HomeMy Public PortalAbout20160525 - Agenda Packet - Board of Directors (BOD) - 16-11
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
Wednesday, May 25, 2016
Special Meeting starts at 5:00 PM*
Regular Meeting starts at 7:00 PM*
A G E N D A
5:00 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ROLL CALL
1. Approval of the Bid Plan Set for the Mount Umunhum Road Improvement Project and
Authorization to Release the Request for Bids
Staff Contact: Zachary Alexander, Capital Project Manager II, Engineering and Construction
Department
General Manager’s Recommendation:
1. Approve the Mount Umunhum Road Improvement Project Design and Bid Plan Set.
2. Delegate to the Engineering and Construction Manager the authority to approve any necessary
changes to the Project Design and Plans, and Direct that the “As Built” Designs Come Back to
the Board for Final Approval.
3. Authorize the General Manager to advertise the Request for Bids for the Mount Umunhum
Road Improvement Project.
CLOSED SESSION
2. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION. (Government Code
Section 54956.9(d)(1))
Name of Case: Midpeninsula Regional Open Space v. Michael Rossetta, et al; Santa Clara
County Superior Court Case Number 1-15-CV-289568
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION. (Government Code
Section 54956.9(d)(1))
Name of Case: Midpeninsula Regional Open Space District v. Mount Umunhum Limited
Partnership, et al (McQueen); Santa Clara County Superior Court Case No. 1-15-CV-
289553
Meeting 16-11
3. CLOSED SESSION: PUBLIC EMPLOYEE PERFORMANCE EVALUATION.
(GOVERNMENT CODE SECTION 54957(b)(1))
Title of Employees: General Manager
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ORAL COMMUNICATIONS
The Board President will invite public comment on items not the agenda. Each speaker will ordinarily
be limited to three minutes; however, the Brown Act (Open Meeting Law) does not allow action by the
Board of Directors on items not on the agenda. If you wish to address the Board, please complete a
speaker card and give it to the District Clerk. Individuals are limited to one appearance during this
section.
ADOPTION OF AGENDA
SPECIAL ORDERS OF THE DAY
• Introduction of Staff
o Nathan Greig, GIS Technician
o Jordan McDaniel, Administrative Assistant
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 the Minutes for the April 27, 2016 and May 11, 2016 Board meetings
2. Approve Claims Report
3. Contract Amendment with PGA Design, Inc., for Additional Design, Engineering,
Permitting, and Construction Administration Services for the Sears Ranch Parking Area at
La Honda Creek Open Space Preserve (R-16-65)
Staff Contact: Lisa Bankosh, Planner III
General Manager’s Recommendation: Authorize the General Manager to execute a contract
amendment with PGA Design, Inc., for additional services related to the Sears Ranch Parking Area
Project in the amount of $31,315, for a total not-to-exceed contract amount of $81,195
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.
4. Proposed Fiscal Year 2016-17 Budget & Action Plan Initial Review (R-16-68)
Staff Contact: Nicole Gonzales, Finance and Budget Analyst II
General Manager’s Recommendation: Review the Proposed Fiscal Year (FY) 2016-17 Budget and
Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in
preparation for adoption at the June 22, 2016 Regular Meeting of the Board of Directors.
5. Consideration of the Controller’s Report on the Proposed Fiscal Year 2016-17 Budget (R-16-
69)
Staff Contact: Michael L. Foster, Controller
General Manager’s Recommendation: Approve the Controller’s report on the Fiscal Year 2016-17
Budget.
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
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the regular meeting of the MROSD Board of Directors was posted and available for
review on May 20, 2016, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California,
94022. The agenda and any additional written materials are also available on the District’s web site at
http://www.openspace.org.
Jennifer Woodworth, MMC
District Clerk
R-16-62
Meeting 16-11
May 25, 2016
SPECIAL MEETING AGENDA ITEM 1
AGENDA ITEM
Approval of the Bid Plan Set for the Mount Umunhum Road Improvement Project and
Authorization to Release the Request for Bids
GENERAL MANAGER’S RECOMMENDATIONS
1. Approve the Mount Umunhum Road Improvement Project Design and Bid Plan Set.
2. Delegate to the General Manager the authority to approve any necessary changes to the
Project Design and Plans, and Direct that the “As Built” Designs Come Back to the Board for
Final Approval.
3. Authorize the General Manager to advertise the Request for Bids for the Mount Umunhum
Road Improvement Project.
SUMMARY
The Midpeninsula Regional Open Space District (District) entered into a contract with the civil
engineering firm Pavement Engineering Inc., (PEI) on July 8, 2015 (R-15-103) to develop
construction plans detailing the recommended upgrades to Mount Umunhum Road. PEI has
developed a bid plan set of construction documents that have been peer-reviewed by a second
civil engineering firm, Sandis, and deemed ready to include in a Request for Bids (RFB) to
implement the Mount Umunhum Road Improvement Project. Sufficient funds remain in the
Fiscal Year (FY)2015-16 budget to complete the bidding process and award a repair contract by
end of June. Funds for construction have been requested in the proposed FY2016-17 budget,
with a targeted start of early July. In order for the District to construct road improvements
during the 2016/2017 construction season, condemnation proceedings for Mount Umunhum
Road rights have been initiated with the Santa Clara County Superior Court to obtain possession
of the necessary rights. Issuance of the RFB is not dependent on securing the property rights;
however, construction of the roadway improvements requires the District’s possession of the
road rights before proceeding.
MEASURE AA
The project is part of Measure AA (MAA) Portfolio #23, Mount Umunhum Public Access and
Interpretation Projects: Open Mt. Umunhum for multi-use public access to the summit via the
road and a trail; open Bay Area Ridge Trail and nearby trail connections; and preserve additional
open space and complete wildlife corridor, in the amount of $27.972 million of which $3.965
million has been allocated for the Mount Umunhum Road Improvement Project. In addition, the
project is included in the Board-approved Measure AA 5-year Project List.
R-16-62 Page 2
BACKGROUND
Mount Umunhum Road was built by the federal government to provide vehicular access to the
former Almaden Air Force Station (AFS), which was constructed in the late 1950s and dedicated
for operation in 1958. The AFS was in use for 22 years, closing in 1980. At its peak, the AFS
housed approximately 120 people, including employees and their families. On average, the
facility employed approximately 30 stationed military personnel, and 50 to 100 civilian
personnel. Historical records indicate that in 1971 the roadway had a daily two-way traffic
volume of roughly 190 vehicles. The current road is 29,800 linear feet (LF) (approximately 5.6
miles) from the summit of Mount Umunhum to the Hicks Road intersection, and ranges in width
from approximately 15.7 to 28 feet wide, with an average roadway width of 21.7 feet.
Historically, the two-lane rural road was used to access the former AFS. In order to provide
general public access to the Summit, property rights need to be perfected for the roadway and the
necessary improvements completed along the road, which include resurfacing and installing
turnouts, curbs, guardrails, and other safety infrastructure. Engineered slope stabilization
measures are also needed to address a number of geologic issues associated with the roadway,
including slip-outs and slope failures above and below the roadway that are potential sources of
sediment. In general, the substructure of the roadway is in very good condition, and a majority
of the required improvements focus on the upper portion of the roadway structure that is in
disrepair due to general use and lack of maintenance. After roadway improvements are
completed, Mount Umunhum Road will remain a two-lane, rural road for visitors to access the
Summit during open Preserve hours and at the same time benefiting the neighbors who use the
road to access their properties.
DISCUSSION
In October, 2012, the Board approved the Mount Umunhum Environmental Restoration and
Public Access Project (R-12-104), which includes the Bald Mountain Parking Area, the Mount
Umunhum Trail, ecological restoration and development of visitor amenities at the summit, and
roadway upgrades and safety improvements to Mount Umunhum Road to accommodate public
vehicular use to allow all visitors regardless of physical ability to reach the summit. Access to
the summit of Mount Umunhum was identified as a priority action during the District’s Vision
Plan process, and funding for roadway improvements was included in Measure AA, under
Priority Action (Portfolio) #23, which passed in June, 2014.
In July, 2015, the District selected PEI to design and develop the construction plans for the
proposed roadway improvements. PEI has developed the requested bid plan set, which is now
ready for issuance as part of a public bid process to implement the recommended upgrades to
Mount Umunhum Road and provide safe public vehicular access to the summit.
In May, 2016, PEI’s road design was peer-reviewed by Sandis. In general, Sandis concurred
with PEI’s design but recommended additional information and details to the plans and
specifications. Sandis also recommended installation of new guardrail to the road in addition to
replacing existing guardrail. PEI will update project plans and specifications by May 31, 2016 to
address the comments provided by Sandis.
The road construction project is being closely coordinated with the Summit Project that is
focused on public access improvements and site restoration on the mountaintop. The two design
teams and Project Managers have worked closely together in an effort to ensure integration and
R-16-62 Page 3
coordination of these designs, contract documents, construction timelines, and administration to
ensure successful delivery of the Mount Umunhum Road Improvement Project and the Summit
Project.
The Mount Umunhum Road Improvement Project’s bid plan set includes the following proposed
improvements and upgrades to Mount Umunhum Road and associated infrastructure:
Proposed Road Surface Improvements
• Resurface the entirety of Mount Umunhum Road from the intersection of Hicks Road
to the flagpole area near the Summit using either a Cold In-place Recycling (CIR) or
Pulverize & Replace Process (P&R) (remainder of roadway to the summit area of the
mountain will be repaired as part of the Summit Project);
o The Request for Bids will solicit for both resurfacing techniques, as they have
a similar cost, performance, and life expectancy (20 years).
o Both techniques recycle and utilize 100% of existing roadway material during
the resurfacing process.
o Each process requires different types of machinery; also typically, General
Contractors can perform the P&R process, whereas special licensing is
required for the CIR process.
• Addition of a double chip seal to entire roadway surface;
o Chip seal increases the life of the road by 10 to 15 years and provides for
increased traction.
• Shallow and deep road settlement repairs;
• New Gabion retaining walls below roadway; and,
• 20-foot paved driveway aprons for the four (4) private properties whose residents use
the road to access their properties.
Proposed Surface Improvements Quantity
Resurface Entire Roadway, 18’ Wide 532,260 square feet (SF)
Shallow & Deep Road Settlement Repairs 30,888 SF
Gabion Retaining Walls 89 linear feet (LF)
Proposed Road Safety Improvements
Mount Umunhum Road is designated as a multi-modal roadway allowing for vehicular and
bicycle traffic. The sharing of the narrow and steep roadway by the two transportation methods
required additional attention during the Project design and development process, resulting in
roadway safety design elements that address both the safety needs of vehicular drivers and
bicyclists. Additionally, the Project EIR and Mitigation Monitoring Report were developed with
the understanding of an expected increase in vehicular and bicycle traffic on the roadway, and
outlined the required safety measures for incorporation into the Project plans in order to provide
a means for bicyclists to share the roadway with vehicles in a safe manner. These include:
• New guardrails, replacement of existing guardrails and end terminals;
R-16-62 Page 4
• Roadway striping, fog lines, and botts’dots;
• Signage related to traffic calming, road sharing, pedestrian crossing, speed limit, no
parking, and signage required by the Project’s Mitigation Monitoring Plan;
• Roadside concrete erosion control barriers;
• Erosion and rock netting;
• Removal of roadside trees, under road roots, and upslope boulders and material at risk of
failure;
• Removal and replacement of a roadside asphalt dike.
Proposed Safety Improvements Quantity
Replacement of Existing Guardrails 3,256 LF
New Guardrail End Terminals 1,450 LF
Erosion Control Barriers 2,520 LF
Erosion Control Netting 362 LF
Asphalt Dike 14,204 LF
Root Removal 2,493 SF
Tree, Stump, and Root Removal 26 each (EA)
Boulder & Material Removal 860 LF
Proposed Road Drainage Improvements
• Removal and replacement/installation of drop inlets, curb inlets, asphalt scuppers;
• New roadside V-ditch and rock-lined V-ditch;
• Removal and replacement/installation of drop inlets and headwalls;
• New sub-surface and edge drains; and
• Removal and replacement of damaged culverts and drain pipes.
Proposed Drainage Improvements Quantity
Drop Inlets 62 EA
Curb Inlets 4 EA
Asphalt Scuppers 402 LF
V-Ditch 21,981 LF
Head Walls 32 EA
Sub and Edge Drains 110 LF
New Drainage Pipe 343 LF
Additional Roadway Improvements
• Installation of a new roadway gate on Mount Umunhum Road between the Hicks Road
intersection and Jacques Ridge parking lot; and
o The gate will be a solar powered electric automatic double leaf gate, similar to the
existing gate at the entrance to the Bald Mountain Parking Area.
o Additionally, two fully shielded, downturned solar powered motion-triggered
security lights will be installed at the gate location to improve nighttime access
for District staff and neighboring property owners, as well as provide an added
level of security. The lights will be mounted on a new light pole, with one light
pointed down towards Hicks Road, and the other positioned down towards the
Jacques Ridge parking area and up Mount Umunhum Road.
R-16-62 Page 5
• Five traffic pullouts along Mount Umunhum Road.
o Each pullout will have a five-foot paved apron from the edge of the roadway, with
the remaining pullout area consisting of compacted gravel.
o All pullout locations will have “No Parking” signs, and are intended for
temporary refuge from Mount Umunhum Roadway traffic.
Approval of the Project bid plan set and the issuance of a Request for Bids (RFB) is the first step
in selecting a qualified contractor to construct the new roadway upgrades. The District is in the
process of resolving multiple, long-standing real property and right-of-way issues that need to be
addressed to ensure that the District can provide and protect public access to the summit of
Mount Umunhum. As of January 2016, special counsel initiated condemnation proceedings in
Santa Clara County Superior Court to obtain possession of the necessary rights so that the
District can construct road improvements during the 2016/2017 construction season. Issuance of
the RFB is not dependent on securing the property rights; however, construction of the roadway
improvements requires the District’s appropriate possession of the road before proceeding.
In order to promote efficiency in and professional oversight of the design and construction
process, the General Manager recommends that the Board delegate to the General Manager the
authority to approve any necessary changes to the project design and plans moving forward. s
These changes could include modifications to the plans and specifications, and increases or
decreases in the quantity of work to be performed or materials, equipment, or supplies furnished.
The General Manager, through the Engineering and Construction Manager, would only approve
changes if the modifications are consistent with previously stated Board direction and design
approvals, and the total cost remains both within the Board-approved project budget and the
contract “not-to-exceed” amount as approved by the Board (presently scheduled to come before
the Board in July). Any changes that require additional funds beyond those previously
authorized by the Board will be brought first to the Board for review and consideration of
approval. To keep the Board apprised of these changes, the General Manager would provide
updates as needed under the Biweekly Reports. Moreover, the Board will be asked, at the
conclusion of the project, to formally accept the improvements and approve the final As Builts.
FISCAL IMPACT
Funds in the amount of $3.6 million will be requested in the proposed FY2016-17 budget to
complete the construction of the Mount Umunhum Road Improvement Project as described
above. Project expenses are eligible for Measure AA reimbursement.
BOARD COMMITTEE REVIEW
Given the high level of Board interest in the Summit Project and associated public access and
roadway improvements, this item is being brought directly to the full Board.
PUBLIC NOTICE
Public notice of this Agenda Item was provided as required by the Brown Act. Additional public
notice was provided to interested parties and Mount Umunhum Road neighbors.
Related to this item, a neighborhood meeting was held on February 25, 2016 at the Los Gatos
Adult Recreation Center where District staff presented the draft roadway designs and plans to
R-16-62 Page 6
neighboring private property owners, residents whose driveways are connected to Mount
Umunhum Road, and a representative from San Jose Water Company. The District will
coordinate closely with these residents and neighbors prior to and during construction of the
roadway improvements. Eight neighbors and members of the public attended the meeting, where
comments focused on potential security issues on the roadway and neighboring properties once
public vehicular traffic is allowed to the summit of Mount Umunhum. These comments have
been incorporated into the Project where appropriate.
CEQA COMPLIANCE
The Project was evaluated as part of the Environmental Impact Report (EIR) and Mitigated
Monitoring Plan (MMP) approved by the Board on October 17, 2012, for the Mount Umunhum
Environmental Restoration and Public Access Project in Sierra Azul Open Space Preserve (R-12-
104). In 2015, the District prepared an Addendum to the 2012 EIR to analyze minor
modifications to the Summit and Road improvements that included installation of gates and
fencing, and acquiring a road access easement to Mount Thayer for District vehicles, contractors,
and emergency access only (no general public access). The EIR Addendum analyzed these
modifications to the Project to fulfill the requirements of the California Environmental Quality
Act (CEQA)
NEXT STEPS
If approved, the General Manager will direct staff to move forward with the public bidding
process for construction of the Mount Umunhum Road Improvement Project as set out herein.
Once the bidding process is completed, in approximately mid-July, staff will present the results
to the Board for consideration of award of contract for construction of the road improvements.
Award of the contract for construction and the construction itself will be subject to the District’s
successful resolution of its concurrent judicial proceedings to obtain possession of the necessary
road rights.
Attachments
1. Proposed Mount Umunhum Road Improvement Bid Plan Set
2. Sandis Preliminary Peer-Review of Proposed Mount Umunhum Road Bid Plan Set
Responsible Department Head:
Jane Mark, AICP, Planning Manager, Planning Department
Jason Lin, Engineering and Construction Manager, Engineering & Construction Department
Prepared by:
Zachary Alexander, Capital Project Manager II, Engineering and Construction Department
SAN JOSE
LOS GATOS
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MT. UMUNHUM ROAD DESIGN PROJECT
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
SHEET INDEX
SHEET NO.
T.1
T.2
T.3
D.1
D.2
D.3
D.4
D.5
C.1
C.2
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C.4
C.5
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SHEET DESCRIPTION
TITLE SHEET
ITEM OF WORK TABLES
ITEM OF WORK TABLES
DETAILS
DETAILS
DETAILS
DETAILS
DETAILS
STA. 30+00 TO 37+59, 300+00 TO 306+80,
400+00 TO 401+97
STA. 37+59 TO 55+22
STA. 55+22 TO 69+26
STA. 69+26 TO 84+93
STA. 84+93 TO 95+33
STA. 95+33 TO 106+29
STA. 106+29 TO 124+53
STA. 124+53 TO 146+76
STA. 146+76 TO 161+62
STA. 161+62 TO 176+31
STA. 176+31 TO 198+42
STA. 198+42 TO 216+41
STA. 216+41 TO 229+21
STA. 229+21 TO 247+31
STA. 247+31 TO 264+70
STA. 264+70 TO 283+53
STA. 283+53 TO 298+25
LOCATION MAP
NTS
FULL SITE MAP
1"=2500'
MT. UMUNHUM PROJECT SITE
SEE FULL SITE MAP ON THIS SHEET
LEGEND
REMOVE & REPLACE/INSTALL GUARDRAIL
INSTALL ROCK FENCE
SHALLOW ROAD SETTLEMENT REPAIRS
INSTALL V-DITCH
REMOVE & REPLACE/INSTALL HMA DIKE
DRAINAGE STRUCTURE
HMA SCUPPER (N)
EX. CULVERT PIPE
EX. FLOW LINE/TOE OF SLOPE
EX. TOP OF SLOPE
PROPERTY LINE BOUNDARY
EX. CULVERT CHANNEL
CORING LOCATION
SCUP
REMOVE TREE ROOTS
REMOVE BOULDERS ON UPSLOPE
INSTALL PIPE
INSTALL PRE-CAST CONCRETE BARRIER
INSTALL ROCK-LINED DITCH
ROADSIDE MARKER/PADDLE
DEEP ROAD SETTLEMENT REPAIRS
ROADSIDE SIGNAGE
INSTALL EDGE DRAIN
EASEMENT LINE
EX. PAVED DITCH
EASEMENT
T TANGENT GUARDRAIL END TERMINAL REMOVE TREE
REMOVE TREE STUMP
REMOVE & REPLACE/INSTALL PAVED DITCH
PLACE BASE ROCK
INSTALL MOUNTABLE HMA DIKE
HOT MIX ASPHALT (N)
PORTLAND CEMENT CONCRETE
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INSTALL PCC CURB
DETAIL NUMBER SHEET NUMBER
FLARED GUARDRAIL END TERMINAL
REMOVE EXCESS ASPHALT
INSTALL PCC SWALE
ASPHALT CONCRETE (E)
CLEANOUT
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TYPICAL ROADWAY DIMENSIONSOPTION ONE: PULVERIZATION
6" MIN./12" MAX.
8' MIN.
TRAFFIC LANE
PAVEMENT REHABILITATION
SECTIONS
6" MIN./12" MAX.
8' MIN.
TRAFFIC LANE
4" SINGLE CONTINUOUS YELLOW
(DOUBLE YELLOW AT CERTAIN
CURVES, SEE PLAN)
3" HOT MIX ASPHALT
EXISTING AC (2-1/2" TO 5")
OPTION TWO: COLD IN PLACE RECYCLING
2" HOT MIX ASPHALT
COLD IN PLACE RECYCLE 4"
EXISTING BASE/AC
TO REMAIN
EXISTING BASE
TO REMAIN
NTS
TYPICAL PAVEMENT REHABILITATION SECTIONS
OR
EX. PAVEMENT SURFACE EX. PAVEMENT SURFACE
NEW PAVEMENT SURFACE
NEW PAVEMENT SURFACE
HMA DIKE @ EDGE DETAIL
NTS
HMA DIKE
3" MIN.
MATCH EXISTING GRADE
ON DOWNSLOPE
EXISTING GRADE
ON UPSLOPE
BACKFILL ON
UPSLOPE ONLY
EXISTING GRADE
ON UPSLOPE
NEW GRADE
ON UPSLOPE
4" MIN.-
6" MAX
4" WIDE
FOG LINE 2" MIN.
8" MAX.
NEW TYPICAL
PAVEMENT SECTION
VARIES
28" - 30"
CONCRETE
BARRIER
PRE-CAST CONCRETE BARRIER @ EDGE DETAIL
NTS
2" MIN.
8" MAX.
4" WIDE
FOG LINE
HMA DIKE
GUARDRAIL
ALIGN HMA DIKE W/FACE
OF RAIL AS SHOWN
HMA DIKE & GUARDRAIL @ EDGE DETAIL
NTS
GEOGRID REINFORCEMENT
NATIVE MATERIAL
COMPACTED TO 90% R.C.
SUBGRADE COMPACTED
TO 90% R.C. @ 6" DEPTH
WIDTH PER PLAN
NTS
SHALLOW PAVEMENT REPAIR
12
"
GEOGRID REINFORCEMENT
NATIVE MATERIAL
COMPACTED TO 90% R.C.
WIDTH PER PLAN
DEEP PAVEMENT REPAIR
24
"
12
"
ROADWAY
SHOULDER
(VARIES)
ROADWAY
SHOULDER
(VARIES)
NTS
REMOVE GRAVEL/NATIVE SOIL
PAVED DRIVEWAY/TRANSITION
NTS
EXISTING
SURFACE
PER PLANS
EX. UNPAVED DRIVEWAY/SHOULDER ROADWAY
3"
4" WHITE FOG
LINE (BOTH SIDES)
4" WIDE
FOG LINE 2" MIN.
8" MAX.
EDGE TREATMENT
(VARIES)
6" MIN./30" MAX.
EDGE TREATMENT
(VARIES)
6" MIN.-30" MAX.
VEHICLE TURNOUT CONSTRUCTION DETAIL
NTS
PLACE 3" HMA
STA. START STA. END
10'25' MIN.
8' (OR AS SHOWN
ON PLANS)
TURNOUT LENGTH (SEE PAVED TURNOUT TABLE ON T.2)
PLACE 3" HMA
1
8
12
9 2
6 3
4
7
8.5' FROM ȭ
NEW TYPICAL
PAVEMENT SECTION
PULVERIZE 7"
& RECOMPACT
TO 95% R.C.
ROADWAY
NEW TYPICAL
PAVEMENT SECTION
NEW TYPICAL
PAVEMENT SECTION
NEW TYPICAL
PAVEMENT SECTION
NEW TYPICAL
PAVEMENT SECTION
12" MIN.
(TYP.)
16
"
NTS
11
PLACE PULVERIZED OR
CIR MATERIAL
REMOVAL
LIMIT
REMOVE EX. CONCRETE, METAL & SOILS
TO LIMITS SHOWN; BACKFILL W/NATIVE
GRAVEL/SOIL; COMPACT TO 95% R.C.
NEW HMA SURFACE
GUARDRAIL
ALIGN FACE OF RAIL
W/EDGE OF PAVEMENT
GUARDRAIL @ EDGE DETAIL
NTS
4" WIDE
FOG LINE
5
NEW TYPICAL
PAVEMENT SECTION
2"MIN.
8" MAX.
TRANSVERSE CONFORM @ HICKS ROAD
10'
NTS
EX. PAVEMENT
SURFACE
CONFORM TYPE A:
8"
-
9
"
6" HMA
LI
M
I
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OF
W
O
R
K
PLACE PULVERIZED OR
CIR MATERIAL
NEW HMA SURFACE
3"
COLD PLANE & REMOVE
EXISTING PAVEMENT &
UNDERLYING BASE MATERIAL
MINOR SURFACE RESTORATION DETAIL
6"
NTS
MISCELLANEOUS PAVING DETAIL
3"
NEW ROADWAY
COMPACT SUBGRADE
TO 95% R.C.
3" HMA
TACK COAT ALL
COLD VERT. EDGES
10
NEW TYPICAL
PAVEMENT SECTION
13
NEW HMA SURFACE COURSE
NEW HMA SURFACE COURSE
NEW HMA SURFACE COURSE
HICKS ROAD
MISCELANEOUS PAVING AREA (WIDTH VARIES
SEE "MISCELLANEOUS PAVING" TABLE ON T.2)
EXISTING PAVEMENT SURFACE
SUBGRADE COMPACTED
TO 90% R.C. @ 6" DEPTH
NOT FOR
CONSTRUCTION
Attachment 1
JRE
D.2
150175
MAY 2016
AS SHOWN
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MATCH EX.
SLOPE
GABION CAGE (TYP.)
(6' L x 3' W x 3' H)
SEE NOTE
4" TO 8" COBBLE
PLACE CLASS II AGG. BASE;
COMPACT TO 90% R.C.
COMPACTED NATIVE
MATERIAL TO 90% R.C.
GUARDRAIL
18"
6" MIN.
12" MAX.
HMA DIKE
3" MIN.
6" MAX.
CROSS-SECTION
EXISTING/NEW GRADE
FRONT WALL VIEW
ROADWAY SURFACE 2' MIN.
(TYP.)
NTS
GABION WALL
NTS
ROCK-LINED DITCH CONSTRUCTION
GEOSYNTHETIC
FABRIC
GRADE TO SHAPE
EARTHEN SWALE
2'1'
SEE SPECS
FOR ROCK
NTS
V-DITCH CONSTRUCTION
2'1'
EX. BANK
SLOPE
12"
4'
M
I
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.
4' - 5'
2-3/8" O.D. SCH. 40
PIPE x 10' (3.65LBS/FT)
DOUBLE TIE
1-7/8" SCH. 40
TOP RAIL
NTS
ROCK FENCE TYPICAL SECTION
NOTES
1. END POSTS SHALL BE 4" SCH. 40 PIPE
2. POSTS SPACED AT 8'-4" MAX.
3. FENCE FABRIC SHALL BE 8' HIGH, EXTRUDED & BROWN
VINYL COATED 6 GAUGE FABRIC (1-3/4" x 1-3/4") OR (2" x 2")
2' FENCE FABRIC
BELOW POST, NOT
SECURED TO POST
BASE OR GROUND
PAVEMENT
SURFACE
RO
A
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W
A
Y
E
D
G
E
CONCRETE
BARRIER
NATIVE SOIL
END VIEW ELEVATION VIEW
8"
24"
42
"
1-3/4" COVER
(TOP & SIDES)
12"12"24"12"
72"
6"
NO. 4 BARS
SPACED @ 1' O.C.
NO. 5 BARS
SPACED @
7-1/2" O.C.
NO. 4 BARS
SPACED @ 1' O.C.
NO. 5 BARS SPACED
@ 7-1/2" O.C.;
CONTINUOUS,
BOTH SIDES
NTS
PRE-CAST CONCRETE BARRIER
3"
(TYP.)
TOP VIEW
8"
2"
72
"
3"
NTS
SHOULDER BACKING DETAIL
SEE SPECIFICATIONS
FOR SHOULDER
BACKING MATERIAL EXIST. SURFACE
NEW HMA
SURFACE
COURSE
PLACE SHOULDER BACKING
AFTER COMPLETION OF HMA
SURFACING
4'-0"
3'-0"
2'-0"
1'-0"
3"-4"
2"-3"
1"-2"
0"-1"
H Y
DIMENSION
SCHEDULE
H
Y
5"3"
11"
3"
6"
HMA DIKE DETAIL
NTS
4"
16"
12"
4"
MOUNTABLE HMA DIKE DETAIL
NTS
1
4
2'
~6
'
HMA DIKE
HMA DIKE
EX. OVERSIDE DRAIN
SURFACE FLOW
SECTION A-A
PLAN VIEW
TYPICAL HMA SCUPPER DETAIL
NTS
3" HMA
AA
24" MIN. OR
MATCH EX.
SEE HMA SCUPPER
TABLE FOR LENGTH
MATCH PIPE OPENING
(12" MIN. - 24" MAX.)
24"
4000 PSI CONCRETE
NTS
PAVED DITCH CONSTRUCTION
2'1'
EX. BANK
SLOPE
3" (TYP.)
MATCH EX.
ANGLE
R=1" (TYP.)
GEOSYNTHETIC
FABRIC (SEE SPECS)
NOTE
GABION CAGE TO BE 9 GAUGE, HOT DIPPED
GALVANIZED W/3"x3" OPENINGS
INSTALL UTILITY ANCHOR
(TYP.)
7.5"
1
2
3
46
12 8
7
11
10
9
5
NOTCH
(TYP.)
NOTCH
(TYP.)
UTILITY ANCHOR
(TYP.)
R=1"
(TYP.)
8' LONG
FENCE FABRIC
3/$67,&6/((9(
3" HMA
ROADWAY
ROADWAY
ROADWAY
UTILITY ANCHOR
3" NOTCH
3"
CONCRETE BASE
3"
NEW TYPICAL
PAVEMENT SECTION
TYPICAL PAVEMENT
SECTION
NTS
PCC CURB DETAIL
R=1/2"
(TYP.)
NOTE
CONTROL JOINTS @ 10' O.C. MAXIMUM
SEE SPECIFICATIONS FOR REQUIREMENTS
PAVEMENT
SURFACE
1"6"
VA
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P
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ST
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(1
6
"
M
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.
)
6"
PCC CURB
1-1/2"
NTS
PCC SWALE DETAIL
NOTES:
1. INSTALL CONTRACTION JOINTS @ 10' O.C. MAX.
2. SWALE SURFACE SHALL BE BROOM-FINISHED.
7-
1
/
2
"
3/8" TOOLED EDGE
RECOMPACT SUBGRADE TO 90% R.C.
& REMOVE ANY LOOSE MATERIAL
CONCRETE SWALE
(SEE NOTES)
18"18"
TIES @ 12" O.C.
NOTE
INSTALL PRE-CAST CONCRETE BARRIER END SECTION @ BEGINNING & END OF BARRIER RUN, NOT @ CURB INLETS
TYPICAL PAVEMENT
SECTION
TYPICAL PAVEMENT
SECTION
NEW HMA SURFACE COURSENEW HMA SURFACE COURSE
HMA DIKEMOUNTABLE
HMA DIKE
NOT FOR
CONSTRUCTION
Attachment 1
JRE
D.3
150175
MAY 2016
AS SHOWN
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ROADWAYSHOULDER SHOULDER
2' - 3' GAP OF
NATIVE MATERIAL
CLEANOUT IN
SHOULDER
7851 86(%(1'6
(NO ELBOWS ALLOWED)
A
SECTION A-A
A
FABRIC SOCK
4" PERFORATED SDR 28
OR SCH 40 PVC
HIGH POROSITY
FILTER FABRIC
12"
3/4" DRAIN
ROCK
CLASS II AGG. BASE
3'
SHOULDER
6" MIN. -
12" MAX.
PLAN VIEW
SUBDRAIN DETAIL
NTS
SEE NOTE NO. 2
SEE NOTE NO. 1
18
"
4" MIN.
NOTES:
1) 12" MULTI-FLOW
GEOCOMPOSITE DRAIN SYSTEM
OR 12" ADS ADVANEDGE
GEOCOMPOSITE DRAIN.
2) CONTRACTOR SHALL USE NO. 10
TO NO. 50 SAND. COMPACT BY
FLOODING AT SIDES OF DRAIN AND
MECHANICALLY COMPACT TOP.
TYPICAL EDGE DRAIN INSTALLATION
CAP
NTS
CLEANOUT DETAIL
(/%2:
4" RISER
(HEIGHT VARIES)
CHRISTY TRAFFIC VALVE BOX
MODEL G5 (10-3/8" I.D. x 12")
(/%2:#7(50,1$/&/($12876
WYE JOINT @ INTERMEDIATE CLEANOUTS
WYE @
INTERMEDIATE
JOINT (TYP.)
CHRISTY G5 BOX
W/CAST IRON
TRAFFIC LID
CEMENT SAND SLURRY BACKFILL
@ CLEANOUT & CONNECTING PIPE
%(1'6
CAP
EDGE DRAIN
SEE NOTE
NOTE:
12"-1472AA ADS TRANSITION FITTING OR
12"-12004 MULTI-FLOW END OUTLET FITTING
END CLEANOUT ON
PAVEMENT EDGE
R-2'
TRIM PIPE FLUSH
& GROUT SPACE
NEW DROP INLET
12"-1472AA ADS TRANSITION
FITTING OR 12"-12003 MULTI-
FLOW SIDE OUTLET FITTING
EDGE DRAIN
4" PIPE STUB
EDGE DRAIN CONNECTION TO DROP INLET
NTS
WYE
CLEANOUT IN
SHOULDER
1/8 BEND
12" (TYP.)
6
5
4
NEW TYPICAL
PAVEMENT SECTION
EDGE DRAIN INSTALLATION
NTS
NEW TYPICAL
PAVEMENT SECTION
NEW TYPICAL
PAVEMENT SECTION
NTS
DRAINAGE STRUCTURE TYPE A: DROP INLET DETAIL
BOTTOM & WALL THICKNESS 6" MIN.
REINFORCEMENT BY MANUFACTURER
CONNECT TO
EXISTING PIPE
36"
COMPACT TO
90% R.C.
BACKFILL
W/CDF48
"
M
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.
(
S
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A
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E
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A
B
L
E
O
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S
H
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2
F
O
R
I
N
D
I
V
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P
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H
S
)
12
"
MI
N
.
24"
12"
9"
6" (TYP.)
3"
12"
(TYP.)
6"
72"
48
"
M
I
N
.
12
"
ȭ
OPENING KNOCKOUT
ON BOTH SIDES OF
INLET STRUCTURE
DITCH
FLOWLINE
PLAN VIEW
SECTION A-A
SECTION B-B
1"
1-1/2" WALL
THICKNESS
6"
9"
EXISTING CORRUGATED
METAL PIPE (SIZE VARIES)
A A
B
B
(3) GRATED PANELS
1
2 #5 BARS
TOP & BOTTOM
GRATE
KNOCKOUT
NOTES:
1. SEE TABLE "DRAINAGE STRUCTURES" ON SHEET T.2 FOR
COMPLETE LIST OF HEADWALLS
3529,'(0,16,'(.12&.287)25'523,1/(7#67$
89+61
NTS
DRAINAGE STRUCTURE TYPE A: DROP INLET DETAIL
BOTTOM & WALL THICKNESS 6" MIN.
REINFORCEMENT BY MANUFACTURER
CONNECT TO
EXISTING PIPE 36"
COMPACT TO
90% R.C.
BACKFILL
W/CDF48
"
M
I
N
.
(
S
E
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D
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A
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N
A
G
E
ST
R
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U
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T
A
B
L
E
O
N
S
H
E
E
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2
F
O
R
I
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D
I
V
I
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U
A
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P
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H
S
)
12
"
MI
N
.
84"
48
"
M
I
N
.
12
"
ȭ
PLAN VIEW
SECTION A-A: ELEVATION VIEW
SECTION B-B
B
B
EDGE OF
PAVEMENT
1" THICK STEEL PLATE
NEW PAVEMENT
SURFACE
(2) 2-3/4" x 18" LONG
REBAR WELDED TO
BEAM (BOTH SIDES)
3" MIN. - 4" MAX
OPENING
6" x 4" STEEL
SUPPORT BEAM
6" x 4" STEEL
SUPPORT BEAM
1/8" GAP
(TYP.)6" x 4" x 0.312"
STEEL TUBE
(SUPPORT BEAM)
CONTINUOUS
FILET WELD
1-1/2" x 1-1/2" x 0.250"
CONTINUOUS ANGLE IRON
3" MIN. - 4" MAX.
1"
1" STEEL
PLATE
1-1/4" UNC
THREADED HOLE
7+,&.[
REINFORCING PLATE
THREADED HOLE
(SEE ENLARGEMENT B)
1" STEEL
PLATE
1/8" GAP
(TYP.)
1/4"-3/4"
CHAMFER
(TYP.)
2-1/2" x 2" x 0.188"
THICK CONTINUOUS
ANGLER IRON
ENLARGEMENT B
ENLARGEMENT C
1/2" x 5" REBAR
STUBS @ 12" O.C.
& EACH CORNER
CONTINUOUS FILLET
WELD BOTH SIDES
ENLARGEMENT A
ENLARGEMENT B
ENLARGEMENT C
1/4" STEEL PLATE
WELDED TO BOTH
ENDS OF BEAM
ENLARGEMENT A
A A
2
4'8'4'
3.
5
'
ROADWAY EDGE
FLOW LINE OF V-DITCH
INLET SET TO MATCH
ROADWAY SLOPE
RETAINING WALL
SET LEVEL
5.
5
'
NTS
HEADWALL @ DRAINAGE STRUCTURE DETAIL3
HEADWALL
#5 BARS @ 12"
O.C. EACH WAY
8"
BACKFILL
W/CDF
NATIVE SOIL
COMPACT TO
90% R.C.
1.5" BEVEL (TYP.)
3"
BACKFILL NATIVE
SOIL & COMPACT
TO 85% R.C.
REBAR
WALL
9"
36"
(TYP.)
8" (TYP.)
3"
PLAN VIEW
DRAINAGE STRUCTURE
(TYP.)
A
B
B
HEADWALL,
SEE NOTE #1
HEADWALL,
SEE NOTE
CONCRETE BARRIER
(TYP.)
7
8
SECTION A-A: ELEVATION VIEW
SECTION B-B
GRATED PANELS
NOTE:
SEE TABLE "DRAINAGE STRUCTURES" ON SHEET T.2 FOR
COMPLETE LIST OF HEADWALL LOCATIONS
SEE NOTE #2
BACKFILL W/CDF
ON ALL SIDES
BACKFILL W/CDF
ON ALL SIDESEXISTING OR NEW
CORRUGATED METAL
PIPE (SIZE VARIES)
NOT FOR
CONSTRUCTION
Attachment 1
JRE
D.4
150175
MAY 2016
AS SHOWN
MI
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CULVERT TRENCH CROSS-SECTION
12" MIN.
12
"
M
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.
CULVERT
NTS
CONDUIT TRENCH CROSS-SECTION
12" MIN.
30
"
4" SCH. 40 CONDUIT
(SEE PLAN FOR #
OF CONDUITS)
NTS
CLSM OR NATIVE BACKFILL
COMPACTED TO 95% R.C.
3" - 6"
(TOP &
BOTTOM)
SAND BEDDING
(SEE SPECS.)
NOTE
,167$//&+5,67<%+/2$',1*87,/,7<%2;
ON BOTH ENDS OF CONDUIT TRENCH
CLSM BACKFILL
SAND BEDDING
(SEE SPECS.)
DETECTABLE UNDERGROUND
UTILITY WARNING TAPE
3" - 6"
(TOP &
BOTTOM)
2
1
NEW TYPICAL
PAVEMENT SECTION
NEW TYPICAL
PAVEMENT SECTION
DETECTABLE UNDERGROUND
UTILITY WARNING TAPE
SECTION A-A
PLAN VIEW
A
A
2'
M
I
N
.
6'
M
I
N
.
5' MIN. - 6' MAX.
NTS
EROSION PROTECTION @ SUBDRAIN OUTLET.
4" PVC PIPE
2'
MIN.
4" PVC PIPE
SECTION A-A
PLAN VIEW
A
A
ROCK
5' MIN. - 6' MAX.
ROCK -
SEE SPECS
6'
M
I
N
.
NTS
ROCK EROSION PROTECTION
PCC SWALE, ROCK-LINE
DITCH, V-DITCH, PAVED
DITCH, OR HMA SCUPPER
3
SWALE, DITCH OR
SCUPPER FLOWLINE
GEOSYNTHETIC
FABRIC- SEE SPECS
6' MIN.
5" MIN.
PCC SWALE, ROCK-LINE
DITCH, V-DITCH, PAVED
DITCH, OR HMA SCUPPER
ROCK-
SEE SPECS
GEOSYNTHETIC
FABRIC- SEE SPECS
5" MIN.
6' MIN.2' MIN.
ROCK
4
12"
END VIEW ELEVATION VIEW
24"
42
"
12"12"24"12"
72"
6"
NO. 4 BARS
SPACED @ 1' O.C.
NO. 5 BARS
SPACED @
7-1/2" O.C.
NTS
PRE-CAST CONCRETE BARRIER END SECTION
3"
(TYP.)
TOP VIEW
VARIES
2"
72
"
3"
24"
4000 PSI CONCRETE
INSTALL UTILITY ANCHOR
(TYP.)
7.5"
(TYP.)
5
NOTCH
(TYP.)
NOTCH
(TYP.)
UTILITY ANCHOR
(TYP.)3" NOTCH
6"
6"
A
A
22"
8"
2" MIN. SEPERATION
NOT FOR
CONSTRUCTION
Attachment 1
JRE
D.5
150175
MAY 2016
AS SHOWN
MI
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ANCHOR CABLE
RECYCLED PLASTIC BLOCK
(TYP.)
STEEL POST
(TYP.)
SKT-SP IMPACT HEAD
(TYP.)
NEW HMA SURFACE
STEEL POST
(TYP.)
6' - 3"6' - 3"6' - 3"6' - 3"6' - 3" (TYP.)
END TERMINAL (25')GUARDRAIL
PLAN VIEW
ELEVATION VIEW
TANGENT GUARDRAIL END TERMINAL
NTS
NOTE
INSTALLATION OF HARDWARE PER
MANUFACTURER'S INSTRUCTIONS
MIDWEST GUARDRAIL
1
3
FLEAT-SP IMPACT
HEAD (TYP.)
6' - 3"
6' - 3"
6' - 3"
6' - 3"6' - 3" (TYP.)
END TERMINAL (25')GUARDRAIL
PLAN VIEW
ELEVATION VIEW
FLARED GUARDRAIL END TERMINAL
NTS
NOTE
INSTALLATION OF HARDWARE PER
MANUFACTURER'S INSTRUCTIONS
2
ANCHOR CABLE
NEW HMA SURFACE
STEEL POST
(TYP.)
MIDWEST GUARDRAIL
RECYCLED PLASTIC BLOCK
(TYP.)
SKT-SP STEEL
END POST
HINGED POST
FLEAT-SP STEEL
END POST
END TERMINAL (25')
GUARDRAIL
12' - 6" FLEAT-SP TER
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12' - 6" (6' W6x9 STEEL
P
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T
S
&12 GAGE W-BEAM)
HINGED POST STEEL POST
(TYP.)
20" - 32"
FROM FACE
OF GUARDRAIL FACE OF
GUARDRAIL
NOT FOR
CONSTRUCTION
Attachment 1
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JRE
C.1
150175
MAY 2016
1"= 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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2
BORING LOG
AB
7"
4"
ACNO.
5
6 3"
2-1/2"
R-VALUE
-
58
4-1/2"7 3"-
4/
7
/
1
6
8
5
%
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J
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SHEET SPECIFIC NOTES:
EXISTING GATE TO REMAIN, PROTECT IN PLACE.
TAPER ROADWAY WIDTH FROM 18' TO 14' TO MATCH EXISTING ROADWAY WIDTH @ GATE.
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE.
CONSTRUCT 3' WIDE PCC SWALE ACROSS PAVED DRIVEWAY.
REMOVE EXISTING ASPHALT PAVEMENT BEYOND NEW ROADWAY EDGE.
REMOVE EXISTING GATE.
INSTALL (2) 4" SCH. 40 PVC CONDUITS UNDER ROADWAY.
,167$//&+5,67<%+/2$',1*87,/,7<%2;,16+28/'(5 7,(,1&21'8,76
TIE IN CONDUITS TO EX. AT&T VAULT.
INSTALL PCC CURB @ PAVEMENT EDGE.
EXISTING FLAGPOLE & BASE TO REMAIN, PROTECT-IN-PLACE DURING CONSTRUCTION.
CLEAR EXISTING CONCRETE DITCH OF DEBRIS.
EXTEND PAVING TO MATCH FLUSH W/EXISTING CONCRETE DITCH.
REMOVE & REPLACE PORTION OF EXISTING CONCRETE DITCH.
REMOVE EXISTING CONCRETE PAD FROM SHOULDER; BACKFILL W/NATIVE SOIL.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
NOT USED.
NOT USED.
-
EXISTING DRAINAGE STRUCTURE TO REMAIN; CLEAR OF DEBRIS.
EXISTING PAVED SHOULDER, TO REMAIN. FEATHER OUT NEW HMA SURFACE COURSE 5' BEYOND
EDGE OF PAVEMENT TO TRANSITION NEW HMA PAVEMENT SURFACE TO EX. PAVED SHOULDER.
REMOVE EXISTING TREE STUMP.
REMOVE EXISTING CONCRETE CURB.
CLEAR EXISTING V-DTICH OF DEBRIS.
CLEAR EXISTING CULVERT ENTRANCE OF DEBRIS.
REMOVE EXISTING AC DIKE, DO NOT REPLACE.
REMOVE EXISTING CONCRETE FROM ROADWAY PRIOR TO PAVING WORK.
REMOVE EXISTING METAL & CONCRETE BOX FROM ROADWAY PRIOR TO PAVING WORK.
REMOVE TREE & UNDERLYING ROOT STRUCTURE. BACKFILL W/NATIVE SOIL.
APPLY 12" WIDE WHITE LIMIT LINE TO NEW PAVEMENT SURFACE.
INSTALL SIGN POST ADJACENT TO LIMIT LINE & MOUNT "STOP" SIGN.
APPLY "STOP" PAVEMENT LEGEND TO NEW PAVEMENT SURFACE.
INSTALL SIGN POST & MOUNT "YIELD" SIGN.
INSTALL SIGN POST & MOUNT "25 MPH SPEED LIMIT" SIGN.
29
30
NOT FOR
CONSTRUCTION
Attachment 1
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2
2
JRE
C.2
150175
MAY 2016
1"= 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
6"
3"
ACNO.
8
9 3"
3"
R-VALUE
-
-
4-1/2"10 3-1/2"-
SHEET SPECIFIC NOTES:
REMOVE EXISTING ASPHALT PAVEMENT BEYOND NEW ROADWAY EDGE.
EXISTING AT&T VAULT & BOLLARDS TO REMAIN, PROTECT IN PLACE.
REMOVE TREE ROOTS UNDER ROADWAY.
BAR DOWN LOOSE ROCKS ON UPSLOPE (PER SPECS).
INSTALL ROCK FENCE ON UPSLOPE.
INSTALL PRE-CAST CONCRETE BARRIER.
PROTECT IN PLACE EXISTING PROPERTY MARKERS.
REMOVE TREE & UNDERLYING ROOT STRUCTURE. BACKFILL W/NATIVE SOIL.
INSTALL MOUNTABLE HMA DIKE.
1
2
3
4
5
6
7
8
9
NOT FOR
CONSTRUCTION
Attachment 1
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JRE
C.3
150175
MAY 2016
1"= 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
2"
0"
ACNO.
11
12 2-1/2"
2-1/2"
R-VALUE
-
23
5"13 2-1/2"-
SHEET SPECIFIC NOTES:
BAR DOWN LOOSE ROCKS ON UPSLOPE (PER SPECS).
INSTALL ROCK FENCE ON UPSLOPE.
INSTALL PRE-CAST CONCRETE BARRIER.
EXISTING RETAINING WALL, TO REMAIN.
REMOVE EXISTING RETAINING WALL & INSTALL GABION WALL.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
1
2
3
4
5
6
NOT FOR
CONSTRUCTION
Attachment 1
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3
JRE
C.4
150175
MAY 2016
1"= 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
4"
4-1/2"
ACNO.
14
15 4"
3-1/2"
R-VALUE
-
-
4"16 3"14
SHEET SPECIFIC NOTES:
GRADE AREA TO FORM BOWL SHAPE 2' MIN./3' MAX. BELOW NEW ROADWAY SURFACE.
INSTALL 25' FLARED GUARDRAIL END TERMINAL; TIE INTO NEW GUARDRAIL.
CLEAR BRUSH IN SHOULDER FROM STA. 75+80 TO 77+15
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE
CONSTRUCT 3' WIDE PCC SWALE ACROSS PAVED DRIVEWAY.
PLACE ROCK FOR EROSION PROTECTION.
INSTALL (2) 4" SCH. 40 PVC CONDUITS UNDER ROADWAY/PAVED DRIVEWAY.
,167$//&+5,67<%+/2$',1*87,/,7<%2;,16+28/'(5 7,(,1&21'8,76
INSTALL SIGN POST; MOUNT "NO PARKING" &
REMOVE EXISTING GATE & STORE ON SITE. TO BE REINSTALLED BY OTHER, NOT IN CONTRACT.
GRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE 3" HMA FOR TURNOUT
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
PROTECT IN PLACE EXISTING PROPERTY MARKERS.
INSTALL MOUNTABLE HMA DIKE.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
NOT FOR
CONSTRUCTION
Attachment 1
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JRE
C.5
150175
MAY 2016
1"= 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
3"
4-1/2"
ACNO.
17
18 3-1/2"
3"
R-VALUE
-
-
SHEET SPECIFIC NOTES:
BAR DOWN LOOSE ROCKS ON UPSLOPE (SEE SPECS).
INSTALL DRAINAGE STRUCTURE TYPE C (CHRISTY PRE-CAST U37-FC CURB INLET.)
TRENCH UNDER EXISTING ROADWAY & INSTALL 12" HDPE PIPE W/0.5% MIN. SLOPE
CONNECTING DRAINAGE STRUCTURE #24 TO #23.
REGRADE PULVERIZED BASE (OR BASE MATERIAL PRIOR TO PLACEMENT OF 4" CIR
LIFT) TO ENSURE 0.5% MIN. SLOPE TOWARDS DRAINAGE STRUCTURE #24.
REMOVE EXCESS ASPHALT BEYOND NEW EDGE OF PAVEMENT.
INSTALL PRE-CAST CONCRETE BARRIER.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
INSTALL SIGN POST & MOUNT "CURVE" SIGN.
1
2
3
4
5
6
7
8
NOT FOR
CONSTRUCTION
Attachment 1
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JRE
C.6
150175
MAY 2016
1" = 30'
MI
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1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
3"
4"
ACNO.
19
20 3"
3-1/2"
R-VALUE
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SHEET SPECIFIC NOTES:
BAR DOWN LOOSE ROCKS ON UPSLOPE (SEE SPECS).
INSTALL PRE-CAST CONCRETE BARRIER.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE.
INSTALL SIGN POST; MOUNT "NO PARKING" & "PRIVATE DRIVEWAY" SIGNS.
REMOVE & REPLACE "25 MPH SPEED LIMIT" SIGN
INSTALL SIGN POST & MOUNT "CURVE" SIGN.
PROTECT IN PLACE EX. "LOW GEAR" SIGN
REMOVE EX. PAVEMENT & MAKE SHALLOW SETTLEMENT REPAIRS
INSTALL GABION WALL.
1
2
3
4
5
6
NOT USED.
NOT USED.
7
8
9
10
NOT FOR
CONSTRUCTION
Attachment 1
ST
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3
JRE
C.7
150175
MAY 2016
1" = 30'
MI
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1"= 2,000'
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AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
4"
3"
ACNO.
21
22 4"
5"
R-VALUE
-
46
0"23 6"-
3"24 4-1/2"-
SHEET SPECIFIC NOTES:
REMOVE EX. PAVEMENT & MAKE SHALLOW SETTLEMENT REPAIRS.
PROTECT IN PLACE EXISTING PROPERTY MARKERS.
BAR DOWN LOOSE ROCKS ON UPSLOPE (SEE SPECS).
REMOVE EXCESS ASPHALT BEYOND NEW ROADWAY EDGE.
INSTALL PRE-CAST CONCRETE BARRIER.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
INSTALL 4" SCH. 40 PVC CONDUIT UNDER ROADWAY.
,167$//&+5,67<%+/2$',1*87,/,7<%2;,16+28/'(5 7,(,1&21'8,7
INSTALL 4" SCH. 40 PVC CONDUIT IN SHOULDER FROM EX. SPRING BOX TO NEW UTILITY
BOX. PROVIDE 2' MIN. COVER.
INSTALL CLEAN OUT IN SHOULDER & CONNECT TO 4" SCH. 40 PVC CONDUIT.
1
2
3
4
5
6
7
8
9
10
NOT FOR
CONSTRUCTION
Attachment 1
ST
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4
6
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6
JRE
C.8
150175
MAY 2016
1" = 30'
MI
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KEY MAP
1"= 2,000'
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AREA OF WORK SHOWN
ON THIS PLAN SHEET
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7
BORING LOG
AB
3-1/2"
0"
ACNO.
25
26 2-1/2"
5"
R-VALUE
40
-
0"27 2-1/2"-
2-1/2"28 4-1/2"-
3"29 4"-
SHEET SPECIFIC NOTES:
REMOVE EXCESS ASPHALT BEYOND NEW ROADWAY EDGE.
INSTALL SIGN POST & MOUNT "CURVE" SIGN.
PROTECT IN PLACE EXISTING PROPERTY MARKER.
EXISTING FENCE, TO REMAIN.
INSTALL ROCK-LINED DITCH.
REGRADE AREA & PLACE 3" HMA FOR TURNOUT.
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
INSTALL 25' FLARED GUARDRAIL END TERMINAL.
INSTALL GABION WALL.
REALIGN EXISTING OVERSIDE DRAIN DISTURBED BY GABION WALL CONSTRUCTION.
REMOVE TREE.
REMOVE EXISTING "TRESPASSING" SIGNS.
1
2
3
4
5
6
7
8
9
10
11
12
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
1
4
6
+
7
6
T
O
S
T
A
.
1
6
1
+
6
2
JRE
C.9
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
5
2
+
1
3
-
S
E
E
A
B
O
V
E
R
I
G
H
T
MATCHLINE
-
S
T
A
.
1
5
2
+
1
3
-
S
E
E
B
E
L
O
W
L
E
F
T
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
6
1
+
6
2
-
S
E
E
S
H
E
E
T
C
.
1
0
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
4
6
+
7
6
-
S
E
E
S
H
E
E
T
C
.
8
BORING LOG
AB
1-1/2"
4"
ACNO.
30
31 4"
4-1/2"
R-VALUE
17
-
3"32 4"-
SHEET SPECIFIC NOTES:
BAR DOWN LOOSE ROCKS ON UPSLOPE (SEE SPECS).
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE.
INSTALL SIGN POST; MOUNT "NO PARKING" & "PRIVATE DRIVEWAY" SIGNS.
INSTALL EDGE DRAIN & TIE INTO NEW DRAINAGE STRUCTURE.
INSTALL CLEANOUT IN SHOULDER & CONNECT TO EDGE DRAIN.
INSTALL 4" SCH. 40 PVC CONDUIT UNDER ROADWAY.
,167$//&+5,67<%+/2$',1*87,/,7<%2;,16+28/'(5 7,(,1&21'8,7
REMOVE TREE & UNDERLYING ROOT STRUCTURE. BACKFILL W/NATIVE SOIL.
REMOVE TREE ROOTS UNDER ROADWAY.
CONSTRUCT 3' WIDE PCC SWALE ACROSS PAVED DRIVEWAY.
ALIGN V-DITCH W/NEW PCC SWALE.
REGRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE BASE ROCK.
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
PLACE ROCK FOR EROSION PROTECTION.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
1
6
1
+
6
2
T
O
S
T
A
.
1
7
6
+
3
1
JRE
C.10
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
6
7
+
6
4
-
S
E
E
A
B
O
V
E
R
I
G
H
T
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
6
1
+
6
2
-
S
E
E
S
H
E
E
T
C
.
9
MATCHLI
N
E
-
S
T
A
.
1
6
7
+
6
4
-
S
E
E
B
E
L
O
W
L
E
F
T
BORING LOG
AB
3-1/2"
3"
ACNO.
33
34 4"
4"
R-VALUE
-
-
3"35 4"-
SHEET SPECIFIC NOTES:
INSTALL ROCK-LINED V-DITCH.
PLACE ROCK FOR EROSION PROTECTION.
REMOVE TREE & UNDERLYING ROOT STRUCTURE. BACKFILL W/NATIVE SOIL.
REMOVE TREE ROOTS UNDER ROADWAY.
REMOVE EX. PAVEMENT & MAKE SHALLOW SETTLEMENT REPAIRS.
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE.
INSTALL SIGN POST; MOUNT "NO PARKING" & "PRIVATE DRIVEWAY" SIGNS.
CONSTRUCT 3' WIDE PCC SWALE ACROSS PAVED DRIVEWAY.
ALIGN V-DITCH W/NEW PCC SWALE.
REGRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE BASE ROCK.
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
EXISTING GATE TO REMAIN, PROTECT IN PLACE.
1
2
3
4
5
6
7
8
9
10
11
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
7
6
+
3
1
-
S
E
E
S
H
E
E
T
C
.
1
1
12
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
1
7
6
+
3
1
T
O
S
T
A
.
1
9
8
+
4
2
JRE
C.11
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
7
6
+
3
1
-
S
E
E
S
H
E
E
T
C
.
1
0
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
9
0
+
1
1
-
S
E
E
A
B
O
V
E
R
I
G
H
T
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
8
2
+
1
4
-
S
E
E
A
B
O
V
E
R
I
G
H
T
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
9
0
+
1
1
-
S
E
E
B
E
L
O
W
L
E
F
T
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
8
2
+
1
4
-
S
E
E
B
E
L
O
W
L
E
F
T
BORING LOG
AB
0"
4"
ACNO.
36
37 5.0"
4"
R-VALUE
-
18
3"38 3"-
3"39 3"-
MA
T
C
H
L
I
N
E
-
S
T
A
.
1
9
8
+
4
2
-
S
E
E
S
H
E
E
T
C
.
1
2
SHEET SPECIFIC NOTES:
PLACE 3" HMA TO PROVIDE TRANSITION FROM NEW ROADWAY SURFACE.
REGRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE BASE ROCK.
CONSTRUCT 3' WIDE PCC SWALE.
INSTALL SIGN POST; MOUNT "NO PARKING" & "PRIVATE DRIVEWAY" SIGNS.
REMOVE TREE ROOTS UNDER ROADWAY..
INSTALL PRE-CAST CONCRETE BARRIER.
REMOVE EX. PAVEMENT & PERFORM DEEP SETTLEMENT REPAIRS TO UNDERLYING SECTION.
REMOVE TREE & UNDERLYING ROOT STRUCTURE. BACKFILL W/NATIVE SOIL.
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
1
9
8
+
4
2
T
O
S
T
A
.
2
1
6
+
4
1
JRE
C.12
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
MA
T
C
H
L
I
N
E
-
S
T
A
.
2
0
6
+
8
0
-
S
E
E
A
B
O
V
E
R
I
G
H
T
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
1
6
+
4
1
-
S
E
E
S
H
E
E
T
C
.
1
3
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
0
6
+
8
2
-
S
E
E
B
E
L
O
W
L
E
F
T
M
A
T
C
H
L
I
N
E
-
S
T
A
.
1
9
8
+
4
2
-
S
E
E
S
H
E
E
T
C
.
1
1
BORING LOG
AB
8"
3-1/2"
ACNO.
40
41 5"
5"
R-VALUE
29
-
2-1/2"42 3-1/2"-
3-1/2"43 3-1/2"-
SHEET SPECIFIC NOTES:
INSTALL DOWN DRAIN FROM TOP OF UPSLOPE INTO V-DITCH.
REMOVE EXISTING SIGN FROM POST & MOUNT "25 MPH SPEED LIMIT" SIGN.
GRADE AREA TO DRAIN WAY FROM ROAD AS SHOWN. DIRECT NEW FLOW LINE TO DAYLIGHT @
EXISTING EARTHEN OVERSIDE DRAIN.
PLACE ROCK FOR EROSION PROTECTION.
EXISTING AT&T VAULT TO REMAIN, PROTECT IN PLACE.
REMOVE CONCRETE FROM EXISTING ROADWAY.
EXTEND PAVING TO MATCH FLUSH W/EXISTING ASPHALT SIDEWALK.
REPLACE CROSSWALK 12" WIDE LIMIT LINE.
EXISTING SIGN TO REMAIN, PROTECT IN PLACE.
EXISTING GUARDRAIL TO REMAIN.
REMOVE EXISTING GATE & STORE ON SITE. TO BE REINSTALLED BY OTHER, NOT IN CONTRACT.
NOT USED.
EXTEND PAVING TO MATCH FLUSH W/EXISTING CONCRETE DRIVEWAY APPROACH.
EXISTING FENCE TO REMAIN.
INSTALL SIGN POST & MOUNT "25 MPH SPEED LIMIT" SIGN.
EXISTING PAVED DITCH TO REMAIN; CLEAR OF DEBRIS & MAKE REPAIRS IF NECESSARY.
EXTEND PAVING TO MATCH FLUSH W/EXISTING PAVED DITCH.
SAWCUT @ AC LIP OF EXISTING TURNOUT & EXTEND PAVING TO MATCH FLUSH W/TURNOUT.
REMOVE & REPLACE/INSTALL PAVED DITCH.
REMOVE EXISTING PAVEMENT & PERFORM DEEP SETTLEMENT REPAIRS.
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
2
1
6
+
4
1
T
O
S
T
A
.
2
2
9
+
2
1
JRE
C.13
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
2
9
+
2
1
-
S
E
E
S
H
E
E
T
C
.
1
4
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
1
6
+
4
1
-
S
E
E
S
H
E
E
T
C
.
1
2
BORING LOG
AB
4"
3"
ACNO.
44
45 4-1/2"
5"
R-VALUE
-
-
SHEET SPECIFIC NOTES:
GRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE 3" HMA FOR TURNOUT.
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
DRAINAGE STRUCTURE TO REMAIN, CLEAR OF DEBRIS.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
INSTALL PRE-CAST CONCRETE BARRIER.
INSTALL ROCK FENCE ON UPSLOPE.
REMOVE EX. PAVEMENT & PERFORM SHALLOW SETTLEMENT REPAIRS TO UNDERLYING SECTION.
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
2
2
9
+
2
1
T
O
S
T
A
.
2
4
7
+
3
1
JRE
C.14
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
4
7
+
3
1
-
S
E
E
S
H
E
E
T
C
.
1
5
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
3
7
+
8
3
-
S
E
E
B
E
L
O
W
L
E
F
T
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
2
9
+
2
1
-
S
E
E
S
H
E
E
T
C
.
1
3
MATCHLINE -
S
T
A
.
2
3
7
+
8
3
-
S
E
E
A
B
O
V
E
R
I
G
H
T
BORING LOG
AB
3"
0"
ACNO.
46
47 4"
2-1/2"
R-VALUE
-
36
3"48 4"-
1"49 4"-
SHEET SPECIFIC NOTES:
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
INSTALL PRE-CAST CONCRETE BARRIER.
EXISTING PAVED DITCH TO REMAIN; CLEAR OF DEBRIS & MAKE REPAIRS IF NECESSARY.
REMOVE EXCESS ASPHALT BEYOND NEW EDGE OF PAVEMENT.
REMOVE EX. PAVEMENT & PERFORM SHALLOW SETTLEMENT REPAIRS TO UNDERLYING SECTION.
CLEAR BRUSH IN SHOULDER FROM STA. 234+80 TO 236+30
REMOVE EX. PAVEMENT & PERFORM DEEP SETTLEMENT REPAIRS TO UNDERLYING SECTION.
INSTALL SIGN POST & MOUNT "CURVE" SIGN.
EXTEND PAVING TO MATCH FLUSH W/EXISTING PAVED DITCH.
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
2
4
7
+
3
1
T
O
S
T
A
.
2
6
4
+
7
0
JRE
C.15
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
MA
T
C
H
L
I
N
E
-
S
T
A
.
2
6
4
+
7
0
-
S
E
E
S
H
E
E
T
C
.
1
6
M
A
T
C
H
L
I
N
E
-
S
T
A
.
2
4
7
+
3
1
-
S
E
E
S
H
E
E
T
C
.
1
4
MA
T
C
H
L
I
N
E
-
S
T
A
.
2
5
6
+
2
3
-
S
E
E
B
E
L
O
W
L
E
F
T
MATC
H
L
I
N
E
-
S
T
A
.
2
5
6
+
2
3
-
S
E
E
A
B
O
V
E
R
I
G
H
T
BORING LOG
AB
3"
0"
ACNO.
50
51 4"
4-1/2"
R-VALUE
39
-
3"52 4"-
SHEET SPECIFIC NOTES:
EXISTING PAVED DITCH TO REMAIN; CLEAR OF DEBRIS & MAKE REPAIRS IF NECESSARY.
REMOVE & REPLACE PAVED DITCH.
REMOVE EX. RESIDENT'S FENCE & GATE; RELOCATE PER RESIDENT.
PLACE 3" HMA TO PROVIDE DRIVEWAY TRANSITION FROM NEW ROADWAY SURFACE.
APPROXIMATE LOCATION OF NEW GATE & FENCE; TO BE INSTALLED BY OTHER, NOT IN CONTRACT.
REMOVE EX. PAVEMENT & PERFORM DEEP SETTLEMENT REPAIRS TO UNDERLYING SECTION.
REMOVE EX. PAVEMENT & PERFORM SHALLOW SETTLEMENT REPAIRS TO UNDERLYING SECTION.
SAWCUT & REMOVE EXISTING CONCRETE DRIVEWAY @ EASMENT LINE; PAVE FLUSH.
PORTION OF EXISTING CONCRETE DRIVEWAY BEYOND EASEMENT LINE TO REMAIN.
CONSTRUCT 3' WIDE PCC SWALE ACROSS PAVED DRIVEWAY.
ALIGN V-DITCH W/NEW PCC SWALE.
PLACE ROCK FOR EROSION PROTECTION.
INSTALL SIGN POST; MOUNT "NO PARKING" & "PRIVATE DRIVEWAY" SIGNS.
EXISTING SIGN POST & "NO PARKING" SIGN TO REMAIN; MOUNT "PRIVATE DRIVEWAY" SIGN.
NOT FOR
CONSTRUCTION
Attachment 1
ST
A
.
2
6
4
+
7
0
T
O
S
T
A
.
2
8
3
+
5
3
JRE
C.16
150175
MAY 2016
1" = 30'
MI
D
P
E
N
I
N
S
U
L
A
R
E
G
I
O
N
A
L
O
P
E
N
S
P
A
C
E
D
I
S
T
R
I
C
T
SI
T
E
P
L
A
N
MT
.
U
M
U
N
H
U
M
R
O
A
D
R
E
H
A
B
I
L
I
T
A
T
I
O
N
P
R
O
J
E
C
T
KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
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BORING LOG
AB
3"
3"
ACNO.
53
54 5"
5"
R-VALUE
-
-
3-1/2"55 4"-
3-1/2"56 4-1/2"25
SHEET SPECIFIC NOTES:
REMOVE EXISTING CATTLE GUARD IN ROADWAY.
REMOVE EX. PAVEMENT & PERFORM SHALLOW SETTLEMENT REPAIRS TO UNDERLYING SECTION.
GRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE 3" HMA FOR TURNOUT.
INSTALL 25' FLARED GUARDRAIL END TERMINAL.
INSTALL SIGN POST & MOUNT "NO PARKING" SIGN.
EXISTING DRAINAGE STRUCTURE TO REMAIN, CLEAR OF DEBRIS.
WRAP HMA DIKE AROUND EXISTING DRAINAGE STRUCTURE AS SHOWN. PROVIDE 1' MIN. /2' MAX.
OPENING TO ALLOW WATER TO FLOW FROM NEW ROADWAY SURFACE INTO INLET.
INSTALL PRE-CAST CONCRETE BARRIER.
REMOVE EXISTING PAVEMENT & INSTALL SUBDRAIN AS SHOWN.
INSTALL CLEANOUT IN SHOULDER & CONNECT TO SUBDRAIN.
NOT FOR
CONSTRUCTION
Attachment 1
ST
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JRE
C.17
150175
MAY 2016
1" = 30'
MI
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KEY MAP
1"= 2,000'
AREA OF WORK SHOWN
ON THIS PLAN SHEET
MATCHLINE - STA. 292+13 - SEE
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MATCHLINE - STA. 292+13 - SEE
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BORING LOG
AB
3-1/2"
3"
ACNO.
57
58 3-1/2"
4"
R-VALUE
-
-
4"59 3"-
SHEET SPECIFIC NOTES:
REMOVE EXISTING PAVEMENT & INSTALL SUBDRAIN AS SHOWN.
INSTALL CLEANOUT IN SHOULDER & CONNECT TO SUBDRAIN.
CONNECT 4" SCH. 40 OR SDR. 28 PVC PIPE TO SUBDRAIN & DAYLIGHT @ HINGPOINT.
PLACE ROCK EROSION PROTECTION @ SUBDRAIN OUTLET.
INSTALL SIGN POST & MOUNT "FALLING ROCK" SIGN.
EXISTING PAVED DITCH TO REMAIN; CLEAR OF DEBRIS & MAKE REPAIRS IF NECESSARY.
EXTEND PAVING TO MATCH FLUSH W/EXISTING PAVED DITCH.
REMOVE & REPLACE/INSTALL PAVED DITCH.
GRADE AREA TO DRAIN AWAY FROM ROADWAY & PLACE 3" HMA FOR DRIVEWAY TRANSITION.
INSTALL MOUNTABLE HMA DIKE ACROSS PAVED DRIVEWAY TRANSITION.
INSTALL SIGN POST; MOUNT "NO PARKING" & "NO STOPPING" SIGNS.
EXISTING GATE TO REMAIN, PROTECT IN PLACE.
NOT USED.
REMOVE EXCESS PAVEMENT BEYOND NEW PAVEMENT EDGE.
EXISTING FENCE TO REMAIN, PROTECT IN PLACE.
REMOVE EX. PAVEMENT & PERFORM SHALLOW SETTLEMENT REPAIRS TO UNDERLYING SECTION.
REMOVE & REPLACE "25 MPH SPEED LIMIT" SIGN ON EXISTING POST.
EXISTING SIGN TO REMAIN, PROTECT IN PLACE.
BACKFILL EXISTING SCOURED DITCH W/NATIVE SOIL/GRAVEL & INSTALL PAVED DITCH.
PLACE ROCK FOR EROSION PROTECTION.
REMOVE EXISTING PAVEMENT & PLACE 3" HMA FOR DRIVEWAY TRANSITION.
EXISTING CONCRETE COLLAR TO REMAIN; PAVE FLUSH.
PROPOSED GATE LOCATION; TO BE INSTALLED BY OTHER, NOT IN CONTRACT.
NOT USED.
TRANSITION ROADWAY WIDTH FROM 18' TO 24'.
INSTALL HMA SCUPPER & EXTEND TO HINGE POINT.
REMOVE EXISTING PAVEMENT & CONSTRUCT TRAVERSE CONFORM @ HICKS ROAD.
APPLY 12" WIDE WHITE LIMIT LINE TO NEW PAVEMENT SURFACE.
INSTALL SIGN POST ADJACENT TO LIMIT LINE & MOUNT "STOP" SIGN.
APPLY "STOP" PAVEMENT LEGEND TO NEW PAVEMENT SURFACE.
NOT USED.
NOT FOR
CONSTRUCTION
Attachment 1
April 7, 2016 SET
General Comments
Comment #1: Add SANTA CLARA COUNTY to title block in all sheets.
Comment #2: Missing General Notes, Demolition Notes, Grading Notes, Specifications, Erosion Control,
and Construction Notes.
Comment #3: Missing Legend in all Site Plan sheets.
Comment #4: Provide scale bar in all Site Plan sheets.
Comment #5: Provide road widths in all Site Plan sheets and/or table.
Comment #6: Provide easement widths/dimensions where applicable.
Comment #7: Add Install Property Markers callouts, where applicable. Add detail, specs.
Comment #8: Provide Road Side Marker/Paddle detail.
Comment #9: Add CONTRACTOR RESPONSIBILITY to Remove and Replace Guardrail callouts, where
applicable.
Comment #10: Provide tree protection?
Comment #11: Provide Base Rock detail?
Should scuppers in plan view orient as in detail sheet 23?
Sheet 1: Title Sheet
Comment #1: Add SANTA CLARA COUNTY, CALIFORNIA.
Comment #2: Add 17 in Location Map highway bubble.
Comment #3: Add SITE PLAN to Sheet Description column for sheets 2 to 19 (or 20?) in Sheet Index.
Comment #4: Remove + in Sheet No. column of Sheet Index.
Comment #5: Adjust Sheet Index table to account for missing Sheet No. 20.
Comment #6: Add Install Shoulder Backing in Legend.
Comment #7: Add Conduit and Junction Box in Legend.
Comment #8: Add Gabion Wall in Legend.
Sheet 3: Site Plan
Comment #1: Add Install V-Ditch callout.
Attachment 2
Comment #2: Provide detail to Remove & Replace Portion of Existing Swale callout (31+50).
Comment #3: Provide replacement note and/or detail to Remove Concrete in Roadway callout (35+37).
Comment #4: Add gate callouts (EX, REMOVE, or INSTALL). Provide detail if necessary.
Comment #5: Remove left side Shoulder Backing where not needed (300+00 to 304+32).
Comment #6: Add callout to driveway transitions. Are they paved? Place Base Rock? Missing left Offset
from New EP dimension.
Sheet 4: Site Plan
Comment #1: Add range and width to Remove Excess Material callout. Provide detail.
Comment #2: Provide detail for trimming bank.
Sheet 5: Site Plan
Comment #1: Add Remove & Replace AC Dike callout in top plan view.
Regrade roadway callout – over side drain = scupper?
Sheet 6: Site Plan
Comment #1: Add Install Shoulder Backing callout in top plan view.
Comment #2: Add range and width to Remove Excess Material callout.
Comment #3: Add callout to paved driveway transition. Missing Offset from New EP dimension. Place Base
Rock?
Comment #4: Provide detail for gate removal callout.
Comment #5: 8’ width shown in Turnout detail.
Comment #6: Provide specs for No Parking sign.
Comment #7: Provide detail/specs for Property markers.
Comment #8: Provide detail for trimming bank.
Sheet 7: Site Plan
Comment #1: Add range and width to Remove Excess Material callout.
Comment #2: Provide detail for regrading roadway to provide min. 5% slope.
Comment #3: Add callout, range, and width to Remove Excess Material hatch.
Sheet 8: Site Plan
Attachment 2
Comment #1: Add callout to paved driveway transition. Place Base Rock?
Comment #2: Add Install Shoulder Backing callout.
Sheet 9: Site Plan
Comment #1: Add Remove & Replace AC Dike callout in bottom plan view.
Comment #2: Provide profile/cross section for new culvert.
Comment #3: Add range and width to Remove Excess Material callouts in top and bottom plan views.
.
Comment #4: Provide detail for trimming bank.
Sheet 10: Site Plan
Comment #1: Add Remove & Replace AC Scupper callout.
Comment #2: Add callout, range, and width to Remove Excess Material hatch.
Comment #3: 8’ width shown in Turnout detail.
Comment #4: Provide Remove Ex. Signage detail.
Sheet 11: Site Plan
Comment #1: Add callout to paved driveway transitions. Place Base Rock in top plan view? Missing bottom
view Offset from New EP dimension.
Comment #2: Add top and bottom plan views Shoulder Backing callouts.
Comment #3: Floating sign near station 158+70.
Comment #4: Provide specs for No Parking sign.
Comment #5: Install Rock for Erosion Protection – How, where, type of rock, amount?
Sheet 12: Site Plan
Comment #1: Add Remove & Replace AC Dike callout in top plan view.
Comment #2: Add callout to paved driveway transitions. Place Base Rock in R driveway? Missing R and L
Offset from New EP dimensions.
Comment #4: See Zachary Swale comment for sheets 6 and 11.
Comment #5: Install Rock for Erosion Protection – How, where, type of rock, amount?
Sheet 13: Site Plan
Comment #1: Add callout to paved driveway transition. Missing Offset from New EP dimension.
.
Attachment 2
Comment #2: Provide specs for No Parking sign.
Comment #3: Provide plan for regrading in driveway transition.
Comment #4: Add range and width to Remove Excess Material callouts in middle and bottom plan views.
Sheet 14: Site Plan
Comment #1: Add callout to paved driveway transition. Place Base Rock in R driveway? Missing Offset
from New EP dimension.
Comment #2: Provide detail and/or explain Matching Flush callout in top plan view.
Comment #3: Provide detail and/or explain Match New Pavement callout in bottom plan view.
Sheet 15: Site Plan
Comment #1: 8’ width shown in Turnout detail.
Comment #2: Provide specs for No Parking sign.
Sheet 16: Site Plan
Comment #1: Add callout to top plan view Pavement Repair.
Comment #2: Clear Brush – Provide width.
Sheet 17: Site Plan
Comment #1: Add Remove & Replace AC Dike callout in bottom plan view.
Comment #2: Top and bottom plan views - Add callout to paved driveway transitions. Place Base Rock in
driveways? Missing bottom view Offset from New EP dimensions.
Sheet 18: Site Plan
Comment #1: 8’ width shown in Turnout detail.
Comment #2: Add range and width to Remove Excess Material callouts in top and bottom plan view.
Comment #3: Provide profile/cross section for new subdrain.
Sheet 19: Site Plan
Comment #1: Install Rock for Erosion Protection callout in top plan view – How, where, type of rock,
amount?
Comment #2: Add callout to paved driveway transitions in top and bottom plan views. Place Base Rock in
in top and bottom plan views? Missing Offset from New EP dimension in top and bottom plan views.
Comment #3: Provide specs for New Manual Gate Location.
Attachment 2
Comment #4: Place Rock for Erosion Protection callout in bottom plan view – How, where, type of rock,
amount?
Comment #5: Provide detail for Transition Roadwidth callout in bottom plan view.
Comment #6: Provide detail for Transition New Pavement callout to Hicks Road.
Sheet 21: Item of Work Tables
Comment #1: AC Dike table – Split each of items 63+22, item 69+52, item 74+70 into two items to account
for AC Scupper.
Comment #2: AC Dike table – Split item 83+90 into three items to account for AC Scuppers.
Comment #3: AC Dike table – Missing from station 183+00 to 187+00.
Comment #4: AC Dike table – Station 235+60 does not match Site Plan.
Comment #5: AC Dike table – Item station 240+25 not on Site Plan.
Comment #6: Bar Down/Remove Boulders table – Consider consolidating the three continues items with
Beginning Stations 46+20, 47+51, and 48+75.
Comment #7: Bar Down/Remove Boulders table – Replace station 53+00 R with L.
Comment #8: Bar Down/Remove Boulders table – Station 86+00 does not match Site Plan.
Comment #9: Bar Down/Remove Boulders table – Station 148+00 does not match Site Plan Replace R
with L.
Comment #10: Bar Down/Remove Boulders table – Item station 234+50 not on Site Plan.
Comment #11: AC Scupper table – Missing scupper near station 49+25.
Comment #12: AC Scupper table – Revise item at station 64+70 to 69+70.
Comment #13: AC Scupper table – Replace station 212+10 R with L.
Comment #14: Concrete Barrier table – Replace station 96+50 L with R.
Comment #15: Base Rock Turnouts table – Add Turnout Length column, per sheet 22 detail.
Comment #15: Base Rock Turnouts table – Station 140+45 does not match Site Plan.
Comment #16: Drainage Structures table – #20 does not match Site Plan labeling.
Comment #17: Drainage Structures table – Replace station 217+99 L with R.
Comment #18: Paved Ditch table – Item station 292+80 not on Site Plan.
Comment #19: Paved Driveways/Transitions table – Add L to Item station 296+40.
Comment #20: Add line under second header.
Comment #21: Guardrail & End Terminals table – Revise item at station 106+75.
Attachment 2
Comment #22: Settlement Repairs Under Roadway table – Item station 237+40 not on Site Plan.
Comment #23: Remove Tree table – Missing trees near stations 153+40, 153+60, 164.25.
Comment #24: Rock Fence table – 53+00 to 53+90 does not match Site Plan.
Comment #25: Roadside Paddles table – 154+75 does not match Site Plan.
Comment #26: Roadside Paddles table – Replace station 201+30 L with R.
Comment #27: Shoulder Backing table – Split item 97+45 into two items to account for driveway.
Comment #28: Shoulder Backing table – Split item 252+30 into two items to account for driveway.
Comment #29: Shoulder Backing table – Split item 296+34 into three items to account for driveways.
Comment #30: V-Ditch table – 61+60 to 78+73 does not match side on Site Plan.
Comment #31: V-Ditch table – 79+30 to 82+16 does not match Site Plan.
Comment #32: V-Ditch table – Item 198+00 not in correct row.
Comment #33: V-Ditch table – 242+25 to 256+05 does not match Site Plan.
Comment #34: V-Ditch table – 297+45 to 298+30 does not on site plan.
Sheet 22: Details
Comment #1: Shallow and Deep Pavement Repair details – Called out as Settlement Repair in Site Plan
Sheets and in sheet 21.
NEW COMMENT (2016-04-27): Pre-Cast Concrete Barrier @ Edge detail – 8.5’ FROM CL callout should
be 8’ from center line. Callout is cut off.
Comment #2: Vehicle Turnout Construction detail – Grade to where?
Sheet 23: Details
Comment #1: Rock Fence Typical Section detail – Detail shows Roadway Edge. Show V-Ditch.
Comment #2: Rock Fence Typical Section detail – Specify footing material.
Comment #3: Rock Fence Typical Section detail – Show distance from bottom of 2-3/8” pipe to bottom of
footing.
Comment #4: Culvert Trench Cross-Section detail – Add Compaction % to backfill.
Comment #5: Gabion Wall detail – Add Compaction % to Class II AGG, Base.
Comment #6: Conduit Trench Cross-Section detail – Add a Tie In New Conduits note.
Comment #7: Pre-Cast Concrete Barrier detail – Bevel dimension.
Attachment 2
Sheet 24: Details
Comment #1: Subdrain detail – Provide compaction requirements for native material, backfill material.
Attachment 2
April 27, 2016
Board Meeting 16-09
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
April 27, 2016
DRAFT MINUTES
SPECIAL MEETING
CALL TO ORDER
President Kishimoto called the special meeting of the Midpeninsula Regional Open Space
District to order at 5:03 p.m.
ROLL CALL
Members Present: Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto,
Curt Riffle, and Pete Siemens
Members Absent: Jed Cyr and Larry Hassett
Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz,
Assistant General Manager Kevin Woodhouse, General Counsel Sheryl
Schaffner, Planning Manager Jane Mark, Senior Planner Meredith
Manning, and Executive Assistant Maria Soria
1. Final Interpretive Design and Content for the Mount Umunhum Summit Project
(R-16-59)
Senior Planner Meredith Manning presented the staff presentation summarizing the Board’s
decision at its December 2015 meeting where the Board of Directors selected an interpretive
design option for the Summit Project to provide visitors with a broad understanding of the site.
This selection aligns with the higher-than-minimal level of site amenities and improvements for
the summit and Guadalupe Creek Overlook. Ms. Manning explained the interpretive subject
matter will cover the full arc of history for Mount Umunhum, including the cultural and natural
history and cold war strategy and be generally equal in amount of coverage among these three
topics. The proposed interpretive content has been previously reviewed by external partners and
key stakeholders.
Meeting 16-09 Page 2
Ms. Manning stated a total of twelve interpretive signs are proposed for the Mount Umunhum
summit and trail and described the signs and their design to withstand the widely shifting climate
at Mt. Umunhum. Interpretive signs will also be integrated as part of the built structures,
primarily within the weather shelters. Additionally, Ms. Manning described a view locator to be
positioned specifically to capture as many other District preserves as possible. The locator will
also contain language thanking the District’s partners for their role in creating the large
greenbelt.. Finally, there is a dedication plaque to the public proposed to be installed in the
bench opposite of the view locator.
Ms. Manning introduced Leslie Stone from Leslie Stone Associates who provided guidance on
best practices in design and text development for interpretive elements and answered specific
design and content-related questions. Ms. Stone requested that if Board members had any edits
to suggest or comments regarding the interpretive content to please provide those to Ms.
Manning by Wednesday, May 4.
Director Riffle requested that on sign number eight on the west summit the thank you and
viewfinder sign should include a thank you to the tax payers within the District that paid for this
project. Mr. Riffle also mentioned that Measure AA and the federal government funds that were
used for this project be mentioned.
Assistant General Manager Ruiz stated that there will a separate Measure AA sign that will
explain that this is a Measure AA project.
Director Harris expressed her concerns with the word citizens she mentioned that not everybody
living in the counties are citizen they are residents.
Director Harris asked if the Mt. Umunhum logo will also be used in conjunction with the
District’s log and she inquired if other District preserves had logos.
Ms. Lewis, Public Affairs Manager stated the District is embarking on a branding program for
the most popular preserves to give some energy to the District’s preserves. Ms. Lewis stated that
once this program moves forward, it will be presented for Committee and Board for
consideration.
Public comments opened at 5:38 p.m.
Basim Jaber provided additional information of Gwendolyn Alice Bouyer also known as the wild
woman of Mt. Umunhum. Mr. Jaber stated that he had provided a write-up of Ms. Bouyer to
staff.
Bob Wallace commented on his dislike for the tower.
Public comments closed at 5:42 p.m.
Director Riffle inquired if graffiti would be able to be cleaned from the signs if they were
vandalized.
Ms. Stone state the porcelain enamel recommended for the signs can be cleaned with non-toxic
solvents. Also the corten steel frames are also a natural weathering substance and could be
resurfaced with steel wool and allowed to re-rust.
Meeting 16-09 Page 3
Motion: Director Hanko moved, and Director Siemens seconded a motion to approve the
proposed interpretive design and content for the Mount Umunhum Summit Project with any final
adjustments, as directed by the full Board and direct the General Manager to proceed with the
production of interpretive signs, which will form the basis for a Request for Bids package for
fabrication.
VOTE: 5-0-0 (Director Cyr and Hassett absent.)
President Kishimoto adjourned the special meeting at 5:47 p.m.
SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
President Kishimoto called the special meeting to order at 6:00 pm.
No speakers were present.
The Board convened to closed session at 6:00 pm.
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code
Section 54956.8)
Property: Portions of the following properties identified as Santa Clara County
Assessor Parcel Numbers 562-04-014, 562-08-012, and 562-22-017
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent
Negotiating Party: Michael Rossetta
Under Negotiation: Terms of real property transactions
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION.
(Government Code Section 54956.9(d)(1))
Name of Case: Midpeninsula Regional Open Space v. Michael Rossetta, et al; Santa
Clara County Superior Court Case Number 1-15-CV-289568
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION.
(Government Code Section 54956.9(d)(1))
Name of Case: Midpeninsula Regional Open Space District v. Mount Umunhum
Limited Partnership, et al (McQueen); Santa Clara County Superior Court Case
No.1-15-CV-289553
Director Kishimoto announced a closed session had been held but no reportable actions were
taken.
President Kishimoto adjourned the special meeting at 6:53 p.m.
REGULAR MEETING – BOARD MEETING
President Kishimoto called the regular meeting of the Midpeninsula Regional Open Space
District to order at 7:00 p.m.
Meeting 16-09 Page 4
ROLL CALL
Members Present: Nonette Hanko, Cecily Harris, Yoriko Kishimoto, Curt Riffle, and Pete
Siemens
Members Absent: Jed Cyr and Larry Hassett
Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz,
Assistant General Manager Kevin Woodhouse, Chief Financial
Officer/Administrative Services Director Stefan Jaskulak, General
Counsel Sheryl Schaffner, and Executive Assistant Maria Soria
ORAL COMMUNICATIONS
No speakers present.
ADOPTION OF AGENDA
Motion: Director Riffle moved, and Director Siemens seconded the motion to adopt the agenda.
VOTE: 5-0-0 (Director Cyr and Hassett absent.)
SPECIAL ORDERS OF THE DAY
• Swearing in Measure AA Bond Oversight Committee Members
Executive Assistant Maria Soria administered the oath of office to three of the Bond
Oversight Committee members.
• View District’s “Working at Midpen” Video
CONSENT CALENDAR
Director Kishimoto pulled Item 6 from the Consent Calendar.
1. Approve Board Meeting Minutes:
April 13, 2016
2. Approve Claims Report
3. Reclassification of District Clerk position to District Clerk/Assistant to the General
Manager (R-16-54)
General Manager’s Recommendation: Adopt a resolution reclassifying the District Clerk
position to a District Clerk/Assistant to the General Manager position in the General
Manager’s Office.
4. Reclassification of an Executive Assistant position to Executive Assistant/Deputy
District Clerk in the General Manager’s Office (R-16-55)
Meeting 16-09 Page 5
General Manager’s Recommendation: Adopt a resolution adding the Executive
Assistant/Deputy District Clerk to the District’s Classification and Compensation Plan.
5. Contracts to Complete Phase I Planning and Environmental Review and Phase II
Design and Engineering for the Bay Trail Connection Project at Ravenswood Open
Space Preserve (R-16-56)
General Manager’s Recommendations:
Authorize the General Manager to enter into a new contract with Callander Associates
Landscape Architecture, Inc., to complete Phase I Conceptual Planning and
Environmental Review for the Bay Trail Project at Ravenswood.
6. Contract Amendment with Restoration Design Group (RDG) for an additional
$449,327 for design, engineering, construction administration, special inspections,
and interpretive signage production for the Mount Umunhum Summit Project
(Summit Project). (R-16-60)
Director Harris commented that for some time she has noticed that there is a frequency of
contract amendments requiring Board approval, and whether changes to our budgeting or
contracting process can help reduce the frequency.
Assistant Manager Ruiz stated that due to the size of some of the projects the entire scope
elements are not fully developed or the scope needs to be amended due to unforeseen conditions.
Director Siemens stated that when the contracts are amended several times it has an appearance
of a sole source contract.
General Manager Abbors suggested that staff would evaluate this concern and expect to return to
the Board at subsequent meeting with further information.
Motion: Director Siemens moved, and Director Riffle seconded the motion to amend a contract
with RDG for the Summit Project in the amount of $449,327, for a total not-to-exceed contract
amount of $1,428,922, for the following additional scope items:
1. Design, construction documents (CD), and geotechnical review for roadway
work;
2. Geotechnical feasibility, design, and CD for the lower stair section;
3. Design, CD, and coordination for summit storm water management
improvements;
4. Plans and specifications for volunteer-led planting restoration work;
5. An allowance for construction administration and special inspections; and
6. Fabrication of interpretive signage panels, frames, and stands.
VOTE: 5-0-0 (Director Hassett and Cyr absent.)
Motion: Director Riffle moved, and Director Hanko seconded the motion to approve the
Consent Calendar, with the exception of Item 6.
VOTE: 5-0-0 (Director Hassett and Cyr absent.)
Meeting 16-09 Page 6
BOARD BUSINESS
7. Proposed New Positions for the Land and Facilities Services Department (R-16-58)
Assistant General Manager Woodhouse provided the staff presentation describing the Action
Plan and Budget Committee’s (ABC) recommendation regarding new positions necessary for the
Operations Department transition into the Visitor Services and Land and Facilities Services
Departments – two Area Managers and one Administrative Assistant. Mr. Woodhouse explained
the proposed and projected growth is sustainable, including adequate financial, human resources
and facility capacity. Finally, Mr. Woodhouse stated this approval, and the subsequent filling of
these positions before the end of the current fiscal year, will allow the District to begin FY2016-
17 with two new departments, Land and Facilities Services and Visitor Services.
Director Riffle, ABC Chair, added the committee deliberated on the subject and voted to
recommend approval of these three new positions to the full Board for consideration. Approval
of the positions is a logical step to move forward to continue FOSM implementation and use
available funding.
Director Riffle asked if there was an assumption that the new positions would be filled with
internal candidates.
Mr. Woodhouse responded there is a probability of the two Area Mangers to be recruited
internally, but the decision has not yet been made.
Director Riffle encouraged the recruitment to be internal because it would be a great opportunity
for growth.
Director Kishimoto inquired where the new positions would be stationed.
Mr. Woodhouse explained that Area Managers would be in the field offices, and the
Superintendents and the existing Patrol Superintendents will have their offices at the
Administration Office but would spend the majority of their time in the field.
Director Siemens pointed out that there will be an additional twelve positions for consideration
in the next budget and inquired if there was adequate facility space for these positions.
Mr. Woodhouse commented that there are various levels of facility analysis that are being
conducted and the findings will be coming forth to the Board. Mr. Woodhouse also confirmed
there is currently facility capacity for the three new positions being recommended for approval.
Public comment opened at 8:01 p.m.
No speakers present.
Public comment closed at 8:01 p.m.
Motion: Director Hanko moved, and Director Siemens seconded the motion to approve the
Action Plan and Budget Committee’s recommendation for three new positions in the Land and
Facilities Services Department in order to begin implementing the transition of the Operations
Department into the Visitor Services and Land and Facilities Services Departments by the
Meeting 16-09 Page 7
beginning of FY2016-17 and adopt a Resolution approving the updated Classification and
Compensation Plan to reflect the addition of one proposed new job classifications per
Recommendation 1 above and as further described in the staff report.
VOTE: 5-0-0 (Director Hassett and Cyr absent.)
INFORMATIONAL REPORTS
A. Committee Reports
Director Riffle reported on the April 19, Action Plan and Budget Committee meeting.
Director Harris reported on the April 20, Planning and Natural Resources Committee meeting.
B. Staff Reports
Assistant General Manager Ana Ruiz reported that staff met with SFPUC regarding the
Ravenswood Bay Trail to discuss the gates and staging areas for construction and also met with
East Palo Alto Environmental Services Department to look at fencing and encroachment issues
from the University Village neighborhood.
Ms. Ruiz also reported that as part of the Ridge Land Exchange project the Ridge Vineyards has
an opportunity to expand their vineyards onto additional property per the exchange agreement.
Ms. Ruiz added that Ridge Vineyards is looking at a potential expansion in the area near the
permit parking and have submitted their plans that staff are now reviewing.
Ms. Ruiz also reminded the Director’s that the Santa Clara County Board of Supervisors is
holding a meeting on May 10th regarding the proposed listing of the Mt. Umunhum Radar Tower
to the County of Santa Clara Heritage Resource Inventory. Ms. Ruiz stated staff will be
attending and the public will each have two minutes to speak. The District requested the General
Manager be allowed to speak for four minutes.
Ms. Ruiz stated she met with Jeremy Dennis the new Town Manager for Portola Valley to
discuss the Alpine trail realignment project stating the project may be considered for FY17-18.
Ms. Ruiz informed the Director’s that a site tour of Alma College has been scheduled for the
Board on May 3 for those who are interested in attending. Ms. Ruiz also added that on June 7
an informal neighborhood meeting will held in Los Gatos to talk about dog access in El Sereno.
Lastly, Ms. Ruiz provided an update on Mt. Umunhum Project and an update on the La Honda
interim parking lot.
Chief Financial Officer Stefan Jaskulak reported that four RFPs related to the District’s bond
program were recently issued, and staff plans to bring forward contracts to the Board for
approval early this summer. Mr. Jaskulak also stated that staff is working on a budget book that
will be centered around the annual Budget and Action Plan.
Assistant General Manager Kevin Woodhouse reported his attendance at a Silicon Valley
Community Foundation Measure AA event regarding the Clean and Healthy Bay Initiative. Mr.
Woodhouse also reported that he attended a quarterly field meeting to St. Joseph’s Hill with the
Meeting 16-09 Page 8
Natural Resources department to survey the vegetation and wildflowers and received an update
on the Highway 17 wildlife crossing. Finally, Mr. Woodhouse stated that he will be attending a
regional event April 28th to counsel youth on how to land their first job and learn the basics of
how the hiring process works and helpful tips on applying.
General Manager Steve Abbors reported that he recorded a segment with Doug McConnell for
Open Roads show that will be airing on May 15, once he received the airing time he will forward
the information onto the Directors. Mr. Abbors also reported that he attended the Spring Festival
and Grand Opening of the Colley Landing Education Center at which Director Hanko spoke and
Congresswoman Speier and Congresswoman Eshoo were also in attendance. Mr. Abbors added
that the District will be hosting a Legislative Lunch that is tentatively scheduled for June 24.
Finally, Mr. Abbors also commented that he has been working with Minh Le, Fran McVey, and
Val Lopez in preparation for the Board of Supervisors meeting scheduled on May 10 and urged
the Board Directors to attend.
C. Director Reports
The Board members submitted their compensatory reports.
Directors Siemens, Hanko, Riffle and Harris reported their attendance at the Spring Festival and
Grand Opening of the Cooley Landing Education Center.
Director Kishimoto reported that she and Director Cyr attended a tour to Ravenswood Ponds and
Bair Island with the San Francisco Bay Joint Venture.
Director Kishimoto also reported that due to a lack of a quorum for the May 3, Real Property
Committee she will serve as an alternate member.
Director Kishimoto reported her attendance at the Santa Clara County Advisory Committee on
Veterans and spoke in favor of supporting a veteran’s museum to include the war story, but not
on Mt. Umunhum. The committee supported the idea and authorized Fran McVey to convey
their sentiment to the May 10 Board of Supervisor’s meeting.
Director Kishimoto reported that she attended a presentation by Actera on Resilient Landscapes
and stated that she recommends the presentation be presented to the Board at a later meeting.
Director Kishimoto asked for an update on the Administrative Office facilities and when the Ad-
Hoc Committee would start convening.
Ms. Ruiz stated that an updated will be provided to the either the Ad-Hoc Committee or the full
Board in July. Ms. Ruiz added that staff is waiting to receive proposals from potential futurist
consultants to determine if the current site is a preferred location given regional and demographic
trends.
Director Kishimoto asked for an update of when the intranet would be established and if there
was an opportunity for a meet and greet of the new hires that have recently joined the District.
Mr. Jaskulak stated that the intranet will be part of the Microsoft SharePoint roll out this year but
does not have a definite timeline at the moment.
Meeting 16-09 Page 9
General Manager Abbors stated new hires are brought the board meetings for introductions, and
there would be an opportunity for the Directors to meet and greet staff at the Staff Recognition
Event scheduled on August 31. General Manager Abbors added that the District Clerk is
working on a staff directory which will include staff photos.
Director Siemens requested staff names be added to the organizational chart.
The Board members submitted their compensatory reports.
ADJOURNMENT
President Kishimoto adjourned the regular meeting of the Board of Directors of the
Midpeninsula Regional Open Space District at 8:44 p.m.
________________________________
Maria Soria
Executive Assistant
May 11, 2016
Board Meeting 16-10
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Administrative Office
330 Distel Circle
Los Altos, CA 94022
May 11, 2016
DRAFT MINUTES
SPECIAL MEETING – CLOSED SESSION
CALL TO ORDER
President Kishimoto called the special meeting of the Midpeninsula Regional Open Space
District to order at 6:00 p.m.
ROLL CALL
Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto,
Curt Riffle, and Pete Siemens
Members Absent: None
Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz,
Assistant General Manager Kevin Woodhouse, General Counsel Sheryl
Schaffner, Senior Real Property Agent Allen Ishibashi
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code
Section 54956.8)
Property: Fox Creek, LLC (Barth) Santa Clara County APN: 575-11-020
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent
Negotiating Party: Mr. Florian Barth
Under Negotiation: Terms of real property transactions
2. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION.
(Government Code Section 54956.9(d)(1))
Name of Case: County of Santa Clara v. Gullicksen, Santa Clara County Superior Court
Case No. 1-09-CV-141882
3. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION.
(Government Code Section 54956.9(d)(1))
Meeting 16-10 Page 2
Name of Case: Midpeninsula Regional Open Space v. Michael Rossetta, et al; Santa Clara
County Superior Court Case Number 1-15-CV-289568
CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION. (Government
Code Section 54956.9(d)(1))
Name of Case: Midpeninsula Regional Open Space District v. Mount Umunhum Limited
Partnership, et al (McQueen); Santa Clara County Superior Court Case No. 1-15-CV-
289553
Public comments opened at 6:00 p.m.
No speakers present.
Public comments closed at 6:00 p.m.
The Board convened into closed session.
President Kishimoto adjourned the special meeting at 6:55 p.m.
REGULAR MEETING – BOARD MEETING
President Kishimoto called the regular meeting of the Midpeninsula Regional Open Space
District to order at 7:01 p.m.
ROLL CALL
Members Present: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett, Yoriko Kishimoto,
Curt Riffle, and Pete Siemens
Members Absent: None
Staff Present: General Manager Steve Abbors, Assistant General Manager Ana Ruiz,
Assistant General Manager Kevin Woodhouse, Chief Financial
Officer/Administrative Services Director Stefan Jaskulak, General
Counsel Sheryl Schaffner, Natural Resources Manager Kirk Lenington,
Integrated Pest Management Coordinator Coty Sifuentes-Winter,
Engineering and Construction Manager Jay Lin, Administrative Assistant
Melissa Garcia, Senior Real Property Agent Allen Ishibashi, and District
Clerk Jennifer Woodworth
President Kishimoto reported the Board met in closed session and no reportable action was
taken.
ORAL COMMUNICATIONS
Yvonne Spence spoke in favor of opening the Hawthorns property to the public.
ADOPTION OF AGENDA
Motion: Director Hanko moved, and Director Cyr seconded the motion to adopt the agenda.
Meeting 16-10 Page 3
VOTE: 7-0-0
SPECIAL ORDERS OF THE DAY
Proclamation for Linda Craig Upon her Retirement
Introduction of new staff members
o Josh Hugg, Legislative/External Affairs Specialist
CONSENT CALENDAR
Director Kishimoto pulled Item 3 from the Consent Calendar.
1. Approve Claims Report
2. Award of Contract with Harris Design for design, engineering, permitting
assistance, and construction administration services for the proposed Alma College
Parking Area and new Preserve Entrance at Bear Creek Redwoods Open Space Preserve
(R-16-49)
General Manager’s Recommendation: Authorize the General Manager to enter into a
professional services contract with Harris Design for $210,286, and allocate a 15% contingency,
for a total contract amount not-to-exceed $241,829, to complete the design, construction
documents, permitting assistance, and construction oversight for the proposed new Preserve
entrance, parking area and other associated improvements as part of Phase I Public Access at
Bear Creek Redwoods Open Space Preserve.
3. Authorization to Amend a Contract with Balance Hydrologics, Inc., for Additional
Hydrological Studies Conducted for the Water Resources Inventory Project at Bear Creek
Redwoods Open Space Preserve (R-16-31)
Item 3 was heard after Item 4.
Director Kishimoto expressed her concerns regarding the estimated cost to the District related to
providing water at the Bear Creek Redwoods Open Space Preserve.
Director Hassett inquired if the funding would be needed if alternate water sources are found.
Assistant General Manager Ana Ruiz explained that all water sources are still being explored,
and all related cost figures will be presented to the Board at a future meeting.
Director Siemens requested staff include monthly operating costs for accessing San Jose Water
Company water.
Public comment opened at 7:25 p.m.
Melany Moore, member of the Friends of Bear Creek Stables, spoke in favor of creating a safe
haven at Bear Creek Preserve for the horses and members of the public.
Public comment closed at 7:27 p.m.
Meeting 16-10 Page 4
Motion: Director Kishimoto moved, and Director Riffle seconded the motion to authorize the
General Manager to execute a contract amendment with Balance Hydrologics Inc.’s for a not-to-
exceed amount of $22,000 for a total authorized amount of $86,840 for a Water Resources
Inventory Study at Bear Creek Redwoods Open Space Preserve.
VOTE: 7-0-0
4. Contract Amendment with Pavement Engineering Inc. for design, engineering,
surveying, and construction administration for the Mount Umunhum Road Improvement
Project (R-16-63)
General Manager’s Recommendations:
Amend a contract with Pavement Engineering Inc. for the Mount Umunhum Road Improvement
Project in the amount of $46,685, for a total not-to-exceed contract amount of $355,085, for the
following additional scope items:
1. Development of County-required encroachment permitting material for the Mount Umunhum
Road-Hicks Road intersection improvements;
2. Boundary survey of PG&E easement and private properties;
3. Road improvement at the intersection of the Mount Umunhum flagpole area; and
4. An allowance for construction administration.
Public comment opened at 7:16 p.m.
No speakers present.
Public comment closed at 7:16 p.m.
Motion: Director Siemens moved, and Director Riffle seconded the motion to approve the
Consent Calendar, with the exception of Item 3.
VOTE: 7-0-0
BOARD BUSINESS
5. Appointment of Vanessa Buchanan and Steven Johnson as Peace Officers (R-16-29)
Visitor Services Manager Michael Newburn presented the staff report and introduced new
rangers Vanessa Buchanan and Steven Johnson.
Public comment opened at 7:30 p.m.
No speakers present.
Public comment closed at 7:30 p.m.
Motion: Director Riffle moved, and Director Cyr seconded the motion to adopt resolutions
appointing Vanessa Buchanan and Steven Johnson as Peace Officers.
VOTE: 7-0-0
Meeting 16-10 Page 5
Rangers Vanessa Buchanan and Steven Johnson were sworn in as peace officers and received
their badges.
6. Resolution in Support of Measure AA, the San Francisco Bay Clean Water,
Pollution Prevention and Habitat Restoration Program (R-16-61)
Public Affairs Manager Shelly Lewis presented the staff report describing the purpose of
Measure AA to fund Bay restoration and flood protection projects. Ms. Lewis outlined the
regional distribution of funds proposed under Measure AA and provided examples of District
projects the funds could be used to complete.
Mitchell Oster of the Measure AA campaign provided additional information related to the
regional location of projects and provided details for where the Directors could access more
information regarding the specific projects to be funded by Measure AA.
Members of the Board expressed their support for Measure AA.
Public comment opened at 7:43 p.m.
No speakers present.
Public comment closed at 7:43 p.m.
Motion: Director Hassett moved, and Director Hanko seconded the motion to adopt a resolution
in support of Measure AA, the San Francisco Bay Clean Water, Pollution Prevention and Habitat
Restoration Program, which will be on the ballot for the June 7, 2016 statewide direct primary
election.
VOTE: 7-0-0
7. Alma College Cultural Landscape Rehabilitation Plan - Tentative Approval (R-16-
50)
Ms. Bankosh provided the staff presentation and explained that while Alma College is not a
historic listing, it is registered for preservation as a cultural landscape, which includes
requirements related to the buildings in their current arrangement. As a result, the Rehabilitation
Plan must meet specific guidelines, including assessing features as they relate to the property as a
whole. Ms. Bankosh described the various structures on the site and displayed photographs of
their original condition and their current state. Finally, Ms. Bankosh outlined the proposed
Rehabilitation Plan vision and goals, which reflect the guidelines for historic culture landscape
and the language included in Measure AA related to the rehabilitation of Alma College. Ms.
Bankosh described the three phases of the Rehabilitation Plan including proposed funding for the
rehabilitation.
Capital Project Manager Aaron Hébert outlined the potential phasing for implementation and
estimated costs associated with the Rehabilitation Plan. Mr. Hébert described possible funding
sources for implementation, including Measure AA, District general funds, and potential funds
from grants or partners, explaining which aspects of the projects were eligible for Measure AA
funds according to the approved Expenditure Plan. Mr. Hébert described a cost reduction
strategy to help lower costs to the District, such as seeking grant funds, packaging construction
Meeting 16-10 Page 6
actions under fewer contracts, and phasing the rehabilitation of the cultural landscape. Finally,
Mr. Hébert outlined the next steps and tentative schedule for implementation of the proposed
Rehabilitation Plan and site opening.
Director Hassett stated his concerns regarding finding a partner to occupy the chapel building
and the cost of the structural improvements required for even limited building occupancy.
Ms. Bankosh explained numerous measures and ongoing maintenance will be required to
stabilize the chapel building even if people cannot enter the structure.
Director Harris stated her opinion that the project seems more tailored to special interests rather
than public use of the preserve.
Director Hanko spoke in favor of staff’s work on the project and the General Manager’s
recommendation. Also Director Hanko spoke in favor of using the site as an educational site and
stated a parking lot should be nearer to the site.
Public comment opened at 8:34 p.m.
No speakers present.
Public comment closed at 8:34 p.m.
Director Siemens inquired how quickly the Board would like to move forward with demolition
of the buildings in relation to the rest of the Bear Creek Redwoods public access schedule.
Director Siemens expressed his opinion that staff time should not necessarily be reallocated to
this project at the expense of opening the rest of preserve and other District preserves.
Ms. Bankosh explained that the design and permitting stage could take several years.
Director Cyr stated his understanding that the parking lot and pedestrian crossing would help
facilitate the opening of the western area of the preserve. Director Cyr also suggested possibly
leaving the building foundations in place, so visitors could see where former buildings were.
However, Director Cyr expressed his concern that leaving the foundations in place could lead to
vandalizing of the structures with graffiti.
Motion: Director Hanko moved, and Director Cyr seconded the motion to tentatively approve
the proposed cleanup and selective rehabilitation actions that comprise the Alma College
Cultural Landscape Rehabilitation Plan, which will be brought back at a later date for final Board
approval as part of the Bear Creek Redwoods Preserve Plan and certification of the
Environmental Impact Report.
Friendly Amendment: Director Harris suggested amending the motion to read: Approve the
scope of the Alma College Cultural Landscape Rehabilitation Plan As the project description for
CEQA purposes.
Directors Hanko and Cyr accepted the friendly amendment.
VOTE: 7-0-0
Meeting 16-10 Page 7
INFORMATIONAL REPORTS
A. Committee Reports
Director Kishimoto reported on the May 3, 2016 Real Property Committee meeting.
B. Staff Reports
Assistant General Manager Kevin Woodhouse reported the property management function of the
Real Property department has moved into the Land and Facilities Department. Mr. Woodhouse
reported the Santa Cruz Mountain Stewardship Network has hired a new Network Manager and
will be having a mixer on June 9th for partners to attend and learn more about the organization.
Chief Financial Officer Stefan Jaskulak provided an update on the process for the District’s
selection of District underwriter, bond counsel, etc. which will be coming to the Board in June
for approval. Mr. Jaskulak reported on several new hires and ongoing recruitments for the
department.
Assistant General Manager Ana Ruiz reported the Bay Trail Resurfacing Celebration is
scheduled for May 20th at the Carl Road Trailhead.
Mr. Abbors reported on a recent media day at the Mt. Umunhum summit and recent meetings
with numerous elected leaders. Also Mr. Abbors reported on the Santa Clara County Supervisors
decision regarding the Mt. Umunhum Radar Tower.
C. Director Reports
The Board members submitted their compensatory reports.
Director Harris reported her attendance at the recent San Mateo County Special District’s
Association meeting.
Director Riffle reported his attendance at the recent Peninsula Open Space Trust Farmland
Future Initiatives event and the Bear Creek Stables Open House on May 3rd.
Director Siemens reported his attendance at a recent event held by Santa Clara County
Supervisor Joe Simitian.
Director Kishimoto requested staff provide update regarding the Hawthorns property for a future
meeting.
ADJOURNMENT
President Kishimoto adjourned the regular meeting of the Board of Directors of the
Midpeninsula Regional Open Space District at 9:16 p.m.
________________________________
Meeting 16-10 Page 8
Jennifer Woodworth, MMC
District Clerk
CLAIMS REPORT
MEETING 16-11
DATE 05-25-2016
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
72252 10463 - DELL BUSINESS CREDIT 31x Notebook Computers, 8x MS Project Pro software 05/18/2016 47,837.98
72241 11637 - Anderson Audio Visual Board Room AV Equipment and Installation 05/18/2016 28,913.10
72279 11636 - Softchoice Corporation Microsoft software licenses Windows 10 and Office 365 05/18/2016 14,233.05
72281 10590 - STALLINGS PAINTING CO Nature Center painting 05/18/2016 9,543.00
72217 11600 - MNS ENGINEERS INC.BCR Water Systems Consulting 05/11/2016 8,487.50
72239 *10216 - VALLEY OIL COMPANY Fuel for District vehicles 05/12/2016 7,013.65
72211 10642 - HMS INC Hazmat Inspection/Testing at 5 SFO-area locations, staff OSHA training 05/11/2016 6,350.00
72228 11268 - SANTA CLARA COUNTY PLANNING OFFICE Mt Um Midpen Stairs Permit Fees - SAU 05/11/2016 6,016.00
72203 11354 - ENVIRONMENTAL SCIENCE ASSOCIATES Stevens Creek Trail Bridges Engineering - MB 05/11/2016 5,127.50
72242 11648 - ARIS HELICOPTERS Helicoptor Transport of Mt Um Bridges/Construction Materials 05/18/2016 5,050.00
72197 10466 - BAY AREA RIDGE TRAIL COUNCIL Annual Agency Membership 05/11/2016 5,000.00
72229 11403 - SANTA ROSA JUNIOR COLLEGE/ACCOUNTING Tuition - 2 Rangers - Academy 05/11/2016 4,896.00
72198 **11539 - BELZ CONSTRUCTION Propane tank pad, Kitchen remodel at 4411 Alpine Road - WH 05/11/2016 3,800.00
72259 10123 - HOME DEPOT CREDIT SERVICES Field supplies, shop supplies, for harvesting supplies 05/18/2016 3,701.70
72250 11650 - CUSTOM TINTING OF NORTHERN CALIFORNIA Nature Center - window tint 05/18/2016 2,983.50
72234 11656 - WILLIAMS SCOTSMAN, INC.Mobile Office for Mt Um Summit Project - SAU 05/11/2016 2,831.32
72280 10585 - SOL'S MOBILE AUTO & TRUCK REPAIR, INC.Vehicle Service/Inspections - 12 vehicles 05/18/2016 2,792.36
72237 11186 - CALIFORNIA DEPT FISH AND WILDLIFE-NAPA OFFICE Emergency Compliance Request Mt Um Trail Bridges - SAU 05/12/2016 2,763.00
72284 10143 - SUMMIT UNIFORMS Body Armor (3 sets)05/18/2016 2,497.99
72267 10271 - ORLANDI TRAILER INC ATV TRAILER BIG-TEX T42 05/18/2016 2,393.49
72240 11170 - ALEXANDER ATKINS DESIGN, INC.Graphic Design for 3 brochure/projects 05/18/2016 2,350.00
72273 10276 - PORTOLA PARK HEIGHTS PROPERTY OWNERS ASSOC PORTOLA HEIGHTS ROAD AGREEMENT DUES 2016 05/18/2016 2,250.00
72278 10102 - SHUTE, MIHALY & WEINBERGER LLP Legal services for Riparian easement for POST property, Bay Trail 05/18/2016 2,066.10
72227 11268 - SANTA CLARA COUNTY PLANNING OFFICE Mt Um Midpen C.3 Plan Check Fee - SAU 05/11/2016 1,953.00
72243 10141 - BIG CREEK LUMBER CO INC Lumber (SA-MT UM)05/18/2016 1,944.74
72213 11465 - JANA SOKALE ENVIRONMENTAL PLANNING SCVWD Grant Preparation for Hendrys Creek Restoration (2)05/11/2016 1,900.00
72258 11177 - HARRIS CONSTRUCTION SFO office window replacement 05/18/2016 1,888.30
72288 11037 - US HEALTHWORKS MEDICAL GROUP PC Medical Services - HR 05/18/2016 1,832.00
72210 11177 - HARRIS CONSTRUCTION Window replacement at rental residence - SR 05/11/2016 1,495.00
72266 10076 - OFFICE TEAM Administrative Support - Vennessa Arellanes 05/18/2016 1,413.30
72219 10076 - OFFICE TEAM AO Temporary Receptionist week ending 4/15/16 05/11/2016 1,400.00
72205 11151 - FASTENAL COMPANY Tool Box, Field Supplies 05/11/2016 1,232.73
72212 10043 - HOWARD ROME MARTIN & RIDLEY LLP Legal services for Mahronich vs Presentation Center - BCR 05/11/2016 1,227.60
72235 **10203 - WOODSIDE & PORTOLA PRIVATE PATROL Monthly Patrol services for Hawthorn property 05/11/2016 1,200.00
72194 10001 - AARON'S SEPTIC TANK SERVICE Septic Tank Service (SA)05/11/2016 1,125.00
72238 10302 - STEVENS CREEK QUARRY INC Rock for Trails at MB & RR 05/12/2016 1,079.34
72199 11579 - BUCHANAN, VANESSA M Ranger Academy meals per diem 05/11/2016 1,075.00
72245 10352 - CMK AUTOMOTIVE INC Vehicle Service - A99, A100, P50, P89 05/18/2016 1,010.36
72244 10840 - CALIFORNIA PENSION GROUP, LLC Consulting Services for April 2016 05/18/2016 1,000.00
72253 11545 - ERIN ASHFORD PHOTOGRAPHY LLC Photographer for SRE 2016 05/18/2016 1,000.00
72202 10185 - COSTCO Office Supplies 05/11/2016 729.82
72255 10169 - FOSTER BROTHERS SECURITY SYSTEMS Public restroom lock set 05/18/2016 685.56
72275 *10136 - SAN JOSE WATER COMPANY monthly Water Service (RSACP)05/18/2016 672.99
72249 10540 - CRAFTSMEN PRINTING Printing of business cards - 13 employees 05/18/2016 636.19
72264 10073 - NORMAL DATA Citations/Incidents Database Work 05/18/2016 562.50
72271 10140 - PINE CONE LUMBER CO INC SFO window trim replacement, Lumber / Hardware for Signs (FO & PR)05/18/2016 562.36
72269 10082 - PATSONS MEDIA GROUP Ordiance Booklet Reprint 05/18/2016 506.78
72208 10187 - GARDENLAND POWER EQUIPMENT Safety Helmets, Equipment Part 05/11/2016 496.82
page 1 of 3
CLAIMS REPORT
MEETING 16-11
DATE 05-25-2016
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
72282 10231 - STANTON, ELISA EMT recertification training 05/18/2016 487.00
72257 10040 - GREAT PRINTING Printing of Space & Species booklet 05/18/2016 464.97
72196 11048 - ARC Large Format Plans for Mt Um Summit - SAU 05/11/2016 458.96
72201 10352 - CMK AUTOMOTIVE INC P50 Vehicle Repair 05/11/2016 440.00
72214 11569 - JOHNSON, STEVEN Ranger Academy meals per diem 05/11/2016 412.52
72216 11366 - MADE BY TESS EMBROIDERY Staff uniforms for Events 05/11/2016 407.13
72233 10306 - WEST TEK SUPPLY INC Erosion control supplies-Mt Um bridges 05/11/2016 400.20
72204 10524 - ERGO WORKS Ergo Supplies 05/11/2016 380.00
72226 11654 - ROBERT J COOMBER, JR.ADA Brochure photo shoot 05/11/2016 348.00
72192 *10093 - RENE HARDOY 04/16 monthly Gardening services 05/06/2016 325.00
72230 11132 - SMITH BROS. ELECTRIC CO., INC.Electrical repairs at rental residence - RR 05/11/2016 313.53
72246 10613 - COASTAL TRAIL RUNS Return of refundable deposit 05/18/2016 300.00
72268 11663 - OUTSTANDING IN THE FIELD Return of refundable deposit 05/18/2016 300.00
72254 11151 - FASTENAL COMPANY Hardware (SA-MT UM), nuts and bolts shop 05/18/2016 288.50
72231 10302 - STEVENS CREEK QUARRY INC Rock for Lost Trail repairs -- WH 05/11/2016 269.21
72289 11267 - WOODHOUSE, KEVIN Cell Phone Reimbursement Apr 2015-Apr 2016 05/18/2016 260.00
72193 10753 - TROY LIMB Refund of Deposit 05/06/2016 250.00
72276 11429 - SAN MATEO COUNTY PARKS DEPARTMENT Magnetic Signboard Printing 05/18/2016 238.30
72256 10187 - GARDENLAND POWER EQUIPMENT Safety Equipment, Equipment Parts 05/18/2016 235.18
72220 10271 - ORLANDI TRAILER INC Truck Towing Equipment 05/11/2016 216.28
72206 10169 - FOSTER BROTHERS SECURITY SYSTEMS Keys Supplies, Locks (SA-MT UM)05/11/2016 215.22
72223 10176 - RE BORRMANN'S STEEL CO Bridge Parts (SA-Mt Um Trail), Power Pruner Parts 05/11/2016 214.73
72286 10200 - TOOLAND INC Equipment for Tools 05/18/2016 201.63
72215 10189 - LIFE ASSIST First Aid Supplies 05/11/2016 199.57
72222 10091 - R & B COMPANY Trough Supplies (SA)05/11/2016 190.89
72232 11599 - VULCAN CONSTRUCTION MATERIALS LP Base Rock (BCR)05/11/2016 190.73
72287 10403 - UNITED SITE SERVICES INC Restroom rental for Cooley Landing Grand Opening 05/18/2016 189.17
72225 11645 - RESTANI, MARK RICHARD Design for walk with a doc flyer 05/11/2016 180.00
72277 11042 - SANTA CLARA COUNTY-OFFICE OF THE SHERIFF Live Scan Services for 9 applicants - HR 05/18/2016 180.00
72207 10168 - G & K SERVICES INC Shop Towel Service (FFO & SFO)05/11/2016 157.68
72283 11232 - STEVENSON, HILARY League of CA Cities Spring City Att Conf May 2016-HS 05/18/2016 151.04
72272 11662 - PITNEY BOWES INC Postage machine supplies 05/18/2016 142.33
72221 10253 - PETERSON TRACTOR CO Vehicle Maintenance Supplies 05/11/2016 136.79
72262 10190 - METROMOBILE COMMUNICATIONS Battery charger parts 05/18/2016 124.40
72263 *10664 - MISSION TRAIL WASTE SYSTEMS AO monthly Garbage 05/18/2016 123.59
72285 10338 - THE ED JONES CO INC Refurbish Two Badges 05/18/2016 120.75
72260 10043 - HOWARD ROME MARTIN & RIDLEY LLP Legal services for Mahronich vs Presentation Center - BCR 05/18/2016 120.70
72224 *11526 - REPUBLIC SERVICES Garbage services at rental residence 05/11/2016 116.87
72261 10313 - JOHN SHELTON INC DRAIN GRATE - SR 05/18/2016 109.07
72247 *11530 - COASTSIDE.NET SFO monthly Internet 05/18/2016 109.00
72236 11176 - ZORO TOOLS Cable step for truck 05/11/2016 103.24
72248 **10850 - COMPLETE PEST CONTROL Monthly Pest Control - Hawthorn - WH 05/18/2016 100.00
72274 *10261 - PROTECTION ONE monthly Alarm Services 05/18/2016 79.55
72195 11658 - APPLE, BRYAN Mileage Reimbursement 05/11/2016 72.04
72218 10670 - O'REILLY AUTO PARTS Auto Parts for District Vehicles 05/11/2016 61.76
72251 11210 - DATA SAFE Document Archiving 05/18/2016 40.00
72200 11319 - CHANCE, MARIANNE Professional Dues Reimbursement 05/11/2016 37.50
72209 10416 - HAPKE, ALEX Reimbursement for Professional Membership 05/11/2016 37.50
page 2 of 3
CLAIMS REPORT
MEETING 16-11
DATE 05-25-2016
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Check
Number
Notes Vendor No. and Name Invoice Description Check Date Payment
Amount
72265 10670 - O'REILLY AUTO PARTS Auto Parts 05/18/2016 33.26
72270 *10180 - PG & E Electricity charges for rental residence 05/18/2016 20.79
GRAND TOTAL 218,081.21$
*Annual Claims
**Hawthorn Expenses
BCR = Bear Creek Redwoods LH = La Honda Creek PR = Pulgas Ridge SG = Saratoga Gap TC = Tunitas Creek
CC = Coal Creek LR = Long Ridge PC = Purisima Creek SA(U) = Sierra Azul (Mt Um) WH = Windy Hill
ECM = El Corte de Madera LT = Los Trancos RSA = Rancho San Antonio SR= Skyline Ridge AO2, 3, 4 = Administrative Office lease space
ES = El Sereno MR = Miramontes Ridge RV = Ravenswood SCS = Stevens Creek Shoreline Nature FFO = Foothills Field Office
FH = Foothills MB = Monte Bello RR = Russian Ridge TH = Teague Hill SFO = Skyline Field Office
FO = Fremont Older PIC= Picchetti Ranch SJH = St Joseph's Hill TW = Thornewood SAO = South Area Outpost
RR/MIN = Russian Ridge - Mindego Hill PR = Pulgas Ridge DHF = Dear Hollow Farm OSP = Open Space Preserve P## or M## = Patrol or Maintenance Vehicle
page 3 of 3
R-16-65
Meeting 16-11
May 25 , 2016
AGENDA ITEM 3
AGENDA ITEM
Contract Amendment with PGA Design, Inc., for Additional Design, Engineering, Permitting,
and Construction Administration Services for the Sears Ranch Parking Area at La Honda Creek
Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
Authorize the General Manager to execute a contract amendment with PGA Design, Inc., for
additional services related to the Sears Ranch Parking Area Project in the amount of $31,315, for
a total not-to-exceed contract amount of $81,195
SUMMARY
The Sears Ranch Parking Area Project will create a new visitor entrance, trailhead, and parking
area to facilitate opening the former Driscoll Ranch to the public, as part of Phase I
Implementation of the La Honda Creek Open Space Preserve Master Plan. The current design,
engineering, and construction administration contract with PGA Design, Inc., requires a scope
and budget amendment to include additional plan revisions and driveway widening, to meet San
Mateo County permitting requirements and to meet the targeted construction date of summer/fall
of 2017. Sufficient funds are included in the Fiscal Year (FY) 2015-16 budget and proposed
FY2016-17 budget to cover these costs.
MEASURE AA
This project is part of Measure AA Expenditure Plan (MAA) Portfolio #7, La Honda Creek:
Driscoll Ranch Public Access Endangered Wildlife Protection, and Conservation Grazing, with a
total funding allocation of $14.825 Million to, in part, “provide biking/hiking/equestrian trails,
limited dog access, parking areas, and interpretive displays.” In addition, this specific project is
included in the Board-approved MAA 5-year Project List.
BACKGROUND
In March 2016, the General Manager executed a contract with PGA Design Inc., (PGA) in the
amount of $49,880 for design, engineering, and construction administration and oversight of a
gravel parking area at the Sears Ranch Road entrance to La Honda Creek Open Space Preserve
(please see Attachment 1, Project Location). This parking area is part of the Board-approved La
Honda Creek Master Plan Phase I public access improvements. PGA was selected from a pool
of four pre-qualified consultants in a standard evaluation process that considered each
consultant’s experience and qualifications as described in a project proposal. The pre-qualified
R-16-65 Page 2
consultant pool was the result of a standard Request for Qualifications and Proposals process that
included wide solicitation of proposals for a similar project in November 2015 (see Report 16-
49).
DISCUSSION
Description of Additional Scope and Budget
County Permitting Assistance and Driveway Widening
The original PGA contract scope of work anticipated that given the relatively flat project site and
small footprint, the related grading work for the parking area would be limited to no more than
150 cubic yards of soil and therefore would not require a grading permit from San Mateo County
(County). In an effort to keep the grading work limited, PGA was asked to develop a conceptual
design for a small, nine-stall parking area. However, final cut-and-fill calculations, which
include small retention basins to capture surface runoff, have shown that even the very small
parking area generates grading amounts that exceed 150 cubic yards of soil which triggers the
requirement for a County grading permit. The County permitting process is typically labor-
intensive and subject to multiple revisions to the engineered design drawings to adequately
respond to County comments, which are often submitted in sequence rather than as one
consolidated package. In addition, since the project will now require County review, we also
anticipate that County Fire will require that the Sears Ranch Road driveway entrance be widened
from the current 12-15 feet to 20 feet for emergency vehicle access.
Parking Area Capacity
Because a County grading permit would be required regardless of the size of the parking lot, the
project scope has been modified to expand the parking capacity to accommodate up to 20
vehicles to adequately provide sufficient long-term parking for this new trailhead at Sears Ranch
Road. The Master Plan calls for a parking area of up to 20 vehicle spaces (no horse trailers),
therefore, this minor project scope change remains consistent with the Board-approved Master
Plan. The Master Plan calls for larger parking areas with horse trailer parking at both the Red
Barn area and southern corner of the Preserve (near the Event Center). In the interim, equestrian
permit parking will continue to be provided at the Event Center.
Specifically, the PGA contract would be amended to include:
• Additional meetings, project coordination, site visits, and plan submittals anticipated to
be required as part of the County grading permit process: $16,095
• Engineering plans and specifications for driveway widening, including multiple
revisions: $10,635
• Stormwater management analysis (required due to the larger amount of impervious
surface): $3,685
PGA is the most qualified and best suited consultant firm for performing the additional scope of
work since they have already developed the preliminary designs and initiated 50% design
development for the new parking area. The Project is on an extremely tight timeline that
requires the District to secure permits for construction by Spring 2017 (County permits are
known to take as much as one year to secure), in order to solicit bids for construction in Summer
2017. The Board-approved Master Plan identified completion of the Sears Ranch parking area
and trail connections within five years of Plan approval (2017).
FISCAL IMPACT
R-16-65 Page 3
The District’s FY2015-16 budget includes $104,000 for the Project and is sufficient to bring the
design and engineering plans to 95% complete and begin permitting process. The proposed
FY2016-17 budget includes $29,900 to secure permits and bid out the project. Funds for
construction will be budgeted as part of a future FY2017-18 budget. These project costs are
fully eligible for Measure AA reimbursement.
BOARD COMMITTEE REVIEW
The Planning and Natural Resources Committee reviewed the location and conceptual design for
the Sears Ranch Parking Area at their April 20, 2016 meeting, which was held at the La Honda
Elementary School (see Report R-16-48). Approximately 30 members of the public attended the
meeting.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
Execution of a design contract does not constitute a project under CEQA. Construction of the
Sears Ranch Parking Area was included in the La Honda Creek Master Plan Initial Study and
Mitigated Negative Declaration, which the Board approved in August 2012. The proposed
expansion of the parking area to no more than 20 spaces remains consistent with the Master Plan
project description.
NEXT STEPS
Pending Board approval, the General Manager will direct staff to amend the contract with PGA
Design to complete the engineered designs for the parking area and driveway widening, which
will form the basis for permit submittals and a Request for Bids package. A construction
contract is anticipated to be brought to the Board in Summer 2017.
Attachment
1. Project Location
Responsible Department Head:
Jane Mark, AICP, Planning Manager, Planning Department
Prepared by:
Lisa Bankosh, Planner III, Planning Department
1000
6
6
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1
1
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1/10
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7
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8
8
9
9
1/6/1212
12
13
11
10
10
5
12
10
2/7
1/6Ray'sPeak(1037 ft.)
La HondaElementary
Red Barn
Red Barn
WhiteBarn
!j
Vista Point
RedwoodCabin
!j
Sears Ranch Parking Area
DriscollEvent Center
ReflectionLake
LowerTurtle
AlpineCreek
La H o n d a C re e k
Langl e y C r e e k
W o o d r u f f C r e e k
Sa n Gregorio Cr
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H arringtonCreek
KingstonCreek
We e ks Cree k
L a w r e n c e C r e e k
ElC o r t e de
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B o gess Creek
Woodhams Creek
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Spring Boa rdTrail
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Virginia M illTrail LawrenceCreekTrail
G or don M illTrail
Fore
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C A S t a t e R o u t e 8 4
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CAStateRoute35
Path: G:\Projects\La_Honda_Creek\SearsRanch\StagingArea\SearsRanchLotwithPublicAccessTrailsPhase1_20160505.mxd
Created By: lbankosh
While the District strives to use the b est available digital data, this data does not represent a legal survey and is merely a graphic illustration of geographic features.
Conservation Management Unit
NO PUBLIC ACCESS
Conservation Management Unit
NO PUBLICACCESS
A t t a c h m e n t 1 : S e a r s R a n c h P a r k i n g A r e a L o c a t i o n
Proposed N ew Segment of the Bay AreaRidge Trail (H iking, Equestrian, Bicycling)
Existing Parking Area
!j New Parking Area
Existing Public Trails(Permit O nly, H iking, Equestrian)
Proposed Public Trails(Hiking, Equestrian)
T r a i l s F a c i l i t i e s Conservation Management Unit(No Public Access)
!!!!!
!!!!!
Proposed Multiple-U se Public Trails(Hiking, Equestrian, Bicycling)Â Perm it Only EquestrianParking AreaPhase I Trails: Main RanchRoad (H iking, Equestrian)
La Honda CreekMaster Plan Boundary
Preserve Boundary
May, 2016
0 3,0001,500FeetI
L a n d U s e
Map Pr oj ect io n : UT M Zo n e 10N , N A D 1 927Data S o ur ces : USGS, County of S a n M a te o , a nd M ROSD
L a H o n d a C r e e k
O p e n S p a c e P r e s e r v e
(listed in alphabetical order)
P U B L I C A C C E S S T R A I L S
listed in order by implementation phase
All trails open to hiking. Off-trail hiking allowed throughoutexcept in Conservation Management Units.!F
!Ë
T R A I L U S E
All trails open to equestrian use, unless site conditions do notallow trail construction to meet District equestrian use standards.
Pending resource agency approval: multiple-use on (1) thenortheastern section of the Driscoll Ranch Road from SearsRanch Road to the Red Barn area, (2) a portion of the La HondaCreek Loop Trail, and (3) the designated Bay Area Ridge Trailonce one safe, through connection is secured (see legend).
!G !F!Ë
Trails north of Vista Point open to dogs on leash after grazingprogram is established; also, work with existing grazing tenant toidentify suitable trail loop off Sears Ranch Road for dogs on leash.!Í
La Honda
Phase I Trails: Folger Loop
12345678910111213
D ri sc oll Ranch Main Access RoadEasy Access Loop TrailVista Point Loop Trail Tr a il Connection to Red Barn AreaTrail Connection to Driscoll RanchLa H onda Creek Loop TrailRedwood Cabin Loop TrailInterior Loop TrailRed Barn Loop TrailFolger Ranch Loop TrailHarrington Creek TrailSears Ranch Loop TrailTrail t o Ray's Peak
5.60.92.80.31.54.82.32.42.03.91.61.90.1
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R-16-68
Meeting 16-11
May 25 , 2016
AGENDA ITEM 4
AGENDA ITEM
Proposed Fiscal Year 2016-17 Budget & Action Plan Initial Review
GENERAL MANAGER’S RECOMMENDATIONS
Review the Proposed Fiscal Year (FY) 2016-17 Budget and Action Plan, as reviewed and
recommended by the Action Plan and Budget Committee in preparation for adoption at the June
22, 2016 Regular Meeting of the Board of Directors.
SUMMARY
The Proposed FY2016-17 budget totals $58.1 million, a 4% increase over the prior year adopted
budget, reflecting staff growth as positions are added to deliver the projects and continue the
organizational build-out outlined in the Financial and Operational Sustainability Model study
(FOSM), which in turn enables the organization to increase capital expenditures as the District
continues to implement Measure AA funded projects. Offsetting these increases is a substantial
reduction to the Land budget due to a change in the way land purchases are reflected in the
budget. However, this change will not impact the District’s ability to respond quickly to land
purchase opportunities.
Concerning staff growth, the proposed budget includes 8 new positions, as reviewed and
recommended by the Action Plan and Budget Committee, to implement FOSM
recommendations related to the creation of two new departments – Visitor Services and Land
and Facilities Services - in place of the current single Operations Department, with increased
service delivery capacity in this business line. It also includes four new positions, as reviewed
and recommended by the ABC, to implement FOSM recommendations to build service delivery
capacity in other District departments that fulfill the project planning and delivery and finance
and administrative services business lines. Finally, six additional positions, as reviewed and
recommended by the ABC, are recommended for approval at this time, but to be budgeted in the
following year’s budget (FY2017-18) to continue FOSM implementation.
On November 17, 2015, the Board of Directors held its annual retreat to determine priorities for
the following fiscal year and directed staff to focus on those priorities when developing the
FY2016-17 Action Plan. The priorities established for FY2016-17 are to continue the new
business model implementation, as outlined in the Financial and Operational Sustainability
Model (FOSM); open Mt. Umunhum to the public; continue to prepare Bear Creek Redwoods
and La Honda Creek for public access; design a new preferred option for the administrative staff
office and continue evaluation and planning for new field staff facilities; and continue to focus
on Other Measure AA, Strategic Plan, or Mission-related activities. The Proposed FY2016-17
Action Plan reflects the Board priorities and is comprised of 129 Key Projects.
R-16-68 Page 2
DISCUSSION
Budget
The District’s FY2016-17 proposed budget (Attachment 2) totals $58.1 million, a 4% increase
over the prior year (the budget would have shown a 24% increase had land purchase been
included in the budget as in previous years), reflecting staff growth as positions are added to
deliver the projects and continue the organizational build-out outlined in the FOSM and
increased capital expenditures as the District continues implementation of Measure AA funded
projects. The following chart provides a summary of the FY2016-17 budget by category.
Primary drivers for each category are discussed below.
• Operating Budget. The operating budget includes the annualized cost of the eight
positions added as part of the FY2015-16 Midyear Adjustments, 12 new positions
proposed for FY2016-17, as well as cost-of-living adjustments, CalPERS retirement rate
increases, and an increased contribution to the District’s OPEB Trust Fund unfunded
liability. Services and Supplies also rose, reflecting an increased number of projects
classified as operating rather than capital expenses, and costs related to new leased office
space to accommodate additional staff.
• Capital Budget. The 79% capital budget increase is driven by capital projects moving
forward into subsequent phases leading to full implementation. Key projects driving this
increase include those related to the opening of Mt. Umunhum to the public ($9.6
million); projects associated with preparing Bear Creek Redwoods for public access ($1.6
million); and road improvements, interim parking lot, trail access, and structure
demolitions at La Honda Creek ($1.3 million).
• Land and Associated Costs. For FY2016-17, there is a $11.3 million, or 92% decrease
for the land budget. Historically, the land budget included title and purchase cost.
However, effective in FY2016-17, those costs will be excluded from the budget and will
only include budget that accounts for appraisals and other costs associated with property
purchase research and early negotiations. The land purchase costs for the proposed title or
easement will be included as part of the Board report recommendation and will include a
budget adjustment request. This practice will eliminate the large variation from the
budget from year to year. This will not impact the District’s ability to respond quickly to
land purchase opportunities approved by the Board.
R-16-68 Page 3
• Property Management. Effective FY2016-17, the property management budget is no
longer presented as a separate line item in the budget and has been incorporated into the
Land and Facilities Department budget.
• Debt Service. Debt Service for FY2016-17 is on par with the prior year with a nominal
increase of $22,000, however, this amount may decrease as the District has the
opportunity to refund its 2007 Series Notes in August 2016.
Staff Growth
District staffing for FY2016-17 is budgeted for 165.45 FTE, an increase of 26.9 positions over
the FY2015-16 adopted staffing level of 138.55 FTE. As part of the FY2015-16 Midyear
Budget, eight positions were added to proceed with FOSM recommendations and increase
project delivery output to meet Measure AA commitments and enhance the quality and
effectiveness of service delivery. An additional three positions were added in April, 2016, to
continue with FOSM recommendations related to transitioning the Operations Department into
the Visitor Services and Land and Facilities Services Departments.
To proceed further with FOSM recommendations and increase the District’s project delivery
output to meet Measure AA commitments, as well as keep pace with patrol and maintenance and
restoration service levels as new trails in existing or newly opened preserves are opened to the
public, 12 new positions are proposed for approval for FY2016-17 (eight to continue build out of
the Land and Facilities Services and Visitor Services Departments and four in other
departments). Additionally, six new positions are known at this time for recommendation for
approval for FY2017-18 (four in Land and Facilities Services and two in other departments), but
are not proposed for funding in the FY2016-17 budget. The recommended positions enable the
creation of two new departments – Visitor Services and Land and Facilities Services – in place of
the current single Operations Department, with increased service delivery capacity in this
business line. The recommended positions also continue to build service delivery capacity in
other District departments that fulfill the project planning and delivery and finance and
administrative services business lines as recommended by the Financial and Operational
Sustainability Model study.
A District organizational chart showing the recommended new positions is provided as
Attachment 3. Comprehensive background and position justification information provided to the
ABC during their review is provided as Attachment 4 with a summary cover memo.
Action Plan
The Action Plan is reviewed and updated annually, based on direction received from the Board
of Directors during their annual review of Strategic Plan goals and objectives, as well as action
plan priorities to guide staff in developing the next year’s Action Plan.
1. New Business Model Implementation
The FOSM outlines the organizational changes recommended to strengthen and fulfill its
mission of land preservation, natural resource protection, and public access and education.
FY2016-17 will be the third year of FOSM implementation, and includes: recruitments and
new employee orientation; department restructuring and team building; implementation of
R-16-68 Page 4
the Project Delivery Process; implementation of business systems to improve efficiency and
effectiveness; and development of District policies.
2. Open Mt. Umunhum to Public Access
Mt. Umunhum in the Sierra Azul Open Space Preserve is scheduled to be opened for public
access in Fall 2016. Final activities to be completed prior to opening include resolution of
road rights, roadway improvements, summit final design and construction, installation of
bridges on the Summit Trail, and Interpretive amenities. The FY2016-17 Action Plan
includes seven projects related to this priority.
3. Open Lower La Honda Creek to Public Access
With the completion of the La Honda Creek Open Space Preserve Master Plan in 2012 and
the subsequent availability of Measure AA funding, the District is focused on the design,
permitting, and construction of public access facilities to allow the former Driscoll Ranch to
open to the public in fall 2017. Five projects are included in the FY2016-17 Action Plan,
including design and construction of a new visitor entrance, trailhead, and 20-car staging
area, upgrade existing roads to accommodate increased use, repair bridges, and install signs,
gates, and other needed infrastructure to safely integrate the public into this working ranch.
In addition, planning and design of visitor facilities at the Red Barn will be completed, and
the permit process initiated, to allow this area to open to the public in 2020.
4. Open Bear Creek Redwoods to Public Access
Another preserve with a high priority to open is Bear Creek Redwoods. In FY2016-17,
eleven Action Plan projects will focus on the planning, design, and permitting of public
access facilities, and on natural resource management to prepare the preserve for public
access. Projects include completion of the Preserve Plan (including the Stables and Alma
College Site Plans), design and permitting of a new parking lot and pedestrian crossing,
completing construction documents for road, water system, and other infrastructure upgrades,
and treating invasive species. A long-term lease for operation of the stables will also be
developed.
5. Staff Facilities Planning
As District staffing levels continue to increase, new facilities will be needed to accommodate
employees, including District vehicles and equipment. For FY2016-17, feasibility studies
will be conducted for the future South Area Field Office and Coastal Fields Office. In
addition, staff will present options to the Board regarding the Long-Term Administrative
Office Facility Plan for a final selection and begin design and engineering of the preferred
option. Three projects relating to staff facilities are included in the FY2016-17 Action Plan.
6. Other Measure AA, Strategic Plan, or Mission-related activities
Other priorities identified by the Board relate to Measure AA Projects implementation, the
District’s mission, Strategic Plan, and Vision Plan, include: public information enhancement
and outreach, partnerships with other agencies, implementation of the Measure AA Bond
Oversight Committee, resource management, property management, and public safety and
access.
District staff prepared the FY2016-17 Action Plan in accordance with the Board’s direction,
resulting in 129 projects spread throughout the following categories:
• Land Acquisition and Preservation (11%);
R-16-68 Page 5
• Natural Resource Protection and Restoration (22%);
• Public Access and Education (26%);
• Public Outreach (12%);
• Vehicles, Equipment, Facilities, and Other Infrastructure (14%); and
• Administrative Support (14%).
From a funding perspective, 91% of the Action Plan projects are capital projects or land
acquisition, while the remaining 9% are included in the operating budget. The action plan was
resource loaded District-wide to provide a realistic projection of work that that could be
completed with available staff and funding resources.
Attachment 1 provides more detail on the status of specific projects discussed at the November
Board Retreat.
FISCAL IMPACT
Final adoption of the Proposed FY2016-17 District Budget and Action Plan by the Board would
authorize $42,310,190 million from the General Fund, $15,674,800 million from Measure AA
Fund, and $133,050 from the Hawthorns Fund to accomplish the District’s work plan for the
next fiscal year.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
• The Board determines whether the Action Plan and Budget Committee shall meet to further
discuss and refine the Proposed FY2016-17 District Budget and Action Plan.
• The Board considers adoption of the FY2016-17 Proposed District Budget & Action Plan
and approval of new positions at the June 22, 2016 Board Meeting.
Attachments:
1. Board Report Linkage Between Retreat Priorities and Action Plan
2. Proposed FY2016-17 Budget and Action Plan
3. District Organizational Chart Showing Recommended New Positions
4. Background Report Regarding Recommended New Positions
Responsible Department Manager:
Stefan Jaskulak, Chief Financial Officer
Prepared by:
Nicole Gonzales, Finance and Budget Analyst II
Board Report Linkage Between Retreat Priorities and Action Plan
1
The following presents a recap of the projects which were discussed at the Board Retreat in
November 2015 and their status in relationship to the Proposed FY2016-17 Action Plan.
The following projects were discussed at the retreat and are included in the Proposed FY2016-
17 Action Plan.
Project Agreement-Status
Coal Creek-Alpine Road/Trail
Initiate conversations with the County. Develop an
initial timeline, in agreement with work plans from
both agencies. Begin preliminary scoping. Status: In
Action Plan
Continuation of La Honda Projects
Action Plan includes seven sub-projects which comprise
the La Honda effort and six of which focus on preparing
the site for public access and improving and installing
new facilities to open the Sears Ranch Rd. entrance, as
well as plan for the future Red Barn area. Status: In
Action Plan
El Sereno and Dog Access
Reviewing alternatives for dog access, pending San Jose
Water Co. granting public access. Plans are to open at
least portions of El Sereno to dogs in FY2016-17.
Status: In Action Plan
Madonna Creek Agricultural Plan Status: In Action Plan
Resource Management Grant
Conduct 5-year review of program and policy, including
evaluation related to expanding the program. Status: In
Action Plan
Peninsula Working Group
Ongoing efforts in the GMO. This Action Plan Project is
called "Inner Agency Coordination on Outside
Partnerships". Status: in Action Plan.
Visitor Use Statistics
Preserve Use Level Measurement scheduled for Q1-Q2,
and design of a more comprehensive Preserve Use
Survey scheduled for FY2016-17 for Q3- Q4. Status: In
Action Plan
Staff Directory, Organization Charts,
and Staff On Boarding
Staff Directory and Organizational Charts will be done
the end of FY 2015-2016 or early FY 2016-17. These
Items fall into the larger Employee Onboarding
Program. Status: In Action Plan.
Attachment 1
Board Report Linkage Between Retreat Priorities and Action Plan
2
The follow projects were discussed at the retreat and after a more careful review of resource
capacities, are proposed to be scheduled for subsequent years’ Action Plans.
Project Agreement-Status
Stevens Creek Fish Passage
Intention to provide funding support to Friends of Stevens
Creek Trail was outlined in the March 7, 2016 "FYI to the
Board". If approved by the Board in the FY2016-17 Budget,
and Friends successfully receives their grant from the
Santa Clara Valley Water District,, $4,785 will be allocated
in the MidPen Budget to support planning of the Stevens
Creek fisheries passage, which is led by Friends of Stevens
Creek. Status: Not in the MAA 5 Year Plan. Not in Action
plan (Ongoing tracking of project will continue).
Madonna Creek Stables Plan &
Lease
Status: Expected to be completed prior to the end of June,
as part of the current Fiscal Year 2015-16.
Burrowing Owl & Badger Habitat
Management Plan
Status: Recommended as Deferred in the Action Plan due
to workload priorities, unless the recommended new
position request in Natural Resources Department is
approved in the FY2016-17 Budget.
Attachment 1
1
DATE: May 25, 2016
MEMO TO: MROSD Board of Directors
FROM: Stefan Jaskulak, Chief Financial Officer
THROUGH: Action Plan and Budget Committee
SUBJECT: Action Plan & Budget Committee Recommendation on the Proposed Fiscal
Year 2016-17 Budget and Action Plan
_____________________________________________________________________________
The Action Plan and Budget Committee (ABC) reviewed the Proposed Fiscal Year (FY) 2016-
17 Budget and Action Plan on April 12 and April 19. The Proposed FY2016-17 Budget and
Action Plan reflects129 action plan projects, and proposed budget of $58.1 million.
The ABC requested further information regarding projects within La Honda Creek Preserve and
Bear Creek Redwoods Preserve at the April 12 meeting. District staff prepared an analysis of
resources allocated to projects within both preserves and presented that memorandum at the
April 19 ABC meeting. The memorandum dated April 15, 2016, titled “La Honda Creek Open
Space Preserve Master Plan Phase I Priority Actions” was distributed to the full Board of
Directors on April 18, 2016.
The ABC recommended the following changes to the Action Plan:
• Re-align Action Plan projects by sub-programs within each Action Plan program.
• Remove Priority 1 and Priority 2 designations due to the District’s increasing ability to
accurately resource load the Action Plan
• Include budget totals by funding source for each program, including subtotals for each
sub-program by funding source.
• Move lease-related Action Plan projects from the Administrative Support program to the
Property Management sub-program located under the Vehicle, Equipment, Facilities,
and Other Infrastructure program.
• Move the AEDs for District Emergency Response Vehicles project from the
Administrative Support program to Vehicle, Equipment, Facilities, and Other
Infrastructure program.
On April 19, 2016, the ABC reviewed the Proposed FY2016-17 District Budget of $56.7 million,
a 2% increase over the prior year. A highlighted change in how land purchases will be handled
in the future was presented to the ABC for consideration. The land budget for FY2016-17 will
only include funds for appraisals, and other costs associated with property purchase research and
early negotiations. Individual land purchase cost for a proposed land acquisition will be included
Attachment 2
2
as part of the Board report recommendation and approval, along with a corresponding budget
adjustment for the purchase transaction amount. This change in budgeting will take the large
variation out of the budget from year to year, and will not impact the District’s ability to respond
quickly to land purchase opportunities approved by the Board. The overall District budget would
have shown a 27.5% increase had land purchase been included in the budget as in previous years.
ABC recommended the Proposed FY2016-17 Budget and Action Plan be adopted by the Board.
The FY2016-17 Budget and Action Plan will be presented to the Board for initial review and
public hearing at the May 25, 2016 regular meeting. Final adoption to be considered at the June
22, 2016 regular meeting.
Attachment 2
Midpeninsula Regional Open Space District
Budget and Action Plan 2016-2017
Monte Bello Open Space Preserve by Jack Gescheidt
Budget and Action Plan FY2016 -17 | Introduction
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Table of Contents
Introduction i
General Manager’s Transmittal ii
Board of Directors | Management iv
Regional Map v
Organizational Chart vi
Section I: Budget Overview and Action Plan 1
Overview 2
Action Plan 2
Fiscal Year 2016-17 Financial Overview 4
Revenues 4
Expenditures 5
Revenue and Expenditure Trends 6
Measure AA Projects 8
Debt Service 10
Fund Balance 12
Budget Process 12
Financial Policies 12
Section II: Action Plan 15
Proposed Fiscal Year 2016-17 Action Plan 16
Action Plan Projects 18
Section III: Budget 49
Proposed Fiscal Year 2016-17 Budget 50
Operating Budget 52
Land 52
Capital Budget 53
Debt Service 53
Section IV: Proposed 2016-17 Staffing 55
Fiscal Year 2016-17 Staffing 56
Organizational Chart 59
Section V: Three-Year Capital
Improvement Program 61
Three-Year Capital Improvement Program 62
Proposed Fiscal Year 2016-17 Capital Budget 62
Section VI: Hawthorn Fund Budget 67
Section VII: Department Summaries 69
Administrative Services 70
Engineering and Construction 72
Office of the General Counsel 74
Office of the General Manager 76
Land and Facilities Service 78
Natural Resources 80
Planning 82
Public Affairs 84
Real Property 86
Visitors Services 88
Glossary 90
Page i | Introduction | Budget and Action Plan FY2016 -17
General Manager’s Transmittal
To the Board of Directors,
I am pleased to submit the Proposed FY2016-17 Action Plan and Budget. This document presents a work plan
and corresponding funding plan for the coming year that embodies the mission of the Midpeninsula Regional
Open Space District to acquire and preserve a regional greenbelt of open space, protect and restore the
natural environment, and provide opportunities for low-impact public enjoyment and education.
The historic passage of Measure AA—a voter-approved $300 million general obligation bond passed in
June 2014—reflects both the public’s high level of engagement in open space and its high expectations of
the District. Anticipating a tremendous growth in its project portfolio, the District is on a multi-year process of
strategically adapting the organization to scale up efficiently in order to focus on what it does best—preserving,
restoring and providing access to open space while carefully managing public financial resources.
Aligned with the Board-adopted strategic plan, the District reorganized its business model into three areas:
Project Planning and Delivery; Visitor and Field Services; and Finance and Administrative. As a result of this
effort, the District continues to improve its capacity to focus on project delivery, visitor services and customer
engagement and increase staff efficiency and effectiveness. This action plan and budget reflect the continued
implementation of this strategy.
The FY2016-17 Action Plan is comprised of 129 key projects spread across the following programs that reflect
the Board-adopted strategic goals and objectives. A percentage breakdown of those projects is as follows:
• Land Acquisition and Preservation (11%)
• Natural Resource Protection and Restoration (22%)
• Public Access and Education (27%)
• Public Outreach (12%)
• Vehicles, Equipment, Facilities, and Other Infrastructure (14%)
• Administrative Support (14%)
Key priorities in the FY2016-17 action plan and budget include:
• Continuing the District’s fiscally conservative policies related to financial planning, budgeting,
and spending and setting aside funds for long-term liabilities and reserves,
• Opening the Mt. Umunhum Summit at Sierra Azul Open Space Preserve to public access.
• Delivering on priority projects to prepare the La Honda Creek and Bear Creek Redwoods
Open Space preserves for public access in 2017/2018,
• Continuing land preservation and future acquisitions using Measure AA bond proceeds.
• Funding for wildlife/fisheries and vegetation management programs,
• Maximizing efficiencies through continued organizational restructuring including adding
12 full-time equivalent positions to the District’s staff, particularly in the new Land and Facilities
Services Department,
• Continuing to evaluate staff facilities needs throughout the District, with an immediate focus
on the Administrative Office and the South Area Office,
• Continuing business improvements as recommended in the Information Systems and Technology
Master Plan.
This FY2016-17 budget presents a balanced financial plan to guide our agency during the coming year.
Budget and Action Plan FY2016 -17 | Introduction | Page ii
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The FY2016-17 revenue estimate totals $47.6 million and is comprised primarily of property tax revenue
(94%) and supplemented by property management, grant, and interest income. Property tax revenue is
projected to increase by 7% over the prior year estimate from $41.7 million to $44.6 million reflecting the
continued rise in assessed property valuations in the Bay Area’s strong real estate market.
The FY2016-17 budget totals $58.1 million, an increase of 4% over the prior year, and reflects increased
capital expenditures as the District continues implementation of Measure AA funded projects, and staff growth
as 12 more positions are added to deliver the projects and continue the organizational build-out to increase
District efficiencies as well as project and service delivery capacities to better serve the public. Additional staff
growth is expected to continue in future years in alignment with recommendations outlined in the Financial and
Operational Sustainability Model (FOSM). Project delivery and improved business efficiencies will continue
to be a focus for the District. Offsetting these increases is a substantial reduction to the Land budget due to a
change in the way land purchases are reflected in the budget. However, the District’s capacity to purchase
land remains unchanged.
In closing, today, the District is in a better position to fulfill large-scale projects and to take the lead in
complex partnership projects like the San Francisco Bay Trail at Ravenswood Open Space Preserve, the
opening of Mount Umunhum, continued land preservation and future acquisitions, and expanded public
outreach and an enhanced visitor service experience within the preserves. This action plan and budget
presents a sound work plan and fiscal plan that continues the District’s commitment to our constituents and
the policies of its Board of Directors.
Respectfully Submitted,
Stephen E. Abbors,
General Manager
Monarch Butterfly by Steve Abbors
Page iii | Introduction | Budget and Action Plan FY2016 -17
Board of Directors | Management
Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga
Yoriko Kishimoto – Board President Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale
Jed Cyr Ward 3: Sunnyvale
Curt Riffl e – Board Treasurer Ward 4: Los Altos, Mountain View
Nonette Hanko Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford
Larry Hassett – Board Vice President Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero,
Portola Valley, Redwood City, San Gregorio, Woodside
Cecily Harris – Board Secretary Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton,
Redwood City, San Carlos, Woodside
Executive Management
Steve Abbors – General Manager
Sheryl Schaffner – General Counsel
Mike Foster – Controller
Ana Ruiz – Assistant General Manager/Project Planning and Delivery
Kevin Woodhouse – Assistant General Manager/Visitor and Field Services
Stefan Jaskulak – Chief Financial Offi cer/Director of Administrative Services
Mission Statement:
Left to right: Jed Cyr, Nonette Hanko, Cecily Harris, Larry Hassett,
Pete Siemens, Yoriko Kishimoto, Curt Riffl e.
District Wards
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The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a
regional greenbelt of open space land in perpetuity, protect and restore the natural environment,
and provide opportunities for ecologically sensitive public enjoyment and education.
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
BOARD OF DIRECTORS
1
34
2
5
6
7
Budget and Action Plan FY2016 -17 | Introduction | Page iv
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Regional Map
680
880
280
280
280
280
Santa ClaraSunnyvale
Stanford
University
Palo Alto
Mountain View
ALAMEDA COUNTY
SANTA CLARA COUNTY
SANTA CRUZ COUNTY
SAN MATEO COUNTY
Campbell
Soquel Demonstration
State Forest
Ano
Nuevo
State
Park
San Gregorio
Castle Rock
State Park
Don Edwards San
Francisco Bay
National Wildlife
Refuge
State Wildlife
Refuge
S a n M a t e o B ri d g e
Half
Moon
Bay
El Granada
Burlingame
San Mateo Foster CityCrystal Springs
Watershed
(City & Co. of SF)
Sanborn Skyline
County Park
Woodside
San Carlos
Huddart
County
Park
Big Basin
Redwoods State Park
Butano State Park
Pescadero Creek
County Park Saratoga
Los Gatos
San Jose
Redwood City
Almaden
Quicksilver
County Park
280
280
280
680
880
280
Forest of Nisene Marks
State Park
Cloverdale
Ranch
East
Palo Alto
P
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Ano
Nuevo
Bay
S a n Fra
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District Boundary
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0 4 82
Miles
Midpeninsua Regional Open Space District
Open Space Preserves and Locations
Land Trust, Private Watershed Lands,
& Conservation Easements/Plans
MROSD Preserves
Other Protected Open Space or Park
Lands & Public Watershed Lands
Private Property
Other Public Agency Lands
& Institutional Lands
Sierra Azul 19
Skyline Ridge 20
St. Joseph’s Hill 21
Stevens Creek 22
Teague Hill 23
Thornewood 24
Tunitas Creek 25
Windy Hill 26
Miramontes Ridge 10
Monte Bello 11
Picchetti Ranch 12
Pulgas Ridge 13
Purisima Creek Redwoods 14
Rancho San Antonio 15
Ravenswood 16
Russian Ridge 17
Saratoga Gap 18
Bear Creek Redwoods 1
Coal Creek 2
El Corte de Madera Creek 3
El Sereno 4
Foothills 5
Fremont Older 6
La Honda Creek 7
Long Ridge 8
Los Trancos 9
15
San
Francisco
San
Francisco
Bay
Santa Cruz
Oakland
San Jose
Half
Moon
Bay
Midpeninsula
Regional Open Space
District
Pacific
Ocean
16
22
13
14
10
14
3
23
24
7
5
92
17
20
11
8
2625
12 6
18
4
1
21
19
91
1
82
101280
92
35
35
82
101
84
84
84
880
880
237
101280
87
35
85
17
17
N
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680
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Page v | Introduction | Budget and Action Plan FY2016 -17
Organizational Chart
(April 2016)
Public
ControllerBoard of
Directors
General
Counsel
Public
Affairs
Department
General
Manager
Senior
Management
Analyst
Project Planning
and Delivery
Assistant
General Manager
Visitor and
Field Services
Assistant
General Manager
Finance and
Administrative Services
CFO-Director of
Administrative Services
District
Clerk
Executive
Assistant
Engineering
and
Construction
Department
Planning
Department
Real
Property
Department
Natural
Resources
Department
Visitor
Services
Department
Land and
Facilities
Department
Finance
Division
Human
Resources
Division
Information
Systems and
Technology
Division
Special
Projects
Manager
District At-a-Glance
Founded
in 1972
62,988
Acres
(as of May 2016)
225 Miles
of Trails
26
Preserves
165.45
FTE
Over
2 Million
Visitors
Per Year
$58.1 Million
Budget
720,000
Residents
Budget and Action Plan FY2016-17 | Introduction | Page vi
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Budget Document Preparation
Kate Drayson, Special Projects Manager Nicole Gonzales, Finance and Budget Analyst II
Management Team
Candice Basnight Human Resources
Garrett Dunwoody Information System and Technology
Kirk Lenington Natural Resources
Shelly Lewis Public Affairs
Jason Lin Engineering and Construction
Brian Malone Land and Facilities Services
Jane Mark Planning
Michael Newburn Visitor Services
Maria Soria General Manager’s Office
Lisa Tulee General Manager’s Office
Mike Williams Real Property
Jennifer Woodworth General Manager’s Office
Long Ridge Open Space Preserve by Matthew Fielding
Page vii | Introduction | Budget and Action Plan FY2016 -17
Fremont Older Open Space Preserve by .Jack Gescheidt
Budget and Action Plan FY2016 -17
Section I:
Budget and Action Plan Overview
Russian Ridge Open Space Preserve by Rich Jarvis
Page 1 | Section I | Budget and Action Plan FY2016 -17
OVERVIEW
The Midpeninsula Regional Open Space District’s Proposed Fiscal Year (FY) 2016-17 Budget reflects the District’s
Action Plan priorities as established by the Board of Directors as part of its annual Strategic Plan Update and
Priority Setting retreats.
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. At the annual
Board of Directors’ Retreat in november 2015, the Board directed staff to focus on the following key priorities
when developing the FY2016-17 Action Plan and Budget.
1. New Business Model Implementation
The Financial and Organizational Sustainability Model (FOSM) outlines the organizational changes recommended
for the District to strengthen organizational capacity to fulfill its mission of land preservation, natural resource
protection, and public access and education. FY2016-17 will be the third year of FOSM implementation and will
continue work begun in FY2015-16 including: recruitments and new employee orientation; department restructuring
and team building; implementation of the Project Delivery Process; implementation of new business systems to
improve organizational efficiency and effectiveness; and development of new and updated existing District policies.
2. Open Mount Umunhum to Public Access
After five years of abandoned buildings demolitions, design, permitting, and construction, Mount Umunhum in the
Sierra Azul Open Space Preserve is scheduled to be opened for public access in the fall of 2016. Final activities
to be completed prior to the Grand Opening include resolution of road rights and roadway improvements, summit
final design and construction, installation of bridges on the Summit Trail, and interpretive amenities.
3. Open La Honda Creek to Public Access
With the la Honda creek Open Space Preserve Master Plan completed in 2012 and the availability of Measure
AA funding, the District has been able to start implementing the infrastructure improvements needed to open the
preserve to public access. During FY2016-17, road and bridge repairs will be completed, construction of an in-
terim parking lot, and preparation of trails and signage for public trail access. The District anticipates a targeted
2017 opening date for la Honda creek Open Space Preserve.
4. Open Bear Creek Redwoods to Public Access
Bear creek Redwoods is another preserve that has been identified by the Board as a high priority to open for public
access. After a detailed assessment of the requirements to open the preserve to the public, the District has a targeted
opening date of 2018. For FY2016-17, the District will focus on planning, design, and permitting of a new parking
lot and pedestrian crossing over Bear creek Road, road and trail improvements in the preserve, water systems
improvements, weed abatement, ponds improvement plans, and Stables Facilities Plan and long-term lease.
5. Staff Facilities Planning
As District staffing levels continue to increase, new staff facilities will be needed to accommodate employees and
house District vehicles and equipment. For FY2016-17, feasibility studies will be conducted for the future South
Area Field Office and coastal Field Office and staff will present options and a recommendation to the Board
for a long-term Administrative Office Facility and begin the design process for the Board-selected option.
Budget and Action Plan FY2016 -17 | Section I | Page 2
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6. Other Measure AA, Strategic Plan, or Mission-related activities
Other priorities identified by the Board relate to Measure AA Projects implementation, the District’s mission,
Strategic Plan, and Vision Plan and include: public information enhancement and outreach activities, partnerships
with other agencies, implementation of the Measure AA Bond Oversight committee, resource management tools,
property management, and public safety and access.
District staff prepared the FY2016-17 Action Plan in accordance with the Board’s direction outlined above,
resulting in 129 projects spread throughout the following categories:
• Land Acquisition and Preservation
• Natural Resource Protection and Restoration
• Public Access and Education
• Public Outreach
• Vehicles, Equipment, Facilities, and Other Infrastructure
• Administrative Support
From a funding perspective, 91% of the total Action Plan project budgets are allocated to capital projects or
new land acquisitions while the remaining 9% are allocated to the operating budget.
Land Acquisition and Preservation (11%)
Natural Resource Protection and
Restoration (22%)
Public Access and Education (27%)
Public Outreach (12%)
Vehicles, Equipment, Facilities,
and Other Infrastructure (14%)
Administrative Support (14%)
FY2016-17 Action Plan by Program
Page 3 | Section I | Budget and Action Plan FY2016 -17
FY2016-17 FInAncIAl OVERVIEW
The District’s budget is comprised of the operating and capital budgets, land acquisition, and debt service which
are funded by four funds:
• Fund 10: General Fund Operating. This includes personnel costs, routine operational and
maintenance expenses, debt service, and non-capital Action Plan projects.
• Fund 20: Hawthorn Endowment. This fund may only be used for expenses required to maintain
the value of the Hawthorn property gifted to the District by the Woods family.
• Fund 30: Measure AA capital. Only capital projects and land acquisitions that are part of
the 25 Project Portfolios are eligible for Measure AA funding.
• Fund 40: General Fund capital. This includes vehicles and equipment, facilities, and
non-Measure AA capital projects and land acquisitions.
compared to most city and county government agencies, the District’s operating budget accounts for a much lower
percentage of the total budget (46%), reflecting the organization’s focus on project delivery. capital projects and
land acquisition account for 34% of the District budget and debt service totals almost 20%.
Revenues
The Fiscal Year (FY) 2016-17 District revenue estimate totals $47.6 million with the vast majority, 94% or $44.6 million,
coming from property tax receipts. This represents an increase of 17% in projected property tax revenue from the prior
year adopted budget, and reflects the continued robust real estate market in the San Francisco Bay Area.
Other sources of revenue include grants; rental income from leased properties which includes residences and
land for agriculture or grazing; income from the county of Santa clara for the operation and maintenance of
Rancho San Antonio county Park; and interest. The chart below provides a breakdown of projected FY2016-17
revenue by source.
Property Taxes
Grants
Santa Clara County Parks
Rental Income
Interest and Other
FY2016-17 Revenue by Source
Santa clara Rental Interest
Property Tax Grants county Parks Income and Other Total
Amount $44,585,000 $841,600 $332,440 $1,209,000 $610,000 $47,578,040
Percent 94% 2% 1% 3% 1% 100%
Budget and Action Plan FY2016 -17 | Section I | Page 4
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Expenditures
The District’s FY2016-17 budget totals $58.1 million, reflecting increased capital expenditures as the District continues
implementation of Measure AA funded projects, and staff growth as positions are added to deliver the projects and
continue the organizational build-out outlined in the FOSM. Offsetting these increases is a substantial reduction to the
Land budget due to a change in the way land purchases are reflected in the budget. The net total budget increase is 4%.
The following chart provides a summary of the FY2016-17 budget by category.
The operating budget of $27.3 million comprises 47% of the District’s total FY2016-17 budget, of which, 74% is
for personnel. The 25% salaries and benefits increase from the prior year reflects the significant staffing ramp
up to enable the District to deliver on its Measure AA projects and includes the addition of eleven positions during
FY2015-16 and an additional 12 that are proposed for FY2016-17. Also included are cost-of-living adjustments,
CalPERS retirement rate increases, and an increased contribution to the District’s OPEB Trust Fund unfunded liability.
Services and Supplies increased by $2.4 million or 41% over the FY2015-16 Adopted Budget, reflecting an
increased number of projects classified as operating rather than capital expenses, and costs related to new
leased office space to accommodate the additional staff.
The overall capital budget grows by 79% and is driven by the continuation of Measure AA projects into subsequent
phases. Key projects driving this increase include those related to the opening of Mount Umunhum to the public
($9.6 million); projects associated with preparing Bear Creek Redwoods for public access ($1.6 million); and road
improvements, interim parking lot design, trail access, and structure demolitions at La Honda Creek ($1.3 million) to
open the lower area of the Preserve to public access.
For FY2016-17, there is a $11.3 million, or 92% decrease for the land budget. Historically, the land budget included
title and purchase cost. However, effective in FY2016-17, those costs will be excluded from the budget and will only
include budget that accounts for appraisals and other costs associated with property purchase research and early
negotiations. At the time a land acquisition is brought to the Board for approval, a corresponding budget adjustment
will be included as part of the Board report recommendation.
Debt Service for FY2016-17 is on par with the prior year with a nominal increase of $22,000, however, this amount
may decrease as the District has the opportunity to refund its 2007 Series Notes in August 2016.
Operating
Capital (GF)
Capital (MAA)
Land (GF)
Land (MAA)
Debt
FY2016-17 Budget by Category
Operating Capital (GF) Capital (MAA) Land (GF) Land (MAA) Debt Total
Amount $27,342,350 $3,616,300 $15,066,450 $399,750 $608,350 $11,084,840 $58,118,040
Percent 47% 6% 26% 1% 1% 19% 100%
Page 5 | Section I | Budget and Action Plan FY2016-17
REVEnUE AnD EXPEnDITURE TREnDS
Property taxes continue to grow as both residential and commercial property markets continue to experience strong
demand. To a large degree, this is the result of the ongoing strength and expansion of the Silicon Valley region’s
economy and the need to expand commercial facilities to accommodate the increased workforce. Silicon Valley and
the peninsula continue to see high real estate prices where demand for housing exceeds the supply. correspondingly,
property tax revenues are projected to have a healthy growth rate of 4% annually for the next three years. The primary
factors used in the projection of revenues are historical growth in assessed valuation and new construction information,
which are provided by the county Assessors’ Offi ces in San Mateo and Santa clara counties. The following graph
depicts the historical and projected trend for property tax revenues.
Property Tax Trend
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
FY2013-14
Actual
FY2014 -15
Actual
FY2015-16
Estimate*
FY2016 -17
Proposed
FY2017-18
Projected
FY2018 -19
Projected
*FY2015-16 refl ects 15 months of revenue due to changing the fi scal year start from April 1 to July 1.
Expenditure Trend
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
FY2013-14
Actual
FY2014-15
Actual
FY2015-16
Estimate
Actual*
FY2016-17
Proposed
FY2017-18
Projected
FY2018-19
Projected
Debt
Land
Capital
Operating
*FY2015-16 refl ects 15 months of revenue due to changing the fi scal year start from April 1 to July 1.
Budget and Action Plan FY2016 -17 | Section I | Page 6
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The preceding chart depicts actual and projected expenditures over a six year period. The estimated 63% increase
for FY2015-16 over prior year expenditures is due primarily to the fiscal year extension to transition from an April 1
to July 1 start date and results in a one-time 15-month fiscal year. Additionally, operating expenses rose in FY2015-16
as many vacant positions were filled during the year and capital expenses will double from the prior year reflecting
the first full year of Measure AA projects implementation. As discussed above, there were several unusually large land
acquisitions in FY2015-16, and the increase in debt service reflects the inclusion of the payment for the Measure AA
General Obligation (GO) bond issued in August 2015.
For FY2016-17 and FY2017-18, operating expenses are expected to increase at a more modest rate as additional
positions are added more gradually to continue projects implementation and provide the administrative support to
deliver the District’s mission. The capital budget is projected to increase substantially as many of the projects in the
permitting and design phases enter into the more expensive construction period. land acquisitions will be budgeted
at modest levels and the District budget will be amended at the time of purchase to include the purchase cost.
Russian Ridge Open Space Preserve by Eric Gutierrez
Page 7 | Section I | Budget and Action Plan FY2016 -17
MEASURE AA PROJEcTS
In June 2014, voters approved a $300 million general obligation bond to be used to
protect natural open space lands; open preserves or areas of preserves that are currently
closed; construct public access improvements such as new trails and staging areas; and
restore and enhance open space land, which includes forests, streams, watersheds, and
coastal ranch areas. Projects are grouped in 25 key project portfolios organized by
geographic area within the District’s boundaries.
The District began using Measure AA funds in 2014 and FY2016-17 will mark the third year of
funding. As of June 30, 2016, an estimated $23 million in Measure AA funds will be expended and the proposed
FY2016-17 budget brings the total to $38.3 million, or 12.8% of the $300 million bond. The table on the next
page summarizes the estimated expenditures by project portfolio.
Measure AA Portfolio Map
Budget and Action Plan FY2016 -17 | Section I | Page 8
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FY2016/17
Estimate
Expenditure through FY2016/17 Balance %
AA# Measure AA Portfolio Plan 6/30/16 Proposed Remaining Expended
01 Miramontes Ridge: Gateway to the coast Public Access,
Stream Restoration and Agriculture Enhancement $ 27,774,000 $ 6,315 $ 51,000 $ 27,716,685 0.21%
02 Regional: Bayfront Habitat Protection and
Public Access Partnership 5,052,000 180,542 394,996 4,476,462 11.39%
03 Purisima creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and conservation Grazing 7,608,000 368,788 432,597 6,806,615 10.53%
04 El corte de Madera creek: Bike Trail and
Water Quality Projects 8,376,000 237,452 589,085 7,549,463 9.87%
05 la Honda creek: Upper Area Recreation, Habitat
Restoration and conservation Grazing Projects 11,733,000 1,942,132 276,009 9,514,859 18.91%
06 Windy Hill: Trail Implementation, Preservation
and Hawthorns Area Historic Partnership 12,740,000 – – 12,740,000 0.00%
07 la Honda creek: Driscoll Ranch Public Access,
Endangered Wildlife Protection and
conservation Grazing 14,825,000 10,604,050 1,030,394 3,190,556 78.48%
08 la Honda creek/Russian Ridge: Preservation of
Upper San Gregorio Watershed and Ridge Trail 15,347,000 – – 15,347,000 0.00%
09 Russian Ridge: Public Recreation, Grazing
and Wildlife Protection Projects 5,560,000 50,315 184,845 5,324,840 4.23%
10 coal creek: Reopen Alpine Road for Trail Use 8,017,000 – 50,400 7,966,600 0.63%
11 Rancho San Antonio: Interpretive Improvements,
Refurbishing, and Transit Solutions 10,811,000 – – 10,811,000 0.00%
12 Peninsula/South Bay cities: Partner to
complete Middle Stevens creek Trail 1,038,000 – – 1,038,000 0.00%
13 cloverdale Ranch: Wildlife Protection,
Grazing and Trail connections 15,712,000 – – 15,712,000 0.00%
14 Regional: Trail connections and campgrounds 3,966,000 – – 3,966,000 0.00%
15 Regional: Redwoods Protection and Salmon
Fishery conservation 50,728,000 2,487,018 – 48,240,982 4.90%
16 long Ridge: Trail, conservation and Habitat
Restoration Projects (Saratoga) 5,140,000 — — 5,140,000 0.00%
17 Regional: complete Upper Stevens creek Trail 7,760,000 1,469,753 405,926 5,884,321 24.17%
18 South Bay Foothills: Saratoga-to-Sea Trail
and Wildlife corridor 1,365,000 — — 1,365,000 0.00%
19 El Sereno: Dog Trails and connections 2,254,000 715 19,000 2,234,285 0.87%
20 South Bay Foothills: Wildlife Passage
and Ridge Trail Improvements 13,966,000 49,060 312,304 13,604,636 2.59%
21 Bear creek Redwoods: Public Recreation
and Interpretive Projects 17,478,000 749,966 1,770,129 14,957,905 14.42%
22 Sierra Azul: cathedral Oaks Public
Access and conservation Projects 6,714,000 555,916 245,744 5,912,340 11.94%
23 Sierra Azul: Mount Umunhum Public
Access and Interpretive Projects 27,972,000 2,902,399 9,327,143 15,742,458 43.72%
24 Sierra Azul: Rancho de Guadalupe
Family Recreation 10,078,00 1,118,000 25,200 8,934,800 11.34%
25 Sierra Azul: loma Prieta Area Public Access,
Regional Trails and Habitat Projects 7,986,000 410,000 41,000 7,535,000 5.65%
TOTAL MAA Bond $300,000,000 $ 23,132,420 $ 15,155,772 $261,711,808 12.76%
**Total FY2016-17 Proposed does not include $250K for Measure AA District-wide Purchase Options and low-Value land Fund, as the budgeted amount is not assigned
to a specific Measure AA Portfolio.
Measure AA Projects Budget Overview
Page 9 | Section I | Budget and Action Plan FY2016 -17
DEBT SERVIcE
legal Debt limit
The legal debt limit for the District is based on Section 5568 of the california Public Resources code which
states that for the purpose of acquiring land or other property and for constructing or completing any capital
improvements, the District may incur an indebtedness not to exceed five percent of the assessed valuation of
property situated in the District. As of June 30, 2015, the assessed value of the District’s property totaled
$195 billion, resulting in a legal debt limit of $9.75 billion.
In 2015, both Standard & Poor’s (S & P) and Fitch Ratings awarded AAA ratings to the District’s new general obligation
bond issues, as well as upgrading the District’s Refunding Promissory notes and Bonds from AA to AAA and the District’s
Revenue Bond issues from AA- to AA+ (the exception being that Fitch does not rate the District’s 2007 Revenue Bonds).
Outstanding Debt Obligations
As of March 31, 2016, the District had the following outstanding debt obligations:
2007 Series A Revenue Refunding Bonds (2004 Project lease)
On December 15, 2006, the District issued six series of promissory notes (2007 District notes) for the purpose
of refunding its 1996 Project lease, 1996 Promissory notes, 1999 Project lease, and 1999 Promissory notes.
On December 15, 2006 the District Financing Authority, on behalf of the District, issued $52.415 million of
2007 Series A Revenue Refunding bonds and $6.785 million of 2007 Series B-T Taxable Revenue Refunding
Bonds to defease the aggregate purchase price of the 2007 District notes.
2011 Revenue Bonds
On May 19, 2011, the District Financing Authority, on behalf of the District, issued $20.5 million of Revenue
Bonds for the purpose of acquiring land to preserve as open space. Each year, the District will appropriate
revenues (primarily limited property tax collections that Santa clara county and San Mateo county allocate
to the District) to pay its obligations under a lease Agreement for use and occupancy of District land in
addition to other District debt and lease obligations unrelated to this financing.
2012 Revenue Refunding Bonds
On January 19, 2012, the District advance refunded $34.7 million in 1999 lease Revenue Bonds by issuing
$34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes
maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities
Outstanding as of
Maturity Interest Authorized March 31, 2016
Type of Debt Actual Rate and Issued Projected
(unaudited)
2007 Revenue Refunding 2027 4% to 5% $ 52,415,000 $47,300,000
2011 Revenue Bonds 2041 2% to 6% 20,500,000 20,290,000
2012 Refunding Promissory 2042 2% to 5% 31,264,707 33,939,151
2015 Refunding Promissory 2034 3.5% to 5% 23,630,000 23,225,000
General Fund 127,809,707 124,754,151
2015 General Obligation 2021/2045 1.5% to 2.5% 45,000,000 45,000,000
Measure AA Fund 45,000,000 45,000,000
Total Debt $172,809,707 $169,754,151
Budget and Action Plan FY2016 -17 | Section I | Page 10
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which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments
on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for
those bonds has been removed from the long-term debt in the fi nancial statements.
2015 Refunding Promissory notes (2004 Project lease)
On January 22, 2015, the District refunded $31.9 million of the District’s Financing Authority’s 2004 Revenue
Bonds by issuing $23.63 million in promissory notes. The net proceeds of $30.9 million, together with $2.3 million
of funds related to the 2004 Revenue Bonds, were used to purchase U.S. government securities. Those securities were
deposited in an irrevocable trust with an escrow agent to redeem the 2004 Revenue Bonds in full on March 1, 2015.
2015 General Obligation Bonds (Series 2015A and 2015B)
On August 13, 2015, the District issued $40 million of tax-exempt general obligation bonds (Series 2015A)
and $5 million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem
taxes pursuant to an election of registered voters of the District held on June 3, 2014 which authorized the
issuance of up to $300 million principal amount of general obligation bonds.
General Fund Annual Debt Service
12,000,000
10.500,000
8,000,000
6,500,000
4,000,000
2,000,000
0
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
0
-
2
0
2
1
FY
2
0
1
9
-
2
0
2
0
FY
2
0
1
8
-
2
0
1
9
FY
2
0
1
7
-
2
0
1
8
FY
2
0
1
6
-
2
0
1
7
FY
2
0
2
9
-
2
0
3
0
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
3
-
2
0
2
4
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
0
-
2
0
3
1
FY
2
0
4
3
-
2
0
4
4
FY
2
0
4
2
-
2
0
4
3
FY
2
0
4
5
-
2
0
4
6
FY
2
0
4
4
-
2
0
4
5
FY
2
0
4
1
-
2
0
4
2
FY
2
0
4
0
-
2
0
4
1
FY
2
0
3
9
-
2
0
4
0
FY
2
0
3
8
-
2
0
3
9
FY
2
0
3
7
-
2
0
3
8
FY
2
0
3
1
-
2
0
3
2
2007 Series A Bonds 2011 Revenue Bonds 2012 Refunding Notes 2015 Refunding Notes 2015 Promissory Notes
Measure AA Annual Debt Service3,000,000
2.500,000
2,000,000
1,500,000
1,000,000
500,000
0
FY
2
0
2
2
-
2
0
2
3
FY
2
0
2
1
-
2
0
2
2
FY
2
0
2
0
-
2
0
2
1
FY
2
0
1
9
-
2
0
2
0
FY
2
0
1
8
-
2
0
1
9
FY
2
0
1
7
-
2
0
1
8
FY
2
0
1
6
-
2
0
1
7
FY
2
0
2
9
-
2
0
3
0
FY
2
0
2
8
-
2
0
2
9
FY
2
0
2
7
-
2
0
2
8
FY
2
0
2
6
-
2
0
2
7
FY
2
0
2
5
-
2
0
2
6
FY
2
0
2
4
-
2
0
2
5
FY
2
0
2
3
-
2
0
2
4
FY
2
0
3
6
-
2
0
3
7
FY
2
0
3
5
-
2
0
3
6
FY
2
0
3
4
-
2
0
3
5
FY
2
0
3
3
-
2
0
3
4
FY
2
0
3
2
-
2
0
3
3
FY
2
0
3
1
-
2
0
3
2
FY
2
0
3
0
-
2
0
3
1
FY
2
0
4
3
-
2
0
4
4
FY
2
0
4
2
-
2
0
4
3
FY
2
0
4
5
-
2
0
4
6
FY
2
0
4
4
-
2
0
4
5
FY
2
0
4
1
-
2
0
4
2
FY
2
0
4
0
-
2
0
4
1
FY
2
0
3
9
-
2
0
4
0
FY
2
0
3
8
-
2
0
3
9
FY
2
0
3
7
-
2
0
3
8
Measure AA 2015 Series B (Taxable)Measure AA 2015 Series A (Tax-Exempt)
Page 11 | Section I | Budget and Action Plan FY2016 -17
FUnD BAlAncE
The FY2016-17 General Fund – Fund Balance increases by $2.8 million from $54.45 to $57.25 million primarily
driven by a $6.1 million increase in general cash and a $3.3 million decrease to the committed reserves.
BUDGET PROcESS
The District’s annual budget development process begins with the Board’s review of and update to the District
Strategic Plan at its annual retreat. At a subsequent second retreat, the Board meets with the executive and
department managers to establish its priorities for the upcoming fiscal year and provide staff with direction regarding
Action Plan priorities. Departments then develop the District’s Annual Action Plan in accordance with the Board’s
established priorities, followed by development of the budget. The individual department Action Plans and Budgets
are consolidated in March and reviewed by executive management before being presented to the Action Plan and
Budget committee in April. The Board conducts its initial review of the Proposed Annual Action Plan and Budget in
May and formally adopts it in June.
FInAncIAl POlIcIES
Budget Policy
The District follows best practices in budgeting, including: assessment of constituent needs, development of long
range plans, adherence to budget preparation and adoption procedures, monitoring of performance, and adjustment
of budget as required. The District budget is divided into four categories: Operating Budget, capital Budget, land
and associated costs, and Debt Service. The budget can be amended during the year, in accordance with the Board
Budget and Expenditure Policy which states that increases to any of the four budget categories must be approved
by the Board.
Investment Policy
The District’s Investment Policy is adopted annually, in accordance with State law. The policy provides guidance and
direction for the prudent investment of District funds to safeguard the principal of invested funds and achieve a return
on funds while maintaining the liquidity needs of the District. The ultimate goal is to maximize the efficiency of the
District’s cash management system, and to enhance the economic status of the District, while protecting its pooled cash.
The investment of funds is governed by the california Government code Section 53601 et seq., and by california
Government code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in
accordance with the provisions of california Government code, Sections 53630 et seq.
Fund Balance Policy
During 2014 the Board of Directors adopted the Fund Balance Policy to provide adequate funding to meet the
District’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such
as natural disasters, strengthen the financial stability of the District against present and future uncertainties such
as economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has
been developed, with the counsel of the District auditors, to meet the requirements of GASB 54.
Budget and Action Plan FY2016 -17 | Section I | Page 12
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The components of District fund balance are as follows:
• Non-Spendable fund balance includes amounts that cannot be spent either because they are
not in spendable form, e.g. prepaid insurance, or because of legal or contractual constraints.
At all times, the District shall hold fund balance equal to the sum of its non-spendable assets.
• Restricted fund balance includes amounts that are constrained for specific purposes which are
externally imposed by constitutional provisions, enabling legislation, creditors, or contracts.
• Committed fund balance includes amounts that are constrained for specific purposes that are
internally imposed by the District Board of Directors. Funds spent from committed funds shall
be reimbursed from the general fund within two years.
• Assigned fund balance includes amounts that are intended to be used for specific purposes that
are neither restricted nor committed. Such amounts may be assigned by the General Manager
if authorized by the Board of Directors to make such designations. Projects to be funded by
assigned funds require the approval of the General Manager. Funds spent from assigned
funds shall be reimbursed from the general fund within two years.
• Unassigned fund balance includes amounts within the general fund which have not been
classified within the above categories. The Board shall designate the minimum amount of
unassigned fund balance which is to be held in reserve in consideration of unanticipated
events that could adversely affect the financial condition of the District and jeopardize the
continuation of necessary public services.
Rancho San Antonio Open Space Preserve by Michael Byun
Page 13 | Section I | Budget and Action Plan FY2016 -17
Ravenswood Open Space Preserve by John Green
Budget and Action Plan FY2016 -17 | Section II | Page 14
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Section II:
Action Plan
Monte Bello Open Space Preserve by Jack Gescheidt
Page 15 | Section II | Budget and Action Plan FY2016 -17
PROPOSED FISCAL YEAR 2016-17 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 Measure
AA by the voters in June 2014, this next fiscal year represents the second full year of Measure AA project funding. The
proposed Fiscal Year (FY) 2016-17 Action Plan contains a total of 129 projects, of which 39, or 30%, are eligible for
Measure AA reimbursement. The total number of Action Plan projects decreased by 17% (28 projects) from the prior
year. The decrease in Action Plan projects from the prior year are a result of the District’s increasing ability to accurately
resource load the Action Plan to ensure project delivery. A number of Action Plan projects and key initiatives identified
in FY2015-16 are expected to be complete by the end of the fiscal year, and are not expected to continue into the
FY2016-17. District staff continues to focus its efforts on project delivery and accountability of the Action Plan projects
and key initiatives that are identified by the District Board of Directors.
The 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. At the annual Board of Directors’ Retreat
in November 2015, the Board identifies the key priorities for the upcoming year and directs staff to follow them when
developing the FY2016-17 Budget and Action Plan.
Description
The Action Plan projects are grouped into one of the following six 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.
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 - Hwth: Capital Budget – Hawthorn Fund
CapEx - MAA: Capital Budget – Measure AA Fund
Budget and Action Plan FY2016 -17 | Section II | Page 16
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Fiscal Year
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, General Fund capital projects, such as Tier 2 Vision Plan projects and
staff facility improvements, as well as non-capital (administrative/operating) projects. A summary of the FY2016-17
Action Plan Key Projects by program and funding source is provided in Table 1 below.
The following pages present the District’s FY2016-17 Proposed Action Plan by department and provide
detail regarding the Key Projects.
Projects CapEx Funded
Total % MAA General OpEx Hwth
Program Number Total Funded Funded Total Action Total
Land Acquisition and Preservation 14 11% $ 1,474,950 $ 295,000 $ 45,000 – $ 814,950
Natural Resource Protection
and Restoration 28 22% 1,999,793 589,000 469,500 – 3,058,293
Public Access and Education 35 27% 11,646,325 724,150 253,250 $ 82,750 12,706,475
Public Outreach 15 12% – – 269,000 – 269,000
Vehicles, Equipment, Facilities
and Other 18 14% – 1,423,350 366,900 – 1,790,250
Administrative and Other 19 14% – 50,000 272,000 – 322,000
Total Projects 129 100% $14,121,068 $ 3,081,500 $ 1,675,650 $ 82,750 $18,960,968
Table 1: FY2016-17 Action Plan Projects by Program
Stevens Creek Shoreline Nature Area by Yamil Saenz
Page 17 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
PRO
G
R
AM: L
AND ACQ
U
I
SITION
AND PRE
SERV
ATION
NE
W L
ANDS
Miramon
tes
R
i
d
ge
La
n
d
C
on
servati
on
(MAA
1-3)
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
i
e
s
to grow the
D
i
s
t
ric
t
's
c
onti
guo
u
s
gree
n
b
e
lt
at Miramon
tes
R
i
d
ge
OSP.
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
i
e
s
(fee
and
easemen
t)
as
new l
an
d
add
it
i
o
ns
to Miramon
tes
R
i
d
ge.
FY16
-17
$5
1
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Lo
t Lin
e
Ad
just
men
t
/Prop
e
rty T
r
a
nsfer
Pu
ris
ima U
pla
nds
an
d
Protect
i
on
of
Lo
b
it
os
C
ree
k
W
atershe
d
(MAA
3-1)
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
i
e
s
to c
omple
te Puris
ima to the
Sea
corr
id
or an
d
protect
Lo
b
it
os
C
ree
k
W
atershe
d
.
1. Co
mple
te Lot Lin
e Adjust
men
t an
d
T
r
a
nsfer of the
Pu
ris
ima U
pla
nds
Prop
e
rty.
2. Pu
rsue
purcha
se and
gift op
p
o
rtunit
i
e
s
(fee
and
ea
semen
t)
i
n the
Lob
it
os
C
ree
k
W
atershe
d
as
new l
an
d
ad
d
it
i
o
ns
to Puris
ima C
ree
k
R
ed
woo
d
s
Q2/Q3 F
Y16
-17
$3
3
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
El
C
o
r
t
e de
Mad
e
ra & La
Ho
nda
C
ree
k
Up
per Area
Lan
d
Co
nservati
on
(MAA
4-1) &
(MAA
5-1)
Provi
d
e trail c
onn
e
ct
i
on
s
betwee
n
Up
per Area
of La H
on
d
a
C
ree
k
&
El
C
o
r
t
e de Mad
e
ra C
ree
k
Ope
n
Sp
a
ce Preserves
Pu
rsue
exc
ha
n
ge, pu
rcha
se, an
d
gift op
p
o
rtunit
i
e
s
(fee
an
d
easemen
t)
to
c
onn
e
ct
Up
per La H
on
d
a
C
ree
k
& El
Co
r
t
e de Mad
e
ra C
ree
k
Ope
n
Spa
ce Preserves.
FY16
-17
$4
4
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Sie
r
ra Azul
Ca
the
d
ral
O
aks
La
n
d
C
on
servati
on
(MAA
22-2)
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
y
to grow the
D
i
s
t
ric
t
's
c
onti
guo
u
s
gree
n
b
e
lt
i
n the
C
athed
ral
O
aks
Area
of Sie
r
ra Azul.
Pu
rsue
purcha
se and
gift op
p
o
rtunit
i
e
s
(fee
and
ea
semen
t)
i
n the
C
athed
ral
O
aks
Area
of Sie
r
ra Azul
OSP.
Q3/Q4 F
Y16
-17
$5
,750
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Sie
r
ra Azul
Ra
ncho
de
Guad
a
lu
pe Lan
d
Co
nservati
on
(MAA
24-1)
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
i
e
s
to grow the
D
i
s
t
ric
t
's
gree
n
b
e
lt
i
n
the R
an
cho
de Gua
d
a
lu
pe Area
of
Sie
r
ra Azul.
Pu
rsue
purcha
se and
gift op
p
o
rtunit
i
e
s
(fee
and
ea
semen
t)
i
n R
an
cho
de Gua
d
a
lu
pe area
of Sie
r
ra Azul
OSP
Q1 F
Y16
-17
$2
5
,200
Ca
pEx
-
MAA
Re
al
Prop
e
rty
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
1 of 30
Budget and Action Plan FY2016 -17 | Section II | Page 18
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FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: L
AND ACQ
U
I
SITION
AND PRE
SERV
ATION
(CO
N
T'D)
NE
W L
ANDS (
CON
T'D)
Sie
r
ra Azul
Lo
ma
Prie
ta Lan
d
Co
nservati
on
(MAA
25-1)
Pu
rsue
l
an
d
purcha
se opp
o
rtunit
i
e
s
to grow the
D
i
s
t
ric
t
's
gree
n
b
e
lt
and
resou
rce protect
i
on
i
n Loma Prie
ta
area
of Sie
r
ra Azul.
1. Pu
rsue
purcha
se and
gift op
p
o
rtunit
i
e
s
(fee
and
ea
semen
t)
i
n the
Loma Prie
ta area
of Sie
r
ra Azul.
2. Pu
rsue
i
mproved
Patr
ol
an
d
F
i
re Brea
k
Easemen
t in
the T
win
Cree
ks
Area
of Sie
r
ra Azul.
Q4 F
Y16
-17
$3
6
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Dist
r
ict
-
wid
e
Pu
rcha
se
Opti
on
/D
ep
o
si
t
an
d
Low Valu
e
La
n
d
Fund
(MAA
&
N
o
n
-
MAA
)
Pu
rcha
se Opti
on
/D
ep
o
si
t
and
Low
Va
lu
e Lan
d
F
und
will
be
used
to
secure l
an
d
purcha
se opp
o
rtunit
i
e
s
for s
trategic
op
e
n
s
pace l
an
d
.
As
s
trategic
l
a
nd purcha
ses
are negoti
ated and
pu
rcha
se opp
o
rtunit
i
e
s
aris
e
, the
se fun
d
s
will
be
used
to obtain
pu
rcha
se opti
on
s
to brin
g l
an
d
purcha
ses
to
the Boa
rd of D
i
rect
ors
for app
roval.
These fun
d
s
will
als
o
be
used
for l
ow v
alu
e prop
e
rty
pu
rcha
ses
und
e
r the
Gen
e
ral
Man
a
ger's
s
pen
d
in
g
au
thorit
y and
r
epo
rted out to the
Boa
rd of D
i
rect
ors.
FY16
-17
Q2
$2
5
0
,000
Ca
pEx
-
MAA
$2
5
0
,000
Ca
pEx
-
GF
Re
al
Prop
e
rty
Lo
wer San
Gr
egorio
Cree
k
W
atershe
d
Lan
d
Co
nservati
on
Oppo
rtunit
y to c
onti
nu
e
growin
g the
Dist
r
ict
's
gree
n
b
e
lt
and
protect
i
ng
farmla
nd i
n the
Lower San
Gregorio
W
atershe
d
1. Pu
rsue
partnership
wit
h POST
to
protect
water
resou
rces
and
agric
u
l
t
ural
l
a
nds
i
n the
Lower San
Gr
egorio
watershe
d
.
2. Pu
rsue
l
an
d
c
onservati
on
partnership
op
p
o
rtunit
i
e
s
wit
h POST
i
n Lower San
Gregorio
Watershe
d
.
Q4 F
Y16
-17
$4
5
,000
Ca
pEx
-
GF
Re
al
Prop
e
rty
Na
tural
Re
s
ources
OPEX
$0
CAPE
X
-
GF
$2
9
5
,000
CAPE
X
-
MAA
$4
4
4
,950
PRO
G
R
AM: L
AND ACQ
U
I
SITION
AND PRE
SERV
ATION
(CO
N
T'D)
LAND ASS
E
S
S
MENTS / C
L
E
AN
U
P
Pu
ris
ima U
pla
nds
Sit
e C
l
e
an U
p and
So
il R
emed
ia
tio
n
Ass
ess
men
t
(MAA
3-2)
Ph
a
se II test
i
ng for r
emoval
of
ab
o
ve grou
n
d
oil faci
lit
y, fue
l
t
ank,
an
d
c
abin
for Puris
ima U
pla
nds
prop
e
rty.
1. Test
ab
o
ve grou
n
d
fue
l
t
ank,
oil faci
lit
y and
pip
eline
s
2. Le
a
d
and
asbe
st
os
test
of c
abin
Q3 F
Y16
-17
$3
0
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
OPEX
$0
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$3
0
,000
2 of 30
Page 19 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: L
AND ACQ
U
I
SITION
AND PRE
SERV
ATION
PRO
TECTION
/
ACQ
U
I
SITION
O
F
P
RO
PE
RTY R
I
GHTS
Steven
s
C
an
yon
-
W
ater D
i
s
p
ute at
Sa
ratoga Gap
OSP
Pu
rsue
r
esolu
tio
n to water r
ights
dis
p
ute wit
h new prop
e
rty owne
r i
n
the Steven
s
C
an
yon
R
an
ch Area
of
Sa
ratoga Gap
OSP
.
Work
to execute a quit
c
l
a
i
m dee
d
and
s
ettle
men
t
agree
men
t wit
h prop
e
rty owne
r to c
l
ea
r-
up
any
ob
ligati
on
for the
D
i
s
t
ric
t
to provi
d
e water to a priv
a
te
resi
d
enti
al
prop
e
rty.
Q1/Q2 F
Y16
-17
$6
2
,000
Opex
-
GF
Re
al
Prop
e
rty
Sie
r
ra Azul
Mt.Umun
h
u
m
Pu
b
lic
Acc
ess
and
Prop
e
rty R
i
ghts
Se
cure all nee
d
e
d
r
ights
for pub
lic
acc
ess
to Mt. U
mun
h
u
m s
umm
it
,
pu
rsue
add
it
i
o
nal
pu
rcha
se &
ea
semen
t op
p
o
rtunit
i
e
s
rela
ted
to
the Summ
it
.
Mee
t ob
ligati
on
s
und
e
r
a fin
al
orde
r of poss
ess
i
o
n or
settle
men
t agree
men
t. Th
i
s
pr
o
j
ect f
acilit
ates
MAA 23-1
impl
ementatio
n
.
1. Co
nti
nu
e
to mee
t ob
ligati
on
s
und
e
r a negoti
ated
settle
men
t agree
men
t or fin
al
orde
r of poss
ess
i
o
n wit
h
prop
e
rty owne
rs
(
s
uch as
gates,
fen
ci
n
g, si
gna
ge and
other s
ecurit
y mea
sures).
2. Execute easemen
t exc
ha
n
ge wit
h PG&E.
3. Pu
rsue
other purcha
ses
tha
t provi
d
e s
upp
o
rt or
de
si
red
r
ights
for the
Mou
n
t Umun
h
u
m Summ
it
project
.
Q1/Q2 F
Y16
-17
$7
9
,750
Ca
pEx
-
GF
Re
al
Prop
e
rty
Gene
ral
Co
unsel
En
croa
chmen
t
Re
s
olu
tio
n
(Gullic
k
s
e
n),
Sa
ratoga Gap
Re
s
olv
e
lo
ngst
and
in
g
en
croa
chmen
t of deb
ris
from the
Gullic
k
s
e
n prop
e
rty onto the
Dist
r
ict
's
preserve.
Mon
it
or r
emed
ia
tio
n of s
i
t
e as
part Sa
n
ta C
l
a
r
a C
ou
n
ty
la
wsuit
.
FY16
-17
$1
0
,000
Opex
-
GF
Re
al
Prop
e
rty
En
croa
chmen
t
Re
s
olu
tio
n
(Ke
n
n
e
d
y T
r
a
i
l
),
Sie
r
ra Azul
Work
to r
esolv
e
fen
ce dis
p
ute at
Ke
n
n
e
d
y T
r
a
i
l
,
Sie
r
ra Azul
O
pen
Sp
a
ce Preserve
Work
wit
h neighb
o
rin
g prop
e
rty owne
r to r
esolv
e
fen
ce
dis
p
ute on the
Ken
n
e
d
y T
r
a
i
l
at Sie
r
ra Azul
O
pen
Spa
ce
Preserve.
FY16
-17
$2
5
,000
Opex
-
GF
Re
al
Prop
e
rty
En
croa
chmen
t
Re
s
olu
tio
n
(Steven
s
C
an
yon
Ra
nch Area
),
Sa
ratoga Gap
Re
s
olv
e
lo
ngst
and
in
g r
esi
d
enti
al
en
croa
chmen
t at Sa
ratoga Gap
Open
Spa
ce Preserve.
Execute exc
ha
n
ge (
lic
e
nse agree
men
t an
d
con
servati
on
easemen
t)
for exi
s
t
i
n
g hou
se tha
t ext
end
s
across
the
prop
e
rty l
i
n
e onto the
D
i
s
t
ric
t
's
preserve i
n
the Steven
s
C
an
yon
R
an
ch Area
.
FY16
-17
$1
0
,000
OpEx
-
GF
Re
al
Prop
e
rty
OPEX
$4
5
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
OPEX
$4
5
,000
CAPE
X
-
GF
$2
9
5
,000
CAPE
X
-
MAA
$4
7
4
,950
PRO
G
R
AM TOTAL: L
AND ACQ
U
I
SITION
AND PRE
SERV
ATION
SUBTOTAL: PRO
TECTION
/
ACQ
U
I
SITION
O
F
P
RO
PE
RTY R
I
GHTS
3 of 30
Budget and Action Plan FY2016 -17 | Section II | Page 20
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
MT. UMUNHUM
Mt Umun
h
u
m
Su
mm
it
Area
Re
s
torati
on
(MAA
23-4)
Re
v
egetati
on
of the
Mt Umun
h
u
m
Su
mm
it
.
Yea
r 2 of c
ontain
er pla
nt pu
rcha
se and
i
nst
allati
on
(
and
re-see
d
in
g of s
umm
it
area
s
i
f necess
ary), of l
ocally-
collect
ed nati
v
e pla
nts
.
Q1: Pla
nt prop
a
gati
on
an
d
s
eed
c
ollect
i
on
Q2 (
O
c
t): Pla
nti
ng,
resee
d
i
f nee
d
e
d
$1
4
3
,500
Ca
pEx
-
MAA
Pla
nnin
g
Na
tural
Re
s
ources
OPEX
$0
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$1
4
3
,500
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
LA H
O
N
D
A C
R
E
EK
O
SP
Up
per La H
on
d
a
Cree
k
Grazin
g
Infrast
r
uct
ure
(MAA
5-2, tax
a
bl
e
bo
n
d
)
Co
mple
te fen
ci
n
g and
water s
yst
em
up
grad
e
s
to i
mple
men
t
con
servati
on
grazin
g program.
Re
pair water i
nfrast
r
uct
ure and
make any adjust
men
ts
ne
e
d
e
d
to newly i
nst
alled
grazin
g i
nfrast
r
uct
ure wit
hin
Pa
st
ure 3 of U
pp
e
r La H
on
d
a
C
ree
k
OSP
(
McD
o
nald
Ra
nch).
Q1: Field
revi
e
ws
and
de
velo
p bid
do
cumen
ts
.
Q2: Co
mple
te
con
st
r
uct
i
on
.
$7
2
,785
Ca
pEx
-
MAA
La
n
d
&
Faci
lit
i
e
s
La
H
on
d
a
C
ree
k
En
d
a
n
gered
W
ildlife Protect
i
on
:
Fishe
rie
s
En
h
a
n
cemen
t,
Ap
p
le
Or
c
hard
(MAA
7-3)
Imple
men
t st
eelh
ead
and
C
oh
o
salmon
r
est
orati
on
project
wit
hin
Sa
n
Gregorio
Cree
k
W
atershe
d
.
W
orki
n
g wit
h partner, Sa
n
Mateo C
ou
n
ty R
esou
rce
Co
nservati
on
D
i
s
t
ric
t
,
con
st
r
uct
nin
e i
n-st
r
eam l
arge
woo
d
y deb
ris
s
t
r
uct
ures
to r
est
ore and
i
mprove
spa
wnin
g and
r
earin
g hab
it
ats
wit
hin
Sa
n
Gregorio
Cree
k.
Proje
c
t i
s
fun
d
e
d
throu
g
h
C
alifornia
De
partmen
t
of Fish and
Wildlife, Fishe
rie
s
Re
s
torati
on
Gran
t
Prog
ram.
Q1: Pe
rmit
t
i
ng
ass
i
s
t
an
ce to R
C
D.
Q2-Q3: Co
nst
r
uct
i
on
,
bio
l
ogic
a
l
mon
it
orin
g.
$1
7
,250
Ca
pEx
-
MAA
Na
tural
Re
s
ources
La
H
on
d
a
C
ree
k
De
moliti
on
s
(MAA
7-7)
Re
move hazardo
u
s
s
truct
ures
and
de
b
ris
from La H
on
d
a
C
ree
k
OSP
prio
r
to
ope
n
in
g Preserve for pub
lic
acc
ess
.
Re
med
ia
te and
demolish fou
r dilap
id
ated barns,
the
W
oo
l
R
a
nch hou
se c
ompo
u
n
d
, the former r
esi
d
ence at
90
0
Sea
rs
R
an
ch R
oa
d
, an
d
ass
orted deb
ris
t
hrou
gho
u
t
the former D
ris
c
o
l
l
R
a
nch area
. Project
must
be
comple
te prio
r
to
pub
lic
acc
ess
.
Q1: Award of
Co
ntr
act
Q2: Re
med
ia
tio
n &
De
moliti
on
s.
$3
4
8
,150
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
SUBTOTAL: MT. UMUNHUM
4 of 30
Page 21 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
LA H
O
N
D
A C
R
E
EK
O
SP (
CON
T'D)
La
H
on
d
a
C
ree
k
Gr
azin
g
Infrast
r
uct
ure
(MAA
7-5, tax
a
bl
e
bo
n
d
)
Co
mple
te fen
ci
n
g, water s
yst
em,
an
d
c
orr
al
up
grad
e
s
to i
mple
men
t
con
servati
on
grazin
g program.
De
v
elo
p pla
ns
for W
oo
l
R
a
nch C
orr
al
reb
u
ild followin
g
ho
u
se demoliti
on
at La
H
on
d
a
C
ree
k
OSP
(
Dr
is
c
o
l
l
Ra
nch), in
c
l
ud
in
g necess
ary add
it
i
o
nal
fen
ci
n
g and
water s
yst
em i
nfrast
r
uct
ure and
hire c
ontr
act
or to
comple
te c
onst
r
uct
i
on
.
Q3: Co
mple
te fie
l
d
revi
e
ws,
de
velo
p bid
do
cumen
ts
.
Q4: Co
mple
te
con
st
r
uct
i
on
.
$6
9
,878
Ca
pEx
-
MAA
La
n
d
&
Faci
lit
i
e
s
OPEX
$0
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$5
0
8
,063
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
BE
AR
C
REE
K
R
E
D
WOODS
OSP
Be
a
r C
ree
k
Re
dwoo
d
s:
Pu
b
lic
Acc
ess
,
Ro
ads
an
d
T
r
a
i
l
s
Up
grad
e
(MAA
21-5)
Ro
ads
and
trails
i
mprovemen
ts
ne
cess
ary for ope
n
in
g preserve for
pu
b
lic
acc
ess
.
De
v
elo
p geo
techn
ic
a
l
and
engin
eerin
g
recomm
en
d
a
ti
on
s
for prio
r
ity project
si
t
es.
Prep
a
re bid
do
cumen
ts
, r
ele
ase bid
s
, s
ele
c
t c
ontr
act
or.
Q1-Q2: Co
ndu
ct
ass
ess
men
ts
.
Q3: Prep
a
re bid
do
cs
.
Q4: Se
le
c
t c
ontr
act
or
$2
8
8
,000
Ca
pEx
-
MAA
Na
tural
Re
s
ources
En
gin
eerin
g &
Co
nst
r
uct
i
on
Be
a
r C
ree
k
Re
dwoo
d
s
Preserve Pla
n:
Invasi
v
e
Wee
d
Trea
tmen
t/Re
s
tora
ti
on
Pla
n
(MAA
21-7)
Imple
men
t targeted trea
tmen
ts
un
d
e
r Integrated Pest
Man
a
gemen
t
(IPM) Pla
n to c
ontr
ol
i
n
v
asi
v
e
wee
d
po
p
u
la
tio
ns
at Be
a
r C
ree
k
Re
dwoo
d
s
to faci
lit
ate ope
n
in
g
preserve for pub
lic
acc
ess
.
Imple
men
t first
yea
r of targeted wee
d
trea
tmen
ts
at
Be
a
r C
ree
k
R
ed
woo
d
s
to r
est
ore nati
v
e hab
it
ats
an
d
roa
d
s
and
trails.
Project
is
expe
ct
ed to r
equire fiv
e
yea
rs
of trea
tmen
t be
fore hab
it
ats
are r
est
ored
to
main
ten
a
n
ce l
evels
.
Q1-Q4: Co
nti
nu
e
tr
eatmen
t.
$9
1
,080
Ca
pEx
-
MAA
Na
tural
Re
s
ources
SUBTOTAL: L
A H
O
N
D
A C
R
E
EK
O
SP
5 of 30
Budget and Action Plan FY2016 -17 | Section II | Page 22
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
BE
AR
C
REE
K
R
E
D
WOODS
OSP (
CON
T'D)
Be
a
r C
ree
k
Re
dwoo
d
s:
Po
n
d
s
Re
s
torati
on
(MAA
21-8)
De
termin
e water nee
d
s/
availab
ilit
y
for wildlife and
develo
p and
imple
men
t rest
orati
on
pla
ns
for
po
n
d
hab
it
ats
at Be
a
r C
ree
k
Re
dwoo
d
s
to faci
lit
ate ope
n
in
g
preserve for pub
lic
acc
ess
.
De
termin
e water nee
d
s/
availab
ilit
y for wildlife and
ha
b
it
at valu
es
at aqua
ti
c
s
i
t
es.
Ass
ess
potenti
al
impa
ct
s
from water develo
pmen
t project
(
s
). Ass
ess
geo
techn
ic
a
l
s
tab
ilit
y of pon
d
i
nfrast
r
uct
ure and
develo
p
an
d
i
mple
men
t rest
orati
on
pla
ns
for pon
d
hab
it
ats
at
Be
a
r C
ree
k
R
ed
woo
d
s
OSP
.
Q1-Q2: Prep
a
re
recomm
en
d
a
ti
on
s
an
d
r
est
orati
on
pla
ns
for prio
r
ity pon
d
ha
b
it
ats
.
$1
0
5
,900
Ca
pEx
-
MAA
Na
tural
Re
s
ources
Be
a
r C
ree
k
Re
dwoo
d
s:
Pu
b
lic
Re
c
r
eati
on
and
Interpreti
v
e
Project
s
- Water
Infrast
r
uct
ure
Improvemen
ts
for
Exi
s
t
i
n
g U
s
es
Est
ablish Water R
i
ghts
for
an
ti
c
i
p
ated water use and
water
resou
rces
at Be
a
r C
ree
k
R
ed
woo
d
s
Open
Spa
ce Preserve.
Th
i
s p
r
o
je
c
t f
acilit
ates
MAA 21-3
pr
o
j
ect imp
l
ementatio
n
.
Hire c
onsult
an
ts
to develo
p water r
ights
da
ta and
file
water r
ights
ap
p
licati
on
s
for ongoin
g and
anti
c
i
p
ated
future uses.
Mon
it
or and
r
epo
rt an
n
u
a
l
water use at
Be
a
r C
ree
k
R
ed
woo
d
s
Ope
n
Spa
ce Preserve.
Q1-Q2: Co
mpile
exi
s
t
i
n
g water use
da
ta, file water r
ights
ap
p
licati
on
.
Q3: Ongoin
g s
tud
y,
sub
mit
ann
u
a
l
use
rep
o
rts
to R
W
QC
B
$1
2
0
,000
Ca
pEx
-
GF
Na
tural
Re
s
ources
Gene
ral
Co
unsel
OPEX
$0
CAPE
X
-
GF
$1
2
0
,000
CAPE
X
-
MAA
$4
8
4
,980
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
WIL
D
L
I
F
E
/ FI
SHE
R
I
ES MANAGEMENT
W
ildlife Pass
age
Improvemen
ts
:
Highway 17
(MAA
20-1)
Provi
d
e wildlife c
r
oss
i
n
g alo
ng
Highway 17 c
orr
id
or betwee
n
Los
Gatos
and
Lexi
n
gton R
eservoir.
Ba
sed
on r
esult
s
of C
on
cep
tual
D
e
s
i
gn and
F
easi
b
i
l
ity
Study, de
velo
p s
c
hemati
c
desi
gn for preferr
ed
alt
erna
ti
v
e worki
n
g wit
h partners
and
begin
CE
QA
revi
e
w and
permit
t
i
ng process
.
Q1: Co
mple
te
Co
ncep
tual
D
e
s
i
gn,
work
wit
h partners.
Q2-Q3: Co
mple
te
Sche
mati
c
D
esi
gn.
Q4: Be
gin
CE
QA
and
Pe
rmit
t
i
ng.
$2
7
0
,300
Ca
pEx
-
MAA
Na
tural
Re
s
ources
SUBTOTAL: B
EAR
C
REE
K
R
E
D
WOODS
OSP
6 of 30
Page 23 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
WIL
D
L
I
F
E
/ FI
SHE
R
I
ES MANAGEMENT (
CON
T'D)
En
d
a
n
gered
Sp
e
ci
e
s
Programm
ati
c
Pe
rmit
t
i
ng
De
v
elo
p State and
F
ede
ral
pe
rmit
s
for c
omplian
ce wit
h End
a
n
gered
Sp
e
ci
e
s
Act
s
.
Facilit
ates
streamlin
ed
imp
l
ementatio
n
o
f
MAA
an
d
non
MAA
proje
c
ts,
resou
rce protect
i
on
, an
d
partnerin
g
efforts
.
De
v
elo
p agree
men
t wit
h U
S F
i
s
h and
W
ildlife to permit
take of l
i
s
t
ed
s
peci
e
s
whe
n
i
mple
men
ti
ng project
s
.
De
v
elo
p R
egio
nal
Pe
rmit
wit
h U
S Army C
orps
of
En
gin
eers.
Be
gin
ren
e
wal
of R
W
QC
B and
C
D
FW
Ro
uti
ne
Main
ten
a
n
ce Agree
men
ts
. D
evelo
p San
Fran
ci
s
c
o
du
sk
y-foo
ted woo
d
rat MOU
wit
h C
D
FW
.
Q1-Q4: De
v
elo
p
Agree
men
ts
.
$7
5
,000
OpEx
-
GF
Na
tural
Re
s
ources
Marble
d Murr
ele
t
Re
c
overy Pla
nnin
g
W
ork
wit
h C
alifornia
State Parks
an
d
other partners
to develo
p
Sa
n
ta C
ruz Mou
n
tain
s
Re
gio
n
La
n
d
sc
ap
e
Man
a
gemen
t Pla
n for
Marble
d Murr
ele
t.
Work
wit
h partners
to develo
p a marble
d murr
ele
t
recovery pla
n, in
c
l
ud
in
g hab
it
at mod
e
ling to i
de
n
ti
fy
prio
r
ity hab
it
at con
servati
on
area
s.
De
v
elo
p Sci
e
nce
Ad
vi
s
o
r
y Pan
e
l
an
d
c
omple
te hab
it
at mod
e
ling for San
Mateo C
ou
n
ty r
edwoo
d
s
r
egio
n.
Q1 throu
gh Q4.
$5
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
Min
dego R
an
ch
Aqua
ti
c
Spe
ci
e
s
Ha
bit
at
En
h
a
n
cemen
t
Pla
n
Imple
men
tati
on
Co
l
l
e
c
t add
it
i
o
nal
Sa
n
F
r
a
nci
s
c
o
Garter Sna
ke (
S
F
GS
) and
other
sen
si
t
i
v
e
aqua
ti
c
s
peci
e
s
dis
t
rib
uti
on
and
abu
n
d
a
n
ce data
an
d
ongoin
g bullfrog erad
ic
a
tio
n
eff
orts
.
Yea
r 3 SFG
S s
tud
ie
s
an
d
ongoin
g bullfrog erad
ic
a
tio
n
eff
orts
.
Q1-Q2: Co
mple
te
third yea
r SFG
S
mon
it
orin
g and
s
taff
tr
ain
i
ng.
Q4: Co
mple
te Yea
r 3
Re
port.
$5
8
,000
OpEx
-
GF
Na
tural
Re
s
ources
Pred
a
tor/
Liv
e
s
tock
Pred
a
ti
on
Policy
De
v
elo
p D
i
s
t
ric
t
Policy for r
espo
n
se
to pred
a
tor i
nteract
i
on
s
wit
h pub
lic
an
d
ten
a
n
ts
to protect
hu
man
he
a
lt
h and
s
afety.
De
v
elo
p D
i
s
t
ric
t
policy desc
rib
i
ng r
espo
n
ses
to differen
t
type
s
of pred
a
tor i
nteract
i
on
s
and
man
a
gemen
t act
i
on
s
to min
i
mize negati
v
e i
nteract
i
on
s,
in
c
l
ud
e
d
econ
o
mic
lo
s
s
es
for agric
u
l
t
ural
t
ena
n
ts
. Incl
u
des
develo
pmen
t of
agree
men
t wit
h agen
ci
e
s
regardin
g r
elo
c
ati
on
of pumas.
Q1-Q3: De
v
elo
p
Po
licy wit
h c
onsult
an
t
an
d
PNR C
omm
it
t
ee.
$1
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
OPEX
$0
CAPE
X
-
GF
$1
9
3
,000
CAPE
X
-
MAA
$2
7
0
,300
SUBTOTAL: W
I
L
DLI
F
E / F
IS
HE
R
I
ES MANAGEMENT
7 of 30
Budget and Action Plan FY2016 -17 | Section II | Page 24
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
VE
GETATION
MANAGEMENT
Ru
s
s
i
an
R
i
d
ge
Gr
azin
g
Infrast
r
uct
ure
(MAA
9-1, tax
a
bl
e
bo
n
d
)
Co
mple
te fen
ci
n
g and
water s
yst
em
up
grad
e
s
to add
s
outhern past
ure
area
to the
Min
dego R
an
ch grazin
g
un
it
.
Inst
all new water l
i
n
e and
two add
it
i
o
nal
t
r
oughs
and
fen
ce the
s
outhern past
ure of the
Min
dego R
an
ch
grazin
g unit
.
Q3: Co
mple
te fie
l
d
revi
e
ws,
de
velo
p bid
do
cumen
ts
.
Q4: Co
mple
te
con
st
r
uct
i
on
.
$1
8
0
,300
Ca
pEx
-
MAA
La
n
d
&
Faci
lit
i
e
s
Pa
ge Mill
Eu
calyptus
Re
moval
Improve fire and
r
oad
s
afety i
n Los
Tran
cos
Preserve next
to Page Mill
Ro
ad.
Re
move s
everal
hu
n
d
red
eucalyptus
tree
s
i
n Los
Tran
cos
Preserve. C
on
tr
act
po
tenti
ally r
un by San
ta
Clara C
ou
n
ty F
i
re Safe.
Q1-Q2: Co
ntr
act
executed
Q2: Tree
r
emoval
$2
7
6
,000
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Presc
rib
ed F
i
re
Program
De
v
elo
pmen
t
De
v
elo
p presc
rib
ed fire program for
MRO
SD
grass
l
a
nds
and
prep
a
re
en
vi
ron
men
tal
revi
e
w.
Prep
a
re presc
rib
ed fire program for s
uit
ab
le
MRO
SD
grass
l
a
nd prop
e
rti
es.
Hire c
onsult
an
t to desi
gn program
an
d
prep
a
re envi
ron
men
tal
revi
e
w. D
evelo
p Grass
l
a
nd
Man
a
gemen
t Pla
n for R
uss
i
a
n R
i
d
ge grass
l
a
nds,
uti
l
izin
g fire and
other man
a
gemen
t tr
eatmen
ts
to
rest
ore hab
it
at.
Q1: Draft program
Q2: Hire c
onsult
an
t
Q3: Be
gin
en
vi
ron
men
tal
revi
e
w
process
.
$1
0
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
Re
s
torati
on
Forest
r
y
De
mon
st
r
ati
on
Project
De
v
elo
p pilot project
to r
est
ore
de
grad
e
d
forest
ha
b
it
at on
D
i
s
t
ric
t
Open
Spa
ce Preserves.
Th
i
s
pr
o
j
ect f
acilit
ates
MAA
impl
ementatio
n
.
Re
tain
Re
gis
t
ered
Profess
i
o
nal
F
orest
er to i
de
n
ti
fy
suit
ab
le
pilot project
si
t
e and
prep
a
re pla
ns
to permit
ti
mbe
r harvest
to r
est
ore degrad
e
d
forest
la
nd.
Q1: Se
le
c
t
con
sult
an
ts
.
Q2: Evalu
ate
po
tenti
al
s
i
t
es,
sele
c
t
lo
c
ati
on
.
Q3-Q4: Prep
a
re
ti
mbe
r harvest
pla
n or
CE
QA
.
$6
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
Su
d
d
e
n
Oak
De
ath (
S
OD)
Mon
it
orin
g and
Re
s
earch
Fund
and
ass
i
s
t
SOD
r
esea
rch,
an
d
c
onti
nu
e
to i
de
n
ti
fy and
mon
it
or
in
fest
ed area
s.
Co
nti
nu
e
and
expa
n
d
preven
tati
v
e trea
tmen
ts
for SOD
,
sup
p
o
rt SOD
r
esea
rch.
Q1: Re
c
r
uit
new
resea
rche
rs.
Q2: Co
ndu
ct
tr
eatmen
ts
, fie
l
d
collect
i
on
.
Q3-Q4: Start ne
w
SOD
r
esea
rch.
$6
9
,500
OpEx
-
GF
Na
tural
Re
s
ources 8 of 30
Page 25 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
VE
GETATION
MANAGEMENT (
CON
T'D)
Toto R
an
ch
Gr
azin
g Lea
se &
Infrast
r
uct
ure
Improvemen
ts
De
v
elo
p a l
on
g term l
ea
se for T
oto
Ra
nch grazin
g, Tunit
as
C
ree
k
OSP
.
De
v
elo
p a l
on
g term l
ea
se, ne
goti
ate and
s
i
gn new l
on
g
term l
ea
se, an
d
c
omple
te Grazin
g Infrast
r
uct
ure
improvemen
ts
.
Q1: De
v
elo
p Lea
se
Q2: Sign Lea
se
$1
5
,000
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
OPEX
$2
4
4
,500
CAPE
X
-
GF
$2
7
6
,000
CAPE
X
-
MAA
$1
8
0
,300
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(CO
N
T'D)
WATER
R
E
SOU
R
CES
MANAGEMENT
Guad
a
lu
pe R
i
v
e
r
Mercury T
otal
Maxi
mum D
aily
Lo
a
d
(
T
MDL
)
Mon
it
orin
g
Co
mply wit
h R
egio
nal
Water
Quality C
on
tr
ol
Bo
a
rd orde
rs
to
in
v
est
i
gate and
mon
it
or T
MDL
imple
men
tati
on
.
Imple
men
t fifth yea
r of the
c
oordin
ated mon
it
orin
g eff
ort
to ass
ess
T
MDL
imple
men
tati
on
s
ucc
ess
at red
u
ci
n
g
mercury wit
hin
Guad
a
lu
pe R
i
v
e
r
Watershe
d
.
Q3 F
Y19
-20
Co
mple
te mon
it
orin
g.
$2
5
,000
OpEx
-
GF
Na
tural
Re
s
ources
Sa
n
Gregorio
Cree
k
and
Pu
ris
ima C
ree
k
Watershe
d
s
Ad
jud
ic
a
tio
n
Co
mplian
ce
Iden
ti
fy, mon
it
or and
r
epo
rt water
use per the
San
Gregorio
Cree
k
W
atershe
d
Adjud
ic
a
tio
n.
Evalu
ate D
i
s
t
ric
t
water r
ights
for domest
i
c
,
st
ock
waterin
g and
r
esou
rce preservati
on
purpo
ses
and
en
sure c
omplian
ce wit
h r
egula
tory r
equiremen
ts
in
the
Sa
n
Gregorio
Cree
k
Watershe
d
.
Q1-Q4: Co
nti
nu
e
ass
ess
men
t an
d
do
cumen
tati
on
of
water r
ights
.
(De
pen
d
e
n
t on
W
ater
Re
s
ources
Spe
ci
a
l
i
s
t
hirin
g)
$5
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
Water U
s
e and
Mon
it
orin
g and
Re
porti
ng
De
v
elo
p mon
it
orin
g s
yst
em for
water use across
D
i
s
t
ric
t
l
an
d
s
and
an
n
u
a
l
rep
o
rti
ng c
omplian
ce wit
h
State r
egula
tio
ns
Evalu
ate D
i
s
t
ric
t
water use, mon
it
orin
g and
r
epo
rti
ng
st
r
uct
ure. D
evelo
p databa
se for man
a
gin
g water use
mon
it
orin
g and
r
epo
rti
ng, in
c
l
ud
in
g c
omplian
ce wit
h new
st
ate r
egula
tio
ns
for s
urface water div
e
r
s
ion
s.
Q1-Q4: Co
nti
nu
e
ass
ess
men
t,
mon
it
orin
g, an
d
rep
o
rti
ng of water
use. (De
pen
d
e
n
t on
W
ater R
esou
rces
Sp
e
ci
a
l
i
s
t
hirin
g)
$5
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
OPEX
$1
2
5
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
SUBTOTAL: VEGETATION
MANAGEMENT
SUBTOTAL: W
ATER
R
E
SOU
R
CES
MANAGEMENT
9 of 30
Budget and Action Plan FY2016 -17 | Section II | Page 26
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
SITE R
EMEDI
ATION,
C
L
E
ANUP, AND R
ES
TOR
ATION
Lyson
s
D
emoliti
on
at Mon
te Bello
(MAA
17-2)
Re
move hazardo
u
s
s
truct
ures
and
de
b
ris
from v
acan
t la
nd for
topo
grap
h
ic
rest
orati
on
.
Re
med
ia
te, de
molish, an
d
r
emove unin
hab
it
ab
le
st
r
uct
ures
and
deb
ris
.
Add
it
i
o
nal
s
i
t
e grad
in
g to r
edu
ce
po
tenti
al
i
mpa
ct
s
to s
trea
m s
yst
em.
Q3: Ad
verti
s
e and
Bo
a
rd Award of
Co
ntr
act
Q4: Re
med
ia
tio
n &
De
moliti
on
$2
3
0
,300
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
He
ndrys
C
ree
k
Prop
e
rty Lan
d
Re
s
torati
on
(MAA
22-1)
Imple
men
t ha
b
it
at improvemen
ts
alo
ng 3/4 mile of H
en
d
rys
C
ree
k
an
d
trib
utarie
s
wit
hin
the 8.3 acres
of freshwater wetl
an
d
mit
i
gati
on
ea
semen
t he
ld
by SCV
WD.
Pro
j
ect sub
j
ec
t t
o
Jun
e
30
, 20
1
9
SCV
WD
g
r
ant d
eadl
ine.
Ch
ann
e
l
rest
orati
on
, rip
aria
n and
upla
nd pla
nti
ng and
in
v
asi
v
e
spe
ci
e
s
man
a
gemen
t alo
ng H
en
d
rys
C
ree
k
an
d
trib
utarie
s
to r
est
ore watershe
d
, red
u
ce div
e
r
s
ion
po
tenti
al
at roa
d
/s
trea
m c
r
oss
i
n
gs,
an
d
r
edu
ce potenti
al
for erosi
o
n and
s
edimen
tati
on
to the
aqua
ti
c
ecosyst
em.
Pla
nts
will
be
grown by Act
err
a, who
are partners
i
n the
gran
t an
d
project
.
Pa
rtnership
proje
c
t w
i
t
h San
ta C
l
a
r
a
Va
lley
Water D
i
s
t
ric
t
and
Act
err
a.
Q1: Invasi
v
e
pla
nt
surveys.
Co
l
l
e
c
t s
eed
.
Pe
rmit
t
i
ng.
Q2: Re
moval
of
in
v
asi
v
e
. Grow nati
v
e
pla
nts
.
Q3: Co
nst
r
uct
i
on
do
cs
.
Award bid
.
Q4: Fir
st
ha
lf of
st
r
eam r
est
orati
on
.
$1
8
2
,350
Ca
pEx
-
MAA
$1
6
1
,950
SCV
W
D
G
r
ant
$3
6
,000
(Pe
rmit
s
)
Pla
nnin
g
Na
tural
Re
s
ources
OPEX
$0
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$4
1
2
,650
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
OTHE
R
R
E
SOU
R
CES
MANAGEMENT
Mad
o
n
n
a
C
ree
k
Agric
u
l
t
ural
Prod
u
ct
i
on
Pla
n
Ad
just
in
frast
r
uct
ure and
agric
u
l
t
ure
pract
i
c
es
to i
mple
men
t ne
w
agric
u
l
t
ure man
a
gemen
t pla
n.
Th
i
s p
r
o
je
c
t f
acilit
ates
MAA 1-1
pr
o
j
ect imp
l
ementatio
n
.
Prep
a
re agric
u
l
t
ural
prod
u
ct
i
on
pla
n for Mad
o
n
n
a
C
ree
k
po
rti
on
of Miramon
tes
R
i
d
ge OSP
i
n c
onjun
ct
i
on
wit
h
tena
n
t.
Q1: Mee
t wit
h ten
a
n
t
an
d
develo
p pla
n.
$3
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
SUBTOTAL: SITE R
EMEDI
ATION,
C
L
E
ANUP AND R
ES
TOR
ATION
10
of 30
Page 27 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
(
CON
T'D)
OTHE
R
R
E
SOU
R
CES
MANAGEMENT (
CON
T'D)
Archa
e
o
lo
gic
a
l
Re
s
ource Survey,
Ass
ess
men
t, and
Cu
r
ati
on
De
v
elo
p c
urati
on
pla
ns
for high
prio
r
ity r
esou
rces
to fulfill
st
ewardship
an
d
edu
cati
on
mis
s
ion
of D
i
s
t
ric
t
Worki
n
g wit
h r
egio
nal
archa
e
o
lo
gis
t
s
,
survey D
i
s
t
ric
t
collect
i
on
s,
catalo
g and
c
urate arti
fact
s
pe
r c
urati
on
guid
eline
s.
Q1-Q2: Su
rvey
collect
i
on
s.
Q3-Q4: Be
gin
catalo
gin
g/c
urati
on
.
$1
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
Ca
r
bon
Se
que
st
r
ati
on
/
Climate C
ha
n
ge
An
a
lysi
s
Evalu
ate D
i
s
t
ric
t
opp
o
rtunit
i
e
s
to
en
h
a
n
ce c
arbo
n
s
eque
st
r
ati
on
and
red
u
ce c
arbo
n
foo
tprin
t of
op
e
rati
on
s
Hire c
onsult
an
t(
s
) to evalu
ate c
arbo
n
foo
tprin
t of D
i
s
t
ric
t
op
e
rati
on
s
and
opp
o
rtunit
i
e
s
to r
edu
ce foo
tprin
t. Begin
evalu
ati
on
of c
arbo
n
s
eque
st
r
ati
on
opp
o
rtunit
i
e
s
on
Dist
r
ict
Preserves.
Q2-Q4: Hire
con
sult
an
t to evalu
ate
carbo
n
foo
tprin
t.
$6
0
,000
OpEx
-
GF
Na
tural
Re
s
ources
OPEX
$1
0
0
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
OPEX
$4
6
9
,500
CAPE
X
-
GF
$5
8
9
,000
CAPE
X
-
MAA
$1
,999
,793
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
MT. UMUNHUM
Mt Umun
h
u
m T
r
a
i
l
Co
nst
r
uct
i
on
(MAA
23-2)
Co
mple
tio
n of Mt. U
mun
h
u
m T
r
a
i
l
to the
Summ
it
.
Crew to c
omple
te the
r
emain
i
ng 0.5-mile of trail
con
st
r
uct
i
on
.
Q1: Co
nst
r
uct
i
on
comple
te
$0
(
S
taff
time)
Ca
pEx
-
MAA
La
n
d
&
Faci
lit
i
e
s
Pla
nnin
g
Mt. U
mun
h
u
m
Su
mm
it
Re
s
torati
on
,
Pa
rki
n
g & Lan
d
in
g
Zone
(MAA
23-4)
Co
mple
tio
n of Summ
it
pub
lic
acc
ess
i
mprovemen
ts
, i
nterpreti
v
e
ele
men
ts
an
d
nati
v
e pla
nti
ngs
for
op
e
n
in
g of Summ
it
i
n Oct
obe
r
20
1
6
.
Co
nst
r
uct
po
rti
on
of r
oad
way (
from fla
gpo
le
to s
umm
it
),
pa
rki
n
g l
ots
, acc
ess
i
b
l
e paths,
sha
d
e
s
truct
ures
and
other i
mprovemen
ts
. C
on
ti
nu
e
c
oordin
ati
on
wit
h Amah
Muts
un trib
al
grou
p
and
v
olu
nteers
on nati
v
e pla
nti
ng
rest
orati
on
. Co
mple
te fab
ric
a
tio
n and
i
nst
allati
on
of
in
terpreti
v
e ele
men
ts
as
part of Summ
it
c
onst
r
uct
i
on
.
Pa
rtnership
proje
c
t w
i
t
h Amah
Muts
un T
r
iba
l
Ba
n
d
and
fund
in
g from C
alifornia
Co
ast
al
C
o
nservan
cy
gran
t.
Q1-Q2: Co
nst
r
uct
i
on
in
c
l
ud
in
g s
i
t
e grad
in
g,
st
r
uct
ures,
an
d
in
terpreti
v
e s
i
gna
ge
Q3-Q4: Project
Closeo
u
t
$5
,423
,250
Ca
pEx
-
MAA
$5
1
0
,000
Co
ast
al
Co
nservan
cy
Gr
ant
En
gin
eerin
g &
Co
nst
r
uct
i
on
/
Pla
nnin
g
La
n
d
&
Faci
lit
i
e
s
SUBTOTAL: OTHE
R
R
E
SOU
R
CES
MANAGEMENT
PRO
G
R
AM TOTAL: NATURAL
R
E
SOU
R
CES
PRO
TECTION
AND R
ES
TOR
ATION
11
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 28
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
MT. UMUNHUM (
CON
T'D)
Mt Umun
h
u
m
Guad
a
lu
pe C
ree
k
Ov
erlo
ok
&
Brid
ges
(MAA
23-5)
Co
mple
te c
onst
r
uct
i
on
of Mt.
Umun
h
u
m T
r
a
i
l
brid
ges.
Co
mple
te c
onst
r
uct
i
on
of Mt. U
mun
h
u
m T
r
a
i
l
brid
ges.
La
n
d
& F
aci
lit
i
e
s
Crew to i
nst
all all three
brid
ges.
Bu
d
get in
c
l
ud
e
s
fun
d
s
for c
onst
r
uct
i
on
oversi
ght an
d
in
s
pect
i
on
.
Q1: Co
mple
te
in
s
tallati
on
/
con
st
r
uct
i
on
of
brid
ges.
$1
2
,000
Ca
pEx
-
MAA
Pla
nnin
g
La
n
d
&
Faci
lit
i
e
s
Mt. U
mun
h
u
m
Ro
ad D
esi
gn,
Pe
rmit
t
i
ng &
Imple
men
tati
on
(MAA
23-6)
Co
mple
te s
afety upgrad
e
s
and
rep
a
irs
to Mt Umun
h
u
m R
oa
d
for
veh
ic
u
l
ar acc
ess
to s
umm
it
.
Co
nst
r
uct
Mt. U
mun
h
u
m R
oa
d
s
afety and
r
oad
way
improvemen
ts
.
Q1: Award of
Co
ntr
act
, Begin
con
st
r
uct
i
on
Q2: Project
comple
te
$3
,566
,400
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
Mou
n
t Umun
h
u
m -
De
dic
a
tio
n/Gran
d
Open
in
g Even
ts
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Pla
n and
i
mple
men
t his
t
oric
de
d
ic
a
tio
n of mou
n
tain
top
in
c
l
ud
in
g wee
ken
d
c
ele
brati
on
even
t, and
pub
lic
bic
ycl
e
an
d
hik
ing previ
e
w day, in
c
l
ud
in
g c
onsult
ati
on
s
ervi
c
e
s
to man
a
ge l
ogis
t
i
c
s
.
Q1: Pla
n even
t
Q2: Med
ia
ou
tr
each;
ho
ld
3-da
y even
t
$9
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Sie
r
ra Azul
Meyer
Re
s
i
de
n
ce R
ep
a
ir
an
d
Sit
e
Improvemen
ts
Provi
d
e D
i
s
t
ric
t
after hou
rs
presen
ce and
onsi
t
e mon
it
orin
g i
n
the Mou
n
t Umun
h
u
m Area
.
Inst
all water i
nfrast
r
uct
ure, usi
n
g exi
s
t
i
n
g s
prin
g s
ource
or new well; con
st
r
uct
sola
r
power s
yst
em; min
or r
epa
irs
to prop
a
n
e
s
yst
em; min
or i
nterio
r
upgrad
e
s
to
ap
a
rtmen
t. Obtain
ne
cess
ary permit
s
.
Q1-Q2: Ass
ess
men
t,
De
s
i
gn, Pe
rmit
t
i
ng.
Q3-Q4: Infrast
r
uct
ure
Co
nst
r
uct
i
on
, Min
or
st
udio
up
grad
e
s.
$2
6
9
,100
Ca
pEx
-
GF
En
gin
eerin
g &
Co
nst
r
uct
i
on
Crea
te N
ew Self-
Guid
ed Aud
io
Tour
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Mou
n
t Umun
h
u
m aud
io
walk
ing tou
r. W
ork
wit
h GIS to
gather data nee
d
e
d
to c
omple
te. Co
ordin
ate wit
h
Pla
nnin
g and
Project
Man
a
gers
to align mess
ages
and
in
terpreti
v
e materia
l
s
.
Q1: work
wit
h
con
tr
act
or to writ
e
in
formati
on
Q2: tr
ansc
rib
e to
au
d
io
$2
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
OPEX
$1
1
0
,000
CAPE
X
-
GF
$2
6
9
,100
CAPE
X
-
MAA
$9
,001
,650
SUBTOTAL: MT. UMUNHUM
12
of 30
Page 29 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
LA H
O
N
D
A C
R
E
EK
La
H
on
d
a
C
ree
k
Re
d Barn Parki
n
g
Area
and
T
r
a
i
l
Co
nne
ct
i
on
s
(MAA
5-5)
Ph
a
se I i
mple
men
tati
on
of Boa
rd
ap
p
roved
Mast
er Pla
n and
ado
p
ted
CE
QA
documen
t.
Co
mple
te desi
gn, en
gin
eerin
g and
permit
t
i
ng of pub
lic
tr
ail acc
ess
and
parki
n
g area
at the R
ed
Barn. Co
ndu
ct
focused
s
takeh
o
ld
er outr
each and
i
nvolv
e
men
t.
Co
ordin
ate wit
h Lan
d
& F
aci
lit
i
e
s
on
desi
gn and
in
s
tallati
on
of gates,
fen
ci
n
g, an
d
s
i
gna
ge.
Q1-Q4: De
s
i
gn
De
v
elo
pmen
t. Q1:
Stakeh
o
ld
er Outr
each
Q3: PNR r
evi
e
w
$1
6
5
,000
Ca
pEx
-
MAA
Pla
nnin
g
La
H
on
d
a
C
ree
k
Se
a
rs
R
an
ch
Interim Parki
n
g
Area
and
T
r
a
i
l
Co
nne
ct
i
on
s
(MAA
7-9)
Ph
a
se I i
mple
men
tati
on
of Boa
rd
ap
p
roved
Mast
er Pla
n and
ado
p
ted
CE
QA
documen
t: Improve R
oa
d
s
an
d
i
nst
all s
i
gna
ge as
nee
d
e
d
for
Interim T
r
a
i
l
Acc
ess
,
Dris
c
o
l
l
R
a
nch
Area
of La H
on
d
a
C
ree
k.
Se
cure permit
s
for min
or grad
in
g and
i
mprovemen
ts
for
in
terim s
tagin
g area
at Se
a
rs
R
an
ch R
oa
d
. De
s
i
gn and
in
s
tall gates,
fen
ci
n
g, an
d
s
i
gna
ge for i
nterim trail
acc
ess
at the D
ris
c
o
l
l
R
a
nch area
.
Q1: Pe
rmit
t
i
ng
Q2: Signa
ge pla
n
Q3: Evalu
ate r
oad
improvemen
ts
ne
e
d
e
d
Q4: Ro
ad/T
r
a
i
l
Improvemen
ts
,
orde
r/i
nst
all s
i
gns
$9
8
,900
Ca
pEx
-
MAA
Pla
nnin
g
La
n
d
&
Faci
lit
i
e
s
En
gin
eerin
g &
Co
nst
r
uct
i
on
La
H
on
d
a
C
ree
k
Se
a
rs
R
an
ch
Ro
ad R
ep
a
irs,
Ph
a
se III
(MAA
7-10
)
Co
mple
te the
fin
al
roa
d
improvemen
ts
an
d
r
epa
irs
prio
r
to
pu
b
lic
acc
ess
to provi
d
e patr
ol
an
d
main
ten
a
n
ce acc
ess
Co
nst
r
uct
Se
a
rs
R
an
ch R
oa
d
and
W
oo
l
R
a
nch R
oa
d
rep
a
irs.
C
on
st
r
uct
5-8 ped
e
st
r
ian
acc
ess
gates.
Co
ordin
ate wit
h Lan
d
& F
aci
lit
i
e
s
on
desi
gn and
in
s
tallati
on
of gates
and
fen
ci
n
g.
Q1-Q2: Be
gin
Co
nst
r
uct
i
on
Q3: Fina
l
I
nspe
ct
i
on
,
Project
Close Out
$2
6
5
,000
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
La
H
on
d
a
C
ree
k
Ha
r
rin
gton C
ree
k
Ve
h
ic
le Brid
ge
Re
deck
i
n
g
Re
deck
and
c
onst
r
uct
ne
w r
ailin
gs
on
a v
ehic
le brid
ge to provi
d
e s
afe
acc
ess
for v
i
s
i
t
ors
and
s
taff
.
Re
pla
c
e degrad
e
d
v
ehic
le brid
ge deck
i
n
g and
i
nst
all
ne
w r
ails,
pe
n
d
in
g engin
eerin
g ass
ess
men
t.
Q1-Q2: Pe
rmit
t
i
ng
an
d
Materia
l
s
Pu
rcha
si
n
g Q3:
Co
nst
r
uct
i
on
$2
3
,400
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
En
gin
eerin
g &
Co
nst
r
uct
i
on
OPEX
$0
CAPE
X
-
GF
$2
3
,400
CAPE
X
-
MAA
$5
2
8
,900
SUBTOTAL: L
A H
O
N
D
A C
R
E
EK
13
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 30
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
BE
AR
C
REE
K
R
E
D
WOODS
Be
a
r C
ree
k
Re
dwoo
d
s
W
ater
Syst
em
(MAA
21-3)
Provi
d
e water i
nfrast
r
uct
ure at Be
a
r
Cree
k
R
ed
woo
d
s
OSP
for Bea
r
Cree
k
Stable
s
an
d
other Preserve
water nee
d
s.
Pe
n
d
in
g Boa
rd app
roval
of the
Preserve Pla
n and
CE
QA
and
water nee
d
s
at the Preserve, in
i
t
i
ate the
de
si
gn develo
pmen
t for the
preferr
ed
water s
yst
em.
Q1: Bo
a
rd app
roval
of Sit
e Pla
n and
CE
QA
Q2-Q4: De
s
i
gn
$3
6
7
,500
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
Be
a
r C
ree
k
Stable
s
Sit
e Pla
n
Imple
men
tati
on
(MAA
21-4,
tax
a
bl
e b
o
n
d
)
Init
i
a
te desi
gn develo
pmen
t for
ap
p
roved
i
mprovemen
ts
an
d
R
F
P
an
d
ten
a
n
t sele
c
tio
n process
.
Pe
n
d
in
g Boa
rd app
roval
of Sit
e Pla
n, in
i
t
i
ate desi
gn
de
velo
pmen
t an
d
permit
t
i
ng c
onsult
ati
on
. Prep
a
re
evalu
ati
on
c
r
iteria
for the
R
eque
st
for Prop
o
sals
(RFP)
for s
olici
t
ati
on
of future ten
a
n
t.
Q2: Award of c
ontr
act
for D
esi
gn
De
v
elo
pmen
t
Q3 -
Q4
: De
v
elo
p
de
si
gn and
R
F
P
evalu
ati
on
c
r
iteria
$1
3
9
,000
Ca
pEx
-
MAA
Pla
nnin
g
La
n
d
&
Faci
lit
i
e
s
Be
a
r C
ree
k
Re
dwoo
d
s
Pub
lic
Acc
ess
(
P
hase 1
Imple
men
tati
on
)
(MAA
21-5)
Provi
d
e new parki
n
g l
ot, ped
e
st
r
ian
cross
i
n
g of Bea
r C
ree
k
R
oa
d
and
other v
i
s
i
t
or-
servi
n
g amen
it
i
e
s
for
op
e
n
in
g the
Preserve.
Pe
n
d
in
g Boa
rd app
roval
of the
Preserve Pla
n and
ad
o
p
ti
on
of C
EQA documen
t, c
omple
te desi
gn and
pe
rmit
t
i
ng for Pha
se 1 pub
lic
acc
ess
i
mprovemen
ts
.
Is
s
ue bid
pa
ck
age for r
oad
s
and
trails
i
mprovemen
ts
.
Agen
cy c
onsult
ati
on
wit
h C
ou
n
ty of San
ta C
l
a
r
a and
Ca
l
t
r
ans
on prop
o
sed
r
oad
way c
r
oss
i
n
g and
s
i
gna
ge.
Q1-Q3: De
s
i
gn
ph
a
se; pe
rmit
t
i
ng;
coo
rdin
ati
on
wit
h
Co
unty & C
alt
ran
s
Q4: Is
s
ue bid
pa
ck
age
$2
2
8
,000
Ca
pEx
-
MAA
Pla
nnin
g
En
gin
eerin
g &
Co
nst
r
uct
i
on
Be
a
r C
ree
k
Re
dwoo
d
s,
Alma
Co
l
l
e
ge Sit
e
Re
hab
ilit
ati
on
Pla
n
(MAA
21-6)
Co
mple
te pla
n and
s
upp
o
rti
ng
st
udie
s
to allow for pha
sed
imple
men
tati
on
work.
Future
act
i
on
s
i
ncl
u
de demoliti
on
and
bu
ildin
g permit
t
i
ng, pe
n
d
in
g Boa
rd
ap
p
roval
of i
mple
men
tati
on
sc
he
d
u
le
, fun
d
in
g and
r
esou
rces.
Co
mple
te develo
pmen
t of the
Alma C
ollege Lan
d
sc
ap
e
Re
hab
ilit
ati
on
Pla
n and
envi
ron
men
tal
revi
e
w for C
EQA
complian
ce and
Boa
rd app
roval.
Q1: Bo
a
rd app
roval
of Sit
e Pla
n and
CE
QA
$1
2
6
,000
Ca
pEx
-
MAA
Pla
nnin
g
En
gin
eerin
g &
Co
nst
r
uct
i
on
Be
a
r C
ree
k
Re
dwoo
d
s
Preserve Pla
n and
CE
QA
Co
mple
te Preserve Pla
n and
en
vi
ron
men
tal
revi
e
w to ope
n
Preserve to pub
lic
use
. Th
i
s
pr
o
j
ect f
acilit
ates
MAA
impl
ementatio
n
.
Co
mple
te develo
pmen
t of Preserve Pla
n and
En
vi
ron
men
tal
I
mpa
ct
Re
port for Boa
rd app
roval.
Incl
u
des
C
EQA for MAA
Project
s
21
-4, 21
-5, 21
-6.
Q1: Bo
a
rd app
roval
of Preserve Pla
n and
EIR
C
erti
fic
a
tio
n
$9
0
,000
Ca
pEx
-
GF
Pla
nnin
g
14
of 30
Page 31 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
BE
AR
C
REE
K
R
E
D
WOODS
(CO
N
T'D)
Be
a
r C
ree
k
Stable
s
RFP/Lea
se
Co
ndu
ct
Re
que
st
for Prop
o
sal
process
to determin
e new l
on
g term
tena
n
t for Bea
r C
ree
k
Stable
s
an
d
en
ter i
nto l
on
g term l
ea
se.
Th
i
s
pr
o
j
ect f
acilit
ates
MAA p
r
o
je
c
t
impl
ementatio
n
.
De
v
elo
p and
i
s
s
ue
Bea
r C
ree
k
Stable
s
le
ase and
R
F
P
,
sele
c
t a ten
a
n
t, and
perform an app
rais
a
l
to determin
e
st
able
ren
t.
Q1: De
v
elo
p Lea
se
Q2: Co
ndu
ct
RFP
process
Q3: Sign Lea
se
$1
0
,000
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Be
a
r C
ree
k
Stable
s
Sit
e Pla
n
an
d
C
EQA
Co
mple
te Stable
s
Sit
e Pla
n and
en
vi
ron
men
tal
revi
e
w to faci
lit
ate
imple
men
tati
on
of s
tab
le
s
improvemen
ts
pu
b
lic
acc
ess
.
T
h
i
s
pr
o
j
ect f
acilit
ates
MAA
impl
ementatio
n
.
Co
mple
te develo
pmen
t of the
Bea
r C
ree
k
Stable
s
Sit
e
Pla
n and
envi
ron
men
tal
revi
e
w for C
EQA c
omplian
ce
an
d
Boa
rd app
roval.
Project
is
ass
oci
a
ted
wit
h MAA
21-
4.
Q1: Bo
a
rd app
roval
of Sit
e Pla
n and
CE
QA
$1
4
,000
Ca
pEx
-
GF
Pla
nnin
g
Dist
r
ict
Gr
oun
d
b
rea
ki
n
g &
De
dic
a
tio
n Even
ts
Co
mmun
ic
a
te abo
u
t Mea
sure AA
Project
Up
dates.
Ho
s
t fou
r even
ts
such as
Bea
r C
ree
k
Grou
n
d
b
rea
ki
n
g
an
d
La H
on
d
a
Ope
n
in
g.
Q1-Q4: as
project
s
be
come availab
le
$2
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
OPEX
$3
0
,000
CAPE
X
-
GF
$1
0
4
,000
CAPE
X
-
MAA
$8
6
0
,500
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
OTHE
R
L
O
C
ATIONS
Co
ole
y Lan
d
in
g
Interpretati
v
e
Faci
lit
i
e
s
De
s
i
gn &
Imple
men
tati
on
(MAA
2-1)
Co
nti
nu
e
worki
n
g i
n partnership
wit
h C
i
t
y of East
Pa
lo
Alt
o on
Co
ole
y Lan
d
in
g Interpretati
v
e
Faci
lit
i
e
s
an
d
Infrast
r
uct
ure.
Pe
n
d
in
g C
i
t
y obtain
i
ng a project
man
a
ger, de
si
gn and
imple
men
t in
terpretati
v
e faci
lit
i
e
s
, i
nfrast
r
uct
ure, an
d
si
gna
ge r
ela
ted
to C
oo
le
y Lan
d
in
g Park
i
n East
Pa
lo
Alt
o. Pe
n
d
in
g an agree
men
t wit
h the
C
i
t
y r
egardin
g the
use of Mea
sure AA fun
d
s,
coo
rdin
ate r
eimbu
rsemen
t of
eligib
l
e expe
n
ses
i
ncurr
ed
by the
C
i
t
y.
Pa
rtnership
proje
c
t w
i
t
h C
i
t
y
of Ea
st
Pa
lo
Alt
o.
(Sche
d
u
le
de
termin
ed
by C
i
t
y)
$1
8
0
,000
Ca
pEx
-
MAA
(Fund
s
pen
d
in
g
an
agree
men
t
wit
h C
i
t
y)
Pla
nnin
g
SUBTOTAL: B
EAR
C
REE
K
R
E
D
WOODS
15
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 32
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
OTHE
R
L
O
C
ATIONS
(CO
N
T'D)
Ra
v
enswoo
d
Bay
Trail Easemen
t,
CE
QA
(MAA
2-2)
Co
mple
te R
aven
swoo
d
Bay T
r
a
i
l
Ea
semen
t con
n
e
ct
i
ng the
Preserve
an
d
C
oo
le
y Lan
d
in
g to the
exi
s
t
i
n
g
Ba
y T
r
a
i
l
at Un
i
v
ersi
t
y Aven
u
e
.
1. Fina
lize Exc
ha
n
ge Agree
men
t wit
h SFP
U
C
2. Obtain
ap
p
roval
from the
C
i
t
y and
C
ou
n
ty of San
Fran
ci
s
c
o
for a Pub
lic
T
r
a
i
l
Ea
semen
t.
3. Re
c
ord Pub
lic
T
r
a
i
l
Ea
semen
t to MRO
SD
an
d
Quit
c
l
a
i
m of Ope
n
Spa
ce Easemen
t to SFP
U
C
4. Co
ordin
ate wit
h C
i
t
i
e
s
of E. Pa
lo
Alt
o & Men
lo
Pa
rk
FY16
-17
$1
1
,000
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Ra
v
enswoo
d
Bay
Trail D
esi
gn and
Imple
men
tati
on
(MAA
2-2)
Co
mple
te desi
gn and
en
vi
ron
men
tal
revi
e
w for the
Bay
Trail gap
north of R
aven
swoo
d
Open
Spa
ce Preserve. Pro
j
ect
sub
j
ec
t t
o
Jun
e
30
, 20
1
7
San
Mateo
C
o
unty Mea
s
ur
e A
g
r
ant
deadl
ine.
Co
mple
te c
oncep
tual
t
r
ail pla
nnin
g for C
EQA
certi
fic
a
tio
n and
easemen
t tr
ansfer from SFP
U
C
.
Co
mple
te desi
gn and
engin
eerin
g documen
ts
for
Ra
v
enswoo
d
Bay T
r
a
i
l
gap
. Init
i
a
te permit
t
i
ng and
regula
tory agen
ci
e
s
con
sult
ati
on
. Pa
rtnership
proje
c
t
with SFP
U
C
,
C
i
t
y
of Ea
st
Pa
lo
Alt
o, City
of Men
lo
Pa
rk,
AB
A
G SF
Bay
T
r
a
i
l
Proje
c
t. Gran
t fund
in
g from San
ta
Clara C
ou
n
ty
Stanford T
r
a
i
l
s
G
r
ant prog
ram and
San
Mateo C
ou
n
ty
Mea
sure A fun
d
in
g.
Q1: CE
QA
app
roval
for c
oncep
tual
pla
n
Q2 -
Q4
: Co
nti
nu
e
de
si
gn develo
pmen
t
an
d
i
nit
i
a
te permit
t
i
ng
$1
9
5
,600
Ca
pEx
-
MAA
$1
9
5
,600
Mea
sure A
Gr
ant
Pla
nnin
g
En
gin
eerin
g &
Co
nst
r
uct
i
on
Ha
r
k
ins
Brid
ge
Re
pla
c
emen
t at
Pu
ris
ima C
ree
k
(MAA
3-4)
Provi
d
e main
ten
a
n
ce, pa
tr
ol,
and
emergen
cy acc
ess
across
Puris
ima
Cree
k.
Pe
n
d
in
g fed
e
ral
pe
rmit
s
,
de
molish an exi
s
t
i
n
g v
ehic
le
brid
ge and
c
onst
r
uct
a new v
ehic
u
l
ar brid
ge.
Q1: Bo
a
rd Award of
Co
ntr
act
Q2: Co
nst
r
uct
i
on
$3
1
0
,900
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
El
C
o
r
t
e de
Mad
e
ra Oljon
T
r
a
i
l
Imple
men
tati
on
Ph
a
ses
III/IV
(MAA
4-4)
Fina
l
t
r
ail c
onst
r
uct
i
on
/r
est
orati
on
ass
oci
a
ted
wit
h W
atershe
d
Protect
i
on
Program.
Co
mple
te c
onst
r
uct
i
on
of Oljon
T
r
a
i
l
Ph
a
ses
III and
IV.
Q1: Bio
-
Mon
it
orin
g,
fin
i
s
h permit
t
i
ng &
con
st
r
uct
i
on
Q2: Fina
l
con
st
r
uct
i
on
,
in
s
pect
i
on
, cl
o
s
eou
t.
$4
0
4
,575
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
La
n
d
&
Faci
lit
i
e
s
16
of 30
Page 33 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
OTHE
R
L
O
C
ATIONS
(CO
N
T'D)
Alp
i
ne
R
oa
d
Re
gio
nal
T
rail,
Co
al
C
ree
k
Ope
n
Sp
a
ce Preserve
(MAA
10-1)
Work
i
n partnership
wit
h San
Mateo
Co
unty to r
epa
ir and
man
a
ge the
un
p
a
ved
r
oad
s
ect
i
on
of Alp
i
ne
Ro
ad, whic
h
serves
as
an i
mpo
rtant
regio
nal
t
r
ail c
orr
id
or.
Evalu
ate l
an
d
sl
ide
and
drain
age prob
le
ms
on Alp
i
ne
Ro
ad and
i
de
n
ti
fy and
prio
r
iti
ze r
epa
irs
nee
d
e
d
to ope
n
it
as
a trail from Portola
Va
lley to Skyline
area
and
min
i
mize s
edimen
tati
on
i
nto Los
T
r
a
ncos
C
ree
k.
W
ork
wit
h C
ou
n
ty to prio
r
iti
ze r
oad
s
tab
ilizati
on
and
drain
age
improvemen
ts
an
d
, If app
rop
ria
te, con
d
u
ct
roa
d
s
urvey
work
to i
de
n
ti
fy owne
rship
bo
u
n
d
a
rie
s
an
d
/or upd
a
te
roa
d
trea
tmen
t recomm
en
d
a
ti
on
s.
Pa
rtnership
proje
c
t
with San
Mateo C
ou
n
ty
.
FY 16-17
$5
0
,400
Ca
pEx
-
MAA
Re
al
Prop
e
rty
Na
tural
Re
s
ources
Steven
s
C
ree
k
Na
ture T
r
a
i
l
Brid
ges
Mon
tebe
llo
(MAA
17-4)
Co
nst
r
uct
two new foo
tbrid
ges,
on
e
pe
d
e
st
r
ian
and
one
mult
i
-use, to
crea
te yea
r-
r
ou
n
d
acc
ess
on the
Steven
s
C
ree
k
N
ature T
r
a
i
l
.
De
molish an exi
s
t
i
n
g degrad
e
d
mult
i
-use foo
tbrid
ge and
rep
la
c
e wit
h a l
on
ger new brid
ge on a trib
utary of
Steven
s
C
ree
k
at Mon
te Bello. Co
nst
r
uct
a new
pe
d
e
st
r
ian
-on
ly brid
ge over an exi
s
t
i
n
g wet cross
i
n
g.
Q1-Q2: Pre-
con
st
r
uct
i
on
prep
a
rati
on
, pu
rcha
se
materia
l
s
Q2-Q3:
Co
nst
r
uct
i
on
Q3: Co
nst
r
uct
i
on
comple
te
$1
0
2
,800
Ca
pEx
-
MAA
En
gin
eerin
g &
Co
nst
r
uct
i
on
La
n
d
&
Faci
lit
i
e
s
Ba
y Area
R
i
d
ge
Trail: Highway 17
Cross
i
n
g
Iden
ti
fy c
oncep
tual
t
r
ail alignmen
t
for future c
ollab
o
rati
on
wit
h r
egio
nal
pa
rtners,
st
akeh
o
ld
ers,
& r
egula
tory
agen
ci
e
s
to promote r
egio
nal
t
r
ail
con
n
e
ct
i
on
s
and
faci
lit
ate trail
cross
i
n
g over H
i
ghway 17.
Th
i
s
pr
o
j
ect f
acilit
ates
MAA
impl
ementatio
n
.
Co
mple
te F
easi
b
i
l
ity Study and
c
oncep
tual
de
si
gn for
the preferr
ed
alignmen
t for r
egio
nal
t
r
ail c
r
oss
i
n
g for
Ba
y Area
R
i
d
ge T
r
a
i
l
c
ross
i
n
g over H
i
ghway 17.
Evalu
ate prop
e
rty r
ights
an
d
easemen
ts
for the
preferr
ed
alignmen
t.
Q1: Co
mple
te
Co
ncep
tual
D
e
s
i
gn
Q2-Q3: Re
s
olv
e
prop
e
rty r
ights
an
d
ea
semen
ts
Q3-Q4: Co
ordin
ate
wit
h s
takeh
o
ld
ers/
pa
rtners/
r
egula
tory
agen
ci
e
s
.
$1
6
,200
Ca
pEx
-
GF
Pla
nnin
g
El
Se
ren
o
D
og
Acc
ess
Co
mple
te i
mple
men
tati
on
of dog
acc
ess
on trails
at El
Se
ren
o
Ope
n
Sp
a
ce Preserve.
Init
i
a
te pub
lic
outr
each, pu
rsue
a U
s
e & Man
a
gemen
t
Pla
n upd
a
te/amen
d
men
t an
d
C
EQA r
evi
e
w to i
ncl
u
de
do
g use on porti
on
s
of trail s
yst
em wit
hin
Preserve
prop
e
r. Pe
n
d
in
g Boa
rd app
roval,
i
mple
men
t pla
n and
in
i
t
i
ate new s
i
gna
ge to add
ress
add
it
i
o
nal
ne
w use.
Q1/Q2: Up
date U
s
e &
Mgmt Pla
n, CE
QA
revi
e
w
Q3/Q4: Imple
men
t
pla
n & s
i
gna
ge
$5
1
,750
OpEx
-
GF
Pla
nnin
g
17
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 34
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
OTHE
R
L
O
C
ATIONS
(CO
N
T'D)
El
Se
ren
o
T
r
a
i
l
s
an
d
Wildlife
Co
r
rid
ors
Work
wit
h San
J
ose W
ater
Co
mpa
n
y to obtain
pu
b
lic
trail
ea
semen
ts
an
d
protect
wildlife
corr
id
ors,
El
Se
ren
o
Ope
n
Spa
ce
Preserve.
1. Pu
rsue
Bay Area
R
i
d
ge T
r
a
i
l
c
on
n
e
ct
i
on
betwee
n
Sa
n
ta C
l
a
r
a C
ou
n
ty Skyline
San
b
o
rn C
ou
n
ty Park,
El
Se
ren
o
and
Sie
r
ra Azul
O
pen
Spa
ce Preserves.
2. Su
p
p
o
rt Na
tural
R
e
s
ources
wit
h W
ildlife C
ross
i
n
g at
Highway 17 and
T
r
o
ut Cree
k.
3. Pu
rsue
mult
i
-use trail at Up
per El
Se
ren
o
OSP
.
4. Pu
rsue
l
an
d
purcha
se opp
o
rtunit
y as
add
it
i
o
n to El
Se
ren
o
OSP
.
FY 16-17
$4
4
,000
Ca
pEx
-
GF
Re
al
Prop
e
rty
Ha
wthorns
H
i
s
t
oric
Co
mple
x
Focus
F
Y16
-17
on c
omple
tin
g the
pa
rtnership
de
velo
pmen
t for l
on
g-
term c
are and
main
ten
a
n
ce of
his
t
oric
c
omple
x
.
Outr
each and
c
oordin
ati
on
for s
hort-
t
erm partnership
.
Obtain
Bo
a
rd app
roval
of l
ea
se(s) wit
h s
ele
c
ted
pa
rtner(
s), si
t
e, an
d
i
mple
men
tati
on
pla
n for H
i
s
t
oric
Co
mple
x
. Mothba
llin
g c
ost
no
t an
ti
c
i
p
ated i
n F
Y16
-17
.
TB
D
,
de
p
e
n
d
e
n
t on
pa
rtner agree
men
t
$8
2
,750
Ca
pEx
-
H
wth Pla
nnin
g
Pu
ris
ima C
ree
k
Re
dwoo
d
s
-
Pu
ris
ima 1 Brid
ge
Re
deck
i
n
g
Re
deck
and
c
onst
r
uct
ne
w r
ailin
gs
on
a v
ehic
le brid
ge to provi
d
e s
afe
acc
ess
for v
i
s
i
t
ors
and
s
taff
.
Staff
to r
epla
c
e degrad
e
d
v
ehic
le brid
ge deck
i
n
g and
in
s
tall new r
ails,
pe
n
d
in
g engin
eerin
g ass
ess
men
t
Q1-Q2: Pe
rmit
t
i
ng;
Pu
rcha
se Materia
l
s
Q3: Co
nst
r
uct
i
on
Co
mple
te
$2
7
,200
Ca
pEX -
GF
La
n
d
&
Faci
lit
i
e
s
Re
s
ource
Man
a
gemen
t
Gr
ants
Program
Co
nti
nu
e
fun
d
in
g of ongoin
g
resea
rch project
s
.
Co
nti
nu
e
fun
d
in
g exi
s
t
i
n
g r
esea
rch project
s
. Evalu
ate
op
ti
on
s
for ext
end
in
g Gran
ts
Program and
Policy as
in
terim mea
sure unti
l
full r
evi
e
w of Program and
Policy
can
be c
omple
ted
.
Q1: Ext
end
Gran
ts
Program and
Policy.
$2
5
,000
OpEx
-
GF
Na
tural
Re
s
ources
Fremon
t Ol
de
r
Stagin
g Area
Pu
b
lic
Safety
Improvemen
ts
Improve pub
lic
s
afety at Prospe
ct
Ro
ad parki
n
g l
ot by i
mple
men
ti
ng a
mutually acc
ep
table
resolu
tio
n wit
h
the Saratoga C
ou
n
tr
y C
l
u
b.
Prep
a
re bid
pa
ck
age, solici
t
bid
s
, s
eek
Boa
rd award of
con
tr
act
an
d
admin
i
s
t
er c
ontr
act
. C
on
st
r
uct
pa
rki
n
g
safety s
truct
ure.
Q1: Co
ntr
act
award,
Q2: Co
nst
r
uct
i
on
Q3:
Close Out
$2
4
0
,250
Ca
pEx
-
GF
En
gin
eerin
g &
Co
nst
r
uct
i
on
Vis
itor U
s
e Level
Mea
suremen
t
Expa
n
d
the
program to c
ollect
in
formati
on
on v
i
s
i
t
or use l
evels
,
espe
ci
a
l
l
y for hea
vi
ly v
i
s
i
t
ed
preserves.
Expa
n
d
the
pilot project
st
arted l
ast
fis
c
a
l
yea
r at
Ra
ncho
San
Antonio
to gather v
i
s
i
t
or use s
tati
s
t
i
c
s
.
FY16
-17
to focus
on Mt. U
mun
h
u
m, Ra
ncho
San
An
tonio
, and
R
aven
swoo
d
. Fund
in
g c
overs
an i
ntern to
de
termin
e v
ehic
le occ
up
a
n
cy r
ates
and
ad
d
it
i
o
nal
da
ta
gatherin
g equip
men
t.
Q1: Mea
sure
occ
up
a
n
cy r
ates
of
veh
ic
les
enterin
g
preserves.
Q2: Pu
rcha
se &
in
s
tall new devi
c
e
s
$3
0
,500
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
18
of 30
Page 35 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
ACCES
S
AND EDUCATION
(CO
N
T'D)
OTHE
R
L
O
C
ATIONS
(CO
N
T'D)
En
h
a
n
ce D
ocen
t
an
d
Volu
nteer
Program D
ata
Co
l
l
e
c
tio
n/tran
sfer
Improve the
eff
ic
ien
cy of
tr
ansferr
in
g online
data for the
do
cen
t an
d
v
olu
nteer programs
to
an
exi
s
t
i
n
g databa
se.
Str
eamline
the
tran
sfer of data entered
online
by D
i
s
t
ric
t
do
cen
ts
in
to an exi
s
t
i
n
g databa
se more eff
ic
ien
t by
red
u
ci
n
g the
amou
n
t of r
ekeyin
g required
.
Q2: Se
t up
and
test
da
ta tran
sfer.
Q3: Fully i
mple
men
t
syst
em.
$6
,000
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
Pu
b
lic
Aff
airs
OPEX
$1
1
3
,250
CAPE
X
-
GF
$3
2
7
,650
CAPE
X
-
MAA
$1
,255
,275
CAPE
X
-
H
WTH
$8
2
,750
OPEX
$2
5
3
,250
CAPE
X
-
GF
$7
2
4
,150
CAPE
X
-
MAA
$1
1
,646
,325
CAPE
X
-
H
WTH
$8
2
,750
PRO
G
R
AM: PUBLI
C
OUTRE
ACH
CO
MM
UNITY ENG
AGEMENT
Bo
a
rd Outr
each
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Co
mple
te 5 min
ute D
i
s
t
ric
t
upd
a
te to all 17 c
i
t
i
es
once a
yea
r; Bo
a
rd membe
r s
pea
ki
n
g engagemen
ts
to new
au
d
ie
nces
(
t
ech firms,
sc
ho
o
ls
/
c
omm
un
it
y grou
p
s)
Q1/Q2: Iden
ti
fy
au
d
ie
nces
and
programs
Q3-Q4: sc
he
d
u
le
spe
a
ki
n
g
en
gagemen
ts
$0
OpEx
-
GF
Pu
b
lic
Aff
airs
Co
mmun
it
y-ho
st
ed
Outr
each Even
ts
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Re
presen
t or s
pon
sor the
D
i
s
t
ric
t
at 20
c
omm
un
it
y
ou
tr
each even
ts
, at le
ast
fiv
e
on
the
San
Mateo C
oa
st
.
Q1- Q2: Su
mm
er and
fall even
ts
Q4: Sp
rin
g even
ts
$6
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
OPEX
$6
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
SUBTOTAL: C
O
MMUNITY ENG
AGEMENT
PRO
G
R
AM TOTAL: PUBLI
C
ACCES
S
AND EDUCATION
SUBTOTAL: OTHE
R
L
O
C
ATIONS
19
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 36
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
OUTRE
ACH (
CON
T'D)
PUBLI
C
OUTRE
ACH PARTNE
R
S
H
I
P PRO
G
R
AMS (
CON
T'D)
Do
c
ent &
Vo
lu
nteer Sup
p
o
rt
an
d
Pub
lic
Outr
each
Co
ordin
ate and
r
ecognize the
work
of docen
ts
an
d
v
olu
nteers
i
n
sup
p
o
rt of the
D
i
s
t
ric
t
's
pub
lic
ou
tr
each eff
orts
.
Ho
s
t even
ts
such as
the
Volu
nteer R
ecognit
i
o
n Even
t
an
d
the
W
in
gdin
g F
amily F
est
. Provi
d
e l
ogis
t
i
c
s
an
d
other s
upp
o
rt for major pub
lic
even
ts
such as
the
op
e
n
in
g of Mt. U
mun
h
u
m.
Q3: Co
mple
te most
even
ts
.
$4
8
,000
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
He
alt
h Incen
ti
v
e
Program: He
alt
hy
Pa
rks
/
H
ea
lt
hy
Pe
o
p
le
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Co
nti
nu
e
to develo
p hea
lt
h based
c
onn
e
ct
i
on
to ope
n
spa
ce wit
h Walk
Wit
h A D
oc
Program: hik
e
s
gea
red
toward acc
ess
i
b
i
l
ity; regio
nal
c
ollab
o
rati
on
.
Q1-Q4: Promote
he
a
lt
h engagemen
t
act
i
v
i
t
i
e
s
$9
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
La
ti
no
Outdoo
rs
Program F
und
in
g
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Co
ntr
act
wit
h Lati
no
Outdoo
rs
i
n partnership
wit
h other
agen
ci
e
s
to fun
d
targeted posi
t
i
o
ns
to c
onn
e
ct
wit
h
La
ti
no
aud
ie
nces.
This
i
n
c
l
ud
e
s
the
D
i
s
t
ric
t
bein
g part of
a r
egio
nal
D
iversi
t
y Outr
each C
omm
it
t
ee focused
on
pa
rks
and
ope
n
s
pace
Q1: work
on s
umm
er
program; Q2: st
aff
tr
ain
i
ng and
fall
programs
Q3-Q4:
expa
n
d
program
$3
5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Pa
rtnership
De
v
elo
pmen
t -
Bu
si
n
ess
es
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Pa
rti
c
i
p
ate i
n 5 C
ha
mbe
r of C
omm
erce grou
p
s,
taki
n
g
an
act
i
v
e r
ole
in
ho
st
i
ng mix
e
r
s
and
parti
c
i
p
ati
ng i
n
act
i
v
i
t
i
e
s
Q1-Q4: Promote
volu
nteer
pa
rtnership
s
wit
h
lo
c
al
bu
si
n
ess
es
$1
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Pa
rtnership
De
v
elo
pmen
t -
You
th Program
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
De
v
elo
p you
th outr
each s
trategy and
est
ablish
rela
tio
nship
s
wit
h organ
izati
on
s
tha
t serve you
th wit
h
the purpo
se to engage i
n outdoo
r act
i
v
i
t
i
e
s
, v
olu
nteer,
an
d
explo
r
e poss
i
b
l
e c
aree
r paths.
Q1-Q4: spe
a
k
to
you
th aud
ie
nces
qua
rterly; promote
pa
rtnership
s
an
d
in
tern/emplo
ymen
t
op
p
o
rtunit
i
e
s
$6
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Pa
rtnership
De
v
elo
pmen
t wit
h
Vo
lu
nteer Grou
p
s
Increa
se partnership
s
wit
h l
ocal
volu
nteer organ
izati
on
s
to provi
d
e
in
c
r
eased
D
i
s
t
ric
t
s
tewardship
op
p
o
rtunit
i
e
s
.
Expa
n
d
s
c
ope
of agree
men
ts
wit
h non
-profit
organ
izati
on
s
s
uch as
Act
err
a, Villa
ge H
arvest
, and
Stude
n
t Co
nservati
on
Ass
oci
a
tio
n to i
ncrea
se numbe
r
an
d
div
e
r
s
ity of parti
c
i
p
ants
. R
esea
rch other potenti
al
agen
cy partners
for s
tewardship
pa
rtnership
s
.
Pa
rtnership
with other orga
n
izati
on
s.
Q1: Co
nti
nu
e
work
wit
h c
urr
en
t pa
rtners
an
d
begin
resea
rch
on
other v
olu
nteer
organ
izati
on
s.
$5
0
,000
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
OPEX
$1
5
8
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
SUBTOTAL: PUBLI
C
OUTRE
ACH PARTNE
R
S
H
I
P PRO
G
R
AMS
20
of 30
Page 37 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
OUTRE
ACH (
CON
T'D)
NE
W INI
TIATIVES
-
PUBLI
C
AWARE
N
E
SS
Preserve U
s
e
Su
rvey
Be
tter und
e
rst
and
preserve users
an
d
preserve s
ati
s
fact
i
on
De
v
elo
p a high-le
v
el
preserve usage s
tud
y to ass
es
preserve v
i
s
i
t
ors
i
ncl
u
din
g demograp
h
ic
s
,
use patterns,
awaren
e
ss
and
s
ati
s
fact
i
on
; 2-yea
r process
wit
h act
ual
survey c
ond
u
ct
ed i
n s
umm
er/fall 201
7
.
Q3: Co
ntact
firms;
Q4: Be
gin
de
velo
pin
g
survey i
nst
r
umen
t
$1
5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Up
date Mea
sure
AA
Informati
on
Materia
l
Co
mmun
ic
a
te abo
u
t Mea
sure AA
Project
Up
dates.
W
ork
wit
h Gen
e
ral
Man
a
gers
Off
ic
e
on
develo
pin
g web
-
ba
sed
Mea
sure AA project
st
atus
Q1: revi
e
w MAA
up
d
a
tes
Q2: Re
v
i
ew other
agen
cy work
Q3-Q4: de
velo
p web
-
ba
sed
s
olu
tio
n
$0
OpEx
-
GF
Pu
b
lic
Aff
airs
Web
si
t
e
En
h
a
n
cemen
t
Project
s
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Up
date web
desi
gn to i
ncl
u
de c
ompreh
e
n
si
v
e
Trail
Guid
e Informati
on
(
A
l
i
gn i
nfo wit
h Signb
o
a
rds);
Integrate N
atural
R
e
s
ources
Info i
nto web
and
s
oci
a
l
med
ia
.
Q1: Integrate trail
in
formati
on
i
n web
de
si
gn
Q2-Q3: Integrate
Na
tural
R
e
s
ources
in
formati
on
$5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Climate C
ha
n
ge
an
d
Sust
ain
abilit
y
Ed
u
cati
on
Ed
u
cate the
Pub
lic
abo
u
t
impo
rtance of ope
n
s
pace, forest
s
,
as
part of c
arbo
n
foo
tprin
t.
De
v
elo
p and
i
mple
men
t a c
omm
un
ic
a
tio
ns
s
trategy
aligne
d
wit
h Gen
e
ral
Man
a
ger's
focus
on hea
lt
hy forest
pract
i
c
es,
in
novati
on
(
i.e. fog harvest
)
,
coa
st
al
farmla
nd.
Crea
te v
i
de
o
.
Q2: De
v
elo
p
spe
a
ki
n
g poin
ts;
Q3:
promote v
i
a
med
ia
/soci
a
l
med
ia
Q4: de
velo
p v
i
de
o
$1
5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Go Gree
n
U
s
er
Toolk
it
Ed
u
cati
on
the
pub
lic
abo
u
t savi
n
g
resou
rces.
Re
s
earch and
Imple
men
t "G
o Gree
n
"
to
o
ls
t
o
en
cou
rage users
to ele
c
tron
ic
a
l
l
y v
i
ew map
/brochu
res
an
d
to r
ecycl
e
whe
n
throu
gh. Su
p
p
o
rt GIS wit
h Geo
P
DF
Ro
l
l
o
ut/Pilot wit
h promoti
on
of program.
Q2: De
v
elo
p s
i
gn
bo
a
rd materia
l
,
be
gin
soci
a
l
med
ia
campa
ign
Q3-Q4: De
v
elo
p
campa
ign to promote
GeoP
DFs
$5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
21
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 38
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: PUBLI
C
OUTRE
ACH (
CON
T'D)
NE
W INI
TIATIVES
-
PUBLI
C
AWARE
N
E
SS (
CON
T'D)
Ke
y Bran
d
in
g
Str
ategy for
Dist
r
ict
an
d
Preserves
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
Ra
i
s
e c
onti
nu
e
d
awaren
e
ss
of the
D
i
s
t
ric
t
overall by
bu
ildin
g an i
de
n
ti
t
y program arou
n
d
D
i
s
t
ric
t
's
i
c
on
ic
preserves.
Q3: work
wit
h
de
si
gne
r
Q4: de
velo
p bran
d
in
g
ic
o
ns
$1
5
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Sa
n
Mateo C
ou
n
ty
Co
ast
Outr
each
Co
nne
ct
pe
o
p
le
to ope
n
s
pace and
a r
egio
nal
v
i
s
ion
.
De
v
elo
p ann
u
a
l
direct
mail brochu
re or c
ale
nda
r
highlighti
ng D
i
s
t
ric
t
act
i
v
i
t
i
e
s
on
the
C
oa
st
, partnership
de
velo
pmen
t; s
c
hed
u
le
spe
a
ki
n
g engagemen
ts
on
the
Co
ast
; c
onti
nu
e
partnership
wit
h C
ha
mbe
r
Q1: resea
rch and
writ
e materia
l
;
Q2: de
velo
p mail
pie
c
e;
Q3-Q4: Atten
d
even
ts
$5
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
OPEX
$1
0
5
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
OPEX
$2
6
9
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE
STAFF
F
ACI
L
I
TIES
Ad
min
i
s
t
r
ati
on
Offic
e
(AO)
Lon
g-
Term F
aci
lit
y Pla
n
an
d
Sele
c
tio
n
Up
on Boa
rd deci
s
ion
/app
roval,
imple
men
t ne
w AO project
(op
ti
on
s
are to move or r
ebu
ild on s
i
t
e).
Up
on Boa
rd deci
s
ion
, future Act
i
on
i
t
em wou
ld
be
imple
men
tati
on
of s
ele
c
ted
AO op
ti
on
and
s
ele
c
tio
n of
de
si
gn c
onsult
an
t team.
Q1: Bo
a
rd deci
s
ion
on
preferr
ed
alt
erna
ti
v
e
Q1-Q2: Co
nsult
an
t
sele
c
tio
n
$1
2
0
,000
Ca
pEx
-
GF
Pla
nnin
g
Ad
min
i
s
t
r
ati
v
e
Offic
e
Re
l
ocati
on
Invest
i
gati
on
De
termin
e the
best
op
ti
on
for a
lo
ng-term D
i
s
t
ric
t
Admin
i
s
t
r
ati
on
Offic
e
(AO)
s
olu
tio
n.
Re
s
earch and
provi
d
e market da
ta to the
Boa
rd
regardin
g the
opti
on
to purcha
se a new AO bu
ildin
g or
to l
ea
se a s
pace while the
c
urr
en
t AO is
remod
e
le
d. If
direct
ed, execute a purcha
se or l
ea
se for the
AO.
Co
nti
ngen
t up
o
n
Bo
a
rd direct
i
on
$1
5
,000
Ca
pEx
-
GF
Re
al
Prop
e
rty
So
u
th Area
Off
ic
e
(SA
O)
Lon
g-Term
Faci
lit
i
e
s
Feasi
b
i
l
ity Study
Ass
ess
fea
si
b
i
l
ity of buildin
g a new
So
u
th Area
Off
ic
e
ne
a
r the
exi
s
t
i
n
g
So
u
th Area
Outpost
.
Is
s
ue R
F
P
for c
onsult
an
t servi
c
e
s
to begin
a fea
si
b
i
l
ity
st
udy. Study expe
ct
ed to i
ncl
u
de zon
in
g and
c
ode
resea
rch, ass
ess
men
t of s
i
t
e builda
b
ilit
y, an
d
con
cep
tual
s
i
t
e pla
ns.
Co
ordin
ati
on
wit
h F
aci
lit
i
e
s
Ad
Ho
c
Co
mmit
t
ee anti
c
i
p
ated for i
np
u
t an
d
direct
i
on
.
Q1: Obtain
con
sult
an
t
Q2-Q3: Re
s
earch,
evalu
ate, de
velo
p
con
cep
ts
$1
5
0
,000
OpEx
-
GF
Pla
nnin
g
En
gin
eerin
g &
Co
nst
r
uct
i
on
PRO
G
R
AM TOTAL: PUBLI
C
OUTRE
ACH
SUBTOTAL: N
EW INI
TIATIVES
-
PUBLI
C
AWARE
N
E
SS
22
of 30
Page 39 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE (
CON
T'D)
STAFF
F
ACI
L
I
TIES (
CON
T'D)
AE
Ds
for D
i
s
t
ric
t
Emergen
cy
Re
s
pon
se
Ve
h
ic
les
Pu
rcha
se Automated Ext
erna
l
De
fib
r
illators
(
A
EDs
) for D
i
s
t
ric
t
off
ic
e
s
an
d
emergen
cy r
espo
n
se
veh
ic
les.
Followin
g up on r
esea
rch don
e
i
n F
Y16
1
7
, pu
rcha
se 37
AE
Ds
an
d
i
nst
all the
m i
n D
i
s
t
ric
t
emergen
cy r
espo
n
se
veh
ic
les
and
off
ic
e
s
.
Q2: Pu
rcha
se AED'
s
$4
7
,500
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
OPEX
$1
9
7
,500
CAPE
X
-
GF
$1
3
5
,000
CAPE
X
-
MAA
$0
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE
PRO
PE
RTY MANAGEMENT
El
Se
ren
o
Re
s
i
de
n
ce
Dispo
si
t
i
o
n
De
molish the
El
Se
ren
o
Emplo
yee
Re
s
i
de
n
ce based
on buildin
g
ass
ess
men
t an
d
s
taff
recomm
en
d
a
ti
on
brou
ght be
fore the
Bo
a
rd i
n Q5 F
Y20
1
5
-16
.
Obtain
an
y and
all app
rop
ria
te D
esi
gn documen
ts
,
pe
rmit
s
from San
ta C
l
a
r
a C
ou
n
ty; comple
te demoliti
on
.
Q1: comple
te any
de
si
gn documen
ts
Q2: ob
tain
pe
rmit
s
Q3: ob
tain
bid
s
Q4: de
molish
$6
9
,500
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
En
gin
eerin
g &
Co
nst
r
uct
i
on
Pu
b
lic
Aff
airs
Farm Lab
o
r
Ho
usi
n
g -
La
Ho
nda
C
ree
k
Re
build the
Sea
rs
R
an
ch F
arm
La
b
o
r H
ou
si
n
g R
esi
d
ence.
De
molish exi
s
t
i
n
g r
esi
d
ence and
ass
ess
hou
si
n
g
op
ti
on
s
i
n for the
D
ris
c
o
l
l
R
a
nch Area
of La H
on
d
a
Cree
k.
De
termin
e type
of hou
si
n
g, lo
c
ati
on
for F
arm
La
b
o
r H
ou
si
n
g and
c
onst
r
uct
. Potenti
al
fun
d
in
g
pa
rtnership
wit
h San
Mateo C
ou
n
ty of app
roxi
mately
$1
0
0
,000
.
Q1: Co
mple
te desi
gn
do
cumen
ts
an
d
pull
pe
rmit
s
Q2-Q3: Co
nst
r
uct
i
on
$3
9
4
,900
Ca
pEx
-
GF
(~$10
0
,000
from San
Mateo C
ou
n
ty)
La
n
d
&
Faci
lit
i
e
s
En
gin
eerin
g &
Co
nst
r
uct
i
on
Fremon
t Ol
de
r
Water Syst
em
Up
grad
e
Up
grad
e
water s
yst
em c
onn
e
ct
i
ng
Fremon
t Ol
de
r H
i
s
t
oric
H
o
use,
Ad
o
b
e
hou
se, an
d
emplo
yee
resi
d
ence at the F
r
e
mon
t Ol
de
r to
in
c
r
ease back
up
s
torage and
improve exi
s
t
i
n
g water l
i
n
es.
Pe
rform W
ater Syst
em Ass
ess
men
t, develo
p
spe
ci
fic
a
tio
ns,
bid
an
d
award, an
d
c
onst
r
uct
water
syst
em project
.
Q1: Ass
ess
men
t an
d
de
velo
p s
pecs
.
Q2: Bid
$7
4
,750
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
SUBTOTAL: STAFF
F
ACI
L
I
TIES
23
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 40
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE (
CON
T'D)
PRO
PE
RTY MANAGEMENT (
CON
T'D)
La
H
on
d
a
C
ree
k
Po
in
t of D
i
v
e
r
s
ion
17
W
ater Lin
e
Re
pla
c
emen
t
Re
pla
c
e Main
W
ater Lin
e for
McD
o
nald
Ra
nch.
Co
ordin
ate wit
h neighb
o
rs
for water l
i
n
e r
epla
c
emen
t,
rep
la
c
e main
line
from s
prin
g to r
esi
d
ences/
grazin
g, ad
d
ad
jun
ct
water l
i
n
e for grazin
g, rep
la
c
e water tan
k
at
sprin
g, in
s
tall 2 new tan
ks
at water l
i
n
e jun
ct
i
on
.
Q4 F
Y16
-17
$1
5
5
,250
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
41
5
0
Sea
rs
R
an
ch
Ro
ad Water and
Ro
ad
Improvemen
ts
(Cu
nha
)
Co
mple
te r
epa
irs
to acc
ess
driv
e
way for 415
0
Sea
rs
R
an
ch
Ro
ad and
i
nst
all 5,000
gallon
st
orage tan
k
on c
urr
en
t water
syst
em.
Inst
all new 5,000
gallon
water tan
k
for add
it
i
o
nal
water
st
orage for the
r
esi
d
ence of 415
0
Sea
rs
R
an
ch R
oa
d
.
Re
s
urface c
urr
en
t driv
e
way from Sea
rs
R
an
ch R
oa
d
to
resi
d
ence i
ncl
u
din
g any necess
ary drain
age
improvemen
ts
for l
on
gevi
t
y.
Q1: Co
mple
te fie
l
d
revi
e
ws,
de
velo
p bid
do
cumen
ts
.
Q2: Co
mple
te
con
st
r
uct
i
on
.
$1
1
0
,350
Ca
pEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Bla
c
k
Mou
n
tain
Tower Lea
ses
(
3)
De
v
elo
p a l
on
g term l
ea
se for
1. Stanford Sit
e
2. Lo
wer Sit
e
3. FA
A
De
v
elo
p, ne
goti
ate and
s
i
gn new l
on
g term l
ea
se.
Q4: FY16
-17
$0
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Mad
o
n
n
a
C
ree
k
Agric
u
l
t
ural
Le
a
se
De
v
elo
p a l
on
g term l
ea
se for
agric
u
l
t
ural
fie
l
ds
at Mad
o
n
n
a
Cree
k
R
an
ch, Miramon
tes
R
i
d
ge
OSP.
De
v
elo
p Agric
u
l
t
ural
Pla
n for the
prop
e
rty, comple
te
agric
u
l
t
ural
l
a
nds
s
urvey, an
d
develo
p, ne
goti
ate and
si
gn a l
on
g term l
ea
se for Mad
o
n
n
a
C
ree
k.
Q3: Su
rvey
Q4: Ne
w l
on
g term
le
ase, ne
goti
ate and
si
gn
$5
,000
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Na
tural
Re
s
ources
Skyline
R
i
d
ge
Ch
r
ist
mas
T
r
e
e
Farm Lea
se
De
v
elo
p a l
on
g term l
ea
se for the
Skyline
C
hris
t
mas
T
r
e
e F
arm at
Skyline
R
i
d
ge.
Up
date s
urvey of C
hris
t
mas
T
r
e
e F
arm, de
velo
p l
on
g
term l
ea
se, an
d
negoti
ate and
s
i
gn a new l
on
g term
le
ase.
Q2: Su
rvey
Q3: De
v
elo
p Lea
se
Q4: Sign Lea
se
$5
,000
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
OPEX
$1
0
,000
CAPE
X
-
GF
$8
0
4
,750
CAPE
X
-
MAA
$0
SUBTOTAL: PRO
PE
RTY MANAGEMENT
24
of 30
Page 41 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE
BUSIN
ES
S
SYSTEMS
En
terpris
e
GIS
Pla
nnin
g and
Imple
men
tati
on
Syst
ems
i
mprovemen
t to faci
lit
ate
more eff
ic
ien
t GIS ana
lysi
s
an
d
map
p
in
g. Th
i
s p
r
o
je
c
t f
acilit
ates
MAA imp
l
ementatio
n
.
Co
ndu
ct
an
overha
u
l
of D
i
s
t
ric
t
's
GIS files
to move all
files
to a new s
yst
em, reo
rgan
ize and
mod
ify i
n the
da
taba
se s
c
hema. Imple
men
t sha
p
e
file migrati
on
to
Geod
a
taba
se; set up
c
artograp
h
ic
rep
resen
tati
on
and
cl
e
an up/fill
i
n
gap
s
i
n c
urr
en
t da
ta files
(
e.g. roa
d
s
and
tr
ails). Co
ordin
ate wit
h develo
pmen
t an
d
imple
men
tati
on
of GIS Str
ategic
Pla
n.
Q1: De
v
elo
p
da
taba
se s
c
hema;
Q3: Co
mple
te file
migrati
on
;
Q4: setup c
arto-
grap
h
ic
rep
resen
t-
act
i
on
, da
ta c
l
ea
n
u
p
$1
0
2
,000
OpEx
-
GF
$1
6
5
,000
Ca
pEx
-
GF
Ad
min
- IT
Integrated
Acc
ou
n
ti
ng and
Fina
n
ci
a
l
Syst
em
Ph
a
se III: Pa
yroll
Imple
men
tati
on
Imple
men
t the Payroll mod
u
le
in
IAFS
to maxi
mize the
s
yst
em
fun
ct
i
on
a
liti
es
and
r
epo
rti
ng
cap
a
b
ilit
i
e
s
.
Pa
yroll Go-Liv
e
is
s
c
he
d
u
le
d for J
uly 201
6
. The c
ontr
act
wit
h the
D
i
s
t
ric
t
's
ext
erna
l
pa
yroll provi
d
er will
be
termin
ated, savi
n
g $20
,000
ann
u
a
lly.
Q1: Co
mple
te
imple
men
tati
on
and
go l
i
v
e
$2
0
,000
Ca
pEx
-
GF
Ad
min
-
Fina
n
ce
IT
Infrast
r
uct
ure
Up
grad
e
s
Pe
r the
IST
Str
ategic
Pla
n, IT
in
frast
r
uct
ure upgrad
e
s
are c
r
iti
c
al
to add
ress
c
urr
en
t ba
ck
l
o
g of IT
is
s
u
es
and
to provi
d
e the
in
frast
r
uct
ure nee
d
e
d
to begin
imple
men
ti
ng IT
i
nit
i
a
tiv
e
s
an
d
new
bu
si
n
ess
s
yst
ems.
Imple
men
t IT
techn
ic
a
l
i
nfrast
r
uct
ure i
mprovemen
ts
to
improve r
esi
lie
ncy, ne
twork
availab
ilit
y, con
n
e
ct
i
v
i
t
y,
securit
y, an
d
s
c
ala
bilit
y to s
upp
o
rt curr
en
t an
d
future IT
in
i
t
i
ati
v
es.
Q1: IT
S
e
curit
y and
Ne
twork
U
pgrad
e
s
Q2-Q4: Se
rver/D
ata
Infrast
r
uct
ure and
Po
lici
e
s
$3
2
,400
OpEx
-
GF
$2
7
3
,600
Ca
pEx
-
GF
Ad
min
- IT
Signa
ge Inven
tory
Up
date
Up
date to s
i
gna
ge i
nven
tory wit
h
ne
w or r
epla
c
emen
t si
gns
i
nst
alled
in
Preserves.
De
v
elo
p a mob
ile data c
ollect
i
on
app
licati
on
for fie
l
d
da
ta c
ollect
i
on
for s
i
gna
ge i
nven
tory, in
c
l
ud
in
g a
nu
mbe
rin
g s
yst
em for trail s
i
gns,
imple
men
t web
ap
p
licati
on
as
a pilot program, up
d
a
te i
nven
tory to
in
c
l
ud
e
map
p
in
g and
pho
to-do
cumen
tati
on
of s
i
gna
ge
recen
tl
y i
nst
alled
or r
epla
c
ed i
n Preserves.
Q1: De
v
elo
p mob
ile
web
app
Q2-Q4: Co
l
l
e
c
t s
i
gn
da
ta
$0
(
S
taff
time)
OpEx
-
GF
Pla
nnin
g
Ad
min
- IT
Vis
itor
Se
rvi
c
e
s
25
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 42
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: VE
HI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE (
CON
T'D)
BUSIN
ES
S
SYSTEMS (
CON
T'D)
Ass
et an
d
Work
Or
der
Man
a
gemen
t
Syst
em
Imple
men
t Ass
et/Work
Orde
r
Man
a
gemen
t Syst
em to automate
ass
et man
a
gemen
t an
d
work
orde
r
crea
ti
on
and
track
i
n
g. This
was
id
enti
fie
d as
a D
i
s
t
ric
t
-wid
e prio
r
ity
in
the IST
Str
ategic
Pla
n.
Re
s
earch l
ocal
mun
ic
ipa
liti
es
i
ncl
u
din
g park
s
yst
ems
for
de
mon
st
r
ati
on
s
of exi
s
t
i
n
g ass
et man
a
gemen
t solu
tio
ns
an
d
l
ess
on
s
l
ea
rne
d
. C
on
d
u
ct
an
i
nformal
R
FI process
wit
h v
end
o
rs
and
agen
ci
e
s
. C
on
d
u
ct
an
i
nterna
l
ne
e
d
s
ass
ess
men
t wit
h the
poss
i
b
i
l
ity of i
s
s
uin
g an R
F
P
in
Q4.
Q2-Q3: Init
i
a
te
in
terna
l
ne
e
d
s
ass
ess
men
t
Q4: De
v
elo
p draft
RFP
$2
5
,000
Ca
pEx
-
GF
Ad
min
Se
rvi
c
e
s
- IT
Ele
c
tron
ic
Do
c
umen
t
Man
a
gemen
t
Syst
em (
E
D
MS)
Imple
men
t a techn
ic
a
l
l
y
"lightweight"
E
DMS to s
tore, in
dex,
an
d
r
etr
ieve documen
ts
an
d
other
ele
c
tron
ic
files.
Co
ndu
ct
prelimin
ary nee
d
s
ass
ess
men
t for a s
ubject
matter expe
rt/con
sult
an
t to ass
i
s
t
s
taff
wit
h r
etenti
on
an
d
file s
truct
ure. Imple
men
t as
nee
d
e
d
.
Q4: Init
i
a
te N
ee
d
s
Ass
ess
men
t an
d
imple
men
t as
nee
d
e
d
$2
5
,000
OpEx
-
GF
Ad
min
Se
rvi
c
e
s
- IT
OPEX
$1
5
9
,400
CAPE
X
-
GF
$4
8
3
,600
CAPE
X
-
MAA
$0
OPEX
$3
6
6
,900
CAPE
X
-
GF
$1
,423
,350
CAPE
X
-
MAA
$0
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T
POL
ICY D
EV
E
LO
PMENT
Acc
ess
i
b
i
l
ity Pla
n
Up
date
Up
date the
D
i
s
t
ric
t
's
exi
s
t
i
n
g
acc
ess
i
b
i
l
ity pla
n.
Re
v
i
ew D
i
s
t
ric
t
's
199
3
ADA
p
o
licy and
acc
ess
i
b
i
l
ity
pla
n, up
d
a
ted fed
e
ral
ADA
guid
eline
s
and
other new
regula
tory r
equiremen
ts
. C
on
ti
nu
e
to ass
ess
and
de
velo
p acc
ess
i
b
i
l
ity pla
n upd
a
te wit
h a c
onsult
an
t.
Q1-Q4: De
v
elo
pmen
t
of Acc
ess
i
b
i
l
ity Pla
n
Up
date
$7
2
,000
OpEx
-
GF
Pla
nnin
g
Be
n
ch Policy and
Memoria
l
Opti
on
s
De
v
elo
p policy for r
est
be
n
che
s
i
n
preserves,
an
d
provi
d
e the
pub
lic
wit
h a r
ecognit
i
o
n program
alt
erna
ti
v
e.
Re
s
earch opp
o
rtunit
i
e
s
other tha
n
ben
che
s
and
/or trail
na
min
g to r
ecognize i
nd
iv
idu
a
ls
pe
r c
onst
i
t
uen
t
memoria
l
r
eque
st
s
an
d
make r
ecomm
en
d
a
ti
on
s.
Hire
con
sult
an
t to man
a
ge r
esea
rch project
.
Q1: Re
s
earch and
de
velo
p
recomm
en
d
a
ti
on
s
Q
2: presen
t to LFP
AC
an
d
Boa
rd
$1
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
PRO
G
R
AM TOTAL: VEHI
C
LES
, EQU
I
PMENT, FACI
L
I
TIES, AND OTHE
R
INFRASTRUCTURE
SUBTOTAL: B
U
S
INE
SS SYSTEMS
26
of 30
Page 43 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T (
CON
T'D)
POL
ICY D
EV
E
LO
PMENT (
CON
T'D)
Co
mple
te R
ecords
Inven
tory and
Re
ten
ti
on
Sche
d
u
le
Co
ndu
ct
a c
ompreh
e
n
si
v
e
records
in
v
entory and
a detailed
r
etenti
on
sc
he
d
u
le
to determin
e the
l
egal
an
d
bu
si
n
ess
r
equiremen
ts
for
main
tain
i
ng r
ecords.
Co
mple
te r
ecords
i
nven
tory to determin
e type
of
records
and
r
etenti
on
/dis
p
osi
t
i
o
n of r
ecords,
de
velo
p
de
st
r
uct
i
on
polici
e
s
an
d
proced
u
res,
in
c
l
ud
in
g i
magin
g
of perman
e
n
t records,
con
d
u
ct
emplo
yee
train
i
ng.
Q1: De
partmen
t
mee
ti
ngs
and
in
v
entory
Q2: Presen
ted to
Bo
a
rd for app
roval
$4
0
,000
OpEx
-
GF
Gene
ral
Man
a
ger
Dist
r
ict
Ho
usi
n
g
Po
licy
Re
v
i
s
e D
i
s
t
ric
t
H
ou
si
n
g Polici
e
s
bo
th Boa
rd and
Admin
i
s
t
r
ati
v
e.
De
v
elo
p add
it
i
o
nal
Bo
a
rd policy to add
ress
dis
p
osi
t
i
o
n
of new s
truct
ures
as
acquired
.
Q1: Re
v
i
s
e polici
e
s
$1
0
,000
OpEx
-
GF
La
n
d
&
Faci
lit
i
e
s
Na
tural
R
e
s
ources
Proced
u
res
Man
u
a
l
De
v
elo
p man
u
a
l
t
o desc
rib
e natural
resou
rces
programs
and
proced
u
res.
Ass
emble
man
u
a
l
t
hat de
sc
rib
es
programs,
proced
u
res
an
d
pract
i
c
es
of natural
resou
rce fun
ct
i
on
s.
Q1-Q2: Co
mple
te
man
u
a
l.
Staff
time only
OpEx
-
GF
Na
tural
Re
s
ources
OPEX
$1
3
2
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T (
CON
T'D)
EX
TERNAL
C
O
ORDIN
ATION
Governmen
t
Re
l
ati
on
s
Co
nti
nu
e
outr
each to l
ocal
ele
c
ted
off
ic
ials
wit
h upd
a
tes
on Mea
sure
AA
.
Ho
s
t Legis
lati
v
e Pic
n
i
c
,
Bo
a
rd and
GM mee
ti
ngs;
fie
l
d
tours.
Sh
o
wcase Mea
sure AA project
st
atus
and
other
dis
t
ric
t
project
s
.
Q1: Le
gis
lati
v
e pic
n
i
c
;
Q2: fall fie
l
d tou
rs;
Q3-
Q4: le
gis
lati
v
e v
i
s
i
t
s
$1
1
,500
OpEx
-
GF
Pu
b
lic
Aff
airs
Pe
n
in
s
ula
Worki
n
g
Gr
oup
Str
ategic
Pla
n: Pe
sc
ad
e
ro
Watershe
d
Ass
ess
men
t an
d
Pla
nnin
g
Co
mple
te a c
oordin
ated
con
servati
on
pla
n for the
Pe
sc
ad
e
ro C
ree
k
W
atershe
d
tha
t
id
enti
fie
s
prio
r
ity act
i
on
s
for
red
woo
d
, st
eelh
ead
, an
d
marble
d
murr
ele
t c
onservati
on
.
Co
mpile, revi
e
w, an
d
s
ynthesi
ze c
onservati
on
pla
nnin
g
do
cumen
ts
for Pesc
ad
e
ro C
ree
k
W
atershe
d
to i
de
n
ti
fy
an
d
prio
r
iti
ze focus
area
s
for c
onservati
on
and
hab
it
at
rest
orati
on
act
i
on
s
for r
edwoo
d
s
and
s
tee
lh
ead
.
Q1: Re
tain
con
sult
an
t
to c
oordin
ate
workgrou
p
wit
h
project
pa
rtners.
$5
,000
OpEx
-
GF
Na
tural
Re
s
ources
SUBTOTAL: POL
ICY D
EV
E
LO
PMENT
27
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 44
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T (
CON
T'D)
EX
TERNAL
C
O
ORDIN
ATION
(CO
N
T'D)
Interagen
cy
Co
ordin
ati
on
on
Pa
rtnership
Project
s
Co
ordin
ate wit
h outs
i
de
agen
ci
e
s
on
potenti
al
i
n
teragen
cy project
s
.
W
ork
wit
h outs
i
de
partners
to evalu
ate and
c
onsi
d
er
po
tenti
al
i
n
teragen
cy project
s
an
d
forward
recomm
en
d
a
ti
on
s,
whe
n
r
ead
y, to the
full Boa
rd.
TB
D
-
dep
e
n
d
e
n
t on
pa
rtner agen
cy
sc
he
d
u
le
$0
OpEx
-
GF
Gene
ral
Man
a
ger
OPEX
$1
6
,500
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T
OR
G
ANI
Z
ATION
AND STAFF
D
E
VELO
PMENT
Co
nti
nu
e
F
OS
M
Imple
men
tati
on
Imple
men
t organ
izati
on
a
l
an
d
process
c
han
ges
r
ecomm
en
d
e
d
by
the F
OS
M to i
mprove the
D
i
s
t
ric
t
's
de
livery of i
t
s
mis
s
ion
, Str
ategic
Pla
n, Vis
ion
Pla
n, an
d
Mea
sure AA
project
s
.
Up
dates
to and
develo
pmen
t of new polici
e
s
an
d
proced
u
res;
hirin
g, on
b
o
a
rdin
g, an
d
train
i
ng of s
taff
;
de
velo
pmen
t an
d
tea
m buildin
g for the
organ
izati
on
.
Pe
rio
dic
t
r
ain
i
ngs;
hirin
gs
s
c
hed
u
le
d
throu
gho
u
t the yea
r.
$5
0
,000
OpEx
-
GF
Gene
ral
Man
a
ger
Dist
r
ict
-
wid
e
Intr
ane
t
The IST
Str
ategic
Pla
n i
de
n
ti
fie
d a
Dist
r
ict
in
tran
e
t as
a v
ery high
prio
r
ity. Or
igin
ally pla
nne
d
to be
comple
ted
by D
i
s
t
ric
t
s
taff
;
ad
d
it
i
o
nal
recomm
en
d
e
d
fun
ct
i
on
a
liti
es
and
i
ntegrati
on
require s
ubject
matter expe
rt
ass
i
s
t
an
ce from a c
onsult
an
t.
W
ork
wit
h a techn
ic
a
l
c
onsult
an
t/imple
men
ter to help
st
aff
develo
p busi
n
ess
r
equiremen
ts
an
d
fun
ct
i
on
a
lity
an
d
potenti
ally wit
h i
mple
men
tati
on
.
Q1: Prelimin
ary
ne
e
d
s
ass
ess
men
t
Q2: Is
s
ue R
F
P
Q3: De
v
elo
p
Bu
si
n
ess
Re
quiremen
ts
;
Q3-Q4:
Imple
men
tati
on
$5
0
,000
Ca
pEx
-
GF
Ad
min
Se
rvi
c
e
s
- IT
Emplo
yee
On-
Bo
a
rdin
g Program
Ne
wly i
de
n
ti
fie
d prio
r
ity to
con
si
s
t
en
tl
y and
s
ucc
ess
fully
on
b
o
a
rd new emplo
yee
s.
Re
s
earch on-bo
a
rdin
g programs
at other agen
ci
e
s
an
d
be
gin
to develo
p ele
men
ts
of a program; begin
imple
men
tati
on
as
s
oon
as
poss
i
b
l
e, bu
t no
l
ater tha
n
Q1 F
Y16
-17
.
Q1-Q2 F
Y16
-17
$0
OpEx
-
GF
Ad
min
Se
rvi
c
e
s
- H
R
Emplo
yee
Le
a
d
e
rship
Acad
e
my
De
v
elo
p an i
nterna
l
Le
a
d
e
rship
Acad
e
my to develo
p s
upe
rvi
s
o
r
s
an
d
l
ea
d
emplo
yee
s.
Re
s
earch and
develo
p c
urr
ic
u
l
um and
process
for
in
terna
l
D
ist
r
ict
Le
a
d
e
rship
Acad
e
my; id
enti
fy potenti
al
in
s
truct
or(
s).
Q1 F
Y16
-17
$1
0
,000
OpEx
-
GF
Ad
min
Se
rvi
c
e
s
- H
R
SUBTOTAL: EXTERNAL
C
O
ORDIN
ATION
28
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Page 45 | Section II | Budget and Action Plan FY2016 -17
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T (
CON
T'D)
OR
G
ANI
Z
ATION
AND STAFF
D
E
VELO
PMENT (
CON
T'D)
Evalu
ati
on
of
Ad
d
it
i
o
nal
I
AFS
Mod
u
le
s
Evalu
ate add
it
i
o
nal
I
AFS
mod
u
le
s
for potenti
al
i
mple
men
tati
on
for
op
e
rati
on
a
l
eff
ic
ien
ci
e
s
an
d
to
le
v
erage exi
s
t
i
n
g fun
ct
i
on
a
liti
es.
Evalu
ate and
poss
i
b
l
y i
mple
men
t ad
d
it
i
o
nal
availab
le
IAFS
mod
u
le
s
in
c
l
ud
in
g Procuremen
t, F
i
x
ed Ass
ets
,
Cred
it
C
ards,
an
d
Gran
ts
. Staff
time only, do
e
s
not
in
c
l
ud
e
s
oftware c
ost
s
.
Q2 F
Y16
-17
$0
OpEx
-
GF
Ad
min
Se
rvi
c
e
s
-
Fina
n
ce
Pe
rforman
ce
Pla
nnin
g and
Evalu
ati
on
Process
/
F
orms
Provi
d
e a more s
trea
mline
d
and
mea
n
in
gful
emplo
yee
performan
ce
evalu
ati
on
process
.
Re
s
earch and
evalu
ate new process
es,
forms,
an
d
on
line
too
ls
t
o c
ond
u
ct
pe
rforman
ce evalu
ati
on
s
for
off
ic
e
an
d
fie
l
d s
taff
.
FY16
-17
$0
OpEx
-
GF
Ad
min
Se
rvi
c
e
s
Pu
b
lic
Aff
airs
Str
ategic
Pla
n
Evalu
ate the
Pub
lic
Aff
airs
Co
mmun
ic
a
tio
n, Outr
each, an
d
Governmen
t Re
l
ati
on
s
Program to
align wit
h Boa
rd object
i
v
es.
Re
s
earch opti
on
s
for program develo
pmen
t an
d
pa
rtnership
s
to ensure D
i
s
t
ric
t
object
i
v
es
are bein
g met
an
d
outr
each programs
are targeted to div
e
r
s
e and
new
au
d
ie
nces.
Q1: Prep
a
re Str
ategic
Pla
n; ap
p
rove by
LFP
AC
an
d
the
n
Bo
a
rd
$1
0
,000
OpEx
-
GF
Pu
b
lic
Aff
airs
Train
i
ng D
ataba
se
Up
grad
e
s
Co
mple
te the
T
r
a
i
nin
g D
ataba
se
work
s
tarted i
n F
Y15
-16
to allow
sup
e
rvi
s
o
r
s
to
v
i
ew the
ir s
taff
's
tr
ain
i
ng r
ecords.
Se
t up
i
nterfaces
for s
taff
who
nee
d
to have acc
ess
to
da
taba
se. Re
v
i
ew data c
ollect
i
on
/entr
y to ensure
acc
uracy i
mprove eff
ic
ien
cy.
Q3: Project
Co
mple
tio
n
$3
,500
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
Do
c
ent an
d
Vo
lu
nteer
Programs
Evalu
ati
on
Evalu
ate and
r
est
r
uct
ure, if nee
d
e
d
,
Do
c
ent an
d
Volu
nteer programs
to
op
ti
mize s
ervi
c
e
de
livery to
cust
omers
and
enh
a
n
ce pub
lic
ou
tr
each.
Expa
n
d
envi
ron
men
tal
ed
u
cati
on
and
i
nterpreti
v
e
servi
c
e
s
an
d
i
ncrea
se hou
rs
i
nterpreti
v
e c
enters
are
op
e
n
; evalu
ate posi
t
i
o
ns
and
s
taff
in
g and
adjust
if
ne
e
d
e
d
to provi
d
e opti
mal
s
ervi
c
e
de
livery; de
velo
p
sc
op
e
of work
for an Interpreti
v
e Mast
er Pla
n.
Q1-Q2: Mast
er Pla
n
sc
op
e
of W
ork
Q3-Q4: Re
v
i
ew
program s
truct
ures
an
d
posi
t
i
o
ns
$3
0
,000
OpEx
-
GF
Vis
itor
Se
rvi
c
e
s
Integrati
on
of
Insuran
ce
Re
quiremen
ts
in
to
IAFS
To ensure Purcha
se Orde
rs
wit
h no
con
tr
act
carr
y app
rop
ria
te
in
s
uran
ce c
overage.
Pu
rsue
the
fea
si
b
i
l
ity of i
ntegrati
on
of i
nd
e
mnific
a
tio
n
an
d
i
nsuran
ce r
equiremen
ts
in
to IAFS
for Purcha
se
Or
ders,
in
con
forman
ce wit
h C
J
PIA’s
recomm
en
d
a
ti
on
s.
Q2: Evalu
ate
fea
si
b
i
l
ity
Q4: Integrate i
f
fea
si
b
l
e
$0
OpEx
-
GF
Gene
ral
Co
unsel
OPEX
$1
0
3
,500
CAPE
X
-
GF
$5
0
,000
CAPE
X
-
MAA
$0
SUBTOTAL: ORG
ANI
Z
ATION
AND STAFF
D
E
VELO
PMENT
29
of 30
Budget and Action Plan FY2016 -17 | Section II | Page 46
Se
c
t
i
o
n
I
I
FY2016-17 Action Plan Key Projects
FY20
1
6
-17
Scop
e
Sc
hedu
l
e (Qu
arterly
Mil
es
ton
e
s & Completion
Date)
Budg
e
t
&
Fu
ndi
n
g
Sou
r
ce
De
p
art
m
ent
FY 2
016
-17
ACTIO
N
PL
AN
K
EY P
ROJECTS
Ke
y Pro
j
ect
Pur
p
o
s
e
Pro
j
ect D
es
c
riptio
n
PRO
G
R
AM: ADMIN
I
STRATIVE SUP
POR
T (
CON
T'D)
OTHE
R
Sie
r
ra Azul
Meyer
Prop
e
rty Pla
nnin
g
an
d
Programm
in
g
De
v
elo
p overall pla
n for Vis
itor
Se
rvi
c
e
s
op
e
rati
on
of Mt.
Umun
h
u
m.
De
v
elo
p overall pla
n for the
Meyer prop
e
rty to s
upp
o
rt
Vis
itor Servi
c
e
s
op
e
rati
on
of Mt. U
mun
h
u
m i
ncl
u
din
g
comple
tin
g any fea
si
b
i
l
ity s
tud
ie
s
as
r
equired
.
Q2: Pla
n c
omple
te
$2
0
,000
OpEx
-
GF
Land &
Facil
i
ties
Visitor
Ser
v
i
c
es
Planning
OPEX
$2
0
,000
CAPE
X
-
GF
$0
CAPE
X
-
MAA
$0
OPEX
$2
7
2
,000
CAPE
X
-
GF
$5
0
,000
CAPE
X
-
MAA
$0
SUBTOTAL: OTHE
R
PRO
G
R
AM TOTAL: ADMIN
I
STRATIVE SUP
POR
T
30
of 30
Page 47 | Section II | Budget and Action Plan FY2016 -17
Rancho San Antonio Open Space Preserve by John Kesselring
Budget and Action Plan FY2016 -17 | Section III | Page 48
Se
c
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i
o
n
I
I
I
Section III:
Budget
Long Ridge Open Space Preserve by Greg Lewis
Page 49 | Section III | Budget and Action Plan FY2016 -17
PROPOSED FIScAl YEAR 2016-17 DISTRIcT BUDGET
The Proposed Fiscal Year (FY) 2016-17 Budget for the District is based on the District chief Financial Officer’s
April 2016 revenue forecast. The District’s primary source of funding is property tax revenues which are projected
to total $44.5 million for FY2016-17. The Proposed FY2016-17 District Budget totals $58.1 million and reflects
the second full year of Measure AA Project implementation and funds a total of 129 Action Plan Key Projects for
the upcoming year. Table 2 provides a summary of key revenue and expenditure categories for FY2016-17.
Table 2: Proposed FY2016-17 District Budget Summary
Source of Funds
General Fund $40,883,321 70%
Measure AA 16,393,119 28%
Grants 841,600 2%
Total $58,118,040 100%
Proposed Expenditure Budget
Operating Expenditures $27,342,350 47%
capital Expenditures 18,682,750 32%
land and Associated costs 1,008,100 2%
Debt Service 11,084,840 19%
Total Expenditures $58,118,040 100%
Revenue Estimates
Prior to voter passage of Measure AA in June 2014, authorizing the District to issue $300 million in General
Obligation 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
occurred in August 2015 in the amount of $45.0 million to fund Years 1 through 3 of Measure AA projects.
For the past decade, property tax revenue has increased approximately 6.6% annually. The chief Financial Officer’s
forecast over the next five years reflects a conservative annual property tax revenue increase of 4%. For FY2016-17,
revenue is projected to total $47.5 million, an increase of 8% over the prior year
A total of $332,440 will be received from Santa clara county Parks to manage Rancho San Antonio county Park
and Property Management revenue is projected at $1.2 million for FY2016-17.
Expenditure Budget
The FY2016-17 Total District Budget is proposed to increase by $2.35 million, or 4%, from the prior year. Operating
expenses rise by 29% over FY2015-16 due to a significant increase in services and supplies and the proposed
addition of new positions to continue the organizational build-out recommended in the Financial and Organizational
Sustainability Model to effectively deliver the Measure AA projects. The 79% rise in the capital budget reflects the
ramping up of projects to increase project delivery output, including the completion of Measure AA and General
Fund capital projects.
Budget and Action Plan FY2016 -17 | Section III | Page 50
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Table 3 provides a summary by major expenditure category and Table 4 shows the break-down by funding source.
Table 3: Proposed FY2016-17 District Budget by category
Table 4: Proposed FY2016-17 District Budget by Funding Source
FY2016-17 $ Change from % Change from
District Budget FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Expenditure Category (Unaudited) Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $13,474,291 $16,693,125 $20,212,015 $3,518,890 13%
Less: MAA Reimbursable Staff Costs (1,299,281) (1,037,683) 261,598 -20%
Net Salaries and Benefits 13,474,291 15,393,844 19,174,332 3,780,488 25%
Services and Supplies 4,570,128 5,789,463 8,168,018 2,378,555 41%
Total Operating Expenditures 18,044,419 21,183,307 27,342,350 6,159,043 29%
General Fund Capital 1,170,440 3,777,000 3,616,300 (160,700) -4%
Measure AA Capital 2,092,377 6,637,311 15,066,450 8,429,139 127%
Total Capital Expenditures 3,262,817 10,414,311 18,682,750 8,268,439 79%
General Fund Land and
Associated Costs 4,771,119 1,003,000 399,750 (603,250) -60%
Measure AA Land and
Associated Costs 11,305,640 608,350 (10,697,290) -95%
Total Land and Associated Costs 4,771,119 12,308,640 1,008,100 (11,300,540) -92%
General Fund Property Management 615,280 715,245 (715,245) -100%
Measure AA Property Management 79,999 (79,999) -100%
Total Property Management 615,280 795,244 (795,244) -100%
Debt Service 8,893,601 11,062,744 11,084,840 22,096 0%
Total Debt Service 8,893,601 11,062,744 11,084,840 22,096 0%
TOTAL DISTRICT BUDGET $35,587,236 $55,764,246 $58,118,040 $2,353,794 4%
FY2016-17 $ Change from % Change from
District Budget FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Expenditure Category (Unaudited) Adopted Budget Budget Adopted Budget Adopted Budget
General Fund Operating $27,553,300 $32,961,296 $38,427,190 $5,465,894 17%
General Fund Land/Capital 5,941,559 4,780,000 3,916,050 (863,950) -18%
Measure AA Land/Capital 1,144,956 17,571,950 14,933,200 (2,638,750) -15%
Grants 947,421 451,000 841,600 390,600 87%
TOTAL DISTRICT BUDGET $35,587,236 $55,764,246 $58,118,040 $2,353,794 4%
* Effective FY2016-17, the Property Management Program is transferred to the Land and Facilities Department and incorporated
into the operating and capital budgets.
Page 51 | Section III | Budget and Action Plan FY2016 -17
Operating Budget
The proposed FY2016-17 operating budget totals $27.3 million, which is comprised of a 25% increase in salaries
and benefits and a 41% increase in services and supplies. These changes are discussed below.
Salaries and Benefits
District staff costs account for approximately 74% of the total operating budget in FY2016-17. 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 $1,037,683 to 70% of the operating budget. Key adjustments
for FY2016-17 include:
• A 3% salary increase on July 1, 2015, which was not included in the FY2015-16 Adopted Budget, as
well as a second 3% increase effective July 1, 2016, as approved by the Board of Directors for the Field
Employees Association and Office, Supervisory, and Management employees.
• The annualized cost of $1.2 million for 11 positions that were added and funded during FY2015-16
for partial year only and the proposed addition of 12 positions ($1.3 million) for FY2016-17 for a total
increase of $2.5 million.
• Employer calPERS retirement rate increases, 4.1% and 1.1% for classic and PEPRA employees, respectively,
and an unfunded liability increase of 16.4% or $77,000.
Services and Supplies
The FY2016-17 services and supplies budget is proposed to increase by $2.4 million, or 41%. The primary drivers
of this significant change include:
• An increase in programmatic projects and feasibility studies that facilitate MAA project implementation.
• The transfer of Property Management (previously shown as a separate budget line item) into the
land and Facilities department operating and capital budgets.
• The lease and utility costs for the AO4 additional leased administrative office space.
• An increase of approximately $300,000 for vehicle and equipment, which includes outfitting of new
vehicles, and replacement of aging field equipment.
land
For FY2016-17, the land Acquisition and Preservation budget will no longer include new land purchase funding.
Instead, new land purchases will be funded at the time the Board approves open space land acquisitions. The land
budget includes $508,000 for associated land costs such as surveys, appraisals, legal services, cEQA planning,
environmental and resource studies. In addition, a Purchase Option/Deposit and low Value land Fund in the amount
of $500,000 will be used for entering into new land purchase agreements, and for purchasing low value land and
property rights under the General Manager’s spending authority. The major land projects include completing the
Ravenswood Bay Trail through an exchange of real property rights with the city and county of San Francisco, the
Purisima Uplands property dedication transfer and securing improved road and access rights to the Mt Umunhum
Area of Sierra Azul Open Space Preserve.
Budget and Action Plan FY2016 -17 | Section III | Page 52
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capital Budget
The District’s capital budget consists of funding from Measure AA general obligation bonds, the General Fund,
and grants. correspondingly, the funding source for each project is noted in the Action Plan as capEx-MAA and
capEx-GF and when applicable, project grants are also noted under the funding source in the Action Plan. Measure
AA projects, in some cases, may also be funded by the General Fund and/or grant funds depending on project scope
and the types of expenditures. Expenses eligible for Measure AA reimbursement must meet strict criteria including the
Measure AA expenditure plan approved by the voters, private versus public use, and direct link to providing public
access. Some projects funded by the General Fund may not be eligible for Measure AA funding but nevertheless
facilitate the implementation of Measure AA projects. Examples include preserve master plans and feasibility studies
which do not directly result in a tangible capital asset but are an integral part of natural resource management and
providing public access. Additionally, there are projects that are not defined as capital, but rather operational, and
are noted in the Action Plan as OpEx. A number of operating projects in the Action Plan support the implementation
of Measure AA projects, such as the Restoration Forestry Demonstration Plan and the Madonna creek Agricultural
Production Plan, and are noted accordingly.
The FY2016-17 Proposed capital budget totals $18.7 million, of which, $15 million, or 80%, is funded by Measure
AA. When land is included, total capital/fixed asset expenditures are $19.6 million. Measure AA eligible staffing
costs are limited to direct project management and field construction, and are included in the total project cost.
Table 5 provides a summary of the proposed FY2016-17 capital and land projects grouped by program. More
detail can be found in the Proposed FY2016-17 Action Plan and the Three-Year capital Improvement Program.
Table 5: Proposed FY2016-17 capital Budget by Program
(includes land, excludes Hawthorn)
land Acquisition and Preservation $ 1,008,100 5%
Natural Resource Protection and Restoration 2,591,118 13%
Public Access and Education 13,551,482 69%
Vehicles, Equipment, Facilities, and Other 2,540,150 13%
Total Capital and Land $19,690,850 100%
Debt Service
Debt Service for FY2016-17 totals $11.08 million and is comprised of principal and interest payments on the
District’s bonds and leases, as well as a small number of promissory notes. Total principal payments for FY2016-17
are $4.36 million and interest is $6.7 million. The District will have the opportunity to refund its 2007 series notes in
August, which will likely generate savings depending on market rates at the time of refunding.
Page 53 | Section III | Section III | Budget and Action Plan FY2016 -17
La Honda Creek Open Space Preserve by Greg Hughes
Budget and Action Plan FY2016 -17 | Section IV | Page 54
Section IV:
Proposed 2016-17 Staffing
Sierra Azul Open Space Preserve by Midpen Staff
Page 55 | Section IV | Budget and Action Plan FY2016 -17
FISCAL YEAR 2016-17 DISTRICT STAFFING
District staffing for Fiscal Year (FY) 2016-17 is budgeted for 165.45 FTE, an increase of 26.9 positions over the
FY2015-16 adopted staffing level of 138.55 FTE. As part of the FY2015-16 Midyear Budget, eight positions were
added to proceed with FOSM recommendations and increase project delivery output to meet Measure AA commitments
and enhance the quality and effectiveness of service delivery. An additional three positions were added in April, 2016,
to continue with FOSM recommendations related to transitioning the Operations Department into the Visitor Services
and Land and Facilities Services Departments.
To proceed further with FOSM recommendations and increase the District’s project delivery output to meet Measure AA
commitments, as well as keep pace with patrol and maintenance and restoration service levels as new trails in existing
or newly opened preserves are opened to the public, 12 new positions are proposed for approval for FY2016-17
(eight to continue build out of the Land and Facilities Services and Visitor Services Departments and four in other
departments). Additionally, six new positions are known at this time for recommendation for approval for FY2017-18
(four in Land and Facilities Services and two in other departments), but are not proposed for funding in the FY2016-17
budget. The recommended positions enable the creation of two new departments – Visitor Services and Land and
Facilities Services – in place of the current single Operations Department, with increased service delivery capacity
in this business line. The recommended positions also continue to build service delivery capacity in other District
departments that fulfill the project planning and delivery and finance and administrative services business lines as
recommended by the Financial and Operational Sustainability Model study.
The recommended 12 position additions for FY2016-17 are listed below, followed by the additional six positions
recommended for FY2017-18:
Visitor Services Department
Volunteer Program Lead (1 FTE) — ($61,466-$76,756)
Adding a second Volunteer Program Lead (VPL) position enables the District to engage a greater number of constituents,
including youth, in stewardship volunteer programs. This addition would increase efficiency, as a VPL could then be
assigned to each field area (Foothills and Skyline). With the large amount of scheduled group and individual Advanced
Resource Management Stewards projects (ARMS), it is not feasible for one VPL to scout, plan, prepare for, lead, and
manage follow-up for both field areas and all 26 preserves. This staff person will provide opportunities for community
members to learn about, and value, the local environment; connect with nature; participate in hands-on stewardship;
and involve themselves, family, friends and co-workers in a wide variety of service opportunities. VPL responsibilities
have direct impact on 20 of the Top 25 Vision Plan projects.
Ranger (2 FTEs) — ($64,532-$80,587)
The addition of two District ranger positions will allow for the continued growth of the District’s ranger staff to address
additional patrol, emergency response and visitor services functions in response to increased public visitation. Currently
remote preserves such as Pulgas Ridge, Ravenswood and lower Purisima Creek receive limited amount of patrol presence
due to extended travel time and the lack of ranger staff, especially during the evening hours when rangers are closing
preserves and gates. Furthermore, with the scheduled opening of Mount Umunhum and the unknown impacts of opening
Mount Umunhum Road to vehicle traffic, the scheduled partial openings of La Honda Creek Preserve in 2017 and Bear
Creek Redwoods in 2018, ranger staff will be stretched even thinner. Adding two ranger positions will help extend
patrol coverage to address the additional openings of new preserves and areas to the public. The hiring process for
District rangers can take up to one year, from posting the position to rangers completing the ranger academy/field
training where they are patrolling on their own. Therefore, approving positions for the FY16-17 would allow the new
rangers to be patrolling in the summer of 2017.
Land and Facilities Services Department
Capital Projects Field Manager (1 FTE) — ($90,797-$113,378)
This key position would serve as a critical project management linkage between Administrative Office based project
delivery teams and crews in the field tasked with constructing high priority projects. The position will be responsible
for supervising Special Project Supervisor(s) in the delivery of Measure AA projects constructed with District crews.
Budget and Action Plan FY2016 -17 | Section IV | Page 56
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Land and Facilities Services Department (continued)
This position is key to the long term delivery of Measure AA projects. It provides a direct consistent connection to the
construction crews and coordination with the various Departments responsible for Measure AA delivery. It will also
free up capacity for the Area Managers to concentrate on management of their area and staff.
Maintenance Supervisor – Special Projects (1 FTE) — ($82,342-$102,835)
The Maintenance Supervisor - Special Projects will be the primary supervisor responsible for construction work done by
District field staff to deliver Measure AA projects. This position is expected to regularly be in the field working with the
District’s construction crews. Having a supervisor dedicated to implementing Measure AA projects will streamline project
delivery and promote the efficient on time delivery of measure AA projects.
This position along with the crew it will supervise will also reduce the demand that has been placed on the regular
maintenance crews to complete Measure AA projects allowing them to keep pace with the maintenance required for
increasing public access, trails, and acreage.
Equipment Mechanic/Operator (1 FTE) — ($67,758-$84,617)
Additional line staff, including one EMO position is required to create a new field crew dedicated to measure AA projects.
Most Measure AA projects involve extensive heavy equipment use. EMOs are the classification most skilled at the operation
of heavy equipment and the leadership these projects require. This position, along with the crew it will be a part of,
will also reduce the demand that has been placed on the regular maintenance crews to complete Measure AA projects
allowing them to keep pace with the maintenance required for increasing public access, trails, and acreage.
Lead Open Space Technician (1 FTE) — ($61,466-$76,756)
Additional line staff, including a LOST position, is required to create a field crew dedicated to Measure AA projects.
LOST positions are crucial leadership positions to lead OSTs and Seasonals in carrying out Measure AA projects. This
position, along with the crew it will be a part of, will also reduce the demand that has been placed on the regular
maintenance crews to complete Measure AA projects, allowing them to keep pace with the maintenance required for
increasing public access, trails, and acreage.
Facilities Maintenance Supervisor (1 FTE) — ($90,797-$113,378)
The Facilities Maintenance Supervisor position is required to move the facility management tasks from the Planning
and Administrative Departments into the Land and Facilities Services Department. Since there is no one position that
currently owns those responsibilities there isn’t a position that can be transferred to the Land and Facilities Department.
The primary role of this position is to manage the Administrative Office Facilities and assist in the management of
structures throughout the District. This position will create additional capacity within the Administrative and Planning
Departments as well as providing more focus and responsiveness to the District’s facilities needs.
Project Planning and Delivery Departments
Management Analyst I/II (1 FTE) — ($82,342-$102,835)
This position would support the Project Planning and Delivery Departments – Real Property, Planning, and Engineering
and Construction – with analytical and coordination duties associated with the Action Plan and Budget process, tracking
of project and operational expenditures, and tracking of other metrics related to the land acquisition and capital programs.
Analytic support in this business line will enhance tracking and reporting of data to improve project planning and delivery
and will allow the subject matter experts (real property specialists, planners, capital project managers) to focus on their
projects. This position will be supervised by the Project Planning and Delivery Assistant General Manager.
Finance and Administrative Services
Grants Specialist (1 FTE) — ($82,342-$102,835)
Grants are becoming increasingly competitive to secure and more extensive submittals are also being required. This points to
the need for a centralized grants writer that has the expertise in preparing for, and submitting grant paperwork to achieve a
high rate of success and comply with grant requirements. Expecting project managers to take this time-consuming task on is
no longer a viable alternative, particularly now that the District is focusing on project delivery and striving to reduce imple-
mentation time to accomplish more in less time. This position is recommended to be housed in Administrative Services and to
serve all departments. It will focus on writing and securing grant funds primarily for capital projects and land acquisition, but
also available to secure grants for other functions, including interpretive programs, environmental education, conservation
farming and grazing, natural resource protection/habitat enhancement, fuels management, etc. It will also be available to
submit nominations and applications for recognition of District work.
Page 57 | Section IV | Budget and Action Plan FY2016 -17
Finance and Administrative Services (continued)
Finance Manager – Finance Division (1 FTE) — ($113,057-$141,188)
This position will provides daily oversight and coordination between the budget, accounting, payables, debt and
cash management functions of Finance, develop, document and implement best practice procedures for Finance and
review and enhance use of New World ERP system functionality system-wide and organization-wide. The additional
daily leadership in Finance will enable Administrative Services to continue implementing process and New World
ERP systems improvements as well as roll out additional modules and functionality. This in turn will enable Administrative
Services to provide more robust support to the District’s other departments most notably for grants and procurement
support and compliance.
Human Resources position, to be determined (1 FTE) — ($113,057-$141,188)
With the District’s growth as an organization, an HR Division that is structured and sized appropriately to handle all
of the essential HR functions is critical. In addition to a significant number of recruitments, HR must manage classification
and compensation, benefits, labor relations, policy creation and update work, workers’ compensation claims, performance
evaluation systems, staff development and training, staff recognition, and more. Management Partners will be performing
an assessment of HR functions and capacity and making structural/position recommendations. This position recommendation
is a placeholder until the study is complete. The recommended position classification and salary range would be brought
to the Board for future approval.
The following six positions are recommended for FY2017-18. If approved by the Board, budget for these positions
would be included in next year’s FY2017-18 proposed budget for Board consideration in spring 2017.
Land and Facilities Services
Maintenance Supervisor – Special Projects (1 FTE): See description above. This second Maintenance Supervisor –
Special Projects position will enable the creation of a second capital projects field crew to further enhance the District’s
capacity to deliver Measure AA projects.
Lead Open Space Technician (1 FTE): See description above. This second LOST position will enable the creation of a
second capital projects field crew to further enhance the District’s capacity to deliver Measure AA projects.
Open Space Technician (1 FTE): Additional line staff, including one OST position, is required to create two field crews
dedicated to Measure AA projects. OSTs are key crew members in the field, and complete work units focused on special
projects will help reduce the demand that has been placed on the regular maintenance crews to complete Measure AA
projects, allowing them to keep pace with the maintenance required for increasing public access, trails, and acreage.
Facilities Maintenance Specialist I (1 FTE): This is a handyperson type position, specializing in facilities, and would assist
with District facilities jobs and property management jobs (repairs at rental houses, etc.) that are not contracted out. This
position would partially relieve the half-time FTE (OST) budgeted from Foothills, allowing increased OST activities in the field.
Repair jobs that need multiple workers would still utilize FFO OSTs. Specialization in the repair of structures and District
facilities will create a more efficient and quicker response to facility and structures needs in the District. This position will
also reduce the demand that has been placed on the regular maintenance crews to complete facility and structure related
projects allowing them to keep pace with the maintenance required for increasing public access, trails, and acreage.
Real Property Department
Real Property Specialist I/II (1 FTE): This position will handle title research, appraisal and real estate market anal-
ysis, due diligence on properties, project budgeting, and County and City research for zoning, General Plan compli-
ance, Williamson Act status, environmental health and building records information. This position will also be needed
to administer tax cancellations, Coastal service fees on new land purchases and pursue gifts of Redwood Park and
Hacienda Park “paper subdivision” gift parcels, in addition to working closely with the IST Division on database
management projects. Some of these tasks had previously been handled between the Senior Real Property Specialist
and the Real Property Specialist I, which are positions that have transferred to the Property Management Division
within Land and Facilities Services and have been reclassified as Senior Property Management Specialist and
Property Management Specialist I. Adding this new position to Real Property will help fill these real property function
gaps, and allow Real Property to be more proactive in pursuing new land additions to fulfill Measure AA projects.
Budget and Action Plan FY2016 -17 | Section IV | Page 58
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Natural Resources Department
Resource Management Specialist I/II (1 FTE): This position will work in the Wildlife Program area of the Natural
Resources Department and will expand NR’s capacity to restore and manage rare, threatened, and endangered
species and habitats. The District increasingly has survey, monitoring, and reporting requirements as permitting
components of capital and maintenance projects. This position will coordinate and supervise biological monitoring
of District projects, prepare and administer regulatory permits related to sensitive and listed species impacts, survey
and maintain records of populations of species, and hire and supervise contractors.
Table 6 details the proposed staffing for FY2016-17.
Future Growth in District Staffing
The Financial and Operational Sustainability Model (FOSM) projected growth in District staffing between 2014
and 2020 up to 51 new positions. Since December 2014, 24 new positions have been approved by the Board.
The above recommendations, if approved by the Board, raise the total new positions to 42 since December 2014.
Therefore, under the FOSM model, there are an additional 9 new positions projected by 2020. The General Manager
will continue to assess capacity needs and gaps in expertise in the coming years as new positions are filled and core
functions are reorganized into new departments and programs, in tandem with changes to Board priorities and the
pace of upcoming action plans to determine if and when additional positions are merited. Considering the magnitude
of the restructuring of the District, it is important to spend some time working with the expanded organization to evaluate
how the synergies among new “capacities” may provide unanticipated efficiencies and additional revenue. Based on
that evaluation and reforecasting the District’s 30-year financial model, additional positions projected before 2020 in
the FOSM will be considered for potential submittal to the Board as part of future Budget approvals and/or midyear
budget reviews. Such additional position requests would need to remain consistent with the FOSM projections and
be financially sustainable.
Change from
FY2014-15 FY2015-16 FY2016-17 FY2015-16
Department Adopted FTE Adopted FTE Proposed FTE Adopted
Administration 13.75 18.75 24.75 6.00
Engineering and Construction 0.00 0.00 5.50 5.50
General Counsel 2.50 2.50 2.50 0.00
General Manager 5.00 6.00 8.00 2.00
Land and Facilities 0.00 0.00 49.30 49.30
Natural Resources 9.00 10.00 11.00 1.00
Operations 65.30 68.30 0.00 -68.30
Planning 12.00 14.00 10.50 -3.50
Public Affairs 11.00 12.00 8.00 -4.00
Real Property 6.00 7.00 4.00 -3.00
Visitor Services 0.00 0.00 41.90 41.90
Total FTE 124.55 138.55 165.45 26.90
Table 6: District Positions by Department
Page 59 | Section IV | Budget and Action Plan FY2016 -17
Rancho San Antonio Open Space Preserve by Karl Gohl
Budget and Action Plan FY2016 -17| Section V | Page 60
Section V:
Three-Year Capital
Improvement Program
Skyline Ridge Open Space Preserve by Jack Gescheidt
Page 61 | Section V | Budget and Action Plan FY2016 -17
THREE-YEAR CAPITAL IMPROVEMENT PROGRAM
The Proposed Fiscal Year (FY) 2016-17 Three-Year Capital Improvement Program (CIP) lists projected capital projects
and associated costs for fiscal years FY2016-17 through FY2018-19, and provides funding of $60.7 million over the
next three years. The CIP is funded by the General Fund, Measure AA general obligation bonds, and grants and lists
the capital projects by program similar to the Action Plan. Projects are further subdivided into Measure AA (MAA)
Capital and General Fund Capital projects.
Proposed FY2016-17 Capital Budget
The FY2016-17 Proposed Capital Budget, including costs associated with land acquisition, totals $19.7 million, of
which $15 million is funded by Measure AA. This budget is $3 million, or 13%, lower than the prior year as a result
of a change in how land acquisitions are budgeted. Starting in FY2016-17, the Land Acquisition and Preservation
budget will only include associated land costs such as surveys, appraisals, legal services, environmental planning and
studies, and will no longer include new land purchase funding. Instead, when new land acquisitions are presented to
the Board for approval, a corresponding budget adjustment to fund the purchases will be included. The FY2016-17
Proposed Capital Budget, excluding land and associated costs is $18.6 million, which is 77% higher than the prior
year, resulting from the continuation of Measure AA funding and project implementation, including major capital
improvements at Mt Umunhum. Tables 7 and 8 provide a summary of funding sources and program expenditure
categories for FY2016-17.
Table 7: Three-Year CIP Funding Sources
Measure AA $14,933,200 76%
General Fund 3,916,050 20%
Grants 841,600 4%
Total Funding $19,690,850 100%
Table 8: Three-Year CIP by Program
Land Acquisition and Preservation $ 1,008,100 5%
Natural Resource Protection and Restoration 2,591,118 13%
Public Access and Education 13,551,482 69%
Vehicles, Equipment, Facilities, and Other 2,540,150 13%
Total Capital and Land $19,690,850 100%
The following pages present a summary of the FY2016-17 Three-Year CIP as well as project cost detail by program.
Descriptions of the projects can be found in the FY2016-17 Proposed Action Plan.
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FY2016-17 Three-Year CIP
District Summary by Program FY2016-17 FY2017-18 FY2018-19 3-Year Total
Land Acquisition and Preservation $ 1,008,100 $ 750,000 $ 750,000 $ 2,508,100
Natural Resource Protection and Restoration 2,591,118 2,399,168 1,141,686 6,131,972
Public Access and Education 13,551,482 6,953,350 5,553,000 26,057,832
Vehicles, Equipment, Facilities, and Other 2,540,150 3,620,888 19,919,156 26,080,194
Total CIP $19,690,850 $13,723,406 $27,363,842 $60,778,098
Summary by Program
Land Acquisition and Preservation FY2016-17 FY2017-18 FY2018-19 3-Year Total
MAA 1-3: Miramontes Ridge Land Conservation $ 51,000 — — $ 51,000
MAA 2-2: Ravenswood Bay Trail Design, CEQA,
Permits and Implementation 14,000 — — 14,000
MAA 3-1: Lot Line Adjustment/Property Transfer Purisima Uplands 53,000 — — 53,000
MAA 3-2: Site Clean-up and Soil Remediation Purisima Uplands 30,000 — — 30,000
MAA 4-1: El Corte de Madera Creek Land Conservation 15,000 — — 15,000
MAA 5-1: La Honda Creek Upper Area Land Conservation 29,000 — — 29,000
MAA 10-1: Alpine Road and Drainage Improvements – MOU 50,400 — — 50,400
MAA 19-1: El Sereno Trails 19,000 19,000
MAA 20-1: Hwy 17 Bay Area Ridge Trail Crossing 25,000 — — 25,000
MAA 22-2: Sierra Azul Cathedral Oaks Land Conservation 5,750 — — 5,750
MAA 24-1: Sierra Azul Rancho de Guadalupe Land Conservation 25,200 — — 25,200
MAA 25-1: Sierra Azul Loma Prieta Land Conservation 41,000 — — 41,000
MAA District-wide purchase options and low-value Land Fund 250,000 250,000 250,000 750,000
Subtotal: Measure AA Projects 608,350 — — 608,350
Sierra Azul Mt Umunhum Trail and Property Rights 89,750 — — 89,750
Staff Facilities: Administrative Office Relocation 15,000 — — 15,000
District-wide purchase options and low-value Land Fund 250,000 250,000 250,000 750,000
Lower San Gregorio Creek Watershed Land Conservation 45,000 500,000 500,000 1,045,000
Subtotal: General Fund Projects 399,750 750,000 750,000 1,899,750
Total Land Acquisition and Preservation $1,008,100 $750,000 $750,000 $2,508,100
Part I: Land Acquisition and Preservation
Page 63 | Section V | Budget and Action Plan FY2016 -17
Natural Resource Protection and Restoration FY2016-17 FY2017-18 FY2018-19 3-Year Total
MAA 1-1: Agriculture Well at Madonna Creek — $ 23,000 $ 23,000 $ 46,000
MAA 7-3: La Honda Creek: Fisheries Restoration Apple Orchard 26,079 — — 26,079
MAA 7-4: La Honda Creek: Fisheries Enhancement Event Center 3,864 34,500 — 38,364
MAA 7-7: La Honda Creek Demolitions 355,398 — — 355,398
MAA 9-3: Russian Ridge: Mindego Pond Improvements — 54,165 336,745 390,910
MAA 17-2: Lysons Demolition at Monte Bello 230,300 — — 230,300
MAA 20-1: South Bay Foothills: Wildlife Passage Improvements 293,255 186,300 174,500 654,055
MAA 21-5: Bear Creek Redwoods: Public Access, Roads
and Trails Upgrades 288,000 728,850 — 1,016,850
MAA 21-7: Bear Creek Redwoods: Invasive Weed
Treatment/Restoration 127,308 91,480 64,340 283,128
MAA 21-8: Bear Creek Redwoods: Ponds Restoration 126,442 362,500 125,000 613,942
MAA 22-1: Sierra Azul: Hendrys Creek Restoration 260,171 538,800 198,975 997,946
MAA 23-4: Mt Umunhum Summit Restoration 143,500 128,500 111,250 383,250
MAA 5-2: Upper La Honda Creek Grazing Infrastructure
(taxable bond) 78,353 173,700 45,525 297,578
MAA 7-5: La Honda Creek Grazing Infrastructure (taxable bond) 76,013 18,673 3,051 97,737
MAA 9-1: Russian Ridge Grazing Infrastructure (taxable bond) 186,435 58,700 59,300 304,435
Subtotal: Measure AA Projects 2,195,118 2,399,168 1,141,686 5,735,972
Water Infrastructure Improvements for Existing Uses 120,000 — — 120,000
Page Mill Eucalyptus Removal 276,000 — — 276,000
Subtotal: General Fund Projects 396,000 — — 396,000
Total Natural Resource Protection and Restoration $2,591,118 $2,399,168 $1,141,686 $6,131,972
Part II: Natural Resource Protection and Restoration
Budget and Action Plan FY2016 -17 | Section V | Page 64
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Part III: Public Access and Education
Public Access and Education FY2016-17 FY2017-18 FY2018-19 3-Year Total
MAA 2-1: Cooley Landing Interpretive Facilities and Infrastructure
Design and Implementation (Partnership with East Palo Alto) $ 180,000 — — $ 180,000
MAA 2-2: Ravenswood Bay Trail Design, CEQA, Permitting
and Implementation 202,884 1,884,600 — 2,087,484
MAA 3-4: Harkins Bridge Replacement at Purisima Creek OSP 363,141 — — 363,141
MAA 4-4: El Corte de Madera Creek Oljon Trail (Phases III – IV) 633,413 — — 633,413
MAA 5-5: La Honda Creek: Red Barn Parking Area and
Trail Connections 171,883 1,283,100 40,250 1,495,233
MAA 7-9: La Honda Creek Sears Ranch Interim Parking and
Trail Connections 332,465 — — 332,465
MAA 7-10: La Honda Creek OSP Sears Ranch Road Repairs,
Phase III 265,000 — — 265,000
MAA 17-4: Stevens Creek Nature Trail Bridge 201,115 — — 201,115
MAA 21-3: Bear Creek Redwoods Water System 410,187 1,785,000 — 2,195,187
MAA 21-4: Bear Creek Stables Site Plan Implementation 156,648 271,000 2,937,500 3,365,148
MAA 21-5: Bear Creek Redwoods Public Access, Phase 1 288,005 934,500 500,250 1,722,755
MAA 21-6: Bear Creek Redwoods Alma College Site
Rehabilitation Plan and CEQA 419,250 777,750 2,075,000 3,272,000
MAA 23-2: Sierra Azul: Bridges for Mt Umunhum
Trail Implementation 49,304 — — 49,304
MAA 23-4: Sierra Azul: Summit Restoration, Parking
and Landing Zone 5,504,204 — — 5,504,204
MAA 23-5: Sierra Azul: Mt Umunhum Guadalupe Creek
Overlook and Bridges 74,816 — — 74,816
MAA 23-6: Sierra Azul: Mt Umunhum Road Design
and Construction 3,619,017 — — 3,619,017
Subtotal: Measure AA Projects 12,871,332 6,935,950 5,553,000 25,360,282
Purisima Creek Redwoods – Purisima 1 Bridge Redecking 27,200 — — 27,200
La Honda Creek Harrington Creek Vehicle Bridge Redecking 23,400 — — 23,400
Bear Creek Redwoods Preserve Plan and CEQA 90,000 — — 90,000
Bear Creek Stables Site Plan and CEQA 4,000 — — 14,000
Hwy 17 Bay Area Ridge Trail Crossing Feasibility Study 16,200 17,400 — 33,600
Sierra Azul OSP Meyer Residence Remodel and Upgrade 269,100 — — 269,100
Fremont Older Staging Area Public Safety Improvements 240,250 — — 240,250
Subtotal: General Fund Projects 680,150 17,400 — 697,550
Total Public Access and Education $13,551,482 $6,953,350 $5,553,000 $26,057,832
Page 65 | Section V | Budget and Action Plan FY2016 -17
Vehicles, Equipment, Facilities, and Other FY2016-17 FY2017-18 FY2018-19 3-Year Total
Administrative Offices (AO) Future Office $ 120,000 $ 2,664,888 $18,983,156 $21,768,044
Farm Labor Housing – La Honda Creek OSP 394,900 — — 394,900
El Sereno Residence Rebuild or Demolition 69,500 — — 69,500
Fremont Older Water System 74,750 — — 74,750
La Honda Point of Diversion 17 Water Line Replacement 155,250 — — 155,250
4150 Sears Ranch Road Water and Road Improvements 110,350 — — 110,350
Document Management System 25,000 — — 25,000
Intranet Implementation 50,000 — — 50,000
IT Infrastructure Hardware 210,000 — — 210,000
IT Infrastructure Software 33,900 — — 33,900
Site-to-Site (IT Implementation) 22,800 — — 22,800
Enterprise GIS Planning and Implementation 165,000 — — 165,000
NWS Payroll/HR Module Implementation 20,000 — — 20,000
Equipment (Land and Facilities) 290,000 376,000 376,000 1,128,000
Vehicles – Administrative 75,000 110,000 90,000 300,000
Vehicles – Maintenance 530,000 220,000 220,000 710,000
Vehicles – Patrol 193,700 250,000 250,000 800,000
Subtotal: General Fund Projects 2,540,150 3,620,888 19,919,156 26,080,194
Total Vehicles, Equipment, and Other 2,540,150 3,620,888 $19,919,156 26,080,194
Total: Measure AA Projects 15,674,800 9,335,118 $6,694,686 31,704,604
Total: General Fund Projects 4,016,050 4,388,288 20,669,156 29,073,494
Grand Total: All Capital Projects $19,690,850 $13,723,406 $27,363,842 $60,778,098
Part VI: Vehicles, Equipment, Facilities, and Other
Vehicles, Equipment, Facilities, and Other FY2016-17 FY2017-18 FY2018-19 3-Year Total
Hendrys Creek Restoration – Santa Clara Valley Water
District Grant (MAA) $ 36,000 $ 249,675 $ 198,975 $ 484,650
Ravenswood Bay Trail – San Mateo County Measure A
Grant (MAA) 195,600 1,204,400 — 1,400,000
Mt Umunhum Restoration – Coastal Conservancy Grant (MAA) $510,000 — — $510,000
La Honda Creek OSP: Farm Labor Housing – San Mateo
County Grant (GF) 100,000 — — $100,000
Total Grant Income 841,600 1,454,075 198,975 2,494,650
Total Capital Projects, net of Grant Income $18,849,250 $12,269,331 $27,164,867 $58,283,448
Part V: Grant income
Budget and Action Plan FY2016 -17 | Section V | Page 66
Section VI:
Hawthorn Fund Budget
Windy Hill Open Space Preserve by Jennifer Fraser
Page 67 | Section VI | Budget and Action Plan FY2016 -17
The Proposed Fiscal Year (FY) 2016-17 Annual Budget for the Hawthorn endowment totals $133,050, which is 82%
lower than the FY2015-16 Midyear Budget. The $82,750 capital budget includes funding for completion of a partnership
for long-term care and maintenance of the historic complex as well as arborist services, rodent control, roof repairs, fence
repairs, and other minor stabilization efforts to mitigate deterioration as staff negotiates a partnership agreement.
Approximately $50,000 is budgeted for operating expenses, which include $10,000 for video surveillance equipment,
as well as $40,000 for defensible space activities required by the Town of Portola Valley’s Fire Department.
If the proposed Hawthorn budget is approved, the endowment fund balance at the end of FY2016-17 is projected
to be $1,534,594. (See Table 10 below.)
Hawthorn Fund
FY2016-17 Proposed Annual Budget
FY2016-17 $ Change from %s Change from
FY2014-15 FY2015-16 Proposed Midyear Midyear
Budget Category Actuals Midyear Budget Annual Budget FY2015-16 FY2015-16
Operating Expenses $17,803 $ 97,185 $ 50,300 ($ 46,885) -48%
Capital Expenses 5,771 637,742 82,750 (554,992) -87%
Total: Hawthorn $23,753 $734,927 $133,050 ($601,877) -82%
Hawthorn: Endowment Fund Interest Income Expenditures Total Cash Balance
Hawthorn Fund Original Endowment: — — $2,018,445
Fiscal Year 2011-12 3,267 (50,672) 1,917,040
Fiscal Year 2012-13 7,854 (122,347) 1,8 56,547
Fiscal Year 2013-14 5,600 (141,389) 1,720758
Fiscal Year 2014-15 5,818 (23,753) 1,703,003
Fiscal Year 2015-16 – Proposed 7,184 (47,543) 1,662,644
Fiscal Year 2016-17 – Proposed 5,000 (133,050) 1,534,594
Ending Balance – Projected $1,534,594
Table 9: Hawthorn Fund
Table 10: Hawthorn – Projected Cash Balance
Budget and Action Plan FY2016 -17 | Section VI | Page 68
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Section VII:
Department Summaries
Staff photo by Erin Ashford
Page 69 | Section VII | Budget and Action Plan FY2016 -17
Administrative Services Department
Department Mission Statement
Provide overall financial, human resources, information systems, and other administrative support
of the District in support of the organization’s mission and goals.
Core Functions
• Provide financial management, budgeting, and accounting services.
• Administer Human Resources Programs and coordinate employee relations activities.
• Manage the District’s Information Technology and Geographic Information systems and services.
• Provide the District with an overall IT strategy that fosters organizational innovation and efficiencies.
• Provide office management and public reception/customer service at the Administrative Office.
• Manage District procurement.
Organizational Chart
Special
Projects
Chief Financial
Officer/Director of
Administration
Information
Systems and
Technology
ProcurementFinance and
Budget
Human
Resources
Russian Ridge Open Space Preserve by Deane Little
Budget and Action Plan FY2016 -17 | Section VII | Page 70
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Major Workplan Items for Fiscal Year 2016-17
Capital Projects
• Asset and Work Order Management System
• District-wide Intranet
• Enterprise GIS Planning and Implementation
• Integrated Accounting and Financial System (IAFS), Phase III: Payroll Implementation
• IT Infrastructure Upgrades
Operating Projects
• Electronic Document Management System
• Employee Leadership Academy
• Employee On-Boarding Program
• Evaluation of Additional IAFS Modules
• Performance Planning and Evaluation Process and Forms
• Signage Inventory Update
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Administrative Services FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $2,921,591 $1,717,624 $ 3,564,339 $ 1,846,715 108%
Services and Supplies 1,807,565 1,318,026 1,099,367 (218,659) -17%
Total Operating Expenditures 4,729,156 3,035,650 4,663,706 1,628,056 54%
General Fund Capital 49,956 164,000 526,700 362,700 221%
Debt Service — — 11,084,840 11,084,840 N/A
Total Administrative
Services Expenditures $4,779,112 $3,199,650 $16,275,246 $13,075,596 409%
Total FTE 13.75 18.75 24.75 6.00 32%
Page 71 | Section VII | Budget and Action Plan FY2016 -17
Engineering and Construction Department
Department Mission Statement
Implement large scale capital projects to improve and maintain the District’s infrastructure and facilities that are
necessary to facilitate ecologically-sensitive and safe public access and ongoing stewardship and care for the land.
Core Functions
• Oversee and manage the design and engineering, permitting, bidding, and construction of large
scale capital improvement projects.
• Provide construction management and/or construction oversight of large scale capital projects.
• Ensure that capital projects comply with all necessary requirements and regulations related to construction,
including building code requirements, mitigation measures, permit conditions, and federal regulations.
• Develop and assist with cost estimations and constructability assessments during the planning, scoping,
and early design phase of capital projects.
• Ensure the District’s construction standards remain current.
Organizational Chart
Engineering and
Construction
Manager
Costing and
Constructability
Assessments
Project
Compliance
Design and
Engineering
Construction
Management
Construction
Standards
Sierra Azul Open Space Preserve by Delehanty
Budget and Action Plan FY2016 -17 | Section VII | Page 72
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Major Workplan Items for FY2016-17
Capital Projects
• MAA 2-2: Ravenswood Bay Trail Design and Implementation
• MAA 7-7: La Honda Creek: Structures Demolitions
• MAA 7-9: La Honda Creek: Sears Ranch Interim Parking Area and Trail Connections
• MAA 7-10: La Honda Creek: Sears Ranch Road Repairs, Phase III
• MAA 17-2: Lysons Structures Demolition, Montebello
• MAA 17-4: Stevens Canyon Trail Bridges, Montebello
• MAA 21-3: Bear Creek Redwoods Water System
• MAA 21-5: Bear Creek Redwoods: Public Access, Phase I
• MAA 21-6: Bear Creek Redwoods: Alma College Site Rehabilitation Plan
• MAA 23-4: Mount Umunhum Summit Restoration, Parking and Landing Zone
• MAA 23-6: Mount Umunhum Road Design, Permitting and Implementation
• El Sereno Residence Demolition
• Farm Labor Housing: La Honda Creek
• Fremont Older Staging Area Public Safety Improvements
• Harkins Bridge Replacement at Purisima Creek
• La Honda Creek: Harrington Creek Vehicle Bridge Redecking
• Sierra Azul Meyer Residence Remodel and Upgrades
Operating Projects
• None
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Engineering and Construction FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits — — $ 661,344 $ 661,344 N/A
Less: MAA Reimbursable Staff Costs — — (152,917) (152,917) N/A
Net Salaries and Benefits — — 508,427 508,427 N/A
Services and Supplies — — 59,550 59,550 N/A
Total Operating Expenditures — — 567,977 567,977 N/A
General Fund Capital — — 532,750 532,750 N/A
Measure AA Capital — — 11,615,042 11,615,042 N/A
Total Capital Expenditures — — 12,147,792 12,147,792 N/A
Total Engineering and
Construction Expenditures — — $12,715,769 $ 12,715,769 N/A
Total FTE 0.00 0.00 5.50 5.50 N/A
Page 73 | Section VII | Budget and Action Plan FY2016 -17
Office of the General Counsel Department
Department Mission Statement
Provide legal services and counsel to the Board of Directors, committees, and District departments.
Core Functions
• Provide legal review and advice to the District Board and staff.
• Represent the District in litigation and legal matters with outside agencies.
• Administer the District’s risk management program.
Organizational Chart
General
Counsel
Litigaton Risk
Management
Legal
Support
Budget and Action Plan FY2016 -17 | Section VII | Page 74
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Major Workplan Items for FY2016-17
Capital Projects
• None
Operating Projects
• Bear Creek Redwoods: Water Rights
• Integration of Insurance Requirements into IAFS
• Mount Umunhum Road Access Rights
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
General Counsel FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $419,356 $462,404 $511,956 $ 49,552 11%
Services and Supplies 37,196 61,915 61,115 (800) -1%
Total Operating Expenditures 456,552 524,319 573,071 48,752 9%
Total General Counsel Expenditures $456,552 $524,319 $573,071 $ 48,752 9%
Total FTE 2.50 2.50 2.50 — 0%
Sierra Azul Open Space Preserve by Frances Freyberg
Page 75 | Section VII | Budget and Action Plan FY2016 -17
Office of the General Manager Department
Department Mission Statement
Responsible for the overall operation of the District. Under policy direction from the Board of Directors,
the General Manager carries out the District’s adopted Strategic Plan goals and objectives and Vision
Plan Priority Actions and works through the Executive Team to provide leadership, direction, resources,
and tools to District Departments to ensure effective, efficient, and financially-prudent project and service
delivery for the public benefit.
Core Functions
• Provide leadership, oversight, and direction for District functions.
• Accomplish the goals and objectives set out in the Board of Directors Strategic Plan.
• Implement the District’s Vision Plan Priority Actions.
• Ensure that the District’s policies and procedures are fiscally sustainable.
• Provide legislative support to the Board of Directors, including duties associated with the Board
of Directors’ agenda and actions, officiating all District elections and maintaining all official records.
Organizational Chart
Public Affairs
Manager
Special Projects
and Program
Management
General
Manager
Finance and
Administrative
Services
District
Clerk
Project Planning
and Delivery
Visitor and Field
Services
Budget and Action Plan FY2016 -17 | Section VII | Page 76
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Major Workplan Items for FY2016-17
Capital Projects
• None
Operating Projects
• Complete Records Inventory and Retention Schedule
• Continue FOSM Implementation
• Interagency Coordination on Outside Partnership Projects
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
General Manager’s Office FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $ 981,473 $1,124,026 $1,500,452 $376,426 33%
Services and Supplies 1,127,762 400,425 401,790 1,365 0%
Total Operating Expenditures 2,109,235 1,524,451 1,902,242 377,791 25%
Total General Manager Expenditures $2,109,235 $1,524,451 $1,902,242 $377,791 25%
Total FTE 5.00 6.00 8.00 2.00 33%
Ravenswood Open Space Preserve by John Green
Page 77 | Section VII | Budget and Action Plan FY2016 -17
Land and Facilities Service Department
Department Mission Statement
Improve, restore, and maintain District lands in a manner that ensures protection and stewardship of the land,
that provides public access to explore and enjoy District lands, and that is consistent with ecological values
and public safety. Provide and maintain District facilities and trails for public use, field and administrative
facilities for staff use, and rentals. Manage grazing, agricultural, and other facility leases to support the
Mission of the District.
Core Functions
• Maintain and construct an enjoyable and sustainable trail system.
• Provide in-the-field services to protect and restore natural resources.
• Protect public health and safety through fire prevention and safe access.
• Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage
in multi-stakeholder efforts to further District goals.
• Maintain District facilities to ensure safety, comfort and the public’s enjoyment.
• Manage grazing, agricultural, and other facility leases to further District goals.
• Provide and maintain field and administrative facilities for staff use.
• Manage revenue-producing properties.
Organizational Chart
Land and
Facilities Service
Manager
Facilities
Maintenance
Field
Maintenance
Field Capital
Projects
Property
and Land
Management
Purisima Creek Redwoods Open Space Preserve by Karl Gohl
Budget and Action Plan FY2016 -17 | Section VII | Page 78
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Major Workplan Items for FY2016-17
Capital Projects
• MAA 4-4: El Corte de Madera: Oljon Trail Implementation
• MAA 5-2: Upper La Honda Creek Grazing Infrastructure
• MAA 7-5: La Honda Creek Grazing Infrastructure
• MAA 7-9: La Honda Creek: Sears Ranch Interim Parking Area and Trail Connections
• MAA 9-1: Russian Ridge Grazing Infrastructure
• MAA 17-4: Stevens Canyon Trail Bridges, Montebello
• MAA 21-4: Bear Creek Stables Site Plan Implementation
• MAA 23-2: Mount Umunhum Trail Construction
• MAA 23-4: Mount Umunhum Summit Restoration, Parking and Landing Zone
• MAA 23-5: Mount Umunhum Guadalupe Creek Overlook and Bridges
• El Sereno Residence Demolition
• Fremont Older Water System Upgrade
• Farm Labor Housing: La Honda Creek
• La Honda Creek: Harrington Creek Vehicle Bridge Redecking
• La Honda Creek Point of Diversion 17 Water Line Replacement
• Madonna Creek Agricultural Production Plan and Lease
• Page Mill Eucalyptus Removal
• 4150 Sears Ranch Road Water and Road Improvements, La Honda Creek
Operating Projects
• Bear Creek Stables RFP/Lease
• Black Mountain Tower Leases
• District Housing Policy
• Sierra Azul Meyer Property Planning and Programming
• Skyline Ridge Christmas Tree Farm Lease
• Toto Ranch Grazing Lease and Infrastructure Improvements
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Land and Facilities FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits — — $ 5,099,687 $ 5,099,687 N/A
Less: MAA Reimbursable Staff Costs — — (657,176) (657,176) N/A
Net Salaries and Benefits — — 4,442,511 4,442,511 N/A
Services and Supplies — — 3,244,861 3,244,861 N/A
Total Operating Expenditures — — 7,687,372 7,687,372 N/A
General Fund Capital — — 2,196,650 2,196,650 N/A
Measure AA Capital — — 1,049,139 1,049,139 N/A
Total Capital Expenditures — — 3,245,789 3,245,789 N/A
Total Land and Facilities Expenditures — — $10,933,161 $10,933,161 N/A
Total FTE — — 49.30 49.30 N/A
Page 79 | Section VII | Budget and Action Plan FY2016 -17
Natural Resources Department
Department Mission Statement
Protect and restore the natural diversity and integrity of the District’s resources for their value to the
environment and the public, and provide for the use of the preserves consistent with resource protection.
Core Functions
• Plan, implement, and design projects to protect and restore the natural resources.
• Comply with the California Environmental Quality Act (CEQA) and resource agency
regulation requirements.
• Work with other entities to obtain funding, plan for, and protect District and regional natural resources.
• Steward District working landscapes to protect natural resource values and provide sustainable
agricultural uses.
Organizational Chart
Natural
Resources
Manager
Wildlife
Management
Natural and
Physical
Sciences
Vegetation
Management
La Honda Creek Open Space Preserve by Midpen Staff
Budget and Action Plan FY2016 -17 | Section VII | Page 80
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Major Workplan Items for FY2016-17
Capital Projects
• MAA 7-3: Endangered Wildlife Protection – Fisheries Enhancement, Apple Orchard
• MAA 10-1: Alpine Road Regional Trail, Coal Creek
• MAA 20-1: Wildlife Passage Improvements: Highway 17
• MAA 21-5: Bear Creek Redwoods: Public Access, Roads and Trails Upgrade
• MAA 21-7: Bear Creek Redwoods: Preserve Plan – Intensive Weed Treatment/Restoration Plan
• MAA 21-8: Bear Creek Redwoods: Ponds Restoration
• MAA 22-1: POST Henrys Creek Property Land Restoration
• MAA 23-4: Mount Umunhum Summit Area Restoration
• Bear Creek Redwoods: Public Recreation and Interpretive Projects – Water Infrastructure
Improvements for Existing Uses
Operating Projects
• Archeological Resource Survey, Assessment, and Curation
• Carbon Sequestration /Climate Change Analysis
• Endangered Species Programmatic Permitting
• Guadalupe River Mercury Total Maximum Daily Load Coordinate Monitoring Program
• San Gregorio Creek and Purisima Creek Watersheds Adjudication Compliance
• Marbled Murrelet Recovery Planning
• Madonna Creek Agricultural Production Plan and Lease
• Natural Resources Procedures Manual
• Peninsula Working Group Strategic Plan: Pescadero Watershed Assessment and Planning
• Predator/Livestock Predation Policy
• Prescribed Fire Program Development
• Resource Management Grants Program
• Restoration Forestry Demonstration Project
• Mindego Ranch Aquatic Species Enhancement Plan Implementation
• Sudden Oak Death Monitoring and Research
• Water Use and Monitoring Reporting
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Natural Resources FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $ 909,239 $1,169,398 $1,336,729 $167,331 14%
Less: MAA Reimbursable Staff Costs — (125,500) (193,837) (68,337) 54%
Net Salaries and Benefits 909,239 1,043,898 1,142,892 98,994 9%
Services and Supplies 382,869 735,930 1,148,720 412,790 56%
Total Operating Expenditures 1,292,108 1,779,828 2,291,612 511,784 29%
General Fund Capital 404,828 235,000 120,000 (115,000) -49%
Measure AA Capital 314,598 1,777,500 1,053,417 (724,083) -41%
Total Capital Expenditures 719,426 2,012,500 1,173,417 (839,083) -42%
Total Natural Resources Expenditures $2,011,534 $3,792,328 $3,465,029 ($327,299) -9%
Total FTE 9.00 10.00 11.00 1.00 10%
Page 81 | Section VII | Budget and Action Plan FY2016 -17
Planning Department
Department Mission Statement
Following a robust public participation process, prepare use and management plans for District Preserves and
conduct initial design of recreation facilities and other site improvements while protecting and enhancing the
unique and sensitive natural resources that are native to the land; and review other agency land use plans
and outside development proposals that may affect the District’s mission.
Core Functions
• Oversee and manage projects for public access, staff facilities, and stewardship of cultural and historic
resources through scoping, feasibility, programming, early design, and land use permitting.
• Develop and maintain current and long-range use and management plans, policies, and procedures
for Preserves.
• Comply with all applicable federal, state, and local codes and regulations, and permitting requirements
for project planning and early design (e.g. California Environmental Quality Act, American for Disabilities
Act, National Preservation Act, etc.)
• Seek partnership opportunities and new funding sources to further Midpen’s mission, Vision Plan,
Strategic Plan goals, and leverage Measure AA funding.
• Participate in regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay Area Ridge
Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to open
space preservation and public access.
• Engage the public and partner agencies in Midpen’s planning activities.
• Plan and design signage for Preserves and trails.
• Review external planning activities and projects that may affect District interests.
Organizational Chart
Planning
Manager
Long-Range
Planning
Environmental
Review
Preliminary
Environmental
Review
Current
Planning
Land Use
Permitting
Regional
Trails
Coordination
Budget and Action Plan FY2016 -17 | Section VII | Page 82
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Major Workplan Items for FY2016-17
Capital Projects
• MAA 2-1: Ravenswood: Cooley Landing Interpretive Facilities Design and Implementation
• MAA 2-2: Ravenswood: Ravenswood Bay Trail Design and Implementation
• MAA 4-4: El Corte de Madera: Oljon Trail Implementation, Phases III and IV
• MAA 5-5: La Honda Creek: Red Barn Parking Area and Trail Connections
• MAA 7-9: La Honda Creek: Sears Ranch Interim Parking Area and Trail Connections
• MAA 21-4: Bear Creek Stables Site Plan Implementation
• MAA 21-5: Bear Creek Redwoods: Public Access, Phase I
• MAA 21-6: Bear Creek Redwoods: Alma College Site Rehabilitation Plan
• MAA 22-1: POST Hendrys Creek Property Land Restoration
• MAA 23-2: Mount Umunhum Trail Construction
• MAA 23-4: Mount Umunhum Summit Restoration, Parking and Landing Zone
• MAA 23-5: Mount Unumhum Guadalupe Creek Overlook and Bridges
• Bay Area Ridge Trail: Highway 17 Crossing
• Bear Creek Redwoods Preserve Plan and CEQA
• Bear Creek Stables Site Plan and CEQA
• Hawthorns Historic Complex, Windy Hill
Operating Projects
• Accessibility Plan Update
• Administrative Office Long-Term Facility Plan and Selection
• El Sereno: Dog Access
• Mount Umunhum SCVWD Antenna Relocation and USGS Equipment Relocation
• Sierra Azul Meyer Property Planning and Programming
• Signage Inventory Update
• South Area Office Long-Term Facilities Feasibility Study
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Planning FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $1,257,522 $1,567,117 $1,352,252 ($214,865) -14%
Less: MAA Reimbursable Staff Costs — (505,811) (33,752) 472,059 -93%
Net Salaries and Benefits 1,257,522 1,061,306 1,318,500 257,194 24%
Services and Supplies 237,201 346,150 700,620 354,470 102%
Total Operating Expenditures 1,494,723 1,407,456 2,019,120 611,664 43%
General Fund Capital 776,630 1,607,000 240,200 (1,366,800) -85%
Measure AA Capital 11,870 4,099,811 1,348,852 (2,750,959) -67%
Total Capital Expenditures 788,500 5,706,811 1,589,052 (4,117,759) -72%
Total Planning Expenditures $2,283,223 $7,114,267 $3,608,172 ($3,506,095) -49%
Total FTE 12.00 14.00 10.50 (3.50) -25%
Page 83 | Section VII | Budget and Action Plan FY2016 -17
Public Affairs Department
Department Mission Statement
Educate and make clearly visible to the public the purposes and actions of the District, and actively
encourage public input and involvement in the District’s decision-making process and other activities.
Core Functions
• Maximize public awareness and understanding of the District and its activities.
• Engage the public through programs that educate and involve the community and expand
the District’s capacity to reach diverse audiences.
• Collect and evaluate constituent feedback and recommend action.
• Review and recommend legislation that affects and/or benefits the District’s ability to carry out its mission.
Organizational Chart
Public Affairs
Manager
Community
Outreach
Government
Affairs
Public
Information
and Media
Winging Event, Skyline Ridge Open Space Preserve by Jack Gescheidt
Budget and Action Plan FY2016 -17 | Section VII | Page 84
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Major Workplan Items for FY2016-17
Capital Projects
• None
Operating Projects
• Bench Policy and Memorial Options
• Board Outreach
• Climate Change and Sustainability Education
• Community-Hosted Outreach Events
• Create New Self-Guided Audio Tour
• District Groundbreaking and Dedication Events
• El Sereno Residence Demolition
• Enhance Docent Program Data Collection and Transfer
• Go Green User Toolkit
• Government Relations
• Health Incentive Program: Healthy Parks/Healthy People
• Key Branding Strategy for District Preserves
• Latino Outdoors Program Funding
• Mount Umunhum Dedication/Grand Opening Events
• Partnership Development: Businesses
• Partnership Development: Youth Program
• Preserve Use Study
• Public Affairs Strategic Plan
• San Mateo County Coast Outreach
• Sierra Azul: Mount Umunhum Groundbreaking and Dedication Events
• Update Measure AA Information Material
• Website Enhancement Projects
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Public Affairs FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $1,074,534 $1,241,881 $ 969,616 ($272,265) -22%
Services and Supplies 615,165 719,690 793,650 73,960 10%
Subtotal: Operating Budget 1,689,699 1,961,571 1,763,266 (198,305) -10%
Total Department Budget $1,689,699 $1,961,571 $1,763,266 ($198,305) -10%
Total FTE 11.00 12.00 8.00 (4.00) -33%
Page 85 | Section VII | Budget and Action Plan FY2016 -17
Real Property Department
Department Mission Statement
Purchase or otherwise acquire interest in strategic open space land; connect District open space lands
with federal, state, county, city, and other protected open space lands, parklands, watershed lands.
Core Functions
• Provide comprehensive land conservation planning and analysis to guide the land purchase
program in coordination with other Departments.
• Create and take advantage of opportunities to conserve a greenbelt of protected open space
lands along the ridgelines, foothills, and baylands.
• Provide technical assistance to protect and secure District public open space property rights
and interests (including fee and easement interests).
• Develop and strengthen neighbor, conservation partner and agency relationships to facilitate
land protection goals and conservations partnerships.
Organizational Chart
Real Property
Manager
Lease Agreements
Related to New
Acquisitions
Land and
Property
Acquisition
Pre-Acquisition
Assessment
Property
Rights
El Sereno Open Space Preserve by Amanda Mills
Budget and Action Plan FY2016 -17 | Section VII | Page 86
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Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Real Property FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits $707,455 $980,242 $626,896 ($353,346) -36%
Less: MAA Reimbursable Staff Costs — (21,970) — 21,970 -100%
Net Salaries and Benefits 707,455 958,272 626,896 (331,376) -35%
Services and Supplies 55,021 132,900 155,870 22,970 17%
Subtotal: Operating Budget 762,476 1,091,172 782,766 (308,406) -28%
General Fund Land and Associated Costs 279,859 1,003,000 399,750 (603,250) -60%
Measure AA Land and Associated Costs 4,491,260 11,305,640 608,350 (10,697,290) -95%
Subtotal: Land and Associated Costs 4,771,119 12,308,640 1,008,100 (11,300,540) -92%
General Fund Property Management* 615,280 715,245 — (715,245) -100%
Measure AA Property Management* — 79,999 — (79,999) -100%
Subtotal Property Management* 615,280 795,244 — (795,244) -100%
Debt Service 8,893,601 11,142,744 — (11,142,744) -100%
Total Department Budget $15,042,476 $25,337,800 $1,790,866 ($23,546,934) -93%
Total FTE 6.00 7.00 4.00 (3.00) -43%
* Effective FY2016-17, the Property Management Program is transferred to the Land and Facilities Department and incorporated
into the operating and capital budgets.
Major Workplan Items for FY2016-17
Capital Projects
• MAA 1-3: Miramontes Ridge: Land Conservation
• MAA 2-2: Ravenswood Bay Trail Easement and CEQA
• MAA 3-1: Purisima Uplands Lot Line Adjustment/Property Transfer and Protection of Lobitos Creek Watershed
• MAA 3-2: Purisima Uplands Site Cleanup and Soil Remediation Assessment
• MAA 4-1: El Corte de Madera and MAA 5-1: La Honda Creek Upper Area Land Conservation
• MAA 10-1: Coal Creek: Alpine Road Regional Trail
• MAA 20-2: El Sereno: Trails and Wildlife Corridor
• MAA 22-1: Sierra Azul: Cathedral Oaks Land Conservation
• MAA 24-1: Sierra Azul: Rancho de Guadalupe Land Conservation
• MAA 25-1: Sierra Azul: Loma Prieta Land Conservation
• Administrative Office Relocation Investigation
• Lower San Gregorio Creek Watershed Land Conservation
• Pursue New Land Conservation Opportunities
• Sierra Azul: Mount Umunhum Public Access and Property Rights
Operating Projects
• Encroachment Resolution (Gullicksen), Saratoga Gap
• Encroachment Resolution (Kennedy Trail), Sierra Azul
• Encroachment Resolution (Stevens Canyon Ranch Area), Saratoga Gap
• Stevens Canyon Water Dispute at Saratoga Gap
Page 87 | Section VII | Budget and Action Plan FY2016 -17
Visitors Services Department
Department Mission Statement
Ensure protection and stewardship of the land and visitor safety, manage public access consistent
with ecological values and public safety, and provide opportunities for enrichment of visitors through
the environmental education, docent, and volunteer programs.
Core Functions
• Protect public health and safety through enforcement of District rules and regulations, fire protection,
emergency medical response.
• Provide frontline public contact and services on District lands.
• Manage the Docent, Environmental Education, and Volunteer programs.
• Foster neighbor, partner, and public safety agency relationships and engage in collaborative
efforts to further District goals.
Organizational Chart
Visitor Services
Manager
Volunteer
Program
Ranger
Services
Docent, Education
and Interpretive
Programs
Skyline Ridge Open Space Preserve by Liv Ames
Budget and Action Plan FY2016 -17 | Section VII | Page 88
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Major Workplan Items for FY2016-17
Capital Projects
• None
Operating Projects
• AEDs for District Emergency Response Vehicles
• Docent and Volunteer Support and Public Outreach
• Docent and Volunteer Programs Evaluation
• Enhance Docent and Volunteer Program Data Collection and Transfer
• Partnership Development with Volunteer Groups
• Visitor Use Level Measurement
• Training Database Upgrades
• Signage Inventory Update
• Sierra Azul Meyer Property Planning and Programming
Department Budget FY2016-17
FY2016-17 $ Change from % Change from
Visitors Services FY2014-15 Actuals FY2015-16 Proposed Annual FY2015-16 FY2015-16
Department Budget Actuals Adopted Budget Budget Adopted Budget Adopted Budget
Salaries and Benefits — — $4,588,744 $4,588,744 N/A
Services and Supplies — — 502,475 502,475 N/A
Subtotal: Operating Budget — — 5,091,219 5,091,219 N/A
Total Department Budget — — $5,091,219 $5,091,219 N/A
Total FTE 0.00 0.00 41.90 41.90 N/A
Page 89 | Section VII | Budget and Action Plan FY2016 -17
Glossary
TErM DEsCrIPTIoN
action Plan The work plan that includes all of the projects and key initiatives that the District pursue.
Budget The plan of expenditures and revenues for a specific period of time.
Capital Budget Expenditures that are used to improve the infrastructure and assets of the District.
Debt service Debt service is the payment of the principal and interest on an obligation resulting
from the issuance of bonds and/or promissory notes.
Fiscal year (Fy) Denotes the budget year as July 1 to June 30 (12-month cycle) for accounting
purposes in opening and closing financial records.
FosM Financial and organizational sustainability Model is a comprehensive report that
provides the District with recommendation on strengthening organizational capacity to
fulfill the its mission of land preservation, natural resource protection, and public
access and education.
Funds Different revenue sources used for specific purposed dependent on the type
of District activity.
Full-Time Equivalent (FTE) one FTE is equivalent to 2080 hours of work per year. some positions are part-time
and are budgeted based on hours that are then converted to a full-time equivalent
of a position.
GasB 54 accounting guidelines issued by the Governmental accounting standards Board (BasB)
on fund balance reporting and classification of Governmental Funds.
General Fund The main governmental operating fund for the District. The General Fund is primarily
used to fund personnel costs, routine operational and maintenance expenses, and
debt service.
General obligation (Go) Bond Go Bond is a local governmental debt issue that is secured by a broad government
pledge to use its tax revenues to repay the bond holders.
Hawthorn Endowment This fund may only be used for expenses required to maintenance the property.
Expenditures can be both operating and capital.
Measure aa Voters approved general obligation bond to be used on improvement projects that
meet specific criteria as outlined in the 25 Project Portfolios outline in the bond measure.
operating Budget This budget plans for projects costs for salaries and Benefits, and services and supplies.
oPEB other Post Employment Benefits.
CalPErs The California Public Employee retirement system.
Projected The projected amount of expenditures and/or revenues for the District, before the
account books have been closed for the fiscal year, and a finance audit has
been conducted.
Property Tax The tax is imposed on real property, and is based on the value of the property. It is
collected by san Mateo and santa Clara counties.
revenue The amount of funds received by the District from taxes, fees, rental income, interest,
intergovernmental sources, and other sources during the fiscal year.
Budget and action Plan Fy2016 -17 | Glossary | Page 90
Midpeninsula Regional Open Space District
Organizational Chart – May 2016
General Manager
Visitor and Field
Services
Assistant General
Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
Finance
Division
Human Resources
Division
Information Systems
and Technology
Division
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
Planning
Department
Real Property
Department
General Counsel Controller
Executive Assistant/
Deputy District Clerk
Engineering and
Construction
Department
Natural Resources
Department
Land & Facilities
Services Department
Senior Management
Analyst
Public Affairs
Department
District Clerk/Assistant to
the General Manager
Special Projects
Manager
PUBLIC
Management
Analyst I/II
(FY 2016 – 2017)
Grants Specialist
(FY 2016 – 2017)
Visitor Services
Department
Real Property
Specialist I/II
FY(2017 – 2018)
Resource
Management
Specialist I/II
(FY 2017 – 2018)Ranger
(FY 2016 – 2017)
Ranger
(FY 2016 – 2017)
Volunteer
Program Lead
(FY 2016 – 2017)
Facilities
Maintenance
Supervisor
(FY 2016 – 2017)
Lead OST
(FY 2017 – 2018)
Capital Projects
Field Manager
(FY 2016 – 2017)
Maintenance
Supervisor – Special
Projects
(FY 2017 – 2018)
EMO
(FY 2016 – 2017)
Facilities
Maintenance
Specialist I
(FY 2017 – 2018)
Lead OST
(FY 2016 – 2017)
Maintenance
Supervisor – Special
Projects
(FY 2016 – 2017)
OST
(FY 2017 – 2018)
Finance Manager
(FY 2016 – 2017)
Human Resources
Position (TBD)
(FY 2016 – 2017)
2016 - 2017
2017 - 2018
Attachment 3
DATE: May 25, 2016
MEMO TO: MROSD Board of Directors
FROM: Kevin S. Woodhouse, Assistant General Manager
THROUGH: Stephen E. Abbors, General Manager
SUBJECT: Background Report Regarding New Position Recommendations
_____________________________________________________________________________
On April 12 and April 19, 2016, the Action Plan and Budget Committee (ABC) reviewed the
General Manager’s recommendations regarding new positions for the Operations Department
transition into the Visitor Services and Land and Facilities Services Departments, in addition to
other department’s position requests for Fiscal Year 2016-17. The ABC considered a total of 21
new position requests to be phased in by FY2017-18. The April 19, 2016, staff report to the
ABC is attached and provides comprehensive information about position projections from the
Financial and Operational Sustainability Model (FOSM) study, long-term financial affordability,
organizational capacity to accommodate position growth, the rationale supporting the position
recommendations, and numerous phasing alternatives.
The ABC’s first recommendation for new positions necessary for the Operations’ Department
transition was to request the full Board of Directors’ immediate approval of three new positions
in the Land and Facilities Services Department – two Area Managers and one Administrative
Assistant. The Board approved this recommendation on April 27, 2016. This approval, and the
subsequent filling of these positions before the end of the current fiscal year, will allow the
District to begin FY2016-17 with two new departments – Land and Facilities Services and
Visitor Services – in place of the current single Operations Department.
Of the remaining 18 positions out of the 21 reviewed and recommended by the ABC, 12 are
recommended for FY2016-17 and included in the proposed budget. The other 6 positions are
also recommended for approval by the Board at this time, but are not intended to be budgeted
and formally adopted until budget approval in spring 2017 for the FY2017-18 budget. The ABC
considered whether or not to recommend these future positions at this time and decided by a 2-1
vote to support the General Manager’s recommendation as the Board’s approval of those future
positions at this time will help inform project and recruitment planning during FY2016-17 and
convey a clear policy intention to continue capacity building in the Land & Facilities Services
department and other departments with continuing capacity gaps.
Attachment 4
ACTION PLAN AND BUDGET COMMITTEE MEETING
R-16-52
April 19, 2016
AGENDA ITEM 3
AGENDA ITEM
Proposed New Positions for Operations Department Transition and District-wide.
GENERAL MANAGER’S RECOMMENDATIONS
1. Review new position requests and forward a recommendation to the full Board for eight
positions to be considered during the FY2016-17 budget review process and four more
positions projected for the FY2017-18 budget review process, for continuing the build out of
the Visitor Services and Land and Facilities Services Departments;
2. Review other District department new position requests and forward a recommendation to
the full Board for four more positions to be considered during the FY2016-17 budget review
process and two more positions known at this time and projected for the FY2017-18 budget
review process.
SUMMARY
The Action Plan and Budget Committee began review of this item at its meeting on April 12,
2016. At that meeting, the Committee approved the following General Manager’s
recommendation:
Confirm and forward to the full Board on April 27, 2016, a recommendation to
approve three new positions in order to begin implementing the transition of the
Operations Department into the Visitor Services and Land and Facilities
Services Departments by the beginning of FY2016-17.
The Committee also decided to continue discussion of the other two General Manager
recommendations at the following Committee meeting scheduled for April 19, 2016. The
remainder of this report includes the same information as the April 12, 2016, Committee
report.
To proceed with FOSM recommendations and increase the Midpeninsula Regional Open Space
District’s (District) project delivery output to meet Measure AA commitments, as well as keep
pace with patrol and maintenance and restoration service levels as new trails in existing or newly
opened preserves are opened to the public, the General Manager recommends approval of three
new positions during this Fiscal Year to begin creating the Land and Facilities Services
Department, twelve new positions for approval for FY2016-17 (eight to continue build out of the
Land and Facilities Services and Visitor Services Departments and four in other departments),
and six new positions known at this time and recommended for approval for FY2017-18 (four in
Attachment 4
R-16-52 Page 2
Land and Facilities Services and two in other departments). Per the District Controller’s 30-Year
Financial Model, these proposed staffing changes, 21 total identified at this time between now
and the end of FY2017-18, are financially sustainable over the long-term and the District has
organizational capacity to handle these recruitments and current facility capacity to house these
employees. (NOTE: Additional growth projected by the FOSM before 2020, comprised of nine
other positions that have not been identified at this time, are also financially sustainable over the
long-term under the District Controller’s 30-Year Financial Model and are not the subject of this
report).
The recommended positions enable the creation of two new departments – Visitor Services and
Land and Facilities Services – in place of the current single Operations Department, with
increased service delivery capacity in this business line. The recommended positions also
continue to build service delivery capacity in other District departments that fulfill the project
planning and delivery and finance and administrative services business lines as recommended by
the Financial and Operational Sustainability Model study. Implementation of the proposed
FY2016-17 Action Plan is not contingent on the approval of these positions. However, approval
will enable the Visitor Services and Land and Facilities Services Departments to keep pace with
the patrol and maintenance requirements of newly opened and anticipated trails and preserves,
while continuing to construct high priority Measure AA projects. Approval of the position
recommendations for other departments will fill important capacity gaps needed to ensure
effective delivery of Action Plan projects.
DISCUSSION
The first 40 years of the District’s conservation strategy emphasized land acquisition. While this
strategy was highly successful, other organizational functions and resources necessary to deliver
the restoration, maintenance, public access and education parts of the District’s mission remain
underdeveloped. With the passage of Measure AA, which results in substantial capital funding
to deliver priority projects approved by the voters, the District completed a comprehensive
organizational review to determine how the organization will need to restructure and grow to be
able to deliver Measure AA projects and sustain patrol, maintenance and restoration service
levels as new trails in existing or newly opened preserves are opened to the public. This review,
called the Financial and Operational Sustainability Model (FOSM) study, identified 60
recommendations for addressing organizational gaps and completing a strategy for preparing the
District for the next 30 years of service delivery.
FOSM Background
The FOSM study was completed spring 2015 and accepted by the Board of Directors May 27,
2015. It resulted in 60 recommendations that organize the District to grow sustainably, as well
as enhance staffing capacity and District systems to deliver the Vision Plan and Measure AA
projects and maintain on-going service levels into the future. An overarching recommendation
of the FOSM was to reorganize the District into clearly delineated business lines – Project
Planning and Delivery functions, Visitor and Field Services functions, Finance and
Administrative Services functions, and General Management functions. Significant FOSM
implementation progress has been made in Project Planning and Delivery through the creation of
an Engineering and Construction Department and the hiring of this department manager,
increased capacity by adding capital project manager positions and planner positions, and
development of a new internal project delivery process. Significant progress has also been made
Attachment 4
R-16-52 Page 3
in Finance and Administrative Services through the hiring of a Chief Financial
Officer/Administrative Services director, completion of an Information Systems and Technology
(IST) master plan and the hiring of an IST Division manager. Progress has also been made in the
General Manager’s Office by consolidating the Public Affairs Department into the GMO and
hiring a Senior Management Analyst to enhance tracking of project delivery. An organizational
chart is provided as Attachment 1 showing the current District-wide organizational structure with
FOSM implementation progress to date.
The final remaining organizational transition yet to be implemented, and the main focus of this
report, is reorganizing the current Operations Department into two separate departments –
Visitor Services and Land and Facilities Services. This transition is significant, involves the
largest department in the District, and improves structure and capacity for the District’s primary
functional interface with preserve visitors (rangers, docents, volunteers) and work on the land
(in-house capital project construction, maintenance, and restoration). Some transition actions
have already been taken, such as consolidating the docent and volunteer programs in the
Operations Department, and Board approval of the Land & Facilities Services Manager position.
There are a total of 11 FOSM recommendations related to this transition. Additional background
about the FOSM recommendations specific to the Operations Department is provided in
Attachment 2.
The remainder of this staff report will provide discussion and analysis of the growth of District
positions projected by FOSM, affordability of this growth, organizational capacity (such as
recruitment and facility capacity) to handle this growth, the operational rationale behind the
position recommendations, and alternatives with accompanying organizational charts.
FOSM Implementation Position History and Projections
The FY2014-15 Mid-Year Budget adjustments, approved by the Board in December 2014, began
District capacity building based in part on preliminary FOSM recommendations presented to the
Board following initial research and analysis during the study. At that time, the Board approved
five new positions. As the FOSM was refined and finalized, the Board approved eight more
positions in the FY2015-16 Budget. Finally, the Board most recently approved eight more
positions in FY2015-16 Mid-Year Budget adjustments. Therefore, at this point in time, the
District has added 21 new positions in the first two years of FOSM implementation. The
following table shows these positions according to business line, the FOSM projected position
increases before 2020, the next 21 positions recommended in this report, and the difference
between current plus recommended positions and FOSM projected positions before 2020:
Business Line
Positions
approved
since
December
2014
FOSM
Projected
Growth by
2020
Difference
Between
Current and
FOSM
Projected
Recommended
New Positions
Remaining FOSM
Projected Positions
Before 2020 (if new
positions are
approved)
Project
Planning &
Delivery
5 10 to 13 5 to 8 2 3 to 6
Visitor & Field
Services 8 20 to 25 12 to 17 16 0 to 1
Attachment 4
R-16-52 Page 4
Finance &
Administrative
Services
5 9 to 11 4 to 6 3 1 to 3
General
Manager’s
Office
3 2 - - -
Total 21 41 to 51 20 to 30 21 4 to 9*
*Total reflects 9 instead of 10 to account for the GMO total of 3 due to the GMO including Public Affairs and the
approved Legislative/External Affairs Specialist position.
According to FOSM projections, the District may need to grow by 20 to 30 more positions
before 2020, with 12 to 17 of these positions in the Visitor and Field Services business line. The
year 2020 is 3 ½ fiscal years away. As will be discussed later in this report, the General
Manager is recommending that most of this growth occur in FY2016-17, with some phasing in
over FY2017-18, in order to deliver high-priority Measure AA projects while maintaining
current service levels.
The FOSM also projects additional growth in each business line between 2020 and 2045. These
projections show growth in Project Planning and Delivery, Finance and Administrative Services,
and the General Manager’s Office slowing dramatically after 2020, while Visitor and Field
Services staffing needs will continue to increase incrementally as Vision Plan projects come
online and require long term operations and maintenance. In terms of actual projected staff
numbers, growth in Project Planning and Delivery is to be determined based on the volume and
pace of new projects, Finance and Administrative Services could see 6 to 8 additional positions
between 2020-2045, none projected for the General Manager’s Office, and 43 to 53 additional
positions between 2020-2045 for Visitor and Field Services, all of which would be dependent on
affordability depending on the District’s future finances.
Affordability of Growth
The financial impact of the recommended staffing addition of 21 positions has been tested in the
District Controller’s 30-Year Financial Model. The hiring of the positions is spread out over
FY16-17 and FY17-18, with the full impact to the budget of annualized salaries taking effect in
FY18-19. Vehicles and equipment also were included in the financial model sustainability test.
Additional consideration in the District Controller’s 30-Year Financial Model includes capital
expenses for new facilities (administrative offices and field offices) within the next three to five
years.
Factoring in the recommended 21 positions, and forecasting a conservative and modest 4%
growth in tax revenue (for contrast, the current year actual growth in the tax base is
approximately 6.5% and the past 10-year average is 6.662% growth), combined with a 5.5%
growth in operation expense (OpEx), the General Fund cash flow remains positive for 25 years
until 2040. This analysis supports the financial sustainability of the proposed addition of 21
positions.
The financial model signals a negative cash flow after 25 years, based on several conservative
and time-tested variables. However, the analysis and forecast is being refined to reflect
additional actions the District will be taking starting this year and these include increases in both
Attachment 4
R-16-52 Page 5
grants revenue and measure AA reimbursement and finalizing the implementation of the FOSM.
The financial impacts of these changes are described below.
• Grants Revenue – over the past 10 years the District has received an average per year of
$2.4 million in grants revenue. This average includes a large $9 million grant in 2009.
After adjusting for that single large grant (removing it from the average), the grant
revenue is an average $1.5 million per year. Given that this recommendation for 21
additional positions includes a grants specialist, whose duty it will be to pursue new grant
revenue, the District should be able to generate at least an average of $1.5 million per
year of additional grant revenue starting with the 2017/2018 fiscal year Measure AA
Reimbursement – the current measure AA reimbursement includes reimbursement for
field and project management work only. With the increase in activity and the increase in
positions, this reimbursement is anticipated to increase. Combined with the ongoing
effort to improve systems to track time by project, staff anticipates further expanding the
reimbursement related to construction management and a portion of the planning.
Therefore, an additional $500,000 conservative increase in reimbursement can be
modeled effective fiscal year 2017/2018.
• FOSM 2020 Implementation – to complete FOSM implementation projected by 2020, an
additional nine positions may be needed. These positions are layered in at a fully loaded
placeholder cost for half of fiscal year 2017/2018 and a fully annualized cost for the
fiscal years following.
With inclusion of the augmented information (grants revenue, measure AA reimbursement and
additional FOSM positions before 2020) the District Controller’s 30-Year Financial Model
retains a positive operating cash flow for all 30-years.
Organizational Capacity to Accommodate Growth
Two organizational constraints important to assess when considering significant position growth
are the capacity of the Human Resources Division to recruit for and fill the positions in the
needed timeframe and facility capacity to provide work space for the new employees. The
District’s Human Resources Division (HR) has averaged 23 recruitments per year (new positions
and filling vacant positions due to promotion or other turnover). Based on a detailed recruitment
timeline projection, HR has verified that they have capacity with existing staff to handle the
recommended new position recruitments, in addition to normal vacancy recruitments due to
retirements or other separations.
With the recent lease of new facility space (Administrative Office 4), the District’s
Administrative Offices have capacity to provide work space for the recommended phase in of
Visitor and Field Services positions and positions recommended for other District departments.
Based on staff’s most recent desk space analysis, the main Administrative Office (AO) currently
has five more desks available, AO2 will have two more desks available after Property
Management staff move to AO3, AO3 will have four desks available, and AO4 will have three
desks available.
While the Field Offices are currently at capacity, several moves will be made to address needed
office space. This plan entails housing the Area Superintendents at AO4, which will create space
for the Area Managers in each field office. In addition, work is proceeding to locate an interim
coastal field office trailer at the Event Center location on Hwy 84 to provide work space for a
Attachment 4
R-16-52 Page 6
portion of the Skyline Ranger staff. A longer term facilities analysis is currently underway to
plan for longer term growth in AO and field staff.
Operations Transition to Visitor Services and Land and Facilities Services
In fall 2015, the Assistant General Managers and Operations Manager began working with
Management Partners on the design and sequence of steps necessary to split the Operations
Department and achieve the numerous service and organizational goals recommended in the
FOSM. These goals and a detailed assessment of the operational needs and rationales driving the
recommended design of this departmental split are provided in Attachment 2. In addition,
Attachment 2 provides a description and justification of each new position, including proposed
salary ranges. A summary of the Operations transition plan is provided in the table below.
Position & (#) Primary Justification
(See Attachment 2 for more detail)
Recommended
Timeline
Visitor Services
Ranger (2) • Additional patrol, emergency response and visitor
services functions in response to increased public
visitation;
• Extend patrol coverage to address the additional
openings of new preserves and areas to the public,
such as Mt. Um summit, La Honda Creek OSP,
and Bear Creek Redwoods;
• Recruitment in early FY2016-17 allows rangers on
patrol by summer 2017.
FY2016-17
Volunteer Program
Lead (1)
• Increased constituent engagement, including
youth, in stewardship volunteer programs;
• Increased volunteer stewardship work;
• Fulfillment of “Enriched Experiences” Vision Plan
goal.
FY2016-17
Land & Facilities Services
Area Managers (2) • Field managers of LFS Department field
employees;
• Essential chain of command and field office
presence;
• Increased management over field operations, such
as increased Measure AA project coordination,
managing service contracts for ongoing work,
handling small individual contracts, coordinating
with Fire Safe Committees and fire departments on
fuel reduction projects, and increased time for
policy work related to field operations;
• Increases capacity of Area Superintendents to
focus on patrol and visitor activities.
April, 2016
Administrative
Assistant (1)
• Administrative support for new department;
• Increases capacity of current administrative
assistants in Visitor Services and Real
Property/Natural Resources;
• Sharing admin support not feasible due to physical
April, 2016
Attachment 4
R-16-52 Page 7
separation of offices.
Facilities
Maintenance
Supervisor (1)
• Management of maintenance and repair of AO
facilities and field facilities;
• Increases capacity in Administrative Services and
Planning, where facility management is currently
handled.
FY2016-17
Capital Projects
Field Manager (1)
• Critical project management linkage between
Administrative Office-based project delivery teams
and crews in the field tasked with constructing high
priority projects;
• Oversees clearly defined work units focused on
Measure AA capital projects constructed by crew.
FY2016-17
Maintenance
Supervisor -Special
Projects (2)
• In the field working supervisor overseeing work
crews focused on Measure AA special projects.
• Special project work units free up capacity in
general maintenance crew work units to keep up
with maintenance demands of new trails/preserves.
One in FY2016-17
One in FY2017-18
Equipment
Mechanic Operator
(1)
• Additional field staff heavy equipment expertise
and field leadership;
• Most field construction projects require an EMO in
the unit.
FY2016-17
Lead Open Space
Technician (2)
• Additional field staff expertise and field leadership
of OSTs and Seasonal OSTs;
• Most field work units require a LOST for in-field
supervision.
• Additional LOSTs free up capacity in general
maintenance crew work units to keep up with
maintenance demands of new trails/preserves.
One in FY2016-17
One in FY2017-18
Open Space
Technician (1)
• Additional field staff required to complete work
crew;
• Additional OST frees up capacity in general
maintenance crew work units to keep up with
maintenance demands of new trails/preserves.
FY2017-18
Facilities
Maintenance
Specialist I (1)
• Expertise in facility repairs for AO and Field
offices and District houses when jobs are not
contracted out;
• Frees up capacity for Foothills OSTs to focus on
field maintenance rather than AO jobs.
FY2017-18
Other Position Recommendations
In addition to the new position recommendations related to transitioning the Operations
Department into the Land and Facilities Services and Visitor Services Departments, the District
continues to see gaps and additional capacity needs in two additional business lines: Project
Planning and Delivery and Finance and Administrative Services. At this time, six additional
positions are recommended by the General Manager and summarized in the table below – four
for FY2016-17 and two for FY2017-18. More detail about each of these positions, as well as
salary ranges, are provided in Attachment 3. The General Manager will continue to assess
Attachment 4
R-16-52 Page 8
capacity needs and gaps in expertise in the coming years as new positions are filled and core
functions are reorganized into new departments and programs, in tandem with changes to Board
priorities and the pace of upcoming action plans to determine if and when additional positions to
these two business lines are merited. Considering the magnitude of the restructuring of the
District, it is important to spend some time working with the expanded organization to evaluate
how the synergies among new “capacities” may provide unanticipated efficiencies and additional
revenue. Based on that evaluation and reforecasting the District’s 30-year financial model,
additional positions projected before 2020 in the FOSM will be considered for potential
submittal to the Board as part of upcoming new Budget approvals and/or midyear budget
reviews. Such additional position requests would need to remain consistent with the FOSM
projections as shown in the table on page 3 and be financially sustainable.
Position & (#) Primary Justification
(See Attachment 3 for more detail)
Recommended
Timeline
Real Property
Real Property
Specialist I/II (1)
• Responsible for Real Property tasks previously
handled by two staff who have moved to the Land
& Facilities Services department;
• Enables Real Property to be more proactive
regarding Measure AA land additions.
FY2017-18
Planning and Project Delivery (serving Real Property, Planning, and Engineering & Construction)
Management
Analyst I/II (1)
• Analytic support in this business line to enhance
tracking and reporting of data to improve project
planning and delivery;
• Enables real property specialists, planners, and
capital project managers to focus on their projects.
FY2016-17
Natural Resources
Resource
Management
Specialist I/II (1)
• Enhanced restoration and management of rare,
threatened, and endangered species and habitats;
• Increases NR’s capacity for survey, monitoring,
and reporting requirements of permitting
components of capital and maintenance projects.
FY2017-18
Finance
Finance Manager
(1)
• Provides daily oversight and coordination between
the budget, accounting, payables, debt and cash
management functions of Finance
• Develop, document and implement best practice
procedures for Finance
• Review and enhance use of New World ERP
system functionality system-wide and organization-
wide
FY2016-17
Human Resources
(Position to be
determined) (1)
• Placeholder pending completion of capacity and
function assessment for how HR should be
structured and sized to handle all of its functions,
such as classification and compensation work,
benefits, labor relations, policy creation and update
FY2016-17
Attachment 4
R-16-52 Page 9
work, workers’ compensation claims, performance
evaluation systems, staff development and
training, staff recognition, etc.
Administrative Services
Grants Specialist
(1)
• Expertise and focus to handle increasing
competition to secure grants and more extensive
submittals and reporting requirements;
• Serves all departments;
• Increases departmental staff time to focus on
projects.
FY2016-17
An organizational chart showing these other department positions is provided as Exhibit 1 to
Attachment 3.
ALTERNATIVES
The Committee may wish to consider one of the following alternatives to the General Manager’s
recommendation. For each alternative, the main pros and cons are identified. Each alternative
entails at least 10 new positions between now and FY2016-17 to begin the build out of the Land
and Facilities Services and Visitor Services Departments. If the Committee wishes to consider
different alternatives that approve fewer than 10 positions initially, staff will need to evaluate
further and return to the Committee, or the full Board, with information about operational and
workload feasibility of the chosen different alternative. For each alternative, the
recommendation is the same for other department positions – four in FY2016-17 and two in
FY2017-18. The Committee may also wish to consider other alternatives to phasing in these
other department positions.
Alternative 1: Delay approval of the Area Manager and Administrative Assistant positions
until FY2016-17. Committee action on April 12, 2016, makes this
alternative no longer applicable.
Discussion: This alternative can be combined with any other phasing alternative. The
main impact of this decision would be that the Land & Facilities Services
Department could not be physically created until six to eight weeks into
FY2016-17, and would delay hiring of other positions during the primary
construction season.
Alternative 2: Approve all of the new positions for FY2016-17 and don’t phase-in over two
years.
Discussion: While this alternative would provide the greatest influx of staff resources to
fulfill Measure AA projects and other organizational gaps, HR does not
have current capacity to handle this recruitment load in one year in addition
to capacity to fill normally occurring vacancies due to retirements or other
separation. However, outside recruitment assistance may be contracted help
with capacity challenges.
Attachment 4
R-16-52 Page 10
Alternative 3: Phase positions over two years with two special projects work crews overseen
by Area Managers instead of a Capital Projects Field Manager for the first
year.
Discussion: Compared to Alternative 2, this alternative delays the approval of two
positions – the Capital Projects Field Manager and the Facilities
Maintenance Specialist I. Having two special projects work crews in the
first year improves special projects capacity. However, since they would be
overseen by the Area Managers, capacity for Area Managers to oversee their
general maintenance work crews would be less. Furthermore, this structure
does not provide as clear a delineation of a special projects accountability
structure compared to if the Capital Projects Field Manager and division
were established.
Alternative 4: Phase positions over two years with one special projects work crew overseen
by an Area Manager in the first year, a second special projects work crew
overseen by the other Area Manager in the second year, and the addition of
the Capital Projects Field Manager in the third year.
Discussion: This Alternative is the same as Alternative 3, except phasing takes three
years instead of two. Special projects crews are created one at a time over
FY2016-17 and FY2017-18, and are overseen by the Area Managers,
followed by the Capital Projects Field Manager in FY2018-19.
Organizational charts for Alternatives 1 and 2 are the same as Exhibits 1 and 2 to Attachment 2
and Exhibit 1 to Attachment 3. Organizational charts for Alternative 3 and 4, showing phasing
of positions with different colors, are provided as Attachment 4.
FISCAL IMPACT
The table below reflects the pro-rated costs of each position for FY2016-17, based on anticipated
month of hire, as well as the annualized cost of the positions for FY2017-18. The Chief
Financial Officer, working with the District Controller, has concluded that the proposed addition
of 21 positions is financially sustainable.
Position
FY2016-17
Cost
FY2017-18
Cost
FY2018-19
Cost
Area Manager 100,045 133,394 133,394
Area Manager 100,045 133,394 133,394
Administrative Assistant 63,787 85,050 85,050
Facilities Maintenance Supervisor 95,990 127,987 127,987
Maintenance Supervisor -- Special Projects 88,357 117,809 117,809
Equipment Mechanic/Operator 72,220 96,293 96,293
Lead Open Space Technician 69,472 92,630 92,630
Capital Projects Field Manager 95,990 127,987 127,987
Volunteer Program Lead 69,525 92,701 92,701
Ranger 46,946 93,893 93,893
Ranger 46,910 93,819 93,819
Management Analyst II 88,357 117,809 117,809
Attachment 4
R-16-52 Page 11
Grants Coordinator 88,357 117,809 117,809
Finance Manager 116,110 154,813 154,813
Human Resources Manager 116,020 154,693 154,693
Maintenance Supervisor -- Special Projects - 58,905 117,809
Lead Open Space Technician - 46,315 92,630
Open Space Technician - 50,337 100,675
Facilities Maintenance Specialist I - 46,315 92,630
Resource Management Specialist II - 57,930 115,861
Real Property Specialist I - 51,871 103,742
Total New Positions Cost 1,258,132 2,051,753 2,363,426
In addition, some of these positions will require vehicles and equipment. It is estimated that 12
vehicles will be required for the Land and Facilities Services and Visitor Services positions.
This number of vehicles, and the cost to outfit the vehicles with supplies and specialized tools
and equipment is estimated to be approximately $558,000. The vehicle cost will be split over the
next two fiscal years, $443,000 in FY2016-17 and $115,000 in FY2017-18. The various
alternates would change the timing of vehicle expenditures.
As discussed in the “Affordability of Growth” section earlier, there are an additional nine
positions projected in the FOSM before 2020, above and beyond the 21 recommended in this
report. Since these positions are not identifiable at this time, specific costs cannot be shown.
However, the Controller’s model has allocated $120,000 per position (salary and benefits) to be
layered in at a fully loaded placeholder cost for half of fiscal year 2017/2018 and a fully
annualized cost for the fiscal years following. This additional annualized cost of $1,080,000 per
year is also financially sustainable.
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
Following the Committee’s action from the meeting of April 12, 2016, the General Manager is
preparing a recommendation for the full Board’s consideration on April 27, 2016, for the
approval of the three priority positions required to initiate the Operations Department split. It is
anticipated that a similar report and presentation as this Committee report and presentation
would be provided to the full Board at that time to provide the complete rationale, context, and
cost of approving these three priority positions. Based on the Committee’s direction on April 19,
2016, regarding the phasing of additional positions for FY2016-17 and FY2017-18, positions and
funding will be incorporated into the proposed budget for the Board of Directors’ budget hearing
in May 2016.
Attachment 4
R-16-52 Page 12
Attachments:
1. Current District-wide Organizational Chart
2. Operations Transition Detail Memorandum and New Position Rationales
a. Exhibit 1 – Visitor Services Department Organizational Chart
b. Exhibit 2 – Land and Facilities Services Department Organizational Chart
c. Exhibit 3 – Information Regarding General Maintenance and Special Projects
Workload in Land and Facilities Services Department
3. Other Department New Position Rationales
a. Exhibit 1 – Other Departments Organizational Chart
4. Alternative Position Phasing Organizational Charts
Responsible Manager:
Steve Abbors, General Manager
Prepared by:
Kevin S. Woodhouse, Assistant General Manager
Attachment 4
Midpeninsula Regional Open Space District
Organizational Chart – January 2016
General Manager
Visitor and Field
Services
Assistant General
Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
Finance
Division
Human Resources
Division
Information Systems
and Technology
Division
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
Planning
Department
Real Property
Department
General Counsel
Controller
Executive Assistant
Engineering and
Construction
Department
Natural Resources
Department
Operations
Department
Senior Management
Analyst
Public Affairs
Department
District Clerk
Special Projects
Manager
PUBLIC
1 2
1. Engineering and Construction is currently under Planning, but will become a separate
department when the E&C Manager position is filled.
2. Human Resources is currently under the Visitor and Field Services AGM, but will
transition to Administrative Services by July 2016.
Attachment 4
DATE: April 8, 2016
MEMO TO: Board of Directors
MEMO THROUGH: Steve Abbors, General Manager
FROM: Kevin Woodhouse, Assistant General Manager-Visitor & Field Services
Brian Malone, Land & Facilities Services Manager
Michael Newburn, Visitor Services Manager
SUBJECT: Operations Department Transition
_____________________________________________________________________________
The purpose of this memorandum is to provide detailed information about Financial and
Operational Sustainability Model study recommendations specific to the Operations Department,
an assessment of the operational needs and rationales driving the recommended design of this
departmental split, and a description and justification of each new position recommended,
including proposed salary ranges.
FOSM RECOMMENDATIONS
The following eleven recommendations in the FOSM relate to the Operations transition into
Visitor Services and Land and Facilities Services Departments:
Recommendation 12: Restructure the Real Property function to focus on land and property
acquisition, and move the property management function to a Facilities division in the
new Land and Field Services Department.
Recommendation 13: Establish a “visitor services” function of the organization to provide
public facing services and activities. Restructure the organization to align docents,
volunteers, and rangers to meet the array of visitor services.
Recommendation 14: Separate the patrol and maintenance functions into two distinct
organizational units, Visitor Services (for patrol staff) and Land and Facilities Services
(for maintenance staff).
Recommendation 15: Create Manager-level positions to lead the Visitor Services and Land
and Facilities Services groups.
Recommendation 19: Establish a special projects/construction team that is dedicated to the
delivery of special projects like trails construction.
Recommendation 21: Develop a field staff onboarding/ training program that outlines the
variety of details and standards used for trails construction and maintenance work
throughout the District.
ATTACHMENT 2 Attachment 4
2
Recommendation 22: Maintain effective working relationships with local police and fire
departments and as the District expands periodically evaluate automatic aid protocols
and response.
Recommendation 23: Develop a seasonal employment program for patrol work.
Recommendation 26: Create crews that focus on specific work functions and incorporate a
rotational program that allows for continued professional growth and development of
staff.
Recommendation 28: Consolidate facility maintenance/property management into the Land
and Facilities group.
Recommendation 48: Reassign facility management responsibilities to Operations and
develop a resource allocation plan which includes existing staff and contract services to
maintain District facilities.
The Operations transition rationale discussed below references these FOSM recommendations as
applicable.
DISCUSSION OF OPERATIONS TRANSITION RATIONALE
The overarching goal of the FOSM recommendations above is to create a clearly delineated
Visitor and Field Services business line within the District. Within this business line, separate
departments are established to increase capacity and focus on visitor service functions and land
& facilities service functions, allow for growth (scalability) of these functions as the District
grows in future decades to be more operationally focused, and create opportunities for clear lines
of career growth within the departments.
In addition to the basic separation of field patrol (rangers) and field construction and
maintenance activities (FOSM Recommendations #11 and #12), which are currently combined in
one Operations Department and managed in the field by the Foothills Area Superintendent and
Skyline Area Superintendent, several other critical changes are suggested by the above FOSM
recommendations. These include:
• Consolidating property management functions into Land & Facilities Services (FOSM
Recommendation 10)
• Establish a facilities management function in Land & Facilities Services (FOSM
Recommendations 25 and 44)
• Create a clear line of accountability and special crews to focus on construction of
Measure AA projects that are determined can be constructed by crew (FOSM
Recommendations 17 and 23)
The General Managers Office and Management Partners have worked with the Visitor Services,
Land and Facilities Services, Real Property, and Natural Resources Department Managers to
identify the basic organizational functions and structure of the Visitor Services and Land &
Facilities Services Departments to fulfill the FOSM Recommendations. The recommended
organizational structures for these two departments, showing new recommended positions, are
provided as Exhibits 1 and 2. The following rationales are provided, followed by the more
detailed descriptions for each position.
Attachment 4
3
Land & Facilities Services
In order to create two departments, separating patrol from maintenance, the maintenance-focused
responsibilities of the current Area Superintendents are moved into the two new superintendent
level positions, one in Skyline area and one in Foothills area, called Area Managers. As
described in the position descriptions, this change enhances the ability of Area Superintendents
to focus on rangers and visitor safety and creates the appropriate superintendent-level position to
focus on maintenance. Beneath the Area Managers are the existing maintenance work units,
consisting of maintenance supervisors and various combinations of EMOs, LOSTs, and OSTs.
Field crew construction of special projects, such as Measure AA trails or bridges, will be
assigned to the Capital Projects Field Division of Land and Facilities Services. This Division
will be managed by a key position, the Capital Projects Field Manager, who will serve as a
critical project management linkage between Administrative Office (AO)-based project delivery
teams and the special projects crews in the field. This position will be especially critical in
working with the Engineering and Construction department manager and project managers in
assessing when, where, and what can be constructed by in-house crew versus contracting out.
Although the department transition will begin with one special projects work crew, by FY2017-
18 it is recommended the District have two special projects work crews to handle the heavy load
of high priority projects, working in both areas of the district simultaneously. Beneath the
Capital Projects Field Manager will be work units similar to existing maintenance work units,
consisting of Maintenance Supervisors – Special Projects, and various combinations of EMOs,
LOSTs, and OSTs, depending on the type of special project.
The recommendation to have special projects crews has numerous advantages:
1. Currently, 40% of crew time is spent on capital projects, limiting the capacity for on-
going maintenance work. Additional work units focused on capital projects will help
increase crew time available for routine maintenance, which is necessary with the
opening of new trails and preserves;
2. Without the Capital Projects Field Manager position, the department manager or the area
managers would have to spend more time serving as project team representative in the
project planning and delivery process, taking time away from their other management
focus;
3. Implementing a rotational system to integrate special project crew expertise and general
maintenance expertise will benefit succession planning within the department;
4. A clear line of accountability for Measure AA projects assigned to field crew is created.
Exhibit 3 provides a specific discussion of the challenges currently faced by the Operations
department in trying to keep up with general maintenance work while simultaneously building
priority capital projects.
The Property Management function is established in Land and Facilities Services, and initially
will consist of the real property management specialist series – Senior, II, and I. This Division
will have primary responsibility as follows:
• Inventory, monitor and manage leases, easements
Attachment 4
4
• Intake of all lease related services requests (“eyes on the ground”)
• Primary customer service agent to tenants
• Negotiate leases on existing property
• Conduct bidding and purchases related to leases properties
• Annual rental rate review
These responsibilities will also apply to grazing leases, working closely with the Natural
Resources Department as pertains to Natural Resources’ responsibility for monitoring grazing
requirements and preparing rangeland management plans.
FOSM Recommendations 10, 25, and 44 also establish a Facilities Division alongside Property
Management in the Land & Facilities Services Department. Facilities issues have historically
been shared between the Administrative Services and Planning departments. Recently, with on-
going maintenance of the AO, build-out of new AO3 and AO4 leased spaces, and improvements
to field facilities, existing staff capacity in Administrative Services and Planning has been
heavily impacted. The new position of Facilities Maintenance Supervisor will add facilities-
focused expertise within the District, centralize oversight and management of facilities repairs,
and bring important subject matter expertise to future facility planning currently led by the
Planning Department. Currently, Foothills Field Office OSTs are tasked with performing
facilities work at the AOs. A new position of a Facilities Maintenance I worker will improve
facilities specific repair work capacity and management of minor repair contracts, and relieve in
part the need to draw OSTs or LOSTs away from their field work.
Visitor Services
With the creation of Area Manager superintendent-level positions in the Land & Facilities
Services Department focused on maintenance activities, the existing two superintendents in the
Skyline and Foothills’ areas will be able to focus on patrol activities in the field, including:
• Develop and monitor Emergency Action/Evacuation Plans for every preserve in the
District;
• Work with the Natural Resources Department on Wildland Fire Response protocols for
District lands;
• Increase communications between the District and local law enforcement agencies
regarding patrol and security needs of the District;
• Increase actual time in the field to observe visitor use trends and coordinate activities
with Supervising Rangers;
• Assist in developing new outreach/interpretive strategies for the Ranger staff.
The Area Superintendents are existing positions and therefore do not require Board approval in
order to revise their job descriptions to remove job duties specific to maintenance management
functions.
The recommended new positions include two new Rangers, and a Volunteer Program Lead
(VPL). The District currently has one VPL who is covering projects District-wide. A second
one enables engagement of a greater number of constituents, including youth, in stewardship
volunteer programs, and allows each VPL to concentrate on one field area each.
Attachment 4
5
The addition of two new rangers will provide additional patrol, emergency response and visitor
services functions in response to increased public visitation and the near future opening of new
preserves, such as the Mt. Umunhum summit, La Honda Creek, and Bear Creek Redwoods.
Additional patrol capacity will also increase patrol capacity for currently remote preserves such
as Pulgas Ridge, Ravenswood and lower Purisima Creek, which currently receive limited amount
of patrol presence due to extended travel time and the lack of ranger staff, especially during the
evening hours when rangers are closing preserves and gates.
The information below provides more detail, including recommended salary range, for each new
position.
RECOMMENDED POSITIONS
Visitor Services Department
1. Volunteer Program Lead
Salary Range 23: $59,676 - $74,520
Rationale: Adding a second Volunteer Program Lead (VPL) position enables the District
to engage a greater number of constituents, including youth, in stewardship volunteer
programs. This addition would increase efficiency, as a VPL could then be assigned to
each field area (Foothills & Skyline). With the large amount of scheduled group and
individual Advanced Resource Management Stewards projects (ARMS), it is not feasible
for one VPL to scout, plan, prepare for, lead, and manage follow-up for both field areas
and all 26 preserves. In addition, the implementation of the new Integrated Pest
Management Program has further increased the need for volunteer stewardship support to
a level that is unmanageable by one Volunteer Program Lead.
The second VPL position is directly related to fulfilling the “Enriched Experiences” goal
of the District Vision Plan. This staff person will provide opportunities for community
members to learn about, and value, the local environment; connect with nature;
participate in hands-on stewardship; and involve themselves, family, friends and co-
workers in a wide variety of service opportunties. VPL responsibilities have direct
impact on 20 of the Top 25 Vision Plan projects.
2. Ranger (2)
Salary Range 25: $62,652 - $78,240
Rationale: The addition of two District ranger positions will allow for the continued
growth of the District's ranger staff to address additional patrol, emergency response and
visitor services functions in response to increased public visitation. Currently remote
preserves such as Pulgas Ridge, Ravenswood and lower Purisima Creek receive limited
amount of patrol presence due to extended travel time and the lack of ranger staff,
especially during the evening hours when rangers are closing preserves and gates.
Furthermore, with the scheduled opening of Mt. Umunhum this year and the unknown
impacts of opening Mt. Umunhum Road to the vehicle traffic, the scheduled partial
Attachment 4
6
openings of La Honda Creek Preserve in 2017 and Bear Creek Redwoods in 2018, ranger
staff will be stretched even thinner. Adding two ranger positions will help extend patrol
coverage to address the additional openings of new preserves and areas to the public.
The hiring process for District rangers can take up to one year, from posting the position
to rangers completing the ranger academy/field training where they are patrolling on their
own. Therefore, approving positions for the FY16-17 would allow the new rangers to be
patrolling in the summer of 2017.
Land & Facilities Services Department
3. Area Manager (2)
Salary Range 43: $97,188 to $121,380 (same range as Area Superintendent)
Rationale: The Area Mangers are the essential field managers for the Land and Facilities
Department. Each of the two Area Managers would assume the area responsibilities that
are currently performed by the current Area Superintendent position. The primary
function will be the management of the Lands and Facilities staff responsible for the
maintenance of District lands and field facilities. The Area Manager would also assume
the neighborhood liaison role played by the current Area Superintendent.
Moreover, additional capacity will be created within the Land and Facilities Department
and Visitor Services Department by splitting the Area Superintendent position. The
increased capacity of the new Area Manager position will allow greater oversight of field
operations. This will include: increased Measure AA project coordination, establishment
of service contracts for ongoing work, handling small individual contracts, time for
policy work such as OSHA compliance, coordinating with Fire Safe Committees and fire
departments on fuel reduction projects, lead and asbestos policies and management, and
fire risk reduction policy.
In addition the removal of maintenance responsibilities from the existing Area
Superintendent positions will provide the capacity for greater field oversight of Visitor
Services.
4. Administrative Assistant
Salary Range 20: $55,452 to $69,228
Rationale: The Administrative Assistant position is an essential support position for the
new Land and Facilities Department. The position would be responsible for all the
administrative support of the department.
In addition, this position will primarily free up capacity in other departments. The
current Operations Administrative Assistant would be wholly dedicated to the Visitor
Services Department. All the administrative work done in support of the property
management program of the Real Property Department will be transferred to this
position, freeing up capacity for the Administrative Assistant shared by the Real Property
and Natural Resources Departments.
Attachment 4
7
5. Facilities Maintenance Supervisor
Salary Range 39: $88,152 to $110,076 (same range as Capital Projects Manager III)
The Facilities Maintenance Supervisor position is required to move the facility
management tasks from the Planning and Administrative Departments into the Land and
Facilities Department. Since there is no one position that currently owns those
responsibilities there isn’t a position that can be transferred to the Land and Facilities
Department. The primary role of this position is to manage the Administrative Office
Facilities and assist in the management of structures throughout the District.
This position will create additional capacity within the Administrative and Planning
Departments as well as providing more focus and responsiveness to the District’s
facilities needs.
6. Maintenance Supervisor – Special Projects (2)
Salary Range 35: $79,944 to $99,840
Rationale: The Maintenance Supervisors - Special Projects will be the primary
supervisors responsible for construction work done by District field staff to deliver
Measure AA projects. This position is expected to regularly be in the field working with
the District’s construction crews. Having supervisors dedicated to implementing
Measure AA projects will streamline project delivery and promote the efficient on time
delivery of measure AA projects.
These positions along with the crews they will supervise will also reduce the demand that
has been placed on the regular maintenance crews to complete Measure AA projects
allowing them to keep pace with the maintenance required for increasing public access,
trails, and acreage.
7. Equipment Mechanic/Operator
Salary Range 27: $65,787 to $82,152
Rationale: Additional line staff, including one EMO position is required to create two
field crews dedicated to measure AA projects. Most Measure AA projects involve
extensive heavy equipment use. EMOs are the classification most skilled at the operation
of heavy equipment and the leadership these projects require.
This position, along with the crews they will be a part of, will also reduce the demand
that has been placed on the regular maintenance crews to complete Measure AA projects
allowing them to keep pace with the maintenance required for increasing public access,
trails, and acreage.
8. Lead Open Space Technician (2)
Salary Range 23: $59,676 to $74,520
Rationale: Additional line staff, including two LOST positions, are required to create
two field crews dedicated to Measure AA projects. LOST positions are crucial leadership
positions to lead OSTs and Seasonals in carrying out Measure AA projects.
These positions along with the crews they will be a part of will also reduce the demand
that has been placed on the regular maintenance crews to complete Measure AA projects,
Attachment 4
8
allowing them to keep pace with the maintenance required for increasing public access,
trails, and acreage.
9. Open Space Technician
Salary Range 19: $54,120 to $67,584
Rationale: Additional line staff, including one OST position, is required to create two
field crews dedicated to Measure AA projects.
OSTs are key crew members in the field, and complete work units focused on special
projects will help reduce the demand that has been placed on the regular maintenance
crews to complete Measure AA projects, allowing them to keep pace with the
maintenance required for increasing public access, trails, and acreage.
10. Facilities Maintenance Specialist I
Salary Range 23: $59,676 to $74,520 (same range as Lead Open Space Technician)
Rationale: This is a handyperson type position, specializing in facilities, and would assist
with District facilities jobs and property management jobs (repairs at rental houses, etc.)
that are not contracted out. This position would partially relieve the half-time FTE (OST)
budgeted from Foothills, allowing increased OST activities in the field. Repair jobs that
need multiple workers would still utilize FFO OSTs.
Specialization in the repair of structures and District facilities will create a more efficient
and quicker response to facility and structures needs in the District. This position will
also reduce the demand that has been placed on the regular maintenance crews to
complete facility and structure related projects allowing them to keep pace with the
maintenance required for increasing public access, trails, and acreage.
11. Capital Projects Field Manager
Salary Range 39: $88,152 to $110,076 (same range as Capital Projects Manager III)
Rationale: This key position would serve as a critical project management linkage
between Administrative Office based project delivery teams and crews in the field tasked
with constructing high priority projects. The position will be responsible for supervising
two Special Project Supervisors in the delivery of Measure AA projects constructed with
District crews.
This position is key to the long term delivery of Measure AA projects. It provides a
direct consistent connection to the construction crews and coordination with the various
Departments responsible for Measure AA delivery. It will also free up capacity for the
Area Managers to concentrate on management of their area and staff.
Attachment 4
Visitor Services Manager
Foothills Area
Superintendent
Skyline Area
Superintendent
Volunteer Program
Manager
Volunteer Program
Lead
Supervising Ranger
Rancho
Supervising Ranger
Rancho
Supervising Ranger
South Area
Supervising Ranger
Skyline
Supervising Ranger
Coast Area
Docent Program
Manager
Program
Coordinator
Lead Ranger
Ranger
Ranger
Ranger
Ranger
16-17
Lead Ranger
Ranger
Ranger
Ranger
Ranger
Ranger
Lead Ranger
Ranger
Ranger
Ranger
Ranger
Lead Ranger
Ranger
Ranger
Ranger
Ranger
Management
Analyst II
Administrative
Assistant
YELLOW indicates FY16-17
Volunteer Program
Lead
16-17
Ranger
Ranger Aide
Seasonal Ranger
Ranger
16-17
Seasonal Ranger
Ranger Aide
Attachment 4
Land Facilities Manager
Skyline Area
Manager
Senior Property
Management
Specialist
Foothills Area
Manager
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor-
Special Projects
Maintenance
Supervisor
Property
Management
Specialist II
EMO
LOST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
Management
Analyst II
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Farm Maintenance
Worker
1. Yellow indicates new positions that need approval
2. Seasonal Open Space Technicians can fill into the ORG Chart where necessary
OST
OST
Maintenance
Supervisor-
Special Projects
EMO
Lead OST
OST
OST
Property
Management
Specialist I
Capital Projects
Field Manager
OST
Facilities
Maintenance
Supervisor
OST
Facilities
Maintenance
Specialist I
Attachment 4
Balancing General Maintenance and Special Capital Projects
in the Land & Facilities Services Department
The following information illustrates current circumstances and examples in the Operations
Department about the challenges related to balancing general maintenance activities and high-
priority special project work. This level of detail is summarized here to support the General
Manager’s recommendation for new positions in the Land & Facilities Services Departments to
deliver Measure AA special projects while keeping pace on routine maintenance tasks as the
District grows in acreage, trail miles, and public visitation. This goal is expressed in the
following FOSM Recommendation:
Recommendation 19: Establish a special projects/construction team that is
dedicated to the delivery of special projects like trails construction. This
team can be staffed on a rotational basis to allow a greater number of
maintenance staff the opportunity to work on special projects and will
increase maintenance capacity for routine maintenance work.
The Capital Projects Field Manager, two Maintenance Supervisors – Special Projects, Equipment
Mechanic Operator (EMO), two Lead Open Space Technicians (Lead), and one Open Space
Technician (OST) are all essential to creating a team that includes two field crews focused on
Measure AA projects. In addition to providing a focused concentration on delivering Measure
AA projects, one of the main benefits of having a special projects team is to relieve some of the
special projects work load that has been placed on the regular maintenance crews so that they can
focus on routine maintenance.
• Over the past two years, the District’s maintenance staff has dedicated a full crew of
EMOs, Leads, OSTs and seasonals to work on delivering Measure AA projects. In the
Skyline region, crew work has concentrated on the El Corte de Madera Watershed
Protection Plan and associated recreational trail improvements. In the Foothills region,
crew work has been focused on the Mount Umunhum Trail. The FOSM analysis
estimates that 40% of crew time is spent on capital projects.
• The District has committed to continue to expand public access and recreational trails and
the capital project demands on the maintenance crews are expected to increase. Fiscal
Year 2016-17 resource loading for upcoming Measure AA projects indicates that 31% of
all available EMO time and 41% of all Lead OST time will be spent on Measure AA
projects given current staffing levels. These projects include the Oljon Trail in El Corte
de Madera and continuing efforts to open Mount Umunhum, Bear Creek and La Honda
Preserves.
• Without additional maintenance staff as recommended by the General Manager, routine
maintenance tasks are anticipated to be deferred. Specific examples of this decision
hierarchy are as follows:
o The FOSM study estimates that 38% of the maintenance crew time is spent on
brushing trails and vegetation clearing. The majority of this work is not
deferrable. Many of the enjoyable narrow hiking, bicycling and equestrian trails
EXHIBIT 3 TO ATTACHMENT 2 Attachment 4
Exhibit 3
2
provided by the District become unpleasant or impassable if they are not brushed
annually or in some cases several times a year. The same is true of required
structure clearance, the maintenance of established fuel breaks and the clearing of
essential emergency routes. Therefore, it is usually resource management, patrol
road clearing, trail/road grading, and general staging area upkeep projects that get
deferred.
o The resource management projects that tend to get deferred are invasive plant
management, including the management of broom species, thistle species and
small satellite populations of various invasive species for early detection and
rapid response eradication. Delayed road clearing leads to roads that function as
trails but do not allow easy access for emergency vehicles, such as the Lawrence
Creek Trail, Virginia Mill Trail, the Thornewood Preserve entrance road and Bear
Creek Preserve trails. Staging areas are maintained at acceptable levels but
potholes in gravel parking lots and restroom maintenance are deferred until
repairs become absolutely necessary.
o Sometimes the need to triage maintenance work leads to decisions to stop
maintaining trail segments that have limited value to the public, such as the
Board’s recent decisions to close the ends of the North Ridge Trail and the
Lobitos Creek Trails in Purisima Creek. However, deferred work decisions
frequently are made that impact non-essential emergency access, such as the
emergency and maintenance vehicle access on the North Ridge Trail. Grading
work and drainage work has been deferred on patrol roads such as the Priest Rock
Trail, Kennedy Trail, Indian Creek Trail, El Sereno Preserve trails and Coal Creek
Preserve trails. The maintenance on narrow trails is also deferred when it doesn’t
present a safety hazard, such as work that could be done on the Windy Hill
Preserve loop trails and some of the narrow trails in El Corte de Madera Preserve.
• The drought has created drier winter season conditions, allowing District crews more
months to complete essential maintenance work over the last several years, thus also
allowing the delivery of Measure AA projects over the last two years to proceed without
major impacts on maintenance service levels. While the drought has had many negative
impacts, it has increased the amount of time available to do grading work, and at the
same time has significantly reduced the normal road and trail damage that occurs every
winter. However, this winter has been the first time in 4 years the District has seen the
soil saturation that leads to road and trail failures. Operations is already adjusting work
plans to deal with damage that has occurred this year such as a road failure in La Honda
Preserve and trail failures in Windy Hill, Fremont Older and El Corte de Madera
Preserves.
• The FOSM study reports that while the District’s overall acreage has grown by
approximately 13,000 acres since 2004, the acreage open to the public has stayed static at
about 27,000 acres. This has allowed maintenance staff to defer work in closed
preserves. Three examples are Mount Umunhum Road, road work in La Honda Preserve
and vegetation management in Bear Creek Preserve. Current plans call for the opening
Attachment 4
Exhibit 3
3
of the Mount Umunhum area, La Honda Preserve and Bear Creek Preserve over the next
several years. While major contract projects have either been completed or are underway
to address these three high priority projects, the maintenance of them will soon fall to the
Land and Facilities Department. For example while Mount Umunhum Road will be
paved and will not likely need road surface maintenance in the short term, it is anticipated
that the regular landslides on the road will continue to occur. With limited public access
in the past, work on these slides was deferred. In the future they will become more
urgent safety projects.
• The new position recommendations are not anticipated to help significantly address the
back log of work identified by consultants for road and trail improvement to reduce
sedimentation and sustainability of roads and trails, or for habitat restoration, particularly
invasive plant removal. However, the recommended structure of the Land & Facilities
Services Department is scalable, allowing for growth in the future as necessary to address
workload demands. The new positions are anticipated to help avoid increased deferral of
essential maintenance tasks.
• As public access projects are completed, maintenance crew devoted to capital projects
will shift to the routine maintenance workload increases from the new preserves and trails
coming online. The FOSM study projects that the Visitor and Field Services business
line of the District will have to continue to grow beyond the year 2020 to manage
increased acreage, trail mileage and public visitation.
Attachment 4
DATE: April 4, 2016
MEMO TO: Board of Directors
MEMO THROUGH: Steve Abbors, General Manager
FROM: Kevin Woodhouse, Assistant General Manager-Visitor & Field Services
Ana Ruiz, Assistant General Manager-Project Planning & Delivery
Stefan Jaskulak-Chief Financial Officer/Administrative Services Director
SUBJECT: Position Requests from Departments within the Administrative Services
and Project Planning and Delivery Business Lines
_____________________________________________________________________________
In addition to the FOSM recommendations and new position recommendations related to
transitioning the Operations Department into the Land and Facilities Services and Visitor
Services Departments, the District continues to see gaps and additional capacity needs in two
additional business lines: Project Planning and Delivery and Finance and Administrative
Services. This memorandum provides the details for six additional positions identified to date
for these two business lines as recommended by the General Manager – four for FY2016-17 and
two for FY2017-18. An organizational chart showing the locations of these positions is provided
as Exhibit 1. The General Manager will continue to assess capacity needs and gaps in expertise
in the coming months and years as new positions are filled, core functions are reorganized into
new departments and programs, in tandem with changes to Board priorities and the pace of
upcoming action plans to determine if and when additional positions to these two business lines
are merited. Therefore, additional requests may be submitted to the Board as part of upcoming
new Budget approvals and/or midyear budget reviews. Additional new positions would remain
consistent with FOSM projections and recommendations and would be analyzed to confirm long-
term financial sustainability.
1. Real Property Specialist I/II – Real Property Department
Salary Range 28/35: $67,392 to $99,840
Rationale: This position will handle title research, appraisal and real estate market
analysis, due diligence on properties, project budgeting, and County and City research for
zoning, General Plan compliance, Williamson Act status, environmental health and
building records information. This position will also be needed to administer tax
cancellations, Coastal service fees on new land purchases and pursue gifts of Redwood
Park and Hacienda Park “paper subdivision” gift parcels, in addition to working closely
with the IST Division on database management projects.
ATTACHMENT 3
Attachment 4
2
Some of these tasks had previously been handled between the Senior Real Property
Specialist and the Real Property Specialist I, which are positions that have transferred to
the Property Management Division within Land and Facilities Services and have been
reclassified as Senior Property Management Specialist and Property Management
Specialist I. Adding this new position to Real Property will help fill these real property
function gaps, and allow Real Property to be more proactive in pursuing new land
additions to fulfill Measure AA projects.
This position is recommended for FY2017-18.
2. Management Analyst I/II – Project Planning & Delivery Departments (housed in
Planning)
Salary Range 31/35: $72,528 to $99,840
Rationale: This position would support the Project Planning & Delivery Departments –
Real Property, Planning, and Engineering & Construction – with analytical and
coordination duties associated with the Action Plan and Budget process, tracking of
project and operational expenditures, and tracking of other metrics related to the land
acquisition and capital programs.
Analytic support in this business line will enhance tracking and reporting of data to
improve project planning and delivery and will allow the subject matter experts (real
property specialists, planners, capital project managers) to focus on their projects.
This position is recommended for FY2016-17.
3. Resource Management Specialist I/II – Natural Resources Department
Salary Range 30/34: $70,764 to $97,416
Rationale: This position will work in the Wildlife Program area of the Natural Resources
Department and will expand NR’s capacity to restore and manage rare, threatened, and
endangered species and habitats. The District increasingly has survey, monitoring, and
reporting requirements as permitting components of capital and maintenance projects.
This position will coordinate and supervise biological monitoring of District projects,
prepare and administer regulatory permits related to sensitive and listed species impacts,
survey and maintain records of populations of species, and hire and supervise contractors.
This position is recommended for FY2017-18.
4. Finance Manager – Finance Division
Salary Range To Be Determined
Rationale: This position will provides daily oversight and coordination between the
budget, accounting, payables, debt and cash management functions of Finance, develop,
document and implement best practice procedures for Finance and review and enhance
use of New World ERP system functionality system-wide and organization-wide.
The additional daily leadership in Finance will enable Administrative Services to
continue implementing process and New World ERP systems improvements as well as
Attachment 4
3
roll out additional modules and functionality. This in turn will enable Administrative
Services to provide more robust support to the District’s other departments most notably
for grants and procurement support and compliance.
5. Human Resources position (to be determined) – Human Resources Division
Salary Range To Be Determined
Rationale: With the District’s growth as an organization, an HR Division that is
structured and sized appropriately to handle all of the essential HR functions is critical.
In addition to a significant number of recruitments, HR must manage classification and
compensation, benefits, labor relations, policy creation and update work, workers’
compensation claims, performance evaluation systems, staff development and training,
staff recognition, and more. Management Partners will be performing an assessment of
HR functions and capacity and making structural/position recommendations. This
position recommendation is a placeholder until their study is complete.
6. Grants Specialist – Administrative Services
Salary Range 35: $79,944 to $99,840
Rationale: Grants are becoming increasingly competitive to secure and more extensive
submittals are also being required. This points to the need for a centralized grants writer
that has the expertise in preparing for, and submitting grant paperwork to achieve a high
rate of success and comply with grant requirements. Expecting project managers to take
this time-consuming task on is no longer a viable alternative, particularly now that the
District is focusing on project delivery and striving to reduce implementation time to
accomplish more in less time.
This position is recommended to be housed in Administrative Services and to serve all
departments. It will focus on writing and securing grant funds primarily for capital
projects and land acquisition, but also available to secure grants for other functions,
including interpretive programs, environmental education, conservation farming and
grazing, natural resource protection/habitat enhancement, fuels management, etc. It will
also be available to submit nominations and applications for recognition of District work.
Attachment 4
Midpeninsula Regional Open Space District
Organizational Chart – January 2016
General Manager
Visitor and Field
Services
Assistant General
Manager
Finance and
Administrative Services
CFO / Director of
Administrative Services
Finance
Division
Human Resources
Division
Information Systems
and Technology
Division
Board of Directors
Project Planning and
Delivery
Assistant General
Manager
Planning
Department
Real Property
Department
General Counsel
Controller
Executive Assistant
Engineering and
Construction
Department
Natural Resources
Department
Operations
Department
Senior Management
Analyst
Public Affairs
Department
District Clerk
Special Projects
Manager
PUBLIC
1 2
1. Engineering and Construction is currently under Planning, but will become a separate
department when the E&C Manager position is filled.
2. Human Resources is currently under the Visitor and Field Services AGM, but will
transition to Administrative Services by July 2016.
Management
Analyst I/II
(FY 2016 – 17)
Real Property
Specialist I/II
(FY 2017 – 18)
Resource
Management
Specialist I/II
(FY 2017 – 18)
Finance Manager
(FY 2016 – 17)
Human Resources
Position (TBD)
(FY 2016 – 17)
Grants Specialist
(FY 2016 – 17)
Attachment 4
Land Facilities Manager
Skyline Area
Manager
Senior Property
Management
Specialist
Foothills Area
Manager
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor-
Special Projects
Maintenance
Supervisor
Property
Management
Specialist II
EMO
LOST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
Management
Analyst II
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Farm Maintenance
Worker
1. Yellow indicates new positions that need approval for FY 16-17
2. Green indicates new positions that need approval for FY 17-18
3. Green connector indicates new reporting relationship starting FY 17-18
OST
OST
Maintenance
Supervisor-
Special Projects
EMO
Lead OST
OST
OST
Property
Management
Specialist I
Capital Projects
Field Manager
OST
Facilities
Maintenance
Supervisor
OST
Facilities
Maintenance
Specialist I
Attachment 4
Land Facilities Manager
Skyline Area
Manager
Senior Property
Management
Specialist
Foothills Area
Manager
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor
Maintenance
Supervisor-
Special Projects
Maintenance
Supervisor
Property
Management
Specialist II
EMO
LOST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
OST
EMO
Lead OST
OST
Management
Analyst II
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Farm Maintenance
Worker
1. Yellow indicates new positions that need approval for FY 16-17
2. Green indicates new positions that need approval for FY 17-18
3. Blue indicates new position that needs approval for FY 18-19
4. Blue connector indicates new reporting relationship starting FY 17-18
OST
OST
Maintenance
Supervisor-
Special Projects
EMO
Lead OST
OST
OST
Property
Management
Specialist I
Capital Projects
Field Manager
OST
Facilities
Maintenance
Supervisor
OST
Facilities
Maintenance
Specialist I
Attachment 4
R-16-69
Meeting 16-11
May 25 , 2016
AGENDA ITEM 5
AGENDA ITEM
Consideration of the Controller’s Report on the Proposed Fiscal Year 2016-17 Budget
GENERAL MANAGER’S RECOMMENDATION
Approve the Controller’s report on the Fiscal Year 2016-17 Budget.
SUMMARY
The District will begin the new fiscal year with cash balances totaling an estimated $80.5
million. Projected revenues and fund cash are adequate to cover budgeted debt service, reserve
requirements, operating expenses, general fund capital expenditures, and up to $23 million of
cash for Measure AA projects. District long-term financial projections indicate that the proposed
budget is sustainable and consistent with District plans and objectives.
DISCUSSION
The attached FY 2016-17 summary of the proposed budget and my estimate of projected results
breaks the income and spending 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 of $56.9 million in the general fund, $22.2 million in the MAA fund and
$1.5 million in the Hawthorn fund. The first column lists a summary of the proposed budget.
The second column shows my expectations, based on experience,of likely budget variances and
the projected impact of initiatives expected to be proposed for Board approval in the next few
months. These include savings from the planned refunding of the 2007 Bonds, the use of general
fund cash to pay down some of the District’s unfunded CalPERS liability, and a recommendation
to increase the committed reserve for new infrastructure by $10 million. The tiny expected
variances in capital spending reflect the fact that the proposed budget does not include the cost of
land purchases. The projected column includes $3 million of cash for new land purchases in
FY2016-17.
General Fund Income
1. General Fund Tax Revenue to be received between July 1, 2016 and June 30, 2017 is
budgeted at $42.8 million (67% from Santa Clara County and 33% from San Mateo County),
an annual increase of 8.6%. This reflects a projected 9.0% increase in secured taxes and a
1.6% increase in unsecured, supplemental and redevelopment-related taxes. Through April,
District general fund tax revenue is increasing at an 10.6% annual rate in the current tax year.
R -16-69 Page 2
My latest evaluation of the assessed valuation (AV) data indicates this may be slightly over-
optimistic; this is reflected in the projected column.
2. Santa Clara County Parks Income is budgeted at $332,440, down 5% from the current year.
3. Property Management Income is budgeted at $1,209,000.
4. Interest Income is budged at $350,000, assuming that interest rates remain very low.
3. Other Income is estimated at $100,000 for reimbursements, fines, fees, cash donations and
settlements.
General Fund Debt
District staff are currently in the process of selecting a team of underwriters, financial advisors
and attorneys to refinance the 2007 Bonds by the end of August 2016. If current interest rates
hold, the District will achieve present value savings of around $9 million.
General Fund Debt Service
Debt service requirements for non-MAA debt for FY2016-17 currently total $9.63 million, down
3% from the current year. If the planned refunding of the 2007 bonds is completed in August,
FY2016-17 debt service payments would be reduced by some $870,000. This anticipated savings
is shown in the projected column. The scheduled debt service payments will be detailed in the
Debt Service Annual Claims List, to be presented with the final budget presentation in June.
Other General Fund Expenditures
1. Non-MAA Capital Expenditures: The budget includes $3.92 million for capital
expenditure projects which do not qualify for MAA funding. The projected column
assumes that normal budget variances in capex spending will be off-set by general fund
land purchases.
2. Operating Expenses are budgeted at $27.3 million, or 64% 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 would be at 60% of tax revenue, which is
slightly higher than assumed in the original post-MAA long-term financial model. Since
this reflects an accelerated ramp-up of staffing, I have adjusted the financial model to
reflect a lower growth rate in future spending, from two percentage points above tax
growth to 1.5 percentage points. The adjusted model indicates that the proposed
accelerated staffing is sustainable and consistent with long-term financial objectives.
3. Cal PERS Pre-Payment : Staff is currently working with the District’s actuary to
evaluate a plan to pay down up to $3 million of the District’s unfunded CalPERS
liability. Based on the latest analysis, such a prepayment would save over $2 million of
net payments to CalPERS over the next twenty years, and earn an effective rate of return
of over 6% on general fund cash. Since this return is much greater than the District
could otherwise earn on its general fund cash, the projected column assumes the District
will go ahead with such a prepayment plan.
R -16-69 Page 3
Committed and General Fund Reserves
If all general fund revenues and expenditures occur as projected, the District general fund cash
balance would total $60.4 million at the end of FY2016-17. This would fully cover the $20.4
million of reserve commitments and the minimum general fund balance of $10.0 million. The
largest element in current committed reserves is the $15 million infrastructure reserve. As the
planning for additional office and field facilities has progressed, it is apparent that this reserve is
under-funded by at least $10 million. Sometime in the near future, staff expects bring to the
board a proposal to increase this reserve. The projected column reflects a $10 million
infrastructure reserve increase.
MAA Revenue and Capital Spending
The budget indicates that the board will continue to levy an MAA tax of eighty cents in the
coming fiscal year, which should yield about $1.8 million of tax revenue. This would more than
cover scheduled MAA net debt service payments of $1.5 million. MAA debt service
requirements are below original assumptions because the bonds were sold at a premium, and the
premium must be used to fund a portion of the debt service over the first three years the bonds
are outstanding. The budget also includes $841,600 of grant income related to MAA projects
and $160,000 of interest income. The MAA capital spending budget is $14.9 million. The
projected column reflects normal likely budget variances, mostly off-set by a modest amount of
non-budgeted land purchases.
Hawthorn Endowment
The budget includes $133,050 of spending from the Hawthorn endowment. If spent, this will
reduce the endowment cash balance to approximately $1.4 million.
Long-Term Financial Model
Attached is an updated version of my 30 year financial model. The model clearly indicates that
the FY2016-17 budget, adjusted for the usual variances, is consistent with MAA tax rate
constraints and District long-term financial plans.
The model includes the following major changes from last year:
[1] Projected tax revenue growth, beyond next year, is at 4% instead of 5%. The objective of
lowering the growth rate is to test spending plans against a more pessimistic view of tax revenue
growth. As you know, our thirty year tax revenue growth trend is over 6%.
[2] Property management costs are combined into Opex.
[3] Estimated grant reimbursement is reduced from 8% to 6% of MAA capex.
[4] The gap between tax revenue growth and opex growth is reduced from 2% to 1.5% to reflect
the accelerated staffing in the FY2016-17 budget. This gap is further reduced to 1.15% in the
last fifteen years.
[5] The projected cost of new facilities is increased from $20 million to $35 million. This is
included on the non-MAA capex line, in the three fiscal years ending in FY2019-20.
[6] A non-MAA capex base is established at $4 million (consistent with the FY2016-17 budget)
per year and increased at 5% per year. This excludes the cost of new facilities. Non-MAA capex
growth is reduced to 3% in the last fifteen years.
[7] MAA capex, both labor and non-labor, is combined into one line.
R -16-69 Page 4
[8] The estimated impact of a $3 million CalPERS prepayment and a refunding of the 2007
Bonds are included.
[9] Committed reserves are increased by $10 million and further increased incrementally to $50
million by FY2045-46.
The result is a conservative and sustainable model which funds the completion, within the $3.18
tax rate constraint, of the MAA program in 2045. Should District AV continue to grow at a faster
rate than 4%/year, funding will be available to complete the program earlier, For example, if
District AV grows at an average rate of 5% over the next fifteen years and then slows to 4%,
funding will be available to finish the program four years earlier, in 2041.
FISCAL IMPACT
There are no unbudgeted fiscal impacts associated with this Agenda Item.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
Board review of the Controller’s Report is not a project under the California Environmental
Quality Act and no environmental review is required.
NEXT STEPS
Following this Agenda Item, the Board will be asked to evaluate the FY2016-17 Budget in view
of the information contained in the Controller’s report.
Attachment:
1. FY 2016-17 Cash Projection
2. MROSD 30 Year Cash Flow Projection
Prepared by:
Michael L. Foster, Controller
($Thousands)
BUDGET adjust Projected
EST. BEGINNING GENERAL CASH 57,470 57,470
GENERAL FUND TAX REVENUE 42,785 ($235)42,550
SANTA CLARA COUNTY PARKS 332 332
PROPERTY MANAGEMENT 1,209 1,209
INTEREST INCOME 350 350
OTHER INCOME 100 100
TOTAL GENERAL FUND REVENUE 44,776 44,541
OPERATING EXPENSES 27,342 95%25,975
CALPERS PRE-FUND $3M 3,000
NON-MAA CAPITAL SPENDING 3,916 3,916
NON-MAA DEBT SERVICE 9,625 ($870)8,755
TOTAL GENERAL FUND SPENDING 40,883 41,646
OPERATING CASH FLOW 3,893 2,895
ENDING GENERAL FUND CASH 61,363 60,365
COMMITTED RESERVES 20,400 add $10M 30,400
AVAILABLE GENERAL FUND CASH 40,963 29,965
EST. BEGINNING MMA FUND CASH 22,180 22,180
MAA DEBT SERVICE 1,460 1,460
MAA TAX REVENUE 1,840 1,840
INTEREST INCOME 160 160
GRANT INCOME 842 842
MAA CAPITAL SPENDING 14,933 98%14,560
ENDING MAA FUND CASH BALANCE 8,629 9,002
BEGINNING HAWTHORN CASH 1,490 1,490
HAWTHORNE SPENDING 133 133
ENDING HAWTHORN FUND CASH 1,357 1,357
ENDING TOTAL CASH BALANCES 71,349 70,724
FY2016-17 Cash Projection
Attachment 1
MROSD 30 YEAR CASH FLOW PROJECTION (June FY17-46) ($Millions)
TAX GROWTH: 4.0 %NON-MAA CAPEX BASE:$4.0 M 17-19 S&B STEP-UP:add 21 employees
5/13/16 OPEX GROWTH: 5.5 %NON-MAA CAPEX GR:5 %18-20 CAPEX STEP-UP:$35M of new facilities
OPEX GR > TAX GR:1.5 %OTHER REVENUE GR:2 %GRANTS/MAA CAPEX:6 %
FISCAL YEAR: 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 30-31 2016-31
BEGINNING GEN CASH 40.44 56.87 59.82 61.86 47.30 38.94 43.64 48.22 51.13 55.42 59.49 63.22 66.90 70.47 70.47 74.00
TAX REVENUE 52.61 42.55 44.25 46.02 47.86 49.78 51.77 53.84 55.99 58.23 60.56 62.98 65.50 68.12 70.85 73.68 852.0
OTHER REVENUE 2.49 1.99 2.03 2.07 2.11 2.15 2.20 2.24 2.29 2.33 2.38 2.43 2.47 2.52 2.57 2.63 34.4
OPERATING REVENUES 55.10 44.54 46.28 48.09 49.97 51.93 53.97 56.08 58.28 60.56 62.94 65.41 67.98 70.65 73.42 76.31 886.4
OPERATING EXPENSES 26.75 25.98 28.70 30.70 32.39 34.17 36.05 38.03 40.12 42.33 44.66 47.11 49.71 52.44 55.32 58.37 616.1
Operating Exp/Taxes 51%61%65%67%68%69%70%71%72%73%74%75%76%77%78%79%
NON-MAA CAPEX (net)2.03 3.92 6.85 23.20 17.71 4.63 4.86 5.11 5.36 5.63 5.91 6.21 6.52 6.84 7.18 7.54 119.5
CALPERS PRE-FUND 2.94 -0.12 -0.12 -0.20 -0.28 -0.29 -0.31 -0.31 -0.32 -0.33 -0.33 -0.33 -0.33 -0.33 -0.33 -1.0
NON-MAA DEBT SERVICE 9.89 9.62 9.68 9.74 9.31 9.58 9.64 11.21 9.69 9.73 9.84 9.61 9.38 8.17 8.08 8.05 151.2
REFI SAVINGS 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 0.87 10.4
NON-MAA SPENDING 38.67 41.59 44.24 62.65 58.34 47.23 49.39 53.17 53.99 56.49 59.21 61.73 64.40 67.12 70.26 73.63 902.1
OPERATING CASH FLOW 16.43 2.95 2.04 -14.55 -8.36 4.70 4.58 2.91 4.29 4.07 3.73 3.68 3.58 3.52 3.17 2.68 39.4
ENDING GENERAL CASH 56.87 59.82 61.86 47.30 38.94 43.64 48.22 51.13 55.42 59.49 63.22 66.90 70.47 74.00 73.64 76.68
COMMITTED RESERVES 20.40 30.40 30.40 30.40 25.40 25.90 26.40 26.90 27.90 28.90 29.90 30.90 31.90 32.90 33.90 34.90
AVAILABLE GEN CASH 36.47 29.42 31.46 16.90 13.54 17.74 21.82 24.23 27.52 30.59 33.32 36.00 38.57 41.10 39.74 41.78
BOND PROCEEDS (NET)45.00 35.00 32.50 32.00 29.00 27.00 200.5
GO BOND DEBT SERVICE 0.36 1.46 1.96 3.64 4.80 4.80 5.84 6.98 6.98 8.07 9.22 9.22 10.24 11.25 11.25 12.20 108.3
GO BOND TAX REVENUE 1.71 1.84 1.91 1.99 4.76 4.80 5.84 6.98 6.98 8.07 9.22 9.22 10.24 11.25 11.25 12.20 108.3
INTEREST INCOME 0.17 0.16 0.05 0.25 0.18 0.06 0.28 0.20 0.07 0.30 0.22 0.08 0.29 0.21 0.07 0.27 2.9
MAA CAPEX 18.64 14.54 9.50 12.00 12.00 12.00 12.00 11.60 11.50 12.00 11.50 11.20 10.50 10.50 10.35 10.00 189.8
LESS: GRANT INCOME 0.45 0.84 0.57 0.72 0.72 0.72 0.72 0.70 0.69 0.72 0.69 0.67 0.63 0.63 0.62 0.60 10.7
NET MAA CAPEX 18.19 13.70 8.93 11.28 11.28 11.28 11.28 10.90 10.81 11.28 10.81 10.53 9.87 9.87 9.73 9.40 179.1
BOND REIMBURSEMENT 24.34 13.70 8.93 11.28 11.28 11.28 11.28 10.90 10.81 11.28 10.81 10.53 9.87 9.87 9.73 9.40 185.3
MAA TRUSTEE CASH 22.18 9.02 0.10 22.42 11.28 0.06 21.56 10.86 0.12 21.14 10.55 0.10 19.52 9.86 0.20 18.07
ENDOWMENT CASH 1.49 1.36 1.21 1.11 1.01 0.91 0.81 0.71 0.61 0.51 0.41 0.33 0.28 0.23 0.18 0.13 11.3
ENDING TOTAL CASH 80.54 70.20 63.17 70.83 51.23 44.61 70.59 62.70 56.14 81.13 74.17 67.32 90.27 84.08 74.02 94.87
CUMM MAA CAPEX 24.8 39.3 48.8 60.8 72.8 84.8 96.8 108.4 119.9 131.9 143.4 154.6 165.1 175.6 186.0 196.0
CUMM TOTAL CAPEX 20.7 39.1 55.5 90.7 120.4 137.0 153.9 170.6 187.4 205.1 222.5 239.9 256.9 274.2 291.8 309.3
Attachment 2
MROSD 30 YEAR CASH FLOW PROJECTION (FY17-46) ($Millions)
5/13/16 TAX GROWTH: 4.00 %NON-MAA CAPEX BASE:$4.0 M INCREASE RESERVES:$1 M/yr
OPEX GROWTH: 5.15 %NON-MAA CAPEX GR:3.0 %
OPEX GR > TAX GR:1.15 %OTHER REVENUE GR:2 %GRANTS/MAA CAPEX:6 %
FISCAL YEAR: 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 45-46 2031-46
BEGINNING GEN CASH 74.00 76.68 79.26 81.75 84.12 86.69 87.87 88.72 89.52 89.71 89.21 87.95 85.35 89.26 91.65 92.89
TAX REVENUE 73.68 76.63 79.70 82.88 86.20 89.65 93.23 96.96 100.84 104.87 109.07 113.43 117.97 122.69 127.59 132.70 1534.4
OTHER REVENUE 2.63 2.68 2.73 2.79 2.84 2.90 2.96 3.02 3.08 3.14 3.20 3.26 3.33 3.40 3.46 3.53 46.3
OPERATING REVENUES 76.31 79.31 82.43 85.67 89.04 92.55 96.19 99.98 103.92 108.01 112.27 116.70 121.30 126.08 131.06 136.23 1580.7
OPERATING EXPENSES 58.37 61.37 64.53 67.86 71.35 75.03 78.89 82.95 87.23 91.72 96.44 101.41 106.63 112.12 117.90 123.97 1339.4
Operating Exp/Taxes+RR 79%80%81%82%83%84%85%86%86%87%88%89%90%91%92%93%
NON-MAA CAPEX (net)7.54 7.77 8.00 8.24 8.49 8.74 9.01 9.28 9.55 9.84 10.14 10.44 10.75 11.58 11.92 12.28 146.0
CALPERS PRE-FUND -0.33 -0.33 -0.33 -0.33 -0.33 -0.33 -1.7
NON-MAA DEBT SERVICE 8.05 7.91 7.73 7.53 6.96 7.93 7.44 6.95 6.95 6.95 6.95 7.45 80.8
REFI SAVINGS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0
NON-MAA SPENDING 73.63 76.72 79.94 83.30 86.47 91.37 95.34 99.18 103.73 108.51 113.53 119.30 117.38 123.70 129.82 136.25 1564.5
OPERATING CASH FLOW 2.68 2.59 2.49 2.37 2.57 1.18 0.85 0.80 0.19 -0.50 -1.26 -2.60 3.91 2.39 1.24 -0.02 16.2
ENDING GENERAL CASH 76.68 79.26 81.75 84.12 86.69 87.87 88.72 89.52 89.71 89.21 87.95 85.35 89.26 91.65 92.89 92.87
COMMITTED RESERVES 34.90 35.90 36.90 37.90 38.90 39.90 40.90 41.90 42.90 43.90 44.90 45.90 46.90 47.90 48.90 49.90
AVAILABLE GEN CASH 41.78 43.36 44.85 46.22 47.79 47.97 47.82 47.62 46.81 45.31 43.05 39.45 42.36 43.75 43.99 42.97
NOTE PROCEEDS (NET)27.00 24.00 25.00 27.50 23.00 99.5
GO BOND DEBT SERVICE 12.20 13.14 13.14 13.98 14.82 14.82 15.70 16.57 16.57 17.53 18.50 18.50 19.30 20.91 20.91 20.86 255.3
GO BOND TAX REVENUE 12.20 13.14 13.14 13.98 14.82 14.82 15.70 16.57 16.57 17.53 18.50 18.50 19.30 20.91 20.91 20.86 255.3
INTEREST INCOME 0.27 0.20 0.10 0.20 0.20 0.10 0.20 0.20 0.10 0.15 0.15 0.05 0.10 0.10 0.05 1.9
MAA CAPEX 10.00 9.80 9.50 9.00 8.75 8.35 9.25 9.00 9.00 10.00 10.00 9.50 8.50 8.50 7.94 127.1
LESS: GRANT INCOME 0.60 0.59 0.57 0.54 0.53 0.50 0.56 0.54 0.54 0.60 0.60 0.57 0.51 0.51 0.48 0.00 7.6
NET MAA CAPEX 9.40 9.21 8.93 8.46 8.23 7.85 8.70 8.46 8.46 9.40 9.40 8.93 7.99 7.99 7.46 0.00 119.5
BOND REIMBURSEMENT 9.40 9.21 8.93 8.46 8.23 7.85 8.70 8.46 8.46 9.40 9.40 8.93 7.99 7.99 7.46 0.00 119.5
MAA TRUSTEE CASH 18.07 9.06 0.23 15.97 7.94 0.19 16.70 8.44 0.08 18.33 9.08 0.20 15.31 7.42 0.00 0.00
ENDOWMENT 0.13 0.08 0.03 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 0.1
ENDING TOTAL CASH 94.87 88.40 82.01 100.09 94.64 88.06 105.42 97.96 89.78 107.54 97.03 85.55 104.57 99.07 92.89 92.88
CUMM MAA CAPEX 196.0 205.8 215.3 224.3 233.0 241.4 250.6 259.6 268.6 278.6 288.6 298.1 306.6 315.1 323.1 323.1
CUMM TOTAL CAPEX 309.3 326.9 344.4 361.6 378.9 396.0 414.2 432.5 451.1 470.9 491.0 511.0 530.2 550.3 550.1 562.6
Attachment 2
5/13/16
FISCAL YEAR: 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 30-31
AV GROWTH: 4.0 %
ASSESSED VALUE ($B)213.9 230.6 239.8 249.4 259.4 269.8 280.5 291.8 303.4 315.6 328.2 341.3 355.0 369.2 383.9 399.3
DEBT SERVICE ($M)0.36 1.46 1.96 3.64 4.80 4.80 5.84 6.98 6.98 8.07 9.22 9.22 10.24 11.25 11.25 12.20
TAX RATE $0.17 $0.63 $0.82 $1.46 $1.85 $1.78 $2.08 $2.39 $2.30 $2.56 $2.81 $2.70 $2.88 $3.05 $2.93 $3.05
FISCAL YEAR: 30-31 31-32 32-33 33-34 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46
AV GROWTH: 4.0 %
ASSESSED VALUE ($B)399.3 415.3 431.9 449.2 467.1 485.8 505.2 525.4 546.5 568.3 591.1 614.7 639.3 664.9 691.5 719.1
DEBT SERVICE 12.20 13.14 13.14 13.98 14.82 14.82 15.70 16.57 16.57 17.53 18.50 18.50 19.30 20.91 20.91 20.86
TAX RATE $3.05 $3.16 $3.04 $3.11 $3.17 $3.05 $3.11 $3.15 $3.03 $3.09 $3.13 $3.01 $3.02 $3.15 $3.02 $2.90
MROSD PROJECTED MEASURE AA TAX RATE
Attachment 2
From:Jennifer Woodworth
Subject:RE: 5/25/2016 Midpen board meeting questions
Date:Wednesday, May 25, 2016 10:00:44 AM
Attachments:20160210_FYI_RetreatDebrief.pdf
Please find the responses below in blue to questions submitted regarding tonight’s agenda items.
Additional questions were submitted that staff will be responding to at tonight’s meeting. Thank
you.
Director Kishimoto
Agenda questions
1. Mt. Um roads project. Thanks for the detailed specs and cost breakdowns. One question is - did we consider permeable
concrete as option? I understand the cost is a little higher but you don’t have to spend as much on drainage.
Yes, permeable concrete was reviewed as an option at the start of the project. However, in order to
install permeable pavement, the entire Mount Umunhum road structure would need to be removed
and reinstalled to allow stormwater percolation. Our current construction method is much more
affordable, efficient, and also environmentally sustainable by reusing the substructure of the road
and only requiring removal of the top pavement layer. Additionally, since the proposed drainage
improvements are mainly for improved maintenance to keep existing culverts free of debris rather
than to increase stormwater drainage capacity, permeable concrete would not materially affect the
drainage improvements as currently designed.
2. I’m still reading through all the action plan and budget info. A couple questions for now:
Could you please provide a copy of the 2/10/16 board retreat debrief to board members?
Please see attached
I asked the question earlier about a significant trend in private sector tech companies away from hiring “administrative
assistants”. Did staff look at this and evaluate different models?
This information has not yet been requested by the Board of Directors. If or when new
administrative assistant level capacity is needed, staff will continue to perform a thorough
evaluation to inform recommendations to the General Manager, and the GM’s recommendations to
the Board, about how this capacity can be most efficiently and effectively filled. Concerning recent
recommendations and Board approvals (GMO Senior Administrative Assistant and Land & Facilities
Services Administrative Assistant, approved by the Board on 2/10/16 and 4/27/16 respectively),
dedicated administrative assistant capacity was determined to be needed for the District’s increasing
workload and project/program delivery requirements. Administrative Assistants are shared between
business lines and departments as much as possible, and fulfill complex administrative duties specific
to each of their departments that support and enable critical projects, programs, and services,
including managing the permitting system for the preserves, assisting with the bid review process for
construction projects, and creating and administering the District’s new online store.
A proposal to add another “grants” person? Wasn’t this part of the justification/job description for external affairs position?
The External Affairs Specialist in Public Affairs is reviewing grant opportunities to some extent. The
actual application for and follow-up on grants is not in the job description for External Affairs
Specialist. The Grants Specialist position will report to the Chief Financial Officer and will use
information from Public Affairs and from many other sources to identify potential grants to apply
for. The Grants Specialist will involve the subject matter department to submit the grant. Upon
award and acceptance, the Grants Specialist will manage the drawdowns and coordinate the
compliance reporting with the granting agency.
How do other open space districts budget for land acquisition?
I am looking into how East Bay Regional Park District and Santa Clara County Parks budget for land
acquisitions and will let you know when I find out.
Budget document looks extremely well organized and put together! Much to absorb - will send other questions as soon as possible.
* can you summarize how many/where the trails and facilities we are adding for ADA over
next 3 years?
Over the next three years, the District will be adding a number of facilities that would be ADA-
accessible to the public:
Mt Umunhum Summit Project - - As part of implementation of the Mt Umunhum Summit Project,
the District will be providing approximately 1,500 feet of natural and paved ADA-accessible trails,
including around the perimeter of the tower. This distance does not include additional accessible
pathways at the turnaround or parking lot, restrooms, and weather shelters at the mountain top in
Fall 2016.
La Honda Creek Open Space Preserve – As part of Phase I Public Access Improvements, the District is
designing and constructing a new gravel parking lot and paved ADA accessible parking space and
ADA accessible restroom that are targeted for opening in 2017. However, the trail connections
would not likely be ADA-accessible. Portions of future trail loops may be accessible or be considered
easy access.
Bear Creek Redwoods Open Space - Pending Board approval of the Preserve Plan and certification of
the Environmental Impact Report, the District would construct an ADA-accessible loop trail from the
new parking lot at Bear Creek Road near the former Alma College site, where the site would also be
ADA-accessible as part of Phase I public access improvements identified in the Preserve Plan. This
new parking area will include ADA accessible parking and restroom facilities.
In addition, the Accessibility Plan Update project will provide an updated inventory of accessible
trails and facilities. Once updated, the Accessibility Plan will provide the District with a Transition
Plan for additional trails and facilities that will be improved upon for ADA access. The next steps
with the Accessibility Plan Update project is to prepare a RFQP for consultants and obtain Board
approval for the consultant work.
* same for dog-owners: can you summarize how many/where the trails and facilities we are
adding for dog owners over next 3 years?
Within this time frame, the District will be focused on expanding dog access at El Sereno Open Space
Preserve where we estimate over five (5) miles of trails would be opened to dog use, pending Board
approval and either securing property rights or neighbor consent to allow dog use over trail
segments that are located on private properties or where access goes over private roads leading to
the Preserve.
* The 3 year CIP for Bear Creek budgets as our share $2.2 million for a water system for the
stable plus $3.365 million for stables. This is for private stables which would closed to public
access??
The Bear Creek Stables Site Plan is being developed to meet the following goals, where one of the
goals include broadening public access and use of the stables:
• Emphasize the protection of the site's natural resources;
• Maximize public benefits by broadening public access and use of the facility; and
• Develop a viable plan that is financially feasible for a tenant and the District.
Two site design alternatives have been presented to the Board that include additional public access
and use, where the total implementation costs range from over $7.25 M - $8M (including initial
capital costs and ongoing maintenance costs). To reduce implementation costs, a minimal
improvement alternative and phasing plans for Alternatives A and B are being developed and will be
presented to the Board on July 6.
A feasibility analysis of various water supply systems is underway. Construction cost estimates for
each system range from $620,000 to $1,000,000; ongoing maintenance would be an additional cost.
Total water system infrastructure costs would exceed $1M if separate water systems are required to
meet potable and fire suppression water needs for the stables. An evaluation of additional water
sources is underway to determine if less expensive water system options are feasible. This
information will also be presented to the Board on July 6.