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HomeMy Public PortalAboutBudget - District- FY23Budget and Action Plan ————————————————————————————————————————————————————————— FISCAL YEAR ENDING JUNE 30, 2023 ADOPTED JUNE 8, 2022 FRONT COVER PHOTO CREDITS Top: Rancho San Antonio Open Space Preserve (Karl Gohl) Lower left: Stevens Creek Shoreline Nature Area (Joan Sparks) Lower middle: Fremont Older Open Space Preserve by (Esperanza Sanz) Lower right: Thornewood Open Space Preserve by (Marcia Hakanson) Picchetti Ranch Open Space Preserve (Karl Gohl) Table of Contents Click on the table of contents below to jump to that page. You can also click on the table of contents icon at the bottom of every page to jump back to this table of contents. 4 SECTION 1: INTRODUCTION 4 General Manager’s Transmittal 6 Board of Directors and Management 7 Organizational Chart 8 Strategic Plan Goals and Objectives 10 Regional Map 11 About Us 12 Demographics 14 Board Resolution 17 SECTION 2: BUDGET SUMMARY AND OVERVIEW 18 Budget Summary and Over view 20 Revenues 22 Expenditures 26 Staffing 32 Hawthorns Fund 33 Measure AA Projects 35 Vision Plan 37 Debt Service 41 Grants Program 41 Fund Balance 43 Long-Range Financial Planning 44 Delivering on the Mission 44 Climate Action Plan 45 Diversity, Equity, and Inclusion 47 Budget Process 49 Financial Policies 51 SECTION 3: CAPITAL IMPROVEMENT AND ACTION PLAN 52 Capital Improvement and Action Plan Overview 59 Land Acquisition and Preservation 76 Natural Resource Protection and Restoration 125 Public Access, Education and Outreach 164 Assets and Organizational Support 189 SECTION 4: DEPARTMENT SUMMARIES 191 Departments Overview 192 Administrative Services Business Line 196 Engineering and Construction 200 Office of the General Counsel 202 Office of the General Manager 204 Land and Facilities Services 208 Natural Resources 212 Planning 216 Public Affairs 218 Real Property 222 Visitor Services 226 VISION PLAN ACTIONS OVERVIEW 228 GLOSSARY 3Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n General Manager’s Transmittal Dear Board of Directors and Midpen Constituents, As we continue to celebrate our 50th Anniversary, I am pleased to present Midpeninsula Regional Open Space District’s fiscal year 2023 (FY23) Budget and Action Plan that connects where we are today with our long-term vision for the future. Our operations have largely returned to pre-pandemic normal and Midpen office staff have successfully transitioned to a hybrid remote work model. While supply chain disruptions and delays remain, and costs have escalated significantly in all areas, our adaptable and resilient staff remains committed to the mission of preserving significant open space and agricultural lands, protecting nature and restoring biodiversity, creating wildlife corridors, building climate resilience, and encouraging community connections to the outdoors. For FY23, our priorities include the potential purchase of Cloverdale Ranch and expanding our presence on the San Mateo County Coastside by finalizing the purchases of the Johnston Ranch Uplands and South Cowell properties near Half Moon Bay. We are also updating and consolidating our Agricultural Policy and making investments in our conservation grazing infrastructure, which reduces fire fuels and supports the biodiversity of native plants and local wildlife. Our natural resources restoration and remediation work continues, highlighted by an ongoing partnership with the Amah Mutsun Tribal Band on a native plant garden; an ethnobotany inventory with local tribal partners; our restoration forestry demonstration project at La Honda Creek Open Space Preserve; a drought resiliency plan; several water supply/habitat enhancement projects; and continued oversight of the Lehigh Quarry activities adjacent to Rancho San Antonio County Park and Open Space Preserve. Because we rely on science to inform our land management decisions, we are adding to the regional knowledge base with ongoing wildlife research (mountain lions, newts, Santa Cruz kangaroo rats and aquatic species) and landscape-level vegetation mapping. As the pandemic demonstrated, access to nature is essential to our health and well-being. We recently celebrated our 250th mile of publicly accessible trails and have 28 new or continuing public access, education and outreach projects, including trail projects to expand ecologically sensitive access at La Honda Creek, Bear Creek Redwoods, Windy Hill, Long Ridge, Monte Bello and Sierra Azul. We are also pursuing regional trail connections like Alpine Trail in Coal Creek Open Space Preserve, the Bay Area Ridge Trail -Highway 17 trail crossing and will be completing feasibility studies for the Purisima-to-the-Sea Trail. In addition, we are improving easy-access trails at Skyline Ridge Open Space Preserve as we undertake our fourth year of removing barriers as part of our ADA Self -Assessment and Transition Plan. And are studying viable multimodal options for popular preserves and implementing near-term ideas to reduce parking demands and promote greener modes of travel. Our FY23 budget includes a recommended staff increase of eight regular positions and also separately numerous limited-term interns to help further deliver on the mission and add capacity in project and program delivery to support Midpen’s growing open space acreage, public access facilities, and visitation levels, particularly along the coast, and to further leverage outside grants funding and advance Midpen’s Diversity, Equity, and Inclusion goals. Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower percentage of the total budget (51%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 20% of the budget and debt service totals 29%. Total revenues and other funding sources are projected at $84.3 million, which include property tax revenues at $67.9 million, bond reimbursements at $7.3 million and other funding sources at $9.1 million, balancing a budget of $84 million in expenses. 4 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Se c t i o n 1 In t r o d u c t i o n Finally, we will be closing out the second half of our 50th anniversary celebratory year through the end of December with public events and activities commemorating the landmark support of voters in creating this unique single-purpose special district in 1972. We invite you to join us in these celebrations and to take as many opportunities as possible to head out to your public open space lands to rejuvenate and rejoice. Respectfully submitted, /s/Ana María Ruiz Ana María Ruiz General Manager El Corte de Madera Creek Open Space Preserve (Sandra Martin) 5Section 1 • Budget and Action Plan FY23 Board of Directors and Management District Wards (Effective November 8, 2022)Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry Hassett, Pete Siemens. ——————————————————————————––––––––––––———————————————————————————————— Pete Siemens Ward 1: Cupertino, Lexington Hills, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––———————————————————————————————— Yoriko Kishimoto–Board Vice President Ward 2: Cupertino, Los Altos, Los Altos Hills, Loyola, Mountain View, Palo Alto, Stanford ——————————————————————————––––––––––––———————————————————————————————— Jed Cyr–Board Treasurer Ward 3: Cupertino, Sunnyvale ——————————————————————————––––––––––––———————————————————————————————— Curt Riffle Ward 4: Cupertino, Los Altos, Mountain View, Sunnyvale ——————————————————————————––––––––––––———————————————————————————————— Karen Holman–Board Secretary Ward 5: East Palo Alto, Menlo Park, Mountain View, Palo Alto, Sunnyvale——————————————————————————––––––––––––———————————————————————————————— Larry Hassett Ward 6: Atherton, La Honda, Ladera, Loma Mar, Menlo Park, North Fair Oaks, Pescadero, Portola Valley, Redwood City, West Menlo Park, Woodside——————————————————————————––––––––––––———————————————————————————————— Zoe Kersteen-Tucker–Board President Ward 7: El Granada, Emerald Lake Hills, Half Moon Bay, Montara, Moss Beach, Redwood City, San Carlos, Woodside——————————————————————————––––––––––––———————————————————————————————— Executive Management Ana María Ruiz–General Manager Hilary Stevenson–General Counsel Mike Foster–Controller Susanna Chan–Assistant General Manager/Project Planning and Delivery Brian Malone–Assistant General Manager/Visitor and Field Services Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services Mission Statement——————————————————————————––––––––––––—————————————————————————————— 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. Coastside Protection Mission Statement——————————————————————————––––––––––––—————————————————————————————— To acquire and preserve in perpetuity open space land and agricultural land of regional significance, protect and restore the natural environment, preserve rural character, encourage viable agricultural use of land resources, and provide opportunities for ecologically sensitive public enjoyment and education. 6 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Budget Document Preparation Rafaela Duran–Budget and Analysis Manager Elissa Martinez–Management Analyst Lupe Hernandez–Management Analyst Management Team Matthew Anderson–Visitor Services Candice Basnight–Human Resources Casey Hiatt–Information Systems and Technology Brandon Stewart–Land and Facilities Services Kirk Lenington–Natural Resources Jason Lin–Engineering and Construction Jane Mark–Planning Rafaela Duran–Budget and Analysis Korrine Skinner–Public Affairs Maria Soria–General Manager’s Office Andrew Taylor–Finance Mike Williams–Real Property Jennifer Woodworth–District Clerk Organizational Chart Public Board of Directors ControllerGeneral Counsel General Manager Public Affairs Department Executive Assistant/ Deputy District Clerk District Clerk/Assistant to the General Manager Project Planning and Delivery Assistant General Manager Planning Department Real Property Department Engineering and Construction Department Visitor and Field Services Assistant General Manager Visitor Services Department Land and Facilities Department Natural Resources Department Finance and Administrative Services CFO-Director of Administrative Services Budget and Analysis Department Information Systems and Technology Department Finance Department Human Resources Department 7Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n FY23 Strategic Plan Goals and Objectives The Strategic Plan was adopted by the Board of Directors in September 2011 and is updated annually based on the results of an environmental scan. The FY23 Strategic Plan provides high-level direction for the annual Budget and Action Plan. GOAL 1 Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Continue implementation of the District’s Vision Plan and communicate progress on projects through reporting results and building partner relationships ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Build and strengthen diverse partnerships to implement a collaborative and science-based approach to regional environmental protection ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Build and strengthen relationships with legislators and other elected officials to advocate environmental protection goals ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Preserve and connect open space and agricultural lands of local and regional significance ——————————————————————————––––––––––––—————————————————————————————— GOAL 2 Protect the positive environmental values of open space and agricultural lands ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Take a regional leadership role in promoting the benefits of open space ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Protect and restore the natural environment to preserve healthy natural systems ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Implement the Climate Action Plan, expand regional resiliency, and implement climate change adaptation strategies ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Work with fire agencies and surrounding communities to strengthen the prevention of, preparation for and response to wildland fires for enhanced ecosystem resiliency and public safety ——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Support the viability of sustainable agriculture and character of rural communities ——————————————————————————––––––––––––—————————————————————————————— GOAL 3 Connect people to open space and a regional environmental protection vision ——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Engage the public in realizing the benefits and responsibilities of a regional environmental protection vision to further the District’s achievements in protecting open space and agricultural lands ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Implement diversity, equity, and inclusion (DEI) strategies to build and strengthen partnerships, increase broad and inclusive public outreach and engagement, and instill DEI values across all levels of the organization ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Expand opportunities, including multimodal options, to equitably connect people to their public open space preserves in balance with the protection of natural resources ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Reflect the diverse communities we serve in the District’s visitors, staff, volunteers, and partners ——————————————————————————––––––––––––—————————————————————————————— GOAL 4 Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objective 1 – Provide the necessary resources, tools, training, and infrastructure, including technology upgrades and capacity building ——————————————————————————––––––––––––—————————————————————————————— Objective 2 – Update the financial and operational sustainability model to guide operational growth and areas of focus to effectively and efficiently deliver Vision Plan projects and priority initiatives ——————————————————————————––––––––––––—————————————————————————————— Objective 3 – Maintain a state of readiness for potential disruptions and leverage new resiliency practices and procedures to improve business operations, public participation, and communications ——————————————————————————––––––––––––—————————————————————————————— Objective 4 – Remain financially sustainable by preparing for, pursuing, and ensuring discretionary funding opportunities and partnerships——————————————————————————––––––––––––—————————————————————————————— Objective 5 – Ensure large capital expenses and land acquisitions, including associated public access and land management costs, are evaluated within the long-term financial model and remain financially sustainable——————————————————————————––––––––––––—————————————————————————————— Objective 6 – Continue to recruit, develop and retain talented staff to implement the District’s mission and strengthen our organizational capacity——————————————————————————––––––––––––—————————————————————————————— 8 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Based on the Board-approved FY23 Strategic Plan Goals and Objectives, staff prepared the FY23, FY24 and FY25 Three-Year Capital Improvement and Action Plan, or CIAP, (included in Section 3) for Board approval. Below is a summary of CIAP budget allocations by Strategic Plan goal and objective. Some objectives are not directly related to a CIAP project and instead are captured in department’s operational activities. Three-Year CIAP by Primary Goal and Objective CIAP Summary by Primary Goal & Objective FY23 FY24 FY25 Three-Year Total Goal 1, Objective 1 $82,239 $0 $0 $82,239 Goal 1, Objective 2 1,587,203 2,667,558 3,611,039 7,865,800 Goal 1, Objective 3*0 0 0 0 Goal 1, Objective 4 746,147 995,119 964,500 2,705,766 Goal 1 Total 2,415,589 3,662,677 4,575,539 10,653,805 Goal 2, Objective 1 705,551 836,400 1,136,400 2,678,351 Goal 2, Objective 2 3,584,279 3,959,980 3,689,618 11,233,877 Goal 2, Objective 3*0 0 0 0 Goal 2, Objective 4 1,421,000 1,605,880 1,424,800 4,451,680 Goal 2, Objective 5 334,250 247,000 175,500 756,750 Goal 2 Total 6,045,080 6,649,260 6,426,318 19,120,658 Goal 3, Objective 1*0 0 0 0 Goal 3, Objective 2 564,083 195,000 125,000 884,083 Goal 3, Objective 3 7,521,698 6,563,063 1,887,718 15,972,479 Goal 3, Objective 4*0 0 0 0 Goal 3 Total 8,085,781 6,758,063 2,012,718 16,856,562 Goal 4, Objective 1 3,250,100 1,190,000 817,000 5,257,100 Goal 4, Objective 2 30,000 0 0 30,000 Goal 4, Objective 3*0 0 0 0 Goal 4, Objective 4*0 0 0 0 Goal 4, Objective 5 1,642,154 1,818,000 630,000 4,090,154 Goal 4, Objective 6*0 0 0 0 Goal 4 Total 4,922,254 3,008,000 1,447,000 9,377,254 Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279 Three-Year CIAP by Secondary Goal and Objective CIAP Summary by Secondary Goal & Objective FY23 FY24 FY25 Three-Year Total Goal 1, Objective 1 $0 $0 $0 $0 Goal 1, Objective 2 294,000 50,000 0 344,000 Goal 1, Objective 3 25,000 30,000 20,000 75,000 Goal 1, Objective 4 13,000 198,969 197,718 409,687 Goal 1 Total 332,000 278,969 217,718 828,687 Goal 2, Objective 1 193,000 18,000 18,000 229,000 Goal 2, Objective 2 309,642 109,111 0 418,753 Goal 2, Objective 3 1,138,224 1,887,079 2,524,405 5,549,708 Goal 2, Objective 4 259,000 385,000 520,000 1,164,000 Goal 2, Objective 5 1,102,958 1,087,736 530,747 2,721,441 Goal 2 Total 3,002,824 3,486,926 3,593,152 10,082,902 Goal 3, Objective 1 174,151 20,000 50,000 244,151 Goal 3, Objective 2 2,162,600 1,681,000 1,318,500 5,162,100 Goal 3, Objective 3 1,585,135 2,569,316 3,334,010 7,488,461 Goal 3, Objective 4 50,000 50,000 50,000 150,000 Goal 3 Total 3,971,886 4,320,316 4,752,510 13,044,712 Goal 4, Objective 1 0 0 0 0 Goal 4, Objective 2 0 0 0 0 Goal 4, Objective 3 0 0 0 0 Goal 4, Objective 4 0 0 0 0 Goal 4, Objective 5 7,667,698 6,260,094 499,500 14,427,292 Goal 4, Objective 6 0 0 0 0 Goal 4 Total 7,667,698 6,260,094 499,500 14,427,292 Total CIAP $14,974,408 $14,346,305 $9,062,880 $38,383,593 *These Goals/Objectives are not directly associated with a CIAP project and instead are reflected in core programs or functions within departmental operational activities—refer to department pages for list of core programs and functions. 9Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Regional Map 10 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n About Us Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving a connected greenbelt of more than 65,000 acres of public open space. These diverse and scenic landscapes, from bay wetlands to redwood forests and coastal grasslands, host an incredible diversity of life, making our region one of the world’s biodiversity hotspots. Midpen preserves have long and complex histories of human use prior to becoming public open space. We actively manage the land and waterways to restore their health and function, helping our local ecosystem become more resilient in a time of climate change. By caring for the land, the land in turn takes care of us, providing tangible and intangible benefits like clean air and water, flood protection and the opportunity for restorative experiences in nature. On the San Mateo County Coast, where local agricultural roots run deep, our mission also includes preserving viable working lands. We partner with small-scale local ranchers to use conservation grazing as a land management tool for enhancing native coastal grasslands and providing wildland fire protection. Midpen preserves are free and open to the public daily, 365 days a year, providing an extensive trail network for low-impact recreation. Our programming connects people to nature through enriched experiences including environmental interpretation, docent-led activities and volunteer opportunities. By preserving, restoring and providing access to our region’s iconic, cultural, working and scenic landscapes, Midpen lands offer us opportunities for health, climate resilience and refuge. HISTORY The late 1960s was a time of rapid growth in the Bay Area. Through a determined and heartfelt grassroots effort by local conservationists, the Midpeninsula Regional Open Space District was created in 1972, when the Measure R “Room to Breathe” Initiative was passed by Santa Clara County voters. Local residents voted to expand Midpen’s boundary into southern San Mateo County in 1976, and in 1992 to a small portion of Santa Cruz County. In the late 1990s, development pressure increased on the San Mateo County Coast, threatening sensitive habitat and the area’s rural heritage. This led to the 2004 Coastside Protection Area, an extension of District boundaries to the Pacific Ocean in San Mateo County, and the addition of preserving rural character and encouraging viable agricultural use of land resources to our mission. GOVERNANCE Midpen is governed by a seven-member publicly elected board of directors. Board members serve a four-year term and represent a geographic ward of approximately equal populations. The board holds its regular public meetings on the second and fourth Wednesdays of each month at 7 p.m., at the Midpen administrative office: 5050 El Camino Real, Los Altos, CA. STAFFING The staff currently includes over 190 employees in 11 departments: budget and analysis, engineering and construction, finance, human resources, information systems and technology, land and facilities services, natural resources, planning, public affairs, real property and visitor services. For more information about Midpen, visit openspace.org. Midpen At A Glance Founded in 1972 More Than 65,000 Acres Preserved 250 Miles of Trails 26 Preserves 191 FTEs Over 2 Million Visitors Per Year $84 Million Budget 770,000 Residents Founded in 1972 More Than 65,000 Acres Preserved 250 Miles of Trails 26 Preserves 191 FTEs Over 2 Million Visitors Per Year $84 Million Budget 770,000 Residents 11Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Demographics and Economic Statistics The District encompasses over 550 square miles of land located in the County of Santa Clara (approximately 200 square miles out of 1,304), the County of San Mateo (approximately 350 square miles out of 744) and the County of Santa Cruz County (approximately 2.6 square miles out of 607). The following is economic and demographic information on Santa Clara and San Mateo Counties, representing the majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of Santa Cruz County land that it holds, information on Santa Cruz County is not included. Demographics and Economic Statistics, Last 10 Fiscal Years ———————————————————————————— County of Santa Clara Fiscal Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2012 1,834,926 $ 122,259 $66,535 36.6 270,109 9.0% 2013 1,863,975 130,624 70,151 36.7 273.701 7.6% 2014 1,887,079 141,874 74,883 37.0 276,175 6.1% 2015 1,911,670 158,729 82,756 37.2 276,689 4.6% 2016 1,928,438 170,673 88,920 37.0 274,948 4.0% 2017 1,937,008 190,002 98,032 37.1 273,264 3.5% 2018 1,943,579 209,020 107,877 37.2 271,400 2.9% 2019 1,944,733 223,625 115,997 37.4 267,224 2.6% 2020 1,945,166 * * * 263,449 10.7% 2021 1,934,171 * * * 253,625 5.2% County of San Mateo Calendar Year Population1 Personal Income2 (in millions) Per Capita Personal Income2 Median Age3 School Enrollment4 County Unemployment Rate5 2012 737,002 $ 64,765 $ 87,523 39.6 93,674 7.0% 2013 747,550 65,656 87,501 39.3 93,931 5.7% 2014 754,234 71,027 93,802 39.4 94,567 4.2% 2015 761,621 78,525 102,639 39.8 95,187 3.3% 2016 767,099 82,681 107,670 39.5 95,502 3.3% 2017 769,401 90,766 118,047 39.9 95,620 2.9% 2018 770,927 98,568 128,230 39.9 95,103 2.5% 2019 771,160 102,803 134,107 39.9 94,234 2.2% 2020 771,061 * * * 93,554 10.8% 2021 765,245 * * * 90,315 5.0% *Information not available Data Sources 1 State of California Department of Finance – https://dof.ca.gov/Forecasting/Demographics/Estimates/e-4-population-estimates-for-cities-counties-and-the-state-2011-2020-with-2010-census-benchmark-new/ 2U.S. Department of Commerce Bureau of Economic Analysis 3 U.S. Census Bureau, American Community Survey 4 State of California Department of Education 5 State of California Employment Development Department, Labor Market Division Notes: Starting fiscal year (FY) 2015-16 the District changed from a fiscal year end date of March 31st to June 30th. As a result, FY2015-16 is a fifteen (15) month period rather than a twelve (12) month period. 12 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Principal Employers Most Current Year and Nine Years Ago ———————————————————————————— County of Santa Clara 2021 2012 Employer Number of Employees1 Rank Percentage of Total Employment Number of Employees2 Rank Percentage of Total Employment Apple Computer, Inc. 25,000 1 2.60% 12,000 3 1.43% Google LLC 25,000 2 2.60% 7,000 8 * County of Santa Clara 20,638 3 2.15% 15,219 2 1.82% Stanford University 15,314 4 1.59% 10,223 4 1.22% Stanford Health Care 14,574 5 1.52% 5,813 9 1.01% Tesla Motors Inc. 13,000 6 1.35% * * Cisco Systems Inc. 12,740 7 1.32% 17,419 1 2.08% Kaiser Permanente Northern California 12,442 8 1.29% 8,435 5 1.01% City of San Jose 7,641 9 0.79% 5,400 10 0.65% Intel Corporation 7,143 10 0.74% 7,001 7 0.84% Lockheed Martin Space Systems Co. * * 7,383 6 0.88% Total 153,492 15.95%95,893 10.94% County of San Mateo 3 2021 2012 Employer Number of Employees Rank Percentage of Total Employment Number of Employees Rank Percentage of Total Employment Facebook, Inc. 17,000 1 4.14%* * Genentech Inc. 12,000 2 2.93% 8,800 2 2.37% United Airlines 7,894 3 1.92% 9,000 1 2.43% Oracle Corp. 7,656 4 1.87% 7,000 3 1.89% County of San Mateo 5,683 5 1.39% 5,836 4 1.57% Gilead Sciences, Inc.4,190 6 1.02% 2,147 10 0.58% YouTube 2,384 7 0.58%* * Sony Interactive Entertainment 1,855 8 0.45%** Robert Half International, Inc.1,642 9 0.40%** Alaska Airlines 1,591 10 0.39%* * Kaiser Permanente 3,927 5 1.06% Visa, Inc. 3,708 6 1.00% Dignity Health 2,832 7 0.76% Mills-Peninsula Health Services 2,500 8 0.67% Safeway, Inc. 2,250 9 0.61% Total 61,895 15.09% 48,000 12.94% *Information not available Data Sources 1 Silicon Valley Business Journal, July 9-15, 2021 2 County of Santa Clara Finance Department. FY2011-12 CAFR 3San Francisco Business Times–2021 Book of Lists and California Employment Development Department 4Latest information available for principal employers in the County of San Mateo 13Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Resolution No. 22-21 14 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n 15Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n The Government Finance Officers Association (GFOA) of the United States and Canada presented a Distinguished Budget Presentation Award to Midpeninsula Regional Open Space District for its annual FY22 budget. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device. This award is valid for a period of one year only. We believe our current FY23 budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for an award. 16 Section 1 • Budget and Action Plan FY23 Se c t i o n 1 In t r o d u c t i o n Section 2 Budget Summary and Overview Fremont Older Open Space Preserve (Elaina Kyrouz) 17Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Budget Summary and Overview The Midpeninsula Regional Open Space District’s (Midpen) Proposed FY23 Budget reflects Midpen’s priorities established by the Board of Directors (Board) in December 2021 as part of its annual Strategic Plan update. Based upon these priorities, staff prepared the FY23, FY24 and FY25 Three -Year Capital Improvement and Action Plan (included in Section 3) for Board approval. Subsequently, staff developed a detailed budget by department and fund which are included in the Budget Summary and Overview (Section 2) and Department Summaries (Section 4). FY23 FINANCIAL OVERVIEW Midpen’s budget is comprised of the operating and capital budgets, land acquisition, and debt service, which are funded by five distinct funds, four of which are major governmental funds: ——————————————————————————––––––––––––—————————————————————————————— Fund 10: General Fund Operating. This includes personnel costs, routine operational and maintenance expenses, debt service, and non-capital projects (Fund 10 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 20: Hawthorns. This endowment fund may only be used for expenses required to maintain the value of the property gifted to Midpen by the Woods family (Fund 20 is reported as part of Fund 10 General Fund in audited financial statements).——————————————————————————––––––––––––—————————————————————————————— Fund 30: Measure AA Capital. Only capital projects and land acquisitions included in the top 25 priority Project Portfolios in the Vision Plan are eligible for Measure AA (MAA) funding (Fund 30 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 40: General Fund Capital. This includes vehicles and equipment, facilities, and non-MAA capital projects and land acquisitions (Fund 40 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Fund 50: Debt Service Fund. This includes payments on all Midpen-issued debt, both public and private (Fund 50 is a major fund).——————————————————————————––––––––––––—————————————————————————————— Compared to most city and county government agencies, Midpen’s operating budget accounts for a much lower percentage of the total budget (51%), reflecting the organization’s focus on project delivery. Capital projects and land acquisition account for 20% of the budget and debt service totals 29%. 18 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY23 or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level. FY23 Budget by Fund FY23 Change in Fund Balance Fund 10 General Fund Operating Fund 20 Hawthorns Fund 30 Measure AA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total Revenue Property Tax Revenues $62,404,000 $5,496,000 $67,900,000 Grants (Awarded)668,294 2,764,399 3,432,693 Interest Income 681,000 20,000 311,000 31,000 1,043,000 Rental Income 1,357,783 1,357,783 Rental Income (5050 El Camino Real) 250,000 250,000 Rancho San Antonio Agreement 402,544 402,544 Miscellaneous 100,000 100,000 Total Revenues 65,863,621 20,000 3,075,399 0 5,527,000 74,486,020 Other Funding Sources Bond Reimbursements 7,331,715 7,331,715 Hawthorns Funds 17,200 17,200 Assigned Fund Balance Transfers 0 Committed for Infrastructure Transfer (5,400,000)(5,400,000) Committed for Future Acquisitions & Capital Projects 0 Committed for Capital Maintenance 0 Committed for Parity Bonds (Series B) 6,360,000 6,360,000 Committed for Promissory Note 1,500,000 1,500,000 General Fund Transfers (17,710,575) 6,930,600 10,779,975 0 Total Other Funding Sources (23,110,575)17,200 7,331,715 6,930,600 18,639,975 9,808,915 Grand Total: Revenues & Other Funding Sources 42,753,046 37,200 10,407,114 6,930,600 24,166,975 84,294,935 Expenses Operating 39,031,112 37,200 39,068,312 Labor Reimbursement (496,989) (496,989) Capital & Projects 4,130,990 10,407,114 6,930,600 21,468,704 Debt Service (General Fund Debt) 18,639,975 18,639,975 Debt Service (Measure AA Debt) 5,303,513 5,303,513 Total Expenses $42,665,113 $37,200 $10,407,114 $6,930,600 $23,943,488 $83,983,515 Change in Fund Balance $87,933 $0 $0 $0 $223,487 $311,420 19Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Revenues Midpen’s FY23 revenue estimate totals $74.5 million with the vast majority, 91% or $67.9 million, coming from property tax receipts. This represents an increase of 6% from the prior year and reflects the continued robust real estate market in the San Francisco Bay Area despite the COVID-19 pandemic. Grant revenue, for secured grants, is projected to decrease by $1 million based on projected reimbursement requests, all of which excludes new grant applications. Interest income is projected to increase by $0.3 million, and rental income and other is projected to increase by $0.4 million because rental income will again be collected from 5050 El Camino now that the new Administrative Office building is complete. The chart below provides a breakdown of projected FY23 revenue by source. FY23 Revenue by Source ● Property Tax (91%) ● Grants (5%) ● Interest (1%) ● Rental Income and Other (3%) Property Tax Grants Interest Rental Income and Other Total Amount $67,900,000 $3,432,693 $1,043,000 $2,110,327 $74,486,020 Percent 91%5%1%3%100% Total Revenue Trend (in millions) $ 75 ——————————————————————————————————————————————————————————————— 70 ——————————————————————————————————————————————————————————————— 65 ——————————————————————————————————————————————————————————————— 60 ——————————————————————————————————————————————————————————————— 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY19 Actual FY20 Actual FY21 Actual FY22 Estimated FY23 Projected ■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other 20 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following graph depicts the historical and projected trend for General Fund property tax revenues (excluding MAA ad valorem levy for debt service). Property Tax Trend (in millions) $ 65 ——————————————————————————————————————————————————————————————— 60 ——————————————————————————————————————————————————————————————— 55 ——————————————————————————————————————————————————————————————— 50 ——————————————————————————————————————————————————————————————— 45 ——————————————————————————————————————————————————————————————— 40 ——————————————————————————————————————————————————————————————— 35 ——————————————————————————————————————————————————————————————— 30 ——————————————————————————————————————————————————————————————— 25 ——————————————————————————————————————————————————————————————— 20 ——————————————————————————————————————————————————————————————— 15 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Actual Actual Actual Actual* Actual Actual Actual Actual Actual Estimated Projected *FY16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1. Santa Clara Valley and the Peninsula continue to see high real estate prices where demand for housing exceeds supply. Additionally, the maximum allowed inflation adjustment factor of 2% is applied to the base value of eligible properties. Correspondingly, property tax revenues are projected to have a healthy growth rate of 6% from FY22 to FY23 and 4% annually for the future years. The primary factors used in the projection of revenues are historical growth in assessed valuation and new construction information, which are provided by the County Assessors’ offices in San Mateo and Santa Clara counties. 2019-2023 General Fund Tax Revenue Actual FY19 Actual FY20 Actual FY21 Budget FY22 Estimated FY22 Budget FY23 % Increase* Santa Clara County Current Secured $29,505,000 $31,381,565 $33,817,054 $34,877,836 $36,000,000 $38,664,000 7.4% Current Unsecured 2,113,000 2,064,710 2,179,811 2,106,507 2,140,000 2,140,000 0.0% Total Santa Clara County 31,618,000 33,446,275 35,996,866 36,984,343 38,140,000 40,804,000 7.0% San Mateo County Current Secured 13,868,000 14,369,471 15,836,224 16,803,074 17,100,000 18,297,000 7.0% Current Unsecured 628,000 646,610 1,319,653 611,800 531,000 542,000 2.1% Total San Mateo County 14,496,000 15,016,082 17,155,876 17,414,874 17,631,000 18,839,000 6.9% Supplement + HOPTR 1,870,000 2,211,617 2,944,895 1,569,766 1,350,000 1,350,000 0.0% Redevelopment 1,698,000 1,381,765 1,012,815 1,809,594 1,370,000 1,411,000 3.0% Total Tax Revenue $49,682,000 $52,055,738 $57,110,452 $57,778,577 $58,491,000 $62,404,000 6.7% *Percentage increase compares Budget FY22 to Estimated FY21. 21Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Expenditures Midpen’s FY23 budget totals $84 million, reflecting an overall decrease from the FY22 adopted budget now that the Administrative Office project is nearly complete. Also included is the addition of eight net regular full-time positions and a separate allocation of limited-term interns to expand capacity in project and program delivery and continue the organizational build-out outlined in the 2015 Financial and Operational Sustainability Model (FOSM). The net total budget decrease is 6% as compared to the FY22 adopted budget. The following table and chart provide a summary of the FY23 budget by fund. Midpen Budget By Funding Source FY21 Actuals FY22 Adopted Budget FY223 Proposed Annual Budget $ Change From FY22 Adopted Budget % Change From FY22 Adopted Budget Fund 10–General Fund Operating $33,667,718 $42,032,905 $42,665,113 $632,208 2% Fund 20–Hawthorns 23,186 124,500 37,200 (87,300)- 70% Fund 30–MAA Land/Capital 12,406,218 8,078,139 10,407,114 2,328,975 29% Fund 40–General Fund Land/Capital 2,276,237 7,191,637 6,784,600 (407,037)- 6% Fund 50–Debt Service 16,640,925 16,044,888 23,943,488 7,898,600 49% Subtotal Midpen Budget 65,014,284 73,472,069 83,837,515 10,365,446 14% Fund 40–General Fund Land/Capital One Time Expenses 10,000,603 16,168,483 146,000 (16,022,483) - 99% Total Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6% FY23 Budget By Source ● Fund 10–General Fund Operating (51%) ● Fund 20–Hawthorns (<1%) ● Fund 30–MAA Land/Capital (12%) ● Fund 40–General Fund Land/Capital (8%) ● Fund 40–General Fund Land/Capital One Time Expenses (<1%) ● Fund 50–Debt Service (29%) 22 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w The following chart depicts actual and projected expenditures over a five-year period by fund. Expenditures Trend (in millions) $ 100 —————————————————————————————————————————————————————————————— 90 —————————————————————————————————————————————————————————————— 80 —————————————————————————————————————————————————————————————— 70 —————————————————————————————————————————————————————————————— 60 —————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————— FY19 Actual FY20 Actual FY21 Actual FY22 Adopted FY22 Amended FY23 Projected ■ Fund 10–General Fund Operating ■ Fund 20–Hawthorns ■ Fund 30–MAA Land/Capital ■ Fund 40–General Fund Land/Capital ■ Fund 40–General Fund Land/Capital One Time Expenses ■ Fund 50–Debt Service FUND 10–GENERAL FUND OPERATING The General Fund Operating budget increase of 2%, or $0.6 million, includes Salaries and Benefits as well as Services and Supplies. Net Salaries and Benefits represent $1.8 million of the Fund 10 increase; this is due to the newly proposed positions, the annualized cost of new positions that were added in FY22 (a total of 4 FTEs), and annual salary step and benefit increases. Services and Supplies decreased by $1.2 million. This reflects an increased effort to budget more in line with past spending trends, as well as wrapping up the final 6 months of Midpen’s 50th Anniversary activities and no longer carrying funds for the satellite Administrative Office rents and leases (three total) following the move into the new Midpen-owned Administrative Office building. Although the overall budget for Services and Supplies is decreasing, there are no reductions in services; the budget was carefully reviewed to reduce budgets that are typically underspent. FUND 20–HAWTHORNS The Hawthorns fund includes funding for fuel reduction and fire clearance work, as well as pest control work to prevent deterioration of historic resources. Potential major work on the historical structures is awaiting Board direction as Midpen completes structural assessments for each building to inform disposition options and costs. Findings are expected to return to the Board in late 2022, at which time the Board may be ready to make long-term use and management decisions for each structure. These decisions will generate future implementation projects with budgets that will be added to this or future fiscal year workplans. 23Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FUND 30–MEASURE AA LAND/CAPITAL The Measure AA (MAA) Capital Fund increase of 29%, or $2.3 million, in projected annual expenses reflects that many of the MAA projects are proceeding into construction, incurring higher costs during the construction phase. In total, the proposed CIAP includes 25 MAA projects, many of which are scheduled to be under construction, notably, Bear Creek Redwoods Phase II Trail Improvements, Alpine Road Regional Trail in Coal Creek, and Bear Creek Stables Repairs. Additional projects include the conservation of important coastal agricultural and watershed lands, the Highway 17 Wildlife and Trail Crossing project, completion of the Alma College Cultural Landscape Rehabilitation project, Restoration Forestry Demonstration, La Honda Creek White Barn Structural Rehabilitation, Paulin Culvert/Bridge Improvements, and development of the Hawthorns Area Plan. FUND 40–GENERAL FUND LAND/CAPITAL The General Fund Capital budget is decreasing by $16.4 million compared to the FY22 adopted budget. The FY22 General Fund Capital included one-time improvements to the new Administrative Office to meet long-term office space needs and support Midpen’s mission and MAA project delivery in perpetuity. The project is nearing completion, with only final invoices expected in FY23. Midpen has been prudently setting aside funding since 2014 and reserving rental revenues through January 2021 to offset costs for this one-time expenditure. If the expenses for the Administrative Office Project in FY22 are excluded, the FY23 General Fund Capital is decreasing from the FY22 adopted budget by $0.4 million. A total of 12 projects in Fund 40 are in support of MAA, of which five of them will become MAA eligible (and budgets/expenditures shifted to Fund 30) once properties are purchased. One project is in support of a Vision Plan portfolio. Other projects will improve Midpen’s business and data infrastructure; complete repairs and maintenance on Midpen residences, structures, roads and trails; improve infrastructure to support the Conservation Grazing Program; and remove dilapidated structures to restore sites to a natural condition. FUND 50–DEBT SERVICE The Debt Service Fund for FY23 increased by approximately $7.9 million from FY22, or 49%. In FY23, a large debt service payment of $6.4 million will be made to retire the remaining balance of the 2017 Parity Bonds (Series B) upon the 5-year call date in December. This is being paid by the proceeds from the sale of the 330 Distel Circle building (the former main Administrative Office site). EXPENDITURE SUMMARY For FY23, operating expenses are expected to increase at a moderate rate; the inclusion of eight net regular full- time positions and budgeting for nine limited-term positions and interns (two more than the prior year) supports continued project implementation and delivery of Midpen’s mission to the public. Consistent with Midpen’s practice over the last several fiscal years, land acquisitions will be budgeted if the transaction has great certainty, otherwise the budget is amended at the time of purchase. The land budget only accounts for appraisals and other costs associated with property purchase research and early negotiations. The first table on the next page illustrates the breakdown of the FY23 budget by fund and breaks out the General Fund between salaries and services and supplies. The second table on the next page breaks out the budget by department. Additional budget information can be found on the individual department pages in Section 4. 24 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FY23 Budget by Fund and Expenditure Type Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change From FY22 Adopted Budget % Change From FY22 Adopted Budget Salaries and Benefits $25,389,444 $29,166,039 $30,815,915 $1,649,876 6% Less: MAA Reimbursable Staff Costs (443,296)(669,235)(496,989)172,246 - 26% Net Salaries and Benefits 24,946,148 28,496,804 30,318,926 1,822,122 6% Services and Supplies 8,721,570 13,536,101 12,346,187 (1,189,914)- 9% Total Operating Expenditures 33,667,718 42,032,905 42,665,113 632,208 2% Hawthorns Operating 23,186 77,200 37,200 (40,000)- 52% Hawthorns Capital 0 47,300 0 (47,300)- 100% Total Hawthorns Expenditures 23,186 124,500 37,200 (87,300)- 70% Measure AA Capital (Fund 30) 4,776,192 7,953,889 10,317,114 2,363,225 30% General Fund Capital (Fund 40)2,194,384 6,557,637 6,273,600 (284,037)- 4% General Fund Capital (Fund 40)– One Time Expenses 10,000,603 16,168,483 146,000 (16,022,483)- 99% Total Capital Expenditures 16,971,179 30,680,009 16,736,714 (13,943,295)- 45% Measure AA Land and Associated Costs (Fund 30) 7,630,027 124,250 90,000 (34,250)- 28% General Fund Land and Associated Costs (Fund 40) 81,853 634,000 511,000 (123,000)- 19% Total Land and Associated Costs 7,711,880 758,250 601,000 (157,250)- 21% Debt Service 16,640,925 16,044,888 23,943,488 7,898,600 49% Total Debt Service (Fund 50)16,640,925 16,044,888 23,943,488 7,898,600 49% Total Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6% FY23 Budget by Department Midpen Budget by Department FY21 Actuas FY22 Adopted Budget FY23 Proposed Budget $ Change From FY22 Adopted Budget % Change From FY22 Adopted Budget Administrative Services Business Line $6,878,541 $8,034,942 $8,401,683 $366,741 5% Engineering and Construction 4,647,560 10,467,335 11,420,286 952,951 9% General Counsel 759,957 900,844 1,019,996 119,152 13% General Manager 2,048,210 2,257,350 2,550,603 293,253 13% Land and Facilities 11,169,593 13,913,278 13,832,383 (80,895)- 1% Natural Resources 4,487,445 6,439,871 7,245,067 805,196 13% Planning 2,503,370 3,381,012 3,042,686 (338,326)- 10% Public Affairs 1,452,721 2,395,313 2,185,311 (210,002)- 9% Real Property 8,524,305 1,667,766 1,520,275 (147,491)- 9% Visitor Services 5,866,507 7,969,470 8,675,737 706,267 9% Debt Service 16,676,075 16,044,888 23,943,488 7,898,600 49% Total Midpen Budget 65,014,284 73,472,069 83,837,515 10,365,446 14% One Time Expense: Fund 40 Land/Buildings 10,000,603 16,168,483 146,000 (16,022,483)- 99% Grand Total: Midpen Budget $75,014,887 $89,640,552 $83,983,515 ($5,657,037)- 6% 25Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Staffing Midpen staffing for FY23 is budgeted for 191.45 Full Time Equivalents (FTE), representing a recommended increase of eight net regular full-time positions as compared to the FY22 adopted staffing level of 183.45 FTEs. The FY23 budget also includes funds for nine limited-term positions and interns (or two more than budgeted for in FY22). Activity since the inception of the Financial and Operational Sustainability Model (FOSM), which was approved in 2014 is summarized in the first table in this section. Consistent with the FOSM, the recommended new regular full- time employees are within the agencywide anticipated total growth numbers. It is important to note that the FOSM projections did not account for the notable rise in visitation levels that Midpen is experiencing with the opening of new preserve areas nor the recent demands that have emerged due to climate change impacts, including the need for a robust fire resiliency program. ADMINISTRATIVE SERVICES BUSINESS LINE Diversity, Inclusion, and Equity (DEI) Program, Human Resources Management Analyst I/II (1 FTE) This position was highlighted to the Board by the General Manager on December 9, 2021 as one of the 2021 DEI recommendations brought forth from the staff DEI team focused on staff recruitment, hiring and development. The position is part of the strategy for a more diverse workforce that will bring in expertise, new skillsets, and networks for expanding Midpen’s DEI-focused outreach, recruitment, and staff training/development. They will develop and build relationships and partnerships with a wider spectrum of professional career and trade associations, academic institutions, and pipeline organizations to engage with new recruitment partners who will help Midpen broaden its reach and tap into new prospective candidates from less conventional employment pools. They will also add capacity to proactively outreach, attract, and remain in contact with qualified prospective candidates prior to issuing recruitment announcements. Moreover, the position will bring added DEI expertise to inform and expand staff training and development that is aligned with DEI goals and be a resource for the DEI staff committee, which will be pursuing new DEI strategies and implementation actions in FY23. Grants Program Management Analyst I/II (1 FTE) Over the last four years, the Grants Program has demonstrated that Midpen projects are highly attractive to grant funders and can leverage significant funding contributions. However, the Grants Program has now reached its maximum limit based on current capacity. This new Management Analyst I/II position will expand Midpen’s capacity to apply for and manage a new portfolio of grants, further leveraging Measure AA and General Fund funding sources. Additionally, this position would add in-house federal grant experience, enabling Midpen to secure and manage federal grants, opening up new funding sources for Midpen. The main duties would be to provide detailed review of grant funding guidelines, with emphasis on federal grants and funding programs, to ensure fit with Midpen goals and priorities and eligibility of Midpen projects and programs, as well as help staff apply for and submit grant applications and reporting requirements. They will also support the annual budget process and planning for inter-departmental coordination and resource loading and support documentation, reporting, and annual work plan development. LAND & FACILITIES Field Resource Specialist (1 FTE) The Field Resource Specialist (FRS) position will be the second of two field positions responsible for implementing the Wildland Fire Resiliency Program and resource management activities. This position complements the FRS hired in 2021 by providing coverage across Midpen’s >60,000 managed acres. One FRS will cover the Skyline/Coastal Area and the other position will cover the Foothills Area. The position will be responsible for planning, scheduling, and leading fuel reduction activities, invasive species removal, natural resource surveys, mitigation monitoring, and future prescribed burn activities. Working closely with other Midpen departments, the position will coordinate with local, state, and federal authorities to capitalize on interagency partnerships and funding measures to implement wildland fire program policies. The Field Resource Specialist will represent Midpen at public meetings and provide reports and updates of program progress to the Board of Directors, fire agencies, local governments, tribes, business groups and the public. 26 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Property Management Specialist I/II (1 FTE) The Property Management Specialist I/II position will be responsible for managing the Conservation Grazing Program and agricultural leases on the coastside, soliciting Requests for Proposals for agricultural operations, negotiating leases, and ensuring that tenants follow Midpen policies, procedures, and lease requirements. This position will also be responsible for planning, scheduling, contracting out, and overseeing the repairs and construction of agricultural infrastructure projects (e.g., new well installations, fencing contracts, water lines, corrals, etc.). The position will coordinate with the Natural Resources department on invasive species removal, including brush encroachment, within grazing lands. This position will also update relevant GIS data to inventory and track agricultural infrastructure, lease areas, and grazing pastures. Hiring an additional PMS I/II position, for a total of three PMS I/II positions in the Land and Facilities Department, will allow a reorganization of responsibilities and allow one staff person to concentrate fully on managing the conservation grazing program and other coastside agricultural operations on Midpen lands and serve as the central point person for coastside agricultural tenant communications. Resource Lead Open Space Technician (1 FTE) Working under the direction of the Skyline Field Resource Specialist, the Lead Open Space Technician (Lead OST) position will lead Midpen staff and local contractors in implementing projects and activities under the Wildland Fire Resiliency Program. The position will also be responsible for performing field projects and activities in support of Resource Management Program goals, including invasive weed removal, preparing monitoring reports for restoration projects, performing biomonitoring activities during field projects, and coordinating with the Volunteer Program Lead in Visitor Services to accomplish volunteer resource management projects within the Skyline and Coastal Areas. The addition of a new Lead OST will establish each geographic area (Skyline/Coastal and Foothills areas) with a Field Resource Specialist and Lead OST to expand Midpen’s ability for completing a greater number of annual restoration, monitoring, and fuel reduction projects to meet natural resource management objectives. Long Ridge Open Space Preserve (Karl Gohl) 27Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w NATURAL RESOURCES Resource Management Specialist I/II – Vegetation (1 FTE) The Resource Management Specialist I/II position in the Natural Resources Department -Vegetation Program will support wildlands fuels and vegetation management needs and field projects within the expanded coastal land holdings. Because of the high number of sensitive habitats and species that are carefully regulated throughout coastal lands, most projects and land management actions require botanical surveys and biomonitoring during field work to comply with permitting requirements from local, state and federal agencies. This position will support this work directly and through consultant contract administration. Additionally, the position will bring added capacity to lead restoration and management projects for restoring and enhancing habitats and populations of rare, threatened, and endangered plants. VISITOR SERVICES Ranger (1 FTE) In 2019, Midpen added a Coastal Area Outpost (CAO) and assigned a supervisor and two rangers to report out of the CAO, extending Midpen’s presence on the coastside; however, functionally, staffing does not allow for a clean split from the Skyline area of responsibility. Therefore, staff assigned to the CAO are still functionally attached to the Skyline Area for patrols and emergency response (i.e., there is a strong overlap of coverage, which often draws most capacity to Skyline Area preserves given the higher levels of visitation and facilities within the Skyline area as compared to the Coastal area). The recommended minimum staffing model for the coastside to have a dedicated, standalone unit is to assign a Supervising Ranger, a lead ranger and five rangers to coastal lands. A new ranger position was added in FY22 to begin establishing this separate unit. An additional ranger position will allow for the separation of the two field units to have dedicated patrol and an established presence in each area, and to build stronger bonds and relationships with neighbors, partners, and residents on the coastside. Ranger (Overfill, 1 FTE) Over the last four years Midpen has recruited at least once a year for rangers and this trend is expected to continue. Filling a ranger vacancy takes 15-18 months, from recruitment to the time they are released from training when they can patrol as a solo ranger. This includes interviews, background checks, meeting the requirements of the conditional job offer, and completion of the ranger academy and Midpen field training program. Having an overfill ranger would allow Midpen to place them in a vacant position immediately. If approved, every ranger recruitment would include one FTE over hire unless the over hire position from prior recruitments remains filled. In other words, if an over hire position is filled and transferred into an FTE position, then Midpen would refill the over hire during the next round of recruitments for FTE positions. Additionally, the overfill position would allow Midpen to cover shift vacancies. Ranger staffing is based on a seven-day-a-week shift coverage with very little room to absorb unexpected vacancies or extended leaves of absence due to injury, family medical leave, or internal promotions. This position would provide relief capacity for shift shortages or vacancies. 28 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FOSM Projections and Staffing Growth Business Line FOSM Projected Growth by 2020 Positions approved through 2020 FOSM Projected Growth between 2020 to 2045 Previously approved Recommended New FY23 Permanent Positions Remaining FOSM Projected Positions through 2045 Planning and Project Delivery 10 to 13 10 TBD / 4 0 0 TBD / 4 Visitor and Field Services 20 to 25 29 37 to 45 3 6 28 to 36 Finance and Administrative Services 9 to 11 11 6 to 8 0 2 4 to 6 General Manager’s Office 2 2 0 0 0 0 Total 41 to 51 52 43 to 57 3 8 32 to 46 Midpen staffing for FY23 is detailed by department in the table below. Regular Positions by Department Department FY19 Amended FTE FY20 Adopted FTE FY21 Amended FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Services Business Line 25.25 26.25 26.25 27.25 29.25 2.00 Engineering and Construction 7.00 7.00 7.00 7.00 7.00 0.00 General Counsel 3.50 3.50 4.00 4.00 4.00 0.00 General Manager 8.00 8.00 8.00 8.00 8.00 0.00 Land and Facilities 56.30 57.30 57.30 59.30 62.30*3.00 Natural Resources 10.00 11.00 11.00 11.00 12.00 1.00 Planning 11.00 11.00 11.00 11.00 11.00 0.00 Public Affairs 6.00 8.00 7.00 7.00 7.00 0.00 Real Property 5.00 5.00 5.00 5.00 5.00 0.00 Visitor Services 41.90 42.90 42.90 43.90 45.90*2.00 Total FTE 173.95 179.95 179.45 183.45 191.45 8.00 * Includes Seasonal Open Space Technicians that equate to 8.3 FTEs in Land and Facilities and 1.9 FTE Seasonal Rangers and Ranger Aides in Visitor Services. Interns and limited term positions are not included in the FOSM projections or the regular positions table. A separate table for interns and limited term positions is shown below. Interns and Limited Term Positions by Department Department FY19 FY20 FY21 FY22 FY23 Change from FY22 Administrative Services Business Line 1 1 1 0 2 2 Engineering and Construction 0 0 0 0 0 0 General Counsel 0 0 0 0 0 0 General Manager 0 0 0 0 0 0 Land and Facilities 0 0 0 0 0 0 Natural Resources 3 2 2 2 2 0 Planning 0 0 0 2 2 0 Public Affairs 2 0 0 2 3 1 Real Property 0 0 0 0 0 0 Visitor Services 0 1 1 1 0 - 1 Total 6 4 4 7 9 2 29Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w INTERNSHIP PROGRAM Midpen’s Internship Program is designed to provide motivated college students and recent graduates with a unique learning experience in local government. Interns can expect to work alongside and learn from seasoned Midpen employees and contribute their talents to a variety of projects. Interns have opportunities to network with fellow interns at Midpen and participate in professional development activities in San Mateo County and/or Santa Clara County. Natural Resources Department (two interns) The Wildlife Biology Intern will assist with essential projects and programs like the wildlife camera program, the mountain lion collaring project, and wildlife monitoring, including purple martin monitoring at Mt. Thayer, California red-legged frog monitoring and monitoring to support capital and routine work. The intern will also assist with reviewing and preparing permits for outside researchers. Training will be provided in a variety of wildlife identification and field survey techniques as well as desktop review of wildlife imagery and data entry and management. The Conservation Biology Intern will assist with essential projects and programs like the Conservation Grazing Program, Mitigation and Monitoring Programs, and capital improvement projects as a biological monitor. Training will be provided in a variety of natural resource identification and field survey techniques. In addition, the incumbent will assist with the Request for Qualifications and Proposals and/or Requests for Bids process as needed. Human Resources Department (1 intern) The Human Resources (HR) Intern will gain valuable work experience and exposure to various HR functions and the public sector, including: recruitment, selection and retention activities; onboarding and offboarding employees; staff training, staff development and recognition; research of employee benefits; HR metrics and demographics tracking, analysis and reporting; policy research; assistance with compensation studies; data entry into the Human Resources Information System (HRIS) and employee/customer service. Interns participate in the HR functions in the lifecycle of Midpen employees and provide a myriad of HR support. The interns will receive feedback, coaching and practical experience needed to advance as a professional in Human Resources. Information Systems and Technology Department (1 intern) The IST intern will be exposed to government information technology. They will gain applicable experience to prepare them for an IT Technician job. This intern will also participate in new cybersecurity projects, software integration and provide hands-on helpdesk support. In addition, they will be exposed to contracting and overall IT management processes. The move to the new administrative office required additional IT systems and assets to manage the ‘smart’ building, providing additional IT learning opportunities. Planning (two interns) Planning interns will be trained to conduct data collection/entry and site verification and photo documentation in the field (50% - 60%), assisting Midpen Planners and GIS staff with critical projects such as the Trail Information Project and Historic Resources Library/Database. The Planning Interns will also work on a broad range of duties, responsibilities and assignments balancing field work, online research and analysis, the application of computer and Geographic Information Systems (GIS) skills, and support and public meetings to round out their exposure to Planning. Public Affairs (two interns) Interns will be engaged with supporting outreach and event planning; editorial planning; digital content management; and public/media relations planning. Interns will learn and practice project management skills; strategic content creation; interviewing skills; and public engagement strategies. The summer/fall Public Affairs interns will work on a wide variety of assignments and projects, including: research and writing for publications; creating social media posts and campaigns; creating and updating website content; drafting, proofreading and production of various informational materials; and special 50th Anniversary projects, including working directly with graphic designers. The winter/spring Public Affairs intern will work on a wide variety of assignments and projects, including: research and writing for publications; creating social media posts and campaigns; creating and updating website content; drafting, proofreading and production of various informational materials; and supporting governmental relations projects. 30 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FUTURE GROWTH IN STAFFING The 2015 FOSM initially projected growth in Midpen staffing from 2014 through 2020, with a second growth phase from 2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. The FOSM also projects growth in Midpen staffing between 2020 and 2045 of up to an additional 57 new positions. Since December 2014, 52 new positions have been approved by the Board, completing the first growth phase. Since June 2021, 3 new positions have been approved by the Board and 8 more are proposed now in the second growth phase (57 positions). The above recommendations, if approved by the Board, would raise the total regular new positions to 63. Considering the magnitude of Midpen’s restructuring as of 2014, it has been important to spend time working with the expanded organization to evaluate how the synergies among new capacities provide added efficiencies and expand outside revenue sources. In FY23, almost 10 years after the 2015 FOSM study, Midpen is planning to update the FOSM based on new information, commitments, programs, projects and acquisitions to provide an updated roadmap with refreshed metrics to guide future growth. Based on the FOSM update and related reforecast of Midpen’s 30-year financial model, future additional positions would be submitted for Board consideration as part of new fiscal year budget approvals. Such additional position requests would remain consistent with the updated FOSM projections and the re-forecasted 30-year fiscal model to ensure long-term financially sustainability. COMPENSATION AND BENEFITS Salaries and benefits make up the largest component of expenditures, estimated at 36% of total FY23 expenditures. This category includes all personnel-related costs. Midpen has two represented groups: Midpeninsula Regional Open Space District Field Employees Association and the newly created Midpeninsula Rangers Peace Officers Association. The remaining unrepresented employees are Office, Supervisory and Management Employees. Midpen’s Board-adopted Classification and Compensation Plan outlines all position titles, step range number (6-59), and salary ranges, and is available on the organization’s website. Midpen contracts with the California Public Employee’s Retirement System for retirement pension benefits. Midpen’s retirement formulas are 2.5% @ age 55 for “Classic” members and 2% @ age 62 for “New” members. Staff may participate in optional deferred compensation plans. Midpen provides health insurance coverage to all its full-time employees and their dependents. The health insurance program is administered by CalPERS where a variety of medical plans are available for the employee’s selection. There is also a cash-in-lieu benefit for those who opt out of a medical plan. Additional health benefits include full dental insurance coverage for employees and their eligible dependents (Delta Dental), including 60% orthodontia coverage, and full vision insurance for employees and their dependents (VSP). Other insurances provided include Life, AD&D, Long Term Disability, supplemental life, SDI, paid family leave and workers’ compensation. Additional benefits include a Midpen-paid employee assistance program, vacation starting at 15 days per year, 4.5 days of personal leave per year, administrative leave (if eligible), 11 paid holidays and up to 12 days of sick leave per year. Optional benefits that staff may take advantage of include flexible spending plans, commuter check program, tuition reimbursement programs, and supplemental life insurance. In addition, Midpen is a strong advocate for training and provides numerous opportunities for employees throughout the year. Midpen pays $380 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the PEMHCA minimum amount of $119 per month (a lifetime benefit). 31Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Hawthorns Fund Hawthorns, a 79-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity. The FY23 annual budget for the Hawthorns endowment totals $37,200, which is 70% lower than the FY22 adopted budget. Capital repairs are on hold pending structural assessments that will inform disposition options and costs and ultimately Board decisions on the long-term use and management of each structure. Other maintenance efforts to mitigate deterioration and maintain defensible space as required by the Woodside Fire Protection District are included in the $37,200 operating budget. The endowment fund balance at the end of FY23 is projected to be $1,536,457 as shown below. Hawthorns – Projected Cash Balance Hawthorns: Endowment Fund Interest Income Expenditures Total Cash Balance Hawthorns Fund Original Endowment $2,018,445 Actual: FY12 through FY17 $63,815 ($546,389)1,535,871 FY18 Actual 5,147 (40,412)1,500,606 FY19 Actual 63,321 (30,888)1,533,039 FY20 Actual 66,906 (12,838)1,587,107 FY21 Actual 13,500 (23,186)1,577,421 FY22 Estimated Actual 5,000 (38,450)1,553,657 FY23 Projected 20,000 (37,200)1,536,457 Projected Ending Balance $1,536,457 Windy Hill Open Space Preserve (Midpen Staff) 32 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Measure AA Projects In June 2014, voters approved Measure AA (MAA), a $300 million general obligation bond to protect natural open space lands; open preserves or areas of preserves to the public; construct public access improvements such as new trails and staging areas; and restore and enhance open space land, forests, streams, watersheds and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic area within the District’s boundaries. Midpen began using MAA funds in 2014. FY23 will mark the nineth year of funding. As of June 30, 2022, an estimated $77.6 million in MAA funds will be expended and the proposed FY23 budget brings the total to $85.1 million, or 28.4% of the $300 million bond. The table below summarizes the estimated expenditures by project portfolio. The expenditures relative to each portfolio allocation, including life-to-date estimate at June 30, 2022, the amounts budgeted for FY23, and the amount remaining for each allocation net of grants awarded, are illustrated in the Measure AA Projects Budget Overview graph below and the table on the following page. Measure AA Expenditures by Portfolio (in millions) $ 0 5 10 15 20 FY15 Actual $5.4 FY16 Actual $15.3 FY17 Actual $16.9 FY18 Actual $12.0 FY19 Actual $10.9 FY20 Actual $8.0 FY21 Actual $12.4 FY22 Adopted $8.1 FY22 Amended $7.3 FY23 Projected $10.4 Total expenditures are not net of grants awarded. Measure AA Expenditures by Portfolio (in millions) $ 60 —————————————————————————————————————————————————————————————— 50 —————————————————————————————————————————————————————————————— 40 —————————————————————————————————————————————————————————————— 30 —————————————————————————————————————————————————————————————— 20 —————————————————————————————————————————————————————————————— 10 —————————————————————————————————————————————————————————————— 0 —————————————————————————————————————————————————————————————— 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MAA Portfolio Number ■ Total Life-to-Date Through 6/30/22 ■ FY23 Budget ■ Remaining Portfolio Balance as of 6/30/23 33Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Measure AA Projects Budget Overview Tier 1 Vision Plan Priority Actions Although some of the portfolios show little or no expenditures to date, many projects are underway but are currently a Vision Plan project until they are considered capital projects and hence MAA eligible. In addition, land purchase costs are budgeted only upon Board approval. Information on all MAA accomplishments as of FY21 is in the Measure AA Bond Annual Accountability Report, which can be found at openspace.org/who-we-are/reports. MAA#Measure AA Portfolio Expenditure Plan (adopted 2014) Total Life-To-Date Estimate through 6/30/22 FY23 Proposed Balance Remaining % Expended 01 Miramontes Ridge: Gateway to the Coast Public Access, Stream Restoration and Agriculture Enhancement $27,774,000 $594,632 $195,870 $26,983,498 2.8% 02 Regional: Bayfront Habitat Protection and Public Access Partnership 5,052,000 3,414,739 125,086 1,512,175 70.1% 03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing 7,608,000 6,557,786 407,367 642,847 91.6% 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects 8,376,000 966,168 0 7,409,832 11.5% 05 La Honda Creek: Upper Area Recreation, Habitat Restoration and Conservation Grazing Projects 11,733,000 3,135,918 1,187,128 7,409,954 36.8% 06 Windy Hill: Trail Improvements, Preservation and Hawthorns Area Historic Partnership 12,740,000 165,950 208,680 12,365,370 2.9% 07 La Honda Creek: Driscoll Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing 14,825,000 12,477,538 13,794 2,333,668 84.3% 08 La Honda Creek/Russian Ridge: Preservation of Upper San Gregorio Watershed and Ridge Trail 15,347,000 2,153,910 0 13,193,090 14.0% 09 Russian Ridge: Public Recreation, Grazing and Wildlife Protection Projects 5,560,000 626,787 0 4,933,213 11.3% 10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 602,419 3,105,526 4,309,055 46.3% 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions 10,811,000 213,233 25,000 10,572,767 2.2% 12 Peninsula/South Bay Cities: Partner to Complete Middle Stevens Creek Trail 1,038,000 0 0 1,038,000 0.0% 13 Cloverdale Ranch: Wildlife Protection, Grazing and Trail Connections 15,712,000 0 0 15,712,000 0.0% 14 Regional: Trail Connections and Campgrounds 3,966,000 0 0 3,966,000 0.0% 15 Regional: Redwoods Protection and Salmon Fishery Conservation 50,728,000 3,110,818 0 47,617,182 6.1% 16 Long Ridge: Trail, Conservation and Habitat Restoration Projects (Saratoga) 5,140,000 0 0 5,140,000 0.0% 17 Regional: Complete Upper Stevens Creek Trail 7,760,000 1,646,441 0 6,113,559 21.2% 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor 1,365,000 1,164,189 0 200,811 85.3% 19 El Sereno: Dog Trails and Connections 2,254,000 345,887 0 1,908,113 15.3% 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements 13,966,000 (61,396)799,381 13,228,015 5.3% 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects 17,478,000 13,726,079 1,574,883 2,177,038 87.5% 22 Sierra Azul: Cathedral Oaks Public Access and Conservation Projects 6,714,000 1,006,860 (192,328)5,899,468 12.1% 23 Sierra Azul: Mount Umunhum Public Access and Interpretive Projects 27,972,000 21,814,838 0 6,157,162 78.0% 24 Sierra Azul: Rancho de Guadalupe Family Recreation 10,078,000 1,591,996 0 8,486,004 15.8% 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails and Habitat Projects 7,986,000 2,397,239 0 5,588,761 30.0% TOTAL MAA Bond $300,000,000 $77,652,031 $7,450,387 $214,897,582 28.4% MAA Portfolio numbers do not coincide with Regional Map locations 1-26. Total life-to-date and proposed expenditures are net of grants awarded. 34 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Vision Plan Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed 54 priority action portfolios focused on the various legs of the mission: land protection, habitat restoration, low- intensity recreation, and support of local agriculture. These were prioritized by the public and approved by Midpen’s Board of Directors in January 2014 as a slate of 25 high-priority project portfolios (now identified as MAA portfolios) and 29 additional portfolios to be completed as time and resources allow. Vision Plan Goals ——————————————————————————––––––––––––—————————————————————————————— 1. Outdoor Recreation and Healthy Living: Provide accessible open space lands for recreation and outdoor exercise in nature.——————————————————————————––––––––––––—————————————————————————————— 2. Cultural and Scenic Landscape Preser vation: Conserve the area’s scenery and rich history; provide places for escape and quiet enjoyment.——————————————————————————––––––––––––—————————————————————————————— 3. Healthy Nature: Take care of the land, air, water and soil so that plants and animals thrive and people can receive nature’s benefits.——————————————————————————––––––––––––—————————————————————————————— 4. Connecting with Nature and Each Other: Provide opportunities for people to learn about and appreciate the natural environment and to connect with nature and each other.——————————————————————————––––––––––––—————————————————————————————— 5. Viable Working Lands: Provide viable working lands that reflect our agricultural heritage and provide food and jobs.——————————————————————————––––––––––––—————————————————————————————— The 54 priority actions portfolios identified in the Vision Plan were separated into two tiers. Tier 1 represents the top 25 priority actions identified in the Vision Plan (see previous page for a full list of MAA portfolios). Tier 2 includes longer-term priority actions as identified in the Vision Plan. This map identifies the location of both Tier 1 and Tier 2 priority actions, followed by a list of Tier 2 action locations and names. 35Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w TIER 2 VISION PLAN PRIORITY ACTIONS Portfolio Location and Name ——————————————————————————––––––––––––—————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––—————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––—————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————––––––––––––—————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————––––––––––––—————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––—————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––—————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––—————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––—————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––—————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––—————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––—————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––—————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––—————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––—————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––—————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––—————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––—————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––—————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––—————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––—————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––—————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––—————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––—————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––—————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––—————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————––––––––––––—————————————————————————————— Midpen’s Vision Plan Report and appendices can be found online at: openspace.org/what-we-do/our-vision 36 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Debt Service LEGAL DEBT LIMIT The legal debt limit for Midpen 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, Midpen may incur an indebtedness not to exceed 15% of the assessed valuation of property situated in the District. As of June 30, 2022, the assessed value of all property within the District’s jurisdictional boundaries totaled $317.768 billion, resulting in a legal debt limit of $47.665 billion. In 2017 and 2018, both Standard & Poor’s and Fitch Ratings awarded AAA ratings to Midpen’s new 2017 Green Refunding Bonds, the 2017 Parity Bonds, and the 2018 General Obligation Bonds. Midpen’s Refunding Promissory Notes and Bonds remain at AAA. OUTSTANDING DEBT OBLIGATIONS As of June 30, 2021, Midpen had the following outstanding debt obligations: Outstanding Debt Obligations Type of Debt Maturity Actual Interest Rate Authorized and Issued Outstanding as of June 30, 2022 2012 Refunding Promissory Notes*2033 3% to 5.44%$8,705,601 $7,035,601 2015 Refunding Promissory Notes 2034 2% to 5%23,630,000 18,185,000 2016 Green Refunding Bonds 2039 3% to 5%57,410,000 40,510,000 2017 Green Refunding Bonds 2038 3% to 5% 25,025,000 25,025,000 2017 Parity Bonds 2028 5%11,220,000 7,450,000 Promissory Note 2023 5%1,500,000 1,500,000 General Fund 127,490,601 99,705,601 2015 General Obligation Bonds 2045 1.5% to 5%45,000,000 39,685,000 2018 General Obligation Bonds 2049 2% to 5%50,000,000 44,890,000 Measure AA Fund 95,000,000 84,575,000 Total Debt $222,490,601 $184,280,601 * The 2024–2029 and 2035–2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds. GENERAL FUND BOND 2012 Revenue Refunding Bonds On January 19, 2012, Midpen advance refunded $34.7 million in 1999 Lease Revenue Bonds by issuing $34.265 million in promissory notes. The notes are a blend of current interest and capital appreciation notes maturing through 2042. The net proceeds of $33.396 million were used to purchase U.S. government securities, which were deposited in an irrevocable trust with an escrow agent to provide for all future debt service payments on the 1999 Series bonds. As a result, the 1999 Series bonds are considered to be defeased and the liability for those bonds has been removed from the long-term debt in the financial statements. 2015 Refunding Promissory Notes (2004 Project Lease) On January 22, 2015, Midpen 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. 37Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w 2016 Green Bonds Refunding On September 22, 2016, Midpen refunded $44.1 million of the District Financing Authority’s 2007 Series A Revenue Refunding Bonds and advance refunded $19.1 million of the District Financing Authority’s 2011 Revenue Bonds by issuing $57.4 million in Green Bonds Refunding. The net proceeds of $24.0 million were deposited in an irrevocable trust with an escrow agent to redeem the 2011 Revenue Bonds in full on September 1, 2021 2017 Green Bonds Refunding (Series A) On December 13, 2017, Midpen advance refunded $11.6 million of the 2012 Revenue Bonds Current Interest Notes and $8.9 million of the 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025 million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022. 2017 Parity Bonds (Series B) On December 13, 2017, Midpen issued $11.22 million of Parity Bonds to finance a portion of the cost of acquiring and improving staffing facilities to establish the new South Area Field Office and to refurbish the newly acquired Administrative Office. The net proceeds of $12.5 million were deposited into the Project Fund. The remaining balance is expected to be paid off in FY23 with the proceeds from the sale of the former Administrative Office building. Promissory Note On April 1, 2003, Midpen entered into a $1.5 million promissory note with the Hunt Living Trust as part of a lease and management agreement. The note is due in full on April 1, 2023 and bears interest at 5.5% semi-annually through April 1, 2013 and 5% per annum until the maturity, or prior redemption, of the note. General Fund Annual Debt Service (in millions) $ 20 ——————————————————————————————————————————————————————————————— 18 ——————————————————————————————————————————————————————————————— 16 ——————————————————————————————————————————————————————————————— 14 ——————————————————————————————————————————————————————————————— 12 ——————————————————————————————————————————————————————————————— 10 ——————————————————————————————————————————————————————————————— 8 ——————————————————————————————————————————————————————————————— 6 ——————————————————————————————————————————————————————————————— 4 ——————————————————————————————————————————————————————————————— 2 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40 ■ 2012 Refunding Notes ■ 2015 Refunding Notes ■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B) ■ Promissory Note 38 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Five-Year General Fund Debt Projection Type of Debt FY23 FY24 FY25 FY26 FY27 2012 Refunding Notes $461,825 $0 $0 $0 $0 2015 Refunding Notes 1,967,125 1,995,750 1,990,875 2,002,750 1,996,250 2016 Green Bonds 5,818,575 5,852,325 5,893,575 5,678,075 5,457,200 2017 Green Bonds (Series A Refunding 2012s)1,022,200 1,022,200 1,022,200 1,343,950 1,342,075 2017 Parity Bonds (Series B)7,795,250 0 0 0 0 Promissory Note 1,575,000 0 0 0 0 Total 18,639,975 8,870,275 8,906,650 9,024,775 8,795,525 Total General Fund Principal 14,495,000 5,415,000 5,730,000 6,145,000 6,225,000 Total General Fund Interest 4,144,975 3,455,275 3,176,650 2,879,775 2,570,525 Grand Total $18,639,975 $8,870,275 $8,906,650 $9,024,775 $8,795,525 MAA BOND FUND MAA Tax Levy Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within the District. The District receives property tax revenue from Santa Clara and San Mateo counties. The counties are responsible for assessing, collecting and distributing property taxes in accordance with state law. Each year, the levy is calculated based on the assessed value and the debt service amount that Midpen needs to collect. The evolution of the tax levy is as follows: ——————————————————————————––––––––––––—————————————————————————————— 2015-16 $.0008 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2016-17 $.0006 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2017-18 $.0009 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2018-19 $.0018 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2019-20 $.0016 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2020-21 $.0015 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2021-22 $.0015 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2022-23 $.0013 per $100 of assessed valuation——————————————————————————––––––––––––—————————————————————————————— 2015 General Obligation Bonds (Series 2015A and 2015B) On August 13, 2015, Midpen issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5 million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014, which approved MAA to authorize the issuance of up to $300 million principal amount of general obligation bonds. 2018 General Obligation Bonds (Series GO Green Bonds) On February 14, 2018, Midpen issued an additional $50 million of tax-exempt general obligation Green Bonds. The bonds are also payable from ad valorem taxes pursuant to an election of registered voters of the District held on June 3, 2014, which approved MAA to authorize the issuance of up to $300 million principal amount of general obligation bonds. 39Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Measure AA Annual Debt Service (in millions) $ 6 ——————————————————————————————————————————————————————————————— 5 ——————————————————————————————————————————————————————————————— 4 ——————————————————————————————————————————————————————————————— 3 ——————————————————————————————————————————————————————————————— 2 ——————————————————————————————————————————————————————————————— 1 ——————————————————————————————————————————————————————————————— 0 ——————————————————————————————————————————————————————————————— FY2 3 FY2 4 FY2 5 FY2 6 FY2 7 FY2 8 FY2 9 FY3 0 FY3 1 FY3 2 FY3 3 FY3 4 FY3 5 FY3 6 FY3 7 FY3 8 FY3 9 FY4 0 FY4 1 FY4 2 FY4 3 ■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2018 Series GO Green Bonds Five-Year Measure AA Debt Projection FY4 5 FY4 6 FY4 7 FY4 8 FY4 9 FY4 4 FY23 FY24 FY25 FY26 FY27 Measure AA 2015 Series A (Tax-Exempt)$2,575,913 $2,570,788 $2,573,163 $2,567,913 $2,569,913 Measure AA 2018 Series GO Green Bonds 2,727,600 2,730,200 2,721,350 2,720,600 2,717,350 Total 5,303,513 5,300,988 5,294,513 5,288,513 5,287,263 Total Measure AA Principal 1,895,000 1,980,000 2,070,000 2,170,000 2,280,000 Total Measure AA Interest 3,408,513 3,320,988 3,224,513 3,118,513 3,007,263 Grand Total $5,303,513 $5,300,988 $5,294,513 $5,288,513 $5,287,263 40 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Grants Program Midpen recognizes that it cannot accomplish its mission alone. The ambitious vision set forth by MAA requires the organization to think strategically about how to broaden its impact in partnership with the conservation community and leverage existing revenue sources to augment funding gaps. To address this need, in early 2017, Midpen created a formal Grants Program focused on increasing grant funding for the organization and deepening its relationships with external partners. The objective of the Grants Program is to bring in additional revenue to fulfill MAA obligations, work in concert with partner organizations to build the collective impact of the conservation community and remain responsive to community needs and trends. Over the long-term, the goal is to build a diverse portfolio of external revenue sources and engage more deeply and collaboratively with partners. As part of its effort to build these relationships, Midpen has expanded its Grantmaking Program, which provides modest conservation grants to partners working on projects that align with Midpen’s mission. To this end, Midpen increased its investment in this program and broadened the categories of eligible funding to align with the organization’s current priorities. In FY23, Midpen will expand the capacity of the Grants Program, which is currently at it limits, and also add expertise to apply for, and manage, Federal grants as this will provide a new source of additional grant funding for the organization and its projects. Midpen will continue to build the capacity of the Grants Program, work collaboratively with its partners and strategically align grant awards with Midpen’s mission. In the short term, the Grants Program will refine these goals, build institutional knowledge about grants among staff and focus on small-scale successes to demonstrate the value of the program. General Fund Balance The projected FY23 Total Fund Balance in the General Fund is increasing primarily due to the expected proceeds from the sale of the old Administrative Office building. Of note, some funds are shifting from unassigned to committed in preparation for future capital expenditures in FY24 and beyond. The chart below shows the flow of non-expended funds. Projected General Fund Balance FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Projected FY23 Budget Nonspendable $35,968 $185,984 $205,929 $291,297 $291,297 $291,297 Restricted 1,466,982 3,962,747 5,527,352 7,875,733 9,186,005 9,186,005 Committed 55,300,000 29,288,465 33,518,465 40,587,084 39,387,084 36,927,084 Assigned — 1,400,000 710,000 2,891,390 2,891,390 2,891,390 Unassigned 16,306,537 16,515,392 16,978,717 17,973,643 23,389,041 25,936,974 Total Fund Balance $73,109,487 $51,352,588 $56,940,463 $69,619,147 $75,144,817 $75,215,550 Minimum Unassigned Fund Balance*$13,722,600 $14,493,900 $15,616,700 $17,133,100 $17,547,300 $18,721,200 *Calculated as 30% of total annual Fund 10 property tax revenues. General fund balances include Fund 10 General Fund and Fund 20 Hawthorns Fund, as presented in Midpen’s audited financial statements. 41Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Treatment of Non-Expended Funds Flowchart Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Treatment of Non-Expended Funds Fund 20: Hawthorns Fund 30: Measure AA Capital Fund 50: Debt Service Fund 40: General Fund Capital Fund 10: General Fund Operating Restricted Assigned Unassigned CHANGE IN FUND BALANCE Midpen maintains a balanced budget by ensuring that annual operating revenues are equal to or greater than annual operating expenses, general fund capital expenses and debt service obligations. The FY23 projected balance in each fund is based on FY22 projected fund balances at fiscal year-end; audited financial statements are not available at the time of budget development. The change in fund balance for Fund 30 is due to the projected $32 million new bond proceeds, projected to be issued in FY23. A balance is maintained in Fund 50 due to an offset in timing between property tax collection and debt service payments. The following table depicts the change in fund balance. Projected Change in Fund Balance Fund 10 General Fund Operating Fund 20 Hawthorns Fund 30 MAA Capital Fund 40 General Fund Capital Fund 50 Debt Service Total FY21 Audited Fund Balance $68,146,467 $1,472,680 $22,134,964 $482,524 $4,229,931 $96,466,566 Change in Fund Balance 5,559,120 (33,450)196,532 0 269,337 6,024,989 FY22 Projected Balance $73,705,587 $1,439,230 $22,331,496 $482,524 $4,499,268 $102,458,105 Change in Fund Balance 87,933 (17,200)32,000,000 0 223,487 32,311,420 FY23 Projected Balance $73,793,520 $1,422,030 $54,331,496 $482,524 $4,772,755 $134,752,325 Fund 10 General Fund and Fund 20 Hawthorns Fund are presented in Midpen’s audited financial statements as the General Fund. Fund 20 Hawthorns Fund is called out separately as part of the Budget and Action Plan for clarity and tracking. 42 Section 2 • Budget and Action Plan FY23 Long-Range Financial Planning INTENTIONS AND ASSUMPTIONS This Long-Range Financial Plan looks forward for five years, projecting revenues and expenditures, while testing the financial resiliency of Midpen beyond FY23. Information is included for the two prior year actuals for reference. Annual revenues are based on the Controller’s conservative revenue projections; property taxes are expected to grow at 4% each year throughout the forecast years. Estimated one-time revenue of $10 million in FY22 represents the anticipated sale of the former administrative office property. Expenditures include salaries and benefits, inflated at 5% per year beginning in FY24 and the inclusion of four new FTEs per year at various salary ranges, which is a conservative assumption for modeling purposes while noting that actual FTE requests fluctuate each year as evidenced by no requests in FY21 and a request for 8 FTEs in FY23 (note: these positions are being considered for approval by the Board). Additional annual expenditures include services and supplies inflated at 5% per year, capital expenditures in the General Fund and MAA Fund at 5% per year, land acquisition in the General Fund at 2.5% per year and known one-time expenditures in the General Fund. Annual debt service payments reflect higher principal and interest from new bond proceeds, projected to be issued in FY23 and FY26. Long-Range Financial Plan (in thousands) FY21 Actual FY22 Projected FY23 Budget FY24 Projected FY25 Projected FY26 Projected FY27 Projected Fund balance beginning $100,899 $96,467 $102,458 $134,752 $128,582 $122,353 $140,908 Revenue Property Taxes 62,545 64,052 67,900 70,735 73,851 77,580 81,781 Grant Income 2,816 4,428 3,433 4,233 3,375 800 800 Interest Income 1,979 698 1,043 1,053 1,064 1,075 1,086 Rental Income 1,909 1,239 1,608 1,876 1,895 1,914 1,933 Other Revenues 1,396 495 503 503 511 519 524 One-Time Revenues 0 10,000 0 0 0 0 0 Total Revenues 70,646 80,911 74,486 78,399 80,695 81,888 86,124 Other Funding Sources Use of Bond Proceeds 0 3,634 7,332 0 0 0 0 New Bond Proceeds & Debt Service Premiums 0 0 32,000 0 0 32,000 0 Transfers In / (Out)0 7,246 2,460 0 0 0 0 Total Other Funding Sources 0 10,880 41,792 0 0 32,000 0 Grand Total: Revenues & Other Funding Sources 70,646 91,791 116,278 78,399 80,695 113,888 86,124 Expenses General Fund, Hawthorns & GF Capital (10, 20 & 40) Salaries and Benefits 24,946 27,941 30,319 31,835 33,427 35,098 36,853 Salaries and Benefits (4 add’l FTEs per year)0 0 0 625 1,313 2,068 2,895 Total Salaries and Benefits 24,946 27,941 30,319 32,460 34,740 37,166 39,748 Services and Supplies 8,745 11,354 12,383 13,126 13,914 14,749 15,634 General Fund Capital Outlay 2,194 4,689 6,274 6,000 6,300 6,620 6,950 General Fund Land Acquisition 82 307 511 250 256 263 269 Other One-Time Expenditures 10,001 18,196 146 0 1,000 6,000 1,000 General Fund, Hawthorns & GF Capital Total 45,968 62,486 49,633 51,836 56,210 64,798 63,602 Measure AA Fund (30) Measure AA Funded Capital Outlay 4,776 6,975 10,317 9,312 7,262 6,972 6,972 Measure AA Land Acquisition 7,630 293 90 9,250 9,250 9,250 9,250 Measure AA Fund Total 12,406 7,268 10,407 18,562 16,512 16,222 16,222 Debt Service Fund (50) Debt Service 16,641 16,045 23,943 14,171 14,201 14,313 14,083 Total Expenses $75,015 $85,800 $83,984 $84,570 $86,924 $95,333 $93,907 Net changes in fund balance ($4,369)$5,992 $32,294 ($6,170)($6,229)$18,555 ($7,782) Fund Balance Ending General Fund $68,146 $73,706 $73,794 $81,694 $87,818 $87,774 $91,999 Hawthorns Endowment Fund 1,473 1,439 1,422 1,347 1,272 1,197 1,122 Measure AA Capital Projects Fund (Bond Proceeds)22,135 22,331 54,331 39,852 26,465 43,043 27,621 General Fund Capital Projects Fund (Bond Proceeds)483 483 483 483 483 483 483 Debt Service Fund 4,230 4,499 4,723 5,256 6,316 8,412 11,902 Fund balance ending $96,467 $102,458 $134,752 $128,582 $122,353 $140,908 $133,126 43Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w CONCLUSIONS Beginning FY23 cash balances, estimated at a total of $102.5 million, and future projected revenues are adequate to cover projected debt service, operating expenses, capital expenditures, and reserve requirements. Ending FY27 cash balances are estimated at a total of $133.1 million. Midpen’s long-term financial projections indicate that the proposed FY23 budget is balanced, sustainable and aligned with Midpen’s long-term plans and objectives. Delivering on Midpen’s Mission AGRICULTURE In keeping with Strategic Plan Goal 1, Objective 4: preserve open space and agricultural lands of local and regional significance and Goal 2, Objective 5: support the viability of sustainable agriculture and character of rural communities, Midpen has prioritized 18 projects to support regional agriculture and sustain conservation grazing on District lands such as the Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan and Red Barn Roof Repair. DIVERSITY In support of Goal 3, Objective 2: engaging diverse communities, Midpen has prioritized 21 projects to connect diverse communities to their public open space preserves, including the Rancho San Antonio Multimodal Access and ADA Barrier Removal projects. In addition to the 21 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. For more details on Midpen’s Diversity, Equity, and Inclusion (DEI) initiatives, refer to page 45, 46 and 57. WILDLAND FIRE RESILIENCY In support of Goal 2, Objective 4: Climate change has created a new wildfire reality in California: fires are becoming more frequent and catastrophic. In response, Midpen has prioritized nine fire prevention projects, including an emphasis on fuels reduction and wildland fire readiness. Projects include Fuel Reduction Implementation and the Wildland Fire Resiliency Program projects. Climate Action Plan CLIMATE ACTION PLAN OVERVIEW The Board adopted the Climate Action Plan and Climate Change Policy in October 2018 to chart a course for reducing greenhouse gas (GHG) emissions from agency operations. The plan and policy identify Midpen’s goals for reducing GHG emissions as follows: 20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050. Midpen has made significant progress in reducing GHG emissions—24% as of the 2020 GHG inventory—but continued, innovative action is still necessary to stay on track for the more ambitious 2030 and 2050 goals. Actions taken in FY23 will focus on vehicle emissions through replacement with energy efficient vehicles, commute options to reduce employee-generated emissions related to travel-to-work, and development of a fleet action plan to transition away from fossil fuel reliant vehicles. Minor energy efficient improvements are also planned for a few Midpen owned houses. Moreover, Midpen is planning a study of soil treatment to increase rangeland carbon sequestration within grasslands that are managed as part of the conservation grazing program. The following table describes these and other Climate Action Plan items that will be implemented in FY23. The Climate Action Plan and past greenhouse gas inventory reports can be found on Midpen’s website at openspace.org/climate. 44 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w FY23 Climate Action Plan Implementation Actions Climate Action Plan Item Budget*Department Commute-4: Continue incentives for employees commuting via carpool, public transit, bike, or walking $30,000 Administrative Services Vehicles-X: As patrol vehicles are up for replacement, replace with diesel or lower emissions options whenever possible $433,000 Land and Facilities Vehicles-14: Purchase carbon offsets for business flights $1,000 Natural Resources Vehicles-X: Develop a transition plan to decarbonize Midpen’s fleet $50,000 Land and Facilities Residences-3: Make basic energy efficiency upgrades to a few residences e.g. weather stripping, insulation, and double-paned windows. $33,000 Land and Facilities Transportation-3: Assess options for installing EV chargers at preserve parking lots $0*Land and Facilities, Engineering and Construction Livestock-3: Implement carbon sequestration projects identified in carbon farming plan $50,000 Natural Resources *Staff time only: Midpen recognizes staff time as an indirect cost of implementing the Climate Action Plan actions. MONITORING PROGRESS To track progress towards the climate change goals, staff conduct a GHG inventory every two years to measure emissions and assess change over time. The latest inventory, of 2020 emissions, showed that Midpen reduced emissions by 24% from 2016 to 2020, meeting the 2022 goal early. Operational adjustments during to the COVID-19 pandemic contributed to reductions in 2020, primarily due to administrative staff working from home. When it was safe to return to the office in late 2021, policies were revised to make a hybrid work schedule the norm for administrative staff, most of whom now commute to the office only two or three times per week. The use of renewable diesel, which started in late 2018, also greatly reduced emissions from Midpen’s diesel-engine equipment and vehicles. The next inventory (counting emissions from calendar year 2022) will be conducted in early 2023. Diversity, Equity, and Inclusion DIVERSITY, EQUITY, AND INCLUSION OVERVIEW On March 23, 2016, the Board adopted policy 6.08 “Equality, Diversity and Inclusion”, reflecting the commitment “to supporting equality, diversity, and inclusion of all facets of society, the principles of which include fairness of treatment, recognition of rights, acceptance of responsibilities, commitment to equality, and dedication to expanding opportunities for all.” On June 22, 2016, the Board formed a Diversity Outreach Ad Hoc Committee to enhance Board member involvement in increasing outreach to and participation of diverse communities. The Committee’s Board-approved goals included: ——————————————————————————––––––––––––—————————————————————————————— Goal1. Promote the District and its interpretive programs through collaborative partnerships with diverse community organizations. ——————————————————————————––––––––––––—————————————————————————————— Goal 2. Engage with communities through public meetings and other means to increase awareness about the District and its projects.——————————————————————————––––––––––––—————————————————————————————— Goal 3. Reflect the diversity of the surrounding community in District activities and functions. ——————————————————————————––––––––––––—————————————————————————————— Goal 4. Expand existing partnerships and enter into new, non-traditional partnerships to complete projects and improve programs that serve a diverse community.——————————————————————————––––––––––––—————————————————————————————— The Committee provided guidance on several initiatives, including consideration of a citizen advisory committee, outreach training for the Board, a visitor use survey, development of a youth engagement plan, expansion of the Visitor Services programs, expanded employee training and broader recruitment outreach, and creation of a Board policy on diversity. The goal of the initiatives, now completed, was to emphasize the value of diversity and expand Midpen’s own diversity awareness. 45Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w In the late spring and summer of 2020, as the nation was in the midst of a dramatic reckoning with race and systemic injustices, Midpen responded by reaffirming its stance on the value of Diversity, Equity, and Inclusion (DEI) and adopting Resolution 21 -11, upholding Midpen’s “long-standing values of diversity, equity, and inclusion and condemning discrimination, hate, and bigotry in all forms.” In addition, the General Manager formed two staff DEI teams, one focused on Community, Outreach, and Partnerships and the second focused on Hiring, Recruitment, and Staff Development to further the Midpen’s DEI work, consistent with the Midpen’s mission, Board policy, and Board- adopted Strategic Plan Goals and Objectives. © 2017 Robert Wood Johnson Foundation The following strategies and implementation actions were identified and prioritized based on various considerations, including anticipated level of beneficial impact; level of urgency; level of initial and long-term staffing resources needed; cost; implementation duration; and synergy with existing Midpen programs and initiatives. Each strategy below includes a list of potential supporting implementation actions. Diversity, Equity, and Inclusion Strategy and Implementation Actions Community Outreach and Partnerships Recommendations Strategies Staff Recruitment, Hiring, and Development Strategies 1. Further integrate DEI into all aspects of District culture and workflow 1. Form a standing DEI staff team 2. Confirm community DEI needs as they relate to the District’s work 2. Update Board Policy 6.08, Equality, Diversity, and Inclusion (2016) 3. Connect more intentionally with DEI organizations and programs 3. Establish more internships opportunities 4. Expand existing District programs 4. Train and expand guidance for hiring panels and seek diverse panel representation 5. Partner with schools and educational institutions 5. Provide cultural competency training for staff 6. Improve outreach strategies to better reach all communities, including underserved/underrepresented demographics 6. Consider a recruitment specialist position in Human Resources focused on DEI A sustained commitment and effort involving all levels of the organization to pursue the strategies and implementation actions listed above will further Midpen efforts in advancing its DEI goals. Many of these strategies and implementation actions can be folded into current operations, while others will require additional funding and allocated resources. As this work continues, the expectation is that DEI goals will be infused in all aspects of Midpen practices, procedures, workflow, and culture and will evolve as Midpen’s knowledge in DEI work expands. The first phase of recommended action items are included in the FY23 Budget, and Capital Improvement and Action Plan (CIAP), which includes the addition of a Management Analyst I/II in the Human Resources Department specifically for the DEI program and a new CIAP project, Diversity, Equity, and Inclusion Program Actions (Section 3). Subsequent phases will be programmed in later fiscal year as funding and capacity allow. 46 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Budget Process Midpen’s annual budget development process begins in December each year. An annual public retreat, the Board reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior-year accomplishments. Staff then begins capacity planning for ongoing projects and proposed new projects. In March, the Board holds a second public retreat with executive management and department managers to establish priorities for the upcoming fiscal year and provide staff with strategic direction regarding the CIAP. Departments begin developing the annual CIAP in February/March in accordance with Board priorities, and budgets are developed in March. The individual department budgets and CIAPs are consolidated in March/April and reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May. The Board conducts its initial review and public hearing of the proposed Annual Budget and Action Plan in May and formally adopts it in June. In addition to holding these public retreats and meetings, Midpen puts together public advisory committees as needed to incorporate community input for particular topics of high interest. Examples include the Community Advisory Committee that helped develop the Vision Plan and the La Honda Public Access Working Group that worked with staff on the La Honda Parking and Trailhead Access Feasibility Study. Following the second Board retreat in March, Midpen staff always review and update the draft CIAP to ensure a realistic projection of work that can be completed with available staff and funding. As a result, the following project changes were made: Projects Adjustments:——————————————————————————––––––––––––——————————————————————————————Pescadero Sediment TMDL Implementation (project split off into two new projects): ——————————————————————————––––––––––––———————————————————————————— Pescadero Watershed Sediment Reduction Implementation——————————————————————————––––––––––––———————————————————————————— San Gregorio Water Quality Improvement Plan——————————————————————————––––––––––––—————————————————————————————— Projects added:——————————————————————————––––––––––––——————————————————————————————Cybersecurity Implementation ——————————————————————————––––––––––––—————————————————————————————— IT Master Plan Update ——————————————————————————––––––––––––—————————————————————————————— Spooky Knoll Trail/new Hwy 17 Trail Connections ——————————————————————————––––––––––––—————————————————————————————— Wildland Fire Resiliency Partnership Project——————————————————————————––––––––––––——————————————————————————————Cloverdale Road and Trail Renovation——————————————————————————––––––––––––—————————————————————————————— Pescadero Watershed Sediment Reduction Implementation——————————————————————————––––––––––––—————————————————————————————— San Gregorio Water Quality Improvement Plan——————————————————————————––––––––––––—————————————————————————————— CEQA Review for IPM Program——————————————————————————––––––––––––——————————————————————————————Upper Oil Creek Redwood Land Conservation——————————————————————————––––––––––––—————————————————————————————— El Mirador Land Conservation——————————————————————————––––––––––––—————————————————————————————— Transfer of Upper Alpine Road from San Mateo County——————————————————————————––––––––––––—————————————————————————————— Native Plant -Pollinator Demonstration Garden——————————————————————————––––––––––––——————————————————————————————La Honda Parking and Trailhead Access – Implementation——————————————————————————––––––––––––—————————————————————————————— La Honda Event Center Area Plan——————————————————————————––––––––––––—————————————————————————————— 47Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w 44 Section 2 • Budget and Action Plan FY23 Budget Development Process • Develop Environmental Scan • Update Strategic Goals • Board Retreat #1 • Project Scoping • Resource Loading • Measure AA Reprioritization, as needed • Develop Capital Improvement and Action Plan (CIAP) • Board Retreat #2 • Initialize Budget in NWS • Finalize OpEx/CapEx Budgets and CIAP • Review Budget and CIAP with Managers/AGMs/CFO • Review Budget and CIAP with GM • Present Budget and CIAP to ABC Committee • Follow-up Presentations to ABC (if needed) • ABC Approves Budget and CIAP • Board‘s Initial Review of Budget and CIAP • Board Adopts Budget and CIAP Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Strategic Planning (Nov-Jan) Action Plan Development (Nov-Mar) Budget Preparation (Jan-Apr) Board Review (Apr-Jun) Midpen’s Board of Directors adopts an annual operating budget for the organization by major fund on or before June 30 for the ensuing fiscal period. The Board may amend the budget by resolution during the fiscal period. The legal level of control, the level at which expenditures may not legally exceed the budget, is at the category level. Midpen uses three methods of amending the budget throughout the year: (1) at the quarterly re-forecast, (2) ad hoc for property purchases or time-sensitive expenditure adjustments, and (3) a net zero adjustment within a fund and expense category. ——————————————————————————––––––––––––—————————————————————————————— 1. After the end of the first, second, and third quarters, department managers and project managers provide a re-forecast report for all non-personnel related expenditures. Based on the aggregated re-forecast reports, a consolidated budget adjustment is proposed to the Board for adoption via resolution.——————————————————————————––––––––––––—————————————————————————————— 2. The Ad Hoc budget adjustments are used for property purchases as well as time-sensitive expenditures that require budget availability prior to the quarterly re-forecast. This method ensures continuation of projects and operations without administrative restrictions. Ad Hoc budget adjustments are adopted by the Board via resolution.——————————————————————————––––––––––––—————————————————————————————— 3. Net-zero budget transfers can be implemented administratively, provided these transfers are within the same fund and the same expenditure category. A summary of net zero transfers is included in each quarterly re- forecast report to the Board.——————————————————————————––––––––––––—————————————————————————————— 48 Section 2 • Budget and Action Plan FY23 Budget Management Process (Fiscal Year Starting July 1) • Departments are expected to review YTD operating and capital budgets throughout the fiscal year to ensure that expenditures are trending to adopted budget • Budget and Analysis sends quarterly budget performance reports to departments • General Manager may approve net-zero adjustments over $15,000 • AGM’s may approve net-zero adjustments up to $15,000 • Department managers may approve net-zero adjustments within their departments up to $10,000 • GM must report to the board any adjustments greater than 5% in the following accounts: Expenses/Annexation, Special Agreements, Insurance, Travel Expenses and Personal Development • Budget and Analysis staff presents quarterly budget adjustment requests to the Board for approval Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Budget Monitoring Budget Amendments (Quarterly) GM Review Board Approval Financial Policies Each year, the General Manager, Chief Financial Officer, and Controller all review Midpen’s finance policies in preparation for an annual Board review and affirmation of the policies. v This symbol indicates that the proposed fiscal year budget complies with the financial policy mentioned. BUDGET POLICY v Midpen follows best practices in budgeting, including assessing constituent needs, developing long range plans, adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets as required. Midpen’s budget is divided into four categories: Operating Budget, Capital Budget, Land and Associated Costs, and Debt Service. The budget is prepared and adopted on a cash basis, whereas the annual financial statements are prepared on a modified accrual basis, which takes into account all of the current year revenues and expenses regardless of when cash is received or paid. The Board adopts the annual budget on the Fund level: ——————————————————————————––––––––––––—————————————————————————————— Fund 10 – General Fund Operating——————————————————————————––––––––––––—————————————————————————————— Fund 20 – Hawthorns——————————————————————————––––––––––––—————————————————————————————— Fund 30 – Measure AA Land/Capital——————————————————————————––––––––––––—————————————————————————————— Fund 40 – General Fund Land/Capital——————————————————————————––––––––––––—————————————————————————————— Fund 50 – Debt Service——————————————————————————––––––––––––—————————————————————————————— The budget can be amended during the year, in accordance with the board Budget and Expenditure Policy, which states that increases to any of the four budget categories must be approved by the Board. DEBT MANAGEMENT POLICY v The Board adopted a Debt Management Policy in 2017. The stated purpose of the Debt Management Policy is to establish the overall parameters for issuing, structuring, and administering Midpen’s debt in compliance with applicable federal and state securities law. The Debt Management Policy was developed in conjunction with the Policy for Initial and Continuing Disclosure Relating to Bond Issuances, with the latter ensuring that statements or releases of information to the public and investors relating to the finances of Midpen are complete, true and accurate in all material respects. 49Section 2 • Budget and Action Plan FY23 44 Section 2 • Budget and Action Plan FY23 FUND BALANCE POLICY v During 2014, the Board adopted the Fund Balance Policy to provide adequate funding to meet Midpen’s short-term and long-term plans, provide funds for unforeseen expenditures related to emergencies such as natural disasters, strengthen the financial stability of the organization against present and future uncertainties, such as economic downturns and revenue shortfalls, and maintain an investment-grade bond rating. This policy has been developed, with the counsel of the Midpen auditors, to meet the requirements of GASB 54. The components of Midpen’s fund balance are as follows: ——————————————————————————––––––––––––—————————————————————————————— Nonspendable fund balance includes amounts that cannot be spent either because they are not in spendable form, e.g., prepaid insurance, or because of legal or contractual constraints. At all times, Midpen shall hold fund balance equal to the sum of its nonspendable assets.——————————————————————————––––––––––––—————————————————————————————— Restricted fund balance includes amounts that are constrained for specific purposes which are externally imposed by constitutional provisions, enabling legislation, creditors or contracts.——————————————————————————––––––––––––—————————————————————————————— Committed fund balance includes amounts that are constrained for specific purposes that are internally imposed by the government through formal action of the highest level of decision-making authority and do not lapse at period end. ——————————————————————————––––––––––––—————————————————————————————— Assigned fund balance includes amounts that are intended to be used for specific purposes that are neither restricted nor committed. Such amounts may be assigned by the General Manager if authorized by the Board to make such designations. Projects to be funded by assigned funds require the approval of the General Manager. ——————————————————————————––––––––––––—————————————————————————————— Unassigned fund balance includes amounts within the general fund which have not been classified within the above categories. The Board shall designate the minimum amount of unassigned fund balance which is to be held in reserve in consideration of unanticipated events that could adversely affect the financial condition of Midpen and jeopardize the continuation of necessary public services. The minimum amount of unassigned fund balance is calculated as 30% of the Budgeted General Fund Tax Revenue. Any spending from this minimum general fund reserve requires the approval of the Board. Any such spending will be reimbursed within two years. If such reimbursement exceeds 5% of the Budgeted General Fund Tax Revenue, the Board may decide to limit the reimbursement at 5% and extend the reimbursement period beyond two years, as needed. The minimum reserve amount calculation will be reviewed annually as part of the annual budget process.——————————————————————————––––––––––––—————————————————————————————— Midpen uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance is available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement requiring dollar-for-dollar spending. Additionally, Midpen would first use committed, then assigned and lastly unassigned amounts of unrestricted fund balance when expenditures are made. INVESTMENT POLICY v Midpen’s Investment Policy is adopted annually, in accordance with state law. The policy provides guidance and direction for the prudent investment of Midpen funds to safeguard the principal of invested funds and achieve a return on funds while maintaining the liquidity needs of the organization. The ultimate goal is to maximize the efficiency of Midpen’s cash management system, and to enhance the organization’s economic status, while protecting its pooled cash. The investment of funds is governed by the California Government Code Section 53601 et seq., and by California Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in accordance with the provisions of California Government Code, Sections 53630 et seq. 50 Section 2 • Budget and Action Plan FY23 Se c t i o n 2 Bu d g e t S u m m a r y a n d O v e r v i e w Section 3 Capital Improvement and Action Plan Se c t i o n 3 El Sereno Open Space Preserve (Midpen) 51Section 3 • Budget and Action Plan FY23 Capital Improvement and Action Plan Overview This section of the budget, the Capital Improvement and Action Plan, provides multiyear budget information and a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more over their lifetime are highlighted in this section. Projects below this threshold are noted at the beginning of each program as supporting projects and are also included in Section 4: Department Summary objective tables. Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization will pursue and for which it will dedicate staff and financial resources. FY23-FY25 projects are limited to those that begin or have activity in FY23, FY24, or FY25 and potentially continue as multiyear projects. However, the Board continues to adopt the budget one fiscal year at a time. Budgets for FY24 and beyond are preliminary. The FY23 CIAP contains a total of 95 key projects, of which 26 projects, or 27%, are eligible for Measure AA reimbursement, a general obligation bond funding source that was approved by the voters in 2014. There are 6 less projects proposed in FY23 as compared to FY22 adopted. The FY24 CIAP contains a total of 91 projects, of which 26 projects, or 29%, are eligible for MAA reimbursement. The FY25 CIAP contains a total of 68 projects, of which 23 projects, or 29%, are eligible for MAA reimbursement. Per past experience, Midpen assumes that unexpected shifts/delays in project timelines due to unforeseen circumstances will continue to occur each fiscal year. Leaving some capacity in future fiscal years will accommodate these project shifts/delays and provide capacity for new projects in the latter years that are unknown at this time (e.g., new partnership opportunity, new land purchase opportunity). For these reasons, it is reasonable to see the total count in project numbers drop slightly year over year under the three-year CIAP. Midpen staff prepared the FY23-FY25 CIAP in accordance with the Board’s Priority Setting Retreat on March 3, 2022, resulting in the following projects spread throughout Midpen’s four Programs: FY23 CIAP by Program FY24 CIAP by Program FY25 CIAP by Program 22% 12% 40%26% 18%9% 40% 34% Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 10%12% 44% ● Land Acquisition and Preservation ● Natural Resource Protection and Restoration ● Public Access, Education and Outreach ● Assets and Organizational Support From a funding perspective, 60% of the FY23 CIAP projects are capital projects or land acquisition while the remaining 40% are included in the operating budget. Whereas for FY24, 65% of the CIAP projects are capital projects or land acquisition while the remaining 35% are included in the operating budget. For FY25, 64% of the CIAP projects are capital projects or land acquisition while the remaining 36% are included in the operating budget. 52 Section 3 • Budget and Action Plan FY23 35% FY23, FY24, and FY25 CIAP Projects by Program and Fund Fund Fiscal Year Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education, and Outreach Assets and Organizational Support Grand Total 10 – General Fund Operating FY23 0 22 5 11 38 FY24 0 18 6 8 32 FY25 0 18 5 5 28 Total 0 58 16 24 98 20 – Hawthorns Fund FY23 0 0 0 0 0 FY24 0 0 0 1 1 FY25 0 0 0 1 1 Total 0 0 0 2 2 30 – Measure AA Capital FY23 2 11 13 0 26 FY24 0 12 14 0 26 FY25 0 10 13 0 23 Total 2 33 40 0 75 40 – General Fund Capital FY23 9 5 7 10 31 FY24 8 6 11 7 32 FY25 9 6 9 2 26 Total 26 17 27 19 89 Grand Total FY23 11 38 25 21 95 FY24 8 36 31 16 91 FY25 9 34 27 8 78 Total 28 108 83 45 264 In FY23, 12 of the 31 total projects in Fund 40 are in support of MAA, of which five of them will become MAA eligible (and budgets/expenditures shifted to Fund 30) once the properties are purchased. Acquisition projects in particular are rarely listed as MAA projects until the purchase is complete (or certain) given the speculative nature of land purchase projects during the research, due diligence, and early negotiation phase of the work. 53Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n FY23-FY25 CIAP Budget The FY23-FY25 Three-Year CIAP identifies the capital and operating projects and associated costs for FY23 through FY25 and provides funding of $56 million over the next three years. The CIAP is funded by the General Fund, Measure AA general obligation bonds, the Hawthorns Fund and grants. The CIAP lists the capital and operating projects by program. Midpen’s budget typically excludes new land purchase funding, for which a corresponding budget adjustment to fund the purchase will be included when new land acquisitions are presented to the Board for approval. However, associated land costs, such as surveys, appraisals, legal services, environmental planning and studies are included in the FY23-FY25 budget. Three-Year CIAP by Program* CIAP Summary by Program FY23 FY24 FY25 3-Year Total Land Acquisition and Preservation**$563,500 $375,000 $473,000 $1,411,500 Natural Resource Protection and Restoration 5,421,374 7,513,740 7,249,847 20,184,961 Public Access, Education and Outreach 10,952,940 10,053,760 5,463,728 26,470,428 Assets and Organizational Support 4,530,890 2,135,500 1,275,000 7,941,390 Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279 *FY23/FY24/FY25 projects are limited to those that begin or have activity in FY23, FY24, or FY25 and potentially continue as multiyear projects. **The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for titles or easements are budgeted upon approval by the Board. Three-Year CIAP Funding Sources CIAP Summary by Funding Source FY23 FY24 FY25 3-Year Total Fund 10 – General Fund Operating $3,462,696 $2,618,280 $2,716,200 $8,797,176 Fund 20 – Hawthorns 0 303,000 95,500 398,500 Fund 30 – Measure AA Capital 7,642,715 5,519,076 4,262,375 17,424,166 Fund 40 – General Fund Capital 6,930,600 7,029,500 4,012,500 17,972,600 Grants/Partnerships/Other 3,432,693 4,608,144 3,375,000 11,415,837 Total CIAP $21,468,704 $20,078,000 $14,461,575 $56,008,279 ICONS In an effort to highlight projects that support key areas of interest and improve readability, icons are included on pertinent CIAP project worksheets. Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Land Acquisition and Preservation Natural Resource Protection and Restoration Public Access, Education and Outreach Assets and Organizational Support Agriculture Diversity Wildland Fire Resiliency Coastside Supports Climate Action Plan implementation Project has an ongoing impact on the operating budget Grant Funded 54 Section 3 • Budget and Action Plan FY23 With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission, leveraging existing financial resources to relieve financial resources to relieve funding gaps and ensure project delivery. A summary of CIAP projects with awarded external funding sources is included below. Grants applied for but not yet awarded are not included in the budget or the table below. Additional capacity with the addition of a Grants Management Analyst is expected to increase the number of grants in the future. Grant Income Project #Project Name Grant/Partnership/Other FY23 FY24 FY25 3-Year Total 61023 Los Gatos Creek Watershed– Wildland Fire Resiliency Wildlife Conservation Board (WCB) $300,000 $825,000 $375,000 $1,500,000 61028 SCC Forest Health & Wildfire Wildland Fire Resiliency SCC Forest Health and Wildfire Resilience Program 364,000 0 0 364,000 80065 IPM Implementation of Santa Clara Valley Water District Grant D2: Revitalize Stream, Upland and Wetland Habitats 4,294 0 0 4,294 MAA03-002 Purisima Upland Site Clean up and Soil Remediation CalRecycle Farm & Ranch Clean-up Grant 77,480 0 0 77,480 MAA03-005 Purisima-to-the-Sea Trail and Parking Area–Phase I Feasibility Study Coastal Conservancy Grant 60,763 0 0 60,763 MAA10-001 Alpine Road Regional Trail, Coal Creek Santa Clara County Stanford Mitigation 272,211 0 0 272,211 MAA20-001 Wildlife Corridor: Highway 17 Crossing Wildlife Conservation Board (WCB) 100,000 1,000,000 3,000,000 4,100,000 MAA21-004 Bear Creek Stables Project Interest Income 0 1,223,530 0 1,223,530 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation California Rivers Parkways Program 177,967 0 0 177,967 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Historic Grants Program 200,000 0 0 200,000 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Prop 68 Per Capita Program 464,471 0 0 464,471 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP California Rivers Parkways Program 1,411,507 1,059,614 0 2,471,121 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP Interest Income 0 500,000 0 500,000 Grand Total $3,432,693 $4,608,144 $3,375,000 $11,415,837 55Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Midpen has identified several key areas of interest in addition to the four CIAP programs. ——————————————————————————––––––––––––——————————————————————————— Agriculture: Supporting agriculture and sustaining conservation grazing programs on Midpen lands furthers both the mission and Board-adopted Strategic Goals and Objectives (Goal 1, Objective 4 and Goal 2, Objective 5).——————————————————————————––––––––––––——————————————————————————— Diversity: Connecting diverse communities to their public open space preserves, through the support of regional partnerships and expanded outreach to youth and underserved communities (Goal 3, Objectives 2, 3, and 4).——————————————————————————––––––––––––——————————————————————————— Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance Midpen’s wildland fire preparedness and responsiveness (Goal 2, Objective 4).——————————————————————————––––––––––––——————————————————————————— CIAP project summary tables for these three areas of interest are included below. Agriculture Project Summary Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Project #Project Name FY23 FY24 FY25 3-Year Total 31905 Basic Policies for the Coastal Annexation Area $0 $20,000 $10,000 $30,000 35009 Red Barn Roof Repair 255,000 73,000 0 328,000 35012 Driscoll Ranch New Agricultural Well 90,000 28,500 54,500 173,000 35016 Toto Ranch New Agricultural Well(s) 85,000 42,500 14,000 141,500 61024 Lobitos Creek Fencing 216,000 111,000 0 327,000 61030 Toto Ranch Agricultural Plan 31,000 20,000 0 51,000 MAA01-005 Johnston Ranch Land Acquisition 20,000 0 0 20,000 MAA01-006 Madonna Creek Fish, Water Supply and Bridge Replacement 175,870 215,757 396,968 788,595 MAA03-006 South Cowell Upland Land Conservation 15,000 0 0 15,000 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan 107,794 449,101 11,779 568,674 MAA05-011 Lone Madrone Ranch Fence Installation 128,250 66,000 0 194,250 MAA05-014 Lone Madrone Corrals 0 0 57,000 57,000 MAA07-008 Lower Turtle Pond Repair 13,794 191,878 100,000 305,672 MAA13-001 Cloverdale – Infrastructure Upgrades and Improvements 0 70,000 40,000 110,000 VP13-001 Cloverdale Ranch Land Opportunity 215,000 20,000 0 235,000 VP15-001 Redwood Forest Land Opportunity 0 5,000 0 5,000 VP25-001 Sierra Azul Loma Prieta Land Conservation 22,000 22,000 22,000 66,000 VP39-001 Lower San Gregorio Creek Watershed Land Conservation 62,500 0 0 62,500 Total $1,437,208 $1,334,736 $706,247 $3,478,191 56 Section 3 • Budget and Action Plan FY23 Diversity Project Summary Project #Project Name FY23 FY24 FY25 3-Year Total 10003 Diversity, Equity, and Inclusion Program Actions $50,000 $50,000 $50,000 $150,000 10005 Purisima Preserve Multimodal Access – Implementation 0 25,000 25,000 50,000 31901 ADA Barrier Removal 1,281,500 795,000 330,000 2,406,500 31904 Purisima Preserve Multimodal Access Study 35,000 0 0 35,000 31907 Johnston Ranch Loop Trail and Parking Area 0 30,000 80,000 110,000 35015 Rancho San Antonio Road Repair 384,100 100,000 0 484,100 40013 50th Anniversary Public Events and Activities 174,151 0 0 174,151 61027 Rancho San Antonio ADA Path to Deer Hollow Farm 66,000 95,000 15,000 176,000 61029 Monte Bello Black Mountain Trail Extension 0 75,000 35,000 110,000 80066 Amah Mutsun Land Trust Native Garden 50,000 100,000 50,000 200,000 80077 Ethnobotanical Inventory for Tribal Partnerships 40,000 80,000 50,000 170,000 MAA05-007 La Honda Creek Phase II Trail Connections 85,000 105,000 306,500 496,500 MAA05-013 La Honda Parking and Trailhead Access – Implementation 0 0 80,000 80,000 MAA06-002 Hawthorns Area Plan 208,680 299,104 168,280 676,064 MAA11-003 Rancho San Antonio (RSA) Multimodal Access – Implementation 25,000 0 0 25,000 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon 0 75,000 110,000 185,000 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation 489,083 145,000 75,000 709,083 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP 1,411,507 1,108,519 0 2,520,026 VP05-002 La Honda Creek Parking and Trailhead Access – Phase I Feasibility Study 160,000 58,000 100,000 318,000 VP11-001 Rancho San Antonio (RSA) Multimodal Access – Implementation 118,000 50,000 0 168,000 VP21-005 Bear Creek Redwoods North Parking Area 61,000 100,000 75,000 236,000 Total $4,639,021 $3,290,623 $1,549,780 $9,479,424 In addition to these 21 projects to connect diverse communities to their open space preserves, Midpen programs expand outreach to diverse communities through our grantmaking program, community partnerships, sponsorships and other activities. A new DEI-focused Management Analyst I/II position is being added to the Human Resources department to further Midpen’s DEI goals. 57Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Wildland Fire Resiliency Project Summary Project #Project Name FY23 FY24 FY25 3-Year Total 61017 Fuel Reduction Implementation $565,000 $715,000 $715,000 $1,995,000 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency 203,000 890,880 709,800 1,803,680 61028 SCC Forest Health & Wildfire – Wildland Fire Resiliency 325,000 0 0 325,000 61031 Wildland Fire Resiliency Partnership Project 0 0 0*0 80003-10 Wildland Fire Resiliency Program 328,000 0 0 328,000 80063 Districtwide Vegetation Mapping 174,000 0 0 174,000 80072 Irish Ridge Restoration 85,000 385,000 405,000 875,000 80079 Miramontes Ridge Reforestation 0 0 115,000 115,000 MAA05-010 Restoration Forestry Demonstration Project 366,224 275,199 1,092,605 1,734,028 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration 109,642 109,111 0 218,753 Total $2,155,866 $2,375,190 $3,037,405 $7,568,461 *Scope yet to be defined, budget will be added later. PROJECT NUMBERING All projects are assigned a name and a unique number. Additionally, Midpen has three categories of projects, MAA eligible, Vision Plan related, or other capital and operating projects. MAA eligible projects are designated by portfolio and project number, for example MAA10-001 indicates MAA portfolio number 10 (Coal Creek: Reopen Alpine Road for Trail Use), and project number 1 (Alpine Road Regional Trail, Coal Creek). Vision Plan related projects are also designated by portfolio and project number, for example VP22-001 indicates Vision Plan portfolio number 22 (Sierra Azul: Cathedral Oaks Public Access and Conservation Projects), and project number 1 [Alma Bridge Road Newt Passage]. Vision Plan portfolios number 01 through 25 represent Midpen- funded efforts in support of the corresponding MAA portfolios. Vision Plan portfolios 26 through 54 are the Tier 2 priority actions in Midpen’s Vision Plan. Other projects are assigned a five-digit project number set (such as 31901, ADA Barrier Removal) and designate operating projects such as wildlife monitoring, facility improvements and administrative systems implementations. SUPPORTING PROJECTS Supporting projects are important activities undertaken each year that do not meet CIAP project criteria (typically with expenses less than $50,000 over the lifetime of the project). While the supporting projects included in this section may incur real expenses, those expenses will only be included in department operating budgets listed in Section 4: Department Summary. OPERATING IMPACT Within the FY23-FY25 CIAP, Midpen has identified over 78 projects (or 63% of the CIAP) as having a future operating impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other projects will have a shorter-term impact. For example, numerous Natural Resource Protection and Restoration projects require three to five years of ongoing monitoring work (for example, ensuring native plants are well established after being planted can take over three years). New areas that are opened to the public require long-term patrol and maintenance work; this may result in additional staff. Staff are monitoring new and existing CIAP projects for their ongoing operating impact to the annual Budget and Action Plan to identify how operating costs will change in the future. 58 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Land Acquisition and Preservation Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page # 20125 Cal-Water Land Exchange, Teague Hill Preserve FY23/FY24/FY25 $24,000 $0 $15,000 $39,000 60 MAA01-005 Johnston Ranch Land Acquisition FY23 20,000 0 0 20,000 61 MAA03-006 South Cowell Upland Land Conservation FY23 15,000 0 0 15,000 62 VP06-002 El Mirador Land Conservation FY25 0 0 65,000 65,000 63 VP08-001 Upper San Gregorio Land Conservation FY23 13,000 0 0 13,000 64 VP08-002 Upper Alpine Creek Land Conservation FY23/FY24/FY25 12,000 12,000 12,000 36,000 65 VP10-003 Transfer of Upper Alpine Road from San Mateo County FY25 0 0 13,000 13,000 66 VP13-001 Cloverdale Ranch Land Opportunity FY23/FY24 215,000 20,000 0 235,000 67 VP15-001 Redwood Forest Land Opportunity FY24 0 5,000 0 5,000 68 VP15-005 Upper Oil Creek Redwood Land Conservation FY25 0 0 30,000 30,000 69 VP22-003 San Jose Water Company Lands FY23 30,000 0 0 30,000 70 VP23-004 Mt. Umunhum Land Conservation FY23/FY24/FY25 50,000 11,000 11,000 72,000 71 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY24/FY25 0 5,000 5,000 10,000 72 VP25-001 Sierra Azul Loma Prieta Land Conservation FY23/FY24/FY25 22,000 22,000 22,000 66,000 73 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY23 62,500 0 0 62,500 74 None Districtwide Purchase Options and Low-value Land Fund Reoccurring 100,000 300,000 300,000 700,000 75 Total $563,500 $375,000 $473,000 $1,411,500 *Pre-acquisition activity for land purchases is typically budgeted in Fund 40 (unless the purchase is certain and eligible for MAA reimbursement, the funds are then budgeted in Fund 30). The land budget typically does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early negotiations. Land purchase costs for fee titles or easements are subsequently budgeted upon approval by the Board and reflected in year-end expenses. Once a MAA-eligible VP property is purchased, a budget adjustment request is made to transfer the General Capital Fund 40 budget to MAA Fund 30). SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Land Conservation Guidance Document Create a Land Conservation Guidance Document that identifies the District’s land conservation priorities and updates the District acquisition policies and goals and provides an outline for strategic land acquisition for use as a reference by District staff (Consistent with FOSM Recommendation #11). Real Property/General Manager’s Office FY23 59Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Cal Water Land Exchange, Teague Hill Preserve Project #: 20125 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue trail connections between Huddart Park and Teague Hill Open Space Preserve, and pursue future land conservation protections in the Bear Gulch watershed in exchange for land rights to allow the installation of Cal Water water tanks at El Corte de Madera Open Space Preserve. FY23 SCOPE Complete Easement Exchange and Easement Documents. Secure Board approval and OGALS approval for the easement exchange. FY24 SCOPE Approve the design of the Cal Water Tanks. FY25 SCOPE Land & Facilities and Planning to identify the alignment of the new trail route on Cal Water property to set the permanent location of the trail easement corridor. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 4,000 4,000 0 0 0 8,000 8201–Architect/Engineering Services 0 20,000 20,000 0 15,000 0 55,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $24,000 $24,000 $0 $15,000 $0 $63,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 24,000 24,000 0 15,000 0 63,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $24,000 $24,000 $0 $15,000 $0 $63,000 60 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Johnston Ranch Land Acquisition Project #: MAA01-005 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Complete necessary steps to allow for the purchase and preservation of the upland portion of the Johnston Ranch property as an addition to Miramontes Ridge Open Space Preserve. FY23 SCOPE Complete lot line adjustment application and 100% fee transfer of Uplands property to Midpen. Secure trail easement rights to connect to Burleigh Murray State Park. Enter into MOU with City of Half Moon Bay for partnering on shared parking and trailhead at the City’s Johnston House property. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 7,616 110,000 20,000 0 0 0 137,616 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $7,616 $110,000 $20,000 $0 $0 $0 $137,616 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 7,616 110,000 20,000 0 0 0 137,616 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $7,616 $110,000 $20,000 $0 $0 $0 $137,616 61Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION South Cowell Upland Land Conservation Project #: MAA03-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Complete fee transfer of property to preserve upland grassland habitat and provide opportunities for parking, patrol and trail access for the planned Purisima-to-the-Sea regional trail corridor. FY23 SCOPE Complete minor land division application to San Mateo County and fee transfer of South Cowell Uplands property to Midpen. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 4,841,070 15,000 15,000 0 0 0 4,871,070 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 1,897 0 0 0 0 0 1,897 8205–Construction 0 0 0 0 0 0 0 Grand Total $4,842,967 $15,000 $15,000 $0 $0 $0 $4,872,967 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 4,842,967 15,000 15,000 0 0 0 4,872,967 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $4,842,967 $15,000 $15,000 $0 $0 $0 $4,872,967 62 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION El Mirador Land Conservation Project #: VP06-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION In partnership with POST, pursue lot line adjustment (LLA) with Town of Portola Valley. Upon Town approval of LLA, prepare transactional documents for purchase of 200 acres of mature second growth redwoods as an addition to Windy Hill OSP. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Pursue land division and purchase of El Mirador property with POST and complete purchase as an addition to Windy Hill Preserve. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 65,000 0 65,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $65,000 $0 $65,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 65,000 0 65,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $65,000 $0 $65,000 63Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Upper San Gregorio Land Conservation Project #: VP08-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue partnership opportunities to acquire open space lands and secure access to acquired lands within the upper San Gregorio Creek Watershed. Negotiate property additions to the upper San Gregorio Creek watershed. FY23 SCOPE Continue to pursue land opportunities. Complete access rights to Woodruff Redwoods property. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 3,270 19,500 13,000 0 0 0 35,770 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $3,270 $19,500 $13,000 $0 $0 $0 $35,770 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 3,270 19,500 13,000 0 0 0 35,770 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $3,270 $19,500 $13,000 $0 $0 $0 $35,770 64 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Upper Alpine Creek Land Conservation Project #: VP08-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION Purchase property in the Upper Alpine Creek Area. Purchase 273-acre property adjacent to Russian Ridge Open Space Preserve. FY23 SCOPE Continue to pursue land opportunities. FY24 SCOPE Continue to pursue land opportunities. FY25 SCOPE Continue to pursue land opportunities. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 15,000 0 12,000 12,000 12,000 0 51,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $15,000 $0 $12,000 $12,000 $12,000 $0 $51,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 15,000 0 12,000 12,000 12,000 0 51,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $15,000 $0 $12,000 $12,000 $12,000 $0 $51,000 65Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Transfer of Upper Alpine Road from San Mateo County Project #: VP10-003 Fund: 40–General Fund Capital PROJECT DESCRIPTION Upon completion of Upper Alpine Road Trail project, complete county transfer to District of Alpine Road for trail. Prepare quitclaim deed for transfer of Alpine Road right of way to District and present to District Board for approval and acceptance. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Complete Quitclaim Deed transfer of Upper Alpine Road right-of-way for public trail from San Mateo County. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 13,000 0 13,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $13,000 $0 $13,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 13,000 0 13,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $13,000 $0 $13,000 66 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Cloverdale Ranch Land Opportunity Project #: VP13-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Prepare for potential purchase of Cloverdale Ranch property owned by Peninsula Open Space Trust (POST). Purchase supports Measure AA Portfolio 13. Pursue proposed purchase of Cloverdale Ranch property for approval by Board of Directors. Prepare and submit land division application to San Mateo County as co-applicants with POST. Initiate community outreach/communications plan with partners and stakeholders. Continue to participate in regional trail planning in the vicinity of Cloverdale Ranch, and identify preliminary land and resource management goals in preparation for future potential acquisition of property. FY23 SCOPE Complete lot line adjustment applications and pursue Board purchase approval of the Cloverdale Ranch property. FY24 SCOPE Complete purchase and transition land management responsibilities to Visitor & Field Services business line. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 45,636 87,000 215,000 20,000 0 0 367,636 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $45,636 $87,000 $215,000 $20,000 $0 $0 $367,636 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 45,636 87,000 215,000 20,000 0 0 367,636 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $45,636 $87,000 $215,000 $20,000 $0 $0 $367,636 67Section 3 • Budget and Action Plan FY23 LAND ACQUISITION AND PRESERVATION Redwood Forest Land Opportunity Project #: VP15-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in redwood forests. FY23 SCOPE Project deferred until FY24. FY24 SCOPE Pursue opportunities to purchase redwood forest lands in the Oil Creek watershed. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 5,000 0 0 5,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $5,000 $0 $0 $5,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 5,000 0 0 5,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $5,000 $0 $0 $5,000 68 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Upper Oil Creek Redwood Land Conservation Project #: VP15-005 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunities to grow Midpen’s contiguous greenbelt in redwood forests. Purchase forested land in the upper Pescadero Watershed for protection of redwoods and fish habitat. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Complete purchase of redwood forest land in upper Oil Creek watershed. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 30,000 0 30,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $0 $30,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 30,000 0 30,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $30,000 $0 $30,000 69Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION San Jose Water Company Lands Project #: VP22-003 Fund: 40–General Fund Capital PROJECT DESCRIPTION Purchase property to facilitate future trail connections towards the west from Mt. Umunhum to Cathermole Road and Wrights Station Road. Work with San Jose Water to purchase as much property as they are willing to sell in the Los Gatos Creek Watershed. FY23 SCOPE Draft and execute all purchase related documents, secure Board approval and close escrow. FY24 SCOPE Project completed in prior fiscal year(s). Visitor & Field Services business line to manage the property. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 30,000 0 0 0 30,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $0 $0 $0 $30,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 30,000 0 0 0 30,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $0 $0 $0 $30,000 70 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Mt. Umunhum Land Conservation Project #: VP23-004 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue land purchase as an addition to Sierra Azul Preserve. Purchase property near Mt Umunhum and Mt. Thayer. FY23 SCOPE Purchase land from willing sellers as opportunities present themselves. FY24 SCOPE Purchase land from willing sellers as opportunities present themselves. FY25 SCOPE Purchase land from willing sellers as opportunities present themselves. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 19,000 50,000 11,000 11,000 0 91,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $19,000 $50,000 $11,000 $11,000 $0 $91,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 19,000 50,000 11,000 11,000 0 91,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $19,000 $50,000 $11,000 $11,000 $0 $91,000 71Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve Project #: VP24-002 Fund: 40–General Fund Capital PROJECT DESCRIPTION Enter into exchange agreement with Valley Water for license to use Pheasant and Hicks Road intersection as a staging area for Guadalupe Dam repairs in exchange for Valley Water’s construction of a public parking lot for accessing the Rancho de Guadalupe area of Sierra Azul Open Space Preserve. FY23 SCOPE Project deferred until FY24. FY24 SCOPE Execute agreement with Valley Water for them to use Midpen site for construction staging and then to build a parking lot for public use. Continue work with Native American group on protection of cultural site. FY25 SCOPE Monitor Valley Water’s use of the site for construction staging. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 5,000 5,000 0 10,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $5,000 $5,000 $0 $10,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 5,000 5,000 0 10,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $5,000 $5,000 $0 $10,000 72 Section 3 • Budget and Action Plan FY23 LAND ACQUISITION AND PRESERVATION Sierra Azul Loma Prieta Land Conservation Project #: VP25-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue land purchase opportunity to grow Midpen’s contiguous greenbelt in the Loma Prieta area of Sierra Azul Open Space Preserve. FY23 SCOPE Continue to pursue land opportunities. FY24 SCOPE Continue to pursue land opportunities. FY25 SCOPE Continue to pursue land opportunities. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 22,000 22,000 22,000 22,000 0 88,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 22,000 22,000 22,000 22,000 0 88,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $22,000 $22,000 $22,000 $22,000 $0 $88,000 73Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Lower San Gregorio Creek Watershed Land Conservation Project #: VP39-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue opportunity to protect watershed and farmland in the lower San Gregorio watershed. FY23 SCOPE In partnership with Peninsula Open Space Trust, monitor riparian conservation easement and support future creek restoration planning. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 16,606 15,000 12,500 0 0 0 44,106 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 50,000 0 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $16,606 $15,000 $62,500 $0 $0 $0 $94,106 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 16,606 15,000 62,500 0 0 0 94,106 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $16,606 $15,000 $62,500 $0 $0 $0 $94,106 74 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n LAND ACQUISITION AND PRESERVATION Districtwide Purchase Options and Low-value Land Fund Project #: None Fund: 40–General Fund Capital PROJECT DESCRIPTION Budget allocations for purchase option funds to enter into purchase and sale agreements for other open space lands with property owners. These funds are also used for low-value land purchases under the general manager’s purchasing authority, such as small parcels, public trail easements or patrol and maintenance access easements. FY23 SCOPE As low-value purchase opportunities become available, move to complete deals under the general manager’s authority. FY24 SCOPE As low-value purchase opportunities become available, move to complete deals under the general manager’s authority. FY25 SCOPE As low-value purchase opportunities become available, move to complete deals under the general manager’s authority. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 100,000 100,000 300,000 300,000 0 800,000 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $100,000 $100,000 $300,000 $300,000 $0 $800,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 100,000 100,000 300,000 300,000 0 800,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $100,000 $100,000 $300,000 $300,000 $0 $800,000 75Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Natural Resource Protection and Restoration Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page # 35012 Driscoll Ranch New Agricultural Well FY23/FY24/FY25 $90,000 $28,500 $54,500 $173,000 78 35016 Toto Ranch New Agricultural Well(s) FY23/FY24/FY25 85,000 42,500 14,000 141,500 79 61014 Bear Creek Stables Road Drainage Repairs FY23 10,000 0 0 10,000 80 61017 Fuel Reduction Implementation FY23/FY24/FY25 565,000 715,000 715,000 1,995,000 81 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency FY23/FY24/FY25 203,000 890,880 709,800 1,803,680 82 61024 Lobitos Creek Fencing FY23/FY24 216,000 111,000 0 327,000 83 61028 SCC Forest Health & Wildfire – Wildland Fire Resiliency FY23 325,000 0 0 325,000 84 61030 Toto Ranch Agricultural Plan FY23/FY24 31,000 20,000 0 51,000 85 61031 Wildland Fire Resiliency Partnership Project FY25 0 0 0*0 86 80003-10 Wildland Fire Resiliency Program FY23 328,000 0 0 328,000 87 80054 Badger/Burrowing Owl Habitat Assessment FY23/FY24 9,200 4,000 0 13,200 88 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY23/FY24 130,000 120,000 0 250,000 89 80059 Groundwater Well Decommissioning FY23/FY24/FY25 140,000 140,000 140,000 420,000 90 80063 Districtwide Vegetation Mapping FY23 174,000 0 0 174,000 91 80065 IPM Implementation of Santa Clara Valley Water District Grant FY23 200,000 0 0 200,000 92 80066 Amah Mutsun Land Trust Native Garden FY23/FY24/FY25 50,000 100,000 50,000 200,000 93 80069 Mountain Lion Collaring Effort – Rancho San Antonio/Foothills Area Preserve FY23/FY24/FY25 101,400 101,400 101,400 304,200 94 80070 Carbon Storage Study – Pilot Project, San Gregorio Watershed FY23/FY24/FY25 25,000 30,000 20,000 75,000 95 80072 Irish Ridge Restoration FY23/FY24/FY25 85,000 385,000 405,000 875,000 96 80073 Oversight of Lehigh Quarry Activities FY23/FY24/FY25 193,000 18,000 18,000 229,000 97 80074 Science Advisory Panel FY23/FY24/FY25 10,000 50,000 10,000 70,000 98 80075 Aquatic Habitats Climate Resiliency Plan FY23/FY24/FY25 4,000 6,000 7,000 17,000 99 80076 CEQA Review for IPM Program FY24/FY25 0 20,000 100,000 120,000 100 80077 Ethnobotanical Inventory for Tribal Partnerships FY23/FY24/FY25 40,000 80,000 50,000 170,000 101 80078 Locally Sourced Native Seed Production Site FY24/FY25 0 40,000 30,000 70,000 102 80079 Miramontes Ridge Reforestation FY25 0 0 115,000 115,000 103 80080 Native Plant-Pollinator Demonstration Garden FY25 0 0 40,000 40,000 104 80081 Pescadero Watershed Sediment Reduction Implementation FY23/FY24/FY25 155,000 405,000 405,000 965,000 105 80082 San Gregorio Water Quality Improvement Plan FY23/FY24/FY25 110,000 240,000 160,000 510,000 106 76 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project FY23/FY24/FY25 190,000 45,000 60,000 295,000 107 80084 Remediation of Planting Sites FY23/FY24/FY25 30,000 50,000 50,000 130,000 108 MAA01-006 Madonna Creek Fish, Water Supply and Bridge Replacement FY23/FY24/FY25 175,870 215,757 396,968 788,595 109 MAA02-004 Stevens Creek Shoreline Nature Area Restoration FY23/FY24/FY25 125,086 80,537 117,533 323,156 110 MAA03-002 Purisima Upland Site Clean up and Soil Remediation FY23/FY24 143,647 511,119 0 654,766 111 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY23/FY24/FY25 107,794 449,101 11,779 568,674 112 MAA03-011 Lobitos Creek Fisheries Restoration FY23/FY24/FY25 103,169 163,508 130,733 397,410 113 MAA05-010 Restoration Forestry Demonstration Project FY23/FY24/FY25 366,224 275,199 1,092,605 1,734,028 114 MAA05-011 Lone Madrone Ranch Fence Installation FY23/FY24 128,250 66,000 0 194,250 115 MAA05-014 Lone Madrone Corrals FY25 0 0 57,000 57,000 116 MAA07-008 Lower Turtle Pond Repair FY23/FY24/FY25 13,794 191,878 100,000 305,672 117 MAA13-001 Cloverdale – Infrastructure Upgrades and Improvements FY24/FY25 0 70,000 40,000 110,000 118 MAA13-002 Cloverdale Road and Trail Renovation FY25 0 0 0*0 119 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY23/FY24/FY25 304,656 829,250 1,013,529 2,147,435 120 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY23/FY24 109,642 109,111 0 218,753 121 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY23/FY24 113,642 175,000 0 288,642 122 VP22-001 Alma Bridge Road Newt Passage FY23 230,000 0 0 230,000 123 VP22-002 Alma Bridge Road Wildlife Passage FY24/FY25 0 735,000 1,035,000 1,770,000 124 Total $5,421,374 $7,513,740 $7,249,847 $20,184,961 *Scope yet to be defined, budget will be added later. SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Agricultural Policy Establish a comprehensive agricultural policy to guide future District activities. Natural Resources FY23 Drought Response and Resiliency Plan Prepare for drought and identify drought resiliency measures.Natural Resources FY23/FY24 Water Quality Monitoring Program Monitor water quality in support of District land management and ecosystems. Natural Resources FY23/FY24/ FY25 77Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Driscoll Ranch New Agricultural Well Project #: 35012 Fund: 40–General Fund Capital PROJECT DESCRIPTION Provide new source of water for agricultural use at Driscoll Ranch to replace existing creek diversion. Drilling and installation of a new agricultural water well in Driscoll Ranch. The new well will replace the existing creek diversion and tie into existing water distribution lines and tanks. FY23 SCOPE Determine the feasibility and construction process of drilling new agricultural well. Prepare design and begin permitting and environment review. FY24 SCOPE Secure permits, prepare bid package and solicit a Request for Bids. FY25 SCOPE Complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 15,000 5,000 5,000 0 25,000 8202–Environmental/Planning Services 0 0 15,000 7,500 8,000 0 30,500 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 5,000 5,000 3,000 0 13,000 8205–Construction 0 0 55,000 11,000 38,500 0 104,500 Grand Total $0 $0 $90,000 $28,500 $54,500 $0 $173,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 90,000 28,500 54,500 0 173,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $90,000 $28,500 $54,500 $0 $173,000 78 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Toto Ranch New Agricultural Well(s) Project #: 35016 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Drilling and installation of a new agricultural water well in Toto Ranch. The new well will replace two existing shallow wells which do not produce sufficient water. FY23 SCOPE Determine the feasibility and construction process of drilling two new agricultural wells. Prepare design plans and begin permitting and complete environment review. FY24 SCOPE Secure permits and prepare bid package. Solicit a Request for Bids and enter into contract. Initiate construction. FY25 SCOPE Complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 10,000 5,000 0 0 15,000 8202–Environmental/Planning Services 0 0 15,000 5,000 0 0 20,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 5,000 5,000 3,000 0 13,000 8205–Construction 0 0 55,000 27,500 11,000 0 93,500 Grand Total $0 $0 $85,000 $42,500 $14,000 $0 $141,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 85,000 42,500 14,000 0 141,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $85,000 $42,500 $14,000 $0 $141,500 79Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Stables Road Drainage Repairs Project #: 61014 Fund: 10–General Fund Operating PROJECT DESCRIPTION Assess drainage and erosion concerns from arena area of Bear Creek Stables onto the old road cut below paddock area. Assess old road to determine feasibility of retaining as trail width or removing. Revegetate as necessary to improve riparian conditions. FY23 SCOPE Monitor plant revegetation work. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 10,026 30,000 10,000 0 0 0 50,026 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $10,026 $30,000 $10,000 $0 $0 $0 $50,026 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $10,026 $30,000 $10,000 $0 $0 $0 $50,026 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $10,026 $30,000 $10,000 $0 $0 $0 $50,026 80 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Fuel Reduction Implementation Project #: 61017 Fund: 10–General Fund Operating PROJECT DESCRIPTION Improve wildfire resiliency and protection of Midpen preserves. Implement fuel reduction work outlined in vegetation management plan to reduce fuels that contribute to wildfire risks. FY23 SCOPE Implement second year of fuel reduction work outlined in vegetation management plan to reduce fuels and lessen wildfire risk. FY24 SCOPE Continue fuel reduction work outlined in vegetation management plan to reduce fuels that contribute to wildfire risks. May need to split into additional projects. FY25 SCOPE Continue fuel reduction work outlined in vegetation management plan to reduce fuels that contribute to wildfire risks. May need to split into additional projects. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 115,175 306,500 565,000 715,000 715,000 0 2,416,675 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $115,175 $306,500 $565,000 $715,000 $715,000 $0 $2,416,675 81Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Los Gatos Creek Watershed–Wildland Fire Resiliency Project #: 61023 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement the Wildland Fire Resiliency Program by securing funding to complete ecologically sensitive vegetation management to reduce fuel loads and lessen wildfire risk (including areas with extremely high infestation of Sudden Oak Death). FY23 SCOPE If funding is successful, implement second year of fuel treatments, which includes both mechanical and manual treatment options. Implement first year of the fuel treatments/ habitat restoration plan at Bear Creek Redwoods OSP. Complete the fuel treatments/habitat restoration plan and permitting at Cathedral Oaks. FY24 SCOPE Implement year three of fuel treatments, which includes both mechanical and manual treatment options. Implement second year of the fuel treatments/habitat restoration plan at Bear Creek Redwoods OSP. Implement first year of the fuel treatment/habitat restoration plan at Cathedral Oaks. FY25 SCOPE Implement year 4 of fuel treatments, which includes both mechanical and manual treatment options. Implement third year of the fuel treatment/habitat restoration plan at Bear Creek Redwoods. Implement second year of the fuel treatment/habitat restoration plan at Cathedral Oaks. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $7,000 $44,000 $45,000 $44,000 $0 $140,000 5000-7000–Service & Supplies 0 156,705 159,000 845,880 665,800 0 1,827,385 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $163,705 $203,000 $890,880 $709,800 $0 $1,967,385 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $163,705 $(97,000) $65,880 $334,800 $0 $467,385 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 300,000 825,000 375,000 0 1,500,000 Grand Total $0 $163,705 $203,000 $890,880 $709,800 $0 $1,967,385 82 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lobitos Creek Fencing Project #: 61024 Fund: 40–General Fund Capital PROJECT DESCRIPTION Extend a southern fence line along Lobitos creek to protect the riparian area from cattle access. FY23 SCOPE Scope, plan and design the fencing improvement; begin local/regulatory permitting. FY24 SCOPE Finalize permits. Prepare bid package, issue Request for Bids, and complete construction. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 15,000 10,000 0 0 25,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 201,000 101,000 0 0 302,000 Grand Total $0 $0 $216,000 $111,000 $0 $0 $327,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 216,000 111,000 0 0 327,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $216,000 $111,000 $0 $0 $327,000 83Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION SCC Forest Health & Wildfire – Wildland Fire Resiliency Project #: 61028 Fund: 10–General Fund Operating PROJECT DESCRIPTION Secure funding to complete ecologically sensitive vegetation management to reduce fuel loads and lessen wildfire risk. FY23 SCOPE Continue to implement fuel treatments, which includes both mechanical and manual treatment options. Final field work needs to be completed in September 2022. Final grant paperwork submitted by December 2022. Potential to secure additional grants. FY24 SCOPE Unless additional grants are secured, project will have been completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $300,000 $175,000 $0 $0 $0 $475,000 5000-7000–Service & Supplies 0 373,500 150,000 0 0 0 523,500 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $673,500 $325,000 $0 $0 $0 $998,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $637,500 $(39,000)$0 $0 $0 $598,500 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 36,000 364,000 0 0 0 400,000 Grand Total $0 $673,500 $325,000 $0 $0 $0 $998,500 84 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Toto Ranch Agricultural Plan Project #: 61030 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Develop a sustainable agricultural plan for Toto Ranch. Agricultural plan will be used to establish an agricultural lease with the tenants at the Toto Ranch. FY23 SCOPE Prepare a RFP to solicit and hire an agricultural consultant to inform the agricultural plan and lease. FY24 SCOPE Utilize the consultant’s findings to prepare the agricultural plan and lease with the current tenants. FY25 SCOPE Finalize and execute agricultural lease agreement. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 31,000 20,000 0 0 51,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $31,000 $20,000 $0 $0 $51,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $31,000 $20,000 $0 $0 $51,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $31,000 $20,000 $0 $0 $51,000 85Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildland Fire Resiliency Partnership Project Project #: 61031 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Leverage partnerships to secure wildland fire grant funding. Budget is TBD based on estimates that will be developed in FY23 and FY24 when more information is collected. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Implementation of fuels reduction in high-fuel load areas (including areas with extremely high infestation of Sudden Oak Death). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 86 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildland Fire Resiliency Program Project #: 80003-10 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop a robust and comprehensive wildland fire program for Midpen lands for ongoing fire and climate resiliency to protect public open space lands, habitat values, and sensitive natural resources. Hire consultants to design program and prepare environmental review. FY23 SCOPE Continue and complete phase 2 of the Wildland Fire Resiliency Program (prescribed burn element), including all CEQA requirements. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 669,259 43,000 328,000 0 0 0 1,040,259 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $669,259 $43,000 $328,000 $0 $0 $0 $1,040,259 87Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Badger/Burrowing Owl Habitat Assessment Project #: 80054 Fund: 10–General Fund Operating PROJECT DESCRIPTION Prepare a management plan of grasslands and upland habitat to protect and sustain badger and burrowing owl populations. Present project results to Midpen staff and regional wildlife community. Project involves genetic studies to determine viability of badger population(s). FY23 SCOPE Prepare a manuscript and submit for review and publication in scientific journal(s). Engage with neighboring partners to build regional management and conservation goals. FY24 SCOPE Continue engagement with regional partners. FY25 SCOPE TBD based on future Board feedback or management needs. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 187,566 44,239 9,200 4,000 0 0 245,005 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $187,566 $44,239 $9,200 $4,000 $0 $0 $245,005 88 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Districtwide Aquatic Habitat Assessment and eDNA Collection Project #: 80058 Fund: 10–General Fund Operating PROJECT DESCRIPTION Understand Districtwide aquatic habitat distribution and resident species composition to inform management and protection of these habitats. Complete aquatic surveys for multiple species at multiple locations and compile report of findings. FY23 SCOPE Complete first year surveys and preliminary report. FY24 SCOPE Conduct year 2 surveys and produce a final report. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 130,000 120,000 0 0 250,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $130,000 $120,000 $0 $0 $250,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $130,000 $120,000 $0 $0 $250,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $130,000 $120,000 $0 $0 $250,000 89Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Groundwater Well Decommissioning Project #: 80059 Fund: 40–General Fund Capital PROJECT DESCRIPTION Prevent groundwater contamination by sealing unused and abandoned wells. FY23 SCOPE Obtains permits and hire a contractor to assess and decommission wells in the Skyline Region. FY24 SCOPE Obtains permits and hire a contractor to assess and decommission wells, location TBD. FY25 SCOPE Obtains permits and hire a contractor to assess and decommission wells, location TBD. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 10,000 10,000 10,000 0 30,000 8202–Environmental/Planning Services 0 5,000 15,000 15,000 15,000 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 53 0 5,000 5,000 5,000 0 15,053 8205–Construction 48,506 102,230 110,000 110,000 110,000 0 480,736 Grand Total $48,559 $107,230 $140,000 $140,000 $140,000 $0 $575,789 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 48,559 107,230 140,000 140,000 140,000 0 575,789 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $48,559 $107,230 $140,000 $140,000 $140,000 $0 $575,789 90 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Districtwide Vegetation Mapping Project #: 80063 Fund: 10–General Fund Operating PROJECT DESCRIPTION To inform management of Midpen preserves and support regional efforts to build seamless mapping and data, collaborate with the Golden Gate National Parks Conservancy to quantify vegetation changes and fuels at a landscape scale. This collaboration is coordinated with parallel efforts being undertaken by neighboring land managers to create seamless mapping and data products. This project will additionally support project planning and review. FY23 SCOPE Integrate final deliverables into Midpen’s Enterprise GIS database. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 120,000 48,000 174,000 0 0 0 342,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $120,000 $48,000 $174,000 $0 $0 $0 $342,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $120,000 $48,000 $174,000 $0 $0 $0 $342,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $120,000 $48,000 $174,000 $0 $0 $0 $342,000 91Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION IPM Implementation of Santa Clara Valley Water District Grant Project #: 80065 Fund: 10–General Fund Operating PROJECT DESCRIPTION Expand scope of Valley Water IPM grant to include invasive plant removal at Bear Creek Redwoods, Rancho San Antonio and Picchetti Ranch Preserves. FY23 SCOPE Continue to expand the scope to implement IPM on high priority weeds in riparian areas within Bear Creek Redwoods, Rancho San Antonio, Picchetti Ranch and other preserves in Santa Clara County. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 183,423 200,000 200,000 0 0 0 583,423 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $183,423 $200,000 $200,000 $0 $0 $0 $583,423 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $61,485 $0 $195,706 $0 $0 $0 $257,191 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 121,938 200,000 4,294 0 0 0 326,232 Grand Total $183,423 $200,000 $200,000 $0 $0 $0 $583,423 92 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Amah Mutsun Land Trust Native Garden Project #: 80066 Fund: 10–General Fund Operating PROJECT DESCRIPTION To strengthen partnership and restoration efforts at Mount Umunhum, support Amah Mutsun Land Trust efforts to implement a culturally significant native plant demonstration garden. FY23 SCOPE Collaborate with Amah Mutsun Land Trust staff to create site plans, obtain permits, and conduct CEQA analysis for the native habitat garden. FY24 SCOPE Prepare the site and install plantings of culturally significant native species. FY25 SCOPE Implement site establishment activities (e.g., watering, weeding, and replacement plantings), as necessary. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 100,000 50,000 0 200,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $50,000 $0 $200,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $100,000 $50,000 $0 $200,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $100,000 $50,000 $0 $200,000 93Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Mountain Lion Collaring Effort–Rancho San Antonio/Foothills Area Preserve Project #: 80069 Fund: 10–General Fund Operating PROJECT DESCRIPTION Track mountain lion use of Santa Clara Foothills Preserves (focus on Rancho San Antonio) to inform wildlife management and public use decisions that are protective of wildlife and reduce potential conflicts. FY23 SCOPE Receive second year status report and prepare findings, continue ongoing research. Develop framework for, and implement, behavioral modification research. FY24 SCOPE Receive third year status report, conduct effectiveness monitoring and ongoing research. Begin data analysis phase. FY25 SCOPE Develop draft Human Mountain Lion Interaction Management Plan to reduce potential conflicts with mountain lions in high visitor use areas and refine recommendations. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 56,148 100,000 101,400 101,400 101,400 0 460,348 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $56,148 $100,000 $101,400 $101,400 $101,400 $0 $460,348 94 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Carbon Storage Study–Pilot Project, San Gregorio Watershed Project #: 80070 Fund: 10–General Fund Operating PROJECT DESCRIPTION Refine the District’s understanding of carbon sequestration and storage in the San Gregorio Watershed, and explore the potential for projects to increase resilience of carbon stocks in the long-term. FY23 SCOPE Using data and reports, identify carbon resilience enhancement opportunities and implementation timelines. FY24 SCOPE Design and secure permits for a carbon resilience and/or sequestration project (TBD). FY25 SCOPE Implement the carbon resilience and/or sequestration project (TBD). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 50,000 25,000 30,000 20,000 0 125,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $50,000 $25,000 $30,000 $20,000 $0 $125,000 95Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Irish Ridge Restoration Project #: 80072 Fund: 10–General Fund Operating PROJECT DESCRIPTION Restore habitat on the Irish Ridge property. Plan, permit and implement habitat restoration for special status species, as well as climate change and wildland fire resiliency. FY23 SCOPE Complete the habitat restoration plan and permitting. FY24 SCOPE Implement first year of the habitat restoration plan. FY25 SCOPE Implement second year of the habitat restoration plan. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 42,725 85,000 385,000 405,000 355,000 1,272,725 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $42,725 $85,000 $385,000 $405,000 $355,000 $1,272,725 96 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Oversight of Lehigh Quarry Activities Project #: 80073 Fund: 10–General Fund Operating PROJECT DESCRIPTION Protect Midpen interests throughout the Lehigh Quarry Reclamation Plan Review process and related activities. FY23 SCOPE As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District interests. Monitor Ridgeline Easement and report results to Santa Clara County. FY24 SCOPE As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District interests. Monitor Ridgeline Easement and report results to Santa Clara County. FY25 SCOPE As needed, continue to work with partners, stakeholders, county and Lehigh to maximize protection of District interests. Monitor Ridgeline Easement and report results to Santa Clara County. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 66,442 193,000 18,000 18,000 0 295,442 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $66,442 $193,000 $18,000 $18,000 $0 $295,442 97Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Science Advisory Panel Project #: 80074 Fund: 10–General Fund Operating PROJECT DESCRIPTION Seek science-based findings from a Scientific Advisory Panel to help inform Midpen land management decisions. FY23 SCOPE Collaborate with Stanford University/Jasper Ridge Biological Preserve to develop a scope of work for a shared post-doc to implement landscape monitoring recommendations. SAP recommendations for Grazing topic are incorporated into other projects. Other recommendations to be further considered and folded into best practices, as appropriate, by District staff. FY24 SCOPE Pending Board approval and staff capacity, consider researching new topic with the SAP. FY25 SCOPE Pending Board approval and staff capacity, consider researching new topic with the SAP. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 81,968 10,000 50,000 10,000 0 151,968 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $81,968 $10,000 $50,000 $10,000 $0 $151,968 98 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Aquatic Habitats Climate Resiliency Plan Project #: 80075 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop a strategic plan for assessing, measuring and adapting aquatic habitats to improve resiliency to drought and climate change to promote special status species and ecosystem function. FY23 SCOPE Refine the project scope and gather a limited subset of required data to validate approach and methodologies. FY24 SCOPE Develop planning documents to guide project implementation. FY25 SCOPE Receive peer review on documentation and methodologies. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 4,000 6,000 7,000 0 17,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $4,000 $6,000 $7,000 $0 $17,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $4,000 $6,000 $7,000 $0 $17,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $4,000 $6,000 $7,000 $0 $17,000 99Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION CEQA Review for IPM Program Project #: 80076 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Ten-year review of the IPM Program. Update the Project Description and confirm and/or update original CEQA findings. FY23 SCOPE Project not yet started. FY24 SCOPE Conduct internal review and stakeholder meetings on program updates. FY25 SCOPE Finalize CEQA and approve project. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 20,000 100,000 0 120,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $20,000 $100,000 $0 $120,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $20,000 $100,000 $0 $120,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $20,000 $100,000 $0 $120,000 100 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Ethnobotanical Inventory for Tribal Partnerships Project #: 80077 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Partner with local tribes and support traditional ecological knowledge land practices. FY23 SCOPE Conduct outreach to local Native American descendants and tribes on potential ethnobotanical partnership. Identify tribal capacity and contract with ethnobotanists to assist with partnership development. FY24 SCOPE With tribes and consultants, inventory lands identified as culturally significant and desirable for traditional ecological knowledge practices. FY25 SCOPE Issue permits for gathering and collection to interested parties. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 40,000 80,000 50,000 0 170,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $40,000 $80,000 $50,000 $0 $170,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $40,000 $80,000 $50,000 $0 $170,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $40,000 $80,000 $50,000 $0 $170,000 101Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Locally Sourced Native Seed Production Site Project #: 80078 Fund: 10–General Fund Operating PROJECT DESCRIPTION Increase locally-sourced seed production for revegetation, including restoration and/or mitigation projects. FY23 SCOPE Project has not started yet. FY24 SCOPE Initiate technical assessments. FY25 SCOPE Initiate feasibility study and explore permitting requirements. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 40,000 30,000 20,000 90,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $40,000 $30,000 $20,000 $90,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $40,000 $30,000 $20,000 $90,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $40,000 $30,000 $20,000 $90,000 102 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Miramontes Ridge Reforestation Project #: 80079 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Implement Ecosystem Resiliency through reforestation near Hwy 35. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Develop the reforestation habitat restoration plan and prepare CEQA review. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 115,000 150,000 265,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $115,000 $150,000 $265,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $115,000 $150,000 $265,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $115,000 $150,000 $265,000 103Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Native Plant-Pollinator Demonstration Garden Project #: 80080 Fund: 40 – General Fund Capital PROJECT DESCRIPTION In partnership with Grassroots Ecology, create a native plant pollinator demonstration garden at Rancho San Antonio to provide education to visitors about the intrinsic connections between insects and native plants. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Develop a project description and start CEQA/permitting. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 40,000 10,000 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 201,000 201,000 Grand Total $0 $0 $0 $0 $40,000 $211,000 $251,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 40,000 211,000 251,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $40,000 $211,000 $251,000 104 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Pescadero Watershed Sediment Reduction Implementation Project #: 80081 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Comply with San Francisco Regional Water Quality Control Board regulations of the Total Maximum Daily Load for sediment in the Pescadero-Butano Watershed. Identify and then address high priority sediment sources along road and trails in Skyline Ridge and Long Ridge Open Space Preserve. Implementation will be conducted over a long term period, beginning in FY23, depending on the results of the FY22 study and plan. FY23 SCOPE Begin conceptual designs for several of the highest priority sites. FY24 SCOPE Complete 60% designs and begin permitting for highest priority sites. FY25 SCOPE Begin conceptual designs for additional high priority sites and begin construction if permits are issued. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 120,000 120,000 120,000 0 360,000 8202–Environmental/Planning Services 0 0 35,000 35,000 35,000 0 105,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 250,000 250,000 0 500,000 Grand Total $0 $0 $155,000 $405,000 $405,000 $0 $965,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 155,000 405,000 405,000 0 965,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $155,000 $405,000 $405,000 $0 $965,000 105Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION San Gregorio Water Quality Improvement Plan Project #: 80082 Fund: 10 – General Fund Operating PROJECT DESCRIPTION Address the sediment reduction goals set by the San Francisco Regional Water Quality Control Board’s Water Quality Improvement Plan for the San Gregorio Watershed. Implementation will be conducted over a long term period, beginning in FY24, depending on the results of the FY23 study and plan. FY23 SCOPE Conduct a study to identify high priority sites. FY24 SCOPE Begin conceptual designs for several of the highest priority sites. FY25 SCOPE Complete 60% designs and begin permitting for highest priority sites. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 110,000 240,000 160,000 0 510,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $110,000 $240,000 $160,000 $0 $510,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $110,000 $240,000 $160,000 $0 $510,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $110,000 $240,000 $160,000 $0 $510,000 106 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Santa Cruz Kangaroo Rat Habitat and Population Management Project Project #: 80083 Fund: 10–General Fund Operating PROJECT DESCRIPTION Assess habitat and support genetic research to inform the development of a habitat and population management plan (HPMP). The HPMP will identify opportunities for site-specific enhancements to increase species resiliency of Santa Cruz kangaroo rat. FY23 SCOPE Conduct a habitat assessment and rare plant surveys in Sierra Azul. Support genetic research and development of a range-wide monitoring program. Incorporate findings into an RPFQ for the creation of a Habitat and Population Management Plan. FY24 SCOPE Develop a Habitat and Population Management Plan, complete CEQA and submit permit applications. FY25 SCOPE Finalize permits and initiate habitat enhancements. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 190,000 45,000 60,000 1,302,000 1,597,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $190,000 $45,000 $60,000 $1,302,000 $1,597,000 107Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Remediation of Planting Sites Project #: 80084 Fund: 10–General Fund Operating PROJECT DESCRIPTION Oregon State University to provide remediation recommendations for restoration sites contaminated with soil pathogens and preventative strategies for future restoration projects. Staff to then identify remedial actions to pursue based on capacity, costs, and other factors to manage for Phytophthora and protect the natural resources. FY23 SCOPE Hire consultant to assist with development of District Phytophthora Remediation Plan. FY24 SCOPE Implement first year of remediation of restoration sites contaminated with soil pathogens. FY25 SCOPE Implement second year of remediation of restoration sites contaminated with soil pathogens. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 30,000 50,000 50,000 0 130,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $50,000 $50,000 $0 $130,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $30,000 $50,000 $50,000 $0 $130,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $50,000 $50,000 $0 $130,000 108 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Madonna Creek Fish, Water Supply and Bridge Replacement Project #: MAA01-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Restore fish passage on Madonna Creek, provide alternative water supply to agricultural operations, and replace access bridges across Madonna Creek to enhance fisheries and habitat conditions. FY23 SCOPE Develop alternative water supply concepts, concept designs for habitat improvements, and designs for any structural improvements to spillways. FY24 SCOPE Finalize designs, seek grant funding, and begin submitting for permits. FY25 SCOPE Finalize permits and grant sources. Initiate construction phase. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $6,150 $5,870 $5,757 $6,968 $0 $24,745 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 90,000 170,000 210,000 140,000 0 610,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 250,000 0 250,000 Grand Total $0 $96,150 $175,870 $215,757 $396,968 $0 $884,745 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 96,150 175,870 215,757 396,968 0 884,745 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $96,150 $175,870 $215,757 $396,968 $0 $884,745 109Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Stevens Creek Shoreline Nature Area Restoration Project #: MAA02-004 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Make phased improvements and infrastructure changes to District parcel that align with regional shoreline resiliency planning. FY23 SCOPE Distribute material on dry pond bottom, thin vegetation, explore predator activity onsite and options to control, and coordinate ongoing monitoring with local partners. Establish education and outreach opportunities. Continue communication and coordination toward phase 2: water control infrastructure changes. FY24 SCOPE Continue site enhancements, monitoring and progress toward Phase 2. FY25 SCOPE Continue site enhancements, monitoring and progress toward Phase 2. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $15,086 $15,537 $17,533 $0 $48,156 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 35,000 0 35,000 8202–Environmental/Planning Services 0 0 110,000 65,000 65,000 0 240,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $125,086 $80,537 $117,533 $0 $323,156 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 125,086 80,537 117,533 0 323,156 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $125,086 $80,537 $117,533 $0 $323,156 110 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Purisima Upland Site Clean up and Soil Remediation Project #: MAA03-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Complete site clean up and soil remediation around existing empty oil tank to protect natural resource values. FY23 SCOPE Finalize the Remediation Plan, complete CEQA, and obtain County permits for the project. FY24 SCOPE Remediate former oil facility and other areas, cleanup debris, and install erosion control as needed. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $18,104 $6,087 $6,647 $6,119 $0 $0 $36,957 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 65,571 0 0 0 0 0 65,571 8201–Architect/Engineering Services 70,289 44,555 50,000 60,000 0 0 224,844 8202–Environmental/Planning Services 54,624 0 60,000 0 0 0 114,624 8203–Inspection/Construction Monitoring 30,820 50,000 25,000 45,000 0 0 150,820 8204–Permitting Fees 7,196 0 0 0 0 0 7,196 8205–Construction 2,045 0 2,000 400,000 0 0 404,045 Grand Total $248,649 $100,642 $143,647 $511,119 $0 $0 $1,004,057 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 248,649 100,642 66,167 511,119 0 0 926,577 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 77,480 0 0 0 77,480 Grand Total $248,649 $100,642 $143,647 $511,119 $0 $0 $1,004,057 111Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan Project #: MAA03-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop Pond Management Plan for Purisima-to-the-Sea properties to enhance pond habitat for native wildlife and improve water supply source that supports the conservation grazing program. FY23 SCOPE Complete design and begin permitting. FY24 SCOPE Finalize permits and prepare for construction. FY25 SCOPE Proceed with construction phase. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $2,794 $4,101 $1,779 $0 $8,674 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 60,000 20,000 0 0 80,000 8202–Environmental/Planning Services 0 0 45,000 25,000 0 0 70,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 400,000 10,000 0 410,000 Grand Total $0 $0 $107,794 $449,101 $11,779 $0 $568,674 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 107,794 154,101 1,779 0 263,674 40–General Fund Capital 0 0 0 295,000 10,000 0 305,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $107,794 $449,101 $11,779 $0 $568,674 112 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lobitos Creek Fisheries Restoration Project #: MAA03-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Restore fish passage to the Lobitos Creek watershed through improvements on Highway 1 (Caltrans) and Lobitos Creek Road (San Mateo County). FY23 SCOPE Hire a consultant to collect topographic, habitat, and other data to inform a high level conceptual design and rough cost estimate for fish passage improvements across Highway 1. FY24 SCOPE Utilize concept design and estimated cost to begin discussions with Caltrans on the design development process. Identify lead agency and scope out CEQA review process. FY25 SCOPE After securing Caltrans support, begin detailed designs for Highway 1 fish passage project. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $3,169 $3,508 $5,733 $0 $12,410 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 100,000 100,000 100,000 0 300,000 8202–Environmental/Planning Services 0 0 0 60,000 25,000 0 85,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $103,169 $163,508 $130,733 $0 $397,410 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 103,169 163,508 130,733 0 397,410 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $103,169 $163,508 $130,733 $0 $397,410 113Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Restoration Forestry Demonstration Project Project #: MAA05-010 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop pilot project to restore degraded forest habitat and enhance fire resiliency on Midpen open space preserves. FY23 SCOPE Begin design work for road/sediment work and initiate permitting. Initiate forest plan development. FY24 SCOPE Complete forest plan and road/sediment design. Begin procuring contractor services for fuels, roads, and forestry services. FY25 SCOPE Begin implementation of forest plan. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $2,126 $11,224 $10,199 $12,605 $0 $36,154 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 225,000 135,000 0 0 360,000 8202–Environmental/Planning Services 32,067 47,995 130,000 130,000 80,000 0 420,062 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 1,000,000 0 1,000,000 Grand Total $32,067 $50,121 $366,224 $275,199 $1,092,605 $0 $1,816,216 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 32,067 50,121 366,224 275,199 1,092,605 0 1,816,216 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $32,067 $50,121 $366,224 $275,199 $1,092,605 $0 $1,816,216 114 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lone Madrone Ranch Fence Installation Project #: MAA05-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Install fence along property boundary of northeast neighbor to contain livestock on District property and protect riparian areas and in Pasture 4 to protect sensitive habitat while continuing to support the conservation grazing program. FY23 SCOPE Scope the proper location for the fence placement. Prepare fencing bid package. FY24 SCOPE Conduct competitive bid process, select contractor, and award construction fence contract. Fencing scheduled to be completed in FY24. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 13,000 10,000 0 0 23,000 8203–Inspection/Construction Monitoring 0 3,750 3,750 0 0 0 7,500 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 164 83,200 111,500 56,000 0 0 250,864 Grand Total $164 $86,950 $128,250 $66,000 $0 $0 $281,364 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 164 86,950 128,250 66,000 0 0 281,364 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $164 $86,950 $128,250 $66,000 $0 $0 $281,364 115Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lone Madrone Corrals Project #: MAA05-014 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide grazing tenant with functional corrals for unloading/loading, administering vaccinations and health checks of livestock on the Lone Madrone property. The property lacks accessible corrals for the onsite ranching tenant to ensure continuity of the District’s conservation grazing program to maintain grassland habitats and reduce wildland fire fuel loads. This project would install new corrals that are accessible from the road and separated from future public access trails. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Complete feasibility studies, finalize exact location and prepare design. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 6,000 0 6,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 51,000 0 51,000 Grand Total $0 $0 $0 $0 $57,000 $0 $57,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 57,000 0 57,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $57,000 $0 $57,000 116 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Lower Turtle Pond Repair Project #: MAA07-008 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Repair important wildlife habitat and stock watering pond in Lower La Honda Creek Open Space Preserve. FY23 SCOPE Finalize design and continue permitting process. FY24 SCOPE Secure permits and begin implementing repairs to Lower Turtle Pond. FY25 SCOPE Finalize repairs to Lower Turtle Pond. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $10,721 $2,794 $2,878 $0 $0 $16,393 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 40,000 10,000 15,000 0 0 65,000 8202–Environmental/Planning Services 14,963 5,000 1,000 24,000 0 0 44,963 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 150,000 100,000 0 250,000 Grand Total $14,963 $55,721 $13,794 $191,878 $100,000 $0 $376,356 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 14,963 55,721 13,794 191,878 100,000 0 376,356 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $14,963 $55,721 $13,794 $191,878 $100,000 $0 $376,356 117Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Cloverdale – Infrastructure Upgrades and Improvements Project #: MAA13-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Mitigate potential impacts on San Francisco garter snake habitat by moving existing ranch road outside of critical habitat. Decommission existing segment of ranch road in San Francisco garter snake habitat and replace this connection by constructing a new ranch road segment outside of critical habitat. FY23 SCOPE Project has not started yet. FY24 SCOPE Pending potential acquisition in FY23, proceed with design and submit permits for new ranch road construction. FY25 SCOPE Continue permitting. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 70,000 40,000 0 110,000 8202–Environmental/Planning Services 0 0 0 0 0 25,000 25,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 250,000 250,000 Grand Total $0 $0 $0 $70,000 $40,000 $275,000 $385,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 70,000 40,000 275,000 385,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $70,000 $40,000 $275,000 $385,000 118 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Cloverdale Road and Trail Renovation Project #: MAA13-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Repair, restore, or build new roads and trails. Engineer, complete CEQA review, permit and construct road improvements to enhance public access. Budget is TBD based on estimates that will be developed in FY23 and FY24 when more information is collected. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Review technical studies and finalize permitting and design. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $0 $0 $0 119Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Wildlife Corridor: Highway 17 Crossing Project #: MAA20-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Work with partners to develop, engineer, and implement wildlife crossing improvements at Highway 17 to provide safe movement for wildlife connecting over 30,000 acres of protected public lands. FY23 SCOPE Begin transitioning project to Engineering & Construction (E&C) for permitting and design. Continue public and partner outreach, and seeking funding opportunities. Continue work on Mitigation Credit Agreement. FY24 SCOPE Prepare design plans and permit applications. Continue work on Mitigation Credit Agreement. FY25 SCOPE Finalize design plan and secure permits. Begin preparing bid package materials. Finalize work on Mitigation Credit Agreement. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $52,549 $14,633 $22,156 $29,250 $13,529 $0 $132,117 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 20,000 0 0 0 20,000 8201–Architect/Engineering Services 243,639 0 0 800,000 1,000,000 500,000 2,543,639 8202–Environmental/Planning Services 201,584 210,000 262,500 0 0 0 674,084 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 79,841 0 0 0 0 9,200,000 9,279,841 Grand Total $577,613 $224,633 $304,656 $829,250 $1,013,529 $9,700,000 $12,649,681 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 577,613 (1,725,367) 204,656 (170,750) (1,986,471) 9,700,000 6,599,681 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 1,950,000 100,000 1,000,000 3,000,000 0 6,050,000 Grand Total $577,613 $224,633 $304,656 $829,250 $1,013,529 $9,700,000 $12,649,681 120 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration Project #: MAA21-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement targeted treatments under the Integrated Pest Management Plan to control invasive weed populations at Bear Creek Redwoods Open Space Preserve, and facilitate opening the preserve for public access. Implement third year of targeted weed treatments to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY23 SCOPE Implement year four of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY24 SCOPE Implement year five of targeted weed treatments at Bear Creek Redwoods Preserve to restore native habitats along roads and trails. Project is expected to require five years of treatment before habitats are restored to maintenance levels. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $1,604 $8,118 $9,642 $9,111 $0 $0 $28,475 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 1,048,558 150,000 100,000 100,000 0 0 1,398,558 Grand Total $1,050,162 $158,118 $109,642 $109,111 $0 $0 $1,427,033 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 535,162 (650) 109,642 109,111 0 0 753,265 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 515,000 158,768 0 0 0 0 673,768 Grand Total $1,050,162 $158,118 $109,642 $109,111 $0 $0 $1,427,033 121Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Bear Creek Redwoods Landfill Characterization and Remediation Project #: MAA21-010 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Remediate former landfill to restore natural open space values, protect public health and safety, and allow for Phase 2 public access at Bear Creek Redwoods. FY23 SCOPE Hire a design-build firm to obtain permits and develop a remedial action plan for the dump. FY24 SCOPE Implement remedial design and cleanup. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $11,838 $6,642 $0 $0 $0 $18,480 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 39,195 171,135 0 15,000 0 0 225,330 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 12,000 0 0 0 12,000 8205–Construction 0 0 95,000 160,000 0 0 255,000 Grand Total $39,195 $182,973 $113,642 $175,000 $0 $0 $510,810 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 39,195 182,973 113,642 175,000 0 0 510,810 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $39,195 $182,973 $113,642 $175,000 $0 $0 $510,810 122 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Alma Bridge Road Newt Passage Project #: VP22-001 Fund: 10–General Fund Operating PROJECT DESCRIPTION Partnership project with Santa Clara County to complete CEQA, design, permitting, and implementation to provide safe passage for wildlife across Alma Bridge Road. Continue stakeholder collaboration to protect local newt population. Implementation to be led by Midpen or County. Long term Operation and Maintenance to shift to County. FY23 SCOPE Finalize design, CEQA and permitting of wildlife crossing structures. Possibly move into implementation of capital project to install one or more wildlife crossing structures and associated directional fencing (dependent on support and funding from partners and grantors). FY24 SCOPE Project completed in prior fiscal year(s). Implementation actions are listed separately under project VP22-002— Alma Bridge Road Wildlife Passage. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 149,996 20,000 230,000 0 0 0 399,996 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $149,996 $20,000 $230,000 $0 $0 $0 $399,996 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $149,996 $20,000 $230,000 $0 $0 $0 $399,996 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $149,996 $20,000 $230,000 $0 $0 $0 $399,996 123Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n NATURAL RESOURCE PROTECTION AND RESTORATION Alma Bridge Road Wildlife Passage Project #: VP22-002 Fund: 40 – General Fund Capital PROJECT DESCRIPTION Partnership project with Santa Clara County to complete CEQA, design, permitting, and implementation to provide safe passage for wildlife (newts) across Alma Bridge Road. District will retain a consultant to provide CEQA and design services to provide safe passage for newts across Alma Bridge Road. Implementation to be led by District or County. Long term Operation and Maintenance to shift to County. FY23 SCOPE Project has not started yet. FY24 SCOPE Implementation of capital project to install one or more wildlife crossing structures and associated directional fencing (dependent on support from partners and funding). FY25 SCOPE Continue implementation of capital project to install one or more wildlife crossing structures and associated directional fencing (dependent on support from partners and funding). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 120,000 0 0 120,000 8202–Environmental/Planning Services 0 0 0 115,000 35,000 150,000 300,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 500,000 1,000,000 0 1,500,000 Grand Total $0 $0 $0 $735,000 $1,035,000 $150,000 $1,920,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 735,000 1,035,000 150,000 1,920,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $735,000 $1,035,000 $150,000 $1,920,000 124 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Public Access, Education and Outreach Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page # 10005 Purisima Preserve Multimodal Access – Implementation FY24/FY25 $0 $25,000 $25,000 $50,000 127 31901 ADA Barrier Removal FY23/FY24/FY25 1,281,500 795,000 330,000 2,406,500 128 31903 Hwy 35 Multi-use Trail Crossing and Parking – Phase I Feasibility Study and Phase II Concept Design FY23/FY24/FY25 95,000 100,000 100,000 295,000 129 31904 Purisima Preserve Multimodal Access Study FY23 35,000 0 0 35,000 130 31907 Johnston Ranch Loop Trail and Parking Area FY24/FY25 0 30,000 80,000 110,000 131 31908 Long Ridge Parking – Feasibility Study FY24/FY25 0 0 75,000 75,000 132 35006 Kennedy Trailhead Parking Area Improvement FY24/FY25 0 112,000 10,000 122,000 133 35008 Kennedy Trail Retaining Wall FY23/FY24 22,000 362,500 0 384,500 134 35013 Fremont Older Parking Lot Improvements FY24/FY25 0 73,000 222,000 295,000 135 35014 Guadalupe Creek Crossing Replacement FY24/FY25 0 133,000 50,000 183,000 136 35015 Rancho San Antonio Road Repair FY23/FY24 384,100 100,000 0 484,100 137 61025 FFO Trail Bridge Replacements FY23/FY24/FY25 17,500 34,500 34,500 86,500 138 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY23/FY24/FY25 66,000 95,000 15,000 176,000 139 61029 Monte Bello Black Mountain Trail Extension FY23/FY24/FY25 0 75,000 35,000 110,000 140 MAA03-005 Purisima-to-the-Sea Trail and Parking Area – Phase I Feasibility Study FY23 176,000 0 0 176,000 141 MAA03-009 Purisima-to-the-Sea Parking FY24/FY25 0 198,969 197,718 396,687 142 MAA03-010 Purisima-to-the-Sea Trail FY24/FY25 0 55,000 155,000 210,000 143 MAA03-012 Purisima-to-the-Sea Comprehensive Use and Management Plan FY24/FY25 0 65,000 65,000 130,000 144 MAA05-007 La Honda Creek Phase II Trail Connections FY23/FY24/FY25 85,000 105,000 306,500 496,500 145 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY23 314,134 0 0 314,134 146 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration FY23/FY24 79,520 295,000 0 374,520 147 MAA05-012 Paulin Culvert/Bridge Improvements FY23/FY24/FY25 214,000 30,000 385,000 629,000 148 MAA05-013 La Honda Parking and Trailhead Acces – Implementation FY25 0 0 80,000 80,000 149 MAA06-002 Hawthorns Area Plan FY23/FY24/FY25 208,680 299,104 168,280 676,064 150 MAA07-013 La Honda Event Center Area Plan FY25 0 0 282,500 282,500 151 MAA10-001 Alpine Road Regional Trail, Coal Creek FY23/FY24 3,377,737 326,282 0 3,704,019 152 125Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n MAA11-003 Rancho San Antonio (RSA) Multimodal Access – Implementation FY23 25,000 0 0 25,000 153 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY23/FY24/FY25 0 75,000 110,000 185,000 154 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY23/FY24/FY25 594,725 1,189,093 2,268,230 4,052,048 155 MAA20-004 Spooky Knoll Trail Connections FY25 0 0 219,000 219,000 156 MAA21-004 Bear Creek Stables Project FY23/FY24 1,704,954 4,018,793 0 5,723,747 157 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation FY23/FY24/FY25 489,083 145,000 75,000 709,083 158 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP FY23/FY24 1,411,507 1,108,519 0 2,520,026 159 VP05-002 La Honda Creek Parking and Trailhead Access – Phase I Feasibility Study FY23/FY24/FY25 160,000 58,000 100,000 318,000 160 VP11-001 Rancho San Antonio (RSA) Multimodal Access – Implementation FY23/FY24 118,000 50,000 0 168,000 161 VP14-001 California Riding & Hiking Trails FY23 32,500 0 0 32,500 162 VP21-005 Bear Creek Redwoods North Parking Area FY23/FY24/FY25 61,000 100,000 75,000 236,000 163 Total $10,952,940 $10,053,760 $5,463,728 $26,470,428 SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Cooley Landing Site Use Agreements Formalize separate agreements/easements/MOUs (Midpen, City of East Palo Alto, Regional Water Quality Control Board, Menlo Fire) to meet operations and maintenance requirements. Supports partnership at Cooley Landing park. General Manager’s Office FY23 Regional Trails and Active Transportation/Access to Open Space Planning and Coordination Provide technical and planning support on external regional trail and active transportation planning projects initiated by partners and other public agencies. Planning FY23/FY24/FY25 Trail Information System Provide enhanced quantitative trail data to the public to inform wayfinding, recreation, and accessibility decisions. Planning FY23/FY24/FY25 Trail Junction Numbering System Improve wayfinding on trails.Planning FY24/FY25 126 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima Preserve Multimodal Access–Implementation Project #: 10005 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement transportation demand management strategies at Purisima Creek to reduce parking challenges and encourage multi-modal access to the preserve. Project implements Board approved transportation demand management strategies not included as part of Purisima-to-the-Sea or Hwy 35 Multiuse Trail projects. FY23 SCOPE Project has not started yet. FY24 SCOPE Pending Board approval of recommendations, initiate scoping priority recommendations with consulting support; begin implementing strategies that can be done with in-house support. FY25 SCOPE Continue implementation efforts. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 25,000 25,000 0 50,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $25,000 $25,000 $0 $50,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $25,000 $25,000 $0 $50,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $25,000 $25,000 $0 $50,000 127Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH ADA Barrier Removal Project #: 31901 Fund: 40–General Fund Capital PROJECT DESCRIPTION Implement ADA barrier removals as identified and prioritized in the Board-approved ADA Transition Plan Update; includes developing cost estimates, tracking, and reporting accomplishments. FY23 SCOPE Complete year four of priority barrier removals. FY24 SCOPE Complete year five of barrier removals. FY25 SCOPE Complete year six of barrier removals. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 118,806 243,110 58,000 100,000 0 0 519,916 8202–Environmental/Planning Services 0 60,000 70,000 15,000 0 0 145,000 8203–Inspection/Construction Monitoring 21,224 13,000 95,000 10,000 0 0 139,224 8204–Permitting Fees 46,998 80,000 60,000 0 0 0 186,998 8205–Construction 590,140 0 998,500 670,000 330,000 0 2,588,640 Grand Total $777,168 $396,110 $1,281,500 $795,000 $330,000 $0 $3,579,778 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 720,918 353,760 1,281,500 795,000 330,000 0 3,481,178 Grants/Partnerships/Other 56,250 42,350 0 0 0 0 98,600 Grand Total $777,168 $396,110 $1,281,500 $795,000 $330,000 $0 $3,579,778 128 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Hwy 35 Multi-use Trail Crossing and Parking–Phase I Feasibility Study and Phase II Concept Design Project #: 31903 Fund: 10–General Fund Operating PROJECT DESCRIPTION Partnership with the Bay Area Ridge Trail Council, SFPUC and POST. Explore feasibility for implementing a trail crossing across Highway 35 to connect the regional Bay Area Ridge Trail from the planned SFPUC Bay Area Ridge Trail Extension to the District’s Purisima Creek Redwoods Preserve, as well as opportunities for expanded parking at the North Ridge parking lot. FY23 SCOPE Continue feasibility studies and conceptual design work for the trail crossing and parking area expansion, including biological surveys and habitat assessments. Engage key stakeholder groups for input on parking area programming. Present the conceptual design alternatives to the Planning and Natural Resources Committee for feedback before taking the project to the Board. FY24 SCOPE Pending Board approval of a preferred alternative, initiate environmental review and preliminary design. FY25 SCOPE Complete environmental review and preliminary design, and bring to the Board to certify the CEQA document/ adopt the CEQA findings and approve the project for final design. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 102,000 95,000 100,000 100,000 0 397,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $102,000 $95,000 $100,000 $100,000 $0 $397,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $(75,000) $(12,000) $95,000 $100,000 $100,000 $0 $208,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 75,000 114,000 0 0 0 0 189,000 Grand Total $0 $102,000 $95,000 $100,000 $100,000 $0 $397,000 129Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima Preserve Multimodal Access Study Project #: 31904 Fund: 10–General Fund Operating PROJECT DESCRIPTION Explore non-motorized mobility and transit alternatives to encourage greener and equitable modes of transportation to access Purisima Creek Redwoods Preserve. FY23 SCOPE Based on data collection, visitor survey responses, and stakeholder engagement, complete transportation demand management study. Present recommendations to the Planning and Natural Resources Committee for discussion and next steps, and subsequently to the full Board for concurrence on the recommended strategies to pursue. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 90,000 35,000 0 0 0 125,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $90,000 $35,000 $0 $0 $0 $125,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $90,000 $35,000 $0 $0 $0 $125,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $90,000 $35,000 $0 $0 $0 $125,000 130 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Johnston Ranch Loop Trail and Parking Area Project #: 31907 Fund: 40–General Fund Capital PROJECT DESCRIPTION Complete improvements to existing parking area and new trail loop at Johnston Ranch property that aligns with City of Half Moon Bay’s Local Coastal Program and Parks Master Plan. FY23 SCOPE Deferred due to delay on property acquisition and partner’s resource constraints. FY24 SCOPE In coordination with the City of Half Moon Bay and Peninsula Open Space Trust, conduct site assessments, plan and initiate basis of conceptual design of improvements for the existing parking area and new loop trail. Initiate public and stakeholder outreach and engagement. Conduct trail scouting. FY25 SCOPE Present conceptual design options to the Planning and Natural Resources Committee at a community meeting and to the Board. Refine the conceptual design option(s). Develop project description for CEQA for Board consideration. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 30,000 0 30,000 8202–Environmental/Planning Services 0 0 0 30,000 30,000 0 60,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 20,000 20,000 8204–Permitting Fees 0 0 0 0 20,000 0 20,000 8205–Construction 0 0 0 0 0 115,000 115,000 Grand Total $0 $0 $0 $30,000 $80,000 $135,000 $245,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 30,000 80,000 135,000 245,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $30,000 $80,000 $135,000 $245,000 131Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Long Ridge Parking–Feasibility Study Project #: 31908 Fund: 10–General Fund Operating PROJECT DESCRIPTION Provide a public access staging area (parking, restroom, trailhead) for Long Ridge Preserve and trails (requested by Director Kishimoto). FY23 SCOPE Project has not started yet. FY24 SCOPE Initiate discussions with Santa Clara County Parks, Caltrans and other stakeholders in scoping potential sites for parking. FY25 SCOPE Initiate feasibility study, public outreach and technical assessments. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 75,000 35,000 110,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $75,000 $35,000 $110,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $75,000 $35,000 $110,000 132 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Kennedy Trailhead Parking Area Improvement Project #: 35006 Fund: 40–General Fund Capital PROJECT DESCRIPTION Expand and improve Kennedy trailhead parking area to address community-wide parking and access concerns, and replace existing portable toilet with a permanent ADA-accessible vault restroom as part of ADA Barrier Removal Project. FY23 SCOPE Project has not started yet. FY24 SCOPE Complete feasibility study for trailhead parking area improvements. Conduct stakeholder outreach. FY25 SCOPE Develop project conceptual designs to 35% and present to Planning and Natural Resources Committee for input. Forward recommendation to the Board and seek Board approval of project description to begin CEQA process. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 23,497 359 0 19,500 0 252,500 295,856 8202–Environmental/Planning Services 0 0 0 90,000 0 0 90,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 25,000 25,000 8204–Permitting Fees 0 0 0 0 10,000 0 10,000 8205–Construction 0 0 0 2,500 0 1,654,500 1,657,000 Grand Total $23,497 $359 $0 $112,000 $10,000 $1,932,000 $2,077,856 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 23,497 359 0 112,000 10,000 1,932,000 2,077,856 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $23,497 $359 $0 $112,000 $10,000 $1,932,000 $2,077,856 133Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Kennedy Trail Retaining Wall Project #: 35008 Fund: 40–General Fund Capital PROJECT DESCRIPTION Enhance safety for emergency vehicle access along a narrow segment of Kennedy Trail. Build a new supporting retaining wall on the Kennedy Trail in Sierra Azul Open Space Preserve. FY23 SCOPE Complete geotechnical investigation, design and permitting. FY24 SCOPE Complete retaining wall construction. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 22,000 5,500 0 0 27,500 8202–Environmental/Planning Services 0 0 0 27,000 0 0 27,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 330,000 0 0 330,000 Grand Total $0 $0 $22,000 $362,500 $0 $0 $384,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 22,000 362,500 0 0 384,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $22,000 $362,500 $0 $0 $384,500 134 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Fremont Older Parking Lot Improvements Project #: 35013 Fund: 40–General Fund Capital PROJECT DESCRIPTION Assess and improve existing creek culvert crossing. Repair existing parking lot to improve parking configuration, ADA parking, traffic flow, and rock surface. FY23 SCOPE Project has not started yet. FY24 SCOPE Complete assessment and design documents, submit permit applications and initiate environmental review. FY25 SCOPE Complete environmental review, secure permits, bid project for construction, complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 58,000 1,000 0 59,000 8202–Environmental/Planning Services 0 0 0 5,000 0 0 5,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 10,000 1,000 0 11,000 8205–Construction 0 0 0 0 220,000 0 220,000 Grand Total $0 $0 $0 $73,000 $222,000 $0 $295,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 73,000 222,000 0 295,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $73,000 $222,000 $0 $295,000 135Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Guadalupe Creek Crossing Replacement Project #: 35014 Fund: 40–General Fund Capital PROJECT DESCRIPTION Assess and improve existing creek culvert crossing. Replace existing culvert creek crossing with a bridge crossing. FY23 SCOPE Project has not started yet. FY24 SCOPE Complete assessment and design documents, submit permit applications, and initiate environmental review. FY25 SCOPE Complete environmental review, secure permits, bid project for construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 100,000 30,000 0 130,000 8202–Environmental/Planning Services 0 0 0 18,000 5,000 0 23,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 15,000 15,000 0 30,000 8205–Construction 0 0 0 0 0 550,000 550,000 Grand Total $0 $0 $0 $133,000 $50,000 $550,000 $733,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 133,000 50,000 550,000 733,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $133,000 $50,000 $550,000 $733,000 136 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio Road Repair Project #: 35015 Fund: 40–General Fund Capital PROJECT DESCRIPTION Improve existing service road and ADA access. Repair existing service road, replace culvert, and improve ADA access from FFO to bridge near Deer Hollow Farm and portion of Mora paved trail. FY23 SCOPE Complete assessment, design documents, permits, and environmental review. Bid project for construction and begin construction. FY24 SCOPE Complete construction. FY25 SCOPE Project completed in previous fiscal year. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 76,500 1,000 0 0 77,500 8202–Environmental/Planning Services 0 0 15,000 5,000 0 0 20,000 8203–Inspection/Construction Monitoring 0 0 29,500 10,500 0 0 40,000 8204–Permitting Fees 0 0 14,000 1,000 0 0 15,000 8205–Construction 0 0 249,100 82,500 0 0 331,600 Grand Total $0 $0 $384,100 $100,000 $0 $0 $484,100 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 384,100 100,000 0 0 484,100 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $384,100 $100,000 $0 $0 $484,100 137Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH FFO Trail Bridge Replacements Project #: 61025 Fund: 40–General Fund Capital PROJECT DESCRIPTION Maintain safe trail use to continue public access within Preserves by replacing two wooden bridges. Replace existing bridge on Bear Meadow Trail in Picchetti Ranch and on the Flume Trail in St. Joseph’s Preserve. FY23 SCOPE Secure permits. FY24 SCOPE Initiate construction. FY25 SCOPE Complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 30,000 7,500 2,500 2,500 0 42,500 8202–Environmental/Planning Services 0 5,000 0 0 0 0 5,000 8203–Inspection/Construction Monitoring 0 0 0 2,000 2,000 0 4,000 8204–Permitting Fees 0 10,000 10,000 0 0 0 20,000 8205–Construction 0 0 0 30,000 30,000 0 60,000 Grand Total $0 $45,000 $17,500 $34,500 $34,500 $0 $131,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 45,000 17,500 34,500 34,500 0 131,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $45,000 $17,500 $34,500 $34,500 $0 $131,500 138 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio ADA Path to Deer Hollow Farm Project #: 61027 Fund: 10–General Fund Operating PROJECT DESCRIPTION Evaluate feasibility of new ADA-accessible pedestrian path that separates existing combined use of pedestrians and vehicles on road leading to Deer Hollow Farm to improve public accessibility and safety. Separate path may require one or more road crossings with vehicular stops and/or potential bridge as the area is confined in a valley bottom along a creek draining from Rogue Valley Pond. FY23 SCOPE Conduct site investigations and assessments and early resource agency coordination. Complete initial review by ADA consultant. As needed, hire consultant to conduct biological and cultural resource surveys. Adjust trail scope and/or planned alignment to avoid impacts as needed. FY24 SCOPE Conduct public outreach. Hold PNR meeting to review proposed trail improvements and prepare CEQA review. FY25 SCOPE Seek Board adoption of CEQA findings and approval of trail improvements. Secure any required permits. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 10,000 66,000 95,000 15,000 0 186,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $10,000 $66,000 $95,000 $15,000 $0 $186,000 139Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Monte Bello Black Mountain Trail Extension Project #: 61029 Fund: 40–General Fund Capital PROJECT DESCRIPTION Utilize the existing trail easement through Lehigh Quarry lands to construct a route that has a more gradual ascent of Black Mountain. Design, permit and build an alternate to the upper section of the existing Black Mountain Trail. FY23 SCOPE Project scoping and scouting. FY24 SCOPE Initiate technical studies. FY25 SCOPE Prepare project description and initiate environmental review. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 25,000 25,000 0 50,000 8202–Environmental/Planning Services 0 0 0 50,000 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 20,000 20,000 8204–Permitting Fees 0 0 0 0 10,000 25,000 35,000 8205–Construction 0 0 0 0 0 75,000 75,000 Grand Total $0 $0 $0 $75,000 $35,000 $120,000 $230,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 75,000 35,000 120,000 230,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $75,000 $35,000 $120,000 $230,000 140 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima-to-the-Sea Trail and Parking Area–Phase I Feasibility Study Project #: MAA03-005 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Plan for a new parking area and trail connecting the Coastal Trail on Highway 1 to the Bay Area Ridge Trail on Highway 35. FY23 SCOPE Finalize feasibility studies for the trail extension, parking area, connector trails and roadway crossings and present results to the Board to confirm next steps. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $18,729 $54,405 $15,000 $0 $0 $0 $88,134 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 152,630 0 0 0 0 0 152,630 8201–Architect/Engineering Services 85,567 148,000 111,000 0 0 0 344,567 8202–Environmental/Planning Services 0 0 50,000 0 0 0 50,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $256,925 $202,405 $176,000 $0 $0 $0 $635,330 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 181,688 37,405 115,237 0 0 0 334,330 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 75,237 165,000 60,763 0 0 0 301,000 Grand Total $256,925 $202,405 $176,000 $0 $0 $0 $635,330 141Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima-to-the-Sea Parking Project #: MAA03-009 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide a public access staging area and connections to the redwoods trail system and the Coastal Trail. FY23 SCOPE Project has not started yet. FY24 SCOPE Hire a design consultant and begin conceptual designs (designs to be used to inform CEQA review that is planned under the Purisima-to-the-Sea Comprehensive Use and Management Plan). FY25 SCOPE Complete conceptual design and forward to the Board for approval. Begin design development. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $7,969 $22,718 $0 $30,687 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 191,000 135,000 40,000 366,000 8202–Environmental/Planning Services 0 0 0 0 0 25,000 25,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 25,000 25,000 8204–Permitting Fees 0 0 0 0 40,000 5,000 45,000 8205–Construction 0 0 0 0 0 3,500,000 3,500,000 Grand Total $0 $0 $0 $198,969 $197,718 $3,595,000 $3,991,687 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 198,969 197,718 3,595,000 3,991,687 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $198,969 $197,718 $3,595,000 $3,991,687 142 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima-to-the-Sea Trail Project #: MAA03-010 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Connect the existing Purisima Creek Redwoods trail system to the Pacific Ocean by completing the multi-use Purisima-to-the-Sea trail. FY23 SCOPE Project has not started yet. FY24 SCOPE Initiate trail design and engineering and conduct focused biological and cultural resource surveys on preferred trail alignment. FY25 SCOPE Continue with trail design and engineering. Complete biological and cultural resource surveys to support the environmental review process. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $1,500,000 $1,500,000 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 25,000 125,000 0 150,000 8202–Environmental/Planning Services 0 0 0 30,000 30,000 0 60,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 90,000 90,000 8204–Permitting Fees 0 0 0 0 0 45,000 45,000 8205–Construction 0 0 0 0 0 275,000 275,000 Grand Total $0 $0 $0 $55,000 $155,000 $1,910,000 $2,120,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 55,000 155,000 1,910,000 2,120,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $55,000 $155,000 $1,910,000 $2,120,000 143Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Purisima-to-the-Sea Comprehensive Use and Management Plan Project #: MAA03-012 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop comprehensive plan for a new parking area and trail connecting the Coastal Trail on Highway 1 to the Bay Area Ridge Trail on Highway 35. FY23 SCOPE Project has not started yet. FY24 SCOPE Conduct additional technical studies as needed and develop draft CUMP. Conduct public outreach and review with PNR to finalize the draft CUMP. Forward the CUMP to the Board to approve as the CEQA Project Description. Contract with CEQA consultant and initiate environmental review. FY25 SCOPE Complete the CEQA review and seek Board approval of the CUMP. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 65,000 65,000 10,000 140,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $65,000 $65,000 $10,000 $140,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 65,000 65,000 10,000 140,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $65,000 $65,000 $10,000 $140,000 144 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Phase II Trail Connections Project #: MAA05-007 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement Master Plan Phase II Trails to connect visitors from the Harrington Creek Trail to the central and northern areas of La Honda Creek Preserve. FY23 SCOPE Develop design documents for trail improvements. Prepare and submit county and regulatory permit applications. FY24 SCOPE Secure permits. FY25 SCOPE Proceed with construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $5,574 $5,000 $50,000 $194,000 $245,000 $499,574 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 15,000 70,000 40,000 0 0 125,000 8202–Environmental/Planning Services 0 45,000 0 0 0 0 45,000 8203–Inspection/Construction Monitoring 0 0 0 0 22,500 10,000 32,500 8204–Permitting Fees 0 0 10,000 15,000 0 0 25,000 8205–Construction 0 0 0 0 90,000 205,000 295,000 Grand Total $0 $65,574 $85,000 $105,000 $306,500 $460,000 $1,022,074 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 65,574 85,000 105,000 306,500 460,000 1,022,074 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $65,574 $85,000 $105,000 $306,500 $460,000 $1,022,074 145Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek White Barn Structural Rehabilitation Project #: MAA05-008 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Preserve the La Honda Creek White Barn as historic resource. Repair the La Honda Creek White Barn for external viewing and interpretation. Repair the exterior, stabilize the structure, and exclude wildlife. FY23 SCOPE Begin and complete the repairs. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $34,463 $21,137 $14,134 $0 $0 $0 $69,734 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 71,454 94,000 36,000 0 0 0 201,454 8202–Environmental/Planning Services 36,352 37,000 15,000 0 0 0 88,352 8203–Inspection/Construction Monitoring 0 0 30,000 0 0 0 30,000 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 542 0 204,000 0 0 0 204,542 Grand Total $142,811 $152,137 $314,134 $0 $0 $0 $609,082 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 142,811 152,137 314,134 0 0 0 609,082 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $142,811 $152,137 $314,134 $0 $0 $0 $609,082 146 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Redwood Cabin Removal and Site Restoration Project #: MAA05-009 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Remove the La Honda Creek Redwood Cabin and enhance the natural resource values of the site. FY23 SCOPE Complete CEQA review and submit permit applications. Prepare bid package, solicit bids and award contract. FY24 SCOPE Complete demolition work. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $9,983 $8,430 $4,000 $0 $0 $0 $22,413 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 83,685 0 0 0 0 0 83,685 8202–Environmental/Planning Services 26,020 96,939 65,520 0 0 0 188,479 8203–Inspection/Construction Monitoring 0 0 0 20,000 0 0 20,000 8204–Permitting Fees 0 0 10,000 0 0 0 10,000 8205–Construction 0 0 0 275,000 0 0 275,000 Grand Total $119,687 $105,369 $79,520 $295,000 $0 $0 $599,576 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 119,687 105,369 79,520 295,000 0 0 599,576 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $119,687 $105,369 $79,520 $295,000 $0 $0 $599,576 147Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Paulin Culvert/Bridge Improvements Project #: MAA05-012 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Facilitate future Bay Area Ridge Trail access from Upper La Honda Creek Preserve to El Corte de Madera Creek Preserve. Assess the existing culvert/bridge crossing of La Honda Creek on the main patrol access road from Skyline Boulevard into La Honda Creek Preserve to determine whether the culvert and failing retaining walls should be replaced or repaired for maintenance, patrol, and emergency access. Implement assessment recommendations. Remove remains of dilapidated rail car bride crossing north of redwood cabin site. FY23 SCOPE Assess culvert/bridge conditions. Prepare design plans based on assessment recommendations. Conduct environmental review and prepare permit applications. FY24 SCOPE Secure permits. Prepare bid package, solicit bids, award construction contract. FY25 SCOPE Complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $8,300 $5,000 $17,600 $0 $30,900 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 106,700 0 0 0 106,700 8202–Environmental/Planning Services 0 0 82,500 0 0 0 82,500 8203–Inspection/Construction Monitoring 0 0 16,500 0 37,400 0 53,900 8204–Permitting Fees 0 0 0 25,000 0 0 25,000 8205–Construction 0 0 0 0 330,000 0 330,000 Grand Total $0 $0 $214,000 $30,000 $385,000 $0 $629,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 214,000 30,000 385,000 0 629,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $214,000 $30,000 $385,000 $0 $629,000 148 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Parking and Trailhead Access–Implementation Project #: MAA05-013 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide access to the central area of the La Honda Creek Preserve. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Pending completion of CEQA review, Engineering & Construction will hire a design consultant and begin design development. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 25,000 460,000 485,000 8202–Environmental/Planning Services 0 0 0 0 55,000 90,000 145,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 100,000 100,000 8204–Permitting Fees 0 0 0 0 0 70,000 70,000 8205–Construction 0 0 0 0 0 2,756,000 2,756,000 Grand Total $0 $0 $0 $0 $80,000 $3,476,000 $3,556,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 80,000 3,476,000 3,556,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $80,000 $3,476,000 $3,556,000 149Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Hawthorns Area Plan Project #: MAA06-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop a plan to guide ecologically sensitive public access improvements and future natural resource and land management activities at the Hawthorns Area of Windy Hill Open Space Preserve. FY23 SCOPE Continue data collection, surveys, technical studies, and stakeholder engagement to further characterize resources at the Hawthorns Area and identify site opportunities and constraints. FY24 SCOPE Develop use and management objectives, natural resource management and public access programming, and conceptual site plan alternatives. Conduct comprehensive public engagement, including stakeholder coordination, public workshops, site tours, surveys, and working group. FY25 SCOPE Compile the Hawthorns Area Plan and conduct environmental review per the California Environmental Quality Act. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $33,680 $39,104 $40,280 $0 $113,064 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 35,000 30,000 85,000 35,000 0 185,000 8202–Environmental/Planning Services 40,951 90,000 145,000 175,000 90,000 0 540,951 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 3,000 0 3,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $40,951 $125,000 $208,680 $299,104 $168,280 $0 $842,015 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 40,951 125,000 208,680 299,104 168,280 0 842,015 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $40,951 $125,000 $208,680 $299,104 $168,280 $0 $842,015 150 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Event Center Area Plan Project #: MAA07-013 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Develop a use and management plan for the Event Center and Apple Orchard properties at La Honda and incorporate them into the 2012 La Honda Master Plan. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Initiate technical studies, site opportunities and constraints analysis, and conceptual site plan development. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 197,500 62,500 260,000 8202–Environmental/Planning Services 0 0 0 0 85,000 50,000 135,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 3,000 3,000 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $282,500 $115,500 $398,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 282,500 115,500 398,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $282,500 $115,500 $398,000 151Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Alpine Road Regional Trail, Coal Creek Project #: MAA10-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Trail improvements to enhance public access, repair damaged sections, and reduce further erosion and sedimentation downstream. FY23 SCOPE Complete contractor construction (phase 1). Finalize permitting and design for the bypass trail reroute (phase 2). FY24 SCOPE Crew to construct reroute of bypass trail (phase 2). Close out all regulatory permits. Complete negotiations with San Mateo County in accordance with MOU for transfer of right-of-way and other property rights. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $54,241 $42,271 $56,737 $138,782 $0 $0 $292,031 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 4,286 0 0 0 0 0 4,286 8201–Architect/Engineering Services 204,784 62,500 75,000 7,500 0 0 349,784 8202–Environmental/Planning Services 175,600 10,000 0 0 0 0 185,600 8203–Inspection/Construction Monitoring 0 10,000 65,000 25,000 0 0 100,000 8204–Permitting Fees 23,736 10,000 20,000 0 0 0 53,736 8205–Construction 5,000 0 3,161,000 155,000 0 0 3,321,000 Grand Total $467,646 $134,771 $3,377,737 $326,282 $0 $0 $4,306,436 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 467,646 134,771 3,105,526 326,282 0 0 4,034,225 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 272,211 0 0 0 272,211 Grand Total $467,646 $134,771 $3,377,737 $326,282 $0 $0 $4,306,436 152 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio (RSA) Multimodal Access–Implementation Project #: MAA11-003 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and encourage multi-modal access to the preserve. *This project is the same as VP11-001 but is separate as not all the work is MAA eligible. FY23 SCOPE Continue implementation of tier 1 strategies to install bicycle facilities, dynamic signage, and bike access improvements. FY24 SCOPE Complete implementation of tier 1 strategies. FY25 SCOPE Consider tier 2 strategies if necessary. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 10,000 0 0 0 10,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 45,000 15,000 0 0 0 60,000 Grand Total $0 $45,000 $25,000 $0 $0 $0 $70,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 45,000 25,000 0 0 0 70,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $45,000 $25,000 $0 $0 $0 $70,000 153Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Long Ridge Trail Connection to Eagle Rock and Devils Canyon Project #: MAA16-001 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide public access to an approximately one-mile trail connection to Eagle Rock and Devils Canyon. FY23 SCOPE Assess project goals. Continue trail scouting and identify site opportunities and constraints. FY24 SCOPE Initiate project feasibility and stakeholder outreach in conjunction with the Long Ridge Parking Feasibility Project. Conduct initial biological/cultural resource assessments. FY25 SCOPE Develop project description in conjunction with Long Ridge Parking Feasibility Study project. Initiate technical studies and preliminary design. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 60,000 80,000 0 140,000 8202–Environmental/Planning Services 0 0 0 15,000 30,000 75,000 120,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $75,000 $110,000 $75,000 $260,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 75,000 110,000 75,000 260,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $75,000 $110,000 $75,000 $260,000 154 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bay Area Ridge Trail: Highway 17 Crossing Project #: MAA20-002 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Provide a regional recreational trail across Highway 17 in Santa Clara County by constructing a new overcrossing near Los Gatos and Lexington Reservoir in close alignment with the HWY 17 Wildlife Crossing project MAA20-001. FY23 SCOPE Continue Caltrans PA&ED phase, including CEQA/NEPA review. Continue the Use & Management planning process for the crossings, regional trail connections, and other improvements associated with the Project. Continue public and partner outreach, and seek funding opportunities. FY24 SCOPE Complete Caltrans PA&ED phase including CEQA/NEPA review for Board consideration. Initiate RFQP for consultant permitting assistance and preliminary design development in coordination with Caltrans, resource agencies, and partners. Bring the Comprehensive Use & Management Plan to the Board for consideration at the same time as adoption of the CEQA document. Conduct/oversee permitting and design work. Continue partnership agreement discussions and negotiations with partner agencies and organizations. FY25 SCOPE Finalize Property Rights for connecting trails before constructing trail crossing. Continue permitting and design. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $79,808 $42,760 $47,225 $164,093 $243,230 $300,000 $877,116 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 20,000 0 0 0 20,000 8201–Architect/Engineering Services 161,082 10,000 40,000 1,025,000 2,025,000 1,000,000 4,261,082 8202–Environmental/Planning Services 352,505 430,000 487,500 0 0 0 1,270,005 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 323 0 0 0 0 0 323 8205–Construction 0 0 0 0 0 18,100,000 18,100,000 Grand Total $593,718 $482,760 $594,725 $1,189,093 $2,268,230 $19,400,000 $24,528,526 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 593,718 482,760 594,725 1,189,093 2,268,230 1,300,000 6,428,526 40–General Fund Capital 0 0 0 0 0 18,100,000 18,100,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $593,718 $482,760 $594,725 $1,189,093 $2,268,230 $19,400,000 $24,528,526 155Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Spooky Knoll Trail Connections Project #: MAA20-004 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Spooky Knoll Trail/new Hwy 17 Trail Connections -Construction of trails outside of Caltrans ROW. Evaluate existing roadcut stability, engineer and permit drainage crossings, and initiate trail improvements. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE Design, permit and build new trail connections. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 50,000 0 50,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 19,000 0 19,000 8205–Construction 0 0 0 0 150,000 0 150,000 Grand Total $0 $0 $0 $0 $219,000 $0 $219,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 219,000 0 219,000 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $219,000 $0 $219,000 156 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Stables Project Project #: MAA21-004 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement maintenance and repairs plan to maintain equestrian use. Evaluate long-term water needs and implement water infrastructure improvements for Bear Creek Stables operation. FY23 SCOPE Secure Building Permits, prepare Bid Package, Solicit a Request for Bids, Award Contract, and Initiate Construction. FY24 SCOPE Complete construction. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $52,249 $22,716 $35,454 $45,293 $0 $0 $155,712 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 637,167 130,000 325,000 95,000 0 0 1,187,167 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 11,800 15,000 25,500 27,500 0 0 79,800 8204–Permitting Fees 1,275 14,600 19,000 1,000 0 0 35,875 8205–Construction 36,499 0 1,300,000 3,850,000 0 0 5,186,499 Grand Total $738,990 $182,316 $1,704,954 $4,018,793 $0 $0 $6,645,053 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 738,990 182,316 1,704,954 1,545,263 0 0 4,171,523 40–General Fund Capital 0 0 0 1,250,000 0 0 1,250,000 Grants/Partnerships/Other 0 0 0 1,223,530 0 0 1,223,530 Grand Total $738,990 $182,316 $1,704,954 $4,018,793 $0 $0 $6,645,053 157Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation Project #: MAA21-006 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement the Alma Cultural Landscape Rehabilitation Plan. Complete hazardous materials remediation and site cleanup, demolish several buildings, salvage and reuse material when possible, stabilize the chapel and 1934 library and install visitor amenities and interpretation. FY23 SCOPE Complete the site construction work. Purchase and install year 1 of native nursery plants, seed, plant protections (to protect from animal browsing), and fencing. FY24 SCOPE Purchase and install year 2 of native nursery plants, seed, plant protections, and fencing. FY25 SCOPE Purchase and install final year of native nursery plants, seed, plant protections, and fencing. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $222,394 $77,449 $16,083 $0 $0 $0 $315,926 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 760,134 81,871 5,000 0 0 0 847,005 8202–Environmental/Planning Services 97,900 10,000 0 0 0 0 107,900 8203–Inspection/Construction Monitoring 65,780 77,500 2,000 0 0 0 145,280 8204–Permitting Fees 46,919 33,000 2,000 0 0 0 81,919 8205–Construction 507,545 3,193,807 464,000 145,000 75,000 0 4,385,352 Grand Total $1,700,672 $3,473,627 $489,083 $145,000 $75,000 $0 $5,883,382 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 1,700,672 2,723,508 (353,355) 145,000 75,000 0 4,290,825 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 750,119 842,438 0 0 0 1,592,557 Grand Total $1,700,672 $3,473,627 $489,083 $145,000 $75,000 $0 $5,883,382 158 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Phase II Trail Improvements, Bear Creek Redwoods OSP Project #: MAA21-011 Fund: 30–Measure AA Capital PROJECT DESCRIPTION Implement phase 2 trail improvements, including multiuse through-trail connection, to open eastern part of Bear Creek Redwoods Open Space Preserve to public access. FY23 SCOPE Solicit bids for construction work. Initiate bridge and culvert construction. Conduct biomonitoring and revegetation/ reseeding as needed. Begin construction of trail, including new connecting trail and trailhead to the BCR/Hwy 17 junction. FY24 SCOPE Complete construction work. Closeout grant. Conduct regulatory monitoring. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $152,975 $105,000 $175,352 $70,664 $0 $0 $503,991 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 461,412 175,000 90,855 103,855 0 0 831,122 8202–Environmental/Planning Services 36,024 0 0 0 0 0 36,024 8203–Inspection/Construction Monitoring 0 0 15,000 10,000 0 0 25,000 8204–Permitting Fees 22,663 17,250 5,500 500 0 0 45,913 8205–Construction 41,200 50,000 1,124,800 923,500 0 0 2,139,500 Grand Total $714,274 $347,250 $1,411,507 $1,108,519 $0 $0 $3,581,550 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 714,274 347,250 0 (651,095)0 0 410,429 40–General Fund Capital 0 0 0 200,000 0 0 200,000 Grants/Partnerships/Other 0 0 1,411,507 1,559,614 0 0 2,971,121 Grand Total $714,274 $347,250 $1,411,507 $1,108,519 $0 $0 $3,581,550 159Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH La Honda Creek Parking and Trailhead Access–Phase I Feasibility Study Project #: VP05-002 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement feasible options to provide public access to the central area of the preserve that meet the Board-approved goals for the project. FY23 SCOPE Complete technical analysis and present findings to PNR for review, input, and direction on next steps toward developing conceptual site plan alternatives. Respond to feedback from public and stakeholder engagement. FY24 SCOPE Present technical and feasibility analysis, findings, and PNR recommendations to the Board for review, input, and confirmation on direction for next steps. Select preferred site plan alternatives to advance into environmental review and design development. Continue public and stakeholder engagement. Hire environmental planning consultant and initiate environmental review. FY25 SCOPE Complete environmental review. Bring final proposed parking and trailhead access project to the Board to certify the CEQA document/adopt the CEQA findings and approve the project to proceed with design and implementation. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 45,142 231,215 160,000 58,000 100,000 0 594,357 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $45,142 $231,215 $160,000 $58,000 $100,000 $0 $594,357 160 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Rancho San Antonio (RSA) Multimodal Access–Implementation Project #: VP11-001 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement transportation demand management strategies at Rancho San Antonio to reduce parking challenges and encourage multi-modal access to the preserve. *This project is the same as MAA11-003 but is separate as not all the work is MAA eligible. FY23 SCOPE Continue coordinating with implementation partners on timing, funding and implementation of tier 1 partnership elements. Complete feasibility studies for the shuttle program and ride hail program. Initiate pilot programs if deemed feasible. FY24 SCOPE Continue implementation of tier 1 strategies. Evaluate pilot programs’ effectiveness and consider long-term implementation if feasible. FY25 SCOPE Consider tier 2 strategies if necessary. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $33,000 $53,000 $0 $0 $0 $86,000 5000-7000–Service & Supplies 59,324 40,000 65,000 50,000 0 0 214,324 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $59,324 $73,000 $118,000 $50,000 $0 $0 $300,324 161Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH California Riding & Hiking Trails Project #: VP14-001 Fund: 40–General Fund Capital PROJECT DESCRIPTION Pursue viable sections of the California Riding & Hiking Trail at Russian Ridge, Teague Hill and Lower La Honda Creek to Sam McDonald County Park to expand opportunities for trail connections. Work with State Parks to receive quitclaim deed for existing California Riding and Hiking Trail easement along Woodruff Creek as connection between Russian Ridge and the Woodruff Redwoods addition to La Honda Creek, and work with San Mateo County Parks on connections between La Honda Creek and Sam McDonald Park. FY23 SCOPE Complete transfer of California Riding and Hiking Trail (CRHT) from State of California to the District. Acquire additional private trail easements as needed. Initiate outreach and negotiation with private property owners subject to existing CRHT easements. FY24 SCOPE Continue outreach and negotiations with private property owners subject to existing CRHT easements. FY25 SCOPE Continue negotiations with private property owners subject to existing CRHT easements. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 32,500 0 0 0 32,500 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $32,500 $0 $0 $0 $32,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 32,500 0 0 0 32,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $32,500 $0 $0 $0 $32,500 162 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n PUBLIC ACCESS, EDUCATION AND OUTREACH Bear Creek Redwoods North Parking Area Project #: VP21-005 Fund: 40–General Fund Capital PROJECT DESCRIPTION Construct new North Parking Area to expand and improve parking capacity at Bear Creek Redwoods Preserve as prioritized in Phase III of the Bear Creek Redwoods Preserve Plan. Plan, design, permit and construct a new paved parking lot and visitor entrance driveway, with vehicular and equestrian parking/staging, vault restroom, interpretive signage, and bicycle racks. FY23 SCOPE Conduct planning and technical studies for conceptual design alternatives. FY24 SCOPE Initiate public outreach and stakeholder engagement on conceptual site plan alternatives. Revise conceptual design with Board Committee, Board and public input. FY25 SCOPE Initiate evaluation of selected site plan alternative for CEQA consistency with Preserve Plan EIR, conduct additional CEQA review if needed. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 45,000 55,000 75,000 50,000 225,000 8202–Environmental/Planning Services 0 0 16,000 20,000 0 0 36,000 8203–Inspection/Construction Monitoring 0 0 0 25,000 0 40,000 65,000 8204–Permitting Fees 0 0 0 0 0 22,000 22,000 8205–Construction 0 0 0 0 0 1,752,500 1,752,500 Grand Total $0 $0 $61,000 $100,000 $75,000 $1,864,500 $2,100,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 61,000 100,000 75,000 1,864,500 2,100,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $61,000 $100,000 $75,000 $1,864,500 $2,100,500 163Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Assets and Organizational Support Project #Project Name Fiscal Year FY23 FY24 FY25 3-Year Total Page # 10001 Records Management FY23 $80,000 $0 $0 $80,000 166 10002 San Mateo County Master Permit FY23 10,000 0 0 10,000 167 10003 Diversity, Equity, and Inclusion Program Actions FY23/FY24/FY25 50,000 50,000 50,000 150,000 168 10004*FOSM Update FY23 30,000 0 0 30,000 169 31202-11- 100000 New Administrative Office (AO) Facility FY23 146,000 0 0 146,000 170 31905 Basic Policies for the Coastal Annexation Area FY23/FY24/FY25 0 20,000 10,000 30,000 171 35004 Sierra Azul Ranger Residence FY23/FY24 295,000 307,000 0 602,000 172 35007 Hawthorn Roof Replacement FY24/FY25 0 303,000 95,500 398,500 173 35009 Red Barn Roof Repair FY23/FY24 255,000 73,000 0 328,000 174 35010 Structure Disposition FY23/FY24/FY25 516,500 524,500 524,500 1,565,500 175 35011 Hawthorns Historic Complex Structural Assessment FY23 82,239 0 0 82,239 176 40013 50th Anniversary Public Events and Activities FY23 174,151 0 0 174,151 177 50005 Tyler Munis Enterprise Resource Planning (ERP) Migration FY23 102,000 0 0 102,000 178 51705 Cybersecurity Audit FY23/FY24 25,000 35,000 0 60,000 179 51706 Cybersecurity Implementation FY25 0 0 40,000 40,000 180 51707 District-wide Firewall Upgrade FY23/FY24/FY25 0 105,000 15,000 120,000 181 51708 Preserve Use Permit System FY23/FY24/FY25 0 35,000 75,000 110,000 182 51709 Ranger Laptop Refresh FY23/FY24 60,000 60,000 0 120,000 183 61020 Thornewood Residence Evaluation FY23 253,000 0 0 253,000 184 61026 Quam Residence Road Repair FY23/FY24 202,000 148,000 0 350,000 185 65407 Radio System Assessment and Upgrade FY23 1,445,000 0 0 1,445,000 186 None District Office Server Refresh FY23/FY24 90,000 10,000 0 100,000 187 None Vehicle and Machinery/ Equipment Purchases Reoccurring 715,000 465,000 465,000 1,645,000 188 Total $4,530,890 $ 2,135,500 $1,275,000 $7,941,390 *Budgeted amount is a placeholder. This item will be brought back to the Board at an FY23 quarterly review when the total cost is determined. 164 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n SUPPORTING PROJECTS Project Name Project Purpose Lead Department Fiscal Year Bear Creek Stables Operator RFP/Lease Enter into agreement with long term tenant to manage Bear Creek Stables operation. Land and Facilities FY23 Computer System Failover (Off-site) Continue the off-site computer system failover to maintain business continuity in the event physical servers are damaged by fire, natural disaster, or cyberattack. Administrative Services FY25 Customer Relationship Management (CRM)* Provide more efficient management of public notification and engagement processes, including mailings/email notifications, and create consistent contact management for contact information of partners, vendors and outside organizations. Public Affairs FY23 Design-Build Legislation Provide District with permanent ability to utilize design-build contracting for capital projects as a useful contracting tool. Public Affairs FY23 Fire Suppression Program: Review Staffing, Equipment and Training* Review and update the Fire Suppression Program to remain well prepared for future fire suppression events. General Manager’s Office FY23 Fleet Management The IT Master Plan recommends implementing a Fleet Management System to plan, program, and track the management (including replacements and maintenance) of the vehicle and equipment fleet. Administrative Services FY24/FY25 Fleet Transition Plan Create a medium to long term plan to transition the fleet away from fossil fuels, as an item under the Climate Action Plan. Land and Facilities FY23 GIS Strategic Plan The IT Master Plan recommends developing a GIS Strategic Plan that will establish a unified vision, goals and objectives for the GIS Program, provide a framework for department staff and other stakeholders to efficiently and effectively use geospatial technology, and prepare a roadmap for the future of GIS at Midpen. Administrative Services FY24 Good Neighbor Policy Update Review and update the Good Neighbor policy as appropriate to ensure policy remains fresh and effective in maintaining positive relationships with neighbors/adjacent landowners. Public Affairs FY23 Historic Resources Procedural Guide/Library Develop an administrative historic resources procedural guide as a guiding document for consistent historic resource management and update existing database. Planning FY23/FY24 IT Master Plan Update Improve Midpen’s technology tools.Administrative Services FY25 Public GIS Hub The IT Master Plan recommends building a comprehensive online hub of GIS resources for the public and community stakeholders to access Midpen GIS data services and discover interactive mapping applications, dashboards, and StoryMaps for ease of public retrieval and use. There is a demand for this technology and this hub will lay the foundation for creating and sharing content with the surrounding community. Administrative Services FY23 SharePoint – Document Management System Continue building out the SharePoint platform on Office 365 to provide a cloud based document management system that support remote working and ease of document retrieval/storage/transmittal/review. Administrative Services FY23/FY24 *These projects are in the early stages of the process or there is not enough information to determine the total cost at this time and may become key projects in the future. 165Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Records Management Project #: 10001 Fund: 10–General Fund Operating PROJECT DESCRIPTION Continue to support paperless solutions and increase access to Midpen documents, staff will use the Board- approved retention schedule to inventory and digitize paper files. FY23 SCOPE Complete document digitization of paper files and proper disposition of paper documents. Complete input of digitized documents into the Electronic Document Management System from electronic files. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 54,210 39,000 80,000 0 0 0 173,210 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $54,210 $39,000 $80,000 $0 $0 $0 $173,210 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $54,210 $39,000 $80,000 $0 $0 $0 $173,210 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $54,210 $39,000 $80,000 $0 $0 $0 $173,210 166 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT San Mateo County Master Permit Project #: 10002 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop a Master Permit with San Mateo County to streamline project implementation. FY23 SCOPE Submit master permit application for county review. Conduct CEQA Review for covered activities. Continue stakeholder engagement. Work with county to advance master permit approval. FY24 SCOPE Complete County master permit approval process. No project budget needed; only staff time is anticipated after FY23. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 40,000 10,000 0 0 0 50,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $40,000 $10,000 $0 $0 $0 $50,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $40,000 $10,000 $0 $0 $0 $50,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $40,000 $10,000 $0 $0 $0 $50,000 167Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Diversity, Equity, and Inclusion Program Actions Project #: 10003 Fund: 10–General Fund Operating PROJECT DESCRIPTION Implement new actions to further the Board’s policy, goals and priorities related to Diversity, Equity, and Inclusion. Implement DEI recommendations that were developed in 2020-2021 focused on (1) Recruitment, Hiring and Staff Development and (2) Community Outreach and Partnerships. FY23 SCOPE Implement first year of actions items (two to four DEI initiatives), focusing on initiatives that are foundational to support ongoing DEI goals. Certain initiatives will be completed within the fiscal year and others may need multiple years to fully implement. FY24 SCOPE Implement second year of action items. Certain initiatives will be completed within the fiscal year and others may need multiple years to fully implement. FY25 SCOPE Implement third year of action items. Certain initiatives will be completed within the fiscal year and others may need multiple years to fully implement. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 50,000 50,000 50,000 0 150,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $50,000 $50,000 $50,000 $0 $150,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $50,000 $50,000 $50,000 $0 $150,000 168 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT FOSM Update Project #: 10004 Fund: 10–General Fund Operating PROJECT DESCRIPTION Provide a comprehensive update of the Financial Organization Sustainability Model with a focus on a 10-year outlook on program delivery, organization, reporting structure, staffing and financial sustainability. FY23 SCOPE Hire consultant, conduct staff interviews, prepare scenarios for staffing and organizational change over the next 10 years. Analyze those scenarios for efficiency of service delivery and financial sustainability. Prepare draft report. FY24 SCOPE Review report and finalize. Present report findings and recommendations to the Board. Prepare implementation measures for development of FY25 CIAP. FY25 SCOPE Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget* FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 30,000 0 0 0 30,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $0 $0 $0 $30,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $30,000 $0 $0 $0 $30,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $30,000 $0 $0 $0 $30,000 *Budgeted amount is a placeholder. This item will be brought back to the Board at an FY23 quarterly review when the total cost is determined. 169Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT New Administrative Office (AO) Facility Project #: 31202-11-100000 Fund: 40–General Fund Capital PROJECT DESCRIPTION Prepare 5050 El Camino Real as new administrative office. FY23 SCOPE Project closeout and address post-construction matters. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 31,742,406 0 0 0 0 0 31,742,406 8201–Architect/Engineering Services 1,973,601 368,000 22,000 0 0 0 2,363,601 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 57,260 528,500 0 0 0 0 585,760 8204–Permitting Fees 267,479 0 5,000 0 0 0 272,479 8205–Construction 5,914,828 16,299,085 89,000 0 0 0 22,302,913 8301–Furniture 0 1,000,000 30,000 0 0 0 1,030,000 Grand Total $39,955,573 $18,195,585 $146,000 $0 $0 $0 $58,297,158 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 39,955,573 18,195,585 146,000 0 0 0 58,297,158 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $39,955,573 $18,195,585 $146,000 $0 $0 $0 $58,297,158 170 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Basic Policies for the Coastal Annexation Area Project #: 31905 Fund: 10–General Fund Operating PROJECT DESCRIPTION Develop basic policies for the Coastal Annexation Area and incorporate into Midpen’s existing Basic Policy, originally adopted in 1999, to fulfill an obligation established by the 2003 Coastal Service Plan. FY23 SCOPE Obtain Board approval of workplan. Prepare a framework to develop basic policies for the Coastal Annexation Area based on interdepartmental review of current District policies, guidelines, and practices. Prepare a public and stakeholder engagement strategy. FY24 SCOPE Obtain Committee and Board approval of project scope and engagement strategy. Conduct outreach and engagement throughout District jurisdiction, including Coastside. Draft basic policies for the Coastal Annexation Area based on Board, public, and stakeholder input. FY25 SCOPE Finalize basic policies for the Coastal Annexation Area with Committee and Board and incorporate into the District’s existing Basic Policy. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 20,000 10,000 0 30,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $20,000 $10,000 $0 $30,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $20,000 $10,000 $0 $30,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $20,000 $10,000 $0 $30,000 171Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Sierra Azul Ranger Residence Project #: 35004 Fund: 40–General Fund Capital PROJECT DESCRIPTION Repurpose and repair existing structure as residence to enhance onsite presence, monitoring, and off-hours response at Sierra Azul Preserve. Repave driveway from Pheasant Road to South Area Outpost. FY23 SCOPE Develop bid package, solicit bids and award contract. Initiate construction. FY24 SCOPE Completed construction and receive building occupancy. Begin oversight of plant installation/maintenance. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 95,468 49,925 75,000 0 0 0 220,393 8202–Environmental/Planning Services 0 0 20,000 0 0 0 20,000 8203–Inspection/Construction Monitoring 6,579 0 40,000 0 0 0 46,579 8204–Permitting Fees 1,126 0 60,000 0 0 0 61,126 8205–Construction 820 0 100,000 307,000 0 0 407,820 Grand Total $103,993 $49,925 $295,000 $307,000 $0 $0 $755,918 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 103,993 49,925 295,000 307,000 0 0 755,918 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $103,993 $49,925 $295,000 $307,000 $0 $0 $755,918 172 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Hawthorn Roof Replacement Project #: 35007 Fund: 20–Hawthorns Fund PROJECT DESCRIPTION Conduct critical maintenance repairs to support the long-term preservation of a historical structure. Assess and replace historical building roof system on structures. FY23 SCOPE Deferred pending historic and structural evaluations of Hawthorns Historic Complex and Board direction on the main house. FY24 SCOPE If directed by the Board and based on the results of the Hawthorns Historic Complex Assessment and subsequent decisions, complete design, complete CEQA review and secure permits. Prepare bid package, solicit bids and award contract. Initiate construction. Complete bat survey. FY25 SCOPE Complete construction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 11,000 0 8,000 5,000 0 24,000 8202–Environmental/Planning Services 0 10,250 0 15,000 5,000 0 30,250 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 5,000 3,000 0 8,000 8205–Construction 0 0 0 275,000 82,500 0 357,500 Grand Total $0 $21,250 $0 $303,000 $95,500 $0 $419,750 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 21,250 0 303,000 95,500 0 419,750 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $21,250 $0 $303,000 $95,500 $0 $419,750 173Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Red Barn Roof Repair Project #: 35009 Fund: 40–General Fund Capital PROJECT DESCRIPTION Long term preservation of historical structure. Replace historical building roof system. FY23 SCOPE Begin implementation of roof repair recommendations. FY24 SCOPE Complete recommendations. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 11,000 5,000 5,000 0 0 21,000 8202–Environmental/Planning Services 0 115,500 25,000 10,000 0 0 150,500 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 15,000 5,000 3,000 0 0 23,000 8205–Construction 0 0 220,000 55,000 0 0 275,000 Grand Total $0 $141,500 $255,000 $73,000 $0 $0 $469,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 141,500 255,000 73,000 0 0 469,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $141,500 $255,000 $73,000 $0 $0 $469,500 174 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Structure Disposition Project #: 35010 Fund: 40–General Fund Capital PROJECT DESCRIPTION Assess condition of vacant structures and gather information to determine long term disposition. FY23 SCOPE Complete implementation actions for structures evaluated in FY22. Conduct research and assess conditions of an additional two to three structures. Develop disposition recommendations for Board consideration and direction. FY24 SCOPE Complete implementation actions for structures evaluated in FY23. Conduct research and assess conditions of an additional two to three structures. Develop disposition recommendations for Board consideration and direction. FY25 SCOPE Complete implementation actions for structures evaluated in FY24. Conduct research and assess conditions of an additional two to three structures. Develop disposition recommendations for Board consideration and direction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 11,000 11,000 11,000 0 33,000 8202–Environmental/Planning Services 0 0 181,500 181,500 181,500 0 544,500 8203–Inspection/Construction Monitoring 0 0 16,500 22,000 22,000 0 60,500 8204–Permitting Fees 0 1,000 30,000 30,000 30,000 0 91,000 8205–Construction 0 0 277,500 280,000 280,000 0 837,500 Grand Total $0 $1,000 $516,500 $524,500 $524,500 $0 $1,566,500 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 1,000 516,500 524,500 524,500 0 1,566,500 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $1,000 $516,500 $524,500 $524,500 $0 $1,566,500 175Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Hawthorns Historic Complex Structural Assessment Project #: 35011 Fund: 10–General Fund Operating PROJECT DESCRIPTION Perform structural assessment; analyze opportunities and constraints for rehabilitation, stabilization, or repair; identify regulatory requirements (including historic resource requirements and exemptions) for structure stabilization; and provide options with high-level cost estimates. FY23 SCOPE Complete memo of the research findings and site visit. Complete structural assessments and provide options with cost estimates. Present information to Board and receive direction on next steps. FY24 SCOPE TBD based on Board direction. FY25 SCOPE TBD based on Board direction. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 44,030 82,239 0 0 0 126,269 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $44,030 $82,239 $0 $0 $0 $126,269 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $44,030 $82,239 $0 $0 $0 $126,269 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $44,030 $82,239 $0 $0 $0 $126,269 176 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT 50th Anniversary Public Events and Activities Project #: 40013 Fund: 10–General Fund Operating PROJECT DESCRIPTION Year-long series of events and activities to commemorate 50 years of public open space preservation, restoration and connection. FY23 SCOPE Hold series of anniversary events, activities and anniversary gatherings. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 325,000 174,151 0 0 0 499,151 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $325,000 $174,151 $0 $0 $0 $499,151 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $325,000 $174,151 $0 $0 $0 $499,151 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $325,000 $174,151 $0 $0 $0 $499,151 177Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Tyler Munis Enterprise Resource Planning (ERP) Migration Project #: 50005 Fund: 10–General Fund Operating PROJECT DESCRIPTION Migrate Tyler New World ERP System to Tyler Munis, a modern cloud ERP that provides substantially more functionality than the current on-premise solution. The new functionality will streamline many finance and HR business processes and enable paperless workflows. FY23 SCOPE Investigate additional workflow automations for new Human Capital Management and Financial Management Modules. Retire associated Access databases. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 76,785 132,924 102,000 0 0 0 311,709 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $76,785 $132,924 $102,000 $0 $0 $0 $311,709 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $76,785 $132,924 $102,000 $0 $0 $0 $311,709 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $76,785 $132,924 $102,000 $0 $0 $0 $311,709 178 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Cybersecurity Audit Project #: 51705 Fund: 10–General Fund Operating PROJECT DESCRIPTION Due to growing cybersecurity risks, an external cybersecurity audit is needed to improve security posture. This audit will identify areas that need greater protection from cyber threats and provide recommendations to further secure critical infrastructure. FY23 SCOPE Develop scope of work, release RFQP, select consultant, and enter into contract. FY24 SCOPE Complete Cybersecurity Audit. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 25,000 35,000 0 0 60,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $35,000 $0 $0 $60,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $25,000 $35,000 $0 $0 $60,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $25,000 $35,000 $0 $0 $60,000 179Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Cybersecurity Implementation Project #: 51706 Fund: 10–General Fund Operating PROJECT DESCRIPTION Improve Midpen’s cybersecurity posture by implementing projects identified in the Cybersecurity Audit. FY23 SCOPE Project has not started yet. FY24 SCOPE Project has not started yet. FY25 SCOPE TBD Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 40,000 0 40,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $40,000 $0 $40,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $40,000 $0 $40,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $0 $40,000 $0 $40,000 180 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT District-wide Firewall Upgrade Project #: 51707 Fund: 40–General Fund Capital PROJECT DESCRIPTION Upgrade firewalls to provide additional information security. Midpen’s current firewalls are approaching 4 years in age. Due to the rapid change in technology and the growing need for additional security features new firewalls are required. FY23 SCOPE Conduct needs assessment to identify firewall needs over the next 3-5 years that take into account the growing security demands. FY24 SCOPE Procure and install firewalls. FY25 SCOPE Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8304–Communications/Network Infrastructure & Equipment 0 0 0 105,000 15,000 0 120,000 Grand Total $0 $0 $0 $105,000 $15,000 $0 $120,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 105,000 15,000 0 120,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $105,000 $15,000 $0 $120,000 181Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Preserve Use Permit System Project #: 51708 Fund: 10–General Fund Operating PROJECT DESCRIPTION The IT Master Plan recommends replacing the current legacy access database and manual process for preserve use permits using an online permit system to improve efficiencies, expand automation, and improve tracking and metrics. FY23 SCOPE Gather business requirements and conduct permit systems needs assessment. FY24 SCOPE Scope, research, and select permit management system. FY25 SCOPE Procure and Go-live with permit management system. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 35,000 75,000 0 110,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $35,000 $75,000 $0 $110,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $35,000 $75,000 $0 $110,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $0 $35,000 $75,000 $0 $110,000 182 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Ranger Laptop Refresh Project #: 51709 Fund: 10–General Fund Operating PROJECT DESCRIPTION Ranger laptops are over 5 years old and need upgrades to continue functioning properly. FY23 SCOPE Assess ranger laptop needs. Begin procuring, configuring and issuing ranger laptops. FY24 SCOPE Complete configuring and issuing of all ranger laptops. FY25 SCOPE Project completed in previous fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 60,000 60,000 0 0 120,000 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $60,000 $0 $0 $120,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $60,000 $60,000 $0 $0 $120,000 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 0 0 0 0 0 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $60,000 $60,000 $0 $0 $120,000 183Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Thornewood Residence Evaluation Project #: 61020 Fund: 40–General Fund Capital PROJECT DESCRIPTION Complete historic evaluation and structural evaluation of the Thornewood residence to inform repair plan of a historic structure. FY23 SCOPE TBD, based on board-approved direction given in late FY22. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 23,000 38,000 0 0 0 61,000 8202–Environmental/Planning Services 0 23,000 0 0 0 0 23,000 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 15,000 0 0 0 15,000 8205–Construction 0 0 200,000 0 0 0 200,000 Grand Total $0 $46,000 $253,000 $0 $0 $0 $299,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 46,000 253,000 0 0 0 299,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total 0 $46,000 $253,000 $0 $0 $0 $299,000 184 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Quam Residence Road Repair Project #: 61026 Fund: 40–General Fund Capital PROJECT DESCRIPTION Evaluate cost of driveway repair. Compare with potential rental revenue return for Quam residence and demolition cost. Bring to Board for decision on disposition of the structure. Either demolish the structure or repair driveway. FY23 SCOPE Develop bid package, solicit bids and award contract if total costs are less than $350,000. If costs are greater than $350,000 seek further board approval. FY24 SCOPE Complete construction. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 22,000 5,000 0 0 27,000 8204–Permitting Fees 0 0 12,500 0 0 0 12,500 8205–Construction 0 0 167,500 143,000 0 0 310,500 Grand Total $0 $0 $202,000 $148,000 $0 $0 $350,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 202,000 148,000 0 0 350,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $202,000 $148,000 $0 $0 $350,000 185Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT Radio System Assessment and Upgrade Project #: 65407 Fund: 40–General Fund Capital PROJECT DESCRIPTION Ensure District’s radio system remains operational and reliable. Provide radio coverage within new land acquisitions and address coverage gaps in existing high-use areas. FY23 SCOPE Continue installation of new radio system. Replace all handheld and vehicle radios. Conduct testing of new system. Once testing is complete, conduct final cleanup, cutover and final acceptance. FY24 SCOPE Project completed in prior fiscal year(s). FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 54,788 356,212 487,000 0 0 0 898,000 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8304–Communications/Network Infrastructure & Equipment 0 822,000 958,000 0 0 0 1,780,000 Grand Total $54,788 $1,178,212 $1,445,000 $0 $0 $0 $2,678,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 54,788 1,178,212 1,445,000 0 0 0 2,678,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $54,788 $1,178,212 $1,445,000 $0 $0 $0 $2,678,000 186 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n ASSETS AND ORGANIZATIONAL SUPPORT District Office Server Refresh Project #: None Fund: 40–General Fund Capital PROJECT DESCRIPTION Upgrade current server infrastructure. Midpen’s current server infrastructure (Nutanix) is currently around five years old. Modern server hardware will allow expanded remote work options and improved performance on enterprise applications, such as GIS and Cityworks. FY23 SCOPE Conduct server infrastructure needs assessment, research server infrastructure, and select servers hardware and software. FY24 SCOPE Purchase and set up new server infrastructure including new hardware and software. Migrate current virtual server infrastructure to new system. FY25 SCOPE Project completed in prior fiscal year(s). Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8303–Computer Equipment 0 0 90,000 10,000 0 0 100,000 Grand Total $0 $0 $90,000 $10,000 $0 $0 $100,000 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 0 0 90,000 10,000 0 0 100,000 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $0 $0 $90,000 $10,000 $0 $0 $100,000 187Section 3 • Budget and Action Plan FY23 ASSETS AND ORGANIZATIONAL SUPPORT Vehicle and Machinery/Equipment Purchases Project #: None Fund: 40–General Fund Capital PROJECT DESCRIPTION Provide necessary vehicles and equipment for Administrative and Field Office staff to further the District’s mission and meet project delivery and service delivery commitments. FY23 SCOPE Possibly replacing two vehicles and purchasing two additional maintenance trucks. Will assess the need for two additional pieces of equipment, possibly mid-size excavator and a transport trailer. FY24 SCOPE Unknown at this time. Will need to wait for Fleet Transition Plan to be completed to decide which vehicles will be purchased. FY25 SCOPE Unknown at this time. Will need to wait for Fleet Transition Plan to be completed to decide which vehicles will be purchased. Summary of Estimated Costs Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 5000-7000–Service & Supplies 0 0 0 0 0 0 0 8101–Real Estate Services 0 0 0 0 0 0 0 8201–Architect/Engineering Services 0 0 0 0 0 0 0 8202–Environmental/Planning Services 0 0 0 0 0 0 0 8203–Inspection/Construction Monitoring 0 0 0 0 0 0 0 8204–Permitting Fees 0 0 0 0 0 0 0 8205–Construction 0 0 0 0 0 0 0 8410–Machinery 35,370 95,000 400,000 165,000 165,000 0 860,370 8501–Vehicles 344,682 45,000 315,000 300,000 300,000 0 1,304,682 Grand Total $380,052 $140,000 $715,000 $465,000 $465,000 $0 $2,165,052 Funding Source Prior Year Actuals FY22 Estimated Actuals FY23 Budget FY24 Projections FY25 Projections Estimated Future Years Total 10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 20–Hawthorn Fund 0 0 0 0 0 0 0 30–Measure AA Capital 0 0 0 0 0 0 0 40–General Fund Capital 380,052 140,000 715,000 465,000 465,000 0 2,165,052 Grants/Partnerships/Other 0 0 0 0 0 0 0 Grand Total $380,052 $140,000 $715,000 $465,000 $465,000 $0 $2,165,052 188 Section 3 • Budget and Action Plan FY23 Se c t i o n 3 Ca p i t a l I m p r o v e m e n t a n d A c t i o n P l a n Section 4 Department Summaries Cloverdale Ranch Open Space Preserve (Midpen) 189Section 4 • Budget and Action Plan FY23 Se c t i o n 4 Bear Creek Redwoods Open Space Preserve (Alisha Laborico) 190 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Departments Overview Midpen is structured to deliver on project commitments in support of Midpen’s mission and goals and is organized by function into three business lines: Project Planning and Delivery, Visitor and Field Services, and Administrative Services. All business lines report to the General Manager and are structured as follows: ——————————————————————————––––––––––––—————————————————————————————— Administrative Services Business Line———————————————————————————––––––––––––——————————————————————————— Budget and Analysis———————————————————————————––––––––––––——————————————————————————— Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––——————————————————————————— Human Resources———————————————————————————––––––––––––——————————————————————————— Information Systems and Technology———————————————————————————––––––––––––——————————————————————————— Procurement——————————————————————————––––––––––––—————————————————————————————— Office of the General Counsel——————————————————————————––––––––––––—————————————————————————————— Office of the General Manager ———————————————————————————––––––––––––——————————————————————————— Public Affairs———————————————————————————––––––––––––——————————————————————————— Project Planning and Delivery Business Line ———————————————————————————––––––––––––———————————————————————————Engineering and Construction———————————————————————————––––––––––––——————————————————————————— Planning———————————————————————————––––––––––––——————————————————————————— Real Property——————————————————————————––––––––––––—————————————————————————————— Visitor and Field Services Business Line———————————————————————————––––––––––––———————————————————————————Land and Facilities———————————————————————————––––––––––––——————————————————————————— Natural Resources———————————————————————————––––––––––––——————————————————————————— Visitor Services——————————————————————————––––––––––––—————————————————————————————— This section identifies each of Midpen’s departments, their mission and core functions, staffing levels, objectives, performance metrics and proposed FY23 budget. 191Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Administrative Services Business Line MISSION STATEMENT Provide overall financial, human resources, information systems and other administrative support to serve Midpen’s mission and goals. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide financial management, budgeting and accounting services.——————————————————————————––––––––––––—————————————————————————————— Administer Human Resources programs and coordinate employee relations activities.——————————————————————————––––––––––––—————————————————————————————— Manage Midpen’s Information Technology and Geographic Information Systems and services.——————————————————————————––––––––––––——————————————————————————————Provide Midpen with an overall IT strategy that fosters organizational innovation and efficiencies. ——————————————————————————––––––––––––—————————————————————————————— Provide office management and public reception/customer service at the Administrative Office.——————————————————————————––––––––––––—————————————————————————————— Coordinate grant applications, awards and compliance.——————————————————————————––––––––––––—————————————————————————————— Manage Midpen procurement.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s CFO/Director of Administrative Services Controller Grants Program Manager Senior Finance and Accounting Technician (Half-time) Human Resources Manager HR Supervisor Training and Safety Specialist HR Technician HR Technician (Half-time) Management Analyst II Management Analyst II HR Intern IST Manager Data Administrator Applications Engineer IST Program Administrator IT Technician II IT Technician I GIS Program Administrator Data Analyst II Data Analyst I GIS Technician Finance Manager Accountant Senior Finance and Accounting Technician Accounting Technician (Half-time) Procurement and Contracts Specialist Administrative Assistant Senior Finance and Accounting Technician (Half-time) Budget and Analysis Manager Management Analyst II Management Analyst II Management Analyst I/II DEI Management Analyst I/II IST Intern 192 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Accountant 1 1 1 1 1 0 Accounting Technician 0.5 0.5 0.5 0.5 0.5 0 Administrative Assistant 1 1 1 1 1 0 Applications Engineer 1 1 1 1 1 0 Budget & Analysis Manager 1 1 1 1 1 0 Controller 0.25 0.25 0.25 0.25 0.25 0 Data Administrator 1 1 1 1 1 0 Data Analyst I/II 2 2 2 2 2 0 Finance Manager 1 1 1 1 1 0 GIS Program Administrator 1 1 1 1 1 0 GIS Technician 0 0 0 1 1 0 Grants Program Manager (formerly Grants Specialist) 1 1 1 1 1 0 Human Resources Manager 1 1 1 1 1 0 Human Resources Supervisor 1 1 1 1 1 0 Human Resources Technician 1.5 1.5 1.5 1.5 1.5 0 IST Manager 1 1 1 1 1 0 IT Program Administrator 1 1 1 1 1 0 IT Technician I/II 2 2 2 2 2 0 Management Analyst I/II (Budget & Analysis)2 2 2 2 2 0 Management Analyst I/II (DEI)0 0 0 0 1 1 Management Analyst I/II (Grants)0 0 0 0 1 1 Management Analyst I/II (Human Resources)2 2 2 2 2 0 Procurement and Contracts Specialist 1 1 1 1 1 0 Senior Finance and Accounting Technician 1 2 2 2 2 0 Training and Safety Specialist 1 1 1 1 1 0 Total FTE 25.25*26.25*26.25*27.25**29.25***2 *Not included in the FTE count is 1 HR Intern and 1 limited term GIS Technician. **Not included in the FTE count is 1 HR Intern. ***Not included in the FTE count is 1 HR Intern and 1 IST Intern. 193Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Administrative Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 50005 Tyler Munis Enterprise Resource Planning (ERP) Migration FY2023 Goal 4 51705 Cybersecurity Audit FY2024 Goal 4 51706 Cybersecurity Implementation FY2028 Goal 4 51707 District-wide Firewall Upgrade FY2024 Goal 4 51708 Preserve Use Permit System FY2025 Goal 4 51709 Ranger Laptop Refresh FY2024 Goal 4 None District Office Server Refresh FY2024 Goal 4 Supporting Computer System Failover (Off-site)FY2025 Goal 4 Supporting Fleet Management FY2025 Goal 4 Supporting GIS Strategic Plan FY2024 Goal 4 Supporting IT Master Plan Update FY2026 Goal 3 & 4 Supporting Public GIS Hub FY2023 Goal 4 Supporting SharePoint – Document Management System FY2024 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 4 Number of job recruitments completed within target timeline 32 21 32 32 Goal 4 Employee retention rate ≥90%93%≥90%≥90% Goal 4 Percent of FTEs using web and mobile enterprise GIS 40%40%40%40% Goal 4 Percent of total District files in Office 365 60%57%60%60% Goal 4 Percent spent of adopted and final adjusted budget 90% / 90%92%/90%90% / 90%90% / 90% Goal 4 Budget Book receives GFOA Award for Distinguished Budget Presentation Yes Yes Yes Yes Goal 4 Annual Report receives GFOA Award of Excellence in Financial Reporting for the Annual Report Yes Yes Yes Yes Goal 4 Annual Report issued with unmodified opinion Yes Yes Yes Yes Goal 4 General Fund reserve balance policy target met Yes Yes Yes Yes Goal 4 Legal Debt limit not exceeded Yes Yes Yes Yes Goal 4 Credit Rating from Fitch’s and Standard and Poor’s AAA AAA AAA AAA Goal 4 Percent of electronic invoice payments 50%64%60%65% 194 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Administrative Services Salaries and Benefits $5,239,750 $5,791,536 $6,258,011 $466,475 8% Services and Supplies 1,563,791 2,181,406 2,053,672 (127,734) - 6% Total Operating Expenditures 6,803,541 7,972,942 8,311,683 338,741 4% General Fund Capital 0 62,000 90,000 28,000 45% Measure AA Capital 0 0 0 0 0% Total Capital Expenditures 0 62,000 90,000 28,000 45% Total Administrative Services Expenditures $6,878,541 $8,034,942 $8,401,683 $366,741 5% Note: Salaries & Benefits increase includes annual PERS Unfunded Liability contribution in addition to step increases and an addition of 2 FTEs and 2 interns. General Fund Capital includes the District Office Server Refresh project. Skyline Ridge Open Space Preserve (Caroline Lambert) 195Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Engineering and Construction Department MISSION STATEMENT Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital improvement projects.——————————————————————————––––––––––––—————————————————————————————— Provide design, project management, construction management and/or construction oversight of large-scale capital projects.——————————————————————————––––––––––––—————————————————————————————— Ensure that capital projects comply with all necessary requirements and regulations related to construction, including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––—————————————————————————————— Develop and assist with cost estimations and constructability assessments during the planning, scoping and early design phase of capital projects.——————————————————————————––––––––––––—————————————————————————————— Stay abreast of current codes and construction regulations and ensure Midpen’s construction standards remain current.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Engineering and Construction Manager Administrative Assistant (shared with Planning) Senior Capital Project Manager Capital Project Manager II Capital Project Manager III Senior Capital Project Manager Capital Project Manager III Capital Project Manager III 196 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Capital Project Manager II 1 1 1 1 1 0 Capital Project Manager III 3 3 3 3 3 0 Engineering and Construction Manager 1 1 1 1 1 0 Senior Capital Project Manager 2 2 2 2 2 0 Total FTE 7 7 7 7 7 0 Administrative Assistant is shared with Planning but budgeted within the Planning Department. Engineering and Construction aligns project deliverables to the Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––——————————————————————————————Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Purisima Creek Redwoods Open Space Preserve (Vivian Lou) 197Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 31202-11-100000 Administrative Office (AO) Facility FY2023 Goal 2 & 3 31901 ADA Barrier Removal Ongoing Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking – Feasibility Study FY2025 Goal 4 35004 Sierra Azul Ranger Residence FY2024 Goal 4 35006 Kennedy Trailhead Parking Area Improvement FY2027 Goal 4 35007 Hawthorn Roof Replacement FY2024 Goal 4 35008 Kennedy Trail Retaining Wall FY2024 Goal 2 & 4 35009 Red Barn Roof Repair FY2024 Goal 4 35010 Structure Disposition FY2024 Goal 1 35011 Hawthorns Historic Complex Structural Assessment TBD Goal 2 35012 Driscoll Ranch New Agricultural Well FY2025 Goal 3 & 4 35013 Fremont Older Parking Lot Improvements FY2025 Goal 3 35014 Guadalupe Creek Crossing Replacement FY2025 Goal 3 & 4 35015 Rancho San Antonio Road Repair FY2024 Goal 2 35016 Toto Ranch New Agricultural Well(s)FY2025 Goal 1 & 3 MAA03-009 Purisima-to-the-Sea Parking FY2029 Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2023 Goal 4 MAA05-009 La Honda Creek Redwood Cabin Removal and Site Restoration FY2024 Goal 3 MAA05-012 Paulin Culvert/Bridge Improvements FY2025 Goal 3 MAA05-013 La Honda Parking and Trailhead Access – Implementation FY2029 Goal 3 & 4 MAA21-004 Bear Creek Stables Project FY2024 Goal 3 MAA21-006 Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 4 Percent of projects finished within Board approved budget (base bid and contingency) 80%100%80%80% Goal 4 Percent of projects finished within schedule indicated at the time of award of contract 80%69%80%80% 198 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Engineering and Construction Salaries and Benefits $1,108,242 $1,206,827 $1,239,826 $32,999 3% Less: MAA Reimbursable Staff (200,258)(258,414)(132,647)125,767 - 49% Net Salaries and Benefits 907,984 948,413 1,107,179 158,766 17% Services and Supplies 34,535 190,319 247,785 57,466 30% Total Operating Expenditures 942,519 1,138,732 1,354,964 216,232 19% Hawthorns Capital 0 47,300 0 (47,300)- 100% Total Hawthorns Expenditures 0 47,300 0 (47,300)- 100% General Fund Capital 11,400,197 19,634,983 3,276,100 (16,358,883)- 83% Measure AA Capital 2,305,446 5,814,803 6,935,222 1,120,419 19% Total Capital Expenditures 13,705,643 25,449,786 10,211,322 (15,238,464)- 60% Total Engineering and Construction Expenditures $14,648,162 $26,635,818 $11,566,286 ($15,069,532)- 57% Note: General Fund Capital includes a reduction of $16.4 million for the one-time expense of completion of the new Administrative Office building. Coal Creek Open Space Preserve (Midpen) 199Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Office of the General Counsel MISSION STATEMENT Provide legal services and counsel to the Board of Directors, Committees and Midpen departments. CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————Provide legal review and advice to the Midpen Board and staff.——————————————————————————––––––––––––—————————————————————————————— Represent Midpen in litigation and legal matters with outside agencies.——————————————————————————––––––––––––—————————————————————————————— Administer Midpen’s risk management program.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart General Counsel Assistant General Counsel Management Analyst--Risk Management Executive Assistant Los Trancos Open Space Preserve (Karl Gohl) 200 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Amended FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Assistant General Counsel 1 1 1 1 1 0 General Counsel 1 1 1 1 1 0 Executive Assistant 1 1 1 1 1 0 Management Analyst – Risk Management 0.5 0.5 1 1 1 0 Total FTE 3.5 3.5 4 4 4 0 General Counsel aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––——————————————————————————————Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 & 4 Supporting Design-Build Legislation FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget General Counsel Salaries and Benefits $700,216 $801,859 $923,286 $121,427 15% Services and Supplies 59,742 98,985 96,710 (2,275)- 2% Total Operating Expenditures 759,957 900,844 1,019,996 119,152 13% Total General Counsel Expenditures $759,957 $900,844 $1,019,996 $119,152 13% Note: Salaries and benefits increase includes additional temporary legal assistance. 201Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Office of the General Manager MISSION STATEMENT Responsible for the overall operation of Midpen. Under policy direction from the Board of Directors, the General Manager carries out Midpen’s adopted Strategic Plan goals and objectives and Vision Plan priority actions and works through the executive team to provide leadership, direction, resources and tools to Midpen departments to ensure effective, efficient, and financially-prudent project and service delivery for public benefit. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide leadership, oversight and direction for Midpen functions.——————————————————————————––––––––––––——————————————————————————————Accomplish the goals and objectives set out in the Board of Directors’ Strategic Plan.——————————————————————————––––––––––––—————————————————————————————— Implement Midpen’s Vision Plan priority actions.——————————————————————————––––––––––––—————————————————————————————— Ensure that Midpen’s policies and procedures are fiscally sustainable.——————————————————————————––––––––––––—————————————————————————————— Provide legislative support to the Board of Directors, including duties associated with the Board of Directors’ agenda and actions, officiating all Midpen elections and maintaining all official records.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart General Manager Executive Assistant/Deputy District Clerk District Clerk/ Assistant to the General Manager CFO Director of Administrative Services Project Planning and Delivery Assistant General Manager Visitor and Field Services Assistant General Manager Management Analyst II Administrative Assistant Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant 1 1 1 1 1 0 Assistant General Manager 2 2 2 2 2 0 Chief Financial Officer 1 1 1 1 1 0 District Clerk/Assistant to General Manager 1 1 1 1 1 0 Executive Assistant/Deputy Clerk 1 1 1 1 1 0 General Manager 1 1 1 1 1 0 Management Analyst I/II 1 1 1 1 1 0 Total FTE 8 8 8 8 8 0 202 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s General Manager aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 10001 Records Management FY2023 Goal 4 10002 San Mateo County Master Permit FY2024 Goal 3 10003 Diversity, Equity, and Inclusion Program Actions FY2027 Goal 4 10004 FOSM Update FY2024 Goal 3 10005 Purisima Preserve Multimodal Access – Implementation FY2026 Goal 2 & 3 31901 ADA Barrier Removal Ongoing Goal 3 MAA11-003 Rancho San Antonio (RSA) Multimodal Access – Implementation FY2025 Goal 1 & 3 VP11-001 Rancho San Antonio (RSA) Multimodal Access – Implementation FY2024 Goal 3 Supporting Cooley Landing Site Use Agreements FY2023 Goal 2 Supporting Fire Suppression Program: Review Staffing, Equipment and Training FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 1 Number of public meetings held per year 60 65 60 60 Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget General Manager Salaries and Benefits $1,807,586 $1,855,225 $1,925,413 $70,188 4% Services and Supplies 240,624 402,125 625,190 223,065 55% Total Operating Expenditures 2,048,210 2,257,350 2,550,603 293,253 13% Total General Manager Expenditures $2,048,210 $2,257,350 $2,550,603 $293,253 13% Note: Services and Supplies increase is due to two new partnership projects and Rancho San Antonio Multimodal Access–Implementation (non-MAA eligible) and Diversity, Equity, Inclusion Program Actions projects. 203Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Land and Facilities Services Department MISSION STATEMENT Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands, that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––—————————————————————————————— Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––—————————————————————————————— Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––—————————————————————————————— Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––—————————————————————————————— Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––—————————————————————————————— Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————Manage the District’s fleet of vehicles and equipment for staff use. ——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Land and Facilities Manager Senior Property Management Specialist Foothills Area Manager Capital Field Projects Manager Skyline Area Manager Facilities Maintenance Supervisor Facilities Maintenance Specialist Management Analyst II Property Management Specialist II Field Resource Specialist Modified Duty Staff Property Management Specialist II Administrative Assistant Maintenance Supervisors Maintenance Supervisors Administrative Assistant Maintenance Supervisors Field Resource Specialist Administrative Assistant Property Management Specialist I/II Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Equipment Mechanics/ Operators Open Space Technicians (Lead, Regular, and Seasonal) Farm Maintenance Worker 204 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant 3 3 3 3 3 0 Area Manager 2 2 2 2 2 0 Capital Projects Field Manager 1 1 1 1 1 0 Equipment Mechanic/Operator 7 7 7 8 8 0 Facilities Maintenance Specialist 1 1 1 1 1 0 Facilities Maintenance Supervisor 1 1 1 1 1 0 Farm Maintenance Worker 1 1 1 1 1 0 Field Resource Specialist 0 0 0 1 2 1 Land and Facilities Manager 1 1 1 1 1 0 Lead Open Space Technician 6 7 7 7 8 1 Maintenance Supervisor 6 6 6 6 6 0 Management Analyst I/II 1 1 1 1 1 0 Open Space Technician 15 15 15 15 15 0 Property Management Specialist I/II 2 2 2 2 3 1 Seasonal Open Space Technician 8.3 8.3 8.3 8.3 8.3 0 Senior Property Management Specialist 1 1 1 1 1 0 Total FTE 56.3 57.3 57.3 59.3 62.3 3 205Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Land and Facilities Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 61017 Fuel Reduction Implementation FY2031 Goal 4 61020 Thornewood Residence Evaluation FY2023 Goal 2 61023 Los Gatos Creek Watershed – Wildland Fire Resiliency FY2025 Goal 2 61024 Lobitos Creek Fencing FY2024 Goal 3 & 4 61025 FFO Trail Bridge Replacements FY2025 Goal 4 61026 Quam Residence Road Repair FY2024 Goal 3 61027 Rancho San Antonio ADA Path to Deer Hollow Farm FY2027 Goal 2 61028 SCC Forest Health & Wildfire – Wildland Fire Resiliency FY2023 Goal 3 61029 Monte Bello Black Mountain Trail Extension FY2028 Goal 2 61030 Toto Ranch Agricultural Plan FY2024 Goal 1 & 2 61031 Wildland Fire Resiliency Partnership Project TBD Goal 1 & 3 MAA03-010 Purisima-to-the-Sea Trail FY2030 Goal 3 MAA05-007 La Honda Creek Phase II Trail Connections FY2026 Goal 2 MAA05-011 Lone Madrone Ranch Fence Installation FY2024 Goal 2 MAA05-014 Lone Madrone Corrals FY2026 Goal 3 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2024 Goal 2 & 3 MAA13-002 Cloverdale Road and Trail Renovation TBD Goal 3 MAA16-001 Long Ridge Trail Connection to Eagle Rock and Devils Canyon FY2026 Goal 3 MAA20-004 Spooky Knoll Trail/new Hwy 17 Trail Connections TBD Goal 3 & 4 MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP FY2024 Goal 3 & 4 Supporting Bear Creek Stables Operator RFP/Lease FY2023 Goal 2 & 4 Supporting Fleet Transition Plan FY2023 Goal 4 N/A Vehicle and Machinery/Equipment Purchases Ongoing For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 206 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 3 Miles of single-track trail brushed annually 84 84 75 75 Goal 3 Miles of trails built annually 2 2.5 2 1 Goal 2 Percentage of work completed of enhanced fire management within Tier 1 or Tier 2 priority areas N/A N/A N/A 85% Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Land and Facilities Salaries and Benefits $6,447,561 $7,210,449 $7,996,667 786,218 11% Less: MAA Reimbursable Staff Costs (249,318)(193,321)(194,170)(849)0% Net Salaries and Benefits 6,198,243 7,017,128 7,802,497 785,369 11% Services and Supplies 3,642,564 4,742,204 4,047,466 (694,738)- 15% Total Operating Expenditures 9,840,807 11,759,332 11,849,963 90,631 1% Services and Supplies 23,186 77,200 37,200 (40,000)- 52% Total Hawthorns Expenditures 23,186 77,200 37,200 (40,000)- 52% General Fund Capital 658,816 1,656,925 1,403,500 (253,425)- 15% Measure AA Capital 646,785 419,821 541,720 121,899 29% Total Capital Expenditures 1,305,601 2,076,746 1,945,220 (131,526)- 6% Total Land and Facilities Expenditures $11,169,593 $13,913,278 $13,832,383 ($80,895)- 1% Note: Increase in Salaries and Benefits is due primarily to the 3 new FTEs which will help with the additional support needed for projects focused on fire suppression and sustainable agricultural improvements. The decreases in Services and Supplies is due to no longer carrying funds for the satellite Administrative Office leases and completion of some large projects in FY22. Skyline Ridge Space Preserve (Ken Lunders) 207Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Natural Resources Department MISSION STATEMENT Protect and restore the natural diversity and integrity of Midpen’s resources for their value to the environment and the public and provide for the use of the preserves consistent with resource protection. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Plan, implement, and design projects to protect and restore the natural resources.——————————————————————————––––––––––––—————————————————————————————— Comply with the California Environmental Quality Act and resource agency regulation requirements.——————————————————————————––––––––––––—————————————————————————————— Work with other entities to obtain funding, plan for, and protect Midpen and regional natural resources.——————————————————————————––––––––––––——————————————————————————————Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Natural Resources Manager Senior Resource Management Specialist Earth Sciences Administrative Assistant (shared with Real Property) Senior Resource Management Specialist Vegetation Senior Resource Management Specialist Wildlife Water Resources Specialist Management Analyst I Resource Management Specialist III (IPM Coordinator) Resource Management Specialist II Resource Management Specialist II Resource Management Specialist I/II Resource Management Specialist II Resource Management Specialist II Natural Resources Intern Natural Resources Intern 208 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Management Analyst I/II 0 1 1 1 1 0 Natural Resources Manager 1 1 1 1 1 0 Resource Management Specialist I/II 4 4 4 4 5 1 Resource Management Specialist III (IPM Coordinator) 1 1 1 1 1 0 Senior Resource Management Specialist 3 3 3 3 3 0 Water Resources Specialist 1 1 1 1 1 0 Total FTE 10*11**11**11**12**1 Administrative Assistant is shared with Real Property but budgeted within the Real Property Department. *Not included in the FTE count are 2 Natural Resources Interns and a limited term Climate Resiliency Fellow. **Not included in the FTE count are 2 Natural Resources Interns. Natural Resource aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission ——————————————————————————––––––––––––—————————————————————————————— Thornewood Open Space Preserve (Frank Mao) 209Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 61014 Bear Creek Stables Road Drainage Repairs FY2023 Goal 2 80003-10 Wildland Fire Resiliency Program FY2024 Goal 2 80054 Badger/Burrowing Owl Habitat Assessment FY2024 Goal 2 80058 Districtwide Aquatic Habitat Assessment and eDNA Collection FY2024 Goal 2 80059 Groundwater Well Decommissioning FY2025 Goal 1 80063 Districtwide Vegetation Mapping FY2023 Goal 2 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2023 Goal 1 80066 Amah Mutsun Land Trust Native Garden FY2025 Goal 2 80069 Mountain Lion Collaring Effort – Rancho San Antonio/Foothills Area Preserve FY2026 Goal 1 & 2 80070 Carbon Storage Study – Pilot Project, San Gregorio Watershed FY2025 Goal 2 80072 Irish Ridge Restoration FY2028 Goal 2 80073 Oversight of Lehigh Quarry Activities FY2023 Goal 1 80074 Science Advisory Panel FY2025 Goal 2 80075 Aquatic Habitats Climate Resiliency Plan FY2025 Goal 2 80076 CEQA Review for IPM Program FY2025 Goal 1 & 3 80077 Ethnobotanical Inventory for Tribal Partnerships FY2026 Goal 2 80078 Locally Sourced Native Seed Production Site FY2028 Goal 2 80079 Miramontes Ridge Reforestation FY2031 Goal 1 & 3 80080 Native Plant-Pollinator Demonstration Garden FY2031 Goal 2 80081 Pescadero Watershed Sediment Reduction Implementation FY2030 Goal 2 80082 San Gregorio Water Quality Improvement Plan FY2030 Goal 2 80083 Santa Cruz Kangaroo Rat Habitat and Population Management Project FY2025 Goal 2 80084 Remediation of Planting Sites FY2024 Goal 2 MAA01-006 Madonna Creek Fish, Water Supply, and Bridge Replacement FY2026 Goal 2 MAA02-004 Stevens Creek Shoreline Nature Area Restoration FY2028 Goal 1 & 3 MAA03-002 Purisima Upland Site Clean up and Soil Remediation FY2024 Goal 2 MAA03-007 Purisima-to-the-Sea Habitat Enhancement and Water Supply Improvement Plan FY2025 Goal 2 MAA03-011 Lobitos Creek Fisheries Restoration FY2029 Goal 2 MAA05-010 Restoration Forestry Demonstration Project FY2026 Goal 2 MAA07-008 Lower Turtle Pond Repair FY2025 Goal 2 MAA13-001 Cloverdale – Infrastructure Upgrades and Improvements FY2030 Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2030 Goal 1 & 2 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2024 Goal 2 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2023 Goal 2 VP22-001 Alma Bridge Road Newt Passage FY2023 Goal 2 VP22-002 Alma Bridge Road Wildlife Passage FY2026 Goal 2 Supporting Agricultural Policy FY2023 Goal 2 Supporting Drought Response and Resiliency Plan FY2024 Goal 2 & 3 Supporting Water Quality Monitoring Program FY2024 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 210 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 1 Proportion of special status species managed: enhance habitat for a majority of rare, threatened, or endangered plant and animal species found on Midpen lands. 70%61%70%70% Goal 1 Acres managed: enhance environmental quality by treating Midpen lands for invasive weeds, restoring degraded sites, and managing wildland fire fuels. 70% of Acreage Specific in Annual IPM Plan 41% of Acreage Specific in Annual IPM Plan 70% of Acreage Specific in Annual IPM Plan 70% of Acreage Specific in Annual IPM Plan Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Natural Resources Salaries and Benefits $1,656,117 $1,778,648 $2,026,373 $247,725 14% Less: MAA Reimbursable Staff Costs (13,752)(91,919)(77,573)14,346 - 16% Net Salaries and Benefits 1,642,356 1,686,729 1,948,800 262,071 16% Services and Supplies 2,011,441 3,275,223 3,217,194 (58,029)- 2% Total Operating Expenditures 3,653,806 4,961,952 5,165,994 204,042 4% General Fund Capital 48,559 161,000 155,000 (6,000)- 4% Measure AA Capital 785,080 1,316,919 1,924,073 607,154 46% Total Capital Expenditures 833,639 1,477,919 2,079,073 601,154 41% Total Natural Resources Expenditures $4,487,445 $6,439,871 $7,245,067 $805,196 13% Note: Salaries and Benefits increase includes the addition of a Resource Management Specialist I/II and lower MAA Reimbursable labor expected next year. Measure AA Capital contains several large projects, including Wildlife Corridor: Highway 17 Crossing, Purisima-to-the-Sea Habitat Enhancement, and Bear Creek Redwoods- Alma College Cultural Landscape Rehabilitation. Cloverdale Ranch Space Preserve (Midpen) 211Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Planning Department MISSION STATEMENT Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies and community organizations to facilitate planning and development of recreation facilities and of public use; encourage public input and involvement in Midpen’s decision-making process and other activities; participate in the public review processes of land use plans of other agencies and development proposals that affect Midpen’s mission; and follow management policies for quality care of the land and provision of public access appropriate to the nature of the land, and consistent with ecological values and public safety. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––—————————————————————————————— Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––—————————————————————————————— Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for project planning and early design (e.g., California Environmental Quality Act, American for Disabilities Act, National Preservation Act, etc.).——————————————————————————––––––––––––—————————————————————————————— Support Grants Program in seeking partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan, Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––—————————————————————————————— Participate in long-term, multi-year regional planning and coordination efforts (e.g., San Francisco Bay Trail, Bay Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to open space preservation and public access.——————————————————————————––––––––––––—————————————————————————————— Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––—————————————————————————————— Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––—————————————————————————————— Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––—————————————————————————————— Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––—————————————————————————————— 212 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Planning Manager Administrative Assistant (shared with E&C) Senior Planner Senior Planner Senior Planner Planner II Planner II Planner III Planner II Planner III Planner I Planning Intern Planning Intern Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant*1 1 1 1 1 0 Planner I/II 4 4 4 4 4 0 Planner III 3 3 2 2 2 0 Planning Manager 1 1 1 1 1 0 Senior Planner 2 2 3 3 3 0 Total FTE 11 11 11 11**11**0 *Administrative Assistant is shared with Engineering and Construction but budgeted within the Planning Department. **Not included in the FTE count are 2 Planning Interns. Planning aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— 213Section 4 • Budget and Action Plan FY23 Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking – Phase I Feasibility Study and Phase II Concept Design FY2025 Goal 3 31904 Purisima Preserve Multimodal Access Study FY2023 Goal 2 & 3 31905 Basic Policies for the Coastal Annexation Area FY2025 Goal 3 31907 Johnston Ranch Loop Trail and Parking Area FY2026 Goal 3 31908 Long Ridge Parking – Feasibility Study FY2026 Goal 4 35006 Kennedy Trailhead Parking Area Improvement FY2027 Goal 1 & 3 MAA03-005 Purisima-to-the-Sea Trail and Parking Area – Phase I Feasibility Study FY2023 Goal 1 & 3 MAA03-012 Purisima-to-the-Sea Comprehensive Use and Management Plan FY2024 Goal 1 & 3 MAA06-002 Hawthorns Area Plan FY2026 Goal 1 & 3 MAA07-013 La Honda Event Center Area Plan FY2027 Goal 1 & 3 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2026 Goal 3 VP05-002 La Honda Creek Parking and Trailhead Access – Feasibility Study FY2027 Goal 3 VP21-005 Bear Creek Redwoods North Parking Area FY2029 Goal 4 Supporting Historic Resources Procedural Guide/Library FY2024 Goal 3 Supporting Regional Trails and Active Transportation/Access to Open Space Planning and Coordination FY2025 Goal 3 Supporting Trail Information System FY2025 Goal 3 Supporting Trail Junction Numbering System FY2024 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 1 Number of projects leveraged with partnerships 90% of annual target (Target 3 projects) 100% (6 projects) 90% of annual target (Target 3 projects) 90% of annual target (Target 3 projects) Goal 3 % of planning milestones completed for a project 90% of annual target (Target 6 project milestones) 100% (6 milestones met) 90% of annual target (Target 6 project milestones) 90% of annual target (Target 6 project milestones) 214 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Planning Salaries and Benefits $1,491,760 $1,727,229 $1,844,472 $117,243 7% Less: MAA Reimbursable Staff (79,937)(75,645)(92,599)(16,954)22% Net Salaries and Benefits 1,411,823 1,651,584 1,751,873 100,289 6% Services and Supplies 40,252 674,783 374,714 (300,069)- 44% Total Operating Expenditures 1,452,075 2,326,367 2,126,587 (199,780)- 9% Hawthorns Capital 0 0 0 0 0% Total Hawthorns Expenditures 0 0 0 0 0% General Fund Capital 12,415 33,000 0 (33,000)- 100% Measure AA Capital 1,038,881 1,021,645 916,099 (105,546)- 13% Total Capital Expenditures 1,051,296 1,054,645 916,099 (138,546)- 13% Total Planning Expenditures $2,503,371 $3,381,012 $3,042,686 ($338,326)- 10% Note: General Fund Operating budget decrease due to moving the Rancho San Antonio Multimodal Access– Implementation (non-MAA eligible) project to the General Manager’s Office and lower budget to complete the La Honda Creek Parking and Trailhead Access–Phase I Feasibility Study project (additional budget is expected in FY24 to move feasibility study elements into design and environmental review). General Fund Capital decrease due to replacing the Kennedy Restroom Replacement project with Kennedy Trailhead Parking Area Improvement project which will start in FY24. Purisima Creek Redwoods Open Space Preserve (Charlotte Lungren) 215Section 4 • Budget and Action Plan FY23 Public Affairs Department MISSION STATEMENT Build trust by making clearly visible to the public the purposes and actions of Midpen, and actively encouraging public input and involvement in Midpen’s decision-making process and other activities. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Maximize public awareness and understanding of Midpen and its activities.——————————————————————————––––––––––––—————————————————————————————— Engage the public through outreach and communication efforts that educate and involve the community and expand Midpen’s capacity to reach diverse audiences.——————————————————————————––––––––––––——————————————————————————————Collect and evaluate constituent feedback and recommend action.——————————————————————————––––––––––––—————————————————————————————— Review and recommend legislation that affects and/or benefits Midpen’s ability to carry out its mission.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Public Affairs Manager Administrative Assistant Public Affairs Specialist II Government Affairs Specialist Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Specialist II Public Affairs Intern Public Affairs Intern Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant 1 1 1 1 1 0 Governmental Affairs Specialist 1 1 1 1 1 0 Public Affairs Manager 1 1 1 1 1 0 Public Affairs Specialist I/II 3 5 4 4 4 0 Total FTE 6*8 7 7*7**0 *Not included in the FTE count is 1 Public Affairs Intern and 1 limited term Public Affairs Specialist. **Not included in the FTE count are 2 Public Affairs Interns and 1 limited term Public Affairs Specialist. 216 Section 4 • Budget and Action Plan FY23 Public Affairs aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––—————————————————————————————— Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 2 & 3 40013 50th Anniversary Public Events and Activities FY2023 Goal 3 & 4 Supporting Customer Relationship Management (CRM)FY2023 Goal 1 & 4 Supporting Design-Build Legislation FY2023 Goal 2 & 3 Supporting Good Neighbor Policy Update FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 3 Total reach of Midpen communications channel outreach N/A 3,660,000 2 million 2.5 million Goal 3 Percentage of ideas pitched to media that become stories N/A 69%51%51% Goal 3 Percent of information requests/complaints answered within two business days 90%95%90%90% Goal 1 & 4 Percentage of governmental agency partners engaged N/A 71%80%67%* *Note: The percentage drop reflects the fact that there are more opportunities in FY23 for engagement and outreach, as well as the frequency of engagement for cities is adjusted compared to prior years. In FY23, along with our previous annual contacts, the list of governmental agency partners and individuals also includes prospective elected official candidates in key districts, and new state and federal delegation members as a result of redistricting. As a result, although the total count for engagement will increase, the percentage of all individuals and agencies contacted will go down. Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Public Affairs Salaries and Benefits $1,003,523 $1,191,021 $1,272,581 $81,560 7% Services and Supplies 449,198 1,204,292 912,730 (291,562)- 24% Total Operating Expenditures 1,452,721 2,395,313 2,185,311 (210,002)- 9% Total Public Affairs Expenditures $1,452,721 $2,395,313 $2,185,311 ($210,002)- 9% Note: Salaries and Benefits increase reflects an additional intern. Services and Supplies decrease is due to the winding down of Midpen’s 50th Anniversary Public Events and Activities project. 217Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Real Property Department MISSION STATEMENT Purchase or otherwise acquire interest in strategic open space land; connect Midpen open space lands with federal, state, county, city, and other protected open space lands, parklands and watershed lands. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Provide comprehensive land conservation planning and analysis to guide the land purchase program in coordination with other departments.——————————————————————————––––––––––––—————————————————————————————— Create and take advantage of opportunities to conserve a greenbelt of protected open space lands along the ridgelines, foothills and baylands.——————————————————————————––––––––––––—————————————————————————————— Provide technical assistance to protect and secure Midpen public open space property rights and interests (including fee and easement interests).——————————————————————————––––––––––––—————————————————————————————— Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land conservation and protection.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Real Property Manager Senior Real Property Agent Planner III Real Property Specialist I/II Administrative Assistant (shared with Natural Resources) Russian Ridge Open Space Preserve (Katie Nelson) 218 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant*1 1 1 1 1 0 Planner III 1 1 1 1 1 0 Real Property Manager 1 1 1 1 1 0 Real Property Specialist I/II 1 1 1 1 1 0 Senior Real Property Agent 1 1 1 1 1 0 Total FTE 5 5 5 5 5 0 *Administrative Assistant is shared with Natural Resources but budgeted within the Real Property Department. Real Property aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space and agricultural lands——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 1 & 3 20125 Cal-Water Land Exchange, Teague Hill Preserve FY2025 Goal 1 & 2 MAA01-005 Johnston Ranch Land Acquisition FY2023 Goal 1 & 3 MAA03-006 South Cowell Upland Land Conservation FY2023 Goal 1 VP06-002 El Mirador Land Conservation FY2025 Goal 1 VP08-001 Upper San Gregorio Land Conservation FY2023 Goal 1 VP08-002 Upper Alpine Creek Land Conservation FY2025 Goal 1 VP10-003 Transfer of Upper Alpine Road from San Mateo County FY2025 Goal 1 & 2 VP13-001 Cloverdale Ranch Land Opportunity FY2024 Goal 1 VP14-001 California Riding & Hiking Trails FY2023 Goal 1 & 2 VP15-001 Redwood Forest Land Opportunity FY2024 Goal 1 VP15-005 Upper Oil Creek Redwood Land Conservation FY2025 Goal 1 VP22-003 San Jose Water Company Lands FY2023 Goal 1 VP23-004 Mt. Umunhum Land Conservation FY2025 Goal 1 & 3 VP24-002 Valley Water Exchange Agreement at Rancho de Guadalupe Area of Sierra Azul Preserve FY2025 Goal 1 & 2 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2025 Goal 1 & 2 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2023 Goal 1 & 3 N/A Districtwide purchase options and low-value Land Fund Ongoing Goal 1 & 4 Supporting Land Conservation Guidance Document FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 219Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 1 Land Conservation N/A 686.02 686 5,105 Goal 1 Total number of acres protected (preserved) N/A 65,153 65,839 70,944 Goal 2 Land Conservation Connectivity N/A Advanced the Purisima- to-the-Sea regional trail project, made strides towards filling in gaps in the Bay Area Ridge Trail at El Sereno OSP to Sanborn County Park, and got closer to obtaining all property rights needed for the future Mt. Umunhum-to- the-Sea trail N/A N/A Goal 1 Coastal Service Plan – 15 Year Land Acquisitions 100%12,021 100%100% Fremont Older Open Space Preserve (Kevin Neilson) 220 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Real Property Salaries and Benefits $750,857 $810,192 $817,642 $7,450 1% Services and Supplies 61,568 99,324 51,633 (47,691)- 48% Total Operating Expenditures 812,425 909,516 869,275 (40,247)- 4% General Fund Capital 81,853 634,000 561,000 (73,000)- 12% Measure AA Capital 7,630,027 124,250 90,000 (34,250)- 28% Total Capital Expenditures 7,711,880 758,250 651,000 (107,250)- 14% Total Real Property Expenditures $8,524,305 $1,667,766 $1,520,275 ($147,491)- 9% Note: Services and Supplies decrease is due to reassessing the operating budget to be more in line with historical spending trends. General Fund Capital includes multiple Vision Plan projects and land acquisition opportunities along with a $200,000 reduction in purchase options and low-value land fund budget. Picchetti Ranch Open Space Preserve (Tom Cochrane) 221Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Visitor Services Department MISSION STATEMENT Ensure protection and stewardship of the land and visitor safety, manage public access consistent with ecological values and public safety, and provide opportunities for enrichment of visitors through interpretation, environmental education, stewardship and volunteerism. CORE FUNCTIONS——————————————————————————––––––––––––—————————————————————————————— Protect public health and safety through proactive patrol and presence, enforcement of Midpen’s rules and regulations, fire protection, and emergency medical response.——————————————————————————––––––––––––——————————————————————————————Provide frontline public contact and services on Midpen lands.——————————————————————————––––––––––––—————————————————————————————— Manage the Volunteer and Interpretation and Education programs.——————————————————————————––––––––––––—————————————————————————————— Foster neighbor, partner, and public safety agency relationships and engage in collaborative efforts to further Midpen’s goals.——————————————————————————––––––––––––——————————————————————————————Manage conditional preserve use through an online permit system.——————————————————————————––––––––––––—————————————————————————————— Organizational Chart Se c t i o n 4 De p a r t m e n t S u m m a r i e s Visitor Services Manager and Chief Ranger Management Analyst II Administrative Assistant Program Coordinator Foothill Area Superintendent Supervising Rangers Skyline Area Superintendent Supervising Rangers Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Lead Rangers Rangers Ranger Aides Seasonal Rangers and Ranger Aides Volunteer Program Manager Volunteer Program Leads Interpretation and Education Program Manager Environmental Education Specialist Interpretation Specialist 222 Section 4 • Budget and Action Plan FY23 Staffing Levels Position FY19 Amended FTE FY20 Adopted FTE FY21 Adopted FTE FY22 Adopted FTE FY23 Proposed FTE Change from FY22 Modified Administrative Assistant 1 1 1 1 1 0 Area Superintendents 2 2 2 2 2 0 Interpretation & Education Program Manager (formerly Docent Program Manager) 1 1 1 1 1 0 Program Coordinator (formerly Docent Program Coordinator) 1 1 1 1 1 0 Environmental Education Specialist 1 1 1 1 1 0 Interpretive Specialist 0 1 1 1 1 0 Lead Ranger 5 5 5 5 5 0 Ranger 19 19 19 21 23 2 Seasonal Ranger 0.95 0.95 0.95 0.95 0.95 0 Seasonal Ranger Aide 0.95 0.95 0.95 0.95 0.95 0 Supervising Ranger 5 5 5 5 5 0 Management Analyst I/II 1 1 1 1 1 0 Visitor Services Manager / Chief Ranger 1 1 1 1 1 0 Volunteer Program Manager 1 1 1 1 1 0 Volunteer Program Lead 2 2 2 2 2 0 Total FTE 41.9 42.9*42.9*43.9*45.9 2 *Not included in the FTE count is 1 Visitor Services Intern. Visitor Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through: ——————————————————————————––––––––––––—————————————————————————————— Goal 3 – Connect people to open space and a regional environmental protection vision——————————————————————————––––––––––––—————————————————————————————— Goal 4 – Strengthen organizational capacity and long-term financial sustainability to fulfill the mission——————————————————————————––––––––––––—————————————————————————————— Objectives Strategic Plan Linkage Project Number Objective Target Completion Goal 4 65407 Radio System Assessment and Upgrade FY2023 For the full statement of Midpen’s Strategic Plan goals and objectives, see page 8; project details are included in Section 3. 223Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Performance Metrics Strategic Plan Linkage Indicator FY21 Target FY21 Actuals FY22 Target FY23 Target Goal 3 Annual number of Nature Center visitors 3,500 0 3,000 3,500 Goal 3 Number of permits issued 3,700 2,574 3,500 3,500 Goal 3 Number of stewardship volunteer hours 17,500 7,450 12,000 10,000 Goal 3 Number of interpretation and education docent hours 5,000 0 4,000 4,500 Budget Midpen Budget by Expenditure Category FY21 Actuals FY22 Adopted Budget FY23 Proposed Budget $ Change from FY22 Adopted Budget % Change from FY22 Adopted Budget Visitor Services Salaries and Benefits $5,283,802 $6,123,818 $6,511,644 $387,826 6% Services and Supplies 582,706 667,440 719,093 51,653 8% Total Operating Expenditures 5,866,507 6,791,258 7,230,737 439,479 6% General Fund Capital 0 1,178,212 1,445,000 266,788 23% Total Operating Expenditures 0 1,178,212 1,445,000 266,788 23% Total Visitor Services Expenditures $5,866,507 $7,969,470 $8,675,737 $706,267 9% Note: Salaries and benefits includes the addition of 2 FTEs—regular Ranger and Ranger (Overfill). General Fund Capital includes the final year of Radio System Assessment and Upgrade project. El Sereno Open Space Preserve (Liz Caruana) 224 Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Purisima Creek Ranch Open Space Preserve (Ruby Linker)225Section 4 • Budget and Action Plan FY23 Se c t i o n 4 De p a r t m e n t S u m m a r i e s Vision Plan Actions Overview # VISION PLAN ACTION——————————————————————————––––––––––––———————————————————————————————— 01 Miramontes Ridge: Gateway to the San Mateo Coast Public Access, Stream Restoration, and Agriculture Enhancement Projects——————————————————————————––––––––––––———————————————————————————————— 02 Regional: Bayfront Habitat Protection and Public Access Partnerships——————————————————————————––––––––––––———————————————————————————————— 03 Purisima Creek Redwoods: Purisima-to-Sea Trail Completion, Watershed Protection, and Conservation Grazing Projects——————————————————————————––––––––––––———————————————————————————————— 04 El Corte de Madera Creek: Bike Trail and Water Quality Projects——————————————————————————––––––––––––———————————————————————————————— 05 La Honda Creek: Upper Area Recreation, Habitat Restoration, and Conser vation Grazing Projects——————————————————————————––––––––––––———————————————————————————————— 06 Windy Hill: Trail Improvements, Preservation, and Hawthorns Area Historic Partnership——————————————————————————––––––––––––———————————————————————————————— 07 La Honda Creek: Driscoll Ranch Area Public Access, Endangered Wildlife Protection, and Conservation Grazing Projects——————————————————————————––––––––––––———————————————————————————————— 08 La Honda Creek/Russian Ridge: Preser vation of Upper San Gregorio Watershed and Ridge Trail Completion——————————————————————————––––––––––––———————————————————————————————— 09 Russian Ridge: Public Recreation, Grazing, and Wildlife Protection Projects——————————————————————————––––––––––––———————————————————————————————— 10 Coal Creek: Reopen Alpine Road for Trail Use——————————————————————————––––––––––––———————————————————————————————— 11 Rancho San Antonio: Interpretive Improvements, Refurbishing, and Transit Solutions——————————————————————————––––––––––––———————————————————————————————— 12 Peninsula and South Bay Cities: Partner to Complete Middle Stevens Creek Trail——————————————————————————––––––––––––———————————————————————————————— 13 Cloverdale Ranch: Wildlife Protection, Grazing, and Trail Connections——————————————————————————––––––––––––———————————————————————————————— 14 Regional: Trail Connections and Campgrounds——————————————————————————––––––––––––———————————————————————————————— 15 Regional: Redwood Protection and Salmon Fisher y Conservation——————————————————————————––––––––––––———————————————————————————————— 16 Long Ridge: Trail, Conservation, and Habitat Restoration Projects——————————————————————————––––––––––––———————————————————————————————— 17 Regional: Complete Upper Stevens Creek Trail——————————————————————————––––––––––––———————————————————————————————— 18 South Bay Foothills: Saratoga-to-Sea Trail and Wildlife Corridor——————————————————————————––––––––––––———————————————————————————————— 19 El Sereno: Dog Trails and Connections——————————————————————————––––––––––––———————————————————————————————— 20 South Bay Foothills: Wildlife Passage and Ridge Trail Improvements——————————————————————————––––––––––––———————————————————————————————— 21 Bear Creek Redwoods: Public Recreation and Interpretive Projects——————————————————————————––––––––––––———————————————————————————————— 22 Sierra Azul: Cathedral Oaks Public Access and Conser vation Projects——————————————————————————––––––––––––———————————————————————————————— 23 Sierra Azul: Mount Umunhum Public Access and Interpretation Projects——————————————————————————––––––––––––———————————————————————————————— 24 Sierra Azul: Rancho de Guadalupe Family Recreation and Interpretive Projects——————————————————————————––––––––––––———————————————————————————————— 25 Sierra Azul: Loma Prieta Area Public Access, Regional Trails, and Habitat Projects——————————————————————————––––––––––––———————————————————————————————— 226 Vision Plan Actions Overview • Budget and Action Plan FY23 Vi s i o n P l a n A c t i o n s O v e r v i e w # VISION PLAN ACTION——————————————————————————––––––––––––———————————————————————————————— 26 Pulgas Ridge: Regional and Neighborhood Trail Extensions——————————————————————————––––––––––––———————————————————————————————— 27 Miramontes Ridge/Purisima Creek Redwoods: Coastside Environmental Education Partnerships——————————————————————————––––––––––––———————————————————————————————— 28 Miramontes Ridge/Purisima Creek Redwoods: Mills Creek /Arroyo Leon Watershed Protection, Stream Restoration, and Regional Trail Connections——————————————————————————––––––––––––———————————————————————————————— 29 Regional: Advocate to Protect Coastal Vistas of North San Mateo County Coast——————————————————————————––––––––––––———————————————————————————————— 30 Regional: Support California Coastal Trail——————————————————————————––––––––––––———————————————————————————————— 31 Miramontes Ridge/Purisima Creek Redwoods: Fire Management and Risk Reduction——————————————————————————––––––––––––———————————————————————————————— 32 Tunitas Creek: Additional Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 33 Purisima Creek Redwoods: Parking and Repair Projects——————————————————————————––––––––––––———————————————————————————————— 34 Teague Hill: West Union Creek Watershed Restoration Partnership——————————————————————————––––––––––––———————————————————————————————— 35 Peninsula and South Bay Cities: Major Roadway Signage——————————————————————————––––––––––––———————————————————————————————— 36 Regional: Collaborate to Restore San Francisquito Creek Fish Habitat——————————————————————————––––––––––––———————————————————————————————— 37 Peninsula and South Bay Cities: San Francisquito Creek Restoration Partnership——————————————————————————––––––––––––———————————————————————————————— 38 Ravenswood: Cooley Landing Nature Center Partnership——————————————————————————––––––––––––———————————————————————————————— 39 La Honda Creek/El Corte de Madera Creek: San Gregorio Watershed and Agriculture Preservation Projects——————————————————————————––––––––––––———————————————————————————————— 40 Regional: San Andreas Fault Interpretive Trail Program——————————————————————————––––––––––––———————————————————————————————— 41 Rancho San Antonio: Hidden Villa Access and Preservation Projects——————————————————————————––––––––––––———————————————————————————————— 42 Regional: Advocate to Protect Coastal Vistas of South San Mateo County Coast——————————————————————————––––––––––––———————————————————————————————— 43 Lower Pomponio Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 44 Lower Pescadero Creek: Watershed Preservation and Conservation Grazing——————————————————————————––––––––––––———————————————————————————————— 45 Skyline Subregion: Fire Management and Forest Restoration Projects——————————————————————————––––––––––––———————————————————————————————— 46 Skyline Ridge: Education Facilities, Trails, and Wildlife Conservation Projects——————————————————————————––––––––––––———————————————————————————————— 47 Monte Bello: Campfire Talks and Habitat Projects——————————————————————————––––––––––––———————————————————————————————— 48 Gazos Creek Watershed: Redwood Preservation, Long-distance Trails, Fish Habitat Improvements——————————————————————————––––––––––––———————————————————————————————— 49 Saratoga Gap: Stevens Canyon Ranch Family Food Education Projects——————————————————————————––––––––––––———————————————————————————————— 50 Picchetti Ranch: Family Nature Play Program——————————————————————————––––––––––––———————————————————————————————— 51 Fremont Older: Historic Woodhills Restoration and Overall Parking Improvements——————————————————————————––––––––––––———————————————————————————————— 52 Peninsula and South Bay Cities: Los Gatos Creek Trail Connections——————————————————————————––––––––––––———————————————————————————————— 53 Sierra Azul: Expand Access in the Kennedy-Limekiln Area——————————————————————————––––––––––––———————————————————————————————— 54 Sierra Azul: Fire Management——————————————————————————––––––––––––———————————————————————————————— 227Vision Plan Actions Overview • Budget and Action Plan FY23 Vi s i o n P l a n A c t i o n s O v e r v i e w Glossary TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Accrual An expense which is outstanding at the end of a financial period and which needs to be included in the accounting results for the period.——————————————————————————––––––––––––———————————————————————————————— ACOE U.S. Army Corps of Engineers——————————————————————————––––––––––––———————————————————————————————— Action Plan The work plan that includes all of the projects and key initiatives that Midpen pursues.——————————————————————————––––––––––––———————————————————————————————— ADA Americans with Disabilities Act——————————————————————————––––––––––––———————————————————————————————— Adopted Budget The adopted budget is Midpen’s annual fiscal plan, which is approved by the board of directors. The adopted budget establishes the legal authority for the expenditure of funds, as created by the appropriation resolution. The adopted budget includes all reserves, transfers, allocations, supplemental appropriations and other legally authorized legislative and executive changes.——————————————————————————––––––––––––———————————————————————————————— AGM Assistant General Manager——————————————————————————––––––––––––———————————————————————————————— Americans with Disabilities Act The ADA is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including all public and private places that are open to the general public.——————————————————————————––––––––––––———————————————————————————————— Annual Report Comprehensive Annual Financial Report——————————————————————————––––––––––––———————————————————————————————— AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––———————————————————————————————— AP Accounts Payable——————————————————————————––––––––––––———————————————————————————————— Appropriation A legal authorization granted by the board of directors to make expenditures and to incur obligations for specific purposes. An appropriation usually is limited in amount and to the time in which it may be expended.——————————————————————————––––––––––––———————————————————————————————— Audit An official examination and verification of accounts and records, especially of financial accounts.——————————————————————————––––––––––––———————————————————————————————— Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources, including estimated revenue and other sources such as bond proceeds, transfers in and approved fund balances/net assets, meet or exceed uses, including appropriations and transfers out.——————————————————————————––––––––––––———————————————————————————————— Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Government-wide financial statements are prepared using the modified accrual basis of accounting. Budgets are developed using the cash-basis of accounting.——————————————————————————––––––––––––———————————————————————————————— BCR Bear Creek Redwoods (Preser ve)——————————————————————————––––––––––––———————————————————————————————— Bond A fixed income instrument that represents a loan made by an investor to a borrower.——————————————————————————––––––––––––———————————————————————————————— Budget The plan of expenditures and revenues for a specific period of time.——————————————————————————––––––––––––———————————————————————————————— Budget Categories Midpen’s budget is divided into five budget categories: Salaries and Benefits, Services and Supplies, Land and Associated Costs, Capital and Fixed Assets (non- land purchases), and Debt Service.——————————————————————————––––––––––––———————————————————————————————— California Environmental California law (California Public Resources Code section 21000 et seq.) Quality Act that requires development projects to submit documentation of their potential environmental impact.——————————————————————————––––––––––––———————————————————————————————— 228 Glossary • Budget and Action Plan FY23 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— CalPERS California Public Employee Retirement System——————————————————————————––––––––––––———————————————————————————————— CAPEX Capital expenditures——————————————————————————––––––––––––———————————————————————————————— Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the District.——————————————————————————––––––––––––———————————————————————————————— Capital Improvement Midpen’s Capital Improvement Program and Action Plan for project and program and Action Plan deliver y——————————————————————————––––––––––––———————————————————————————————— Capital Improvement Program A multiyear plan for capital expenditures, with details on anticipated annual expenditures and information about the resources estimated to be available to finance the projected expenditures.——————————————————————————––––––––––––———————————————————————————————— Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such as land, land improvements, infrastructure and equipment.——————————————————————————––––––––––––———————————————————————————————— Cash basis Cash basis is a method of recording accounting transactions for revenue and expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––———————————————————————————————— CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––———————————————————————————————— CEQA California Environmental Quality Act——————————————————————————––––––––––––———————————————————————————————— CFO Chief Financial Officer——————————————————————————––––––––––––———————————————————————————————— CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––———————————————————————————————— CIP Capital Improvement Program/Project——————————————————————————––––––––––––———————————————————————————————— Debt Service Debt ser vice is the payment of the principal and interest on an obligation resulting from the issuance of bonds and/or promissory notes.——————————————————————————––––––––––––———————————————————————————————— Debt Service Fund A fund that accounts for accumulation of resources to be used for debt service payments, as well as principal and interest payments and associated administrative costs.——————————————————————————––––––––––––———————————————————————————————— Deficit The result of an excess of expenditures over resources.——————————————————————————––––––––––––———————————————————————————————— Designation of Fund Balance Unreserved fund balance may be designated by Midpen to be set aside for a specific purpose. The designation indicates that a portion of fund equity is not available for current appropriation, as it has been set aside to comply with Midpen’s plan for future uses.——————————————————————————––––––––––––———————————————————————————————— Design-Build Design-build is a method of project delivery in which one entity–the design-build team–works under a single contract with the project owner to provide design and construction services.——————————————————————————––––––––––––———————————————————————————————— District Generally refers to the geographic boundaries of the Midpeninsula Regional Open Space District.——————————————————————————––––––––––––———————————————————————————————— E&C Engineering and Construction (Department)——————————————————————————––––––––––––———————————————————————————————— eDNA Environmental DNA——————————————————————————––––––––––––———————————————————————————————— EIR Environmental Impact Report——————————————————————————––––––––––––———————————————————————————————— EIS Environmental Impact Statement——————————————————————————––––––––––––———————————————————————————————— Encumbrances Commitments for unperformed contracts for goods and services.——————————————————————————––––––––––––———————————————————————————————— 229Glossary • Budget and Action Plan FY23 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Enterprise Resource Planning An ERP management information system integrates areas such as purchasing, finance, and human resources.——————————————————————————––––––––––––———————————————————————————————— Environmental DNA DNA that is collected from a variety of environmental samples such as soil, seawater, or even air rather than directly sampled from an individual organism. This method allows for biomonitoring without requiring collection of the living organism, creating the ability to study organisms that are invasive, elusive, or endangered without introducing anthropogenic stress on the organism.——————————————————————————––––––––––––————————————————————————————————ERP Enterprise Resource Planning——————————————————————————––––––––––––———————————————————————————————— ESRI GIS software——————————————————————————––––––––––––———————————————————————————————— Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which Midpen determines its financial position and the results of its operations. Midpen’s fiscal year is from July 1 through June 30 and is shown as FY22 to indicate fiscal year ending June 30, 2022.——————————————————————————––––––––––––———————————————————————————————— Fixed Assets Land and other long-lived assets, such as buildings, improvements, vehicles/ equipment, with a value greater than the capitalization amount, stated in the Midpen’s Capital Asset and Inventory Control Policy. In 2009 the policy was updated to capitalize vehicles/equipment with a cost exceeding $25,000, and improvements/infrastructure with a cost exceeding $100,000.——————————————————————————––––––––––––———————————————————————————————— FOSM The Financial and Organizational Sustainability Model is a comprehensive report that provides Midpen with recommendation on strengthening organizational capacity to fulfill its mission of land preservation, natural resource protection, and public access and education.——————————————————————————––––––––––––———————————————————————————————— FTE Full Time Equivalent——————————————————————————––––––––––––————————————————————————————————Full-Time Equivalent Measure of dedicated staff. One FTE is equivalent to 2080 hours of work per year. Some positions are part-time and are budgeted based on hours that are then converted to a full-time equivalent of a position.——————————————————————————––––––––––––———————————————————————————————— Fund Midpen’s accounts are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Governmental resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.——————————————————————————––––––––––––———————————————————————————————— Fund Balance Fund balance is the difference between governmental fund assets and fund liabilities.——————————————————————————––––––––––––———————————————————————————————— Funds Different revenue sources used for specific purposed dependent on the type of Midpen activity.——————————————————————————––––––––––––————————————————————————————————FY Fiscal Year——————————————————————————––––––––––––———————————————————————————————— GAAP Generally Accepted Accounting Principles——————————————————————————––––––––––––———————————————————————————————— GASB Governmental Accounting Standards Board——————————————————————————––––––––––––———————————————————————————————— General Fund Midpen’s main governmental operating fund. The General Fund is primarily used to fund personnel costs, routine operational and maintenance expenses, and debt service.——————————————————————————––––––––––––———————————————————————————————— General Obligation 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.——————————————————————————––––––––––––———————————————————————————————— 230 Glossary • Budget and Action Plan FY23 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— Generally Accepted Uniform standards and guidelines for financial accounting and reporting. Accounting Principles——————————————————————————––––––––––––———————————————————————————————— GFOA Government Finance Officers Association——————————————————————————––––––––––––————————————————————————————————GHG Greenhouse gas——————————————————————————––––––––––––———————————————————————————————— GIS Geographic Information System——————————————————————————––––––––––––———————————————————————————————— GL or G/L General Ledger——————————————————————————––––––––––––———————————————————————————————— GM General Manager——————————————————————————––––––––––––————————————————————————————————GO General Obligation (bonds)——————————————————————————––––––––––––———————————————————————————————— Grants Contributions or gifts of cash or other assets to/from another government agency, foundation or private entity, to be used for a specific purpose.——————————————————————————––––––––––––———————————————————————————————— Hawthorn Endowment This fund may only be used for expenses required to maintain the Hawthorn property. Includes both operating and capital expenditures.——————————————————————————––––––––––––———————————————————————————————— HR Human Resources (Department)——————————————————————————––––––––––––———————————————————————————————— IST Information Systems Technology (Department)——————————————————————————––––––––––––———————————————————————————————— L&F Land and Facilities (Department)——————————————————————————––––––––––––————————————————————————————————MAA Measure AA——————————————————————————––––––––––––———————————————————————————————— Major Fund Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinar y items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds.——————————————————————————––––––––––––———————————————————————————————— Measure AA Voter-approved general obligation bond to be used on improvement projects to deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––———————————————————————————————— Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––————————————————————————————————Modified Accrual The accrual basis of accounting is an accounting method which recognizes expenses at the time a liability is incurred. Under the modified accrual basis of accounting, expenditures are generally recognized in the accounting period in which the related fund liability is incurred, but debt service expenditures are recorded only when payment is due.——————————————————————————––––––––––––———————————————————————————————— New World System An ERP management information system with features and functionality to support local government administration.——————————————————————————––––––––––––———————————————————————————————— NR Natural Resources (Department)——————————————————————————––––––––––––————————————————————————————————NWS New World System——————————————————————————––––––––––––———————————————————————————————— OPEB Other Post-Employment Benefits——————————————————————————––––––––––––———————————————————————————————— Operating Budget Projects costs for Salaries and Benefits, and Ser vices and Supplies.——————————————————————————––––––––––––———————————————————————————————— OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————OSP Open Space Preser ve——————————————————————————––––––––––––———————————————————————————————— PA Public Affairs (Department)——————————————————————————––––––––––––———————————————————————————————— Peninsula Open Space Trust A private land trust supporting land conservation in San Mateo, Santa Clara and Santa Cruz counties.——————————————————————————––––––––––––———————————————————————————————— 231Glossary • Budget and Action Plan FY23 Gl o s s a r y TERM DESCRIPTION——————————————————————————––––––––––––———————————————————————————————— PL Planning (Department)——————————————————————————––––––––––––———————————————————————————————— PNR Planning and Natural Resources (Midpen project review committee)——————————————————————————––––––––––––———————————————————————————————— POST Peninsula Open Space Trust——————————————————————————––––––––––––————————————————————————————————Projected The projected amount of expenditures and/or revenues for Midpen, before the account books have been closed for the fiscal year and a financial audit has been conducted.——————————————————————————––––––––––––———————————————————————————————— Property Tax The tax is imposed on real property and is based on the value of the property. It is collected by San Mateo and Santa Clara counties within Midpen’s boundary.——————————————————————————––––––––––––———————————————————————————————— Proprietary Funds Used to account for activities that are similar to activities that may be performed by a commercial enterprise. The purpose of the proprietary fund is to provide a service or product at a reasonable cost. Midpen’s only proprietary funds are internal service funds.——————————————————————————––––––––––––———————————————————————————————— Reimbursements Repayments of amounts remitted on behalf of another fund or agency.——————————————————————————––––––––––––———————————————————————————————— Reserve (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure; and (2) an account used to earmark a portion of fund equity as legally segregated for a specific future use.——————————————————————————––––––––––––———————————————————————————————— Reserved Fund Balance The portion of fund balance that is not available to finance expenditures of the subsequent accounting period, including items such as encumbrances, inventory, prepaid items, and notes receivable.——————————————————————————––––––––––––————————————————————————————————Resources Total revenue, inter-departmental charges and bond proceeds budgeted for the fiscal year.——————————————————————————––––––––––––———————————————————————————————— Revenue The amount of funds received by Midpen from taxes, fees, rental income, interest, intergovernmental sources, and other sources during the fiscal year.——————————————————————————––––––––––––————————————————————————————————RFB Request for Bid——————————————————————————––––––––––––———————————————————————————————— RFP Request for Proposal——————————————————————————––––––––––––———————————————————————————————— RFPQ Request For Proposal Quote/Qualifications——————————————————————————––––––––––––———————————————————————————————— Risk Management Management efforts to protect Midpen from potential claims, including the avoidance of accidental loss or minimization of consequences if loss does occur.——————————————————————————––––––––––––———————————————————————————————— RP Real Property (Department)——————————————————————————––––––––––––———————————————————————————————— RWQCB San Francisco Bay Regional Water Quality Control Board——————————————————————————––––––––––––———————————————————————————————— Sinking Fund A fund formed by periodically setting aside money for the gradual repayment of a debt or replacement of a wasting asset.——————————————————————————––––––––––––———————————————————————————————— SOD Sudden Oak Death——————————————————————————––––––––––––———————————————————————————————— Sudden Oak Death A non-native plant disease infecting forests of many coastal California counties. The disease is caused by the microscopic pathogen Phytophthora ramoru.——————————————————————————––––––––––––————————————————————————————————Tranche A portion of something, especially money.——————————————————————————––––––––––––———————————————————————————————— Valley Water Valley Water, formerly known as Santa Clara Valley Water District or the SCVWD——————————————————————————––––––––––––———————————————————————————————— VS Visitor Services (Department)——————————————————————————––––––––––––———————————————————————————————— YTD Year-To-Date——————————————————————————––––––––––––———————————————————————————————— 232 Glossary • Budget and Action Plan FY23 Gl o s s a r y Skyline Ridge Open Space Preserve (Brian Haynes) 233Budget and Action Plan FY23 Bear Creek Redwoods Open Space Preserve (Alisha Laborico) Midpeninsula Regional Open Space District 5050 El Camino Real Los Altos, California 94022-1404 650-691-1200 info@openspace.org openspace.org PRINTED ON 100% POST CONSUMER WASTE PAPER