5. Replace 5 doors/wall repair 6. Water Infrastructure Q1 FY 15-16 $160,000 CapEx - GF New Land Rental Property Transition - INE Ranch Implement habitability improvements to add residence to the Property Management Program. 1. Complete water infrastructure 2. Install new roof 3. Install new flooring 4. Test for asbestos and lead paint 5. Misc. minor repairs Q3 FY15-16 $50,000 CapEx - GF Pursue Land Conservation Opportunties Continue to grow the District's greenbelt. Pursue purchase and gift (fee and easement) opportunities as new land additions to Sierra Azul, Monte Bello and Purisima Creek Redwoods OSP FY 15-16 $785,000 CapEx - GF Priority 2 Encroachment Resolution (Gullicksen), Saratoga Gap Address Encroachment, Gullicksen Landfill Litigation on District Lands. Monitor remediation of site as part Santa Clara County lawsuit. FY15-16 $15,000 OpEx- GF Encroachment Resolution, Saratoga Gap Address Encroachment at Saratoga Gap OSP. Execute license agreement FY15-16 $10,000 OpEx- GF REAL PROPERTY - 3 of 6Section I - Page 34 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source LAND ACQUISITION AND PRESERVATION (Cont'd) Priority 2 (Cont'd) Encroachment Resolution, El Corte de Madera Address Encroachment at El Corte de Madera Creek OSP. Complete survey work and resolve encroachment. FY15-16 $10,000 OpEx- GF PUBLIC ACCESS AND EDUCATION Priority 1 Ravenswood Bay Trail Design, CEQA, Permits & Implementation (MAA 2-2) Complete new San Franciso Bay Trail Easement through the lands of SFPUC at Ravenswood OSP. 1. Finalize Bay Trail Alignment with SFPUC 2. Finalize Bay Trail Easement Agreement with SFPUC 3. Coordinate w/ Cities of East Palo Alto & Menlo Park 4. Complete environmental analysis 5. Project costs will be offset by SF Bay Trail grant of $40,000 funded by ABAG FY15-16 $78,000 CapEx - MAA Coordination w/ San Mate County to address Alpine Road and Drainage Improvements via Memorandum of Understanding (MAA 10-2) Open regional trail connection from Portola Valley to Skyline corridor. 1. Work w/ Operations, Natural Resources & Planning to identify property rights, watershed protection measures, and public trail corridor including survey and title research. 2. Approach San Mateo County on entering into MOU to implement this regional trail and watershed protection project. FY15-16 $35,000 CapEx - MAA Bear Creek Redwoods -Water Infrastructure (MAA 21-3) Amend Alma Water Agreement w/ Presentation Center to address future water needs and maintenance of 500,000 gallon storage tank. 1. Alma Water Access 2. Install four 5,000 gallon tanks FY15-16 $79,999 CapEx - MAA Priority 2 - None REAL PROPERTY - 4 of 6Section I - Page 35 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source VEHICLES, EQUIPMENT, FACILITIES, AND OTHER Priority 1 Bear Creek Stables RFP/Lease New lease to accompany the proposed site plan in preparation for Bear Creek Stables RFP. 1. Development of Bear Creek Stables lease 2. Prepare RFP and manage process and selection of a tenant in coordination with Planning. 3. Perform an appraisal for determining stable rent Q3 FY15-16 $0 OpEx- GF New Land Rental Property Transition - Alpine Road House - Hawthorns Implement habitability improvements to add residence to Property Management Program. 1. Coordinate Asbestos/Lead abatement 2. Window Replacement 3. Bathroom upgrades 4. Flooring 5. Heating/Electrical 6. Roof and gutter repairs Q1 FY15-16 $185,000 CapEx - Hwth La Honda - McDonald Point of Diversion 17 Water Line Replacement Replace Main Water Line for McDonald Ranch. 1. Arrange for water line replacement with neighbors. 2. Replace main line from spring to residences/grazing 3. Add adjunct water line for grazing 4. Replace water tank at spring 5. Install 2 additional tanks at junction to grazing water line. Q3 FY15-16 $125,000 CapEx - GF La Honda - Driscoll Point of Diversion 36 Water Line Replacement Replace Main Water Line from POD 36 to Sears Ranch in preparation for DFW road work. Replace section of water line from POD 36 to the junction of Sears Ranch Road. Line to be placed on the inside of the road cut. Cost shared with Operations 50/50 Q1 FY15-16 $75,000 CapEx - GF El Sereno Employee Residence Foundation Stabilization Stabilize pier and beam foundation for improved safety. Implement structural and geotech recommendations to stabilize the pier and beam foundation. Q2 FY15-16 $75,000 (Operations also carrying $75,000 in their budget) CapEx - GF Pulgas Ridge Communication Tower Lease Lease Space at Pulgas Ridge Communication Site. 1. Lease space adjacent to PG&E tower to new communications tenant. FY15-16 $0 OpEx- GF REAL PROPERTY - 5 of 6Section I - Page 36 ATTACHMENT 1 Scope Schedule (Quarterly Milestones & Completion Date) Budget Project Description FY 2015-16 ACTION PLAN KEY PROJECTS: REAL PROPERTY Key Project Purpose Funding Source VEHICLES, EQUIPMENT, FACILITIES, AND OTHER (Cont'd) Priority 1 (Cont'd) Black Mountain Trail/Road & Communication Area Access Project Improve the section of Monte Bello Road that is used by the District's communication tenants at Black Mountain. 1. Improve the access gate. 2. Fill in pot holes and gullies and regrade road 3. Clear culverts and ditches along the road Cost shared 50/50 with Operations Q2 FY15-16 $25,000 (Operations also carrying $25,000 in their budget OpEx- GF Priority 2 Black Mountain Communication Tower Lease Lease Vacant Communication Tower Facility at Black Mountain. 1. Lease site to new communications tenant. 2. Pursue potential partnership with Santa Clara County Communication for exchange of communication services. FY15-16 $0 OpEx- GF REAL PROPERTY - 6 of 6Section I - Page 37 SECTION II: PROPOSED FISCAL YEAR 2015-16 DISTRICT BUDGET AND STAFFING PROPOSED FY2015-16 DISTRICT BUDGET The Proposed FY2015-16 Budget for the District is based on the District Controller’s February 2015 revenue forecast. For FY2015-16, property tax revenues of $36.3 million are projected, and the first tranche of the Measure AA Bonds, estimated at $44.65 million, is targeted to be received in Spring 2015. The Proposed FY2015-16 District Budget totals $55.8 million and reflects the first full year of Measure AA Project implementation and funds a total of 156 Action Plan Key Projects for the upcoming year. Table 2 provides a summary of key revenue and expenditure categories for FY2015-16. Table 2: Proposed FY2015-16 District Budget Source of Funds General Fund $ 37,290,296 67% Measure AA $ 18,022,950 32% Grants $ 451,000 1% Total Revenue $ 55,764,246 100% Proposed Expenditure Budget Operating Expenditures $ 21,183,307 38% Capital Expenditures $ 10,414,311 19% Land and Associated Costs $ 12,308,640 22% Debt Service $ 11,142,744 20% Property Management $ 795,244 1% Total Expenditures $ 55,764,246 100% Revenue Estimates Prior to voter passage of Measure AA in June 2014, authorizing the District to issue $300 million in bonds for capital projects over a 30 year period, property tax revenue was the primary source of funding for the District, supplemented by revenue bonds for land acquisitions. The first Measure AA Bond issuance is scheduled for Spring 2015 in the amount of $44.65 million to fund Years 1 through 3 of Measure AA projects. For the past decade, property tax revenue has increased approximately 5.3% annually. Consistent with this trend, the Controller’s forecast over the next five years reflects an annual property tax revenue increase of 5%. For FY2015-16, tax revenue is projected to total $36.305 million, an increase of 7.6% over the prior year. The agreement with Santa Clara County to manage Rancho San Antonio County Park is under negotiation with an estimated $325,000 in revenue expected from the County. Property Management revenue is projected at $1.3 million for FY2015-16. Expenditure Budget The FY2015-16 Total District Budget is proposed to increase by $11.9 million, or 27%, from the prior year. Operating expenses rise by 12% over FY2014-15 due to a significant increase in services and supplies and the proposed addition of nine new positions to address a core function gap, begin implementing an agency-wide organizational restructure, and provide added project and land management support to effectively manage the large ramp up of projects starting this upcoming fiscal year. The 113% rise in the capital budget reflects the ramping up of projects to increase project delivery output, including the completion of Measure AA and non-Measure AA capital projects. Given the reallocation of Measure AA capital expenditures to the Measure AA Fund, the General Fund budget is Section II - Page 1 reduced by $5.7 million, or 13% from the FY2014-15 Midyear Budget. Table 3 provides a summary by major expenditure category and Table 4 shows the break-down by funding source. Table 3: Proposed FY2015-16 District Budget by Category Table 4: Proposed FY2015-16 District Budget by Funding Source 1. Operating Expense Budget: The proposed FY2015-16 operating budget totals $21,183,307, which is comprised of a 6% increase in salaries and benefits and a 31% increase in services and supplies. These changes are discussed below. Salaries and Benefits District staff costs account for approximately 79% of the total operating budget in FY2015-16. However, removing staff costs that are eligible for Measure AA reimbursement (i.e. lead project management and field construction) reduces operating budget salaries and benefits by $1.3 million to 73% of the operating budget. Key adjustments for FY2015-16 include: • The addition of five full-time equivalent (FTE) positions ($584,261) at Midyear FY2014-15 and the proposed addition of nine positions ($1,124,792) for FY2015-16 for a total increase of $1.7 million. • Due to a decrease in the Employer CalPERS retirement rate from 15.701% to 14.846%, retirement expenses decreased by six percent from the prior year. • A projected increase of 12.5% in Workers’ Compensation insurance as a result of the increased number of claims in 2013 and 2014. FY2013-14 Actuals (Unaudited) FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget DISTRICT BUDGET BY EXPENDITURE CATEGORY Salaries and Benefits 12,858,471 14,522,606 16,693,125 2,170,519 15% - - (1,299,281) (1,299,281) N/A Net Salaries and Benefits 12,858,471 14,522,606 15,393,844 871,238 6% Services and Supplies 3,524,935 4,397,127 5,789,463 1,392,336 32% Total Operating Expenditures 16,383,406 18,919,733 21,183,307 2,263,574 12% - - 6,637,311 6,637,311 N/A 4,026,876 4,888,200 3,777,000 (1,111,200) -23% Total Capital Expenditures 4,026,876 4,888,200 10,414,311 5,526,111 113% - - 11,305,640 11,305,640 N/A 4,091,431 9,354,000 1,003,000 (8,351,000) -89% Total Land and Associated Costs 4,091,431 9,354,000 12,308,640 2,954,640 32% - - 79,999 79,999 N/A 223,783 470,550 715,245 244,695 52% Total Property Management 223,783 470,550 795,244 324,694 69% 8,858,254 8,893,601 11,062,744 2,169,143 24% 479,784 1,347,311 - (1,347,311) -100% Total Other Expenditures 9,338,038 10,240,912 11,062,744 821,832 8% 34,063,534 43,873,395 55,764,246 11,890,851 27% Strategic Plan Implementation Non-MAA Capital MAA Property Management Debt Service Less: MAA Reimbursible Staff Costs Non-MAA Property Management Non-MAA Land and Associated Costs DISTRICT BUDGET BY DEPARTMENT (excludes Hawthorn Fund) MAA Capital TOTAL DISTRICT BUDGET MAA Land and Associated Costs FY2013-14 Actuals (Unaudited) FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget 33,525,196 42,989,165 37,290,296 (5,698,869) -13% - - 18,022,950 18,022,950 N/A 538,338 884,230 451,000 (433,230) -49% 34,063,534 43,873,395 55,764,246 11,890,851 27% DISTRICT BUDGET BY FUNDING SOURCE (excludes Hawthorn Fund) General Fund TOTAL DISTRICT BUDGET Measure AA Grants Section II - Page 2 Services and Supplies The FY2015-16 services and supplies budget is proposed to increase by $1.4 million, or 32%. The primary drivers of this significant increase include: • An increase in capitalization thresholds from $10,000 to $25,000 for vehicles and equipment and $50,000 for infrastructure, which was approved by the Board in December 2014, resulted in the shift of over $500,000 in project costs from the capital budget to the operating budget. • One-time Information Technology costs totaling approximately $250,000 that are included to implement the IT Strategic Plan and to fund technology equipment replacement, required software upgrades, a new server, etc. • The build-out, lease, and utility costs for the AO3 additional lease space, which total $128,000. • Increased funding for training and organizational consulting to support Measure AA project delivery and the implementation of the Financial and Organizational Sustainability Model recommendations. 2. Property Management Program Property Management expenditures for FY2015-16 total $795,244, an increase of $324,694 or 69% over the FY2014-15 Midyear Budget. Increases include additional expenses for two major water infrastructure improvements, foundation stabilization of the El Sereno residence, and repairs to two rental residences. Rental income is projected to be $1.3 million, resulting in an anticipated net income of approximately $504,000 from the District's property management program for FY2015-16. 3. Land The proposed Land budget includes $12.1 million for new land additions in FY2015-16 and $210,000 for land improvements. Of the total Land budget, $11.3 million is funded by Measure AA. Significant anticipated land acquisitions include: the Event Center and Apple Orchard purchase in La Honda Creek Open Space Preserve, estimated at $6.1 million from the Peninsula Open Space Trust (POST), and securing improved road access rights on Mt Umunhum Road ($1.5 million) in Sierra Azul. 4. Capital Budget The FY2015-16 Proposed Capital budget totals $10.4 million, of which, $6.6 million, or 64%, is funded by Measure AA. When Land is included, total capital/fixed asset expenditures are $23.1 million. Measure AA eligible staffing costs are limited to direct project management and field construction. Table 5 provides a summary of the proposed FY2015-16 capital and land projects grouped by function. More detail can be found in the Proposed FY2015-16 Action Plan and the Five-Year Capital Improvement Program. Table 5: Proposed FY2015-16 District Capital Budget by Function (includes Land, excludes Hawthorn) Land Acquisition and Preservation $ 12,286,670 52% Natural Resource Protection and Restoration $ 2,700,000 12% Public Access and Education $ 5,251,000 22% Vehicles, Equipment, Facilities, and Other $ 1,883,999 8% Measure AA Reimbursed Staff Costs $ 1,299,281 6% Total Capital and Land $ 23,420,950 100% Section II - Page 3 5. Debt Service Debt Service for FY2015-16 totals $11.1 million and includes the refunding of the 2004 notes in January 2015 and $1.2 million in estimated interest payments on the first tranche of Measure AA general obligation (GO) bonds. FY2015-16 DISTRICT STAFFING District staffing for FY2015-16 is budgeted for 138.55 FTE, an increase of 14 positions over the FY2014- 15 adopted staffing level of 124.55 FTE. As part of the FY2014-15 Midyear Budget, five positions were added to (1) accelerate Measure AA project implementation (two Capital Project Managers and one Open Space Technician), (2) begin implementing the District’s new Integrated Pest Management Program (IPM) (one IPM Coordinator), and (3) backfill the Senior Management Analyst position that moved to the General Manager’s Office with a Finance and Budget Analyst in the Administrative Services Department. An additional nine positions are proposed for FY2015-16 to address a core function gap, to begin implementing the new Financial and Operational Sustainability Model (FOSM) organizational structure, and/or to provide much needed support to effectively manage the large ramp up of projects. The Financial and Operational Sustainability Model (FOSM), which is evaluating the District’s internal processes and organizational structure to identify improvements for increasing overall output and operational efficiencies, has identified important capacity gaps that must be addressed as part of the initial organizational restructuring. Additionally, to fulfill the commitments made to the public with the passage of Measure AA, the District is increasing its project delivery output to accomplish a greater number of public access and resource protection projects. The FY2015-16 proposed Action Plan includes a 75% increase in the number of Measure AA projects and a 58% increase in the number of non-Measure AA projects as compared to the prior fiscal year, for a total of 156 Key Projects. To achieve this large increase in project delivery, two critical support systems positions are being recommended for inclusion into the FY2015-16 Budget, as well as two field positions to maintain the current level of service given the expanding facilities, new acreage of preserved lands, and increase in visitor use. The recommended nine position additions are listed below: Core Function Gap Legislative and External Affairs Specialist (1.0 FTE) – This position would establish a new capacity at the District to evaluate and track pending legislation that may impact the District to ensure timely partner and legislative coordination in response to both opportunities and threats. This responsibility is currently spread over several departments, which makes responding to legislative matters that are generally time sensitive both cumbersome and somewhat haphazard. This position would maintain ongoing connections with local, state, and federal delegations to best position the District to respond to changes in the political and legislative landscape and would also be responsible for driving new Board- approved legislation and representing the District in regional strategic partnership projects. FOSM Recommendations Chief Financial Officer (CFO)/Administrative Services Director (1.0 FTE)– This position would provide needed financial depth to the organization and leadership for consolidated administrative services functions including finance, human resources, and information technology. The position will report to the General Manager and will work closely with the Controller to direct and provide high level strategic Section II - Page 4 financial analysis, forecasting, modeling, budget performance evaluations and improvement recommendations. The position would also direct strategic planning and implementation of information systems and technology to improve and streamline work processes and maximize business operations, and direct strategic planning, coordination, and tracking of human resources needs, employee development and training, work performance management, and assist with labor relations and negotiations. Engineering and Construction Manager (1.0 FTE) – This position would manage the new Engineering and Construction Department to deliver capital improvement projects, including Measure AA projects. The new department increases accountability and improves project management efficiency and consistency for more expedient and effective project delivery. This is the key position for establishing the new department and to emphasize the project delivery core function and capacity for the agency. Information Systems Division Manager (1.0 FTE) – This position would provide greater leadership, emphasis, and strategic direction regarding information technology and systems needs, priorities, and solutions, including the District-wide GIS function, and would ensure that new systems are well integrated and account for future needs, future growth, and expected advances in technology in a cost- effective manner. Special Projects Manager (1.0 FTE) – This is a key position to help drive strategic initiatives and operational enhancements for the agency and would report to the CFO/Administrative Services Director. The FOSM has identified a lack of sufficient internal systems, integrated databases, and defined policies to enable this agency to effectively grow in capacity and delivery output. Additional capacity to manage special projects and provide high-level support and accountability is needed to implement the recommended internal business systems improvements as well as meet ongoing business, finance, and human resources tracking and reporting requirements. Support Systems Geographic Information Systems (GIS) Specialist (1.0 FTE) – To achieve the increase in the District’s project delivery output, additional GIS support services are needed to address mapping, geographic- based data collection and analysis needs across all departments. Moreover, GIS needs have expanded exponentially due to increased requests from the Public Affairs Department to prepare web content and outreach material (e.g., Measure AA Updates, searchable trail database for the District’s website), as well as from the Operations Department which will require GIS integration to develop and maintain a new Computerized Maintenance Management System. Information Technology (IT) Specialist (1.0 FTE) – This position would provide much needed staff resources to the new Information Technology Department to provide the basic tools for a modern organization and perform a strategic role in developing and implementing information technology improvements to keep up with technology advances, as well as develop integrated and efficient systems. This position would support implementation of an IT Strategic Plan and various systems improvements including the Document Management System and Computerized Maintenance Management Program, both of which are proposed in the FY2015-16 Action Plan, as well as new databases to track project performance, expenditures, etc. Ranger (1.0 FTE) – The increase in new public access facilities, opening of new preserve areas, and increase in visitor use that the District has experienced in the last 3-5 years, and will continue to increase, merits additional patrol presence to sufficiently manage patrol, enforcement, and visitor interfaces for the District. Moreover, as part of the Mount Umunhum Environmental Restoration and Public Access Plan, the Board considered the need for two Rangers and one Open Space Technician to Section II - Page 5 service the opening of the Mount Umunhum summit and the various improvements and subsequent increased visitation. This position would address one of the ranger positions. Due to screening and training academy requirements, new Ranger positions require a one year minimum lead time. Supervising Ranger (1.0 FTE) – With the addition of a new ranger discussed above, a new Supervising Ranger is needed to maintain effective reporting structures within the Patrol groups. Typically, one supervising ranger supervises five rangers to obtain an optimal level of supervision, coaching, and support. Table 6 details the proposed staffing for FY2015-16. Due to the FOSM organizational restructuring, the nine new positions are not assigned to specific departments as those will change with the reorganization implementation later in the year. Table 6: District Positions by Department The following page presents an organization chart reflecting where the nine new positions would be assigned. Department FY2014-15 Adopted FTE FY2014-15 Change FY2014-15 Midyear FTE FY2015-16 Change FY2015-16 Proposed FTE Administration 13.75 0.00 13.75 0.00 13.75 General Counsel 2.50 0.00 2.50 0.00 2.50 General Manager 5.00 1.00 6.00 0.00 6.00 Natural Resources 9.00 1.00 10.00 0.00 10.00 Operations 65.30 1.00 66.30 0.00 66.30 Planning 12.00 1.00 13.00 0.00 13.00 Public Affairs 11.00 0.00 11.00 0.00 11.00 Real Property 6.00 1.00 7.00 0.00 7.00 NEW POSITIONS 0.00 0.00 0.00 9.00 9.00 Total FTE 124.55 5.00 129.55 9.00 138.55 Section II - Page 6 General Manager Visitor and Field Services Assistant General Manager Finance and Administrative Services CFO / Director of Administrative Services Finance Manager Human Resources Manager Information Technology Manager Board of Directors Project Planning and Delivery Assistant General Manager Planning Manager Real Property Manager General Counsel Controller Executive Assistant Engineering and Construction Manager Natural Resources Manager Visitor Services Manager Land and Facilities Services Manager Special Projects and Program Management Senior Management Analyst Public Affairs Manager District Clerk Special Projects Manager Legislative and External Affairs Specialist GIS Specialist IT Specialist Supervising Ranger Ranger New Positions Using the Recommended FOSM Recommended Organizational Model Section II - Page 7 General Manager Visitor and Field Services Assistant General Manager Finance and Administrative Services CFO / Director of Administrative Services Finance Manager Human Resources Manager Information Technology Manager Board of Directors Project Planning and Delivery Assistant General Manager Planning Manager Real Property Manager General Counsel Controller Executive Assistant Engineering and Construction Manager Natural Resources Manager Visitor Services Manager Land and Facilities Services Manager Special Projects and Program Management Senior Management Analyst Public Affairs Manager District Clerk Special Projects Manager Legislative and External Affairs Specialist GIS Specialist IT Specialist Supervising Ranger Ranger New Positions Using the Recommended FOSM Recommended Organizational Model SECTION III: FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM The Proposed FY2015-16 Five-Year Capital Improvement Program (CIP) lists projected capital projects and associated costs for fiscal years FY2015-16 through FY2019-20 and provides funding of $134.6 million over the next five years. The CIP would be funded by the General Fund, Measure AA general obligation bonds, the Hawthorn Fund, and grants. The CIP lists the capital projects by function and department, similar to the Action Plan. Projects are further subdivided into Measure AA (MAA) and non-Measure AA (Non-MAA) projects. Proposed FY2015-16 Capital Budget The FY2015-16 Proposed Capital Budget, including land acquisition, totals $23.6 million (including Hawthorn Fund projects), of which $18.0 million is funded by Measure AA. The Proposed FY2015-16 Budget is $9.1 million, or 62%, higher than the prior year due to the first full year of Measure AA funding and project implementation. Tables 7 and 8 provide a summary of funding sources and program expenditure categories for FY2015-16. Table 7: Five-Year CIP Funding Sources Measure AA $ 18,022,950 76% General Fund $ 4,604,000 20% Hawthorn Fund $ 528,000 2% Grants $ 451,000 2% Total Funding $ 23,605,950 100% Table 8: Five-Year CIP by Program Land Acquisition and Preservation $ 12,286,670 52% Natural Resource Protection and Restoration $ 2,700,000 11% Public Access and Education $ 5,251,000 22% Vehicles, Equipment, Facilities, and Other $ 2,068,999 9% MAA Reimbursed Staff Costs $ 1,299,281 6% Total CIP $ 23,605,950 100% The following pages present a summary of the FY2015-16 Five-Year CIP as well as project cost detail by department. Descriptions of the projects can be found in the FY2015-16 Proposed Action Plan. Section III - Page 1 FY2015-16 Five-Year Capital Improvement Program Summary FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Administration 7,692 171,200 164,000 0 0 0 0 164,000 Natural Resources 508,433 840,000 2,012,500 1,626,000 1,430,500 1,882,000 1,734,000 8,685,000 Operations 907,205 2,160,000 2,531,000 2,256,000 2,316,000 1,746,000 1,956,000 10,805,000 Planning 2,730,188 1,799,742 6,049,811 10,034,311 21,578,095 16,357,915 5,745,515 59,765,647 Real Property 50 23,000 539,999 350,000 500,000 375,000 500,000 2,264,999 Subtotal Capital Projects 4,153,568 4,993,942 11,297,310 14,266,311 25,824,595 20,360,915 9,935,515 81,684,646 Real Property - Land 4,091,431 9,543,000 12,308,640 4,972,138 15,678,489 9,000,000 11,000,000 52,959,267 Subtotal Land Acquistion 4,091,431 9,543,000 12,308,640 4,972,138 15,678,489 9,000,000 11,000,000 52,959,267 Total CIP 8,244,999 14,536,942 23,605,950 19,238,449 41,503,084 29,360,915 20,935,515 134,643,913 FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total 12,286,670 4,959,158 15,671,139 9,000,000 11,000,000 52,916,967 2,700,000 2,263,000 2,022,500 2,123,000 1,975,000 11,083,500 5,251,000 9,423,000 4,694,000 1,091,000 1,117,000 21,576,000 2,068,999 1,700,000 16,731,000 16,586,000 6,321,000 43,406,999 1,299,281 893,291 2,384,445 560,915 522,515 5,660,447 23,605,950 19,238,449 41,503,084 29,360,915 20,935,515 134,643,913 District Summary by Funding Source FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Measure AA 0 6,718,822 18,022,950 14,523,449 21,562,084 10,449,915 11,939,515 76,497,913 General Fund 6,432,164 6,591,463 4,604,000 4,165,000 19,941,000 18,911,000 8,996,000 56,617,000 Hawthorn Fund 141,389 342,427 528,000 20,000 0 0 0 548,000 Grants 1,671,446 884,230 451,000 530,000 0 0 0 981,000 Total CIP 8,244,999 14,536,942 23,605,950 19,238,449 41,503,084 29,360,915 20,935,515 134,643,913 District Summary by Program Total CIP District Summary by Department FY2013-14 Actuals FY2014-15 Midyear Budget Five-Year Capital Improvement Program Five-Year Capital Improvement Program Measure AA Project Reimbursed Staff Costs Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access and Education Vehicles, Equipment, Facilities, and Other 2/19/2015 1:44 PMSection III - Page 2 FY2015-16 Five-Year Capital Improvement Program Summary (Cont'd) Measure AA Summary FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Land Acquisition and Preservation 11,283,670 3,459,158 14,171,139 7,500,000 9,500,000 45,913,967 Public Access and Education 3,978,000 9,028,000 3,969,000 716,000 392,000 18,083,000 Natural Resource Protection and Restoration 1,382,000 1,143,000 1,037,500 1,673,000 1,525,000 6,760,500 Project Reimbursed Staff Costs 1,299,281 893,291 2,384,445 560,915 522,515 5,660,447 Total Measure AA 17,942,951 14,523,449 21,562,084 10,449,915 11,939,515 76,417,914 General Fund Summary FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Land Acquisition and Preservation 1,003,000 1,500,000 1,500,000 1,500,000 1,500,000 7,003,000 Public Access and Education 1,273,000 395,000 725,000 375,000 725,000 3,493,000 Natural Resource Protection and Restoration 1,318,000 1,120,000 985,000 450,000 450,000 4,323,000 Vehicles, Equipment, Facilities, and Other 2,068,999 1,700,000 16,731,000 16,586,000 6,321,000 43,406,999 Total Measure AA 5,662,999 4,715,000 19,941,000 18,911,000 8,996,000 58,225,999 TOTAL CIP 23,605,950 19,238,449 41,503,084 29,360,915 20,935,515 134,643,913 Section III - Page 3 FiveYear Capital Improvement Program: Administration Budget by Program FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Vehicles, Equipment, Facilities, and Other 164,000 0 0 0 0 164,000 Total Capital Budget $164,000 $0 $0 $0 $0 $164,000 Vehicles, Equipment, Facilities, and Other FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Document Management System (DMS) Implementation 100,000 0 0 0 0 100,000 IAFS HR Modules Implementation & DMS Interface 64,000 0 0 0 0 64,000 Total Vehicles, Equipment, Facilities, and Other $164,000 $0 $0 $0 $0 $164,000 PART I: DEPARTMENT SUMMARY PART II: DEPARTMENT DETAIL 3 2/19/2015 1:44 PMSection III - Page 4 FiveYear Capital Improvement Program: Natural Resources Budget by Program FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Natural Resource Protection and Restoration 1,587,000 1,408,000 1,205,500 1,698,000 1,550,000 7,448,500 Measure AA Project Reimbursed Staff Costs 425,500 218,000 225,000 184,000 184,000 1,236,500 Total Capital Budget $2,012,500 $1,626,000 $1,430,500 $1,882,000 $1,734,000 $8,685,000 Natural Resource Protection and Restoration FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 1-1: Miramontes Ridge: Agricultural Well 0 0 85,500 0 0 85,500 MAA 3-3: Purisima Creek Redwoods: Grazing Infrastructure 0 97,000 31,000 191,000 0 319,000 MAA 4-2: ECdM Creek Watershed Protection Program: Final Phase 157,000 0 0 0 0 157,000 MAA 4-3: ECdM Creek Watershed Protection Program: Re-assess & Implement 36,000 59,000 42,000 74,000 74,000 285,000 MAA 5-2: Upper La Honda Creek: Grazing Infrastructure 285,000 396,000 0 0 0 681,000 MAA 7-2: La Honda Creek: Fisheries Restoration Roads 503,000 0 0 0 0 503,000 MAA 7-3: La Honda Creek: Fisheries Restoration Apple Orchard 0 20,000 0 0 0 20,000 MAA 7-4: La Honda Creek: Fisheries Restoration Event Center 28,000 0 0 0 43,000 71,000 MAA 7-5: La Honda Creek: Grazing Infrastructure 132,000 272,000 0 0 0 404,000 MAA 9-1: Russian Ridge: Grazing Infrastructure 91,000 0 0 0 0 91,000 MAA 9-3: Russian Ridge: Pond Improvements 0 101,000 405,000 0 0 506,000 MAA 20-1: South Bay Foothills: Wildlife Passage Improvements 120,000 168,000 282,000 1,408,000 1,408,000 3,386,000 Subtotal: Measure AA Projects 1,352,000 1,113,000 845,500 1,673,000 1,525,000 6,508,500 Alpine Road Salamander Undercrossing 25,000 25,000 150,000 0 0 200,000 Big Dipper Ranch Water Infrastructure 10,000 0 0 0 0 10,000 Prescribed Fire Program Development 100,000 150,000 0 0 0 250,000 Restoration Forestry Demonstration Project 60,000 95,000 185,000 0 0 340,000 Tunitas Creek Water Infrastructure 15,000 0 0 0 0 15,000 Unanticipated Expenses 25,000 25,000 25,000 25,000 25,000 125,000 Subtotal: Non-Measure AA Projects 235,000 295,000 360,000 25,000 25,000 940,000 Total Natural Resource Protection and Restoration $1,587,000 $1,408,000 $1,205,500 $1,698,000 $1,550,000 $7,448,500 PART I: DEPARTMENT SUMMARY PART II: DEPARTMENT DETAIL 4 2/19/2015 1:44 PMSection III - Page 5 FiveYear Capital Improvement Program: Natural Resources Measure AA Project Reimbursed Staff Costs FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Project Management 125,500 118,000 125,000 84,000 84,000 536,500 Construction 300,000 100,000 100,000 100,000 100,000 700,000 Total Reimbursed MAA Staff Costs $425,500 $218,000 $225,000 $184,000 $184,000 $1,236,500 Total: Measure AA Projects $1,777,500 $1,331,000 $1,070,500 $1,857,000 $1,709,000 $7,745,000 Total: Non-Measure AA Projects $235,000 $295,000 $360,000 $25,000 $25,000 $940,000 Grand Total: All Capital Projects $2,012,500 $1,626,000 $1,430,500 $1,882,000 $1,734,000 $8,685,000 Project FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Fisheries Restoration Grant Program - La Honda Creek Roads $231,000 $0 $0 $0 $0 $231,000 Total Grant Income $231,000 $0 $0 $0 $0 $231,000 Total Capital Projects, net of Grant Income $1,781,500 $1,626,000 $1,430,500 $1,882,000 $1,734,000 $8,454,000 PART III: GRANT INCOME PART II: DEPARTMENT DETAIL (Cont'd) 5 2/19/2015 1:44 PMSection III - Page 6 FiveYear Capital Improvement Program: Operations Budget by Program FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Natural Resource Protection and Restoration 390,000 800,000 600,000 400,000 400,000 2,590,000 Public Access and Education 910,000 350,000 700,000 350,000 700,000 3,010,000 Vehicles, Equipment, Facilities, and Other 1,171,000 1,046,000 956,000 936,000 796,000 4,905,000 Measure AA Project Reimbursed Staff Costs 60,000 60,000 60,000 60,000 60,000 300,000 Total Capital Budget $2,531,000 $2,256,000 $2,316,000 $1,746,000 $1,956,000 $10,805,000 Natural Resource Protection and Restoration FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Paulin and Houhgton Demolitions 390,000 0 0 0 0 390,000 Demolition and Clean up of Abandoned Structures [Foothillls]0 400,000 200,000 0 0 600,000 Demolition and Clean up of Abandoned Structures [Skyline]0 400,000 400,000 400,000 400,000 1,600,000 Total Natural Resource Protection and Restoration $390,000 $800,000 $600,000 $400,000 $400,000 $2,590,000 Public Access and Education FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 3-4: Harkins Bridge Replacement 500,000 0 0 0 0 500,000 MAA 17-4: Stevens Creek Footbridges 200,000 0 0 0 0 200,000 Subtotal: Measure AA Projects 700,000 0 0 0 0 700,000 Footbridge Replacements 0 200,000 200,000 200,000 200,000 800,000 Install Automated Gates at Fremont Older 40,000 0 0 0 0 40,000 Lower Purisima Creek Preserve Restroom Replacement 70,000 0 0 0 0 70,000 Vehicle Bridge Replacement 0 150,000 500,000 150,000 500,000 1,300,000 Preserve Entrance Signage Upgrades 100,000 0 0 0 0 100,000 Subtotal: Non-Measure AA Projects 210,000 350,000 700,000 350,000 700,000 2,310,000 Total Public Access and Education $910,000 $350,000 $700,000 $350,000 $700,000 $3,010,000 PART I: DEPARTMENT SUMMARY PART II: DEPARTMENT DETAIL 6 2/19/2015 1:44 PMSection III - Page 7 FiveYear Capital Improvement Program: Operations Vehicles, Equipment, Facilities, and Other FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Computerized Maintenance Management System 50,000 0 0 0 0 50,000 Equipment 316,000 376,000 376,000 376,000 376,000 1,820,000 SFO HVAC Closeout 50,000 0 0 0 0 50,000 Stopgap Operations Facilities (Trailers)50,000 0 0 0 0 50,000 Skyline Facility Improvements - Install automated gate at SFO 75,000 0 0 0 0 75,000 Skyline Facility Improvements - Repave Driveway 60,000 0 0 0 0 60,000 Skyline Water Tank Rehabilitation 65,000 0 0 0 0 65,000 Vehicles - Administrative 35,000 100,000 110,000 90,000 50,000 385,000 Vehicles - Maintenance 270,000 270,000 220,000 220,000 200,000 1,180,000 Vehicles - Patrol 200,000 300,000 250,000 250,000 170,000 1,170,000 Total Vehicles, Equipment, Facilities, and Other $1,171,000 $1,046,000 $956,000 $936,000 $796,000 $4,905,000 Measure AA Project Reimbursed Staff Costs FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Project Management 40,000 40,000 40,000 40,000 40,000 200,000 Construction 20,000 20,000 20,000 20,000 20,000 100,000 Total Reimbursed MAA Staff Costs $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Total: Measure AA Projects $760,000 $60,000 $60,000 $60,000 $60,000 $1,000,000 Total: Non-Measure AA Projects $1,771,000 $1,396,000 $1,656,000 $1,286,000 $1,496,000 $7,215,000 Grand Total: All Capital Projects $2,531,000 $1,456,000 $1,716,000 $1,346,000 $1,556,000 $8,215,000 PART II: DEPARTMENT DETAIL (Cont'd) 7 2/19/2015 1:44 PMSection III - Page 8 FiveYear Capital Improvement Program: Planning Budget by Program FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Natural Resource Protection and Restoration 723,000 55,000 217,000 25,000 25,000 1,045,000 Public Access and Education 4,341,000 9,073,000 3,994,000 741,000 417,000 18,566,000 Vehicles, Equipment, Facilities, and Other 194,000 304,000 15,275,000 15,275,000 5,025,000 36,073,000 Measure AA Project Reimbursed Staff Costs 791,811 602,311 2,092,095 316,915 278,515 4,081,647 Total Capital Budget $6,049,811 $10,034,311 $21,578,095 $16,357,915 $5,745,515 $59,765,647 Natural Resource Protection and Restoration FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 22-1: Sierra Azul Hendrys Creek Restoration 30,000 30,000 192,000 0 0 252,000 Subtotal: Measure AA Projects 30,000 30,000 192,000 0 0 252,000 Russian Ridge Mindego True Ranch Remediation, Demo, Restoration; Water System 363,000 0 0 0 0 363,000 Water Rights 1 305,000 0 0 0 0 305,000 Unanticipated Expenses 25,000 25,000 25,000 25,000 25,000 125,000 Subtotal: Non-Measure AA Projects 693,000 25,000 25,000 25,000 25,000 793,000 Total Natural Resource Protection and Restoration $723,000 $55,000 $217,000 $25,000 $25,000 $1,045,000 Public Access and Education FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 2-1: Cooley Landing Interpretive Facilities & Infrastructure Design & Implementation (Partnership with East Palo Alto)856,000 936,000 0 0 0 1,792,000 MAA 2-2: Ravenswood Bay Trail Design, CEQA, Permitting & Implementation 137,000 416,000 41,000 283,000 0 877,000 MAA 4-4: El Corte de Madera Creek Oljon Trail Permitting & Implementation (Phases II - IV)32,000 172,000 0 0 0 204,000 MAA 5-4: La Honda Creek: Sears Ranch Interim Parking Area and Trail Connections 107,000 43,000 196,000 0 0 346,000 MAA 5-5: La Honda Creek: Red Barn Parking Area and Trail Connections 98,000 115,000 1,179,000 0 0 1,392,000 MAA 9-4: Russian Ridge Mindego Trail 67,000 0 0 0 0 67,000 MAA 9-5: Russian Ridge Trail Improvements to Council Circle 10,000 0 0 0 0 10,000 MAA 11-1: Rancho San Antonio New Trails to connect Quarry Trail to Black Mountain Trail 8,000 116,000 162,000 387,000 388,000 1,061,000 MAA 20-2: Hwy 17 Bay Area Ridge Trail Crossing Feasibility 62,000 342,000 136,000 0 0 540,000 MAA 21-4: Bear Creek Stables Site Plan and CEQA 86,000 207,000 1,323,000 42,000 0 1,658,000 PART I: DEPARTMENT SUMMARY PART II: DEPARTMENT DETAIL 8 2/19/2015 1:44 PMSection III - Page 9 FiveYear Capital Improvement Program: Planning Public Access and Education (Cont'd)FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 21-5: Bear Creek Redwoods Public Access (Phase 1 Implementation)293,000 1,093,000 919,000 0 0 2,305,000 MAA 21-6: Bear Creek Redwoods Alma College Site Rehabilitation Plan and CEQA 270,000 50,000 0 0 0 320,000 MAA 23-2: Sierra Azul: Bridges for Mt Umunhum Trail Implementation 95,000 95,000 4,000 0 0 194,000 MAA 23-4: Sierra Azul: Summit Restoration (Phase I)611,000 2,577,000 8,000 4,000 4,000 3,204,000 MAA 23-5: Sierra Azul: Mt Umunhum Guadalupe Creek Overlook & Bridges 213,000 7,000 0 0 0 220,000 MAA 23-6: Sierra Azul: Mt Umunhum Road Design and Construction 333,000 2,859,000 1,000 0 0 3,193,000 Subtotal: Measure AA Projects 3,278,000 9,028,000 3,969,000 716,000 392,000 17,383,000 Bear Creek Redwoods Preserve Plan Development, CEQA and Ponds Assessment (formerly MAA 21-2, supports other MAA projects)273,000 0 0 0 0 273,000 El Sereno Dog Access Scoping & Implementation 47,000 0 0 0 0 47,000 Fremont Older Staging Area Public Safety Improvements 260,000 0 0 0 0 260,000 Mt Umunhum Radar Tower Repairs 115,000 0 0 0 0 115,000 Windy Hill Hawthorn Historic Complex: Partner Selection & Site Development 343,000 20,000 0 0 0 363,000 Unanticipated Expenses 25,000 25,000 25,000 25,000 25,000 125,000 Subtotal: Non-Measure AA Projects 1,063,000 45,000 25,000 25,000 25,000 1,183,000 Total Public Access and Education $4,341,000 $9,073,000 $3,994,000 $741,000 $417,000 $18,566,000 Vehicles, Equipment, Facilities, and Other FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total District-wide Long-term Facilities Plan 169,000 279,000 0 0 0 448,000 District-wide Long-term Facilities Plan Implementation (AO, 1 Field Office)0 0 15,250,000 15,250,000 5,000,000 35,500,000 Unanticipated Expenses 25,000 25,000 25,000 25,000 25,000 125,000 Total Vehicles, Equipment, and Other $194,000 $304,000 $15,275,000 $15,275,000 $5,025,000 $36,073,000 Measure AA Project Reimbursed Staff Costs FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Project Management 505,811 411,311 377,095 151,915 113,515 1,559,647 Construction 286,000 191,000 1,715,000 165,000 165,000 2,522,000 Total Reimbursed MAA Staff Costs $791,811 $602,311 $2,092,095 $316,915 $278,515 $4,081,647 Total: Measure AA Projects $4,099,811 $9,660,311 $6,253,095 $1,032,915 $670,515 $21,716,647 Total: Non-Measure AA Projects $1,950,000 $374,000 $15,325,000 $15,325,000 $5,075,000 $38,049,000 Grand Total: All Capital Projects $6,049,811 $10,034,311 $21,578,095 $16,357,915 $5,745,515 $59,765,647 1 Staff anticipates there will be additional budget for this project but at this time there is not sufficient information for project cost estimates beyond FY15-16. PART II: DEPARTMENT DETAIL (Cont'd) 9 2/19/2015 1:44 PMSection III - Page 10 FiveYear Capital Improvement Program: Planning Project FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Mt Um Environmental Restoration & Public Access (State Coastal Conservancy)$20,000 $530,000 $0 $0 $0 $550,000 Bay Trail - (Santa Clara County grant)$200,000 $0 $0 $0 $0 $200,000 Total Grant Income $220,000 $530,000 $0 $0 $0 $750,000 Total Capital Projects, net of Grant Income $5,829,811 $9,504,311 $21,578,095 $16,357,915 $5,745,515 $59,015,647 PART III: GRANT INCOME 10 2/19/2015 1:44 PMSection III - Page 11 Five Year Capital Improvement Program: Real Property Land Acquisition and Preservation 12,286,670 4,959,158 15,671,139 9,000,000 11,000,000 52,916,967 Vehicles, Equipment, Facilities, and Other 539,999 350,000 500,000 375,000 500,000 2,264,999 Measure AA Project Reimbursed Staff Costs 21,970 12,980 7,350 0 0 42,300 Total Capital Budget $12,848,639 $5,322,138 $16,178,489 $9,375,000 $11,500,000 $55,224,266 Land Acquisition and Preservation FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 2-2: Ravenswood Bay Trail Design, CEQA, Permits & Implementation 78,000 0 0 0 0 78,000 MAA 3-1: Lot Line Adjustment / Property Transfer Purisima Uplands 816,500 20,000 0 0 0 836,500 MAA 3-2: Site Clean-up and Soil Remediation Purisima Uplands 126,665 140,714 0 0 0 267,379 MAA 4-1: El Corte de Madera Creek Land Conservation 0 0 6,092,525 0 0 6,092,525 MAA 5-1: La Honda Creek Upper Area Land Conservation 811,000 423,000 712,000 0 0 1,946,000 MAA 7-1: Event Center and Apple Orchard Purchase 6,087,677 0 0 0 0 6,087,677 MAA 8-1: La Honda Creek/Russian Ridge Land Conservation 302,500 1,545,000 2,032,000 0 0 3,879,500 MAA 10-2: Alpine Road and Drainage Improvements - MOU 35,000 0 5,085,641 0 0 5,120,641 MAA 17-1: Upper Stevens Creek 333,906 0 0 0 0 333,906 MAA 21-1: Bear Creek Redwoods - Moody Gulch 122,500 36,460 48,960 0 0 207,920 MAA 22-2: Sierra Azul Cathedral Oaks 650,000 0 0 0 0 650,000 MAA 23-1: Sierra Azul Mt Um Trail and Property Rights 1,511,922 0 0 0 0 1,511,922 MAA 24-1: Sierra Azul Rancho de Guadalupe Land Conservation 0 1,059,500 200,013 0 0 1,259,513 MAA 25-1: Sierra Azul Loma Prieta Land Conservation 408,000 234,484 0 0 0 642,484 MAA New Land Conservation Opportunities 0 0 0 7,500,000 9,500,000 17,000,000 Subtotal: Measure AA Projects 11,283,670 3,459,158 14,171,139 7,500,000 9,500,000 45,913,967 1405 Skyline Blvd, Improvements (INE Property)50,000 0 0 0 0 50,000 5755 Alpine Road, Remodel (Silva Property)160,000 0 0 0 0 160,000 New Land Conservation Purchases 793,000 1,500,000 1,500,000 1,500,000 1,500,000 6,793,000 Subtotal: Non-Measure AA Projects 1,003,000 1,500,000 1,500,000 1,500,000 1,500,000 6,793,000 Total Land Acquisition and Preservation $12,286,670 $4,959,158 $15,671,139 $9,000,000 $11,000,000 $52,706,967 PART II: DEPARTMENT DETAIL PART I: DEPARTMENT SUMMARY 11 2/19/2015 1:44 PMSection III - Page 12 Five Year Capital Improvement Program: Real Property Vehicles, Equipment, Facilities, and Other FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total MAA 21-3: Bear Creek Redwoods - Water Infrastructure Improvements 79,999 0 0 0 0 79,999 Subtotal: Measure AA Projects 79,999 0 0 0 0 79,999 16075 Overlook Dr. Foundation Stabilization 75,000 0 0 0 0 75,000 McDonald Ranch, POD 17 Water Line Replacement 125,000 0 0 0 0 125,000 Driscoll Ranch, POD 36 Water Line Replacement 75,000 0 0 0 0 75,000 Windy Hill Alpine Road Residence 185,000 0 0 0 0 185,000 Facilities Improvements 0 350,000 500,000 375,000 500,000 1,725,000 Subtotal: Non-Measure AA Projects 460,000 350,000 500,000 375,000 500,000 2,185,000 Total Vehicles, Equipment, Facilities, and Other $539,999 $350,000 $500,000 $375,000 $500,000 $2,264,999 Measure AA Project Reimbursed Staff Costs FY2015-16 FY2016-17 FY2017-18 FY2018-19 FY2019-20 5-Year Total Project Management 21,970 12,980 7,350 0 0 42,300 Total Reimbursed MAA Staff Costs $21,970 $12,980 $7,350 $0 $0 $42,300 Total: Measure AA Projects $11,385,639 $3,472,138 $14,178,489 $7,500,000 $9,500,000 $46,036,266 Total: Non-Measure AA Projects $1,463,000 $1,850,000 $2,000,000 $1,875,000 $2,000,000 $8,978,000 Grand Total: All Capital Projects $12,848,639 $5,322,138 $16,178,489 $9,375,000 $11,500,000 $55,014,266 PART II: DEPARTMENT DETAIL (Cont'd) 12 2/19/2015 1:44 PMSection III - Page 13 SECTION IV: PROPOSED FY2015-16 HAWTHORN FUND BUDGET HAWTHORN FUND The Proposed FY2015-16 Annual Budget for the Hawthorn endowment totals $543,800, which is 59% higher than the FY2014-15 Midyear Budget. A total of $185,000 is budgeted under Capital Expenses for improvements to the Alpine House employee residence. The remaining Capital Expenses budget includes approximately $15,000 for electrical services and the installation of a security system, and no more than $30,000 for the installation of rodent exclusion, roof repairs, and other minor stabilization efforts to mitigate deterioration as staff negotiates a partnership agreement over the next year. Approximately $15,000 is set aside to cover District project management costs and the remaining balance of $283,000 is a placeholder for more aggressive mothballing should the current partnership development process yield no viable partner. If the proposed Hawthorn budget is approved, the endowment fund balance at the end of FY2015-16 is projected to be $1,171,958. (See Table 5 below) Table 6: Hawthorn – Projected Cash Balance Budget Category FY2013-14 Actuals (Unaudited) FY2014-15 Midyear Budget FY 2015-16 Proposed Annual Budget $ Change from Midyear FY2014-15 % Change from Midyear FY2014-15 Operating Expenses 14,747 221,685 15,800 (205,885) -93% Capital Expenses 126,642 120,742 528,000 407,258 337% Total: Hawthorn 141,389 342,427 543,800 201,373 59% FY2015-16 PROPOSED ANNUAL BUDGET Hawthorn Fund Original Endowment: 2,018,445$ FY2011-12 Interest Income 3,267$ FY2011-12 Expenditures (50,672)$ FY2012-13 Interest Income 7,854$ FY2012-13 Expenditures (122,347)$ FY2013-14 Interest Income 5,600$ FY2013-14 Expenditures (141,389)$ FY2014-15 Interest Income - Projected 5,000$ FY2014-15 Expenditures - Projected (15,000)$ FY2015-16 Interest Income - Proposed Budget 5,000$ FY2015-16 Expenditures - Proposed Budget (543,800)$ Ending Balance - Projected 1,171,958$ HAWTHORN: Endowment Fund Section IV - Page 1 SECTION V: FY2015-16 DEPARTMENT SUMMARIES ADMINISTRATIVE SERVICES DEPARTMENT Objective: To provide the overall management and administration of the District in support of the organization’s mission and goals. Core Functions:  Provide financial management, budgeting, and accounting services.  Administer Human Resources Programs and coordinate employee relations activities.  Provide Information Technology services.  Provide office management and public reception/customer service at the Administrative Office. Department Budget: ADMINISTRATIVE SERVICES DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 1,353,563 1,722,442 1,717,624 (4,818) 0% Services and Supplies 726,736 749,900 1,318,026 568,126 76% Subtotal: Operating Budget 2,080,299 2,472,342 3,035,650 563,308 23% Capital 7,692 111,200 164,000 52,800 47% Total Department Budget 2,087,991 2,583,542 3,199,650 616,108 24% Total FTE 11.25 13.75 13.75 0.00 0% GENERAL MANAGER’S OFFICE Objective: To provide support to the Board of Directors in the development and implementation of its goals and policies and provide leadership and guidance to District departments in the delivery of services. Core Functions:  Provide organizational leadership and direction to implement Board policy and goals.  Provide District Clerk support to the District Board and staff. Department Budget: GENERAL MANAGER'S OFFICE BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 784,027 978,157 1,124,026 145,869 15% Services and Supplies 202,396 230,665 400,425 169,760 74% Subtotal: Operating Budget 986,423 1,208,822 1,524,451 315,629 26% Strategic Plan Implementation 18,478 1,043,075 - (1,043,075) -100% Total Department Budget 1,004,901 2,251,897 1,524,451 (727,446) -32% Total FTE 5.00 6.00 6.00 0.00 0% Section V - Page 1 GENERAL COUNSEL’S OFFICE Objective: To 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  Provide risk management services. Department Budget: GENERAL COUNSEL'S OFFICE BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 373,246 453,051 462,404 9,353 2% Services and Supplies 60,773 53,130 61,915 8,785 17% Subtotal: Operating Budget 434,019 506,181 524,319 18,138 4% Total Department Budget 434,019 506,181 524,319 18,138 4% Total FTE 2.50 2.50 2.50 0.00 0% NATURAL RESOURCES DEPARTMENT Objective: To 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. Section V - Page 2 Department Budget: NATURAL RESOURCES DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 844,455 1,073,745 1,169,398 95,653 9% Less MAA Reimbursible Staff Costs - - 125,500 125,500 N/A Net Salaries and Benefits 844,455 1,073,745 1,043,898 (29,847) -3% Services and Supplies 508,833 468,551 735,930 267,379 57% Subtotal: Operating Budget 1,353,288 1,542,296 1,779,828 237,532 15% MAA Capital - - 1,777,500 1,777,500 N/A Non-MAA Capital 508,433 915,000 235,000 (680,000) -74% Subtotal: Capital Budget 508,433 915,000 2,012,500 1,097,500 120% Total Department Budget 1,861,721 2,457,296 3,792,328 1,335,032 54% Total FTE 8.50 10.00 10.00 0.00 0% OPERATIONS DEPARTMENT Objective: To follow management policies that ensure proper care and stewardship of the land, that provide public access appropriate to the nature of the land, and that are consistent with ecological values and public safety. Core Functions:  Provide in-the-field services to protect and restore the natural resources.  Protect public health and safety through enforcement, fire protection, and safe access.  Provide visitor services as the frontline “Face of the District”.  Maintain and construct new District trails.  Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi- stakeholder efforts to further District goals. Department Budget: OPERATIONS DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 6,642,109 6,900,055 7,305,639 405,584 6% Less MAA Reimbursible Staff Costs - - 646,000 646,000 N/A Net Salaries and Benefits 6,642,109 6,900,055 6,659,639 (240,416) -3% Services and Supplies 1,498,666 1,707,440 2,074,427 366,987 21% Subtotal: Operating Budget 8,140,775 8,607,495 8,734,066 126,571 1% MAA Capital - - 760,000 760,000 N/A Non-MAA Capital 907,205 2,262,266 1,771,000 (491,266) -22% Subtotal: Capital Budget 907,205 2,262,266 2,531,000 762,292 34% Total Department Budget 9,047,980 10,869,761 11,265,066 395,305 4% Total FTE 62.40 66.30 66.30 0.00 0% Section V - Page 3 PLANNING DEPARTMENT Objective: To protect and restore the natural diversity and integrity of the District’s resources; encourage public and private agencies to preserve, maintain and enhance open space; and follow management policies for quality care of the land, provision of public access, and maintenance of ecological values and public safety. Core Functions:  Plan, design, and implement projects for public access, staff facilities, and stewardship of cultural resources.  Develop and maintain current and long-range use and management plans, policies, and procedures for Preserves.  Manage the District Geographic Information Systems (GIS).  Comply with the California Environmental Quality Act (CEQA) and all permitting, code, and regulation requirements.  Work with other entities to obtain funding, plan for and protect District and Regional greenbelt use and public access.  Engage public and partner agency involvement in planning activities. Department Budget: PLANNING DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 1,200,327 1,402,824 1,567,119 164,295 12% Less MAA Reimbursible Staff Costs - - 505,811 505,811 N/A Net Salaries and Benefits 1,200,327 1,402,824 1,061,308 (341,516) -24% Services and Supplies 27,493 199,501 (199,501) -100% Subtotal: Operating Budget 1,227,820 1,602,325 1,061,308 (541,017) -34% MAA Capital - - 4,099,811 4,099,811 N/A Non-Measure AA Capital 2,603,546 1,856,610 1,607,000 (249,610) Subtotal: Capital Budget 2,603,546 1,856,610 5,706,811 3,850,201 207% Strategic Plan Implementation 340,449 234,000 - (234,000) -100% Total Department Budget 4,171,815 3,692,935 6,768,119 6,925,385 188% Total FTE 12.00 13.00 13.00 0.00 0% PUBLIC AFFAIRS DEPARTMENT Objective: To 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.  Influence and propose legislation that affects and/or benefits the District’s ability to carry out its mission.  Engage the public through programs that educate and involve the community and expand the District’s capacity. Section V - Page 4  Collect and evaluate constituent feedback and recommend action. Department Budget: PUBLIC AFFAIRS DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 928,535 1,135,930 1,241,881 105,951 9% Services and Supplies 435,658 597,790 719,690 121,900 20% Subtotal: Operating Budget 1,364,193 1,733,720 1,961,571 227,851 13% Strategic Plan Implemenation 239,335 170,836 - (170,836) Total Department Budget 1,603,528 1,904,556 1,961,571 57,015 3% Total FTE 10.00 11.00 11.00 0.00 0% REAL PROPERTY DEPARTMENT Objective: To purchase or otherwise acquire interest in the maximum feasible area of strategic open space land; link District open space lands with federal, state, county, city parklands, and watershed lands. Core Functions:  Provide comprehensive land conservation planning and analysis to guide the land purchase program.  Monitor and protect the District’s public open space property interests (including fee and easement interests).  Manage revenue-producing properties.  Create and take advantage of opportunities to conserve the greenbelt, foothills, and baylands.  Maintain neighbor, conservation partner and agency relationships. Department Budget: REAL PROPERTY DEPARTMENT BUDGET FY2013-14 Actuals FY2014-15 Midyear Budget FY2015-16 Proposed Annual Budget $ Change from FY2014-15 Midyear Budget % Change from FY2014-15 Midyear Budget Salaries and Benefits 732,209 856,402 980,242 123,840 14% Less MAA Reimbursible Staff Costs - - 21,970 21,970 N/A Net Salaries and Benefits 732,209 856,402 958,272 101,870 12% Services and Supplies 74,380 129,550 (129,550) -100% Subtotal: Operating Budget 806,589 985,952 958,272 (27,680) -3% MAA Land & Associated Costs - - 11,305,640 11,305,640 N/A Non-MAA Land & Associated Costs 4,091,431 9,354,000 1,003,000 (8,351,000) -89% Subtotal: Land Budget 4,091,431 9,354,000 12,308,640 2,954,640 32% MAA Property Management - - 79,999 79,999 N/A Non-MAA Property Management 223,783 470,550 715,245 244,695 52% Subtotal: Property Mgmt Budget 223,783 470,550 795,244 324,694 69% Debt Service 8,858,244 8,893,601 11,142,744 2,249,143 25% Total Department Budget 13,980,047 19,704,103 25,204,900 5,500,797 28% Total FTE 5.00 7.00 7.00 0.00 0% Section V - Page 5