HomeMy Public PortalAbout20200610 - Agenda Packet - Board of Directors (BOD) - 20-12
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Wednesday, June 10, 2020
Special Meeting starts at 5:30 PM*
Regular Meeting at 7:00 PM*
A G E N D A
Consistent with Governor Gavin Newsom's Executive Order N-29-20 and the March 16, 2020 Order of the
Health Officer of Santa Clara County directing all individuals living in the County to shelter at their place of
residence, the Governor has allowed local legislative bodies to hold public meetings via teleconference and to
make public meetings accessible telephonically or otherwise electronically to all members of the public seeking
to observe and to address the local legislative body or state body to avoid public gatherings, and has suspended
all contrary provisions of the Brown Act.
THIS MEETING WILL BE VIA TELECONFERENCE ONLY
1. The meeting can be viewed in real-time at: https://openspace.zoom.us/j/86540814878 or listen to the meeting
by dialing (669) 900-6833 or (346) 248-7799 (Webinar ID 86540814878).
2. Members of the public may provide written comments by submitting a public comment form
at: https://www.openspace.org/public-comment
• Comments on matters not on the agenda must be submitted prior to the time the board president calls
for public comments.
• Comments on agenda items must be submitted prior to the time public comment on the agenda item is
closed.
• All comments shall be subject to the same rules as would otherwise govern speaker comments at the
board of directors meeting.
• Electronic comments on agenda may only be submitted via the public comment form. Comments via text
or social media (Facebook, Twitter, etc.) will not be accepted.
Any comments received after the deadline, will be provided to the Board after the meeting.
5:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT – CLOSED SESSION
ROLL CALL
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section
54956.8)
Property: Santa Clara County APNs: 510-33-001, -004, -005, -006, 510-35-004, -005, 544-03-
001, & 544-06-001
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent
Negotiating Party: Janelle McCombs, San Jose Water Company
Under Negotiation: Purchase Terms
Meeting 20-12
Rev. 1/3/20
2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code Section
54956.8)
Property: 330 Distel Circle, Los Altos, Santa Clara County APN: 170-04-051
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent
Negotiating Party: Diane New, Santa Clara County and Chris Jordan, City of Los Altos
Under Negotiation: Purchase Terms
ADJOURNMENT
7:00 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA
REGIONAL OPEN SPACE DISTRICT
ROLL CALL
REPORT OUT OF CLOSED SESSION
ORAL COMMUNICATIONS
This portion of the agenda is for members of the public to comment on items not on the agenda;
however, the Brown Act (Open Meeting Law) does not allow action by the Board of Directors on items
not on the agenda. Individuals are limited to one comment during this section.
ADOPTION OF AGENDA
CONSENT CALENDAR
All items on the Consent Calendar may be approved without discussion by one motion. Board members,
the General Manager, and members of the public may request that an item be removed from the Consent
Calendar during consideration of the Consent Calendar.
1. Approve May 27, 2020 Minutes
2. Claims Report
3. Call District Elections in Wards 3, 4, and 7 and Request Election Consolidation Services from
Santa Clara and San Mateo Counties (R-20-54)
Staff Contact: Jennifer Woodworth, District Clerk/Assistant to the General Manager
General Manager’s Recommendation:
1. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District calling an election and requesting election consolidation services – Santa Clara County,
Wards 3 and 4.
2. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District calling an election and requesting election consolidation services – San Mateo County,
Ward 7.
3. Reconfirm Board Policy 1.07 (Board Elections) regarding a maximum of 200 words per
candidate statement, payment of candidate statements and, if required by the respective county,
translations of candidate statements pursuant to the Elections Code of the State of California, in
those wards where two or more candidates have qualified to appear on the ballot.
4. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District authorizing not listing any unopposed candidate for election on the November 3, 2020
ballots of Santa Clara and San Mateo Counties.
Rev. 1/3/20
4. Award of Contract to ECAST Engineering for Water System Repairs and Improvements to
Support the Conservation Grazing Program at the Lone Madrone Ranch in La Honda Creek
Open Space Preserve (R-20-56)
Staff Contact: Susan Weidemann, Property Management Specialist II, Land & Facilities
Department
General Manager’s Recommendations:
1. Authorize the General Manager to enter into contract with ECAST Engineering to repair and
improve a spring, install new water distribution tank, new water trough, and associated
waterline at Lone Madrone Ranch, Pastures 3 and 4, for a base contract amount of $87,667.
2. Authorize a 10% contract contingency of $8,767 to be reserved for unanticipated issues, for a
total contract amount not-to-exceed $96,434.
5. Award of Contract to Hammer Fences for Replacement Perimeter Fencing on Bluebrush
Canyon Ranch and Lobitos Ridge/Elkus Uplands Ranch in Support of the Conservation
Grazing Program at Purisima Creek Redwoods Open Space Preserve (R-20-55)
Staff Contact: Susan Weidemann, Property Management Specialist II, Land & Facilities
Department
General Manager’s Recommendations:
1. Authorize General Manager to award a contract to Hammer Fences to replace portions of
perimeter fencing on Bluebrush Canyon Ranch and Lobitos Ridge/Elkus Uplands Ranch for the
base contract amount of $87,375.
2. Authorize a 10% contract contingency of $8,735 to be reserved for unanticipated issues, for a
total contract amount not-to-exceed $96,110.
6. Recycled Paper Policy Revision (R-20-58)
Staff Contact: Korrine Skinner, Public Affairs Manager
General Manager’s Recommendations:
1. Authorize the specification of 100% recycled paper stock, when feasible, for high quantity
printing orders, including for brochure maps and the quarterly newsletter.
2. Adopt a revision to Board Policy 3.03 Section V.C, Purchase of Recycled Products to match
Administrative Policy 4.03: “District staff shall purchase recycled products when the cost,
suitability, and quality, taken together, provide the best outcome for the environment and best
value for the public.”
7. Award of Contracts with Three Firms for On-Call Printing and Mailing Services (R-20-57)
Staff Contact: Cydney Bieber, Public Affairs Specialist II
General Manager’s Recommendations: Authorize the General Manager to enter into four-year
contracts for on-call printing and mailing services with Almaden Global, Dakota Press, and GSL
Fine Lithographers for amounts not-to-exceed $200,000 per year for each contract.
8. Formation of the Lehigh Quarry Review Ad Hoc Committee (R-20-61)
Staff Contact: Aaron Hébert, Senior Resource Management Specialist
General Manager’s Recommendations: Form a Lehigh Quarry Review Ad Hoc Committee of the
Board pursuant to Board Policy 1.04, Board Committees. Consistent with other recent Ad Hoc
Committees of the Board, these meetings would be compensable.
Rev. 1/3/20
PUBLIC HEARING/BOARD BUSINESS
Public comment on agenda items at the time each item is considered by the Board of Directors. Written
public comments will be provided to the Board prior to the meeting and posted on the District’s website
at www.openspace.org. All written comments submitted in accordance with the guidance posted on the
District’s website will be read into the record.
9. Proposed Fiscal Year 2020-21 Budget and Action Plan Review and Public Hearing (R-20-59)
Staff Contact: Stefan Jaskulak, Chief Financial Officer and Director of Administrative Services
General Manager’s Recommendations:
1. Review and hold a public hearing on the Proposed Fiscal Year 2020-21 (FY21) Budget and
Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in
preparation for adoption at the June 24, 2020 regular meeting of the Board of Directors.
2. Direct either:
a. The General Manager to bring the proposed FY21 Budget and Action Plan back for
adoption at the June 24, 2020 regular meeting of the Board of Directors; or
b. The Action Plan and Budget Committee to consider proposed changes to the FY21
Budget and Action Plan prior to the General Manager bringing the item back to the
Board of Directors for adoption at the June 24, 2020 regular meeting.
10. Controller’s Report on the Proposed Fiscal Year 2020-21 Budget (R-20-60)
Staff Contact: Michael L. Foster, Controller
General Manager’s Recommendations: Approve the Controller’s Report on the Fiscal Year 2020-
21 Budget.
11. Oral Update on Midpeninsula Regional Open Space District COVID-19 Response
Staff Contact: Ana Ruiz, General Manager
General Manager’s Recommendations: No Board action required.
INFORMATIONAL MEMORANDUM
• Tunitas Creek Open Space Preserve – Gordon Ridge Barn Siding Protection
• Allocation of Water Rights Affecting the Gordon Ridge Ranch Purchase
INFORMATIONAL REPORTS – Reports on compensable meetings attended. Brief reports or
announcements concerning activities of District Directors and staff; opportunity to refer public or Board
questions to staff for information; request staff to report to the Board on a matter at a future meeting; or
direct staff to place a matter on a future agenda. Items in this category are for discussion and direction to
staff only. No final policy action will be taken by the Board.
A. Committee Reports
B. Staff Reports
C. Director Reports
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
Rev. 1/3/20
In compliance with the Americans with Disabilities Act, if you need assistance to participate in this meeting,
please contact the District Clerk at (650) 691-1200. Notification 48 hours prior to the meeting will enable the
District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed
to Board members less than 72 hours prior to the meeting, will be available for public inspection at the District’s
Administrative Office located at 330 Distel Circle, Los Altos, California 94022.
CERTIFICATION OF POSTING OF AGENDA
I, Jennifer Woodworth, District Clerk for the Midpeninsula Regional Open Space District (MROSD), declare that
the foregoing agenda for the special meetings of the MROSD Board of Directors was posted and available for
review on June 4, 2020, at the Administrative Offices of MROSD, 330 Distel Circle, Los Altos California, 94022.
The agenda and any additional written materials are also available on the District’s web site at
http://www.openspace.org.
Jennifer Woodworth, MMC
District Clerk
May 27, 2020
Board Meeting 20-11
SPECIAL AND REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Wednesday, May 27, 2020
The Board of Directors conducted this meeting in accordance with California Governor
Newsom’s Executive Order N-29-20. All Board members and staff participated via
teleconference.
DRAFT MINUTES
SPECIAL MEETING
President Holman called the special meeting of the Midpeninsula Regional Open Space District
to order at 5:00 p.m.
ROLL CALL
Members Present: Jed Cyr, Karen Holman, Zoe Kersteen-Tucker, Yoriko Kishimoto, Curt
Riffle, and Pete Siemens
Members Absent: Larry Hassett
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Assistant General Manager Brian
Malone, Natural Resources Manager Kirk Lenington, Senior Resource
Management Specialist, Real Property Manager Mike Williams, Senior
Real Property Agent Allen Ishibashi
District Clerk Jennifer Woodworth reported no written comments were submitted for this item.
The Board of Directors convened into closed session at 5:02 p.m.
Director Hassett joined the meeting at 5:10 p.m.
1. CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Government Code
Section 54956.8)
Property: Lehigh Southwest Cement Company (Santa Clara County APNs: 351-09-003,
351-12-067, 351-09-023, 351-09-025, 351-10-037, 351-10-017, 351-10-019, 351-10-039,
351-10-044, 351-10-011, 351-10-030, 351-10-029, 351-10-023, 351-10-012, 351-10-038,
351-11-001, 351-11-005, 351-11-007, 351-11-012)
Agency Negotiator: Allen Ishibashi, Senior Real Property Agent and Brian Malone,
Assistant General Manager
Meeting 20-11 Page 2
Negotiating Party: Erika Guerra
Under Negotiation: Price and terms
2. PUBLIC EMPLOYEE PERFORMANCE EVALUATION. Government Code
Section 54957(b)(1)
Title of Employee: General Manager
President Holman recessed the special meeting of the Board of Directors of the Midpeninsula
Regional Open Space District to the end of the regular meeting at 7:02 p.m.
REGULAR MEETING
President Holman called the regular meeting of the Midpeninsula Regional Open Space District
to order at 7:09 p.m.
ROLL CALL
Members Present: Jed Cyr, Larry Hassett, Karen Holman, Zoe Kersteen-Tucker, Yoriko
Kishimoto, Curt Riffle, and Pete Siemens
Members Absent: None
Staff Present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Susanna Chan, Assistant General Manager Brian
Malone, Chief Financial Officer/Director of Administrative Services
Stefan Jaskulak, District Clerk Jennifer Woodworth
President Holman announced this meeting is being held in accordance with Governor Newsom’s
Executive Order allowing Board members to participate remotely. The District has done its best
to conduct a meeting where everyone has an opportunity to listen to the meeting and to provide
comment. The public has the opportunity to comment on the agenda, and the opportunity to
listen to this meeting through the internet or via telephone. This information can be found on the
meeting agenda, which was physically posted at the District’s Administrative Office, and on the
District website. President Holman described the process and protocols for the meeting.
REPORT OUT OF CLOSED SESSION
General Counsel Hilary Stevenson stated there was no reportable action from the closed session.
ORAL COMMUNICATIONS
District Clerk Jennifer Woodworth reported no written comments were submitted for this item.
ADOPTION OF AGENDA
Motion: Director Riffle moved, and Director Cyr seconded the motion to adopt the agenda.
ROLL CALL VOTE: 7-0-0
Meeting 20-11 Page 3
CONSENT CALENDAR
Public comment opened at 7:12 p.m.
District Clerk Jennifer Woodworth reported no written comments were submitted for this item.
Public comment closed at 7:12 p.m.
Motion: Director Siemens moved, and Director Riffle seconded the motion to approve the
Consent Calendar.
ROLL CALL VOTE: 7-0-0
1. Approve May 13, 2020 Minutes
2. Claims Report
3. Award of Contract for Vegetation Mapping Services in Santa Clara and Santa Cruz
Counties (R-20-50)
General Manager’s Recommendation:
1. Authorize the General Manager to enter into a four-year cooperative agreement with San
Mateo County Resource Conservation District for regional vegetation mapping services, for
an amount not-to-exceed $200,000.
2. Authorize a 12% contingency of $24,000 to request additional mapping services, if deemed
beneficial and appropriate, for a total contract amount not-to-exceed $224,000.
4. Subcontractor Substitution for the Ravenswood Bay Trail Connection Project (R-
20-52)
General Manager’s Recommendations: Consent to a subcontractor substitution for the
Ravenswood Bay Trail Connection Project.
5. Award of Contract for Web Design and Development Services (R-20-51)
General Manager’s Recommendations: Authorize the General Manager to enter into a four-year
contract with Rootid for an amount not to exceed $138,218 for website design and development,
content migration, and four years of ongoing maintenance and strategic support.
6. Written Response to Sue Dremann
General Manager’s Recommendations: Approve the written response to comments submitted by
Sue Dremann.
7. Written Response to Craig Dremann
General Manager’s Recommendations: Approve the written response to comments submitted by
Craig Dremann.
Meeting 20-11 Page 4
BOARD BUSINESS
8. Award of Contract to AECOM for the Project Approval and Environmental
Document Phase of the Highway 17 Wildlife and Regional Trail Crossings and Trail
Connections Project (R-20-53)
General Manager Ana Ruiz provided an overview of the project and described the high level of
support for the project by members of the public as demonstrated during the Vision Plan process
and Measure AA.
Senior Planner Meredith Manning provided the staff report describing project progress and
milestones to date, including multiple public meetings, entering into an agreement with Caltrans
to assign them to be the lead agency for NEPA review, and assistance in seeking funding
sources. Ms. Manning reviewed the project cost estimates, which will be refined once a trail
alternative is selected. Ms. Manning described the project timeline with the environmental
review being completed in 2022-2023 and construction beginning in 2025 or beyond.
Director Riffle inquired regarding the ability of equestrian users to access to the crossing.
Ms. Manning reported the connecting trails are multi-use allowing for cycling, equestrian, and
dogs on leash. It is anticipated that the crossing will also be multi-use.
Ms. Manning described the process for the request for proposals and qualifications from the
various consultants. Ms. Manning described the criteria used to evaluate the proposals and the
evaluation team, which included a Caltrans representative. Ms. Manning displayed example
projects designed by AECOM and described their qualifications and components of the AECOM
proposal.
Governmental Affairs Specialist Josh Hugg described the legislative assistance the District is
seeking to support the project, such as state budget allocations.
Ms. Manning described the mitigation credit agreement investigation, which credits can augment
general funds and/or offset project impacts in advance of implementation. The project may have
an opportunity for mitigation credits, which will be determined as part of the AECOM
agreement. Ms. Manning described various project supporters and potential funding partners.
Public comment opened at 8:31 p.m.
District Clerk Jennifer Woodworth read the submitted written comment into the record.
Ross Heitkamp stated his support for the Highway 17 crossing project stating the project can
provide safe crossings for wildlife and individuals hiking or cycling. Mr. Heitkamp stated
improvements are needed on both sides of the crossing to ensure all routes are possible to people
and animals.
Jerry Wittenauer, an equestrian speaking on behalf of ETRAC and Quicksilver Endurance
Riders, expressed support for the project and encouraged the Board to pursue a project that
provides equestrian access to the proposed crossing.
Meeting 20-11 Page 5
Alex Sabo on behalf of the Bay Area Ridge Trail Council thanked District staff for their work on
the project stating the project will provide a vital habitat linkage for wildlife and access for the
planned multi-use Bay Area Ridge Trail. The Bay Area Ridge Trail Council supports the project
and hopes to continue to work with the District in the future to provide advocacy and outreach on
the project.
Public comment closed at 8:35 p.m.
The members of the Board complemented thanked staff for their work and spoke in strong
support of the project.
Director Siemens cautioned against using Caltrans for the design work and spoke in favor of the
District contracting for the design work. Director Siemens urged the staff to move forward with
the trail work once a project location is selected to help move the project along.
Motion: Director Hassett moved and Director Siemens seconded the motion to:
1. Authorize the General Manager to enter into a contract with AECOM for a base not-to-exceed
amount of $1,180,385 for environmental and engineering consulting services for the Highway
17 Wildlife and Regional Trail Crossings and Trail Connections Project.
2. Authorize an approximate 10% contingency of $118,330 to be reserved
for unforeseen conditions, for a total contract amount not-to-exceed $1,580,000.
3. Authorize $281,285 in allowances, as described in the report, for additional environmental and
engineering consulting services beyond the base contract scope of work to be used only if
deemed necessary.
ROLL CALL VOTE: 7-0-0
INFORMATIONAL MEMORANDUM
• Calendar Year 2019 Ranger Activity Report
• Calendar Year 2019 Annual Report on Estimated Visitor Counts
• April 8 and April 22, 2020 Multiple Structures Stabilization Reports Clarification on the
Fiscal Impact Tables Information
INFORMATIONAL REPORTS
A. Committee Reports
Director Kishimoto reported the Action Plan & Budget Committee met to review and discuss the
draft budget and action plan that will be presented to the Board in June.
Director Kersteen-Tucker reported the Legislative, Funding, and Public Affairs Committee met
on Tuesday to discuss a commemorative bench for California State Senator Jim Beall and
regarding proposed updates to District policy related to use of recycled paper.
B. Staff Reports
No staff reports.
Meeting 20-11 Page 6
C. Director Reports
The Board members submitted their compensatory reports.
ADJOURNMENT
President Holman adjourned the regular meeting of the Board of Directors of the Midpeninsula
Regional Open Space District back into closed session at 8:52 p.m.
ADJOURNMENT
President Holman adjourned the special meeting of the Board of Directors of the Midpeninsula
Regional Open Space District at 9:53 p.m.
________________________________
Jennifer Woodworth, MMC
District Clerk
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 20-12
MEETING DATE: June 10, 2020 Fiscal Year to date EFT:55.79%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment Amount
2040 EFT 05/22/2020 10343 - Granite Rock Company Ravenswood Bay Trail Connection Project - March 2020 526,880.25
2044 EFT 05/22/2020 12002 - Noll & Tam Architects New Administration Offices (AO) Facility - April 2020 69,203.89
2051 EFT 05/29/2020 *12052 - 4984 EL Camino LLC A02/A03/A04 Rent - June 2020 36,678.00
2042 EFT 05/22/2020 10794 - John Northmore Roberts & Associates Bear Creek Stables Improvements - March 2020 25,304.02
2059 EFT 05/29/2020 12020 - Panorama Environmental, Inc.CEQA: Prescribed Fire Program Development - April 2020 24,216.00
81164 Check 05/22/2020 10932 - RDO Equipment Company New Deck Mower - SFO 14,155.83
81170 Check 05/29/2020 11996 - Spatial Informatics Group LLC Fire Ecology Services: Prescribed Fire Program 12,233.70
2041 EFT 05/22/2020 10005 - Grassroots Ecology Hendrys Creek Restoration - 3/1/20 - 4/3/20 10,805.56
2054 EFT 05/29/2020 12077 - Conservation Metrics, Inc.Marbled Murrelet Acoustic Monitoring and Analysis 6,508.04
2052 EFT 05/29/2020 12109 - Christine Sculati Grants Program Support - April 2020 5,281.25
2043 EFT 05/22/2020 11617 - MIG, Inc.La Honda Public Access Working Grp Facilitation Srvs Mar 2020 5,272.50
81162 Check 05/22/2020 11770 - Hydroscience Engineers Bear Creek Stables Improvements (Water System Design)4,950.00
2046 EFT 05/22/2020 12100 - Questica Ltd.Budget Management Software - Implementation 5 of 5 4,800.00
2038 EFT 05/22/2020 10616 - BKF Engineers ADA Barrier Removal Project/RR ADA Stall Relocation 2/24/20 - 3/29/20 4,756.00
81160 Check 05/22/2020 11701 - Eric Gouldsberry Art Direction Design of 2020 Budget Action Book 3,937.50
2048 EFT 05/22/2020 11399 - Santa Clara Valley Water District Cost Sharing Agreement-Guadalupe River Coordinated Monitoring 3,401.02
2045 EFT 05/22/2020 *10073 - Normal Data Database Services - April 2020 2,975.00
2050 EFT 05/22/2020 *11118 - Wex Bank Fuel for District vehicles 2,591.20
2064 EFT 05/29/2020 11990 - ZFA Structural Engineers Contingency - Structure Stabilization at Multiple Preserves 2,375.00
81159 Check 05/22/2020 10283 - Emergency Vehicle Equipment LLC Code 3 Vehicle Equipment for Patrol Truck 2,123.55
2049 EFT 05/22/2020 10307 - The Sign Shop Signage - Skyline/PC Bridge/St. Joseph Avenue - RSA/Ride App 1,974.30
2063 EFT 05/29/2020 11780 - Terry J Martin Associates New SAO Facility - Architect Services - April 2020 1,924.50
81166 Check 05/22/2020 10580 - Sharp Business Systems Sharp Copies - printer costs - 2/26/20 - 4/30/20 1,850.20
2055 EFT 05/29/2020 10032 - Del Rey Building Maintenance Janitorial Services & Supplies 1,631.50
2058 EFT 05/29/2020 10190 - MetroMobile Communications Radios and Chargers SAO 1,551.05
2053 EFT 05/29/2020 11318 - Confluence Restoration Bear Creek Redwoods Plant Installation and Maintenance 1,530.00
2057 EFT 05/29/2020 11906 - Law Offices of Gary M. Baum Legal Services - April 2020 1,510.50
2061 EFT 05/29/2020 10952 - Sonic.net Internet Services 6/1/20 - 6/30/20 1,170.00
2062 EFT 05/29/2020 10152 - Tadco Supply Janitorial Supplies (RSA&CP)1,157.27
81161 Check 05/22/2020 11551 - Green Team of San Jose Garbage Service (RSACP) 775.97
81158 Check 05/22/2020 *10454 - California Water Service-949 Water Service (FFO) 634.59
2056 EFT 05/29/2020 10626 - Koff & Associates, Inc.Field Supervisors Compensation Study - April 2020 560.00
81168 Check 05/29/2020 *10261 - ADT LLC (Protection One)Alarm Services - AO, AO2, AO3, AO4 469.86
2060 EFT 05/29/2020 11479 - Rootid, LLC Website Maintenance - retainer hours 378.00
2047 EFT 05/22/2020 10099 - San Francisco Bay Bird Observatory American Badger and Burrowing Owl Habitat Suitability Study 337.50
81165 Check 05/22/2020 10093 - Rene Hardoy AO Gardening Service 325.00
2039 EFT 05/22/2020 10187 - Gardenland Power Equipment Chainsaw chain(s) sharpening & Supplies 324.76
81167 Check 05/22/2020 10177 - Town of Woodside Emergency Demo Permit - 895 La Honda Rd 200.00
81169 Check 05/29/2020 10168 - Cintas Shop Towel Service (FFO & SFO)168.95
81163 Check 05/22/2020 *10664 - Mission Trail Waste Systems AO Garbage Service - April 2020 140.51
Electronic funds transfer (EFT) for accounts payable disbursements to reduce check printing and
mailing, increase payment security, and ensure quicker receipt by vendors
page 1 of 6
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT
MEETING # 20-12
MEETING DATE: June 10, 2020 Fiscal Year to date EFT:55.79%
Fiscal Year 18-19 EFT:29.44%
Payment
Number
Payment
Type
Payment
Date
Notes Vendor No. and Name Invoice Description Payment Amount
Electronic funds transfer (EFT) for accounts payable disbursements to reduce check printing and
mailing, increase payment security, and ensure quicker receipt by vendors
787,062.77
*Annual Claims
**Hawthorn Expenses
A### = Administrative Office Vehicle HR = Human Resources P### = Patrol Vehicle SCNT = Stevens Creek Nature Trail
AO2, AO3, AO4 = Leased Office Space IPM = Invasive Plant Maintenance PCR = Purisima Creek Redwoods SCS =
BCR = Bear Creek Redwoods ISM = Invasive Species Management
PIC= Picchetti Ranch
SFO = Skyline
Field Office
CAO = Coastal Area Office LH = La Honda Creek
PR = Pulgas Ridge
SG =
Saratoga
Gap
CC = Coal Creek LR = Long Ridge
RR = Russian Ridge
SJH = Saint
Joseph's Hill
DHF = Dear Hollow Farm LT = Los Trancos RR/MIN = Russian Ridge - Mindego Hill SR= Skyline Ridge
ECdM = El Corte de Madera M### = Maintenance Vehicle
RSA = Rancho San Antonio
T### =
Tractor or
Trailer
ES = El Sereno MB = Monte Bello RV = Ravenswood TC = Tunitas Creek
FFO = Foothills Field Office MR = Miramontes Ridge SA = Sierra Azul TH = Teague Hill
FOOSP = Fremont Older Open Space Pres.OSP = Open Space Preserve SAO = South Area Outpost TW = Thornewood
GP = General Preserve
SAU = Mount Umunhum
WH = Windy
Hill
Abbreviations
page 2 of 6
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
CLAIMS REPORT Wells Fargo Credit Card - April 2020
MEETING # 20-12
MEETING DATE 06-10-20
GL Date Amount Description
5/8/2020 15,959.62 Comcast Monthly Service for - 2 Months
5/8/2020 6,174.08 Touch Free Faucets for Covid-19 Upgrades
5/8/2020 6,026.66 Microsoft True-up for licenses added over the year
5/8/2020 4,815.16 COVID-19 Preserve Signs Qty 141
5/8/2020 3,168.25 FFO Barricades
5/8/2020 3,109.68 District Wide Phone Service - TPX Communication
5/8/2020 2,449.34 San Mateo County Permit Fees for Irish Ridge Purchase
5/8/2020 1,830.93 Adobe software licenses Acrobat, Illustrator, Photoshop
5/8/2020 1,800.00 Remote Software Deployment Tool - 4 license
5/8/2020 1,608.22 COVID-19 signs to post at preserves.
5/8/2020 1,584.13 FFO - Barricades for Preserve and Area Closures
5/8/2020 1,584.12 SFO - Barricades for Preserve and Area Closures
5/8/2020 1,500.00 COVID-19 Preserve Signs Qty 45
5/8/2020 1,479.06 Traffic Barricades Qty 40
5/8/2020 1,470.00 Pre-employment physical screening
5/8/2020 1,296.00 CEQA Mitigations online course fees for 4 Planners 05/15/2020
5/8/2020 1,287.51 COVID-19 preserve signs Qty 30
5/8/2020 1,267.30 Barricades for COVID-19 Signage
5/8/2020 1,236.08 P105 Battery Replacement and New Tires
5/8/2020 1,225.00 IRWA Online Courses (5)
5/8/2020 1,191.57 Nerf bars for F-350 Patrol Trucks (3)
5/8/2020 1,074.00 State Hazardous Materials Service Fee
5/8/2020 1,070.60 Geocortex Reporting Training for GIS Program Admin
5/8/2020 1,015.00 Adobe Sign enterprise licenses x 10
5/8/2020 1,000.00 100 Cloth Face Masks
5/8/2020 984.60 Wireless Mice x 30 units
5/8/2020 898.50 Respirator Training for Rangers
5/8/2020 860.00 Extended Warranty for Rodent Control at Silva Residence
5/8/2020 852.98 COVID-19 Signs Preserve Signs Qty 20
5/8/2020 841.68 SFO Alarm Services
5/8/2020 809.07 Yamaha Rhino Repairs, Special Projects FFO
5/8/2020 746.40 Skyline area residence water filters
5/8/2020 718.22 COVID-19 Preserve Signs Qty 24
5/8/2020 717.52 Shower faucet and accessories for 12049 La Honda Road
5/8/2020 713.00 Wildfire Outreach Ads - too late to cancel changed content
5/8/2020 660.00 IRWA Course 100
5/8/2020 655.84 WFB anticipated credit for disputed fraud charge
5/8/2020 650.00 Arborist Recommendations Memo for the South Area Field Office
5/8/2020 546.82 Yellow Caution and Red Barricade Tape
5/8/2020 526.46 COVID-19 Signs Printing and Production, Qty 10
5/8/2020 518.76 SA-Kennedy Rd - Sanitation Services - March 2020
5/8/2020 518.76 SA-Kennedy Rd - Sanitation Services - April 2020
5/8/2020 500.00 Facebook Online Advertising
5/8/2020 495.00 IT Helpdesk annual renewal for ad free service and support
5/8/2020 475.00 2021 CAPPO Conference Registration - Ward
5/8/2020 470.00 IRWA Class for Property Management Designation
5/8/2020 465.55 Hydraulic hose and filter
5/8/2020 463.50 March 2020 Subscription fee
5/8/2020 450.00 Web Hosting - April 2020
5/8/2020 450.00 2021 CAPPO Conference Registration - Whelan
5/8/2020 447.63 Vrisimo Mower Belts
5/8/2020 425.00 SA-Mt Um - Pedestrian Canopy Rental
5/8/2020 415.17 Base Rock for Redwood Trail Rehab
5/8/2020 394.13 6 Gallons of Hand Sanitizer
5/8/2020 391.42 Portable air compressor
5/8/2020 379.38 Payment to Consultant - Program Ranger Report Word templates
5/8/2020 363.17 SFO Garbage and Recycle
5/8/2020 356.56 AAF Filter Change for AO COVID-19 Ultra Filter
5/8/2020 342.45 Zoom Video Communications - Vitual Public Meetings
5/8/2020 330.00 Monthly Rental for Storage Unit
5/8/2020 320.00 Facebook online advertising
5/8/2020 319.58 Battery Powered Air Compressor for Tool Cleaning
5/8/2020 315.19 Wildland Fire Resiliency Program - Printing for the NOP
5/8/2020 300.24 Disposable masks for field
5/8/2020 289.26 Air Compressor for truck
5/8/2020 285.90 AO Water Service
5/8/2020 276.98 SA-Mt Um - Fence Rental Summit
5/8/2020 271.08 Shop supplies
5/8/2020 265.60 Door closer - dead stop
5/8/2020 258.53 COVID-19 Signs Printing and Production, Qty 7
5/8/2020 250.00 Assoc Environmental Professionals Agency Membership Dues 2020-21 - MROSD
5/8/2020 241.48 Hand Sanitizer
5/8/2020 239.49 Door closer - heavy duty
5/8/2020 225.00 Project & Process Mgmt. Class - Certified Prof. Municipal Clerk - Soria
5/8/2020 218.00 LexisNexis Online Subscription - March 2020
5/8/2020 211.65 Email Marketing - April 2020
5/8/2020 207.69 GP - Sanitation Services
5/8/2020 203.00 AP style book renewal
5/8/2020 200.46 Plotter meter maintenance and supplies
5/8/2020 200.00 Monthly Subscription for Remote Administration Tool - IT
5/8/2020 200.00 National Assoc of Interpretation Institutional Membership - Fitzsimons
5/8/2020 191.90 Laminating sheets for signs
5/8/2020 186.32 Vrisimo Mower Belts
5/8/2020 185.68 COVID-19 Preserve Signs Qty 3
5/8/2020 175.77 Tiles and Parts for 12049 La Honda Road
5/8/2020 172.00 Foothill College Archaeology Course - Hebert
5/8/2020 152.49 Caution Tape for Preserve Closures
5/8/2020 145.00 L&F Commercial Driver License - medical recertification fee
5/8/2020 137.05 Rangeland Reference Book
5/8/2020 135.33 Zoom Video Communications - Vitual Public Meetings
5/8/2020 130.00 Ca Association of Public Procurement Officials Membership - Ward
5/8/2020 130.00 Ca Association of Public Procurement Officials Membership - Whelan
5/8/2020 125.00 CM Electric Gate Repair
5/8/2020 122.50 License fee for Cert Erosion, Sediment, Stormwater Inspector - Alexander
5/8/2020 119.63 Laptop memory upgrade x 1
5/8/2020 119.40 Measure AA Top 25 Website
5/8/2020 100.95 Covers for winches for patrol trucks
5/8/2020 100.00 COVID-19 related training - HR
5/8/2020 99.00 Wildland Fire Resiliency Program - Mailing for the NOP
5/8/2020 87.84 Mini JD brake lever part
5/8/2020 85.49 Copper fittings for shower at 12049 La Honda Road
5/8/2020 85.00 Cal Naturalist Trainer training - Tjosvold
5/8/2020 85.00 Cal Naturalist Trainer training - Tjosvold
5/8/2020 83.97 Electric Mice Traps X2 and Duct Tape
5/8/2020 75.00 LCW Webinar: COVID-19: Constantly Changing Rules!
5/8/2020 75.00 Training - How to Lead Video Meetings
5/8/2020 75.00 MB Campsite Pay Phone
5/8/2020 75.00 Managing Teams Remotely Training
5/8/2020 74.34 FOOSP - Sanitation Services ADA
5/8/2020 69.00 FTO Refresher
5/8/2020 69.00 Field Training Refresher Course
5/8/2020 68.76 2 Gallons of Hand Sanitizer
5/8/2020 67.63 RSA - Plumbing Repair Parts
5/8/2020 66.13 Angle grinder discs
5/8/2020 65.53 Rangeland Reference Book
5/8/2020 63.13 Fluid Containers
5/8/2020 62.87 Parts for shower at 12049 La Honda Road
5/8/2020 61.93 Snake Tank Back Drops - DNC, A04, SFO
5/8/2020 61.80 Programming of Ranger Report Word Templates
5/8/2020 61.80 Programming of Ranger Report Word Templates
5/8/2020 56.80 Postage stamps for SAO and FFO
5/8/2020 54.99 Shovel
5/8/2020 50.00 FFO Backup Internet Service
5/8/2020 50.00 Interpretation Technology Training
5/8/2020 49.50 Web forms - April 2020
5/8/2020 49.00 Social Media Monitoring
5/8/2020 48.69 Telecommute Office Supplies
5/8/2020 48.32 Water Rights Fees
5/8/2020 45.00 Pesticide Training Continuing Education Fees
5/8/2020 44.86 Engine ID Placard for Tractor T56
5/8/2020 43.58 Toner cartridge for home printer - work from home
5/8/2020 43.30 Microsoft Teams pbx licenses x 1
5/8/2020 39.00 Online pdf viewer
5/8/2020 36.86 Gas for A95 Toyota 4Runner
5/8/2020 36.29 Light fixture snake tank - shelter at home equipment
5/8/2020 32.26 Zoom Video Communications - Vitual Public Meetings
5/8/2020 30.30 M76 Fuel
5/8/2020 30.24 FOOSP - Water Service
5/8/2020 30.00 Elkhorn Slough Science Communication Workshop
5/8/2020 30.00 Training in Facilitating Virtual Meetings
5/8/2020 29.29 Website analytics - April 2020
5/8/2020 29.00 Monthly Fee - Midpen Online Store
5/8/2020 27.10 Wildland Fire Resiliency Program - Printing for the NOP
5/8/2020 26.77 Rangeland Reference Book
5/8/2020 22.95 Clamp, WD40
5/8/2020 21.77 Mistaken Transaction to be reimbursed by employee
5/8/2020 19.79 Parts for Plumbing Repair at Coastal Area Outpost
5/8/2020 18.54 18171 B Pheasant - Res Supply Item
5/8/2020 18.52 Mistaken Transaction to be reimbursed by employee
5/8/2020 18.09 P85 - Headlight
5/8/2020 15.96 Monthly Ongoing Subscription - LA Times
5/8/2020 14.85 Wildland Fire Resiliency Program - Mailing for the NOP
5/8/2020 12.38 Key Copies for Gordon Ridge
5/8/2020 11.17 Rangeland Reference Book
5/8/2020 10.89 Mistaken Transaction to be reimbursed by employee
5/8/2020 10.00 HR e-fax Renewal
5/8/2020 10.00 Spray Paint
5/8/2020 8.30 Shipping Cost for Tick Bite Testing
5/8/2020 7.84 Bit, Nut Driver
5/8/2020 7.00 GIS Request System
5/8/2020 5.36 Mistaken Transaction to be reimbursed by employee
5/8/2020 2.25 Wildland Fire Resiliency Program - Printing for the NOP
5/8/2020 (12.13) Refund - Disputed Fraud Charge
5/8/2020 (18.52) Refund for personal charge made in error
5/8/2020 (125.00) Refund - Conference now virtual
5/8/2020 (163.89) Refund - Hotel room deposit for CAPIO Conference
5/8/2020 (186.32) Return -Vrisimo Mower Belt
5/8/2020 (240.00) Credit for returned shipment - due to office closure
5/8/2020 (450.00) Refund for IRWA course 800 - purchase posted 3/2/2020
5/8/2020 (615.00) Refund - CAPIO Conference Cancellation - Bieber
5/8/2020 (615.00) Refund - CAPIO Conference Cancellation - Lau
5/8/2020 (675.00) Refund Registration Fee - 2020 City Attorneys Spring Conf. - Stevenson
5/8/2020 (975.00) Tyler Technologies Conference Refund - McDaniel
5/8/2020 (975.00) Tyler Technologies Conference Refund - Lee
5/8/2020 (975.00) Tyler Technologies Conference Refund - Khare
5/8/2020 (1,050.00) Refund Reg City Clerks Annual Conf. - Woodworth/Soria
5/8/2020 (3,168.25) Return - FFO Barricade
5/8/2020 86,353.95 WFB Credit Card Charges April 2020
R-20-54
Meeting 20-12
June 10, 2020
AGENDA ITEM 3
AGENDA ITEM
Call District Elections in Wards 3, 4, and 7 and Request Election Consolidation Services from
Santa Clara and San Mateo Counties
GENERAL MANAGER’S RECOMMENDATIONS
1. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District calling an election and requesting election consolidation services – Santa Clara
County, Wards 3 and 4.
2. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District calling an election and requesting election consolidation services – San Mateo
County, Ward 7.
3. Reconfirm Board Policy 1.07 (Board Elections) regarding a maximum of 200 words per
candidate statement, payment of candidate statements and, if required by the respective
county, translations of candidate statements pursuant to the Elections Code of the State of
California, in those wards where two or more candidates have qualified to appear on the
ballot.
4. Adopt a Resolution of the Board of Directors of the Midpeninsula Regional Open Space
District authorizing not listing any unopposed candidate for election on the November 3,
2020 ballots of Santa Clara and San Mateo Counties.
DISCUSSION
The Midpeninsula Regional Open Space District will hold a District election on November 3,
2020 for the purpose of filling elective offices for Board of Directors seats for Wards 3, 4, and 7.
Pursuant to state election code, the Board must adopt resolutions calling the election and request
election consolidation services from Santa Clara and San Mateo Counties. The resolutions
specify the Counties’ respective responsibilities throughout the filing and election process.
The nomination period for the election opens on Monday, July 13, 2020 and closes on Friday,
August 7, 2020. If an incumbent who is eligible fails to file for re-election by August 7, the
voters have until 5:00 p.m. on Wednesday, August 12, 2020 to nominate candidates other than
the incumbent.
If the consolidation of election services with other legislative districts within the counties is
approved by each County’s Board of Supervisors, the District’s responsibilities will include:
issue, receive, and process candidate nomination papers and statements; forward candidate
R-20-54 Page 2
statements to the appropriate county for translation, printing, and mailing to the voters; forward
any vote by mail applications and write-in declarations received by the District Clerk to the
Registrar of Voters; and publish notices of election.
On May 8, 2020, Governor Gavin Newsom issued Executive Order N-64-20, which, among
other things, orders the November 3, 2020, General Election to be conducted as an all-mail ballot
election. Accordingly, all registered voters in California will receive a vote-by-mail ballot in the
mail prior to the election.
Three of the District’s seven wards are scheduled for election during the November 3, 2020
General Election. These wards and their current Directors are:
Payment of Candidate Statements
The District Clerk must also relay to the Registrar of Voters in each county the Board’s policy
regarding payment of candidate statements and number of words to be included in each
statement. The General Manager’s recommendation is to provide the following instructions,
excerpted from Board Policy 1.07 Board Elections, which states:
“In those wards where two or more candidates have qualified to appear on the ballot, a
candidate may file a candidate’s statement, not exceeding 200 words. The District will pay for
the cost of the statements, and, if required by the respective county, translations of candidates’
statements pursuant to the Elections Code of the State of California, and no such candidate shall
be billed for availing himself or herself of these services.”
Candidates Running Unopposed
Board Policy 1.07 (Board Elections) reads: “In the case where there is a single candidate
qualified to appear on the ballot, such candidate shall not be permitted to have his or her name
on the ballot (Public Resources Code Section 5532 (e)). If such unopposed candidate requests
that his or her candidate’s statement be included in official election material distributed to
voters, the District shall bill such candidate for the cost thereof, including costs related to any
required translation.”
The purpose of this procedure is to save public tax dollar costs for listing an unopposed
candidate on the ballot. The General Manager recommends that the Board of Directors adopt a
resolution confirming this portion of Board Policy 1.07, which will notify Santa Clara and San
Mateo Counties to not list any unopposed candidates on the ballot. Using this procedure, any
unopposed, qualified candidates will be appointed to the Board of Directors at the Board’s first
regular or special meeting after the date upon which the election would have been held. Any
WARD GENERAL DESCRIPTION INCUMBENT
3 Sunnyvale
Director Jed Cyr
4 Los Altos and Mountain View
Director Curt Riffle
7
El Granada, Half Moon Bay, Montara, Moss Beach,
Redwood City, San Carlos, and Woodside
Director Zoe Kersteen-
Tucker
R-20-54 Page 3
person appointed using this procedure shall take office and serve exactly as if elected for the
office.
FISCAL IMPACT
The District’s Fiscal Year (FY) 2020-21 Budget reserved $108,200 for the November 2020
election based upon the history of election expenditures for contested seats over the past decade.
In the event multiple seats are contested, funds may be reallocated through a budget amendment
to cover the increased election costs.
BOARD COMMITTEE REVIEW
Committee review is not required for this agenda item.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEP
Upon approval of the General Manager’s recommendations, staff will submit the adopted
resolutions, maps of District boundaries, and other required documents to Santa Clara and San
Mateo Counties to receive consolidated election services for the November 3, 2020 General
Election.
Attachments:
1. Resolution Request for and Consent to Consolidation of Elections - Santa Clara County
2. Resolution Request for and Consent to Consolidation of Elections - San Mateo County
3. Resolution Authorizing Not Listing Any Unopposed Candidates for Election on the
November 3, 2020 Santa Clara and San Mateo County Ballots
4. Maps showing Ward Boundaries for Wards 3, 4, and 7
Responsible Manager:
Ana Ruiz, General Manager
Prepared by:
Jennifer Woodworth, District Clerk/Assistant to the General Manager
Attachment 1
Resolutions/2020/R-20-__/Calling Election_Santa Clara County 1
RESOLUTION NO. 20-XX
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT REQUESTING
AND CONSENTING TO CONSOLIDATION OF ELECTIONS – SANTA
CLARA COUNTY
WHEREAS, a Biennial General District Election has been ordered to be held on
Tuesday, November 3, 2020, in the Midpeninsula Regional Open Space District (District) of
Santa Clara County (County) for the purpose of electing two Directors (Wards 3 and 4) of the
Board of Directors of the District each for a term of four years; and
WHEREAS, pursuant to Part 3 (commencing with Section 10400) of the Elections Code,
such election may be either completely or partially consolidated;
WHEREAS, it is desirable that the General District Election be consolidated with the
Statewide General Election to be held on the same date and that within the District, the precincts,
polling places, and election officers of the two elections be the same, and that the Registrar of
Voters of the County of Santa Clara canvass the returns of the General District Election, and
that the election be held in all respects as if there were only one election.
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the
Midpeninsula Regional Open Space District calls for an election to be held on November 3,
2020, and requests the Board of Supervisors of Santa Clara County to completely consolidate
such elections and to further provide that the Registrar of Voters canvass the returns of the
election, including:
1. Pursuant to Public Resources Code Sections 5530 and 5533, the Board of Directors of the
Midpeninsula Regional Open Space District does call an election in the District for the
election of two members of the Board of Directors of the District, each for a full term of four
years, in Wards 3 and 4 on Tuesday, November 3, 2020.
2. The District Clerk is authorized, instructed, and directed to coordinate with the County of
Santa Clara Registrar of Voters to procure and furnish any and all official ballots, notices,
printed matter and all supplies, equipment and paraphernalia that may be necessary in order
to properly and lawfully conduct the election.
3. The polls for the election shall be open at 7:00 a.m. of the day of the election and shall
remain open continuously from that time until 8:00 p.m. of the same day when the polls shall
be closed.
4. Pursuant to the requirements of Part 3 (Consolidation of Elections; §§10400 et seq.) of
Division 10 of the Elections Code, the Board of Directors hereby requests the governing
body of any other political subdivision, or any officer otherwise authorized by law, to
partially or completely consolidate such elections, and to further provide that, upon
consolidation, the consolidated election shall be held and conducted, election officers
appointed, voting precincts designated, ballots printed, polls opened and closed, ballots
Attachment 1
Resolutions/2020/R-20-__/Calling Election_Santa Clara County 2
opened and returned, returns canvassed, and all other proceedings in connection with the
election shall be regulated and done by any body or official authorized to perform such
functions and canvass the returns of the elections; and that this Board of Directors consents
to such consolidation.
5. That the Registrar of Voters Office of Santa Clara County is hereby authorized and instructed
to canvass the returns of said election for the office of members of the Board of Directors of
the Midpeninsula Regional Open Space District and is requested to certify the results of said
election to the Board of Directors of the District.
6. The Board of Directors further requests, pursuant to Election Code Section 10002, that
County election official(s) be authorized to render services to the District relating to the
conduct of said election. The election shall be held in all respects as if there were only one
election, and only one form of ballot shall be used. The Midpeninsula Regional Open Space
District’s General District Election will be held and conducted in accordance with the
provisions of law regulating the statewide or special election.
7. Pursuant to Sections 10509 and 13307 of the Elections Code, each candidate for elective
office to be voted for at the General Municipal Election on November 3, 2020, may prepare
a candidate statement on an appropriate form provided by the District Clerk. The statement
may include the name, age, and occupation of the candidate, and a brief description of no
more than 200 words of the candidate’s education and qualifications expressed by the
candidate himself or herself. The statement shall not include party affiliation of the
candidate, nor membership or activity in partisan political organizations. The statement
shall be filed with the District Clerk at the time the candidate’s nomination papers are filed.
The statement may be withdrawn, but not changed, during the period for filing nomination
papers and until 5:00 pm of the next working day after the close of the nomination period.
Candidates shall not be permitted to submit materials other than the candidate's statement
with the sample ballot and the voter's pamphlet.
8. Pursuant to Board Policy 1.07 Board Elections, in those wards where two or more
candidates have qualified to appear on the ballot, a candidate may file a candidate’s
statement, not exceeding 200 words. The District will pay for the cost of the statements,
and, if required by the respective county, translations of candidates’ statements pursuant to
the Elections Code of the State of California, and no such candidate shall be billed for
availing himself or herself of these services.
9. That pursuant to Section 10522 of the Elections Code of the State of California, a current map
showing the boundaries of the district and the boundaries of the divisions of the district is
herewith submitted.
10. That pursuant to Sections 10551 and 15651 of the Elections Code of the State of California, the
method of determining the winner or winners in the event of a tie vote shall be by lot.
11. The General Manager of the District is hereby authorized to reimburse the County in full for
the services performed upon presentation of a bill to the District.
Attachment 1
Resolutions/2020/R-20-__/Calling Election_Santa Clara County 3
12. The District Clerk is hereby directed to submit a certified copy of this Resolution to the
Board of Supervisors of Santa Clara County, and to appropriate County election officials of
said County.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ______, 2020, at a Regular Meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Jed Cyr, Secretary
Board of Directors
Karen Holman, President
Board of Directors
APPROVED AS TO FORM:
Hilary Stevenson, General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the
above is a true and correct copy of a resolution duly adopted by the Board of Directors of the
Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and
called on the above day.
Jennifer Woodworth, District Clerk
Attachment 2
Resolutions/2020/R-20-__/Calling Election_San Mateo County 1
RESOLUTION NO. 20-XX
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT REQUESTING
AND CONSENTING TO CONSOLIDATION OF ELECTIONS – SAN
MATEO COUNTY
WHEREAS, a Biennial General District Election has been ordered to be held on
Tuesday, November 3, 2020, in the Midpeninsula Regional Open Space District (District) of San
Mateo County (County) for the purpose of electing one Director (Ward 7) of the Board of
Directors of the District for a term of four years; and
WHEREAS, pursuant to Part 3 (commencing with Section 10400) of the Elections Code,
such election may be either completely or partially consolidated;
WHEREAS, it is desirable that the General District Election be consolidated with the
Statewide General Election to be held on the same date and that within the District, the precincts,
polling places and election officers of the two elections be the same, and that the Registrar of
Voters of the County of San Mateo canvass the returns of the General District Election, and that
the election be held in all respects as if there were only one election.
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the
Midpeninsula Regional Open Space District calls for an election to be held on November 3,
2020, and requests the Board of Supervisors of San Mateo County to completely consolidate
such elections and to further provide that the Registrar of Voters canvass the returns of the
election, including:
1. Pursuant to Public Resources Code Sections 5530 and 5533, the Board of Directors of the
Midpeninsula Regional Open Space District does call an election in the District for the
election of one member of the Board of Directors of the District, for a full term of four years,
in Ward 7 on Tuesday, November 3, 2020.
2. The District Clerk is authorized, instructed, and directed to coordinate with the County of
San Mateo Registrar of Voters to procure and furnish any and all official ballots, notices,
printed matter and all supplies, equipment and paraphernalia that may be necessary in order
to properly and lawfully conduct the election.
3. The polls for the election shall be open at 7:00 a.m. of the day of the election and shall
remain open continuously from that time 8:00 p.m. of the same day when the polls shall be
closed.
4. Pursuant to the requirements of Part 3 (Consolidation of Elections; §§10400 et seq.) of
Division 10 of the Elections Code, the Board of Directors hereby requests the governing
body of any other political subdivision, or any officer otherwise authorized by law, to
partially or completely consolidate such elections, and to further provide that, upon
consolidation, the consolidated election shall be held and conducted, election officers
appointed, voting precincts designated, ballots printed, polls opened and closed, ballots
Attachment 2
Resolutions/2020/R-20-__/Calling Election_San Mateo County 2
opened and returned, returns canvassed, and all other proceedings in connection with the
election shall be regulated and done by any body or official authorized to perform such
functions and canvass the returns of the elections; and that this Board of Directors consents
to such consolidation.
5. That the Registrar of Voters Office of San Mateo County is hereby authorized and instructed
to canvass the returns of said election for the office of members of the Board of Directors of
the Midpeninsula Regional Open Space District and is requested to certify the results of said
election to the Board of Directors of the District.
6. The Board of Directors further requests, pursuant to Election Code Section 10002, that
County election official(s) be authorized to render services to the District relating to the
conduct of said election. The election shall be held in all respects as if there were only one
election, and only one form of ballot shall be used. The Midpeninsula Regional Open Space
District’s General District Election will be held and conducted in accordance with the
provisions of law regulating the statewide or special election.
7. Pursuant to Sections 10509 and 13307 of the Elections Code, each candidate for elective
office to be voted for at the General Municipal Election on November 3, 2020, may prepare
a candidate statement on an appropriate form provided by the District Clerk. The statement
may include the name, age, and occupation of the candidate, and a brief description of no
more than 200 words of the candidate’s education and qualifications expressed by the
candidate himself or herself. The statement shall not include party affiliation of the
candidate, nor membership or activity in partisan political organizations. The statement
shall be filed with the District Clerk at the time the candidate’s nomination papers are filed.
The statement may be withdrawn, but not changed, during the period for filing nomination
papers and until 5:00 pm of the next working day after the close of the nomination period.
Candidates shall not be permitted to submit materials other than the candidate's statement
with the sample ballot and the voter's pamphlet.
8. Pursuant to Board Policy 1.07 Board Elections, in those wards where two or more
candidates have qualified to appear on the ballot, a candidate may file a candidate’s
statement, not exceeding 200 words. The District will pay for the cost of the statements,
and, if required by the respective county, translations of candidates’ statements pursuant to
the Elections Code of the State of California, and no such candidate shall be billed for
availing himself or herself of these services.
9. That pursuant to Section 10522 of the Elections Code of the State of California, a current map
showing the boundaries of the district and the boundaries of the divisions of the district is
herewith submitted.
10. That pursuant to Sections 10551 and 15651 of the Elections Code of the State of California, the
method of determining the winner or winners in the event of a tie vote shall be by lot.
11. The General Manager of the District is hereby authorized to reimburse the County in full for
the services performed upon presentation of a bill to the District.
Attachment 2
Resolutions/2020/R-20-__/Calling Election_San Mateo County 3
12. The District Clerk is hereby directed to submit a certified copy of this Resolution to the
Board of Supervisors of San Mateo County, and to appropriate County election officials of
said County.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ______, 2020, at a Regular Meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Jed Cyr, Secretary
Board of Directors
Karen Holman, President
Board of Directors
APPROVED AS TO FORM:
Hilary Stevenson, General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the
above is a true and correct copy of a resolution duly adopted by the Board of Directors of the
Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and
called on the above day.
Jennifer Woodworth, District Clerk
85
82
237
Su nnyv a l e
Fremont
Sheraton
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Private Property
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Midpeninsula Regional
Open Space District
October, 2011
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(MROSD)
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MROSD Boundary
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Space Preserves
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Private Property
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Midpeninsula Regional
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While the District
strives to use the
best available
digital data, this
data does not
represent a legal
survey and is
merely a graphic
illustration of
geographic
features.
Midpeninsula Regional
Open Space District
October, 2011
0 21
Miles
(MROSD)
WARD 7
Pacific
Ocean
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Other Protected Open
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Land Trust
Other Public Agency
Watershed Land
Private Property
Management Agreement
City Limit
County Boundary
MROSD Boundary
Attachment 5
Attachment 6
Resolutions/2020/R-20-__/Unopposed Candidates 1
RESOLUTION NO. 20-XX
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT AUTHORIZING
NOT LISTING ANY UNOPPOSED CANDIDATES FOR ELECTION ON
THE NOVEMBER 3, 2020 BALLOTS OF SAN MATEO COUNTY AND
SANTA CLARA COUNTY
WHEREAS, California Public Resources Code section 5532(e) gives the Board of
Directors the option to permit candidates running unopposed to have their names appear on the
ballot; and
WHEREAS, Board Policy 1.07, Board Elections, specifies that the Board will not pay
for unopposed candidates to have their names appear on the ballot.
NOW, THEREFORE BE IT RESOLVED, that the Board of Directors of the
Midpeninsula Regional Open Space District has hereby determined that it will not list the
unopposed candidates for election on the November 3, 2020 ballots of Santa Clara and San
Mateo Counties. If such unopposed candidate requests that his or her candidate’s statement be
included in official election material distributed to voters, the District will bill such candidate for
the cost thereof, including costs related to any required translation.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
PASSED AND ADOPTED by the Board of Directors of the Midpeninsula Regional
Open Space District on ______, 2020, at a Regular Meeting thereof, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST: APPROVED:
Jed Cyr, Secretary
Board of Directors
Karen Holman, President
Board of Directors
APPROVED AS TO FORM:
Hilary Stevenson, General Counsel
I, the District Clerk of the Midpeninsula Regional Open Space District, hereby certify that the
above is a true and correct copy of a resolution duly adopted by the Board of Directors of the
Midpeninsula Regional Open Space District by the above vote at a meeting thereof duly held and
called on the above day.
Jennifer Woodworth, District Clerk
R-20-56
Meeting 20-12
June 10, 2020
AGENDA ITEM 4
Award of Contract to ECAST Engineering for Water System Repairs and Improvements to
Support the Conservation Grazing Program at the Lone Madrone Ranch in La Honda Creek
Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the General Manager to enter into contract with ECAST Engineering to repair and
improve a spring, install new water distribution tank, new water trough, and associated
waterline at Lone Madrone Ranch, Pastures 3 and 4, for a base contract amount of $87,667.
2. Authorize a 10% contract contingency of $8,767 to be reserved for unanticipated issues, for a
total contract amount not-to-exceed $96,434.
SUMMARY
This project will improve the spring and water system in pastures three (P3) and four (P4) of the
Lone Madrone Ranch in La Honda Creek Open Space Preserve to provide water for livestock. A
Request for Bids resulted in two (2) bids, with ECAST Engineering as the lowest responsive and
responsible bidder. The General Manager recommends awarding the contract to ECAST
Engineering for a base contract amount of $87,667 and authorizing a 10% contingency amount
of $8,767. Sufficient funds for the project are included in the Fiscal Year 2019-20 Budget.
Work is scheduled for June 2020.
BACKGROUND
In the late 1990s, coastal residents expressed their support for extending the boundaries of the
Midpeninsula Regional Open Space District (District) to include the San Mateo County Coast,
where development was beginning to threaten the area’s rural character. When District
boundaries expanded in 2004, a commitment was made to the Coastside community to preserve
agricultural land and rural character, and encourage viable agricultural use of the land as part of
the District’s mission for the San Mateo Coastside Protection Area:
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.
R-20-56 Page 2
Coastal grasslands are one of the most biodiverse and threatened ecosystems in North America,
and in many cases depend on regular disturbances like grazing or fire to prevent encroachment
by introduced species, shrubs, and forest. These disturbances were historically provided by
wildlife herds and Native American burning practices.
Conservation grazing focuses on the use of livestock to pursue conservation goals such as native
species habitat enhancement. This focus distinguishes conservation grazing from basic livestock
production. The grazing plan for each property/ranch sets the management parameters to meet
those goals (such as stocking rates, class of livestock, seasonality, and duration of grazing
activity). The District uses conservation grazing as a critical tool for managing approximately
8,000 acres of coastal grasslands for ecological health, biodiversity and wildland fire safety. The
District’s Conservation Grazing Program is a mutually beneficial partnership with small-scale
local ranchers on the San Mateo County Coast to accomplish multiple goals aligned with the
District’s mission.
DISCUSSION
The Lone Madrone Ranch is part of the Upper La Honda Creek portion of the preserve. In 2013,
the Lone Madrone Ranch became a part of the District’s Conservation Grazing Program. After a
competitive Request for Proposal process, a cattle grazing lease was signed with the Markegard
family.
Livestock rotation is a key function of any grazing program and an adequate water supply is vital
to pasture rotation. A spring box and waterline that ran from a spring to the livestock water
trough located in pasture three (P3) have deteriorated to the point they are no longer functional.
No fencing currently exists around the natural spring, allowing livestock access to the spring and
to the riparian area that surrounds it. There is currently no distribution tank to hold water for
livestock use or wildfire protection. Additionally, pasture four (P4) lacks a consistent water
source. Only small, seasonal ponds provide water in P4.
Contract Scope of Work
The recommended contract scope of work includes the following items to address the water
issues on the property:
• Construct and install a replacement spring box (built to District wildlife-friendly
specifications) with an overflow to contain water in the adjacent riparian area;
• Purchase and install a new 4,500-gallon polyethylene water distribution tank;
• Purchase and install in pasture 4 a new 450-gallon concrete livestock trough with a
wildlife-friendly escape ramp;
• Install approximately 2,580 linear feet of new, high-density polyethylene waterline
(HDPE) along the center of the ranch road with tracer wire to mark the location to:
Connect the spring to the new water distribution tank
Connect the water distribution tank to the existing water trough in pasture 3
Connect the water distribution tank to the new water trough in pasture 4;
• Construct new livestock fencing to exclude cattle from the spring and the adjacent
riparian area and the water distribution tank (See Attachment 1); and
• Install a valve at the new distribution tank to ensure access to the water for wildfire
protection.
R-20-56 Page 3
The system is designed for gravity flow of water from the spring to the storage tank and gravity
flow from the storage tank to both troughs. A hydrological engineer consultant determined that
installation of the system as described above eliminates the need for a pump or vent pipes,
reducing cost and maintenance requirements.
Contractor Selection
A Request for Bids was posted on the District’s website and BidSync with invitations sent to the
builders’ exchanges on March 2, 2020. Legal notices were posted in the San Mateo County
Times and Half Moon Bay Review. Due to COVID-19 and the shelter in place order, staff was
unable to hold a pre-bid site meeting scheduled for March 16, 2020. The bid was re-posted on
the District’s website and BidSync on April 11, 2020. Invitations were extended to the builders’
exchanges and all bidders that responded to the original Request for Bids to attend the mandatory
pre-bid Microsoft Teams online meeting held April 15, 2020. There were four participants in the
online meeting. Sealed bids were due on April 28, 2020. The two bids received are summarized
below:
Bids Received
Bidder Location Total Base Bid
Percent +/- from
Engineer’s Estimate
$78,200
ECAST Engineering Oakland, Ca $87,667 +12%
Hammer Fence Tracy, Ca $64,800 -17%
After reviewing the bid proposals, the General Manager recommends awarding the contract to
ECAST Engineering as the lowest responsible and responsive bidder. Hammer Fences who
submitted a lower bid did not hold the proper license as specified in the bid instructions.
Therefore, they were not the lowest responsible and responsive bid.
FISCAL IMPACT
The Fiscal Year (FY) 2019-20 adopted budget includes $155,750 for the MAA05-002 – Upper
La Honda Creek Grazing Infrastructure project. There are sufficient funds in the project budget
to cover the recommended action and expenditures as shown below.
MAA05-002 – Upper La Honda
Creek Grazing Infrastructure
(Lone Madrone Ranch P3 Spring)
Prior Year
Actuals
FY2019-20
Adopted TOTAL
$30,915 $155,750 $186,665
Spent-to-Date (as of 05/29/20): ($30,915) $0 ($30,915)
Encumbrances: $0 $0 $0
ECAST Engineering Contract: $0 ($87,667) ($87,667)
10% Contingency: $0 ($8,767) ($8,767)
Budget Remaining (Proposed): $0 $59,316 $59,316
The following table outlines the Measure AA Portfolio #05 MAA05 La Honda Creek: Upper
Area Recreation, Habitat Restoration and Conservation Grazing allocation, costs-to- date,
R-20-56 Page 4
projected future project expenditures and the fiscal impact related to the MAA05-002 – Upper La
Honda Creek Grazing Infrastructure project.
MAA05 La Honda Creek: Upper Area Recreation, Habitat Restoration and
Conservation Grazing Projects Portfolio Allocation: $11,733,000
Life-to-Date Spent (as of 05/29/20): ($2,347,568)
Encumbrances: ($22,415)
ECAST Engineering contract including contingency: ($96,434)
Remaining FY20 project budgets: ($257,905)
Future MAA05 project costs (projected through FY23+): ($2,619,205)
Total Portfolio Expenditures: ($5,343,527)
Portfolio Balance Remaining (Proposed): $6,389,473
The following table outlines the Measure AA Portfolio #5 allocation, projected life of project
expenditures and projected portfolio balance remaining.
MAA05 La Honda Creek: Upper Area Recreation, Habitat Restoration
and Conservation Grazing: $11,733,000
Grant Income (through FY23): $0
Total Portfolio Allocation: $11,733,000
Projected Project Expenditures (life of project):
MAA05-001 La Honda Creek Land Conservation Opportunities (1,756,093)
MAA05-002 Upper La Honda Creek Grazing Infrastructure (365,515)
MAA05-004 La Honda Creek Sears Ranch Interim Parking* 0
MAA05-005 La Honda Creek Red Barn Parking Area and Easy Access
Trail (327,514)
MAA05-006 La Honda Creek Sears Ranch Road Repair* 0
MAA05-008 La Honda Creek White Barn Structural Rehabilitation† (497,633)
MAA05-009 La Honda Creek Redwood Cabin Stabilization and
Assessment† (634,340)
MAA05-010 Restoration Forestry Demonstration Project (1,675,357)
MAA05-011 Lone Madrone Ranch Fence Installation (87,075)
Total Portfolio Expenditures: (5,343,527)
Portfolio Balance Remaining (Proposed): 6,389,473
*Project actuals were moved to from MAA05 to the correct portfolio, MAA Portfolio 07 La Honda Creek—Driscoll
Ranch Public Access, Endangered Wildlife Protection and Conservation Grazing.
†On April 8, 2022, the board selected removal and site restoration of the Redwood Cabin structure in MAA05-009,
and on April 22, 2020, stabilization of the White Barn structure in MAA05-008, reducing the total project budgets.
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Board Committee
PUBLIC NOTICE
Public notice provided as required by the Brown Act, including adjacent neighbors.
R-20-56 Page 5
CEQA COMPLIANCE
Project Description
The project consists of constructing a new spring box, installing a new polyethylene water
distribution tank, installing a new livestock water trough, and new waterline to plumb the system
accordingly. The line will be buried in the center of the ranch road where feasible with tracer
wire for ease of maintenance. A new livestock exclusionary fence will be constructed around the
spring and water distribution tank.
CEQA Determination
Potential environmental impacts of the water infrastructure improvements at the Lone Madrone
Ranch were analyzed in the Initial Study/Mitigated Negative Declaration for the La Honda Creek
Master Plan, adopted by the Board in August 2012. Implementation of the water infrastructure
improvements will adhere to the mitigation measures in the adopted Mitigated Negative
Declaration and the District’s adopted best management practices.
NEXT STEPS
Pending Board approval, the General Manager will direct staff to contract with ECAST
Engineering to complete the installation and improvement of the water system as recommended
in this report. Construction is scheduled in June 2020.
Attachment:
1. Site Map
Responsible Department Head:
Michael Jurich, Land & Facilities Services Manager
Prepared by:
Carissa Rivers, Temporary Property Management Specialist II and
Susan Weidemann, Property Management Specialist II
Staff Contact:
Susan Weidemann, Property Management Specialist II
Graphics:
Rachel Bu, GIS Specialist
&>
UT
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!P
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LONE MADRONEGRAZING
Midpeninsula RegionalOpen Space District(Midpen)3/4/2020
Exhibit 1. P3 Spring Improvement
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Proposed Spring Box
Spring (Existing/Proposed)EA Water Tank (Existing/Proposed)UT
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Proposed Water Distribution Line
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Proposed Water Pipe Lines(Approx. 2,580 ft)Area of Detail
Attachment 1
R-20-55
Meeting 20-12
June 10, 2020
AGENDA ITEM 5
Award of Contract to Hammer Fences for Replacement Perimeter Fencing on Bluebrush Canyon
Ranch and Lobitos Ridge/Elkus Uplands Ranch in Support of the Conservation Grazing Program
at Purisima Creek Redwoods Open Space Preserve
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize General Manager to award a contract to Hammer Fences to replace portions of
perimeter fencing on Bluebrush Canyon Ranch and Lobitos Ridge/Elkus Uplands Ranch for
the base contract amount of $87,375.
2. Authorize a 10% contract contingency of $8,735 to be reserved for unanticipated issues, for a
total contract amount not-to-exceed $96,110.
SUMMARY
The Bluebrush Canyon Ranch grazing unit (Bluebrush) and the Lobitos Ridge/Elkus Uplands
Ranch grazing unit (Lobitos/Elkus) lie within Purisima Creek Redwoods Open Space Preserve
(Preserve). New replacement perimeter fencing is needed at three locations on these two
properties (see Attachment 1) to prevent livestock from accessing neighboring properties and
riparian areas. A request for bids was issued on March 2, 2020 resulting in four bids with
Hammer Fences as the lowest responsible and responsive bidder. The General Manager
recommends awarding a contract to Hammer Fences for a base contract amount of $87,375 and
authorizing a 10% contingency of $8,735. Sufficient funds are included in the Fiscal Year (FY)
2019-20 Budget for this work.
BACKGROUND
In the late 1990s, coastal residents expressed their support for extending District boundaries to
include the San Mateo County Coast, where development was beginning to threaten the area’s
rural character. When District boundaries expanded in 2004, a commitment was made to the
Coastside community to preserve agricultural land and rural character, and encourage viable
agricultural use of the land as part the District’s mission in the San Mateo Coastside Protection
Area:
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.
R-20-55 Page 2
Coastal grasslands are one of the most biodiverse and threatened ecosystems in North America,
and in many cases depend on regular disturbances like grazing or fire to prevent encroachment
by introduced species, shrubs, and forest. These disturbances were historically provided by
wildlife herds and Native American burning practices.
Conservation grazing focuses on the use of livestock to pursue conservation goals such as native
species habitat enhancement. This focus distinguishes conservation grazing from basic livestock
production. The grazing plan for each property/ranch sets the management parameters to meet
those goals (such as stocking rates, class of livestock, seasonality, and duration of grazing
activity). The District uses conservation grazing as a critical tool for managing approximately
8,000 acres of coastal grasslands for ecological health, biodiversity and wildland fire safety. The
District’s Conservation Grazing Program is a mutually beneficial partnership with small-scale
local ranchers on the San Mateo County Coast to accomplish multiple goals aligned with the
District’s mission.
Bluebrush and Lobitos/Elkus are located in Coastside Protection Area and support the viability
of conservation grazing as a resource management tool to protect critical grassland habitat and
reduce fuel loads and the risk of catastrophic wildland fires.
DISCUSSION
The properties lie in the north-western portion of the Preserve and are a part of the District’s
Conservation Grazing Program. There are three sections of perimeter fencing that need to be
replaced.
The total length of replacement fencing needed for Bluebrush is approximately 5,925 linear feet.
This replacement fencing will prevent cattle from entering neighboring private lands.
At Lobitos/Elkus, two smaller sections of perimeter fence require replacement. The first area is
along Lobitos Creek to prevent livestock from accessing the creek and riparian area. The
remainder of Lobitos Creek is protected from cattle access by existing fencing or dense
vegetation. The second stretch of fence runs along the western border of Lobitos/Elkus. This
section of fence has been repaired numerous times but is no longer sturdy enough to properly
contain livestock. The total length of fencing proposed for the Lobitos/Elkus property is
approximately 1,250 linear feet.
All fencing will be 5-wire, wildlife-friendly livestock fencing. The top four wires are 4-point
galvanized barbed wire and the bottom wire is a galvanized smooth wire per District
specifications to allow smaller wildlife to safely pass through the fencing (larger animals like
deer and mountain lions are able to safely jump these fences). The total length of fencing for the
entire project is approximately 7,175 linear feet.
Contractor Selection
A Request for Bids was posted on BidSync and the District website on March 2, 2020. An
invitation to the builders’ exchanges was issued through BidSync on the day of posting. Legal
notices were placed in the San Mateo County Times and Half Moon Bay Review.
Due to COVID-19 and the Shelter in Place Order, staff canceled the original mandatory pre-bid
onsite meeting that was scheduled for March 18, 2020. A Microsoft Teams mandatory pre-bid
R-20-55 Page 3
online meeting was held April 15, 2020 and was attended by six contractors. Sealed bids were
due on April 28, 2020. The four bids received are summarized below.
Bids Received Bluebrush/Lobitos Ridge Elkus Uplands Boundary Fence
Bidder Location Total Base Bid
Percent +/- from
Staff Estimate
($103,000)
Hammer Fences Tracy, CA $87,375 -15.1%
Humboldt Fence Fortuna, CA $97,130 -5.7%
Ecast Engineering Oakland, CA $105,353 +2.3%
Ranch Fence Mariposa, CA $135,950 +32.0%
After reviewing the bid proposals, the General Manager recommends awarding the contract to
Hammer Fences as the lowest responsible and responsive bidder.
FISCAL IMPACT
The Lobitos/Elkus portion of the contract is $15,203 for the base contract plus a 10%
contingency at $1,520, for a total of $16,723. There are sufficient funds in the FY19-20 General
Fund Operating Land & Facilities Department budget to cover the recommended action and
expenditures.
The FY19-20 amended budget includes $189,800 for the MAA03-003 Purisima Creek Fence
Construction project (Bluebrush portion). There are sufficient funds in the MAA project budget
to cover the recommended action and expenditures for this portion of the contract.
MAA03-003 Purisima Creek Fence
Construction (Bluebrush grazing
unit)
Prior Year
Actuals
FY2019-20
Amended TOTAL
Budget $85,501 $189,800 $275,301
Spent-to-Date (as of 05/29/20): ($85,501) ($4,520) ($90,021)
Encumbrances: $0 $0 $0
Hammer Fences Contract: $0 ($72,172) ($72,172)
10% Contingency: $0 ($7,215) ($7,215)
Budget Remaining (Proposed): $0 $105,893 $105,893
The following table outlines the Measure AA Portfolio #03 Purisima Creek Redwoods:
Purisima-to-Sea Trail, Watershed Protection and Conservation Grazing allocation, costs-to-date,
projected future project expenditures and the fiscal impact related to the MAA03-003 Purisima
Creek Fence Construction project.
R-20-55 Page 4
MAA03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing Portfolio
Allocation:
$7,608,000
Life-to-Date Spent (as of 05/29/20): ($1,296,561)
Encumbrances: ($1,174)
Hammer Fences contract including contingency: ($79,387)
Remaining FY20 project budgets: ($110,428)
Future MAA03 project costs (projected through FY23+): ($473,433)
Total Portfolio Expenditures: ($1,960,983)
Portfolio Balance Remaining (Proposed): $5,647,017
The following table outlines the Measure AA Portfolio #3 allocation, projected life of project
expenditures and projected portfolio balance remaining.
MAA03 Purisima Creek Redwoods: Purisima-to-Sea Trail, Watershed
Protection and Conservation Grazing Portfolio Allocation: $7,608,000
Grant Income (through FY23): $0
Total Portfolio Allocation: $7,608,000
Projected Project Expenditures (life of project):
03-001 Purisima Uplands Lot Line Adjustment and Property Transfer (426,770)
03-002 Purisima Uplands Site Cleanup and Soil Remediation Assessment (585,867)
03-003 Purisima Creek Fence Construction (275,301)
03-004 Harkins Bridge Replacement (516,916)
03-005 Purisima Uplands Parking Area and Trail Connections (156,130)
Total Portfolio Expenditures: (1,960,983)
Portfolio Balance Remaining (Proposed): 5,647,017
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Board Committee.
PUBLIC NOTICE
Public notice provided as required by the Brown Act, including adjacent neighbors.
CEQA COMPLIANCE
Project Description
Replace deteriorated perimeter fencing at Bluebrush and Lobitos/Elkus to support the
Conservation Grazing Program, containing livestock on District land and protecting creek and
riparian areas.
CEQA Determination
The District evaluated the project under CEQA (California Environmental Quality Act) and
found it to be categorically exempt under Article 19, Section 15304, Minor Alterations to Land.
R-20-55 Page 5
The Lobitos/Elkus Rangeland Management Plan (RMP) approved by the Board on November
10, 2010 (R-10-36) was found to have a Negative Declaration or no impact under CEQA (R-10-
37). Further, the RMP specifically called for these two areas of fence on Lobitos/Elkus to be
replaced/repaired.
Additionally, the Board certified CEQA findings as part of the approved Rangeland Management
Plan for Bluebrush in 2012 (R-12-80), which determined that the cattle exclusion fencing is
categorically exempt under Article 19, Section 15304 Minor Alterations to Land.
NEXT STEPS
Pending Board approval, the General Manager will direct staff to contract with Hammer Fences
to complete the replacement/construction of fencing on Bluebrush and Lobitos/Elkus, as
recommended in this report. Construction is scheduled in June 2020.
Attachment:
1. Site Map
Responsible Department Head:
Michael Jurich, Land & Facilities Services Manager
Prepared by:
Susan Weidemann, Property Management Specialist II, Land & Facilities Department and
Carissa Rivers, Temporary Property Management Specialist II, Land & Facilities Department
Staff contact:
Susan Weidemann, Property Management Specialist II, Land & Facilities Department
Graphics:
Rachel Bu, Data Analyst I (GIS), Information Systems and Technology Department
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Attachment 1
Rev. 1/3/18
R-20-58
Meeting 20-12
June 10, 2020
AGENDA ITEM 6
AGENDA ITEM
Recycled Paper Policy Revision
GENERAL MANAGER’S RECOMMENDATIONS
1. Authorize the specification of 100% recycled paper stock, when feasible, for high quantity
printing orders, including for brochure maps and the quarterly newsletter.
2. Adopt a revision to Board Policy 3.03 Section V.C, Purchase of Recycled Products to match
Administrative Policy 4.03: “District staff shall purchase recycled products when the cost,
suitability, and quality, taken together, provide the best outcome for the environment and best
value for the public.”
SUMMARY
Policy 3.03, Section V.C., Purchase of Recycled Products (Attachment 1) requires Midpeninsula
Regional Open Space District (District) staff to purchase recycled products whenever such
products are available at equal cost to non-recycled products and when fitness and quality are
equal. In compliance with this policy, current recycled and “green” materials specifications for
printing vendors are set based on costs, to ensure that costs for green products are comparable to
non-recycled products. As such, current specifications focus on the use of soy-based inks and
paper stock with minimum recycled content of 30% post-consumer waste. In June 2019, as part
of an award of contract for printing and mailing services, the Board of Directors (Board) directed
the General Manager to report back to the Board with information and recommendations for
increasing recycled paper use. On June 10, the Board of Directors will review information
gathered and consider recommendations as forwarded by the Legislative, Funding, and Public
Affairs Committee to revise Policy 3.03 for expanded purchase and use of recycled paper
content. The recommended changes allow the use of 100% post-consumer waste (PCW),
processed chlorine free (PCF) recycled paper for items printed in high quantity, such as brochure
maps and the quarterly newsletter.
DISCUSSION
While much of the information published by the District is in digital form and posted to the
openspace.org website or printed on demand in-house, some materials, such as direct mail
notifications, brochures, maps, and the quarterly newsletter are printed using outside vendors. As
routine and repetitive supplies and services, printing services in excess of $50,000 are governed
by Section IV. H of Board Policy 3.03. Qualified printing vendors are selected through
competitive bidding procedures using District printing specifications and a sample set of
representative projects. Vendor pricing is compared, and the lowest qualified bidders are
R-20-58 Page 2
awarded on-call, multi-year contracts to secure the best pricing and to assure continuity of
service. Vendor performance is monitored with each project and documented to ensure
expectations are met and pricing remains competitive.
In keeping with Environmental Protection Agency (EPA) Recovered Materials Advisory Notice
(RMAN) recommendations, staff currently specifies the use of paper with a minimum of 30%
PCW and the use of soy inks for projects printed by outside vendors.
Historically, 100% PCW paper has not been specified because of the significantly higher
comparable cost in compliance with Board Policy 3.03 Section V.C., which currently states,
“District staff shall purchase recycled products whenever such products are available at equal
cost to non-recycled products and when fitness and quality are equal.”
Considerations for Higher Recycled Content Paper
Board policy aside, using a higher percentage PCW paper provides environmental benefits that
align with the District’s mission:
Recycled paper reduces demand for fresh (green) wood.
• For example, our current practice of printing our quarterly newsletter on 30% PCW
paper saves 2.15 tons of fresh wood over nonrecycled paper per issue.1 Changing
the specs to print on 100% PCW paper could save an additional 4.14 tons of fresh
wood per issue, or 16.56 tons of fresh wood annually (4 issues).
Producing recycled pulp uses less water and energy during manufacturing because
fibers have already been processed at least once.
• In 30% PCW paper, this amounts to saving 1,000 gallons of water and 5.5 million
BTUs of energy over nonrecycled paper; 100% PCW paper could save an
additional 2,000 gallons of water and 10.1 million BTUs of energy per issue, or
8,000 gallons of water and 40.4 million BTUs of energy annually.1
Recycled paper reduces solid waste by diverting usable paper from the waste stream.
• With 30% PCW paper, 40 pounds of solid waste is diverted per issue; 100% PCW
paper could save an additional 90 pounds of solid waste per issue, or 360 pounds
per year.1
Recycled paper produces less greenhouse gas.
• Producing 30% PCW paper reduces CO2 by 5,600 pounds per issue over
nonrecycled paper; 100% PCW paper could reduce CO2 by an additional 10,500
pounds, or 42,000 pounds of CO2 per year.1
These environmental benefits do entail an increased cost. While prices for recycled content paper
have dropped significantly in recent years, they remain higher than virgin paper. To evaluate the
cost implications of increasing to 100% PCW paper, staff requested comparison options for
typical print projects from current on-call printing vendors. The cost increase for each
publication depends on the amount of paper used, which is determined by the quantity printed
and the finished size and page count of the item. For example, cost estimates for a recent issue of
the Open Space Views newsletter showed a quantity of 13,200 printed on 30% PCW paper costs
$5,980, while printing on 100% recycled paper would be $13,710. The expected cost of four
issues would increase by approximately $31,000 annually. The cost impact of brochure maps is
more challenging to estimate, as brochure size and quantity needed differs by preserve. Estimates
showed that using 100% PCW paper increased costs by $0.06 to $0.10 per brochure printed
R-20-58 Page 3
(brochures typically cost $0.30 to $0.50 each, depending on size and quantity printed).
Calculated over a typical year, specifying 100% PCW, PCF paper for all high quantity
publications (including brochures and newsletter) is estimated to increase total annual printing
costs approximately $60,000.
Due to advances in technology and processes, 30% PCW recycled paper with the same brilliance
and print performance as virgin (nonrecycled) paper is readily available. For paper stocks with
recycled content above 30% PCW, brilliance and performance is also comparable to virgin
paper, however, the significantly higher cost does limit the widespread availability of papers
with higher than 30% PCW recycled content, requiring lead time for special orders given that
these products are in much less demand on the open market. According to our vendors, typical
recycled paper that can be more readily sourced are those with recycled content of 10%, 30%
and 100% PCW. A wide sampling of printing vendors confirmed the availability of 100% PCW
options that are comparable to the 30% PCW paper stocks currently used for brochure maps and
the quarterly newsletter. As a special-order product, the 100% PCW stock requires an additional
seven to 10 days lead time, which can be accommodated by adjusting the District’s publication
process to order in advance. Staff and the District’s contract graphic design consultants have
reviewed available stock samples and confirmed their suitability for use in both publications.
Other agency paper use policies
Staff reached out to partner agencies, including Santa Clara County Parks, San Mateo County
Parks, Santa Clara Valley Open Space Authority, East Bay Regional Park District, and Peninsula
Open Space Trust to inquire about their current paper usage, any existing policies or guidelines
that specify recycled content minimums for printing projects, or other environmental
specifications. Most other agencies do not have policies regarding recycled paper content,
instead making it a best practice to incorporate paper selection that meets budget and project
requirements.
Agency Policy or
Guidelines
PCW Content Soy-based
Inks
FSC*
Required
Santa Clara County Parks No 30%-100% Yes Yes
San Mateo County Parks Yes 30% Yes Yes
Open Space Authority No 30%-100% Yes No
East Bay Parks No 30%-100% Yes Yes
POST No 30% Yes No
District (Midpen) Yes 30% Yes Yes
*Meets Forest Stewardship Council standards to make sure that forestry is practiced in an environmentally
responsible and socially beneficial manner.
While the District does not do enough printing to impact the market for 100% PCW stock alone,
a shift in our specifications could potentially play a small part in a larger effort to create a
sustained market for higher recycled content paper products.
Environmental processing and chemical use
Most paper must be bleached to give it the white look preferred for color and image quality.
According to the California Department of Resources Recycling and Recovery (CalRecycle),
traditional bleaching processes involve chlorine or its derivatives, which can be harmful to the
environment, particularly aquatic environments. Many manufacturers offer paper that is
processed chlorine-free (PCF), using alternate technologies such as oxygen, ozone, or hydrogen
R-20-58 Page 4
peroxide. Additional research on this specification found PCF processing to be most common
with 100% PCW paper. Currently, the District does not specify PCF as a requirement, yet if the
District were to specify 100% PCW with printed projects, it is recommended to require the paper
be PCF as well.
Local versus Non-local Vendors
Beyond recycled content, the distance paper stock and printed paper materials travel also adds
environmental impacts to printing projects. Historically, the District has not considered distance
in selecting printing vendors other than that firms submitting bid proposals are required to have a
quick turnaround time and the ability to respond to urgent project requests. The printing industry
has consolidated significantly and District print vendor requests for proposal qualifications often
receive interest from national, as well as international firms, and sometimes those firms have
local offices. The District purchasing policy does not currently incorporate a local preference
consideration, in part because such a policy would need to include specific findings for legal
compliance. Local preference purchasing rules for certain types of purchases could be
researched further at the Board’s direction.
To continue to support green initiatives, the General Manager recommends the District continue
prioritizing environmentally friendly materials, including FSC-certified paper and use of soy-
based inks. The additional cost of recycled paper that is processed chlorine-free is a reasonable
tradeoff to promote the District’s sustainability goals and the Board-adopted Climate Action
Plan. The General Manager requests the Board consider the following recommendations:
1. Authorize of the specification of 100% recycled paper stock, when feasible, for high
quantity printing orders, including for brochure maps and the quarterly newsletter.
2. Revise Board Policy 3.03 Section V.C, Purchase of Recycled Products to match
Administrative Policy 4.03: “District staff shall purchase recycled products when the
cost, suitability, and quality, taken together, provide the best outcome for the
environment and best value for the public.”
In researching current recycled paper industry trends, staff also conducted a price comparison on
paper stocks used for in-house copiers, evaluating currently used nonrecycled paper to 30% and
100% recycled paper. Staff found only a modest increase of $1,500 per year to switch from the
current nonrecycled paper to 100% recycled paper, therefore, the General Manager implemented
this change. Additionally, staff will continue to look for ways to support the reduction of paper
usage, whenever possible, through initiatives like encouraging preserve visitors to reuse brochure
maps, use digital maps like GeoPDFs, and snapshots of displayed maps or smartphone trail guide
applications like OuterSpatial.
FISCAL IMPACT
Using higher recycled content paper is expected to increase the District’s annual printing budget
by approximately $60,000, which translates to an estimated 34% increase for fiscal year 2020.
This increase may be offset in future years by a reduction in printed materials or as recycled
content products continue to decrease in price. Printing budgets for future fiscal years will be
adopted annually as a part of the annual Budget and Action Plan process. Switching to 100%
recycled copier paper for in-house printing projects will also cost the District 34% more,
amounting to an estimated annual additional cost of $1,500.
R-20-58 Page 5
BOARD COMMITTEE REVIEW
The Legislative, Funding, and Public Affairs Committee (LFPAC) reviewed this item on April
14, 2020 and again on May 26, 2020 to review a correction. The Committee recommended
forwarding the general manager’s recommendations to the full Board at both meetings.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act.
CEQA COMPLIANCE
This item is not a project subject to the California Environmental Quality Act.
NEXT STEPS
Upon approval of the general manager’s recommendations, staff will begin specifying that high
quantity publications, including the quarterly newsletter and brochure maps, be printed on 100%
PCF, PCW paper stock, whenever possible, beginning in FY21. Staff will also continue to
purchase recycled copier paper stock.
Attachments
1. Board Policy 3.03, with proposed amendment
2. Legislative, Funding, and Public Affairs Committee Approved Minutes of April 14,
2020
3. Legislative, Funding, and Public Affairs Committee Draft Minutes of May 26, 2020
Responsible Department Head:
Korrine Skinner, Public Affairs
Prepared by:
Korrine Skinner, Manager, Public Affairs
Midpeninsula Regional Open Space District
Board Policy Manual
Public Contract Bidding,
Vendor and Professional
Consultant Selection, and
Purchasing Policy
Policy 3.03
Chapter 3 – Fiscal Management
Effective Date: 7/24/02 Revised Date: 01/24/18
Prior Versions: 12/16/09, 1/27/10, 9/23/15
Board Policy 3.03 Page 1 of 8
Purpose
The purpose of this policy is to ensure that the District obtains quality services, supplies,
material and labor at the lowest possible cost, and to provide a uniform method for
procurement of services and supplies. In addition, through proper documentation,
conformance to this Policy will enable the District's constituents to know that their public funds
are being spent responsibly, and potential vendors and contractors to know that they are being
treated equitably.
Policy
I. PURCHASING AUTHORITY
There are three levels of authority for purchases: Board Approval, General Manager Approval
and General Manager Delegated Approval. The maximum purchasing authority amounts refer
to the total price of an order, including tax and/or shipping, which may include more than one
item and also includes change orders and contract amendments. As used in this Policy, the
term “purchasing” refers collectively to contracting or procurement of services, supplies,
material or labor, including Capital Improvements.
A. Board Approval for Purchases In Excess of $50,000
If the cost for furnishing services, supplies, materials, labor, or other valuable consideration to
the District will exceed Fifty Thousand Dollars ($50,000), approval from the Board of Directors is
required prior to entering into the contract.
The Board may reject all bids and re-advertise, or by a five-sevenths vote may elect to purchase
the materials or supplies in the open market, or to construct a building, structure, or
improvement using District personnel.
1. Signature
Contracts which have been approved by the Board shall be signed by the General Manager or
designee, unless the Board has directed that the President sign on behalf of the District. The
District Clerk shall sign all such contracts and affix the seal of the District.
Attachment 1
Board Policy 3.03 Page 2 of 8
B. General Manager Approval for Purchases Not Exceeding $50,000
Pursuant to Public Resources Code 5549, the General Manager may obtain bids without
advertisement or published notice inviting bids and may authorize and execute contracts for
payment for services, supplies, material, labor, or other valuable consideration for any purpose,
including the new construction of any building, structure, or improvement, in an amount not
exceeding $50,000. Such expenditures shall be reported to the Board of Directors at its next
regular meeting, and may be reported on the Board’s Claims List.
1. Administrative Purchasing Policy/Procedure
The General Manager shall issue an Administrative Purchasing Policy/Procedure, which
provides appropriate guidance to staff to ensure that all District purchases are made in
accordance with this Policy and required documentation procedures are followed.
The General Manager shall issue written delegation of purchasing authority to those job
classifications whose duties include making purchases within his or her area of responsibility.
Purchasing authority limits shall be consistent with this Policy. Such written delegation of
purchasing authority shall include the authority to execute contracts, purchase orders, and
other documents necessary to approve a purchase within the employee’s purchasing authority.
C. Contract Change Orders
Staff may issue change orders to a contract, provided that the aggregate of all change orders to
that contract does not exceed fifteen percent (15%) of the original contract price. A larger
contingency may be authorized, based on unusual circumstances. Change orders shall not
exceed the total contract amount approved by the Board, General Manager or other District
employee as authorized by this Policy, including any contingency amount. Any expenditure
beyond the originally approved contract and contingency amount shall be approved by the
party authorized at that expenditure level under this Policy.
II. SOLICITATION OF BIDS
A. Solicitation of Formal Advertised Bids for Expenditures Exceeding $50,000
When any expenditure for projects, excluding Professional services, is expected to exceed
$50,000, the District shall conduct a formal bidding process pursuant to Public Resources Code
section 5594.
This type of formal bidding process typically includes the issuance of written plans or
specifications describing the goods or services to be provided and the receipt of written bids
from the bidders involved. Staff shall attempt to solicit formal bids from a minimum of three
bidders. Following Board approval, the contract shall then be executed by the General
Manager or designee, unless the Board President’s signature is required. The Contract shall be
awarded to the lowest responsible, responsive bidder, except as otherwise provided in this
Policy.
Attachment 1
Board Policy 3.03 Page 3 of 8
B. Solicitation of Three Written Bids for Expenditures Exceeding $25,000 but Not
Exceeding $50,000
When any expenditure is expected to exceed $25,000, but not exceed $50,000, the District shall
solicit written proposals from a minimum of three (3) bidders. The General Manager’s or
designee’s approval of the contract or purchase order is required as applicable under this
Policy.
C. Solicitation of Three Quotes or Proposals for Expenditures Exceeding $5,000 but Not
Exceeding $25,000
When any expenditure is expected to exceed $5,000, but not exceed $25,000, the staff
member responsible for the purchase is to solicit a minimum of three (3) quotes or proposals to
provide the goods or services. Such quotes shall be documented in writing pursuant to the
Administrative Purchasing Policy/Procedure.
D. Expenditures Not Exceeding $5,000
Staff members shall obtain competitive cost information, whenever feasible, for any District
purchase even though formal cost quotations are not required for goods or services costing
$5,000 or less.
III. Professional Services
Professional consultant services are of a technical and professional nature, and, due to the
nature of the services to be provided, do not readily fall within the “low bid” competitive
bidding process. In addition, State law requires that selection of professional consultants in the
categories of architects, landscape architects, engineers, surveyors, construction managers, and
environmental consulting be made on the basis of demonstrated competence and the
professional qualifications necessary for the satisfactory performance of the required services.
Professional consultants should be individually selected for a specific project or problem with
the objective of selecting the most qualified consultant at a price that is fair and reasonable.
Professional services agreements shall include the full scope of anticipated services for the
project, program or annual service agreements and shall not be split into smaller units for the
purpose of circumvention of this Policy and the required purchasing procedures.
A. Selection Procedures for Professional Services in Excess of $50,000
When the cost for professional services is expected to be in excess of $50,000, the District shall
prepare a Request for Qualifications (RFQ) outlining the professional’s qualifications, relevant
experience, staffing and support and hourly rates. This information becomes the basis for
negotiating a contract or a Request for Proposal (RFP) outlining the terms, conditions and
specifications of the services required by the District. The District may also prepare, as an
alternative, a Request for Qualifications and Proposal, combining the required elements of the
RFQ and the RFP described above. A minimum of three (3) qualified firms or individuals shall be
invited to submit qualifications and/or proposals.
Attachment 1
Board Policy 3.03 Page 4 of 8
District staff will review the proposals received, will select the most qualified firms for
interviews, and will rank the consultants based upon criteria including but not limited to the
following:
i. Ability of the consultants to perform the specific tasks outlined in the
RFP/RFQ.
ii. Qualifications of the specific individuals who will work on the project.
iii. Amount and quality of time key personnel will be involved in their
respective portions of the project.
iv. Reasonableness of the fee requested to do the work; comparability of fee
to similar services offered by other qualified consultants.
v. Demonstrated record of success by the consultant on work previously
performed for the District or for other public agencies or enterprises.
vi. The specific method and techniques to be employed by the consultant on
the project or problem.
vii. Ability of the consultant to provide appropriate insurance in adequate
amounts, including errors and omissions if applicable.
For the categories of architects, landscape architects, engineers, surveyors, construction
managers, and environmental consultants, initial selection of the most qualified and competent
consultants shall not include the cost criteria listed in Section III.A. of this Policy. After staff has
determined the most qualified and competent consultants, this cost criteria shall be considered
in negotiating a professional services agreement with the selected consultant.
B. Selection Procedures for Professional Services in Excess of $10,000 but Not Exceeding
$50,000
District staff shall solicit written proposals from a minimum of three (3) qualified consultants. A
formal RFP/ RFQ is not required. The selection shall be based upon the criteria noted in Section
III.A.. The General Manager or designee may approve the selection and execute the agreement.
C. Selection Procedures for Professional Services in Not Exceeding $10,000
District staff shall maintain current files on qualified consultants in appropriate categories. The
department shall, by telephone, email, or letter, contact at least three (3) qualified consultants
and request them to submit a proposal either orally or in writing. Oral proposals shall be
memorialized in writing, pursuant to the Administrative Purchasing Policy/Procedure. The
selection shall be based upon the criteria noted in Section III.A. and per the Administrative
Purchasing Procedure. The authorized Department Manager or other authorized District
employee may approve the selection and execute the agreement.
D. Renewal of Contracts with Professional Consultants
The District may, at its sole discretion, and after following required consultant selection
procedures, enter into consultant agreements which contain provisions authorizing their
extension or renewal. However, recommendations to extend or renew an existing contract with
Attachment 1
Board Policy 3.03 Page 5 of 8
a professional consultant should include an annual written evaluation of the work performed by
the consultant as well as a determination that the fees being charged are comparable to similar
services offered by other consultants at the time of renewal or extension. If the total amount of
the original and renewed contract in any one fiscal year does not exceed $50,000, the General
Manager or designee may execute the agreement. If the total amount exceeds $50,000, the
request must be approved by the Board.
E. Conflict of Law
These procedures are not applicable where superseded by local, state or federal law, where the
terms of grant funding provide for the use of other consultant selection procedures, or where
the District is obligated to select consultants through the use of different procedures, such as
due to the requirements of an insurance or self-insurance program.
F. Special Circumstances
These procedures are not applicable when three (3) bids or proposals are unavailable, or if it is
appropriate and in the best interest of the District under the specific circumstances, to limit the
number of bids or proposals solicited. The basis for such action shall be documented in writing
and approved by the General Manager or designee in his/her absence. When Board approval is
required, the documented basis for such action shall be included in the report to the Board.
G. Prequalified Consultant File
When, after District staff has undertaken the selection procedures as set out in this Policy and
determined that a consultant is qualified and competent in the performance of the professional
services in the consultant’s category, District staff may maintain a current file of such
consultants in their appropriate categories. For a period of four (4) years from determination of
the qualification of such consultant, District staff may select such a prequalified consultant from
the current file of prequalified consultants for the performance of professional services.
IV. EXCEPTIONS TO STANDARD PURCHASING PROCEDURES
A. Emergency Conditions
An emergency is defined as a breakdown in machinery or equipment or a natural disaster
resulting in the inability of the District to provide services, or a threat to public health, safety, or
welfare, including, but not limited to, threatened damage to natural resources. In the case of
an emergency determined by the District, or federal, state, or other local jurisdictions requiring
an immediate purchase, the General Manager or designee may authorize District staff to secure
in the open market, at the lowest obtainable price, any services, supplies, material or labor
required to respond to the emergency, regardless of the amount of the expenditure. The
General Manager shall, as soon as possible, provide a full written explanation of the
circumstances to the Board.
Attachment 1
Board Policy 3.03 Page 6 of 8
In the case of a disaster or for civil defense, nothing contained in this Policy shall limit the
authority of the General Manager to make purchases and take such other emergency steps as
are, or may be, authorized by the Board.
B. Limited Availability/Sole Source
Occasionally, necessary supplies, materials, equipment, or services are of a unique type, are of
a proprietary nature, or are otherwise of such a required and specific design or construction, or
are for purposes of maintaining consistency and operational efficiency, so as to be available
from only one source. After reasonable efforts to find alternative suppliers, the District may
dispense with the requirement of competitive bids and recommend negotiating and making the
purchase from the sole source. The basis for the sole source recommendation shall be
documented in writing and approved, in advance, by the Board for purchases exceeding
$50,000, and the General Manager or other authorized District employee, for purchases not
exceeding $50,000.
C. Cooperative Purchasing
The District shall have the authority to join in cooperative purchasing agreements with other
public agencies, (e.g., the State of California, counties, cities, schools, or other special districts),
to purchase goods or services at a price established by that agency through a competitive
bidding process. The General Manager or designee may authorize and execute such
cooperative purchasing agreements.
1. Purchases Exceeding $50,000
The formal competitive bidding procedures of Section II.A. for purchases exceeding $50,000 are
not required when the other public agency has secured a price through a formal, advertised
competitive bidding process. Board approval is required prior to purchase.
2. Purchases Not Exceeding $50,000
The bidding procedures of Section II. B. for purchases not exceeding $50,000 are not required
when the other public agency has secured a price through a competitive bidding process.
Approval from the General Manager or designee is required prior to purchase.
H. Open Purchase Orders for Routine and Repetitive Supplies and Services
Open purchase orders may be entered into with vendors who are expected to supply routine
services, supplies, materials or labor to the District on a regular basis throughout the fiscal year
(such as gasoline, discing, road maintenance, vehicle maintenance, printing, office supplies and
field hardware). Open purchase orders shall be closed at the conclusion of each fiscal year.
Vendors of repetitive supplies and services shall be selected through the competitive bidding
procedures set out in Section II, based upon the anticipated or budgeted cumulative cost of the
supply or service. Where competitive bidding procedures cannot feasibly be used, a comparison
of vendors’ prices will be made and staff will provide written documentation of the price
Attachment 1
Board Policy 3.03 Page 7 of 8
quotations used to select the vendor with the lowest cost, pursuant to the Administrative
Purchasing Policy/Procedure. Multi-year contracts can be entered into only when appropriate
and necessary to secure the best pricing or assure continuity of service. An annual review of
the services and prices provided shall be documented by District staff to assure that the vendor
is meeting the District’s needs and expectations and remains at a competitive price. Whenever
feasible, multi-year contracts for service or supplies shall provide that the option to renew or
extend the contract is at the District’s sole discretion.
I. Design Build Contracts
Pursuant to Public Resources Code section 5580, upon approval by the Board, the design-build
process (Public Contract Code sections 22160-22169) may be used to assign contracts for the
construction of facilities or other buildings in the district. The minimum project limitation of
one million dollars for design build projects set forth in the Public Contract Code does not apply
to District design-build projects.
A Conflict of Interest Policy for design-build contracts required by Public Contract Code section
22162 is included in the Design-Build Contracts - Conflicts of Interest (Board Policy 6.09).
V. GENERAL PROVISIONS
A. Conflict of Interest
No District employee or official shall be financially interested, directly or indirectly, in any
purchase, contract, sale, or transaction to which the District is a party and which comes before
said official or employee for recommendation or action. Any purchase, contract, sale, or
transaction in which any employee or official is or becomes financially interested shall become
void at the election of the District. No employee or official shall realize any personal gain from
any purchase, contract, sale, or transaction involving the District. More information can be
found in Board Policy 6.02 – Conflict of Interest Code.
B. Credit Cards
The General Manager may approve the use of District credit cards for District purchases by
authorized employees. Employees utilizing a credit card shall not exceed his/her purchasing
authority, as authorized in this Policy and as delegated by the General Manager, unless prior
approval is given by a supervisor with the appropriate purchasing authority. All card holders
must follow the credit card procedures outlined in the Administrative Purchasing
Policy/Procedure. District credit cards shall not be issued to individual members of the District
Board of Directors.
C. Purchase of Recycled Products
District staff shall purchase recycled products when the cost, suitability, and quality, taken
together, provide the best outcome for the environment and best value for the public
Attachment 1
Board Policy 3.03 Page 8 of 8
whenever such products are available at equal cost to non-recycled products and when fitness
and quality are equal.
D. Violations of This Policy
Employees are subject to disciplinary action up to and including termination for violation of this
Policy.
Attachment 1
*Approved by the Legislative, Funding & Public Affairs Committee on May 26, 2020
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE
The Committee conducted this meeting in accordance with California Governor Newsom’s
Executive Order N-29-20. All Board members and staff participated via teleconference.
Tuesday, April 14, 2020
APPROVED MINUTES*
CALL TO ORDER
Director Kersteen-Tucker called the meeting of the Legislative, Funding, and Public Affairs
Committee to order at 2:00 p.m.
ROLL CALL
Members present: Jed Cyr, Larry Hassett, and Zoe Kersteen-Tucker
Members absent: None
Staff present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Brian Malone, Assistant General Manager Susanna
Chan, Chief Financial Officer Stefan Jaskulak, District Clerk/Assistant to
the General Manager Jennifer Woodworth, Public Affairs Manager Kori
Skinner, Planning Manager Jane Mark, Planner III Gretchen Laustsen,
Planner I Melissa Borgesi
District Clerk Jennifer Woodworth announced this meeting is being held in accordance with
Governor Newsom’s Executive Order allowing Committee members to participate remotely. The
District has done its best to conduct a meeting where everyone has an opportunity to listen to the
meeting and to provide comment. The public has the opportunity to comment on the agenda, and
the opportunity to listen to this meeting through the internet or via telephone. This information
can be found on the meeting agenda, which was physically posted at the
District’s Administrative Office, and on the District website. Ms. Woodworth described the
process and protocols for the meeting.
ORAL COMMUNICATIONS
Ms. Woodworth reported no public comments had been submitted
Attachment 2
LFPAC Page 2
April 14, 2020
ADOPTION OF AGENDA
Motion: Director Hassett moved and Director Cyr seconded the motion to adopt the agenda.
ROLL CALL VOTE: 3-0-0
COMMITTEE BUSINESS
1. Approve the January 28, 2020 Legislative, Funding, & Public Affairs Committee
Meeting Minutes.
District Clerk Jennifer Woodworth announced a small change to the minutes that had been
included into the Committee packet.
Motion: Director Hassett moved, and Director Cyr seconded the motion to approve the January
28, 2020 Legislative, Funding, and Public Affairs committee meeting minutes, as amended.
Public comment opened at 2:02 p.m.
Ms. Woodworth reported no public comments had been submitted
Public comment closed at 2:02 p.m.
ROLL CALL VOTE: 3-0-0
2. Paper Usage and Standards (R-20-36)
Public Affairs Manager Korrine Skinner provided the staff presentation. Ms. Skinner described
the various environmental benefits of recycled paper, including reduced demand for fresh wood,
decrease in water and energy use during the manufacturing process, and a reduction of solid
waste production. Ms. Skinner explained the fiscal impact of moving to 100% recycled paper
and the potential printing delays due to the need to preorder the paper stock. Finally, Ms. Skinner
described the proposed modification to Board policy 3.03 related to the purchase of recycled
paper stock.
Director Hassett inquired regarding the large cost increase related to the Open Space Views
newsletter.
Ms. Skinner reported that this is due to the number of pages being printed and the large number
of newsletters printed for distribution.
The Committee members spoke in favor of using 100% recycled paper and communicating with
the public about the environmental benefits of using the 100% recycled paper.
General Manager Ana Ruiz suggested including an article on the topic in an upcoming
newsletter.
Director Kersteen-Tucker inquired regarding inclusion of a local preference in the policy.
Attachment 2
LFPAC Page 3
April 14, 2020
General Counsel Hilary Stevenson reported a local preference can be allowed for the
procurement of goods and can be further discussed at the Board level.
Public comment opened at 2:34 p.m.
Ms. Woodworth reported no public comments had been submitted.
Public comment closed at 2:34 p.m.
Motion: Director Hassett moved, and Director Cyr seconded the motion to forward the
following recommendations to the Board of Directors for approval:
1. Authorize the addition of a specific exemption in Board Policy 3.03 Section V.C.
to allow the purchase of recycled paper stock when the cost is higher than nonrecycled
products of similar fitness and quality.
2. Authorize the specification of 100% post-consumer waste (PCW), processed chlorine-
free (PCF) recycled paper, when feasible, for high-quantity printing orders, including
for brochure maps and the quarterly newsletter.
ROLL CALL VOTE: 3-0-0
3. Midpeninsula Regional Open Space District Board Compensation Policy (R-20-37)
General Counsel Hilary Stevenson described the Board’s previous discussions and actions
regarding Board compensation. In January 2020, the Board adopted findings related to the
number of monthly meetings and approved a 5% increase, as permitted under state law.
Director Hassett requested clarification regarding compensation of “one-on-one meetings with
the General Manager involving operations of the District” in subsection f.
Ms. Stevenson reported that all compensated meeting would relate to the business of the District
and suggested adding the example of an agenda review meeting.
Director Cyr suggested having flexibility and clarity in compensating for community or public
outreach events so that purely social events are not compensated.
Ms. Stevenson suggested adding “excluding purely social events” to the end of subsection i.
The Committee members agreed with the suggested addition.
Public comment opened at 2:50 p.m.
Ms. Woodworth reported no public comments had been submitted.
Public comment closed at 2:50 p.m.
Motion: Director Cyr moved, and Director Hassett seconded the motion to recommend Board
approval of a revised list of compensable meetings for inclusion in Board Policy 6.06--Meeting
Compensation, Reimbursement of Authorized Necessary Expenses for Performance of Official
Attachment 2
LFPAC Page 4
April 14, 2020
Duties, and Adoption of Ethics Training Requirements Pursuant to Government Code Section
53232 et seq. (AB1234), with the suggested changes to subsections f and i.
ROLL CALL VOTE: 3-0-0
4. Recognition of Significant Partners at Ravenswood Open Space Preserve (R-20-38)
Planner I Melissa Borgesi presented the staff report describing the various partners proposed for
recognition at the Ravenswood Open Space Preserve and displayed a proposed mockup of the
partner signboard.
Director Kersteen-Tucker suggested prominently adding language to the sign thanking San
Mateo and Santa Clara taxpayers.
Ms. Borgesi reported that a Measure AA sign will also be installed onsite that thanks District
taxpayers.
Public comment opened at 2:59 p.m.
Ms. Woodworth reported no public comments had been submitted.
Public comment closed at 2:59 p.m.
Motion: Director Cyr moved, and Director Hassett seconded the motion to forward to the full
Board of Directors the following recommended list of partners to be recognized for their
significant contributions towards the construction of the Bay Trail at Ravenswood Open Space
Preserve:
• California Natural Resource Agency,
Urban Greening Grant Program
• California State Coastal
Conservancy
• Caltrans
• County of San Mateo – Measure K
• County of Santa Clara
• San Francisco Public Utilities
Commission
• Association of Bay Area
Governments
• San Francisco Bay Trail
• City of East Palo Alto
• City of Menlo Park
• Facebook
ROLL CALL VOTE: 3-0-0
ADJOURNMENT
Director Kersteen-Tucker adjourned the meeting of the Legislative, Funding, and Public Affairs
Committee at 3:00 p.m.
____________________________
Jennifer Woodworth, MMC
District Clerk
Attachment 2
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
LEGISLATIVE, FUNDING, AND PUBLIC AFFAIRS COMMITTEE
The Committee conducted this meeting in accordance with California Governor Newsom’s
Executive Order N-29-20. All Board members and staff participated via teleconference.
Tuesday, May 26, 2020
DRAFT MINUTES
CALL TO ORDER
Director Kersteen-Tucker called the meeting of the Legislative, Funding, and Public Affairs
Committee to order at 2:02 p.m.
ROLL CALL
Members present: Jed Cyr, Larry Hassett, and Zoe Kersteen-Tucker
Members absent: None
Staff present: General Manager Ana Ruiz, General Counsel Hilary Stevenson, Assistant
General Manager Brian Malone, Assistant General Manager Susanna
Chan, Chief Financial Officer Stefan Jaskulak, District Clerk/Assistant to
the General Manager Jennifer Woodworth, Public Affairs Manager Kori
Skinner, Governmental Affairs Specialist Joshua Hugg
District Clerk Jennifer Woodworth announced this meeting is being held in accordance with
Governor Newsom’s Executive Order allowing Committee members to participate remotely. The
District has done its best to conduct a meeting where everyone has an opportunity to listen to the
meeting and to provide comment. The public has the opportunity to comment on the agenda, and
the opportunity to listen to this meeting through the internet or via telephone. This information
can be found on the meeting agenda, which was physically posted at the District’s
Administrative Office, and on the District website. Ms. Woodworth described the process and
protocols for the meeting.
ORAL COMMUNICATIONS
District Clerk Jennifer Woodworth reported no public comments had been submitted.
ADOPTION OF AGENDA
Motion: Director Hassett moved and Director Cyr seconded the motion to adopt the agenda.
Attachment 3
LFPAC Page 2
May 26, 2020
ROLL CALL VOTE: 3-0-0
COMMITTEE BUSINESS
1. Approve the April 14, 2020 Legislative, Funding, & Public Affairs Committee
Meeting Minutes.
Motion: Director Cyr moved, and Director Hassett seconded the motion to approve the April 14,
2020 Legislative, Funding, and Public Affairs committee meeting minutes.
Public comment opened at 2:02 p.m.
No speakers present.
Public comment closed at 2:02 p.m.
ROLL CALL VOTE: 3-0-0
2. Consideration of a Commemorative Bench for State Senator Jim Beall at El Sereno
Open Space Preserve (R-20-48)
Joshua Hugg, Governmental Affairs Specialist provided the staff report describing California
State Senator Jim Beall’s significant contributions to the District, including helping secure
funding for District projects such as the Highway 17 crossings, streamlined process and funding
for potential San Jose Water Company land acquisition, and trail and watershed projects at Bear
Creek Redwoods Preserve. The proposed bench location overlooks the Lexington Reservoir, and
Mr. Hugg described suggested language for the commemorative bench, which language would
be approved by Senator Beall. Finally, Mr. Hugg described the next steps for the process.
The Committee members spoke in strong support of the general manager’s recommendation and
of Senator Beall’s contributions to the District.
Public comment opened at 2:18 p.m.
District Clerk Jennifer Woodworth announced that no comments were submitted.
Public comment closed at 2:18 p.m.
Motion: Director Cyr moved, and Director Hassett seconded the motion to forward to the full
Board of Directors a recommendation to install a commemorative bench and plaque in honor of
significant supporter State Senator Jim Beall with a view over the Lexington Vista at El Sereno
Open Space Preserve.
ROLL CALL VOTE: 3-0-0
3. Paper Usage Policy Update – Revised Information (R-20-49)
Attachment 3
LFPAC Page 3
May 26, 2020
Public Affairs Manager Korrine Skinner reported this item is bring brought back to the
Committee because there was an error in the previous report the Committee discussed in April.
provided the staff presentation. Ms. Skinner explained the error and reported it does not
significantly alter the fiscal impact of the proposed policy change and described the proposed
policy language update.
Directors Cyr and Hassett suggested using the cost of the entire printing budget rather than using
sample projects to simplify the explanation of the fiscal impact.
Public comment opened at 2:31 p.m.
District Clerk Jennifer Woodworth announced no public comments were submitted.
Public comment closed at 2:31 p.m.
Motion: Director Hassett moved, and Director Cyr seconded the motion to forward the
following recommendations to the Board of Directors for approval:
1. Affirm the authorization of the specification of 100% recycled paper stock, when
feasible, for high-quantity printing orders, including for brochure maps and the quarterly
newsletter.
2. Update Board Policy 3.03 Section V.C, Purchase of Recycled Products to match
Administrative Policy 4.03: “District staff shall purchase recycled products when the
cost, suitability, and quality, taken together, provide the best outcome for the
environment and best value for the public.”
ROLL CALL VOTE: 3-0-0
ADJOURNMENT
Director Kersteen-Tucker adjourned the meeting of the Legislative, Funding, and Public Affairs
Committee at 2:32 p.m.
____________________________
Jennifer Woodworth, MMC
District Clerk
Attachment 3
R-20-57
Meeting 20-12
June 10, 2020
AGENDA ITEM 7
AGENDA ITEM
Award of Contracts with Three Firms for On-Call Printing and Mailing Services
GENERAL MANAGER’S RECOMMENDATION
Authorize the General Manager to enter into four-year contracts for on-call printing and mailing
services with Almaden Global, Dakota Press, and GSL Fine Lithographers for amounts not-to-
exceed $200,000 per year for each contract.
SUMMARY
When possible, the Midpeninsula Regional Open Space District (District) uses the green practice
of communicating electronically. However, there are times when printed material is necessary
for general public outreach and education. Printed material includes the Views quarterly
newsletter, brochure maps, notification postcards, business cards, and other special publications.
Material such as the Views and postcards also require mail services. To maximize flexibility and
the ability to secure the most competitive prices and best quality for each distinct printing or
mailing job, the General Manager recommends awarding contracts to several qualified printers.
Based on a competitive bid process, Almaden Global (Santa Clara), Dakota Press (San Leandro),
and GSL Fine Lithographers (Sacramento) were deemed as the most qualified and lowest
bidders. The General Manager recommends awarding a four-year contract to each of these firms
for an amount not-to-exceed $200,000 per year for each contract. The Board will be considering
approval of the proposed Fiscal Year 2020-21 Budget in June that includes sufficient funds to
cover the anticipated costs during the upcoming fiscal year. Additional funds will be included in
future budget cycles for annual printing and mailing projects.
DISCUSSION
A Request for Proposals and Qualifications (RFPQ) was issued on April 24, 2020 and posted on
the District website and BidSync to solicit interest from qualified printing and mail services
firms. The deadline for submission was May 8, 2020. A total of seven proposals were received.
Firms provided cost estimates for several sample printing projects, including printing and
mailing a typical Views quarterly newsletter, representative brochure map samples, postcard
notifications, special publications and District business cards. Firms also submitted their
expected production times, references, information regarding their general background and
qualifications, and experience working with government agencies and/or land conservation or
environmental organizations. Firms based their costs on procurement and use of selected papers
and inks that meet District specifications. For printed material, the District seeks firms that
R-20-57 Page 2
promote environmentally sound sourcing processes, continue improvements in standards and
practices, and encourage use of recycled and sustainable paper. As part of a separate Agenda
Item at this same meeting, the Board of Directors is considering revisions to Board Policy 3.03
Section V.C. to authorize the purchase of recycled products when the cost, suitability, and
quality, taken together, provide the best outcome for the environment and best value for the
public. Should the Board approve that policy update, staff will specify 100% post-consumer
waste (PCW), processed chlorine-free (PCF) recycled paper, when feasible, for high-quantity
printing orders, including for brochure maps and the quarterly newsletter. Sample quotes were
provided for the use of stock that meets this specification.
From the seven proposals received, total cost estimates for the set of sample projects ranged from
$20,630 to $31,270. Two firms did not provide quotes for all sample projects. A comparison of
sample quotes is provided in the table below.
Company Location Quarterly
Newsletter
Trail
Brochure
(small size
– 12,000)
Trail
Brochure
(large size –
5,000)
Financial
Report
(100)
Notification
Postcard
(4,000) Total
Advantage* Anaheim ---- $5,504 $6,167 ---- ---- $11,671
Almaden Santa Clara $11,207 $2,550 $3,888 $1,974 $1,011 $20,630
Dakota Press San Leandro $13,518 $2,229 $3,315 $1,264 $826 $21,152
ImageX* Pleasanton $16,677 $3,179 $3,207 ---- ---- $23,062
GSL Sacramento $16,670 $3,940 $4,866 $1,280 $776 $27,532
Dome McClellan $19,229 $4,078 $5,559 $1,627 $706 $31,199
Chase VP Morgan Hill $17,699 $4,274 $6,454 $1,885 $958 $31,270
*Vendor’s quote was incomplete
The Fiscal Year (FY) 2020-21 District budget for printing and mailing projects is $246,500. the
General Manager recommends entering into four-year on-call contracts with Almaden Global,
Dakota Press, and GSL Fine Lithographers, each for an amount not-to-exceed $200,000 per year
for Fiscal Year (FY) 2020-21 through FY2023-24. This allows the District to maximize
flexibility and the ability to secure the most competitive prices and best quality for each printing
or mailing job. Because the District solicits bids from its on-call printers ahead of every specific
print project and awards each project based on current lowest cost and ability to meet print
deadlines, it is not possible to determine the total amount of work each printer will do over the
course of a year up front. While the total of the three contracts exceeds the total budget, the
District will not spend beyond the Board-approved budgeted amount each year.
FISCAL IMPACT
Funds are included in the proposed Fiscal Year 2020-21 Budget to cover the cost of the
recommended action, which the Board will consider approving in June 2020. Additional funds
will be included in future budget cycles for annual printing and mailing projects.
BOARD COMMITTEE REVIEW
A Board Committee did not previously review this item. However, the Legislative, Funding and
Public Affairs Committee reviewed Paper Usage and Standards on April 14, 2020 and again on
May 26, 2020 and recommended forwarding revisions to Board Policy 3.03 to the full Board for
approval.
R-20-57 Page 3
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
With Board approval, the printing and mailing services contracts for FY2020-21 will be
executed, and Public Affairs staff would implement on an ongoing basis the printing and mailing
projects planned for the fiscal year.
Responsible Department Head:
Korrine Skinner, Public Affairs Manager
Prepared by:
Cydney Bieber, Public Affairs Specialist II
Rev. 1/3/18
R-20-61
Meeting 20-12
June 10, 2020
AGENDA ITEM 8
AGENDA ITEM
Formation of the Lehigh Quarry Review Ad Hoc Committee
GENERAL MANAGER’S RECOMMENDATION
Form a Lehigh Quarry Review Ad Hoc Committee of the Board pursuant to Board Policy 1.04,
Board Committees. Consistent with other recent Ad Hoc Committees of the Board, these
meetings would be compensable.
SUMMARY
Lehigh Quarry, the Midpeninsula Regional Open Space District’s (District) immediate neighbor
to the south of Rancho San Antonio Open Space Preserve, has submitted a Reclamation Plan
Amendment to Santa Clara County for review. The General Manager recommends the Board of
Directors form an Ad Hoc Committee (Committee) to guide the District’s response to the
proposed Reclamation Plan Amendment. The Committee would consist of three Board members,
appointed by the Board President with consent of the Board.
DISCUSSION
In May of 2019, Lehigh Hanson, a subsidiary of Heidelberg Cement Group who operates Lehigh
Quarry, submitted a Reclamation Plan Amendment (“Rec Plan”) to Santa Clara County.
Principal components of the proposed amendment include increased mining in various areas, the
import of fill from around the Bay Area into the North Quarry pit (as opposed to using stockpiled
materials from prior mining), and the modification of a ridgeline and related request to modify a
ridgeline easement held by Santa Clara County between the North Quarry and the headwaters of
tributaries into Rancho San Antonio Open Space Preserve (see Attachment 1, Reclamation Map).
Visitors to Rancho San Antonio Open Space Preserve (see Attachment 2, Rancho Map), as well
as the public in surrounding communities have the potential to be further affected by these
proposed quarry activities. Additionally, the proposed Rec Plan may pose negative impacts to the
ecology of Rancho San Antonio Open Space Preserve and regional ecosystems. An Ad Hoc
Committee of the Board is recommended to steer the District’s response to the Reclamation Plan
Amendment.
Pursuant to Board Policy 1.04, Board Committees, the Lehigh Quarry Review Ad Hoc
Committee would be composed of three Board members appointed by the Board President with
the consent of the Board. This Committee would serve the purpose of reviewing and guiding the
District’s response to the Reclamation Plan Amendment and the County’s response to Lehigh’s
application.
R-20-61 Page 2
FISCAL IMPACT
Formation of a new compensable Ad Hoc Committee is not expected to result in a new fiscal
impact. The fiscal year budget anticipates both Committee and Board meeting attendance for
Board Directors. According to Board Policy 6.06 (Meeting Compensation, Reimbursement of
Authorized Necessary Expenses for Performance of Official Duties, and Adoption of Ethics
Training Requirements Pursuant to Government Code Section 53232 et seq. (AB1234)), the
maximum allowable total compensation per Board member is one hundred dollars ($100.00) per
day and six hundred dollars ($600.00) per calendar month. The Fiscal Year 2020-21 Budget
contains sufficient funds for Board compensation related to meeting attendance.
BOARD COMMITTEE REVIEW
This item was not previously reviewed by a Board Committee.
PUBLIC NOTICE
Public notice for this item was provided as required by the Brown Act.
CEQA COMPLIANCE
This item is not a project subject to the California Environmental Quality Act.
NEXT STEPS
Upon approval by the Board, Committee members would be appointed by the Board President.
The General Manager or designee will schedule a kickoff meeting as soon as practicable.
Attachment(s)
1. Reclamation Plan Map
2. Map of Reclamation Plan and Rancho San Antonio Open Space Preserve
Responsible Department Head:
Kirk Lenington, Natural Resources Manager
Prepared by:
Aaron Hébert, Senior Resource Management Specialist
Graphics prepared by:
Francisco Lopez Tapia, GIS Technician
ATTACHMENT 1: RECLAMATION PLAN MAP
North Q uarr y
West Materials
Stora ge Area
North Highwall
Reclamation
North
Highwall
Reser ve
!
North
Quarry
Backfill
!
Rock Plant
Reserve
!
Santa Clara County Ridgeline Easement
Midpen
Conservation Easement
Midpen
Conservation Easement
for Future Trail
Ea st Ma teria ls
Stora ge Area
Note: County parcel boundary data are
off. Parcel boundar y should closely follow
Rancho San Antonio trail.
!
!35110034
34222098
35111081
35110038
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34245045
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34222065
P
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StevensCanyon R o a d
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W il d ca t L o o p T r a i l
Ra n c h o S a n Anto
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CoyoteTrail
H i g h M e adow Trail
Rim Tr a il
Hill Tr a il
Ha m m ond-SnyderLo o p Trail
Quarry Trail
R
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Trail
Rim Trai
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Lower M e a d o w T rail
C
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Trail
Upper High Me a d ow Tr a i l
U p perWildcat Canyon Trail
W a t e r w heel Creek T r a il
C a n y o n O a k W a y
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alleyRd
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M O N T E B E L L O
O P E N S P A C E
P R E S E R V E
R A N C H O S A N
A N T O N I O O P E N
S P A C E P R E S E R V E
M i d p en i n su la Re g i onal
Op e n S p a ce D i st r i ct
(M id pe n)
6/3 /2 0 2 0
Att ac hment 2: Rec l ama ti on P la n and Ranc ho San Ant onio Op e n Spa ce Pr ese r ve
Path: G:\Projects\Rancho_San_Antonio\Hanson\ReclamationPlan_Amendment\RSA_PlanComponents_20200603.mxd
Created By: flopez
0 10.5
MilesI
While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
Pr operty B ou ndar y
Ex isting R eclamation Plan Boundar y
Cr eek
Amended Reclamation Bou ndar y
Wes t Ma terials Storage Area
No r t h H ighwall Reclamation
No r t h Quarr y Backfill
R-20-59
Meeting 20-12
June 10, 2020
AGENDA ITEM 9
AGENDA ITEM
Proposed Fiscal Year 2020-21 Budget and Action Plan Review and Public Hearing
GENERAL MANAGER’S RECOMMENDATIONS
1. Review and hold a public hearing on the Proposed Fiscal Year 2020-21 (FY21) Budget and
Action Plan, as reviewed and recommended by the Action Plan and Budget Committee in
preparation for adoption at the June 24, 2020 regular meeting of the Board of Directors.
2. Direct either:
a. The General Manager to bring the proposed FY21 Budget and Action Plan back for
adoption at the June 24, 2020 regular meeting of the Board of Directors; or
b. The Action Plan and Budget Committee to consider proposed changes to the FY21
Budget and Action Plan prior to the General Manager bringing the item back to the
Board of Directors for adoption at the June 24, 2020 regular meeting.
SUMMARY
The Proposed FY21 budget of $69.3 million is essentially flat at 0% growth (approximately
$200,000) compared to the adopted FY20 budget ($69 million) - excluding large one-time
expenditures in the General Fund Capital (Fund 40). The total FY21 budget, including large one-
time expenditures, totals $81.2 million, which is a 9% increase over the FY20 adopted budget.
Operating expenses (salaries and benefits, services and supplies) decreased by $230,000 and debt
service is reduced by $1 million. The General Manger is not requesting new positions at this time
for FY21 given the economic uncertainty arising from the global COVID-19 pandemic and
recent State and County-issued shelter-in-place orders.
On December 9, 2019, the Board of Directors held its annual retreat to review the environmental
scan prepared by staff and accordingly adjust the Midpeninsula Regional Open Space District’s
(Midpen) Strategic Goals and Objectives. Following the adjustment of the Strategic Goals and
Objectives, the Board of Directors (Board) held a second retreat on March 3, 2020 to establish
the priorities for the following fiscal year for inclusion into the FY21 Budget and Action Plan.
The proposed FY21 Capital Improvement and Action Plan (CIAP) reflects Board priorities as
confirmed at the March 3, 2020 Board Priority Setting Retreat and is comprised of 74 Capital
Projects and 25 Operating Projects.
R-20-59 Page 2
DISCUSSION
Revenue
The proposed FY21 budget includes revenues from various sources, with the vast majority
coming from property tax receipts. Midpen also receives annual revenues from grants, interest
income, rental income, and a small amount of miscellaneous income. Measure AA Bonds are
also a significant funding source for qualified capital projects.
Annual property taxes – which make up 92% of total revenues – are estimated at $59.7 million
for FY21. Estimated property tax revenues are up $2.2 million when compared to the current
fiscal year amended ($57.5 million in FY20), yet reduced from original projections for FY21
(reduced by $2 million) per the Controller. The reduced projected tax revenues are due to
reductions in real estate transactions that generate supplemental taxes and the expectation of
slower collections resulting from the State Governor’s executive order waiving penalties and fees
for late payments. These impacts to revenue sources are attributed to COVID-19. The Assessed
Value roll for the FY21 property taxes was established on January 1, 2020 and therefore does not
affect property tax assessments for FY21. Total estimated FY21 revenue and other funding
sources are summarized by fund in the table below.
FY2020-21
Revenues & Other
Funding Sources
Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total
General
Fund Hawthorns Measure
AA Capital
General
Fund
Capital
Debt
Service
Revenue
Property Tax Revenues $53,487,274 $6,200,000 $59,687,274
Grants Awarded 293,500 1,621,509 1,915,009
Interest Income 894,260 13,500 441,475 41,040 1,360,275
Rental Income 1,329,450 1,329,450
Rental Income - 5050 El
Camino Real 400,000 400,000
Rancho San Antonio
Agreement 386,761 386,761
Miscellaneous 100,000 100,000
Total Revenues 56,891,245 13,500 2,032,984 0 6,241,040 65,178,769
Other Funding Sources
Bond Reimbursements 10,247,079 6,415,212 16,662,291
Hawthorns Funds 96,700 96,700
Assigned Fund Balance
Transfers 0
Committed for
Infrastructure Transfer (400,000) 5,546,271 5,146,271
Committed for future
acquisitions & capital
projects
(4,200,000) (4,200,000)
Committed for capital
maintenance (500,000) (500,000)
Committed for promissory
note (300,000) (300,000)
General Fund Transfers (14,573,920) 3,894,845 10,679,075 0
Total Other Funding
Sources (19,973,920) 96,700 10,247,079 15,856,328 10,679,075 16,905,262
Grand Total: Revenues &
Other Funding Sources 36,917,325 110,200 12,280,063 15,856,328 16,920,115 82,084,031
R-20-59 Page 3
When compared to the current fiscal year, total revenues of $65.2 million are about $1.2 million
less than FY20 ($66.4 million amended in FY20). Although property taxes are projected to have
modest growth ($2.2 million) in FY21, other revenue sources, including interest, grants, and
rental income for 5050 El Camino, are all projected to decrease ($3.4 million total for all
categories).
Year-over-year revenue trends are shown in the graph below.
Expenditures
The proposed FY21 budget ($69.3 million) compared to the adopted FY20 budget ($69 million)
is essentially flat (increasing only by approximately $200,000) – excluding large one-time
expenditures in the General Fund Capital (Fund 40).
The total Proposed FY21 budget totals $81.2 million, which is a 9% increase over the prior year
adopted budget. The year-over-year change is due to increased capital expenditures in Measure
AA (Fund 30) as more projects move into construction, as well as one-time capital expenditures
in General Fund Capital (Fund 40) on Midpen infrastructure. Operating expenses (salaries and
benefits, services and supplies) decreased by $230,000 and debt service is reduced by $1 million.
The table on the next page shows the total budget by funding source for FY21 and the percent
change as compared to the current fiscal year (adopted).
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Estimated
FY21
Projected
Mi
l
l
i
o
n
s
Property Tax Grants & Contributions Interest Rental Income and Other
R-20-59 Page 4
FY19 FY20 FY21 $ Change From % Change From
Midpen Budget by
Funding Source Actual Adopted
Budget
Proposed
Annual Budget
FY20
Adopted Budget
FY20
Adopted Budget
Fund 10 – General Fund Operating $28,783,378 $37,003,848 $36,773,825 ($230,023) -1%
Fund 20 – Hawthorns 30,888 140,200 110,200 (30,000) -21%
Fund 30 – MAA Land/Capital 10,871,866 9,447,647 11,868,588 2,420,941 26%
Fund 40 – General Fund Land/Capital 3,305,485 4,819,875 3,894,845 (925,030) -19%
Fund 50 – Debt Service 15,670,988 17,669,563 16,640,925 (1,028,638) -6%
Subtotal Midpen Budget $58,662,605 $69,081,133 $69,288,383 $207,250 0%
Fund 40 – General Fund Land/Capital
One Time Expenses 31,550,000 5,726,720 11,961,483 6,234,763 109%
Total Midpen Budget $90,212,605 $74,807,853 $81,249,866 $6,442,013 9%
Primary drivers within each fund are discussed below.
• General Fund Operating (Fund 10): The General Fund Operating has a -1.0% net change.
Salaries and Benefits increased slightly by $280,000 due to anticipated salary step
increases, changes in benefit costs, and maintaining a flat head count (no new positions).
A greater proportion of staff time is expected to be reimbursed through Measure AA for
qualified projects as compared to prior years. Services and Supplies decreased by
approximately $510,000, reflecting a prudent approach to next fiscal year in light of
COVID-19 and the expected project delays and program limitations due to extended
social distancing requirements. Typical operating project expenditures continue, such as
for habitat restoration work associated with new capital improvement projects like the
opening of the western area of the Bear Creek Redwoods Preserve. In addition, the
proposed budget includes significant funds to expand Midpen’s efforts in preventing,
preparing for, and responding to potential wildland fires. In contrast, non-project related
operating expenses were reduced, such as in-person conference and training attendance
budgets.
• Hawthorn (Fund 20): The Hawthorn Fund includes funding for fuel reduction and fire
clearance work.
• Measure AA Land/Capital (Fund 30): The Measure AA (MAA) Capital fund increase of
26%, or $2.4 million, in projected annual expenses represents new projects that are
beginning and multiple MAA projects that will be under construction next fiscal year.
The proposed CIAP includes over 20 MAA projects in various stages of planning and
construction.
The Measure AA Capital fund increase includes both higher reimbursable labor
(+$200,000) and expenditures (+$2.2 million) for multiple large-scale projects. The
increase in reimbursable labor is primarily due to more shovel-ready trail projects that
will be completed by Midpen’s special projects crews.
Measure AA projects in FY21 include the conservation of important coastal agricultural
and watershed lands, the Highway 17 Wildlife and Trail Crossing project, the Bear Creek
Redwoods Alma College Site Rehabilitation Plan, Beatty Parking Area and Trail
Connections, and finalizing the Saratoga-to-Sea Regional Trail and Ravenswood Bay
Trail Connections. Additional projects include the Bear Creek Redwoods Landfill
Characterization and Remediation, Purisima Upland Site Clean-up and various
infrastructure improvements to support the Conservation Grazing Program. Work will
R-20-59 Page 5
also continue on the Lower La Honda Creek Phase II Trails and Hawthorns Public
Access Site Plan.
• General Fund Land/Capital (Fund 40): The General Fund Capital – excluding one-time
expenditures – is decreasing by $925,000 compared to the FY20 adopted budget. Most
projects are in support of Measure AA and the Vision Plan. Other projects included in
next year’s plan will improve Midpen’s business and data systems; complete repairs and
maintenance on Midpen residences and driveways; improve infrastructure for the
Conservation Grazing Program; and demolish dilapidated structures to restore these sites
to a natural condition.
As previously mentioned, the General Fund Capital includes one-time improvements to
Midpen’s South Area Field Office and Administrative Office to meet long-term office
space needs and support Midpen’s mission and Measure AA project delivery in
perpetuity. Midpen has been prudently setting aside funding for these one-time
expenditures since 2014 and rental revenues through January 2021 to offset these costs.
In addition, Midpen is under negotiations for the sale of the 330 Distel Circle building
(current main Administrative Office site), which will further offset the total costs for
facility improvements.
• Debt Service (Fund 50). The Debt Service Fund for FY21 decreased by approximately $1
million from FY20, or 6%. Annual debt service principal payments are projected to go
down for FY21 and FY22 on the recently issued 2018 General Obligation Bonds (Series
GO Green Bonds); the total debt service payments for the GO Bonds remain flat for the
next 20 years, or until additional bonds are issued.
Year-over-year expense trends and the breakdown of proposed FY21 expenditures by Fund are
shown in the graph below.
R-20-59 Page 6
Capital Improvement and Action Plan (CIAP)
The proposed FY21 CIAP encompasses projects that align with and deliver on Midpen’s Mission
and Coastside Mission and respond to the Board-adopted FY21 Strategic Goals and Objectives.
Projects that are $50,000 or more are specified in this section. Projects below this threshold are
included in the Department Summary section of the budget book; these projects were called out
as Operating Projects during the March 3, 2020 Board retreat.
The CIAP is organized into the following four program categories:
1. Land Acquisition and Preservation
2. Natural Resources Protection and Restoration
3. Public Access, Education and Outreach
4. Assets and Organizational Support
The General Manager is mindful of the Board’s list of success criteria that emphasize delivery of
Measure AA commitments, projects completed on time and on budget, pacing of projects,
balanced delivery of the mission, exceptional work recognizing time and budget constraints,
project delivery innovation, creating an exceptional organization, and careful long-term fiscal
stewardship. To support these important organizational norms, the General Manager approaches
new projects and initiatives objectively and thoroughly to understand the impacts on capacity, as
well as project and staffing interdependencies.
$24.5 $27.4 $28.8 $37.0 $36.8
$0.0 $0.0
$0.1 $0.1$16.9 $12.0 $10.9
$9.4 $11.9$4.4 $2.5 $3.3
$4.8 $3.9$0.0 $3.1
$31.6 $5.7 $12.0
$12.4 $12.6
$15.7
$17.7
$16.6
0
10
20
30
40
50
60
70
80
90
100
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Adopted
FY21
Projected
Mi
l
l
i
o
n
s
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
R-20-59 Page 7
To this end, all departments completed
comprehensive resource loading on the
proposed FY21 CIAP projects in January
2020 to confirm capacity assumptions. The
General Manager reviewed each project
scope, schedule, and budget with staff from
the General Manager’s Office in February to
adjust as necessary the proposed pacing and
budget for each project. Unbeknownst to all,
COVID-19 soon after expanded into a
worldwide pandemic as declared by the
World Health Organization on March 11,
with Shelter-in-Place Orders executed by
Santa Clara and San Mateo Counties
effective March 17. These events have
impacted Midpen’s ability to move forward
numerous projects that either require field
work or were planned to be under construction in Q4 of FY20.
In light of these project impacts, the General Manager directed staff to review the proposed
FY21 CIAP again in April to make additional changes and recalibrate the project list and budgets
given the unanticipated project delays and schedule extensions that are occurring in Q4 of FY20.
These changes update the original project list that was presented to the Board at the March 3,
2020 retreat when the Board received an early review of the proposed FY21 CIAP projects.
In response to the Q4 impacts to project schedules, eleven projects are proposed to be deferred
until after FY21 (see list below). Most projects are ongoing yet at a phase that facilitates deferral
until FY22. These projects will remain in the FY21 Budget and Action Plan, with funding
allocated in FY22, indicating that the project was deferred due to the pandemic. Should events
develop that warrant moving these deferred projects forward into FY21, such as a notable
decrease in construction prices and/or available staff capacity, the General Manager will bring a
future recommendation to activate the project(s) with funding allocated through either budget
savings or from the committed for capital projects reserve for Board consideration and approval.
o Capital Projects:
Tunitas Creek - Toto Ranch Driveway Improvements (61001)
Russian Ridge - Bergman Residences Driveway Improvement (61002)
4150 Sears Ranch Road Water and Driveway (61005)
Radio System Assessment and Upgrade (65407)
Toto Ponds Management Planning (VP32-003)
Rancho San Antonio County Parks Repairs (61018)
Amah Mutsun Land Trust Native Garden (80066)
Pescadero Total Maximum Daily Load (80067)
o Operating Projects:
Long Ridge Trail Connection to Eagle Rock and Devils Canyon Waterfall
Elkus/Lobitos Water Supply Feasibility
E-Bike Policy Evaluation
Land
Acquisition
and
Preservation
Natural Resource
Protection and
RestorationPublic Access,
Education, and
Outreach
Assets and
Organizational
Support
FY21 Proposed CIAP by Program
R-20-59 Page 8
• In addition, the following three projects were added to the CIAP as explained below:
o Cooley Landing Interpretive Facilities Design and Implementation (MAA02-001)
to account for ongoing plant restoration work in FY21 and FY22 now that
construction is complete. The addition corrects a previously overlooked omission.
o Mountain Lion Collaring Effort - Rancho San Antonio/Foothills Area Preserves
(an operating project) to better understand mountain lion use of Preserves and to
inform wildlife management and public use and reduce potential conflicts.
o Historic Resources Procedural Guide/Inventory (an operating project) – to develop a
Districtwide historic resources procedural guide and robust historic resources
database.
• In addition, the following project was deferred completely:
o The Lower Turtle Pond (VP07-XXX) project was deferred and removed from the
FY21 CIAP because only preliminary operating work will be done in FY21, with the
main capital project work likely starting in FY22.
The annual CIAP forms the fiscal year work program and includes all of the projects and key
initiatives that Midpen will pursue in the upcoming fiscal year, and for which it will dedicate
staff and financial resources. The proposed total budgets were presented to the Controller who
confirmed that the budget is sustainable per the 30-year fiscal model.
Midpen staff prepared the FY21 CIAP in accordance with Board priorities. The FY21 CIAP
encompasses 74 Key Action Plan Projects and 25 Operating Projects spread throughout the
following Programs, as shown in the table below.
CIAP Program
FY20 FY21
Key Op Total
As a
% Key Op Total
As a
%
Land Acquisition and Preservation 20 0 20 18% 13 1 14 14%
Natural Resource Protection and
Restoration
22 6 28 26% 20 3 23 23%
Public Access, Education, and
Outreach
28 4 32 29% 23 7 30 30%
Assets and Organizational Support 19 10 29 27% 18 14 32 32%
Total 89 20 109 100% 74 25 99 100%
Position Requests
At the time of the March Board retreat, the General Manager was evaluating the need for growth
of Ranger and Field Maintenance staff in relation to the additional acreage of protected lands,
miles of new trail, number of major public access facilities, and visitation levels since 2015
(when Midpen began to implement the FOSM), as well as the need for increased fuel
management work. However, at this time the General Manger is not requesting new positions
for FY21 given the economic uncertainty arising from the global pandemic and current shelter in
place orders. Additional positions may be recommended later in FY21 per Board policy 3.04,
based on greater projected certainty about our regional economic stability and Midpen’s financial
outlook.
R-20-59 Page 9
The General Manager also reviewed current and future needs of the property management
program and the expanded workload to manage additional residential and grazing/agricultural
leases, update new leases as these expire, track and report on lease terms, maintain clear and
regular communications with lessees, and address a backlog of infrastructure repairs. The
General Manager has since directed staff to explore contracting options to expand Midpen’s
capacity for routine residential property management activities and allow internal resources to
focus on more complex tasks and projects.
Staffing totals to date were anticipated and modeled in the Financial and Operational
Sustainability Model (FOSM) as shown in the table below. Current and projected staffing
numbers are included in the Controllers 30-year model and continue to be deemed financially
sustainable.
Business Line
FOSM
Projected
Growth by
2020
FOSM
Projected
Growth
between
2020 to 2045
Positions
Approved
through 2020
Remaining
FOSM
Projected
Positions
Through 2045
Planning and Project Delivery 10 to 13 TBD / 4 10 TBD / 4
Visitor and Field Services 20 to 25 37 to 45 29 36 to 44
Finance and Administrative
Services 9 to 11 6 to 8 11 6 to 8
General Manager’s Office 2 0 2 0
Total 41 to 51 43 to 57 52 42 to 56
FISCAL IMPACT
Final adoption of the Proposed FY21 Midpen Budget and Action Plan by the Board would
authorize spending of $52,630,153 from the General Fund (funds 10 and 40), $110,200 from the
Hawthorn Fund (fund 20), $11,868,588 from Measure AA Fund (fund 30), and $16,640,925
from Debt Service (fund 50) to accomplish Midpen’s work plan for the next fiscal year.
The proposed FY21 Budget and CIAP has been reviewed by the Controller and input into the 30-
year fiscal model. The proposed budget is confirmed to be within the parameters and
expectations of that 30-year fiscal model.
The table on the following page provides an overview for FY21 budget, including the General
Fund (funds 10 and 40), the Hawthorn fund (fund 20), capital expenditures that are reimbursable
from bond funds (fund 30), and debt service (fund 50).
R-20-59 Page 10
FY21
Change in Fund Balance
Fund 10 Fund 20 Fund 30 Fund 40 Fund 50 Total
General
Fund
Hawthorns Measure AA
Capital
General
Fund Capital
Debt Service
Revenue
Property Tax Revenues $53,487,274 $6,200,000 $59,687,274
Grants Awarded 293,500 1,621,509 1,915,009
Interest Income 894,260 13,500 441,475 41,040 1,360,275
Rental Income 1,329,450 1,329,450
Rental Income - 5050
El Camino Real
400,000 400,000
Rancho San Antonio
Agreement
386,761 386,761
Miscellaneous 100,000 100,000
Total Revenues 56,891,245 13,500 2,032,984 0 6,241,040 65,178,769
Other Funding Sources
Bond Reimbursements
10,247,079 6,415,212 16,662,291
Hawthorns Funds
96,700 96,700
Assigned Fund Balance
Transfers
0
Committed for
Infrastructure Transfer
(400,000) 5,546,271 5,146,271
Committed for future
acquisitions & capital
projects
(4,200,000) (4,200,000)
Committed for capital
maintenance
(500,000) (500,000)
Committed for
promissory note
(300,000) (300,000)
General Fund Transfers (14,573,920) 3,894,845 10,679,075 0
Total Other Funding
Sources
(19,973,920) 96,700 10,247,079 15,856,328 10,679,075 16,905,262
Grand Total: Revenues
& Other Funding
Sources
36,917,325 110,200 12,280,063 15,856,328 16,920,115 82,084,031
Expenses
Operating 35,032,860 62,200 35,095,060
Labor Reimbursement (669,235) (669,235)
Capital & Projects 2,410,200 48,000 11,868,588 15,856,328 30,183,116
Debt Service (General
Fund Debt)
10,679,075 10,679,075
Debt Service (Measure
AA Debt)
5,961,850 5,961,850
Total Expenses $36,773,825 $110,200 $11,868,588 $15,856,328 $16,640,925 $81,249,866
Change in Fund Balance $143,500 $0 $441,475 $0 $279,190 $834,165
BOARD COMMITTEE REVIEW
Midpen’s Action Plan and Budget Committee held a meeting on May 14 and May 19, 2020. The
Committee voted to forward the proposed FY21 Budget and Action Plan to the full Board of
Directors for review and approval.
R-20-59 Page 11
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
This proposed action is not a project under the California Environmental Quality Act and no
environmental review is required.
NEXT STEPS
• The Board determines whether the Action Plan and Budget Committee (ABC) shall
further discuss and refine the Proposed FY21 Budget and Action Plan.
• The ABC will consider any changes to the Proposed FY21 Budget and Action Plan on
June 16, 2020 if the Board directs such a review.
• The Board will consider adoption of the Proposed FY21 Budget and Action Plan, and
approval of new positions at the June 24, 2020 Board Meeting.
To summarize, the next steps in the budget process are:
• June 16, 2020 – ABC Meeting #3: Follow-up (if needed) and review Financial Policies
• June 24, 2020 – Board Meeting: Adoption of the FY21 Budget & Action Plan and
Adoption/Affirmation of Finance Policies
Attachments:
1. FY21 Budget and Action Plan
Responsible Department Manager:
Stefan Jaskulak, Chief Financial Officer and Director of Administrative Services
Contact person:
Stefan Jaskulak, Chief Financial Officer and Director of Administrative Services
Prepared by:
Carmen Narayanan, Budget & Analysis Manager
Elissa Martinez, Management Analyst II
Lupe Hernandez, Management Analyst I
Budget and Action Plan
—————————————————————————————————————————————————————————
FISCAL YEAR ENDING JUNE 30, 2021
ADOPTED JUNE XX, 2020
Attachment 1
Russian Ridge Open Space Preserve by James Snyder
FRONT COVER PHOTO CREDITS
Top: Purisima Creek Redwoods Open Space Preserve by Jon Martin
Lower left: La Honda Creek Open Space Preserve by Frances Freyburg
Lower middle: Rancho San Antonio Open Space Preserve by Sohum Phadke
Lower right: Ravenswood Open Space Preserve by John Green
Attachment 1
1Section I • Budget and Action Plan FY21
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Table of Contents
1 SECTION I: INTRODUCTION
2 General Manager’s Transmittal
4 Board of Directors and Management
5 Organizational Chart
6 Strategic Plan Goals and Objectives
8 Regional Map
9 About Us
10 Demographics
12 Board Resolution
15 SECTION II: BUDGET SUMMARY AND OVERVIEW
16 Budget Summary and Over view
18 Revenues
20 Expenditures
24 Staffing
26 Hawthorns Fund
27 Measure AA Projects
29 Vision Plan
31 Debt Service
36 Grants Program
37 Fund Balance
38 Long-Range Financial Planning
39 Delivering on the Mission
40 Climate Action Plan
41 Budget Process
42 Financial Policies
45 SECTION III: CAPITAL IMPROVEMENT AND ACTION PLAN
46 Capital Improvement and Action Plan Overview
51 Land Acquisition and Preservation
64 Natural Resource Protection and Restoration
88 Public Access, Education and Outreach
114 Assets and Organizational Support
139 SECTION IV: DEPARTMENT SUMMARIES
141 Departments Over view
142 Administrative Services
146 Engineering and Construction
150 Office of the General Counsel
152 Office of the General Manager
154 Land and Facilities Services
158 Natural Resources
162 Planning
166 Public Affairs
168 Real Property
172 Visitor Services
176 VISION PLAN ACTIONS OVERVIEW
178 GLOSSARY
Attachment 1
General Manager’s Transmittal
Dear Board of Directors and Midpen Constituents,
Having both experienced and witnessed the effects of an unprecedented worldwide pandemic, I am especially
grateful for the role the Midpeninsula Regional Open Space District plays in providing vast outdoor spaces and
hundreds of miles of trail where our community can find solace in the beauty of nature, absorbing the mental,
emotional and physical health benefits that we all need now, and always. Bay Area public health officers agree that
outdoor open spaces provide an essential service, as a meaningful, instrumental and natural antidote, to help us
decompress and reduce our anxieties, to renew our sense of hope and give us new perspective to move forward.
Throughout the public health emergency created by COVID-19, Midpen staff has worked tirelessly to follow the
directives of public health officials in Santa Clara, San Mateo and Santa Cruz counties. We were able to keep our
preserves open as much as possible with temporary, innovative measures to promote social distancing and reduce
the potential need for medical response. We took to heart our responsibility for providing relief for residents with
outdoor recreation—one of the few essential activities allowed under shelter-in-place orders. One of the values of
public open space is that it is here to care for us when we need it most.
Although Midpen has managed to maintain essential operations in the field and project momentum by telecommuting,
the pandemic has significantly impacted many businesses and employment sectors that contribute to our regional,
state, national and global financial stability. Our Budget and Action Plan for fiscal year ending June 30, 2021
reflects prudent estimates of how this crisis may stress our local economy, and in turn impact Midpen’s revenues
over the next fiscal year. The total FY21 budget remains static in the General Fund, with essentially no growth from
the prior fiscal year, anticipating that Midpen may likely see a notable reduction in tax revenue growth—the first
slow-to-no-growth forecast in recent history and potentially similar to what the area experienced during the 2007-09
Great Recession.
This budget reflects a flat head count, with no additional new position requests. The Budget and Action Plan
includes numerous time-sensitive and high-priority projects that we have been able to move forward while working
remotely. However, to keep our General Fund Operating and Capital budget flat (with exception of the one-time
capital expenditures) and account for ongoing work restrictions that may continue through the foreseeable future,
certain projects that were in the queue have been deferred to a future fiscal year. Capital expenditures supporting
the delivery of our mission account for 35% of the FY21 budget, and the remaining includes salaries and benefits
(31%), services and supplies (14%) and annual debt service obligations (20%). Total revenues and other funding
sources are projected at $82.1 million, which include annual revenues at $65.2 million, bond reimbursements at
$16.6 million and other funding sources at $300,000, balancing a budget of $81.2 million in expenses.
Even if mobility restrictions continue, we project that Midpen can make substantial progress on our Vision Plan
priorities—whether by working from home or in the field on projects that serve essential governmental functions to
maintain public health and safety, protect public lands and natural resources, and support the essential activity of
outdoor recreation. This year’s projects include critical trail connections linking residents to expansive regional trails
and trail systems; such as connecting the Ravenswood Bay Trail to create 80 miles of continuous Bay Trail access
for Peninsula residents stretching from Menlo Park to Santa Clara, and contributing funds towards the Saratoga to
the Skyline Trail to connect bayside residents to the Bay Area Ridge Trail, the Skyline-to-the-Sea Trail and out to the
Pacific Ocean.
Land conservation remains a founding priority, and Midpen continues its work to protect important coastal
agricultural and watershed lands. Since 2004, when the San Mateo County Coast became a part of the District,
we’ve protected more than 11,000 acres of Coastside open space, including biodiverse grasslands and critical
salmonid watersheds, while preserving the area’s rich agricultural heritage. Our natural resource protection
priorities are focused on climate resiliency, wildlife crossings, habitat restoration and effective wildland fire
preparedness and responsiveness. Key projects include completing the environmental review process for the
Highway 17 wildlife crossing and finalizing the Wildland Fire Resiliency Program that will allow us to expand our
vegetation and fuel treatment work.
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2 Section I • Budget and Action Plan FY21
Attachment 1
3Section I • Budget and Action Plan FY21
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With our ability to continue moving projects forward, albeit under a different work environment, Midpen is well-
suited to leverage new funding sources aimed at jump-starting the economy. By positioning the agency to be ready
to enter into new contracts for services, supplies and capital projects in FY21, Midpen can be part of the regional
solution to move our economy forward. We are thankful for the property tax revenues that remain a fairly steady
funding source, which will allow us to manage through the economic disruptions and continue to invest in the lands
that are so critical to our collective well-being. In doing so, Midpen can reinvest in our local economy for the good
of our broader region.
Respectfully submitted,
Ana María Ruiz
General Manager
Rancho San Antonio Open Space Preserve by Hongyan Liu
Attachment 1
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4 Section I • Budget and Action Plan FY21
Board of Directors and Management
Executive Management
Ana María Ruiz–General Manager
Hilary Stevenson–General Counsel
Mike Foster–Controller
Susanna Chan–Assistant General Manager/Project Planning and Delivery
Brian Malone–Assistant General Manager/Visitor and Field Services
Stefan Jaskulak–Chief Financial Officer/Director of Administrative Services
Mission Statement——————————————————————————––––––––––––——————————————————————————————
The mission of the Midpeninsula Regional Open Space District is to acquire and preserve a regional
greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide
opportunities for ecologically sensitive public enjoyment and education.
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.
District Wards Left to right: Zoe Kersteen-Tucker, Curt Riffle, Yoriko Kishimoto, Jed Cyr, Karen Holman, Larry
Hassett, Pete Siemens.
——————————————————————————––––––––––––————————————————————————————————
Pete Siemens Ward 1: Cupertino, Los Gatos, Monte Sereno, Saratoga——————————————————————————––––––––––––————————————————————————————————
Yoriko Kishimoto–Board Treasurer Ward 2: Cupertino, Los Altos, Los Altos Hills, Palo Alto, Stanford, Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Jed Cyr Ward 3: Sunnyvale ——————————————————————————––––––––––––————————————————————————————————
Curt Riffle–Board Vice President Ward 4: Los Altos, Mountain View ——————————————————————————––––––––––––————————————————————————————————
Karen Holman–Board President Ward 5: East Palo Alto, Menlo Park, Palo Alto, Stanford——————————————————————————––––––––––––————————————————————————————————
Larry Hassett–Board Secretary Ward 6: Atherton, La Honda, Loma Mar, Menlo Park, Pescadero,
Portola Valley, Redwood City, San Gregorio, Woodside——————————————————————————––––––––––––————————————————————————————————
Zoe Kersteen-Tucker Ward 7: El Granada, Half Moon Bay, Montara, Moss Beach, Princeton,
Redwood City, San Carlos, Woodside——————————————————————————––––––––––––————————————————————————————————
Attachment 1
5Section I • Budget and Action Plan FY21
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Budget Document Preparation
Carmen Narayanan–Budget and Analysis Manager
Elissa Martinez–Management Analyst
Lupe Hernandez–Management Analyst
Management Team
Matthew Anderson–Visitor Services
Candice Basnight–Human Resources
Casey Hiatt–Information Systems and Technology
Michael Jurich–Land and Facilities Services
Kirk Lenington–Natural Resources
Jason Lin–Engineering and Construction
Jane Mark–Planning
Carmen Narayanan–Budget and Analysis
Korrine Skinner–Public Affairs
Maria Soria–General Manager’s Office
Hilary Stevenson–General Counsel’s Office
Andrew Taylor–Finance
Mike Williams–Real Property
Jennifer Woodworth–District Clerk
Organizational Chart
Public
Board of
Directors ControllerGeneral
Counsel
General
Manager
Public Affairs
Department
Executive Assistant/
Deputy District Clerk
District Clerk/Assistant
to the General Manager
Visitor and Field Services
Assistant General Manager
Finance and Administrative
Services
CFO-Director of
Administrative Services
Project Planning and Delivery
Assistant General Manager
Visitor
Services
Department
Land and
Facilities
Department
Natural
Resources
Department
Planning
Department
Real
Property
Department
Engineering
and
Construction
Department
Budget and
Analysis
Department
Information
Systems and
Technology
Department
Finance
Department
Human
Resources
Department
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6 Section I • Budget and Action Plan FY21
FY21 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 FY21 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 to advocate environmental protection goals ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Preserve open space lands of local and regional significance ——————————————————————————––––––––––––——————————————————————————————
GOAL 2 Protect the positive environmental values of open space lands ——————————————————————————––––––––––––——————————————————————————————
Objective 1 – Take a regional leadership role in promoting the benefits of open space ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Protect and restore the natural environment in a manner that expands regional resiliency and
climate change adaptation to preserve healthy natural systems ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – 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 4 – 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 – Communicate the benefits of a regional environmental protection vision ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Refine and implement a comprehensive public outreach strategy, including the engagement of
diverse communities and enhanced public education programs ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Expand opportunities to connect people to their public open space preserves consistent with a
regional environmental protection vision ——————————————————————————––––––––––––——————————————————————————————
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, and infrastructure, including technology upgrades and
capacity building ——————————————————————————––––––––––––——————————————————————————————
Objective 2 – Continuously evaluate and improve recent processes and business model to effectively and
efficiently deliver Vision Plan projects and the District’s ongoing functions ——————————————————————————––––––––––––——————————————————————————————
Objective 3 – Build state of readiness for potential disruptions by completing a risk assessment and creating a
business continuity plan ——————————————————————————––––––––––––——————————————————————————————
Objective 4 – Continue to engage constituents for bond sales and via the work of the Bond Oversight
Committee–“Promises made, promises kept.”——————————————————————————––––––––––––——————————————————————————————
Objective 5 – Remain financially sustainable by pursuing and ensuring discretionary funding opportunities and
partnerships to augment operating, capital, and bond funding sources, and ensure that 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——————————————————————————––––––––––––——————————————————————————————
Attachment 1
7Section I • Budget and Action Plan FY21
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Based upon these priorities, staff prepared the FY21 Proposed Three-Year Capital Improvement and Action Plan
(included in Section III) for board approval. Below is a summary of project costs in the CIAP based on primary and
secondary goal and objective per project. Some objectives are not directly related to a CIAP project but instead are
captured in department’s operational activities.
Three-Year CIAP by Primary Goal and Objective
CIAP Summary by Primary Goal & Objective FY21 FY22 FY23 3-Year Total
Goal 1, Objective 1 $359,750 $0 $0 $359,750
Goal 1, Objective 1 & 2 553,293 0 0 553,293
Goal 1, Objective 2 1,498,440 475,600 5,150,000 7,124,040
Goal 1, Objective 2 & 3 48,000 31,000 0 79,000
Goal 1, Objective 3 508,000 15,000 0 523,000
Goal 1, Objective 4 2,466,751 330,000 300,000 3,096,751
Goal 1 Total 5,434,234 851,600 5,450,000 11,735,834
Goal 2, Objective 1 150,000 200,000 200,000 550,000
Goal 2, Objective 2 1,127,231 471,239 1,734,000 3,332,470
Goal 2, Objective 3 460,000 511,000 160,000 1,131,000
Goal 2, Objective 4 785,000 68,000 210,000 1,063,000
Goal 2 Total 2,522,231 1,250,239 2,304,000 6,076,470
Goal 3, Objective 1*0 0 0 0
Goal 3, Objective 2 4,602,622 0 0 4,602,622
Goal 3, Objective 3 2,961,353 10,523,800 2,493,632 15,978,785
Goal 3, Objective 4*0 0 0 0
Goal 3 Total 7,563,975 10,523,800 2,493,632 20,581,407
Goal 4, Objective 1 12,876,903 20,495,000 1,093,000 34,464,903
Goal 4, Objective 1 & 2 35,000 0 0 35,000
Goal 4, Objective 2 200,000 49,500 0 249,500
Goal 4, Objective 3*0 0 0 0
Goal 4, Objective 4*0 332,450 0 332,450
Goal 4, Objective 5 1,550,773 2,933,612 537,500 5,021,885
Goal 4, Objective 6*0 0 0 0
Goal 4 Total 14,662,676 23,810,562 1,630,500 40,103,738
Total CIAP $30,183,116 $36,436,201 $11,878,132 $78,497,449
Three-Year CIAP by Secondary Goal and Objective
CIAP Summary by Secondary Goal & Objective FY21 FY22 FY23 3-Year Total
Goal 1, Objective 1 $0 $0 $0 $0
Goal 1, Objective 2 143,500 143,500 0 287,000
Goal 1, Objective 3 0 0 0 0
Goal 1, Objective 4 20,000 0 0 20,000
Goal 1 Total 163,500 143,500 0 307,000
Goal 2, Objective 1 0 0 0 0
Goal 2, Objective 2 529,647 21,250 0 550,897
Goal 2, Objective 3 388,357 187,000 1,345,000 1,920,357
Goal 2, Objective 4 1,835,318 30,000 0 1,865,318
Goal 2 Total 2,753,322 238,250 1,345,000 4,336,572
Goal 3, Objective 1 0 0 0 0
Goal 3, Objective 2 & 3 50,000 0 0 50,000
Goal 3, Objective 3 6,199,235 577,000 3,550,000 10,326,235
Goal 2, Objective 4 0 0 0 0
Goal 3 Total 6,249,235 577,000 3,550,000 10,376,235
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 13,724,417 27,024,000 742,032 41,490,449
Goal 4, Objective 6 0 0 0 0
Goal 4 Total 13,724,417 27,024,000 742,032 41,490,449
Total CIAP $22,890,473 $27,982,750 $5,637,032 $56,510,255
*Goals and objectives are not directly impacted by CIAP projects but are included in department’s operational activities.
Attachment 1
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8 Section I • Budget and Action Plan FY21
Regional Map
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9Section I • Budget and Action Plan FY21
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About Us
Midpen helps plants, animals and people thrive throughout the greater Santa Cruz Mountains region by preserving
a connected greenbelt of nearly 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, 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 change 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: 330 Distel
Circle, Los Altos, CA.
STAFFING
The staff currently includes over 180 employees in 11 departments: budget and analysis, engineering and
construction, finance, human resources, information systems and technology, land and facilities services, natural
resources, planning, public affairs, real property and visitor services.
For more information about Midpen, visit openspace.org.
Midpen At-A-Glance
Founded in 1972 Nearly 65,000
Acres Preserved
245 Miles of Trails 26 Preserves
182 Full-Time
Employees Over 2 Million
Visitors Per Year
$81.2 Million
Budget
770,000
Residents
Founded in 1972 Nearly 65,000
Acres Preserved
245 Miles of Trails 26 Preserves
182 Full-Time
Employees Over 2 Million
Visitors Per Year
$81.2 Million
Budget
770,000
Residents
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10 Section I • Budget and Action Plan FY21
Demographics and Economic Statistics
The following is economic and demographic information on Santa Clara and San Mateo counties, representing the
majority of Midpen’s constituency. Because Midpen does not receive property tax revenue from the small amount of
Santa Cruz County land that it holds, information on Santa Cruz County is not included.
Demographics and Economic Statistics
Last Ten Fiscal Years
————————————————————————————
County of Santa Clara
Fiscal Year Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2010 1,880,876 $109,495 $61,289 35.8 265,643 10.5%
2011 1,797,375 120,376 66,366 36.0 266,256 9.6%
2012 1,816,486 133,912 72,704 36.2 270,109 8.2%
2013 1,842,254 136,118 72,754 36.4 273,701 6.8%
2014 1,868,558 149,717 78,955 36.6 276,175 5.2%
2015 1,889,638 165,323 86,141 36.8 276,689 4.3%
2016 1,927,888 178,029 92,168 36.8 274,948 3.9%
2017 1,938,180 190,002 98,032 *273,264 3.4%
2018 1,956,958 ***272,132 2.9%
2019 1,954,286 ***267,224 2.9%
County of San Mateo
Calendar
Year
Population1 Personal
Income2
(in millions)
Per Capita
Personal
Income2
Median Age3 School
Enrollment4
County
Unemployment
Rate5
2010 719,951 $53,084 $73,739 39.3 91,371 8.5%
2011 729,425 58,228 79,872 39.4 92,097 7.9%
2012 740,738 65,167 87,986 39.6 93,674 6.8%
2013 750,489 65,656 87,501 39.3 93,931 5.6%
2014 758,581 71,111 93,672 39.4 94,567 4.3%
2015 759,155 78,607 102,516 39.8 95,187 3.5%
2016 765,895 82,046 106,615 39.5 95,502 3.2%
2017 770,203 87,486 113,410 *95,620 2.9%
2018 774,155 ***95,155 2.5%
2019 774,485 ***94,234 2.4%
*Information not available
Data Sources
1 State of California Department of Finance
2U.S. Department of Commerce Bureau of Economic Analysis
3 U.S. Census Bureau, American Community Survey
4 State of California Department of Education
5 State of California Employment Development Department, Labor Market Division
Notes: Starting FY16, Midpen changed from a fiscal year end date of March 31 to June 30.
As a result, FY16 is a fifteen-month period rather than a twelve-month period.
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11Section I • Budget and Action Plan FY21
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Principal Employers
Most Current Year and Nine Years Ago
————————————————————————————
County of Santa Clara
20184 2009
Employer Number of
Employees1
Rank Percentage
of Total
Employment
Number of
Employees2
Rank Percentage
of Total
Employment
Apple Computer, Inc.25,000 1 2.44%10,000 3 1.23%
Alphabet/Google Inc.20,000 2 1.95 * *
County of Santa Clara 18,806 3 1.84 * *
Stanford University 16,919 4 1.65 * *
Cisco Systems Inc.14,120 5 1.38 13,000 1 1.60%
Kaiser Permanente 12,500 6 1.22 5,000 10 0.61%
Stanford Healthcare 10,034 7 0.98 5,500 8 0.68%
Tesla Motors Inc.10,000 8 0.98 *
Intel Corporation 8,450 9 0.83 5,000 9 0.61%
City of San Jose 6,159 10 0.60 *
Lockheed Martin Space Systems Co.* *10,400 2 1.28%
Intuit, Inc.* *8,000 4 0.98%
IBM Corporation * *7,500 5 0.94%
Hewlett-Packard Co.* *7,000 6 0.86%
KLA-Tencor Corporation * *6,200 7 0.76%
Total 141,988 13.87%77,750 9.55%
County of San Mateo 3
2017 4 2009
Employer Number of
Employees
Rank Percentage
of Total
Employment
Number of
Employees
Rank Percentage
of Total
Employment
United Airlines 12,000 1 2.474%* *
Genentech Inc.11,000 2 2.51 8,800 1 2.60%
Facebook Inc.7,091 3 1.62 * *
Oracle Corp.6,781 4 1.55 5,642 2 1.66%
County of San Mateo 5,485 5 1.25 5,179 3 1.53%
Gilead Sciences Inc.3,900 6 0.89 1,480 10 0.44%
Visa U.S.A. Inc.3,500 7 0.80 * *
Electronic Arts Inc.2,367 8 0.54 2,000 6 0.59%
Robert Half International Inc.1,790 9 0.41 * *
YouTube LLC 1,700 10 0.39 * *
Kaiser Permanente * *3,790 4 1.12%
Mills-Peninsula Health Services * *2,500 5 0.74%
United States Postal Service * *1,964 7 0.58%
San Mateo Community College District * *1,800 8 0.53%
SLAC National Accelerator Laboratory * *1,650 9 0.49%
Total 55,614 12.70%34,805 10.28%
*Information not available
Data Sources
1 Silicon Valley Business Journal, July 27, 2018
2 County of Santa Clara Finance Department. FY09 CAFR
3San Francisco Business Times–2018 Book of Lists and California Employment Development Department
4Latest information available for principal employers in the County of San Mateo
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12 Section I • Budget and Action Plan FY21
Resolution No. 20-XX
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13Section I • Budget and Action Plan FY21
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14 Section I • Budget and Action Plan FY21
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Government Finance Officers Association of the United States and Canada presented a Distinguished Budget Presentation
Award to Midpeninsula Regional Open Space District, California, for its annual budget for FY19. 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 budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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15Section II • Budget and Action Plan FY21
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Section II
Budget Summary and Overview
Foothills Open Space Preserve by Aaron Arul
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16 Section II • Budget and Action Plan FY21
Budget Summary and Overview
The Midpeninsula Regional Open Space District’s Proposed FY21 Budget reflects Midpen’s priorities established by
the board of directors in December 2019 as part of its annual Strategic Plan update. Based upon these priorities,
staff prepared the FY21 Proposed Three-Year Capital Improvement and Action Plan (included in Section III) for
board approval. Subsequently, staff developed a detailed budget by department and fund which are included in
Budget Summary and Overview (Section II) and Department Summaries (Section IV).
FY21 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 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 (45%), reflecting the organization’s focus on project delivery. Capital projects and
land acquisition account for 35% of the budget and debt service totals 20%.
Attachment 1
17Section II • Budget and Action Plan FY21
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The following table breaks out the revenue and expenses by fund. Each fund has either a balanced budget for FY21
or a positive change in fund balance. Once adopted, appropriations are made for all funds at the fund level.
FY21 Budget by Fund
FY21
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 $53,487,274 $6,200,000 $59,687,274
Grants (Awarded)293,500 1,621,509 1,915,009
Interest Income 894,260 13,500 411,475 41,040 1,360,275
Rental Income 1,329,450 1,329,450
Rental Income
(5050 El Camino Real)
400,000 400,000
Rancho San Antonio Agreement 386,761 386,761
Miscellaneous 100,000 100,000
Total Revenues 56,891,245 13,500 2,032,984 0 6,241,040 65,178,769
Other Funding Sources
Bond Reimbursements 10,247,079 6,415,212 16,662,291
Hawthorns Funds 96,700 96,700
Assigned Fund Balance Transfers 0
Committed for Infrastructure
Transfer
(400,000) 5,546,271 5,146,271
Committed for Future
Acquisitions & Capital Projects
(4,200,000) (4,200,000)
Committed for Capital
Maintenance
(500,000) (500,000)
Committed for Promissory Note (300,000) (300,000)
General Fund Transfers (14,573,920) 3,894,845 10,679,075 0
Total Other Funding Sources (19,973,920)96,700 10,247,079 15,856,328 10,679,075 16,905,262
Grand Total: Revenues & Other
Funding Sources
36,917,325 110,200 12,280,063 15,856,328 16,920,115 82,084,031
Expenses
Operating 35,032,860 62,200 35,095,060
Labor Reimbursement (669,235) (669,235)
Capital & Projects 2,410,200 48,000 11,868,588 15,856,328 30,183,116
Debt Service (General Fund Debt) 10,679,075 10,679,075
Debt Service (Measure AA Debt) 5,961,850 5,961,850
Total Expenses $36,773,825 $110,200 $11,868,588 $15,856,328 $16,640,925 $81,249,866
Change in Fund Balance $143,500 $0 $441,475 $0 $279,190 $834,165
Attachment 1
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18 Section II • Budget and Action Plan FY21
Revenues
Midpen’s FY21 revenue estimate totals $65.2 million with the vast majority, 92% or $59.7 million, coming from
property tax receipts. Property taxes are projected to have modest growth ($2.2 million) in FY21 and remain flat
with little to no growth in the coming year due to the effects of the COVID-19 pandemic on the real estate market.
Other revenue sources including grants, interest income and rental income are all projected to decrease ($3.4
million total for all categories). The chart below provides a breakdown of projected FY21 revenue by source.
FY21 Revenue by Source
● Property Tax (92%)
● Grants (3%)
● Interest (2%)
● Rental Income and Other (3%)
Property Tax Grants Interest Rental Income
and Other
Total
Amount $59,687,274 $1,915,009 $1,360,275 $2,216,211 $65,178,769
Percent 92%3%2%3%100%
Total Revenue Trend
(in millions)
$ 70 ———————————————————————————————————————————————————————————————
65 ———————————————————————————————————————————————————————————————
60 ———————————————————————————————————————————————————————————————
55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY17 Actual FY18 Actual FY19 Actual FY20 Estimated FY21 Projected
■ Property Tax ■ Grants ■ Interest ■ Rental Income and Other
Attachment 1
19Section II • Budget and Action Plan FY21
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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)
$ 55 ———————————————————————————————————————————————————————————————
50 ———————————————————————————————————————————————————————————————
45 ———————————————————————————————————————————————————————————————
40 ———————————————————————————————————————————————————————————————
35 ———————————————————————————————————————————————————————————————
30 ———————————————————————————————————————————————————————————————
25 ———————————————————————————————————————————————————————————————
20 ———————————————————————————————————————————————————————————————
15 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Actual Actual Actual Actual Actual* Actual Actual Actual Projected Projected
*FY16 reflects15 months of revenue due to changing the fiscal year start from April 1 to July 1.
Silicon Valley and the Peninsula continue to see stable real estate prices and demand for housing for now, resulting
in projected growth of 3.5% in FY21. 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.
2017-2021 General Fund Tax Revenue
Actual
FY17
Actual
FY18
Actual
FY19
Budget
FY20
Estimated
FY20
Budget
FY21
% Increase*
Santa Clara County
Current Secured $25,277,000 $27,254,000 $29,505,000 $31,173,000 $31,526,000 $32,659,771 3.6%
Current Unsecured 1,747,000 1,860,000 2,113,000 1,983,000 2,065,000 2,065,000 0.0%
Total Santa Clara County 27,024,000 29,114,000 31,618,000 33,156,000 33,591,000 34,724,771 3.4%
San Mateo County
Current Secured 12,039,000 13,008,000 13,868,000 15,102,000 14,839,000 15,444,330 4.1%
Current Unsecured 515,000 544,000 628,000 667,000 638,000 638,373 0.1%
Prior Taxes (14,000)0 0 0 0 0 0.0%
Total San Mateo County 12,540,000 13,552,000 14,496,000 15,769,000 15,477,000 16,082,703 3.9%
Supplement + HOPTR 1,578,000 1,598,000 1,870,000 1,472,000 955,000 764,000 - 20.0%
Redevelopment 1,148,000 1,477,000 1,698,000 1,658,000 1,860,000 1,915,800 3.0%
Total Tax Revenue $42,290,000 $45,741,000 $49,682,000 $52,055,000 $51,883,000 $53,487,274 3.1%
*Percentage increase compares Budget FY21 to Estimated FY20.
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20 Section II • Budget and Action Plan FY21
Expenditures
Midpen’s FY21 budget totals $81.2 million, a net total budget increase is 9% when compared to the FY20 adopted
budget. The year-over-year change is due to increased capital expenditures in Measure AA (Fund 30) as more
projects move into construction, as well as one-time capital expenditures in General Fund Capital (Fund 40) on
Midpen infrastructure. Operating expenses (salaries and benefits, services and supplies) decreased by $230,000
and debt service is reduced by $1 million. At this time there are no new positions proposed for FY21.
The following table and chart provide a summary of the FY21 budget by fund.
Midpen Budget By Funding Source FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Annual Budget
$ Change
From FY20
Adopted Budget
% Change
From FY20
Adopted Budget
Fund 10–General Fund Operating $28,783,378 $37,003,848 $36,773,825 ($230,023)- 1%
Fund 20–Hawthorns 30,888 140,200 110,200 (30,000)- 21%
Fund 30–MAA Land/Capital 10,871,866 9,447,647 11,868,588 2,420,941 26%
Fund 40–General Fund Land/Capital 3,305,485 4,819,875 3,894,845 (925,030)- 19%
Fund 50–Debt Service 15,670,988 17,669,563 16,640,925 (1,028,638)- 6%
Subtotal Midpen Budget 58,662,605 69,081,133 69,288,383 207,250 0%
Fund 40–General Fund Land/Capital
One Time Expenses
31,550,000 5,726,720 11,961,483 6,234,763 109%
Total Midpen Budget $90,212,605 $74,807,853 $81,249,866 $6,442,013 9%
FY21 Budget By Source
● Fund 10–General Fund Operating (45%)
● Fund 20–Hawthorns (<1%)
● Fund 30–MAA Land/Capital (15%)
● Fund 40–General Fund Land/Capital (5%)
● Fund 40–General Fund Land/Capital One Time Expenses (15%)
● Fund 50–Debt Service (20%)
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21Section II • Budget and Action Plan FY21
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 ——————————————————————————————————————————————————————————————
FY17 Actual FY18 Actual FY19 Actual FY20 Adopted FY20 Amended FY21 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 has a -1.0% net change. Salaries and Benefits increased slightly by $280,000 due to
anticipated salary step increases, changes in benefit costs and maintaining a flat head count (no new positions).
A greater proportion of staff time is expected to be reimbursed through MAA for qualified projects as compared
to prior years. Services and Supplies decreased by approximately $510,000, reflecting a prudent approach to next
fiscal year in light of COVID-19 and the expected project delays and program limitations due to extended social
distancing requirements.
Typical operating project expenditures continue, such as habitat restoration work associated with new capital
improvement projects like the opening of the western area of the Bear Creek Redwoods Preserve. In addition, the
proposed budget includes significant funds to expand Midpen’s efforts in preventing, preparing for and responding
to potential wildland fires. In contrast, non-project related operating expenses were reduced, such as in-person
conference and training attendance budgets.
FUND 20 – HAWTHORNS
The Hawthorns fund includes funding for fuel reduction and fire clearance work.
FUND 30 – MEASURE AA LAND/CAPITAL
The Measure AA Capital fund increase of 26%, or $2.4 million, in projected annual expenses represents new
projects that are beginning and multiple MAA projects that will be under construction next fiscal year. The proposed
CIAP includes over 20 MAA projects in various stages of planning and construction.
The Measure AA Capital fund increase includes both higher reimbursable labor (+$200,000) and expenditures
(+$2.2 million) for multiple large-scale projects. The increase in reimbursable labor is primarily due to more shovel-
ready trail projects that will be completed by Midpen’s special projects crews.
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22 Section II • Budget and Action Plan FY21
MAA projects in FY21 include the conservation of important coastal agricultural and watershed lands, the Highway
17 Wildlife and Trail Crossing project, the Bear Creek Redwoods Alma College Site Rehabilitation Plan, Beatty
Parking Area and Trail Connections, and finalizing the Saratoga-to-Sea Regional Trail and the Ravenswood Bay Trail
Connections. Additional projects include the Bear Creek Redwoods Landfill Characterization and Remediation,
Purisima Upland Site Clean-up and various infrastructure improvements to support the Conservation Grazing Program.
Work will also continue on the Lower La Honda Creek Phase II Trails and Hawthorns Public Access Site Plan.
FUND 40 – GENERAL FUND LAND/CAPITAL
The General Fund Capital—excluding one-time expenditures—is decreasing by $925,000 compared to the FY20
adopted budget. Most projects are in support of MAA and the Vision Plan. Other projects included in next year’s
plan will improve Midpen’s business and data systems; complete repairs and maintenance on Midpen residences
and driveways; improve infrastructure for the Conservation Grazing Program; and demolish dilapidated structures
to restore these sites to a natural condition.
As previously mentioned, the General Fund Capital includes one-time improvements to Midpen’s South Area Field
Office and Administrative Office to meet long-term office space needs and support Midpen’s mission and MAA project
delivery in perpetuity. Midpen has been prudently setting aside funding for these one-time expenditures since 2014
and rental revenues through January 2021, to offset these costs. In addition, Midpen is under negotiations for the
sale of the 330 Distel Circle building (current main Administrative Office site), which will further offset the total costs
for facility improvements.
FUND 50 – DEBT SERVICE
The Debt Service Fund for FY21 decreased by approximately $1 million from FY20, or 6%. Annual debt service
principal payments were projected to go down for FY21 and FY22 on the recently issued 2018 General Obligation
Bonds (Series GO Green Bonds); the total debt service payments for the GO Bonds remain flat for the next 20 years,
or until additional bonds are issued.
Treatment of Non-Expended Funds Flowchart
For FY21, operating expenses are expected to decrease slightly compared to the FY20 adopted budget.
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 first table on the next page illustrates the breakdown of the FY21 budget by fund and breaks out the General
Fund between salaries and services and supplies. The second table on the next page breaks out the budget by
department. Additional budget information can be found on the individual department pages in Section IV.
Treatment of
Non-Expended Funds
Fund 30:
Measure AA
Capital
Fund 50:
Debt Service
AssignedRestricted
Fund 40:
General Fund
Capital
Fund 10:
General Fund
Operating
Fund 20:
Hawthorns
Unassigned
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23Section II • Budget and Action Plan FY21
FY21 Budget by Fund and Expenditure Type
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
From FY20
Adopted Budget
% Change
From FY20
Adopted Budget
Salaries and Benefits $21,095,865 $25,821,535 $26,302,406 $480,871 2%
Less: MAA Reimbursable Staff Costs (368,306)(471,697)(669,235)(197,538)42%
Net Salaries and Benefits 20,727,559 25,349,838 25,633,171 283,333 1%
Services and Supplies 8,055,819 11,654,010 11,140,654 (513,356)- 4%
Total Operating Expenditures 28,783,378 37,003,848 36,773,825 (230,023)- 1%
Hawthorns Operating 30,888 92,200 62,200 (30,000)- 33%
Hawthorns Capital 0 48,000 48,000 0 0%
Total Hawthorns Expenditures 30,888 140,200 110,200 (30,000)- 21%
Measure AA Capital (Fund 30) 8,697,840 9,434,147 10,306,588 872,441 9%
General Fund Capital (Fund 40)2,885,198 4,064,375 3,894,845 (169,530)- 4%
General Fund Capital (Fund 40)–
One Time Expenses
0 1,846,720 11,961,483 10,114,763 548%
Total Capital Expenditures 11,583,038 15,345,242 26,162,916 10,817,674 70%
Measure AA Land and Associated
Costs (Fund 30)
2,174,026 13,500 1,562,000 1,548,500 11,470%
General Fund Land and Associated
Costs (Fund 40)
31,970,286 4,635,500 0 (4,635,500)- 100%
Total Land and Associated Costs 34,144,312 4,649,000 1,562,000 (3,087,000)- 66%
Debt Service 15,670,988 17,669,563 16,640,925 (1,028,638)- 6%
Total Debt Service (Fund 50)15,670,988 17,669,563 16,640,925 (1,028,638)- 6%
Total Midpen Budget $90,212,605 $74,807,853 $81,249,866 $6,442,013 9%
FY21 Budget by Department
Midpen Budget by
Department
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
From FY20
Adopted Budget
% Change
From FY20
Adopted Budget
Administrative Services $4,970,461 $6,803,459 $7,213,966 $410,507 6%
Engineering and Construction 6,808,477 9,994,698 10,259,896 265,198 3%
General Counsel 512,049 752,420 800,406 47,986 6%
General Manager 2,241,317 2,097,810 2,218,621 120,811 6%
Land and Facilities 11,332,374 13,706,416 11,934,423 (1,771,993)- 13%
Natural Resources 3,803,936 5,986,696 5,680,572 (306,124)- 5%
Planning 3,195,416 3,105,268 3,329,179 223,911 7%
Public Affairs 1,460,743 2,018,527 1,856,887 (161,640)- 8%
Real Property 3,390,523 1,810,593 2,942,260 1,131,667 63%
Visitor Services 5,276,320 7,062,403 6,411,248 (651,155)- 9%
Debt Service 15,670,988 17,669,563 16,640,925 (1,028,638)- 6%
Total Midpen Budget 58,662,605 71,007,853 69,288,383 (1,719,470)- 2%
One Time Expense:
Fund 40 Land/Buildings
31,550,000 3,800,000 11,961,483 8,161,483 215%
Grand Total: Midpen Budget $90,212,605 $74,807,853 $81,249,866 $6,442,013 9%
Attachment 1
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24 Section II • Budget and Action Plan FY21
Staffing
Midpen staffing for FY21 is budgeted for 181.95 Full Time Equivalents and does not include additional positions.
At the time of budget development, the General Manger is not requesting the approval of any new positions for
FY21 given the economic and functional uncertainty in the midst of a global pandemic and shelter-in-place orders.
Additional positions may be recommended later in FY21 if there is more certainty about the end of shelter-in-place
orders and economic stability.
Activity since the inception of the Financial and Operational Sustainability Model which was approved in 2014 is
summarized in the first table on this page. Consistent with the FOSM, any future year recommended positions will be
within the agency wide anticipated total growth numbers. It is important to note that the FOSM projections did not
account for the notable rise in visitation levels that Midpen is experiencing with the opening of new preserve areas.
Additional position recommendations are expected in future years.
FOSM Projections and Staffing Growth
Business Line FOSM Projected
Growth by 2020
FOSM Projected
Growth between
2020 to 2045
Positions approved
through 2020
Remaining FOSM
Projected Positions
Through 2045
Planning and Project Delivery 10 to 13 TBD / 4 10 TBD / 4
Visitor and Field Services 20 to 25 37 to 45 29 36 to 44
Finance and Administrative Services 9 to 11 6 to 8 11 6 to 8
General Manager’s Office 2 0 2 0
Total 41 to 51 43 to 57 52 42 to 56
Midpen staffing for FY21 is detailed by department in the table below.
Positions by Department
Department
FY17
Adopted FTE
FY18
Adopted FTE
FY19
Amended FTE
FY20
Adopted FTE
FY21
Proposed FTE
Change from
FY20 Modified
Administration 24.75 24.75 26.75 27.75 27.75 0.00
Engineering and Construction 5.00 7.00 7.00 7.00 7.00 0.00
General Counsel 2.50 2.50 3.50 3.50 3.50 0.00
General Manager 8.00 8.00 8.00 8.00 8.00 0.00
Land and Facilities 51.30 55.30 56.30 57.30 57.30 0.00
Natural Resources 11.00 12.00 12.00 12.00 12.00 0.00
Planning 10.00 11.00 11.00 11.00 11.00 0.00
Public Affairs 8.00 8.00 8.00 8.00 7.00 - 1.00
Real Property 5.00 5.00 5.00 5.00 5.00 0.00
Visitor Services 39.90 39.90 41.90 43.40 43.40 0.00
Total FTE 165.45 173.45 179.45 182.95 181.95 - 1.00
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25Section II • Budget and Action Plan FY21
FUTURE GROWTH IN STAFFING
The FOSM projected growth in Midpen staffing initially from 2014 through 2020 with a second growth phase from
2020 through 2045. Growth from 2014 through 2020 projects a total of up to 51 new positions. The FOSM also
projects growth in Midpen staffing between 2020 and 2045 of up to 57 additional new positions. Since December
2014, 52 new positions have been approved by the board, completing the first growth phase (51 positions).
Notably in the proposed FY21 budget there are no new positions being recommended given the economic
uncertainty arising from the global pandemic and current shelter-in-place orders. Additional positions may be
recommended later in FY21, based on greater projected certainty about our regional economic stability and
Midpen’s financial outlook. The General Manager will continue to assess capacity needs and gaps in expertise
during FY21, and in the coming years, as new positions are filled and core functions are reorganized into new
departments and programs, in tandem with changes to board priorities and the pace of upcoming action plans to
determine if and when additional positions are merited.
Considering the magnitude of Midpen’s restructuring, it is important to spend some time working with the expanded
organization to evaluate how the synergies among new “capacities” may provide unanticipated efficiencies and
additional revenue. Based on that evaluation and reforecasting Midpen’s 30-year financial model, future additional
positions would be submitted for board consideration as part of future budget approvals. Such additional position
requests would need to remain consistent with the FOSM projections and be financially sustainable.
COMPENSATION AND BENEFITS
Salaries and benefits make up the largest component of expenditures, estimated at 31% of total FY21 expenditures.
This category includes all personnel-related costs. Midpen has one represented group: Midpeninsula Regional Open
Space District Field Employees 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 $350 per month toward CalPERS retiree medical. By state law, Midpen pays all retirees the PEMHCA
minimum amount of $119 per month (a lifetime benefit).
Attachment 1
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26 Section II • Budget and Action Plan FY21
Hawthorns Fund
Hawthorns, a 78-acre historic estate named for the flowering hawthorn bushes that once lined its boundary, is one
of the last remaining islands of open space in residential Portola Valley. On November 10, 2011, Midpen received
a gift of the Hawthorns property and an endowment of $2,018,445 to manage the property in perpetuity.
The FY21 Annual Budget for the Hawthorns endowment totals $110,200, which is 21% lower than the FY20
Adopted Budget. The $48,000 capital budget includes funding to pursue a partnership for long-term care,
rehabilitation, and maintenance of the historic complex, as well as other stabilization efforts to mitigate deterioration
and maintain defensible space as required by the Woodside Fire Protection District.
The endowment fund balance at the end of FY21 is projected to be $1,383,139 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 FY16 $53,466 ($540,243)1,531,668
FY17 Actual 10,349 (6,146)1,535,871
FY18 Actual 5,147 (40,412)1,500,606
FY19 Actual 63,321 (30,888)1,533,039
FY20 Estimated Actual 39,000 (92,200)1,479,839
FY21 Projected 13,500 (110,200)1,383,139
Projected Ending Balance $1,383,139
Windy Hill Open Space Preserve by Midpen Staff
Attachment 1
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27Section II • Budget and Action Plan FY21
Measure AA Projects
In June 2014, voters approved Measure AA, a $300 million general obligation
bond to protect natural open space lands; open preserves or areas of preserves
to the public; construct public access improvements such as new trails and staging
areas; and restore and enhance open space land, forests, streams, watersheds,
and coastal ranch areas. Projects are grouped in 25 key project portfolios organized by geographic area within
the District’s boundaries.
Midpen began using MAA funds in 2014 and FY21 will mark the seventh year of funding. As of June 30, 2020, an
estimated 64.1 million in MAA funds will be expended and the proposed FY21 budget brings the total to $74.3 million,
or 24.8% 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, 2020, the amounts
budgeted for FY21, and the amount remaining for each allocation net grants awarded, are illustrated in the
Measure AA Projects Budget Overview graph below and the table on the following page.
Measure AA Expenditures
(in millions)
$ 60 ——————————————————————————————————————————————————————————————
50 ——————————————————————————————————————————————————————————————
40 ——————————————————————————————————————————————————————————————
30 ——————————————————————————————————————————————————————————————
20 ——————————————————————————————————————————————————————————————
10 ——————————————————————————————————————————————————————————————
0 ——————————————————————————————————————————————————————————————
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
MAA Portfolio Number
■ Total Life-to-Date Through 6/30/20 ■ FY21 Budget ■ Remaining Portfolio Balance as of 6/30/21
Attachment 1
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28 Section II • Budget and Action Plan FY21
Measure AA Projects Budget Overview
Tier 1 Vision Plan Priority Actions
MAA#Measure AA Portfolio Expenditure
Plan
(adopted
2014)
Total Life-To-
Date Estimate
through
6/30/20
FY21
Proposed
Balance
Remaining
%
Expended
01 Miramontes Ridge: Gateway to the Coast
Public Access, Stream Restoration and
Agriculture Enhancement
$27,774,000 $0 $261,874 $27,512,126 0.9%
02 Regional: Bayfront Habitat Protection and
Public Access Partnership
5,052,000 3,680,721 30,000 1,341,280 73.5%
03 Purisima Creek Redwoods: Purisima-to-Sea Trail,
Watershed Protection and Conservation Grazing
7,608,000 1,292,250 473,433 5,842,318 23.2%
04 El Corte de Madera Creek: Bike Trail and
Water Quality Projects
8,376,000 886,868 0 7,489,132 10.6%
05 La Honda Creek: Upper Area Recreation,
Habitat Restoration and Conservation
Grazing Projects
11,733,000 2,672,206 422,205 8,638,589 26.4%
06 Windy Hill: Trail Implementation, Preservation
and Hawthorns Area Historic Partnership
12,740,000 82,452 107,685 12,549,863 1.5%
07 La Honda Creek: Driscoll Ranch Public
Access, Endangered Wildlife Protection and
Conservation Grazing
14,825,000 12,030,019 229,292 2,565,689 82.7%
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
5,560,000 952,901 258,010 4,349,089 21.8%
10 Coal Creek: Reopen Alpine Road for Trail Use 8,017,000 357,155 206,568 7,453,277 7.0%
11 Rancho San Antonio: Interpretive Improvements,
Refurbishing, and Transit Solutions
10,811,000 165,719 29,750 10,615,531 1.8%
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 3,103,050 1,573,318 46,051,632 9.2%
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 1,315,333 0 6,444,667 17.0%
18 South Bay Foothills: Saratoga-to-Sea Trail and
Wildlife Corridor
1,365,000 553,850 553,293 257,857 81.1%
19 El Sereno: Dog Trails and Connections 2,254,000 480,242 0 1,773,759 21.3%
20 South Bay Foothills: Wildlife Passage and
Ridge Trail Improvements
13,966,000 551,296 389,648 13,025,056 6.7%
21 Bear Creek Redwoods: Public Recreation and
Interpretive Projects
17,478,000 8,789,456 5,226,539 3,462,005 80.2%
22 Sierra Azul: Cathedral Oaks Public Access
and Conservation Projects
6,714,000 1,380,330 485,465 4,848,205 27.8%
23 Sierra Azul: Mount Umunhum Public Access
and Interpretive Projects
27,972,000 21,614,442 0 6,357,558 77.3%
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
7,986,000 410,150 0 7,575,850 5.1%
TOTAL MAA Bond $300,000,000 $64,064,346 $10,247,079 $225,688,576 24.8%
Measure AA Portfolio numbers do not coincide with Regional Map locations 1-26.
Total life-to-date and proposed expenditures are net of grants awarded.
Attachment 1
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29Section II • Budget and Action Plan FY21
Vision Plan
Through a comprehensive community engagement process and a thorough resource assessment, Midpen developed
54 priority action portfolios focused on the three legs of the mission: land protection, habitat restoration and
low-intensity recreation. These were prioritized by the public and approved by Midpen’s board of directors in
January 2014 as a slate of 25 high-priority project portfolios (now identified as 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.
Attachment 1
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30 Section II • Budget and Action Plan FY21
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/our-work/projects/vision-plan
Attachment 1
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31Section II • Budget and Action Plan FY21
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 fifteen percent of the assessed valuation of property situated in
the District. As of June 30, 2020, the assessed value of property within the District’s jurisdiction totaled $270.536
billion, resulting in a legal debt limit of $40.580 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, and the 2011 District’s Revenue Bonds are rated AA+ by both ratings agencies.
OUTSTANDING DEBT OBLIGATIONS
As of June 30, 2020, 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, 2020
2011 Revenue Bonds*2022 2% to 6%$1,080,000 $535,000
2012 Refunding Promissory Notes**2034 2% to 5%9,085,601 7,900,601
2015 Refunding Promissory Notes 2034 3.5% to 5%23,630,000 20,135,000
2016 Green Refunding Bonds 2039 3% to 5%57,410,000 47,410,000
2017 Green Refunding Bonds 2038 3.125% to 5% 25,025,000 25,025,000
2017 Parity Bonds 2028 5%11,220,000 9,480,000
Promissory Note 2023 5%1,500,000 1,500,000
General Fund 128,950,601 111,985,601
2015 General Obligation Bonds 2021/2045 1.5% to 2.5%45,000,000 41,555,000
2018 General Obligation Bonds 2049 2% to 5%50,000,000 47,255,000
Measure AA Fund 95,000,000 88,810,000
Total Debt $223,950,601 $200,795,601
*The 2023 through 2041 maturities of the 2011 Revenue Bonds were refunded through Midpen’s 2016 Green Bonds.
**The 2024 through 2029 and 2035 through 2042 maturities of the 2012 Revenue Bonds were refunded through Midpen’s 2017 Green Bonds.
GENERAL FUND BOND
2011 Revenue Bonds
On May 19, 2011, the District Financing Authority, on behalf of Midpen, issued $20.5 million of Revenue Bonds
for the purpose of acquiring land to preserve and use as open space. Each year, Midpen will appropriate revenues
(primarily limited property tax collections that Santa Clara County and San Mateo County allocate to Midpen) to
pay its obligations under a lease agreement for use and occupancy of District land in addition to other Midpen debt
and lease obligations unrelated to this financing. The maturities from 2022 through the final maturity in 2041 issue
were advance refunded through Midpen’s 2016 Green Bonds.
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.
Attachment 1
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32 Section II • Budget and Action Plan FY21
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.
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 District’s 2012 Revenue Bonds Current
Interest Notes and $8.9 million of the District’s 2012 Revenue Bonds Capital Appreciation Notes by issuing $25.025
million in Green Bonds Refunding. The net proceeds of $28.3 million were deposited in an irrevocable trust with an
escrow agent to redeem the 2012 Revenue Bonds in full on September 1, 2022.
2017 Parity Bonds (Series B)
On December 13, 2017, 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.
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 5.0% per annum until the maturity, or prior redemption, of the note.
Monte Bello Open Space Preserve by Cass Kalinski
Attachment 1
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33Section II • Budget and Action Plan FY21
General Fund Annual Debt Service
(in millions)
$ 14 ———————————————————————————————————————————————————————————————
12 ———————————————————————————————————————————————————————————————
10 ———————————————————————————————————————————————————————————————
8 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 FY36 FY37 FY38 FY39 FY40
■ 2011 Refunding Notes (Unrefunded portion) ■ 2012 Refunding Notes ■ 2015 Refunding Notes
■ 2016 Refunding Green Bonds ■ 2017 Green Bonds (Series A Refunding 2012s) ■ 2017 Parity Bonds (Series B)
■ Promissory Note
Five-Year General Fund Debt Projection
Type of Debt FY21 FY22 FY23 FY24 FY25
2011 Refunding Bonds $266,400 $290,700 $0 $0 $0
2012 Refunding Notes 460,350 460,250 461,825 0 0
2015 Refunding Notes 1,918,675 1,939,375 1,967,125 1,995,750 1,990,875
2016 Green Bonds 5,497,200 5,509,200 5,818,575 5,852,325 5,893,575
2017 Green Bonds (Series A Refunding 2012s) 1,022,200 1,022,200 1,022,200 1,022,200 1,022,200
2017 Parity Bonds (Series B) 1,439,250 1,438,500 1,435,250 1,439,250 1,435,575
Promissory Note 75,000 75,000 1,575,000 0 0
Total 10,679,075 10,735,225 12,279,975 10,309,525 10,342,225
Total General Fund Principal 5,985,000 6,295,000 8,135,000 6,565,000 6,935,000
Total General Fund Interest 4,694,075 4,440,225 4,144,975 3,744,525 3,407,225
Grand Total $10,679,075 $10,735,225 $12,279,975 $10,309,525 $10,342,225
Attachment 1
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34 Section II • Budget and Action Plan FY21
MAA BOND FUND
MAA Tax Levy
Debt service payments on the MAA Bonds are paid through ad valorem taxes on all taxable property within
the District. Midpen receives property tax revenue from Santa Clara and San Mateo counties. The counties 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 $.0019 per $100 of assessed valuation (projected)——————————————————————————––––––––––––——————————————————————————————
2015 General Obligation Bonds (Series 2015A and 2015B)
On August 13, 2015, Midpen issued $40 million of tax-exempt general obligation bonds (Series 2015A) and $5
million of taxable general obligation bonds (Series 2015B). The bonds are payable from ad valorem taxes pursuant
to an election of registered voters of the District held on June 3, 2014, which approved 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.
Attachment 1
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35Section II • Budget and Action Plan FY21
Measure AA Annual Debt Service
(in millions)
$ 8 ———————————————————————————————————————————————————————————————
7 ———————————————————————————————————————————————————————————————
6 ———————————————————————————————————————————————————————————————
5 ———————————————————————————————————————————————————————————————
4 ———————————————————————————————————————————————————————————————
3 ———————————————————————————————————————————————————————————————
2 ———————————————————————————————————————————————————————————————
1 ———————————————————————————————————————————————————————————————
0 ———————————————————————————————————————————————————————————————
■ Measure AA 2015 Series A (Tax-Exempt) ■ Measure AA 2015 Series B (Taxable)
■ Measure AA 2018 Series GO Green Bonds
Five-Year Measure AA Debt Projection
FY21 FY22 FY23 FY24 FY25
Measure AA 2015 Series A (Tax-Exempt) $1,636,163 $1,943,288 $2,575,913 $2,570,788 $2,573,163
Measure AA 2015 Series B (Taxable)952,313 637,875 0 0 0
Measure AA 2018 Series GO Green Bonds 3,373,375 2,728,500 2,727,600 2,730,200 2,721,350
Total 5,961,850 5,309,663 5,303,513 5,300,988 5,294,513
Total Measure AA Principal 2,410,000 1,825,000 1,895,000 1,980,000 2,070,000
Total Measure AA Interest 3,551,850 3,484,663 3,408,513 3,320,988 3,224,513
Grand Total $5,961,850 $5,309,663 $5,303,513 $5,300,988 $5,294,513
Projected Tax Rate $1.95 $2.17 $2.13 $2.20 $2.56
FY2
1
FY2
2
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
FY4
5
FY4
6
FY4
7
FY4
8
FY4
9
FY4
4
Attachment 1
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36 Section II • Budget and Action Plan FY21
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. Going forward, Midpen will continue to build the capacity of the
Grants Program, work collaboratively with its partners and strategically align grant awards with Midpen’s mission.
In the short term, the Grants Program will refine these goals, build institutional knowledge about grants among staff
and focus on small-scale successes to demonstrate the value of the program.
Russian Ridge Open Space Preserve by Jamie Tan
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37Section II • Budget and Action Plan FY21
General Fund Balance
The projected FY21 Total Fund Balance in the General Fund remains essentially flat due to the FY21 proposed
budget having a zero percent increase over the FY20 adopted budget. Of note, some funds are shifting from
unassigned to committed in preparation for future capital expenditures in FY22 and beyond.
Projected General Fund Balance
FY16 Actual FY17 Actual FY18 Actual FY19 Actual FY20 Projected FY21 Budget
Nonspendable —$55,093 $35,968 $185,984 $185,984 $185,984
Restricted $1,971,040 1,971,040 1,466,982 1,436,094 1,382,894 1,286,194
Committed 35,400,000 35,400,000 55,300,000 29,288,465 30,317,570 30,171,299
Assigned — — — — — —
Unassigned 16,857,586 23,872,450 16,306,537 20,442,045 19,608,600 19,898,371
Total Fund Balance $54,228,626 $61,298,583 $73,109,487 $51,352,588 $51,495,048 $51,541,848
Minimum Unassigned Fund Balance*$11,839,200 $12,691,200 $13,722,600 $14,493,900 $15,616,500 $16,046,100
*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.
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 FY21 projected balance in each fund is based on FY20 projected fund balances at fiscal year-end; audited
financial statements are not available at the time of budget development.
A balance is maintained in Fund 50 due to an offset in timing between property tax collection and debt service
payments.
The following table depicts the change in fund balance.
Projected Change in Fund Balance
Fund 10
General Fund
Operating
Fund 20
Hawthorns
Fund 30
Measure AA
Capital
Fund 40
General Fund
Capital
Fund 50
Debt Service
Total
FY19 Audited Fund Balance $49,916,494 $1,436,094 $37,944,253 $8,254,539 $6,775,924 $104,327,304
Change in Fund Balance 195,660 (53,200)(7,947,370)(1,839,327)746,085 (8,898,152)
FY20 Projected Balance $50,112,154 $1,382,894 $29,996,883 $6,415,212 $7,522,009 $95,429,152
Change in Fund Balance 143,500 (96,700)(9,835,604)(6,415,212)279,190 (15,924,826)
FY21 Projected Balance $50,255,654 $1,286,194 $20,161,279 $0 $7,801,199 $79,504,326
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.
Attachment 1
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38 Section II • Budget and Action Plan FY21
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 FY21. Information is included for the two prior year actuals for reference.
Annual revenues are based on the Controller’s conservative revenue projections; FY22 property taxes are expected
to grow at 1% and then at 3.5% each year thereafter. Estimated one-time revenue of $10 million in FY23 represents
the anticipated sale of the current administrative office.
Expenditures include salaries and benefits, inflated at 5% per year beginning in FY22 and the inclusion of four new
FTEs per year at various salary ranges (note: these positions have not been approved by the board). Additional
annual expenditures include services and supplies inflated at 5% per year, capital expenditures in the General
Fund and Measure AA at 4% per year, land acquisition in the General Fund at 2% 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 FY22 and FY25.
Long-Range Financial Plan
(in thousands)
FY19
Actual
FY20
Projected
FY21
Budget
FY22
Projected
FY23
Projected
FY24
Projected
FY25
Projected
Fund balance beginning $132,413 $104,327 $95,429 $79,504 $95,530 $95,390 $86,141
Revenue
Property Taxes 54,395 57,510 59,687 60,429 62,725 65,202 68,839
Grant Income 1,082 4,265 1,915 1,170 942 740 980
Interest Income 3,649 2,067 1,360 1,374 1,388 1,402 1,416
Rental Income 2,360 2,061 1,729 1,347 1,764 1,782 1,800
Other Revenues 641 479 487 487 487 500 500
One-Time Revenues 0 0 0 0 10,000 0 0
Total Revenues 62,127 66,382 65,179 64,806 77,306 69,626 73,535
Other Funding Sources
Use of Bond Proceeds 0 983 0 0 0 0 0
New Bond Proceeds & Debt Service Premiums 0 1,633 0 45,000 0 0 35,000
Transfers In / (Out)0 (729)146 0 0 0 0
Total Other Funding Sources 0 1,887 146 45,000 0 0 35,000
Grand Total: Revenues & Other Funding Sources 62,127 68,269 65,325 109,806 77,306 69,626 108,535
Expenses
General Fund, Hawthorns & GF Capital (10, 20 & 40)
Salaries and Benefits 20,728 25,461 25,633 26,915 28,261 29,674 31,158
Salaries and Benefits (4 add’l FTEs per year)0 0 0 1,001 2,102 3,311 4,635
Total Salaries and Benefits 20,728 25,461 25,633 27,916 30,363 32,985 35,793
Services and Supplies 8,087 10,161 11,203 11,763 12,351 12,969 13,617
General Fund Capital Outlay 2,885 2,458 3,943 7,280 3,045 4,080 4,240
General Fund Land Acquisition 31,970 9,215 0 1,000 1,020 1,040 1,061
Other One-Time Expenditures 0 1,847 11,961 18,825 2,000 0 0
General Fund, Hawthorns & GF Capital Total 63,670 49,142 52,740 66,784 48,779 51,074 54,712
Measure AA Fund (30)
Measure AA Funded Capital Outlay 8,698 10,356 10,307 9,601 8,834 9,940 10,340
Measure AA Land Acquisition 2,174 0 1,562 0 0 0 0
Measure AA Fund Total 10,872 10,356 11,869 9,601 8,834 9,940 10,340
Debt Service Fund (50)
Debt Service 15,671 17,670 16,641 17,395 19,833 17,861 18,937
Total Expenses $90,213 $77,167 $81,250 $93,780 $77,446 $78,875 $83,988
Net changes in fund balance ($28,086)($8,898)($15,925)$16,026 ($140)($9,249)$24,547
Fund Balance Ending
General Fund $49,916 $50,112 $50,256 $30,241 $39,009 $39,254 $37,886
Hawthorns Endowment Fund 1,436 1,383 1,286 1,211 1,136 1,061 986
Measure AA Capital Projects Fund (Bond Proceeds)37,944 29,997 20,161 56,530 48,439 39,239 64,879
General Fund Capital Projects Fund (Bond Proceeds)8,255 6,415 0 0 0 0 0
Debt Service Fund 6,776 7,522 7,801 7,548 6,806 6,587 6,937
Fund balance ending $104,327 $95,429 $79,504 $95,530 $95,390 $86,141 $110,688
Attachment 1
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39Section II • Budget and Action Plan FY21
CONCLUSIONS
Beginning FY21 cash balances, estimated at a total of $95.4 million, and future projected revenues are adequate
to cover projected debt service, operating expenses, capital expenditures, and reserve requirements. Ending FY25
cash balances are estimated at a total of $110.7 million. Midpen’s long-term financial projections indicate that the
proposed FY21 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 2, Objective 4: take a regional leadership role in promoting the benefits of
open space and sustainable agriculture, Midpen has prioritized 13 projects to support regional agriculture and
sustain conservation grazing on District lands such as the Russian Ridge Mindego Pond Improvement.
DIVERSITY
In support of Goal 3, Objective 2: engaging diverse communities, Midpen has prioritized seven projects to connect
diverse communities to their public open space preserves, including projects at Rancho San Antonio and Cooley Landing.
WILDLAND FIRE RESILIENCY
In support of Goal 2, Objective 3: Climate change has created a new wildfire reality in California: fires are
becoming more frequent and catastrophic. In response, Midpen has prioritized seven fire prevention projects,
including an emphasis on fuels reduction and wildland fire readiness.
Windy Hill Open Space Preserve by David Medeiros
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40 Section II • Budget and Action Plan FY21
Climate Action Plan
CLIMATE ACTION PLAN OVERVIEW
The board adopted the Climate Action Plan in October 2018 to chart a course for reducing greenhouse gas
emissions from agency operations. The plan identified Midpen’s goals for reducing GHG emissions as the following:
20% below 2016 baseline by 2022, 40% by 2030 and 80% by 2050. Changes have already been implemented
that reduced emissions by 14% from 2016 to 2018.
Actions taken in FY21 are expected to reduce emissions by a further 3-5%. The table below describes the Climate
Action Plan items that will be implemented in FY21. Of note is a higher and sustained level of telecommuting due to the
pandemic and expected extension of social distancing requirements. This shift in how Midpen works while delivering
on the mission will not only reduce employee commute-generated emissions, it will support Midpen’s long-term goals to
permanently reduce GHG emissions from agency operations. As of the time of when this report was written, Midpen is
evaluating the opportunity for expanding its telecommuting options given the success of maintaining high productivity
during the shelter-in-place/work-from-home requirements. With greater telecommuting by its administrative office staff,
Midpen can achieve further reductions in its greenhouse gas emissions this coming fiscal year.
The Climate Action Plan can be found on Midpen’s website at openspace.org/our-work/projects/climate-change.
FY21 Climate Action Plan Implementation Actions
Climate Action Plan Item Budget*Department
Commute-3/Facilities-5: Assess feasibility of a weekly or biweekly AO closure
(compressed schedules or telework)
$0 (Staff time only*)Land and Facilities,
Human Resources
Commute-4: Continue incentives for employees commuting via carpool, public
transit, bike, or walking
$48,000 Administrative Services
Facilities-2: Install solar panel system at Skyline Field Office $150,000 Land and Facilities
Livestock-2: Partner with San Mateo County Resource Conservation District to
develop plan to increase carbon sequestration
$25,000 Natural Resources,
Land and Facilities
Vehicles-X: As patrol vehicles are up for replacement, replace with diesel or lower
emissions options whenever possible Visitor Services
Vehicles-4: Acquire and test electric maintenance equipment and electric ATVs $20,000 Land and Facilities
Vehicles-9: Acquire and test electric bikes, motorcycles, or ATVs $10,000 Visitor Services
Vehicles-14: Purchase carbon offsets for business flights $1,000 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 will conduct a greenhouse gas inventory every two years
to measure emissions and assess change over time. The 2018 greenhouse gas inventory found that emissions
decreased by 14% from 2016 to 2018, primarily due to “low-hanging fruit” actions such as purchasing carbon
offsets and buying renewable electricity that cut significant emissions without great financial or administrative costs.
However, an inventory of avoided emissions showed that had actions not been taken, administrative emissions
would have risen 9%—this reminds us that without intentional effort, emissions will continue to rise. This page,
which is now included annually in the Budget and Action Plan, is intended to drive progress, highlight work on this
important initiative, and provide accountability on progress towards Midpen’s climate change goals. Implementation
updates will be shared throughout the year through newsletters and social media.
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41Section II • Budget and Action Plan FY21
Budget Process
Midpen’s annual budget development process begins in December each year. An annual retreat is held where the board
reviews and updates Midpen’s Strategic Plan, based on the findings of an environmental scan, and reviews prior-year
accomplishments. At this time, staff begins capacity planning for ongoing projects and proposed new projects. In March,
the board meets with executive management and department managers to establish priorities for the upcoming fiscal year
and provide staff with strategic direction regarding the Capital Improvement and Action Plan.
Departments begin developing Midpen’s annual CIAP in February/March in accordance with the board’s priorities, and
CIAP budgets are developed in March. The individual department budgets and CIAPs are consolidated in March/April
and reviewed by executive management before being presented to the Action Plan and Budget Committee in April/May.
The board conducts its initial review of the proposed Annual Budget and Action Plan in May and formally adopts it in June.
Notable to the FY21 budget development process was an additional review period in April 2020 that executive
management and department managers performed in response to the pandemic. Proposed operating expenses were
carefully reviewed and reduced as appropriate (e.g. in-person conferences, trainings and events; consulting services).
CIAP projects were also carefully reviewed with some projects being deferred into FY22 or beyond. This additional
review period is included in the process map below.
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
• Review triggered by COVID-19 pandemic and economic impacts to the Bay Area
• Review operating budgets (resulted in 0% increase from FY20 Adopted)
• Review CIAP projects (resulted in deferred projects; budget increases only in
Measure AA funded capital and one-time General Fund capital expenditures)
• 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
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.
Strategic
Planning
(Nov-Jan)
Action Plan
Development
(Nov-Mar)
Budget
Preparation
(Jan-Apr)
Board
Review
(Apr-Jun)
NEW
April 2020
Budget
Review
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42 Section II • Budget and Action Plan FY21
——————————————————————————––––––––––––——————————————————————————————
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.——————————————————————————––––––––––––——————————————————————————————
Budget Management Process
• Departments are expected to review YTD operating and capital
budgets throughout the fiscal year to ensure that expenditures are
trending to adopted budget
• Budget and Analysis sends quarterly budget performance
reports to departments
• General Manager may approve net-zero adjustments over $15,000
• AGM’s may approve net-zero adjustments up to $15,000
• Department managers may approve net-zero adjustments within
their departments up to $10,000
• GM must report to the board any adjustments greater than 5% in
the following accounts: Expenses/Annexation, Special Agreements,
Insurance, Travel Expenses and Personal Development
• Budget and Analysis staff presents quarterly budget adjustment
requests to the board for approval
Financial Policies
BUDGET POLICY
Midpen follows best practices in budgeting, including assessing constituent needs, developing long range plans,
adhering to budget preparation and adoption procedures, monitoring performance, and adjusting budgets as
required. Midpen’s budget is divided into four categories: Operating Budget, Capital Budget, Land and Associated
Costs, and Debt Service. The budget is prepared and adopted on a cash basis, whereas the annual financial
statements are prepared on a modified accrual basis, which takes into account all of the current year revenues and
expenses regardless of when cash is received or paid.
The board adopts the annual budget on the Fund level:
——————————————————————————––––––––––––——————————————————————————————
Fund 10 – General Fund Operating——————————————————————————––––––––––––——————————————————————————————
Fund 20 – Hawthorns——————————————————————————––––––––––––——————————————————————————————
Fund 30 – Measure AA Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 40 – General Fund Land/Capital——————————————————————————––––––––––––——————————————————————————————
Fund 50 – Debt Service——————————————————————————––––––––––––——————————————————————————————
Budget
Monitoring
Board
Approval
GM Review
Budget
Amendments
(Quarterly)
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43Section II • Budget and Action Plan FY21
The budget can be amended during the year, in accordance with the board Budget and Expenditure Policy, which
states that increases to any of the four budget categories must be approved by the Board.
DEBT MANAGEMENT POLICY
The board 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.
FUND BALANCE POLICY
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.——————————————————————————––––––––––––——————————————————————————————
INVESTMENT POLICY
Midpen’s Investment Policy is adopted annually, in accordance with state law. The policy provides guidance and
direction for the prudent investment of Midpen funds to safeguard the principal of invested funds and achieve
a return on funds while maintaining the liquidity needs of the organization. The ultimate goal is to maximize
the efficiency of Midpen’s cash management system, and to enhance the organization’s economic status, while
protecting its pooled cash.
The investment of funds is governed by the California Government Code Section 53601 et seq., and by California
Government Code Section 53630 et seq. Funds on deposit in banks must be federally insured or collateralized in
accordance with the provisions of California Government Code, Sections 53630 et seq.
Midpen uses restricted/committed amounts to be spent first when both restricted and unrestricted fund balance is
available unless there are legal documents/contracts that prohibit doing this, such as a grant agreement requiring
dollar-for-dollar spending. Additionally, Midpen would first use committed, then assigned and lastly unassigned
amounts of unrestricted fund balance when expenditures are made.
Attachment 1
Long Ridge Open Space Preserve by Greg Hughes 44 Section II • Budget and Action Plan FY21
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Attachment 1
Section III
Capital Improvement and Action Plan
Russian Ridge Open Space Preserve by Tristan Paine
45Section III • Budget and Action Plan FY21
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46 Section III • Budget and Action Plan FY21
Capital Improvement and Action Plan Overview
This section of the budget, the Capital Improvement and Action Plan, provides multi-year budget information and
a consolidated view of the major projects and activities at Midpen. Projects with budgets of $50,000 or more are
highlighted in this section. Projects below this threshold are noted at the beginning of each program and are also
included in Section IV: Department Summary.
Midpen’s CIAP forms the fiscal year work program and includes the projects and key initiatives that the organization
will pursue and for which it will dedicate staff and financial resources. The FY21 CIAP contains a total of 74
projects, of which 24 projects, or 32%, are eligible for Measure AA reimbursement, a general obligation bond
funding source that was approved by the voters in 2014.
Midpen staff prepared the FY21 CIAP in accordance with the board’s direction outlined at the March 3, 2020
retreat. However, given the worldwide pandemic and resulting shelter-in-place orders, the District’s ability to
move forward numerous projects that either require field work or were planned to be under construction in Q4 of
FY20 has been significantly impacted. In light of these impacts, the General Manager directed staff to review the
proposed FY21 CIAP again in April 2020 to recalibrate the project list and budgets given the unanticipated project
delays and schedule extensions that are occurring in Q4 of FY20. Significant edits were made to the proposed
FY21 CIAP, resulting in 74 projects spread throughout the following programs:
FY21 CIAP by Program
● Land Acquisition and Preservation (18%)
● Natural Resource Protection and Restoration (27%)
● Public Access, Education and Outreach (31%)
● Assets and Organizational Support (24%)
From a funding perspective, 70% of the CIAP projects are capital projects or land acquisition while the remaining
30% are included in the operating budget.
FY21 CIAP Projects by Program
Program Fund 10–
General Fund
Operating
Fund 20–
Hawthorns
Fund 30–
Measure AA
Capital
Fund 40–
General Fund
Capital
Grand Total % Total
Land Acquisition and Preservation - - 1 12 13 18%
Natural Resource Protection and
Restoration
8 - 9 3 20 27%
Public Access, Education and
Outreach
6 - 14 3 23 31%
Assets and Organizational
Support
8 1 - 9 18 24%
Total Projects 22 1 24 27 74 100%
Attachment 1
FY21 CIAP Budget
The FY21 Three-Year CIAP lists projected capital and operating projects and associated costs for FY21 through
FY23 and provides funding of $78.5 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 FY21 budget.
Three-Year CIAP Funding Sources
CIAP Summary by Funding Source FY21 FY22 FY23 3-Year Total
Fund 10 – General Fund Operating $2,116,700 $944,589 $459,000 $3,520,289
Fund 20 – Hawthorns 48,000 31,000 TBD 79,000
Fund 30 – Measure AA Capital 10,247,079 8,358,589 8,091,600 26,697,268
Fund 40 – General Fund Capital 15,856,328 25,516,312 2,385,500 43,758,140
Grants/Partnerships/Other 1,915,009 1,585,711 942,032 4,442,752
Total CIAP $30,183,116 $36,436,201 $11,878,132 $78,497,449
Three-Year CIAP by Program
CIAP Summary by Program FY21 FY22 FY23 3-Year Total
Land Acquisition and Preservation* $2,013,318 $330,000 $300,000 $2,643,318
Natural Resource Protection and Restoration 3,808,042 1,463,839 4,204,000 9,475,881
Public Access, Education, and Outreach 10,321,928 13,250,800 5,899,132 29,471,860
Assets and Organizational Support 14,039,828 21,391,562 1,475,000 36,906,390
Total CIAP $30,183,116 $36,436,201 $11,878,132 $78,497,449
*The land budget does not include title and purchase costs and only accounts for appraisals and other costs associated with property purchase research and early
negotiations. Land purchase costs for titles or easements are budgeted upon approval by the board.
ICONS
In an effort to highlight projects that support key areas of interest and improve readability, icons are now included
on pertinent CIAP project worksheets.
47Section III • Budget and Action Plan FY21
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Land Acquisition and
Preservation
Natural Resource
Protection and Restoration
Public Access, Education
and Outreach
Assets and
Organizational Support
Agriculture Diversity Wildland Fire Resiliency
Grant Funded Supports Climate Action
Plan implementation
Project has an ongoing
impact on the operating
budget
Attachment 1
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48 Section III • Budget and Action Plan FY21
With the support of the Grants Program, additional revenue is secured annually to support Midpen’s mission,
leverage 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.
Grant Income
Project #Project Name Grant/Partnership/Other FY21 FY22 FY23 3-Year Total
80065 IPM Implementation of Santa
Clara Valley Water District Grant
Santa Clara Valley Water
District
$150,000 $200,000 $200,000 $550,000
MAA02-002 Ravenswood Bay Trail Design
and Implementation
Urban Greening Grant
Program
200,257 0 0 200,257
MAA09-003 Russian Ridge Mindego Pond
Improvement
California Department of
Parks and Recreation
200,000 0 0 200,000
MAA10-001 Alpine Road Regional Trail,
Coal Creek
Santa Clara County
Stanford Mitigation
0 272,211 0 272,211
MAA11-002 Rancho San Antonio–Deer
Hollow Farm–White Barn
Rehabilitation
Tindall and Friends of
DHF Donations
330,000 0 0 330,000
MAA21-006 Bear Creek Redwoods–Alma
College Cultural Landscape
Rehabilitation
California Natural
Resources Agency
179,378 0 0 179,378
MAA21-006 Bear Creek Redwoods–Alma
College Cultural Landscape
Rehabilitation
Historic Grant Program 200,000 0 0 200,000
MAA21-007 Bear Creek Redwoods Preserve
Plan Invasive Weed Treatment
and Restoration
Santa Clara Valley Water
District
50,000 0 0 50,000
MAA21-011 Phase II Trail Improvements,
Bear Creek Redwoods OSP
California Natural
Resources Agency
411,968 870,000 742,032 2,024,000
MAA22-004 Beatty Parking Area and Trail
Connections
Safe, Clean Water
Priority D3 Grant
49,906 100,000 0 149,906
VP03-003 Purisima-to-the-Sea Trail and
Parking Area Feasibility and
Planning
State Coastal Conservancy 143,500 143,500 0 287,000
Grand Total $1,915,009 $1,585,711 $942,032 $4,442,752
Midpen has identified several key areas of interest in addition to the four CIAP programs.
——————————————————————————––––––––––––———————————————————————————
Agriculture: Supporting agriculture and sustaining conservation grazing programs on District lands support
Midpen’s mission and board adopted Strategic Goals and Objectives (Goal 2, Objective 4).——————————————————————————––––––––––––———————————————————————————
Diversity: Connecting diverse communities to their public open space preserves, through support of regional
partnerships and expanded outreach to youth and underserved communities (Strategic Goal 3, Objective 2).——————————————————————————––––––––––––———————————————————————————
Wildland Fire Resiliency: Working with local fire agencies and surrounding communities to enhance
Midpen’s wildland fire preparedness and responsiveness (Strategic Goal 2, Objective 3).——————————————————————————––––––––––––———————————————————————————
Attachment 1
CIAP project summary tables for these three areas of interest are included below.
Agriculture Project Summary
Project #Project Name FY21 FY22 FY23 3-Year Total
61001 Tunitas Creek–Toto Ranch Driveway Improvements* $0 $423,112 $0 $423,112
61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 227,425 0 0 227,425
61021 Toto Ranch North Water Line 107,000 0 0 107,000
MAA01-004 Remediation Plan Development and Ranch Dump Clean Up–
Madonna Creek Ranch
261,874 10,000 4,000 275,874
MAA05-011 Lone Madrone Ranch Fence Installation 87,075 0 0 87,075
MAA09-003 Russian Ridge Mindego Pond Improvement 351,010 0 0 351,010
MAA09-006 Mindego Ranch South Pasture 107,000 0 0 107,000
VP01-001 Miramontes Ridge Land Conservation 77,000 0 0 77,000
VP03-002 South Cowell Upland Land Conservation 50,000 0 0 50,000
VP07-002 Agricultural Workforce Housing–La Honda Creek 317,500 0 0 317,500
VP13-001 Cloverdale Ranch Land Opportunity 70,000 20,000 0 90,000
VP32-003 Toto Ponds Management Planning* 0 68,000 210,000 278,000
VP39-001 Lower San Gregorio Creek Watershed Land Conservation 70,000 10,000 0 80,000
Total $1,725,883 $531,112 $214,000 $2,470,995
Diversity Project Summary
Project #Project Name FY21 FY22 FY23 3-Year Total
31901 ADA Barrier Removal $487,000 $1,433,500 $0 $1,920,500
80066 Amah Mutsun Land Trust Native Garden*0 50,000 100,000 150,000
51704 Ward Boundary Redistricting Plan 42,500 49,500 0 92,000
MAA02-001 Cooley Landing Interpretive Facilities Design and
Implementation
30,000 25,000 0 55,000
MAA02-002 Ravenswood Bay Trail Design and Implementation 200,257 0 0 200,257
MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn
Rehabilitation
359,750 0 0 359,750
VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 50,000 0 0 50,000
Total $1,169,507 $1,558,000 $100,000 $2,827,507
Wildland Fire Resiliency Project Summary
Project #Project Name FY21 FY22 FY23 3-Year Total
61008 Los Trancos–Page Mill Fire Safety Eucalyptus Removal $245,000 $0 $0 $245,000
80063 San Mateo County Vegetation Map 39,200 33,600 0 72,800
80003-10 Wildland Fire Resiliency Program 285,000 311,000 0 596,000
61017 Fuel Reduction Implementation 175,000 200,000 160,000 535,000
80068 Santa Clara & Santa Cruz Vegetation Mapping 50,000 50,000 50,000 150,000
MAA05-010 Restoration Forestry Demonstration Project 143,357 187,000 1,345,000 1,675,357
MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed
Treatment and Restoration
133,500 0 0 133,500
Total $1,071,056 $781,600 $1,555,000 $3,407,656
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts of COVID-19
and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
49Section III • Budget and Action Plan FY21
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50 Section III • Budget and Action Plan FY21
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 MAA21-006 indicates MAA
portfolio number 21 (Bear Creek Redwoods: Public Recreation and Interpretive Projects), and project number 6
(Bear Creek Redwoods Alma College Cultural Landscape Rehabilitation).
Vision Plan related projects are also designated by portfolio and project number, for example VP11-001 indicates
Vision Plan portfolio number 11 (Rancho San Antonio: Interpretive Improvements, Refurbishing Projects), and project
number 1 [Rancho San Antonio (RSA) Multimodal Access Study]. Vision Plan portfolios number 01 through 25
represent Midpen-funded efforts in support of the corresponding 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.
OPERATING PROJECTS
Operating projects are important activities undertaken each year that do not meet CIAP project criteria (typically
with expenses less than $50,000). While the operating projects listed on program summary pages may incur real
expenses, they are only included in the lead department’s operating budget (see Section IV).
OPERATING IMPACT
Within the FY21 CIAP, Midpen has identified over 50 projects (or 61% of the CIAP) as having a future operating
impact to the annual Budget and Action Plan. Some projects will have costs in perpetuity while other projects will
have a shorter-term impact.
For example, numerous Natural Resource Protection and Restoration projects that are completed require an
additional three to five years of ongoing monitoring work (for example, ensuring native plants are well established
after being planted can take over three years). When new areas are opened to the public, that space will require
long-term patrol and maintenance work; this may result in additional staff. Staff is monitoring new and existing CIAP
projects for their ongoing operating impact to the annual Budget and Action Plan to identify how operating costs
will change in the future.
Attachment 1
Land Acquisition and Preservation
Project #Project Name FY21 FY22 FY23 3-Year Total
20125 Cal-Water Land Exchange, Teague Hill Preserve $23,000 $0 $0 $23,000
MAA15-004 Irish Ridge Land Conservation 1,573,318 0 0 1,573,318
VP01-001 Miramontes Ridge Land Conservation*77,000 0 0 77,000
VP03-002 South Cowell Upland Land Conservation*50,000 0 0 50,000
VP08-001 Upper San Gregorio Land Conservation*20,000 0 0 20,000
VP13-001 Cloverdale Ranch Land Opportunity*70,000 20,000 0 90,000
VP15-001 Redwood Forest Land Opportunity*25,000 0 0 25,000
VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation*5,000 0 0 5,000
VP19-002 El Sereno Land Conservation*20,000 0 0 20,000
VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe
Area of SAOSP*
10,000 0 0 10,000
VP25-001 Sierra Azul Loma Prieta Land Conservation*20,000 0 0 20,000
VP39-001 Lower San Gregorio Creek Watershed Land Conservation 70,000 10,000 0 80,000
None District-wide purchase options and low-value Land Fund 50,000 300,000 300,000 650,000
Total $2,013,318 $330,000 $300,000 $2,643,318
*Pre-acquisition activity for land purchases is budgeted in Fund 40. Upon approval from the board for fee or easement, pre-acquisition expenses and the
purchase price are eligible for MAA reimbursement and a budget adjustment request will be made to transfer budget to Fund 30.
OPERATING PROJECTS
The table below lists operating projects by name and includes the project purpose and lead department. While the
operating project listed below may incur real expenses, they are only included in the lead department’s operating
budget.
Project Name Project Purpose Lead Department
Land Conservation Guidance
Document
Create a Land Conservation Guidance Document that clearly communicates
District acquisition policies and goals that provides a road map for strategic
land acquisition. (Consistent FOSM Recommendation #11)
Real Property/General
Manager’s Office
51Section III • Budget and Action Plan FY21
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52 Section III • Budget and Action Plan FY21
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 Creek watershed in exchange for land rights to allow the installation of Cal
Water water tanks at El Corte de Madera Open Space Preserve.
FY21 SCOPE
Pursue trail connections between Huddart Park and Teague Hill Preserve, and pursue future land conservation
protections in the Bear Creek watershed in exchange for land rights to allow the installation of Cal Water water
tanks for fire suppression at El Corte de Madera Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 23,000 0 0 0 23,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $23,000 $0 $0 $0 $23,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 23,000 0 0 0 23,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $23,000 $0 $0 $0 $23,000
Attachment 1
53Section III • Budget and Action Plan FY21
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LAND ACQUISITION AND PRESERVATION
Irish Ridge Land Conservation
Project #: MAA15-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Pursue land purchase as addition to Tunitas Creek Open Space Preserve for connection to Purisima Creek
Redwoods Open Space Preserve and protection of Tunitas Creek watershed.
FY21 SCOPE
Complete Planed Agricultural District zoning amendment process, submit lot split application and complete purchase.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $1,318 $0 $0 $0 $1,318
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 24,703 110,000 1,572,000 0 0 0 1,706,703
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $24,703 $110,000 $1,573,318 $0 $0 $0 $1,708,021
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 24,703 110,000 1,573,318 0 0 0 1,708,021
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $ 24,703 $110,000 $1,573,318 $0 $0 $0 $1,708,021
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54 Section III • Budget and Action Plan FY21
LAND ACQUISITION AND PRESERVATION
Miramontes Ridge Land Conservation
Project #: VP01-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase uplands portion of Johnston Ranch from Peninsula Open Space Trust as an addition to the Miramontes
Ridge Open Space Preserve.
FY21 SCOPE
Complete Planed Agricultural District Zoning amendment process, partner with POST as co-applicant to resubmit
lot line adjustment application, and complete purchase. Work with City of Half Moon Bay to coordinate on future
shared parking and future trails at Historic Johnston House, and shared patrol and farm access road. Work with
neighbor and State Parks on future trail connection to Burleigh Murray State Park. Continue to pursue additional
land purchase grant funds.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 100,326 22,000 77,000 0 0 0 199,326
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $100,326 $22,000 $77,000 $0 $0 $0 $199,326
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 100,326 22,000 77,000 0 0 0 199,326
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $100,326 $22,000 $77,000 $0 $0 $0 $199,326
Attachment 1
55Section III • Budget and Action Plan FY21
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LAND ACQUISITION AND PRESERVATION
South Cowell Upland Land Conservation
Project #: VP03-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
In partnership with Peninsula Open Space Trust, pursue land purchase to provide improved parking and trail access
for the Purisima-to-the-Sea regional trail corridor.
FY21 SCOPE
Purchase property and begin trail and parking planning for Preliminary Use and Management Plan preparation.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 37,500 50,000 0 0 0 87,500
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $37,500 $50,000 $0 $0 $0 $87,500
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 37,500 50,000 0 0 0 87,500
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $37,500 $50,000 $0 $0 $0 $87,500
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56 Section III • Budget and Action Plan FY21
LAND ACQUISITION AND PRESERVATION
Upper San Gregorio Land Conservation
Project #: VP08-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Negotiate property additions to the Upper San Gregorio Creek watershed.
FY21 SCOPE
Continue to work with neighboring private property owner on access alternative to the Woodruff Redwoods
addition to La Honda Creek Open Space Preserve. Next steps include surveying alternative access road and
entering into a new access easement.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 3,270 13,000 20,000 0 0 0 36,270
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $3,270 $13,000 $20,000 $0 $0 $0 $36,270
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 3,270 13,000 20,000 0 0 0 36,270
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $3,270 $13,000 $20,000 $0 $0 $0 $36,270
Attachment 1
57Section III • Budget and Action Plan FY21
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LAND ACQUISITION AND PRESERVATION
Cloverdale Ranch Land Opportunity
Project #: VP13-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Complete the property’s existing conditions assessment and report, and identify additional improvements and restoration
projects for Peninsula Open Space Trust to complete. Develop funding plan and pursue grant opportunities, and pursue
lot line adjustment as co-applicants with POST. Develop a community outreach/communications plan, and identify
and initiate outreach with partners and stakeholders. Continue to participate in regional trail planning in the vicinity of
Cloverdale Ranch, and identify preliminary land and resource management goals in preparation for future potential
acquisition of property.
FY21 SCOPE
Work with POST to complete additional studies and/or restoration projects needed prior to land transfer, including
roads and trails assessment, water system infrastructure assessment, botanical surveys. Initiate community engagement,
outreach and meetings. Identify natural resource management goals and outline staffing and management plan to
be put in place for the first years after land transfer and inform the Coastal Management Plan. Work with POST to
develop an integrated rangeland management for lease area. Pursue grant funding opportunities to support purchase.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 40,000 70,000 20,000 0 0 130,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $40,000 $70,000 $20,000 $0 $0 $130,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 40,000 70,000 20,000 0 0 130,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $40,000 $70,000 $20,000 $0 $0 $130,000
Attachment 1
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58 Section III • Budget and Action Plan FY21
LAND ACQUISITION AND PRESERVATION
Redwood Forest Land Opportunity
Project #: VP15-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land purchase opportunities to grow the District’s contiguous greenbelt in redwood forests.
FY21 SCOPE
Pursue opportunities in the Oil Creek and Slate Creek watersheds.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 10,000 25,000 0 0 0 35,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $25,000 $0 $0 $0 $35,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 10,000 25,000 0 0 0 35,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $25,000 $0 $0 $0 $35,000
Attachment 1
59Section III • Budget and Action Plan FY21
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LAND ACQUISITION AND PRESERVATION
El Sereno Trails, Wildlife Corridors and Land Conservation
Project #: VP19-001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Work with public agency and private landowners to purchase property and trail easements to connect El Sereno
Open Space Preserve to Sanborn County Park and protect wildlife corridors at El Sereno Preserve.
FY21 SCOPE
Work with public agency and private landowners to purchase property and trail easements to connect El Sereno
Preserve to Sanborn County Park and protect wildlife corridors at El Sereno Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 8,500 12,500 5,000 0 0 0 26,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $8,500 $12,500 $5,000 $0 $0 $0 $26,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 8,500 12,500 5,000 0 0 0 26,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $8,500 $12,500 $5,000 $0 $0 $0 $26,000
Attachment 1
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60 Section III • Budget and Action Plan FY21
LAND ACQUISITION AND PRESERVATION
El Sereno Land Conservation
Project #: VP19-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Pursue land rights for a trail connection between El Sereno Open Space Preserve and Sanborn County Park as part
of the Bay Area Ridge Trail.
FY21 SCOPE
Pursue land rights for a trail connection between El Sereno Preserve and Sanborn County Park as part of the Bay
Area Ridge Trail.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 20,000 0 0 0 20,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $0 $0 $0 $20,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 20,000 0 0 0 20,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $20,000 $0 $0 $0 $20,000
Attachment 1
61Section III • Budget and Action Plan FY21
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LAND ACQUISITION AND PRESERVATION
SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP
Project #: VP24-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Enter into exchange agreement with 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.
FY21 SCOPE
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 Preserve. Work with Santa Clara County Planning Department to change
zoning of Pheasant and Hicks Road property to Hillside to be compatible with open space use.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 10,000 0 0 0 10,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $10,000 $0 $0 $0 $10,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 10,000 0 0 0 10,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $10,000 $0 $0 $0 $10,000
Attachment 1
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62 Section III • Budget and Action Plan FY21
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.
FY21 SCOPE
Pursue land purchase opportunities in the Loma Prieta area of Sierra Azul Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 10,000 20,000 0 0 0 30,000
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $20,000 $0 $0 $0 $30,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 10,000 20,000 0 0 0 30,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $20,000 $0 $0 $0 $30,000
Attachment 1
63Section III • Budget and Action Plan FY21
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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.
FY21 SCOPE
Work with POST to prepare conservation easement for San Gregorio Farm property to ensure protection of lower
San Gregorio creek riparian corridor and provide for future creek habitat restoration, including a conceptual plan
for creek and floodplain restoration.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 5,234 11,074 9,670 20,000 10,000 0 0 55,978
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 50,000 0 0 0 50,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $5,234 $11,074 $9,670 $70,000 $10,000 $0 $0 $105,978
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 5,234 11,074 9,670 70,000 10,000 0 0 105,978
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $5,234 $11,074 $9,670 $70,000 $10,000 $0 $0 $105,978
Attachment 1
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64 Section III • Budget and Action Plan FY21
Natural Resource Protection and Restoration
Project#Project Name FY21 FY22 FY23 3-Year Total
61008 Los Trancos–Page Mill Fire Safety Eucalyptus Removal $245,000 $0 $0 $245,000
61014 BCR Stables Road Drainage Repairs and Mitigation 75,000 10,000 10,000 95,000
61017 Fuel Reduction Implementation 175,000 200,000 160,000 535,000
61021 Toto Ranch North Water Line 107,000 0 0 107,000
80003-10 Wildland Fire Resiliency Program 285,000 311,000 0 596,000
80034-44 Programmatic State and Federal Environmental Permitting 508,000 15,000 0 523,000
80054 Badger/Burrowing Owl Habitat Assessment 50,000 14,239 0 64,239
80059 Groundwater Well Decommissioning 95,000 200,000 0 295,000
80063 San Mateo County Vegetation Map 39,200 33,600 0 72,800
80065 IPM Implementation of Santa Clara Valley Water District Grant 150,000 200,000 200,000 550,000
80066 Amah Mutsun Land Trust Native Garden*0 50,000 100,000 150,000
80067 Pescadero Total Maximum Daily Load*0 50,000 375,000 425,000
80068 Santa Clara & Santa Cruz Vegetation Mapping 50,000 50,000 50,000 150,000
MAA01-004 Remediation Plan Development and Ranch Dump Clean Up–
Madonna Creek Ranch
261,874 10,000 4,000 275,874
MAA03-002 Purisima Upland Site Clean up and Soil Remediation
Assessment
473,433 0 0 473,433
MAA05-010 Restoration Forestry Demonstration Project 143,357 187,000 1,345,000 1,675,357
MAA05-011 Lone Madrone Ranch Fence Installation 87,075 0 0 87,075
MAA09-003 Russian Ridge Mindego Pond Improvement 351,010 0 0 351,010
MAA09-006 Mindego Ranch South Pasture 107,000 0 0 107,000
MAA20-001 Wildlife Corridor: Highway 17 Crossing 114,196 65,000 1,750,000 1,929,196
MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed
Treatment and Restoration
133,500 0 0 133,500
MAA21-010 Bear Creek Redwoods Landfill Characterization and
Remediation
357,398 0 0 357,398
VP32-003 Toto Ponds Management Planning*0 68,000 210,000 278,000
Total $3,808,042 $1,463,839 $4,204,000 $9,475,881
OPERATING PROJECTS
The table below lists operating projects by name and includes the project purpose and lead department. While
the operating projects listed below may incur real expenses, they are only included in the lead department’s
operating budget.
Project Name Project Purpose Lead Department
Agricultural Policy Review and
Development
Compile and review existing agricultural policies, guidelines, and current
practices. Evaluate gaps and areas requiring greater clarification.
Develop comprehensive board-approved agricultural policy.
Natural Resources
Elkus/Lobitos Water Supply
Feasibility*
Increase water supply and storage in support of year-round grazing
throughout the lease area.
Natural Resources
Mountain Lion Collaring Effort–Rancho
San Antonio/Foothills Preserve
To better understand mountain lion use of Santa Clara Foothills Preserves
(focus on Rancho San Antonio) to inform wildlife management and
public use and reduce conflict.
Natural Resources
Science Advisory Panel Formation of a Scientific Advisory Panel to inform Midpen land
management decisions.
Natural Resources
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts
of COVID-19 and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
Attachment 1
65Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Los Trancos – Page Mill Fire Safety Eucalyptus Removal
Project #: 61008
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Improve fire and road safety in Los Trancos Open Space Preserve next to Page Mill Road by removing
approximately 100 mature nonnative and fire-prone eucalyptus trees in Los Trancos Preserve. Midpen will contract
with Santa Clara County Fire Safe Council for tree removal. Midpen funding is a match for grant funding received
by Santa Clara County Fire Safe Council to complete additional vegetation management along Page Mill Road, as
well as other projects throughout the county.
FY21 SCOPE
Continue eucalyptus removal and restoration.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 9,250 245,000 0 0 0 254,250
Grand Total $0 $0 $9,250 $245,000 $0 $0 $0 $254,250
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 9,250 245,000 0 0 0 254,250
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $9,250 $245,000 $0 $0 $0 $254,250
Attachment 1
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66 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
BCR Stables Road Drainage Repairs and Mitigation
Project #: 61014
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Assess drainage and erosion from arena area onto the road around paddocks. Repair or remove old road and
plant trees for mitigation.
FY21 SCOPE
Assess and repair drainage and erosion issues from arena area to Briggs Creek. Develop and implement mitigation
plan for trees removed from riparian area.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 75,000 10,000 10,000 0 95,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $75,000 $10,000 $10,000 $0 $95,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $75,000 $10,000 $10,000 $0 $95,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $75,000 $10,000 $10,000 $0 $95,000
Attachment 1
67Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Fuel Reduction Implementation
Project #: 61017
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Begin fuel reduction work outlined in upcoming Vegetation Management Plan to reduce fuels that contribute to
wildfire risks.
FY21 SCOPE
Continue fuel reduction in critical areas along roads, infrastructure and adjacent properties.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 175,000 200,000 160,000 0 535,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $175,000 $200,000 $160,000 $0 $535,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $175,000 $200,000 $160,000 $0 $535,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $175,000 $200,000 $160,000 $0 $535,000
Attachment 1
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68 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Toto Ranch North Water Line
Project #: 61021
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Install Toto Ranch north water line
FY21 SCOPE
Tenant will subcontract work to install new water line.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 7,500 0 0 0 7,500
8203–Inspection/
Construction Monitoring
0 0 0 7,500 0 0 0 7,500
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 92,000 0 0 0 92,000
Grand Total $0 $0 $0 $107,000 $0 $0 $0 $107,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 107,000 0 0 0 107,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $107,000 $0 $0 $0 $107,000
Attachment 1
69Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Wildland Fire Resiliency Program
Project #: 80003-10
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop the Wildland Fire Resiliency Program for Midpen lands and hire consultants to design program and
prepare environmental review.
FY21 SCOPE
Complete phase I of the Wildland Fire Resiliency Program development, including the Vegetation Management Plan,
pre-plan maps, and monitoring plan. Complete scoping of phase II (prescribed fire) and start the CEQA process.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
29,533 76,268 441,000 285,000 311,000 0 3,000 1,145,801
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $29,533 $76,268 $441,000 $285,000 $311,000 $0 $3,000 $1,145,801
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $29,533 $76,268 $441,000 $285,000 $311,000 $0 $3,000 $1,145,801
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $29,533 $76,268 $441,000 $285,000 $311,000 $0 $3,000 $1,145,801
Attachment 1
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70 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Programmatic State and Federal Environmental Permitting
Project #: 80034-44
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop state and federal programmatic permits for compliance with Endangered Species and Clean Water acts.
Facilitates streamlined implementation of MAA and non-MAA projects, resource protection and partnering efforts.
FY21 SCOPE
Finalize and obtain permits with the permit agencies and begin program implementation and staff training as needed.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
13,123 82,409 218,922 508,000 15,000 0 0 837,454
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $13,123 $82,409 $218,922 $508,000 $15,000 $0 $0 $837,454
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $13,123 $82,409 $218,922 $508,000 $15,000 $0 $0 $837,454
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $13,123 $82,409 $218,922 $508,000 $15,000 $0 $0 $837,454
Attachment 1
71Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Badger/Burrowing Owl Habitat Assessment
Project #: 80054
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Develop a request for proposal quote/qualification and award consultant services to provide expertise in the
management of grasslands and upland habitat for badger and burrowing owl. Provide a detailed habitat suitability
assessment (Districtwide) for badger and burrowing owl. Determine the presence, use and status of the species
within the available habitat. Recommend specific management measures to protect and enhance habitat. Project
may involve genetic studies to determine viability of population(s). Project may also involve banding and telemetry
of burrowing owls to determine breeding locations (presumed to be off of Midpen lands), to allow for partnering to
provide management of the species throughout the year (both breeding and non-breeding).
FY21 SCOPE
Continue data collection, including field surveys, wildlife camera trapping, hair/genetics collection and incidental
reports of observations/roadkill. Ongoing calibration of habitat and linkage models using new data. Engage public
interest through outreach, community events and volunteer opportunities. Facilitate interest from partner agencies for
a long-term goal of regional species protection and habitat management.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 78,602 71,410 50,000 14,239 0 0 214,251
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $78,602 $71,410 $50,000 $14,239 $0 $0 $214,251
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $78,602 $71,410 $50,000 $14,239 $0 $0 $214,251
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $78,602 $71,410 $50,000 $14,239 $0 $0 $214,251
Attachment 1
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72 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Groundwater Well Decommissioning
Project #: 80059
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Work with consultant to evaluate approximately 10 wells and contract for their decommissioning with a qualified driller.
FY21 SCOPE
Evaluate, obtain permits for and bid out the decommissioning of 10 unused and abandoned wells in Sierra Azul Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 20,000 40,000 0 0 60,000
8202–Environmental/
Planning Services
0 0 0 10,000 10,000 0 0 20,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 5,000 10,000 0 0 15,000
8205–Construction 0 0 0 60,000 140,000 0 0 200,000
Grand Total $0 $0 $0 $95,000 $200,000 $0 $0 $295,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 95,000 200,000 0 0 295,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $95,000 $200,000 $0 $0 $295,000
Attachment 1
73Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
San Mateo County Vegetation Map
Project #: 80063
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
To inform preserve management needs in San Mateo County, Midpen will collaborate with the Golden Gate National
Parks Conservancy to quantify vegetation changes and fuels on a landscape scale. This collaboration is coordinated
with parallel efforts being undertaken by neighboring land managers to create seamless mapping and data products
for all of San Mateo County. This project will additionally support project planning and review.
FY21 SCOPE
Provide technical project support and coordination (staff to review GIS deliverables and provide feedback on project).
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 50,000 39,200 39,200 33,600 0 0 162,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $0 $162,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $50,000 $39,200 $39,200 $33,600 $0 $0 $162,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $50,000 $39,200 $39,200 $33,600 $0 $0 $162,000
Attachment 1
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74 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
IPM Implementation of Santa Clara Valley Water District Grant
Project #: 80065
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Expand scope of the Valley Water integrated pest management grant to include invasive plant removal at Bear
Creek Redwoods, Rancho San Antonio and Picchetti Ranch preserves.
FY21 SCOPE
Oversee contractor to implement IPM on high priority weeds in riparian areas at Bear Creek Redwoods, Rancho
San Antonio, and Picchetti Ranch preserves.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 100,000 150,000 200,000 200,000 0 650,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $100,000 $150,000 $200,000 $200,000 $0 $650,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 100,000 150,000 200,000 200,000 0 650,000
Grand Total $0 $0 $100,000 $150,000 $200,000 $200,000 $0 $650,000
Attachment 1
75Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Amah Mutsun Land Trust Native Garden
Project #: 80066
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Create a culturally significant native plant garden at Mount Umunhum.
FY22 SCOPE
Amah Mutsun Land Trust to draft and finalize a revegetation plan for a culturally significant native plant
demonstration garden.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 50,000 100,000 50,000 200,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $50,000 $100,000 $50,000 $200,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $50,000 $100,000 $50,000 $200,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $50,000 $100,000 $50,000 $200,000
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76 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Pescadero Total Maximum Daily Load
Project #: 80067
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Assess all Pescadero-Butano Watershed lands for sediment sources, develop implementation plan and reduce
sediment from high and medium priority sites.
FY22 SCOPE
Hire consultant team to inventory all potential sediment sources in Skyline Ridge and Long Ridge preserves. Identify
high priority sediment reduction actions for future years to comply with the Pescadero-Butano sediment regulations
from the Regional Water Quality Control Board.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 50,000 250,000 150,000 450,000
8202–Environmental/
Planning Services
0 0 0 0 0 125,000 20,000 145,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 500,000 500,000
Grand Total $0 $0 $0 $0 $50,000 $375,000 $670,000 $1,095,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 50,000 375,000 670,000 1,095,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $50,000 $375,000 $670,000 $1,095,000
Attachment 1
77Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Santa Clara & Santa Cruz Vegetation Mapping
Project #: 80068
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
To inform preserve management needs in Santa Clara County and applicable portions of Santa Cruz County,
Midpen will collaborate with the Golden Gate National Parks Conservancy to quantify vegetation changes and
fuels on a landscape scale. This collaboration is coordinated with parallel efforts being undertaken by neighboring
land managers to create seamless mapping and data products for all of San Mateo County. This project will
additionally support project planning and review.
FY21 SCOPE
Provide technical project support and coordination.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 50,000 50,000 50,000 0 150,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $50,000 $50,000 $50,000 $0 $150,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $50,000 $50,000 $50,000 $0 $150,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $50,000 $50,000 $50,000 $0 $150,000
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78 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Remediation Plan Development and Ranch Dump Clean Up – Madonna Creek Ranch
Project #: MAA01-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Obtain permits, remediate dumpsite and restore vegetation as warranted.
FY21 SCOPE
Permit and implement remediation plan to remove all ranch and farm dump debris from riparian area and restore
vegetation.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $16,874 $0 $0 $0 $16,874
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 45,000 10,000 4,000 10,000 69,000
8203–Inspection/
Construction Monitoring
0 0 0 25,000 0 0 0 25,000
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 175,000 0 0 0 175,000
Grand Total $0 $0 $0 $261,874 $10,000 $4,000 $10,000 $285,874
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 261,874 10,000 4,000 10,000 285,874
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $261,874 $10,000 $4,000 $10,000 $285,874
Attachment 1
79Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Purisima Upland Site Clean up and Soil Remediation Assessment
Project #: MAA03-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site cleanup and soil remediation around existing empty oil tank on newly transferred Purisima Upland
property entry.
FY21 SCOPE
Finalize permits, release request for bids and complete construction activities. Begin revegetation, seeding.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $3,884 $2,715 $12,954 $28,933 $0 $0 $0 $48,486
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 65,271 0 0 0 0 0 0 65,271
8201–Architect/
Engineering Services
0 9,158 620 0 0 0 0 9,778
8202–Environmental/
Planning Services
0 7,152 0 25,000 0 0 0 32,152
8203–Inspection/
Construction Monitoring
0 0 3,000 40,000 0 0 0 43,000
8204–Permitting Fees 0 1,574 5,000 0 0 0 0 6,574
8205–Construction 0 0 0 379,500 0 0 0 379,500
Grand Total $69,155 $20,599 $21,574 $473,433 $0 $0 $0 $584,761
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 69,155 20,599 21,574 473,433 0 0 0 584,761
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $69,155 $20,599 $21,574 $473,433 $0 $0 $0 $584,761
Attachment 1
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80 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Restoration Forestry Demonstration Project
Project #: MAA05-010
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Develop pilot project to restore and enhance forest habitat on Midpen preserves. Facilitates implementation of MAA
Portfolio 15–Regional Redwood Protection and Salmon Fishery Conservation.
FY21 SCOPE
Develop restoration forestry prescription, designs for roads and creek restoration, and begin permitting.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $11,357 $0 $0 $0 $11,357
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 60,000 110,000 75,000 0 245,000
8202–Environmental/
Planning Services
0 0 0 72,000 77,000 70,000 0 219,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 1,200,000 0 1,200,000
Grand Total $0 $0 $0 $143,357 $187,000 $1,345,000 $0 $1,675,357
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 143,357 187,000 1,345,000 0 1,675,357
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $143,357 $187,000 $1,345,000 $0 $1,675,357
Attachment 1
81Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Lone Madrone Ranch Fence Installation
Project #: MAA05-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Construct a livestock boundary fence along riparian corridor.
FY21 SCOPE
Project contingent on resolution of an agreement with neighbor for access. Construct a livestock boundary fence
along riparian corridor.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 10,000 0 0 0 10,000
8203–Inspection/
Construction Monitoring
0 0 0 7,500 0 0 0 7,500
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 69,575 0 0 0 69,575
Grand Total $0 $0 $0 $87,075 $0 $0 $0 $87,075
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 87,075 0 0 0 87,075
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $87,075 $0 $0 $0 $87,075
Attachment 1
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82 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Russian Ridge Mindego Pond Improvement
Project #: MAA09-003
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, permit and restore aquatic habitats at Mindego Ranch for California red-legged frog and San Francisco
garter snake as well as water supply for livestock operation in support of Midpen’s conservation grazing program.
FY21 SCOPE
Complete project design, permitting and construction, with support of a subject matter expert.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $136 $7,659 $8,434 $35,010 $0 $0 $0 $51,239
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 25,000 0 0 0 25,000
8203–Inspection/
Construction Monitoring
0 2,625 50,000 50,000 0 0 0 102,625
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 65,519 575,000 241,000 0 0 0 881,519
Grand Total $136 $75,803 $633,434 $351,010 $0 $0 $0 $1,060,383
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 136 75,803 633,434 151,010 0 0 0 860,383
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 200,000 0 0 0 200,000
Grand Total $136 $75,803 $633,434 $351,010 $0 $0 $0 $1,060,383
Attachment 1
83Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Mindego Ranch South Pasture
Project #: MAA09-006
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Install livestock fencing, water infrastructure and perform invasive removal in south pasture area.
FY21 SCOPE
Install livestock fencing, water infrastructure and perform invasive removal in south pasture area.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 7,500 0 0 0 7,500
8203–Inspection/
Construction Monitoring
0 0 0 7,500 0 0 0 7,500
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 92,000 0 0 0 92,000
Grand Total $0 $0 $0 $107,000 $0 $0 $0 $107,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 107,000 0 0 0 107,000
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $107,000 $0 $0 $0 $107,000
Attachment 1
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84 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Wildlife Corridor: Highway 17 Crossing
Project #: MAA20-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Work with partners to develop and engineer wildlife crossing improvements at Highway 17.
FY21 SCOPE
Continue CEQA/NEPA and Caltrans Project Approval/Environmental Document (environmental review documents).
Continue working with consultant (TBD) to develop CEQA documents in conjunction with Caltrans lead on NEPA
documents. Continue public and partner outreach and seek funding opportunities.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $20,928 $13,593 $14,196 $0 $0 $0 $48,717
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 2,485 0 0 0 0 0 0 2,485
8201–Architect/
Engineering Services
94,389 102,745 21,000 0 0 1,750,000 1,900,000 3,868,134
8202–Environmental/
Planning Services
12,410 0 29,000 100,000 65,000 0 0 206,410
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 87,236 0 0 0 0 0 11,400,000 11,487,236
Grand Total $196,520 $123,673 $63,593 $114,196 $65,000 $1,750,000 $13,300,000 $15,612,982
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 196,520 123,673 63,593 114,196 65,000 1,750,000 13,300,000 15,612,982
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $196,520 $123,673 $63,593 $114,196 $65,000 $1,750,000 $13,300,000 $15,612,982
Attachment 1
85Section III • Budget and Action Plan FY21
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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 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.
FY21 SCOPE
Continued targeted invasive species at Bear Creek Redwoods Preserve in both phase I and phase II.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $1,233 $6,807 $13,500 $0 $0 $0 $21,540
5000-7000–Service &
Supplies
553 0 0 0 0 0 0 553
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 501,125 317,446 170,000 120,000 0 0 0 1,108,571
Grand Total $501,678 $318,679 $176,807 $133,500 $0 $0 $0 $1,130,664
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 394,636 128,797 76,807 83,500 0 0 0 683,740
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 107,042 189,882 100,000 50,000 0 0 0 446,924
Grand Total $501,678 $318,679 $176,807 $133,500 $0 $0 $0 $1,130,664
Attachment 1
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86 Section III • Budget and Action Plan FY21
NATURAL RESOURCE PROTECTION AND RESTORATION
Bear Creek Redwoods Landfill Characterization and Remediation
Project #: MAA21-010
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Conduct investigation to assess and characterize old landfill for potential toxic substances, develop remediation
plan and CEQA analysis, and implement remediation to facilitate opening Bear Creek Redwoods Open Space
Preserve phase II trails for public access.
FY21 SCOPE
Implement remediation plan to remove toxic substances from landfill site, including data recovery of historic
resources within landfill, and restore site to stable configuration.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $7,142 $22,398 $0 $0 $0 $29,540
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 36,375 12,998 160,000 0 0 0 209,373
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 175,000 0 0 0 175,000
Grand Total $0 $36,375 $20,140 $357,398 $0 $0 $0 $413,913
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 36,375 20,140 357,398 0 0 0 413,913
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $36,375 $20,140 $357,398 $0 $0 $0 $413,913
Attachment 1
87Section III • Budget and Action Plan FY21
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NATURAL RESOURCE PROTECTION AND RESTORATION
Toto Ponds Management Planning
Project #: VP32-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Develop Pond Management Plan for Toto Ranch and implement priority ponds projects.
FY22 SCOPE
Finalize Pond Management Plan, complete archaeology surveys, issue RFPQ for design and begin permitting process.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 93,902 0 35,000 10,000 0 138,902
8202–Environmental/
Planning Services
0 0 0 0 33,000 0 50,000 83,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 200,000 0 200,000
Grand Total $0 $0 $93,902 $0 $68,000 $210,000 $50,000 $421,902
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 93,902 0 68,000 210,000 50,000 421,902
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $93,902 $0 $68,000 $210,000 $50,000 $421,902
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88 Section III • Budget and Action Plan FY21
Public Access, Education and Outreach
Project#Project Name FY21 FY22 FY23 3-Year Total
31901 ADA Barrier Removal $487,000 $1,433,500 $0 $1,920,500
31903 Hwy 35 Multi-use Trail Crossing and Parking/Multimodal
Access Study
130,000 50,000 9,000 189,000
35006 Restroom Replacements 129,500 205,000 130,500 465,000
40011 Website Redesign 90,000 0 0 90,000
61018 Rancho San Antonio County Parks Repairs*0 25,000 25,000 50,000
MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation 30,000 25,000 0 55,000
MAA02-002 Ravenswood Bay Trail Design and Implementation 200,257 0 0 200,257
MAA05-008 La Honda Creek White Barn Structural Rehabilitation 160,386 202,500 0 362,886
MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment 31,386 462,500 0 493,886
MAA06-002 Hawthorns Public Access Site Plan and CEQA 107,685 102,000 0 209,685
MAA07-011 Phase II Loop Trails, Lower La Honda Creek OSP 229,292 0 0 229,292
MAA10-001 Alpine Road Regional Trail, Coal Creek 206,568 3,015,000 0 3,221,568
MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn
Rehabilitation
359,750 0 0 359,750
MAA18-002 Saratoga-to-the-Sea Regional Trail Connection 553,293 0 0 553,293
MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing 275,452 175,000 3,250,000 3,700,452
MAA21-004 Bear Creek Stables Site Plan Implementation 562,398 3,993,000 4,555,398
MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape
Rehabilitation
4,602,622 0 0 4,602,622
MAA21-011 Phase II Trail Improvements, Bear Creek Redwoods OSP 411,968 870,000 742,032 2,024,000
MAA22-004 Beatty Parking Area and Trail Connections 535,371 993,800 1,742,600 3,271,771
VP03-003 Purisima-to-the-Sea Trail and Parking Area Feasibility and
Planning
143,500 143,500 287,000
VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study 25,000 0 0 25,000
VP11-001 Rancho San Antonio (RSA) Multimodal Access Study 50,000 0 0 50,000
VP23-002 Traffic Study for Mt. Umunhum Road 107,500 0 0 107,500
VP23-003 Mt. Umunhum–Radar Tower Repair 893,000 1,555,000 0 2,448,000
Total $10,321,928 $13,250,800 $5,899,132 $29,471,860
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts
of COVID-19 and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
Attachment 1
89Section III • Budget and Action Plan FY21
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OPERATING PROJECTS
The table below lists operating projects by name and includes the project purpose and lead department. While the
operating project listed below may incur real expenses, they are only included in the lead department’s operating budget.
Project Name Project Purpose Lead Department
Cooley Landing Park Business
and Operation Plan
Continue to support the City of East Palo Alto's efforts to recruit and select an
operator to provide environmental stewardship programing at Cooley Landing
that is reflective of the community's culture. Midpen will provide funding for the
development of a business and operating plan for the preferred operator.
General Manager’s
Office
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 project at Cooley Landing
park.
General Manager’s
Office
E-Bike Policy Evaluation*Explore pilot options for e-bikes access on District trails to address this up and
coming form of transportation.
Visitor Services
La Honda Elementary Path to
Pond
Work with La Honda Elementary School to implement environmental education
program at La Honda Creek Open Space Preserve.
Planning/Land and
Facilities Services
Long Ridge Trail Connection to
Eagle Rock and Devils Canyon
Waterfall*
Provide public access by developing parking and one-mile trail connection to
Devils Canyon waterfall and Eagle Rock.
Land and Facilities
Services
Parking Area Naming
Conventions
Determine naming convention and addresses for all existing parking areas.Planning
Preserve Use Survey
Implementation
Implement the recommendations detailed in the Preserve Use Survey to
enhance visitor satisfaction and outreach.
General Manager’s
Office
Regional Trails Planning and
Coordination
Provide technical and planning support on external regional trail projects that
are initiated by partner agencies. Example projects include Bay-to-Sea Trail,
Dumbarton Rail Corridor Bike-Ped Feasibility, SFPUC Bay Area Ridge Trail
Extension, etc.
Planning/Real
Property
Stevens Creek Trail Signage Install new trail signage for Stevens Creek Trail, to provide consistent signage
across jurisdictions.
Planning
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts
of COVID-19 and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
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90 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
ADA Barrier Removal
Project #: 31901
Fund: 10 – General Fund Operating
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prioritize barrier removals and develop cost estimates for Budget and Action Plan. Complete tracking and reporting
on annual accomplishments of completed priorities.
FY21 SCOPE
Complete year two of barrier removals.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 439 30,000 0 0 0 0 30,439
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 78,500 77,500 18,000 0 0 174,000
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 15,000 30,000 30,000 0 0 75,000
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 100,000 379,500 1,385,500 0 0 1,865,000
Grand Total $0 $439 $223,500 $487,000 $1,433,500 $0 $0 $2,144,439
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $439 $30,000 $0 $0 $0 $0 $30,439
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 193,500 487,000 1,433,500 0 0 2,114,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $439 $223,500 $487,000 $1,433,500 $0 $0 $2,144,439
Attachment 1
91Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Hwy 35 Multi-use Trail Crossing and Parking/Multimodal Access Study
Project #: 31903
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Partnership opportunity with the Bay Area Ridge Trail Council, SFPUC and other partners in evaluating pedestrian
crossing at Highway 35 from SFPUC’s Bay Area Ridge Trail Extension to North Ridge parking lot and feasibility of
potential parking expansion.
FY21 SCOPE
In coordination with Bay Area Ridge Trail Council and SFPUC, conduct feasibility analysis and technical studies
for potential pedestrian crossing at Highway 35 and parking expansion opportunity at North Ridge parking lot at
Purisima Creek Redwoods Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 130,000 50,000 9,000 0 189,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $130,000 $50,000 $9,000 $0 $189,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $130,000 $50,000 $9,000 $0 $189,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $130,000 $50,000 $9,000 $0 $189,000
Attachment 1
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92 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Restroom Replacements
Project #: 35006
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Replace existing degraded restrooms and install new restrooms at parking areas where they are needed using
design-build delivery method.
FY21 SCOPE
Perform the feasibility study, design and begin permitting for the Purisima North and Kennedy Trailhead restrooms.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 61,500 46,500 0 0 108,000
8202–Environmental/
Planning Services
0 0 0 48,000 8,000 0 0 56,000
8203–Inspection/
Construction Monitoring
0 0 0 0 10,000 0 0 10,000
8204–Permitting Fees 0 0 0 20,000 10,000 0 0 30,000
8205–Construction 0 0 0 0 130,500 130,500 0 261,000
Grand Total $0 $0 $0 $129,500 $205,000 $130,500 $0 $465,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 129,500 205,000 130,500 0 465,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $129,500 $205,000 $130,500 $0 $465,000
Attachment 1
93Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Website Redesign
Project #: 40011
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Update current website structure and design and migrate website to updated Drupal 8 platform.
FY21 SCOPE
Work with contractor to redesign structure. Retain contractor to design and migrate current site to new platform;
develop new content.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 10,000 90,000 0 0 0 100,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $90,000 $0 $0 $0 $100,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $10,000 $90,000 $0 $0 $0 $100,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $10,000 $90,000 $0 $0 $0 $100,000
Attachment 1
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94 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Rancho San Antonio County Parks Repairs
Project #: 61018
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Repair slip out on service road. Upgrade and repair the restrooms.
FY22 SCOPE
Engineering and design for repair of slip out, pending agreement with Santa Clara County Parks for cost sharing.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 25,000 25,000 $0 50,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $25,000 $25,000 $0 $50,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $25,000 $25,000 $0 $50,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $25,000 $25,000 $0 $50,000
Attachment 1
95Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Cooley Landing Interpretive Facilities Design and Implementation
Project #: MAA02-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Habitat restoration work at Cooley Landing and Ravenswood Open Space Preserve.
FY21 SCOPE
Complete habitat restoration work (second year of three-year contract).
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
183,037 33,437 30,000 0 0 0 0 246,474
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 52,149 939,639 30,000 30,000 25,000 0 0 1,076,788
Grand Total $235,186 $973,076 $60,000 $30,000 $25,000 $0 $0 $1,323,262
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 235,186 973,076 60,000 30,000 25,000 0 0 1,323,262
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $235,186 $973,076 $60,000 $30,000 $25,000 $0 $0 $1,323,262
Attachment 1
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96 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Ravenswood Bay Trail Design and Implementation
Project #: MAA02-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Secure and record trail easement. Complete design, environmental review, permitting and implementation of the
Bay Trail gap north of Ravenswood Open Space Preserve to open up 80 continuous miles of the Bay Trail.
FY21 SCOPE
Finalize construction and continue plant maintenance and monitoring.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $20,418 $31,148 $74,822 $13,729 $0 $0 $0 $140,117
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 30,850 780 0 0 0 0 0 31,630
8201–Architect/
Engineering Services
329,810 137,254 90,000 0 0 0 0 557,064
8202–Environmental/
Planning Services
41,185 148,209 244,528 61,528 0 0 0 495,450
8203–Inspection/
Construction Monitoring
7,763 0 127,000 0 0 0 0 134,763
8204–Permitting Fees 2,310 28,095 95,592 0 0 0 0 125,997
8205–Construction 29,538 4,250 3,831,701 125,000 0 0 0 3,990,489
Grand Total $461,874 $349,736 $4,463,643 $200,257 $0 $0 $0 $5,475,510
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 232,253 66,983 2,234,659 0 0 0 0 2,533,895
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 229,621 282,753 2,228,984 200,257 0 0 0 2,941,615
Grand Total $461,874 $349,736 $4,463,643 $200,257 $0 $0 $0 $5,475,510
Attachment 1
97Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek White Barn Structural Rehabilitation
Project #: MAA05-008
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Repair the La Honda Creek White Barn for external viewing and interpretation. Repair the exterior, stabilize the
structure, and exclude wildlife.
FY21 SCOPE
Environmental review and design development for structural stabilization of white barn.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $3,816 $9,714 $21,386 $0 $0 $0 $34,916
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
14,699 3,156 94,000 104,000 0 0 0 215,855
8202–Environmental/
Planning Services
0 6,240 2,500 20,000 0 0 0 28,740
8203–Inspection/
Construction Monitoring
0 0 0 0 30,000 0 0 30,000
8204–Permitting Fees 0 0 0 15,000 0 0 0 15,000
8205–Construction 0 0 0 0 172,500 0 0 172,500
Grand Total $14,699 $13,212 $106,214 $160,386 $202,500 $0 $0 $497,011
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 14,699 13,212 106,214 160,386 202,500 0 0 497,011
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $14,699 $13,212 $106,214 $160,386 $202,500 $0 $0 $497,011
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98 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek Redwood Cabin Stabilization and Assessment
Project #: MAA05-009
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Conduct environmental review of proposed demolition of the redwood cabin and site restoration. Consultation with
San Mateo County Planning and County Historic Resources Advisory Board. Demolition of the Redwood Cabin.
FY21 SCOPE
Environmental review for demolition of the Redwood Cabin.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $7,733 $21,386 $0 $0 $0 $29,119
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 3,221 127,000 0 0 0 0 130,221
8202–Environmental/
Planning Services
0 0 2,500 0 20,000 0 0 22,500
8203–Inspection/
Construction Monitoring
0 0 0 10,000 20,000 0 0 30,000
8204–Permitting Fees 0 0 0 0 20,000 0 0 20,000
8205–Construction 0 0 0 0 402,500 0 0 402,500
Grand Total $0 $3,221 $137,233 $31,386 $462,500 $0 $0 $634,340
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 3,221 137,233 31,386 462,500 0 0 634,340
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $3,221 $137,233 $31,386 $462,500 $0 $0 $634,340
Attachment 1
99Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Hawthorns Public Access Site Plan and CEQA
Project #: MAA06-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Complete site-specific plan for public access trails and staging area, and conduct CEQA review and coordination
with Town of Portola Valley permitting.
FY21 SCOPE
Work with contract planner/consultant to amend the Preliminary Use and Management Plan; develop and initiate
stakeholder outreach plan with board committee; initiate design and engineering of public access improvements.
Work closely with Town of Portola Valley to obtain use permit specific to public access project but tangentially with
historic complex activities.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $850 $2,685 $10,000 $0 $0 $13,535
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 5,000 5,000 5,000 0 0 15,000
8201–Architect/
Engineering Services
0 0 0 65,000 50,000 0 0 115,000
8202–Environmental/
Planning Services
0 18,113 50,000 35,000 17,000 0 0 120,113
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 20,000 0 0 20,000
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $18,113 $55,850 $107,685 $102,000 $0 $0 $283,648
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 18,113 55,850 107,685 102,000 0 0 283,648
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $18,113 $55,850 $107,685 $102,000 $0 $0 $283,648
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100 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Phase II Loop Trails, Lower La Honda Creek OSP
Project #: MAA07-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Phase II trail design and implementation: Implement La Honda Creek Open Space Preserve Master Plan phase II
trail improvements, including planning, technical studies (biological, cultural, geotechnical), design, permitting and
construction.
FY21 SCOPE
Begin construction of easy access loop trail in pasture one of Lower La Honda, pending permitting approval.
Perform biomonitoring, permitting assistance and begin mitigation implementation and revegetation/reseeding.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $8,629 $4,555 $104,292 $0 $0 $0 $117,476
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
27,058 73,335 20,000 15,000 0 0 0 135,393
8202–Environmental/
Planning Services
0 11,384 45,000 35,000 0 0 0 91,384
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 7,637 20,000 5,000 0 0 0 32,637
8205–Construction 0 0 10,000 70,000 0 0 0 80,000
Grand Total $27,058 $100,985 $99,555 $229,292 $0 $0 $0 $456,890
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 27,058 100,985 99,555 229,292 0 0 0 456,890
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $27,058 $100,985 $99,555 $229,292 $0 $0 $0 $456,890
Attachment 1
101Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Alpine Road Regional Trail, Coal Creek
Project #: MAA10-001
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Engineer, complete CEQA review, permit and construct road improvements to enhance public access and reduce
further erosion and sedimentation downstream.
FY21 SCOPE
Prepare design documents and garner permits for the construction of trail and drainage improvements. Perform
biomonitoring and begin revegetation/reseeding activities.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $9,032 $12,283 $22,818 $10,000 $0 $0 $54,133
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 4,286 0 0 0 0 0 0 4,286
8201–Architect/
Engineering Services
17,663 114,008 45,000 95,000 55,000 0 0 326,671
8202–Environmental/
Planning Services
0 12,959 110,000 50,000 0 0 0 172,959
8203–Inspection/
Construction Monitoring
0 0 0 0 70,000 0 0 70,000
8204–Permitting Fees 0 0 23,750 38,750 5,000 0 0 67,500
8205–Construction 0 5,000 0 0 2,875,000 0 0 2,880,000
Grand Total $21,949 $140,999 $191,033 $206,568 $3,015,000 $0 $0 $3,575,549
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 21,949 140,999 191,033 206,568 2,742,789 0 0 3,303,338
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 272,211 0 0 272,211
Grand Total $21,949 $140,999 $191,033 $206,568 $3,015,000 $0 $0 $3,575,549
Attachment 1
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102 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Rancho San Antonio – Deer Hollow Farm – White Barn Rehabilitation
Project #: MAA11-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
White barn stabilization–structural/historic assessment, planning, design and implementation of repairs.
FY21 SCOPE
Complete construction for stabilization and weatherproofing improvements.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $1,654 $15,065 $44,000 $0 $0 $0 $60,719
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
29,511 0 105,000 86,250 0 0 0 220,761
8202–Environmental/
Planning Services
0 1,225 10,000 10,000 0 0 0 21,225
8203–Inspection/
Construction Monitoring
0 0 0 22,000 0 0 0 22,000
8204–Permitting Fees 0 0 5,000 2,000 0 0 0 7,000
8205–Construction 0 0 0 195,500 0 0 0 195,500
Grand Total $29,511 $2,879 $135,065 $359,750 $0 $0 $0 $527,205
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 132,455 29,750 0 0 0 162,205
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 29,511 2,879 2,610 330,000 0 0 0 365,000
Grand Total $29,511 $2,879 $135,065 $359,750 $0 $0 $0 $527,205
Attachment 1
103Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Saratoga-to-the-Sea Regional Trail Connection
Project #: MAA18-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Support the City of Saratoga’s 3.2-mile long trail connection from Saratoga Quarry Park to Sanborn County Park
(Partnership Project).
FY21 SCOPE
Continue to provide the City of Saratoga with technical and financial support. The city anticipates completing
phase I of construction (trail work) in FY20 and completing the phase II of construction (bridge construction) in FY21.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $3,293 $0 $0 $0 $3,293
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 133,991 0 0 0 0 133,991
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 416,009 550,000 0 0 0 966,009
Grand Total $0 $0 $550,000 $553,293 $0 $0 $0 $1,103,293
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 550,000 553,293 0 0 0 1,103,293
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $550,000 $553,293 $0 $0 $0 $1,103,293
Attachment 1
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104 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bay Area Ridge Trail: Highway 17 Crossing
Project #: MAA20-002
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Eight project alternatives have been developed for separate and/or shared wildlife/recreational trail crossings,
and have been forwarded to Caltrans for review, known as their Project Study Report. Once reviewed, alternatives
will undergo environmental analysis and permitting prior to construction, all in close alignment with Highway 17
Wildlife Crossing #MAA20-001.
FY21 SCOPE
Continue CEQA/NEPA and Caltrans PAED (environmental review documents). Continue working with consultant
(TBD) to develop CEQA documents in conjunction with Caltrans lead on NEPA documents. Continue public and
partner outreach, and seek funding opportunities.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $317 $0 $0 $67,452 $40,000 $0 $0 $107,769
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 63,880 58,500 8,000 0 3,250,000 3,510,000 6,890,380
8202–Environmental/
Planning Services
0 225 39,000 200,000 135,000 0 0 374,225
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 22,400,000 22,400,000
Grand Total $317 $64,105 $97,500 $275,452 $175,000 $3,250,000 $25,910,000 $29,772,374
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 317 64,105 97,500 275,452 175,000 3,250,000 25,910,000 29,772,374
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $317 $64,105 $97,500 $275,452 $175,000 $3,250,000 $25,910,000 $29,772,374
Attachment 1
105Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Stables Site Plan Implementation
Project #: MAA21-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement maintenance and repairs plan to maintenance equestrian use. Evaluate long-term water needs and
implement water infrastructure improvements for Bear Creek Stables operation.
FY21 SCOPE
Complete construction documents for stables site plan and water system. Continue to coordinate with Santa Clara
County Planning regarding permitting as necessary. Confirm adequacy of the environmental impact report for the
modified project. Prepare and release request for bids. Secure project permits.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $41,360 $1,088 $4,147 $37,398 $6,000 $0 $0 $89,993
5000-7000–Service &
Supplies
58,067 0 0 0 0 0 0 58,067
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
331,524 1,784 385,000 425,000 65,000 0 0 1,208,308
8202–Environmental/
Planning Services
0 0 10,000 5,000 15,000 0 0 30,000
8203–Inspection/
Construction Monitoring
0 0 0 24,000 52,000 0 0 76,000
8204–Permitting Fees 1,275 0 86,000 71,000 5,000 0 0 163,275
8205–Construction 40,999 0 0 0 3,850,000 0 0 3,890,999
Grand Total $473,225 $2,872 $485,147 $562,398 $3,993,000 $0 $0 $5,516,642
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 473,225 2,872 485,147 562,398 3,493,000 0 0 5,016,642
40–General Fund Capital 0 0 0 0 500,000 0 0 500,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $473,225 $2,872 $485,147 $562,398 $3,993,000 $0 $0 $5,516,642
Attachment 1
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106 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Bear Creek Redwoods – Alma College Cultural Landscape Rehabilitation Project
Project #: MAA21-006
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement the Alma College Cultural Landscape Rehabilitation Plan: complete hazardous materials remediation
and site cleanup, demolish several buildings, stabilize the chapel and 1934 library and install visitor amenities and
interpretation.
FY21 SCOPE
Complete construction, including Upper Lake overflow and access.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $61,448 $52,249 $65,848 $72,622 $0 $0 $0 $252,167
5000-7000–Service &
Supplies
8,865 0 0 0 0 0 0 8,865
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
368,113 223,568 90,000 125,000 0 0 0 806,681
8202–Environmental/
Planning Services
188,280 5,210 19,500 60,000 0 0 0 272,990
8203–Inspection/
Construction Monitoring
21,111 6,379 32,500 90,000 0 0 0 149,990
8204–Permitting Fees 1,720 8,697 15,000 0 0 0 0 25,417
8205–Construction 43,287 27,769 5,752 4,255,000 0 0 0 4,331,808
Grand Total $692,824 $323,872 $228,600 $4,602,622 $0 $0 $0 $5,847,918
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 692,824 323,872 228,600 4,223,244 0 0 0 5,468,540
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 379,378 0 0 0 379,378
Grand Total $692,824 $323,872 $228,600 $4,602,622 $0 $0 $0 $5,847,918
Attachment 1
107Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Phase II Trail Improvements, Bear Creek Redwoods OSP
Project #: MAA21-011
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Implement phase II trail improvements to open eastern part of Bear Creek Redwoods Open Space Preserve to public
access. Includes multiuse through trail connection.
FY21 SCOPE
Complete the planning and permitting for trail infrastructure requiring permits, while beginning in-house construction
of trail segments that do not require permits. Complete the necessary traffic studies for the trailheads of the multiuse
trail and begin the trailhead design.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $6,000 $84,718 $0 $0 $25,000 $115,718
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 275,000 215,000 85,000 8,500 0 583,500
8202–Environmental/
Planning Services
0 0 15,000 35,000 0 0 0 50,000
8203–Inspection/
Construction Monitoring
0 0 0 0 10,000 15,000 0 25,000
8204–Permitting Fees 0 0 0 52,250 0 0 0 52,250
8205–Construction 0 0 50,000 25,000 775,000 718,532 0 1,568,532
Grand Total $0 $0 $346,000 $411,968 $870,000 $742,032 $25,000 $2,395,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 346,000 411,968 870,000 742,032 25,000 2,395,000
Grand Total $0 $0 $346,000 $411,968 $870,000 $742,032 $25,000 $2,395,000
Attachment 1
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108 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Beatty Parking Area and Trail Connections
Project #: MAA22-004
Fund: 30 – Measure AA Capital
PROJECT DESCRIPTION
Design and build a new parking lot at Beatty property and a trail connection to Sierra Azul Open Space Preserve.
To fulfill the requirements of the 2008 conservation easement with Santa Clara County Parks, the trail should be
constructed 15 years after the recording of the easement, which was April 8, 2008. Demolish Beatty property house.
FY21 SCOPE
Complete CEQA and finalize schematic design. Project scope includes continue parking area design and continue
trail design.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $157 $16,544 $29,871 $125,500 $0 $112,900 $284,972
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 35,658 104,000 275,000 121,000 55,000 0 590,658
8202–Environmental/
Planning Services
0 28,475 249,000 170,500 212,500 115,000 0 775,475
8203–Inspection/
Construction Monitoring
0 0 0 0 30,000 43,000 0 73,000
8204–Permitting Fees 0 0 0 50,000 25,000 0 0 75,000
8205–Construction 0 0 0 10,000 479,800 1,529,600 79,400 2,098,800
Grand Total $0 $64,290 $369,544 $535,371 $993,800 $1,742,600 $192,300 $3,897,905
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 64,290 369,544 485,465 893,800 1,742,600 192,300 3,747,999
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 49,906 100,000 0 0 149,906
Grand Total $0 $64,290 $369,544 $535,371 $993,800 $1,742,600 $192,300 $3,897,905
Attachment 1
109Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Purisima-to-the-Sea Trail and Parking Area Feasibility and Planning
Project #: VP03-003
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
This is a partnership opportunity with Peninsula Open Space Trust to complete an important regional trail connection
from Purisima Creek Open Space Preserve to the Coastal Trail.
FY21 SCOPE
Pending acquisition of land rights, initiate a feasibility analysis in collaboration with POST to study parking area
alternatives to facilitate the Purisima-to-the-Sea regional trail connection. Perform preliminary field reconnaissance
for potential trail alignment depending on location of proposed parking area. Initiate preliminary technical studies
and assessments (e.g., cultural resources, biological, geotechnical, traffic) to inform feasibility studies.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 143,500 143,500 0 0 287,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $143,500 $143,500 $0 $0 $287,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 143,500 143,500 0 0 287,500
Grand Total $0 $0 $0 $143,500 $143,500 $0 $0 $287,000
Attachment 1
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110 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
La Honda Creek Parking and Trailhead Access Feasibility Study (former Red Barn)
Project #: VP05-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
PENDING BOARD DIRECTION anticipated July/August 2020 following Public Access Working Group input and
PNR recommendations to conduct a feasibility study for public access to the central area of the preserve.
FY21 SCOPE
PENDING BOARD DIRECTION anticipated July/August 2020 following Public Access Working Group input and
PNR recommendations. Conduct feasibility study and technical analyses for public access alternative(s).
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 25,000 25,000 0 0 0 50,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $25,000 $0 $0 $0 $50,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $25,000 $25,000 $0 $0 $0 $50,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $25,000 $25,000 $0 $0 $0 $50,000
Attachment 1
111Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Rancho San Antonio (RSA) Multimodal Access Study
Project #: VP11-001
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Project engages stakeholders and partner agencies to explore non-motorized mobility, transit options and parking
alternatives for Rancho San Antonio Open Space Preserve. Currently underway, this project would provide
significant benefits for recreational users and leverage partnerships.
FY21 SCOPE
Planning multimodal access study: Complete multimodal access study and identify strategies for reducing parking
issues. The analysis will expand upon a suite of recommendations developed by Midpen staff for managing parking
demand and improving multimodal access and present a menu of short-, med-, and long-term strategies to the
board. Implement short-term measures.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 56,000 50,000 0 0 0 106,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $56,000 $50,000 $0 $0 $0 $106,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $56,000 $50,000 $0 $0 $0 $106,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $56,000 $50,000 $0 $0 $0 $106,000
Attachment 1
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112 Section III • Budget and Action Plan FY21
PUBLIC ACCESS, EDUCATION AND OUTREACH
Traffic Study for Mt. Umunhum Road
Project #: VP23-002
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Finalize traffic study and implement selected signage, striping and pavement improvements.
FY21 SCOPE
Finalize construction and implement selected signage, striping and pavement improvements; completion anticipated
by fall 2020.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 173,000 107,500 0 0 0 280,500
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $173,000 $107,500 $0 $0 $0 $280,500
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $173,000 $107,500 $0 $0 $0 $280,500
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $173,000 $107,500 $0 $0 $0 $280,500
Attachment 1
113Section III • Budget and Action Plan FY21
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PUBLIC ACCESS, EDUCATION AND OUTREACH
Mt. Umunhum – Radar Tower Repair
Project #: VP23-003
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Completion of Mount Umunhum radar tower assessment, design and repairs. All work is anticipated to be complete
by 2020 year end.
FY21 SCOPE
Complete Mount Umunhum radar tower repair design, acquire permits and begin construction.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 60,000 0 0 0 60,000
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 75,000 0 0 0 75,000
8204–Permitting Fees 0 0 0 5,000 0 0 0 5,000
8205–Construction 0 0 0 753,000 1,555,000 0 0 2,308,000
Grand Total $0 $0 $0 $893,000 $1,555,000 $0 $0 $2,448,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 893,000 1,555,000 0 0 2,448,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $893,000 $1,555,000 $0 $0 $2,448,000
Attachment 1
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114 Section III • Budget and Action Plan FY21
Assets and Organizational Support
Project#Project Name FY21 FY22 FY23 3-Year Total
10001 Records Management $220,000 $60,000 $60,000 $340,000
10002 San Mateo County Master Permit 50,000 0 0 50,000
31202 New Administration Office (AO) Facility 8,488,000 18,825,000 0 27,313,000
31601 New South Area Field Office Facility 3,473,483 0 0 3,473,483
35004 Sierra Azul Ranger Residence 285,000 290,000 0 575,000
51701 Work Order and Asset Management System 57,000 55,000 45,000 157,000
51703 Real Property Database 35,000 0 0 35,000
51704 Ward Boundary Redistricting Plan 42,500 49,500 0 92,000
61001 Tunitas Creek–Toto Ranch Driveway Improvements*0 423,112 0 423,112
61002 Russian Ridge–Bergman Residences Driveway Improvement*0 332,450 0 332,450
61005 4150 Sears Ranch Road Water and Driveway*0 39,250 382,000 421,250
61009 Russian Ridge–Bergman Residences Reconstruction 209,000 0 0 209,000
61010 Toto Ranch Well Drilling and Construction, Tunitas Creek 277,425 0 0 277,425
61011 Install Solar Panels at Skyline Field Office 150,000 0 0 150,000
61015 Bear Creek Stables Operator RFP/Lease 28,750 0 0 28,750
61016 Burkhart Spring Construction 38,750 21,250 0 60,000
61019 Repaint Red Barn 60,000 0 0 60,000
61020 Thornewood Residence Evaluation 46,000 0 0 46,000
65407 Radio System Assessment and Upgrade*0 640,000 523,000 1,163,000
VP06-001 Hawthorns Historic Complex Partnership and Lease 48,000 31,000 0 79,000
VP07-002 Agricultural Workforce Housing–La Honda Creek 317,500 0 0 317,500
None Vehicle and Machinery/Equipment Purchases 263,420 625,000 465,000 1,353,420
Total $14,039,828 $21,391,562 $1,475,000 $36,906,390
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts
of COVID-19 and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
Attachment 1
115Section III • Budget and Action Plan FY21
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OPERATING PROJECTS
The table below lists operating projects by name and includes the project purpose and lead department. While
the operating projects listed below may incur real expenses, they are only included in the lead department’s
operating budget.
Project Name Project Purpose Lead Department
50th Anniversary Planning Commemorate 50 years of public open space preservation, restoration
and connection.
Public Affairs
Basic Policy Update Update the Basic Policy to incorporate the Coastal Annexation Area.Planning
Citation Management System The current citations database is built on a legacy system that does
not provide necessary end-user functionality and requires constant
maintenance. Updating the citations database to modern software will
increase its functionality and stability.
Information Systems and
Technology
Coastside Lands Management Plan Develop Management Plan for existing and future Coastal Preserves
evaluating potential new land purchase opportunities, management,
restoration and future public access priorities to identify staffing and
facilities needs on the San Mateo Coast.
Real Property/General
Manager’s Office
Customer Relationship
Management
Primarily, to provide for more efficient management of public
notification and engagement. Secondarily, to create consistent contact
management for partners, vendors and other organizations.
Public Affairs/Information
Systems and Technology
Digital Asset Management Provide staff with an efficient online tool for archive, retrieval and
distribution of photos (and potentially other digital assets) to be used in
internal and external digital and print publications.
Public Affairs/Information
Systems and Technology
Emergency/Disaster Preparedness
Response and Recovery Plan
Conduct a review of agency policies, practices and industry best
practices to develop a comprehensive District-wide Emergency/Disaster
Preparedness, Response and Recovery Plan.
General Manager’s Office
Fire Suppression Program: Review
Staffing, Equipment and Training
Review and update District Fire Suppression Program.General Manager’s Office
Good Neighbor Policy Update Ground truth policy against goals, strategy and practices.Public Affairs
Historic Resources Procedural
Guide/Inventory
Develop an administrative historic resources procedural guide as a
guiding document for consistent historic resource management and update
existing database to a comprehensive historic resources inventory.
Planning/Information
Systems and Technology
Human Resources Information
System
A Human Resources Information System (HRIS) is needed to streamline
HR’s training, performance management and recruitment.
Information Systems and
Technology
Interim Coastal Area Field Office Finalize permitting and environmental review for Interim Coastal Area
Field Office.
Planning/Land and
Facilities Services
SharePoint–Document
Management System
Continue building out Midpen’s SharePoint platform on Office 365.Information Systems and
Technology
Volunteer and Docent
Management System
The current website hosts the Volunteer and Docent Management
System; however, the website is being upgraded and can no longer
support this functionality. As a result, a new Volunteer and Docent
Management System needs to be developed and implemented.
Information Systems and
Technology
*The entire project budget for this project has been shifted out by a year due to changes in project timelines and workload capacity because of the impacts
of COVID-19 and the shelter-in-place order in San Mateo, Santa Clara and Santa Cruz counties.
Attachment 1
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116 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Records Management
Project #: 10001
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
To prepare for Midpen’s move to a new office building in spring 2022, staff will use the board-approved retention
schedule to inventory and digitize paper files.
FY21 SCOPE
Select and implement an electronic document management system. Perform records inventory and disposition of
records in accordance with board-adopted records retention schedule. Begin document scanning, digitization and
input of digital records into EDMS.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 220,000 60,000 60,000 0 340,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $220,000 $60,000 $60,000 $0 $340,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $220,000 $60,000 $60,000 $0 $340,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $220,000 $60,000 $60,000 $0 $340,000
Attachment 1
117Section III • Budget and Action Plan FY21
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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.
FY21 SCOPE
Complete zoning and subdivision ordinance amendments with the County of San Mateo to streamline land
divisions. Complete master permit application; begin stakeholders engagement.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 50,000 0 0 0 50,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $50,000 $0 $0 $0 $50,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $50,000 $0 $0 $0 $50,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $50,000 $0 $0 $0 $50,000
Attachment 1
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118 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
New Administrative Office (AO) Facility
Project #: 31202
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Prepare 5050 El Camino for new administrative office.
FY21 SCOPE
Finalize design and begin construction.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
68,910 0 0 0 0 0 0 68,910
8101–Real Estate Services 0 31,742,406 0 0 0 0 0 31,742,406
8201–Architect/
Engineering Services
66,232 466,041 512,133 347,000 345,000 0 0 1,736,406
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 172,500 230,000 0 0 402,500
8204–Permitting Fees 0 0 111,611 120,000 0 0 0 231,611
8205–Construction 0 0 0 7,762,500 17,250,000 0 0 25,012,500
8301 - Furniture 0 0 0 86,000 1,000,000 0 0 1,086,000
Grand Total $135,142 $32,208,447 $623,744 $8,488,000 $18,825,000 $0 $0 $60,280,333
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 135,142 32,208,447 623,744 8,488,000 18,825,000 0 0 60,280,333
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $135,142 $32,208,447 $623,744 $8,488,000 $18,825,000 $0 $0 $60,280,333
Attachment 1
119Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
New South Area Field Office Facility
Project #: 31601
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Renovate an existing industrial warehouse building in Campbell as the new, permanent South Area Field Office that
will accommodate anticipated field staff growth, expedite MAA project delivery and further enhance service delivery.
FY21 SCOPE
Complete construction and receive building occupancy. Purchase, setup and install technology.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 41,483 6,600 0 0 0 0 0 48,083
8201–Architect/
Engineering Services
70,865 185,144 57,787 49,233 0 0 0 363,029
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 86,990 24,250 0 0 0 111,240
8204–Permitting Fees 0 20,489 40,806 20,000 0 0 0 81,295
8205–Construction 0 399 1,030,000 3,200,000 0 0 0 4,230,399
8301 - Furniture 0 0 0 100,000 0 0 0 100,000
8303–Computer Equipment 0 0 0 80,000 0 0 0 80,000
Grand Total $112,348 $212,632 $1,215,583 $3,473,483 $0 $0 $0 $5,014,046
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 112,348 212,632 1,215,583 3,473,483 0 0 0 5,014,046
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $112,348 $212,632 $1,215,583 $3,473,483 $0 $0 $0 $5,014,046
Attachment 1
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120 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Sierra Azul Ranger Residence
Project #: 35004
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Develop a new permanent residence in or adjacent to Sierra Azul Open Space Preserve for improved site presence
and monitoring. Structural assessment and implementation of recommended improvements to align with future site
uses. Repave driveway from Pheasant to South Area Outpost.
FY21 SCOPE
Continue design and begin construction. Complete the structural assessment and receive direction on future uses.
Continue to work closely with County of Santa Clara Planning Department to address and resolve violation and
updated Conditional Use Permit.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
52,019 29,635 35,000 100,000 0 0 0 216,654
8202–Environmental/
Planning Services
8,682 0 0 10,000 20,000 0 0 38,682
8203–Inspection/
Construction Monitoring
0 6,579 0 20,000 20,000 0 0 46,579
8204–Permitting Fees 0 591 15,000 40,000 20,000 0 0 75,591
8205–Construction 0 0 50,000 115,000 230,000 0 0 395,000
Grand Total $60,701 $36,805 $100,000 $285,000 $290,000 $0 $0 $772,506
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 60,701 36,805 100,000 285,000 290,000 0 0 772,506
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $60,701 $36,805 $100,000 $285,000 $290,000 $0 $0 $772,506
Attachment 1
121Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Work Order and Asset Management System
Project #: 51701
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The IST Strategic Plan recommends a work order asset management system to streamline the maintenance and
management of Midpen land and infrastructure assets.
FY21 SCOPE
Conducting phase II for Natural Resources. Migrate SharePoint request form to CityWorks. All NR requests will go
through CityWorks thereafter.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
64,975 75,495 63,500 57,000 55,000 45,000 0 360,970
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $64,975 $75,495 $63,500 $57,000 $55,000 $45,000 $0 $360,970
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $64,975 $75,495 $63,500 $57,000 $55,000 $45,000 $0 $360,970
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $64,975 $75,495 $63,500 $57,000 $55,000 $45,000 $0 $360,970
Attachment 1
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122 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Real Property Database
Project #: 51703
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
The IT Master Plan recommends upgrading legacy data management systems to modern software platforms that
increase functionality, reporting accuracy, integration and user experience. The current real property database,
created over 12 years ago, is a legacy system. To follow master plan recommendations, a new real property
database will be implemented. This will be an enterprise geographic information system integrated data
management system, capable of providing reports on all aspects of Midpen’s land transactions.
FY21 SCOPE
Migrate legacy content into new database, develop web applications, provide user training, go live with new
system and retire old database.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 21,100 35,000 0 0 0 56,100
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $21,100 $35,000 $0 $0 $0 $56,100
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $21,100 $35,000 $0 $0 $0 $56,100
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $21,100 $35,000 $0 $0 $0 $56,100
Attachment 1
123Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Ward Boundary Redistricting Plan
Project #: 51704
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Work with the board on redistricting Midpen’s seven ward boundaries following the release of the 2020 census data.
Midpen is required by California Elections Code Section 22000 and the federal Voting Rights Act to adjust its ward
boundaries prior to the next biennial general election following each federal decennial census.
FY21 SCOPE
Host board study sessions to introduce the redistricting process, review relevant federal laws and state guidelines,
and finalize redistricting criteria. Begin analyzing census and demographic data and develop potential boundary
realignment scenarios. Develop communication plan and web page for public information.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 42,500 49,500 0 0 92,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $42,500 $49,500 $0 $0 $92,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $42,500 $49,500 $0 $0 $92,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $42,500 $49,500 $0 $0 $92,000
Attachment 1
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124 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Tunitas Creek – Toto Ranch Driveway Improvements
Project #: 61001
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Repair and resurface entrance driveway for Toto Ranch.
FY22 SCOPE
Design, specs and costs are complete. Initiate permitting process with the County of San Mateo and the CEQA
process for the work.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
13,870 3,360 10,000 0 5,000 0 0 32,230
8202–Environmental/
Planning Services
0 4,344 0 0 7,000 0 0 11,344
8203–Inspection/
Construction Monitoring
0 0 0 0 32,000 0 0 32,000
8204–Permitting Fees 0 0 0 0 2,500 0 0 2,500
8205–Construction 0 0 0 0 376,612 0 0 376,612
Grand Total $13,870 $7,704 $10,000 $0 $423,112 $0 $0 $454,686
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 13,870 7,704 10,000 0 423,112 0 0 454,686
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $13,870 $7,704 $10,000 $0 $423,112 $0 $0 $454,686
Attachment 1
125Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Russian Ridge – Bergman Residences Driveway Improvement
Project #: 61002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Repair and rerock the driveway from the edge of the chip seal section through 20000 Skyline Blvd. (Bergman)
to potentially 20300 Skyline Blvd. (Quam) to provide safe access to staff, tenants and inholding property. Staff
will work with in hold tenant for reimbursement of improvements on their section of driveway. This project is to be
completed in two phases: Phase I–install culverts and driveway improvements. Phase II–rock complete driveway
and improve oil screen.
FY22 SCOPE
Repair Bergman residence driveway. Pending board disposition of Quam residence and associated driveway
extension, either repair lower Quam driveway or demolish Quam residence.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
13,870 3,837 0 0 46,700 0 0 64,407
8202–Environmental/
Planning Services
0 0 0 0 5,000 0 0 5,000
8203–Inspection/
Construction Monitoring
0 0 0 0 40,000 0 0 40,000
8204–Permitting Fees 0 0 0 0 5,000 0 0 5,000
8205–Construction 0 0 0 0 235,750 0 0 235,750
Grand Total $13,870 $3,837 $0 $0 $332,450 $0 $0 $350,157
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 13,870 3,837 0 0 332,450 0 0 350,157
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $13,870 $3,837 $0 $0 $332,450 $0 $0 $350,157
Attachment 1
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126 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
4150 Sears Ranch Road Water and Driveway
Project #: 61005
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Repair residence driveway.
FY22 SCOPE
Work with consultants to design water system and driveway repairs.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 28,750 5,000 0 33,750
8202–Environmental/
Planning Services
0 0 0 0 7,500 0 0 7,500
8203–Inspection/
Construction Monitoring
0 0 0 0 0 32,000 0 32,000
8204–Permitting Fees 0 0 0 0 3,000 0 0 3,000
8205–Construction 0 0 0 0 0 345,000 0 345,000
Grand Total $0 $0 $0 $0 $39,250 $382,000 $0 $421,250
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 39,250 382,000 0 421,250
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $0 $39,250 $382,000 $0 $421,250
Attachment 1
127Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Russian Ridge – Bergman Residences Reconstruction
Project #: 61009
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Perform cleanup of the Bergman housing complex, prepare drawings and warrant the main, old, guest and carriage
houses with the County of San Mateo. These residences will be improved to provide three rental residences. The
stables structure and grandma house will be demolished.
FY21 SCOPE
Demolish grandma house, stable building and small shed. Natural Resources to provide biomonitoring.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
30,213 21,063 5,750 3,500 0 0 0 60,526
8202–Environmental/
Planning Services
0 9,829 0 10,000 0 0 0 19,829
8203–Inspection/
Construction Monitoring
0 3,900 37,250 22,500 0 0 0 63,650
8204–Permitting Fees 0 3,378 2,300 500 0 0 0 6,178
8205–Construction 32,220 258,688 281,750 172,500 0 0 0 745,158
Grand Total $62,433 $296,858 $327,050 $209,000 $0 $0 $0 $895,341
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 62,433 296,858 327,050 209,000 0 0 0 895,341
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $62,433 $296,858 $327,050 $209,000 $0 $0 $0 $895,341
Attachment 1
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128 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Toto Ranch Well Drilling and Construction, Tunitas Creek
Project #: 61010
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Locate, drill and plumb a well to provide a consistent water source for the Toto residence. The current water source
for the house is a seasonal spring that has been unreliable.
FY21 SCOPE
Finalize permitting and construction of well. Planning to assist with permitting as needed.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 28,750 0 0 0 0 28,750
8202–Environmental/
Planning Services
0 0 5,750 3,000 0 0 0 8,750
8203–Inspection/
Construction Monitoring
0 0 0 45,000 0 0 0 45,000
8204–Permitting Fees 0 0 17,500 0 0 0 0 17,500
8205–Construction 0 159 0 229,425 0 0 0 229,584
Grand Total $0 $159 $52,000 $277,425 $0 $0 $0 $329,584
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 159 52,000 277,425 0 0 0 329,584
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $159 $52,000 $277,425 $0 $0 $0 $329,584
Attachment 1
129Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Install Solar Panels at Skyline Field Office
Project #: 61011
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research and install solar panels at the Skyline Field Office to produce clean, green energy that will help meet
Midpen’s greenhouse gas reduction goals.
FY21 SCOPE
Solar panel installation slated for completion in FY20; may continue into FY21 to complete work.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 10,000 0 0 0 10,000
8205–Construction 0 0 0 140,000 0 0 0 140,000
Grand Total $0 $0 $0 $150,000 $0 $0 $0 $150,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 150,000 0 0 0 150,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $150,000 $0 $0 $0 $150,000
Attachment 1
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130 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Bear Creek Stables Operator RFP/Lease
Project #: 61015
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Identify a new long-term tenant for Bear Creek Stables through RFP process. Negotiate new lease.
FY21 SCOPE
Issue RFP for new tenant and negotiate lease.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 28,750 0 0 0 28,750
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $28,750 $0 $0 $0 $28,750
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $28,750 $0 $0 $0 $28,750
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $28,750 $0 $0 $0 $28,750
Attachment 1
131Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Burkhart Spring Construction
Project #: 61016
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Rebuild damaged spring box. Repair lines, add water lines, storage and connection for the neighbor.
FY21 SCOPE
Permitting and construction.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 38,750 21,250 0 0 60,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $38,750 $21,250 $0 $0 $60,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $38,750 $21,250 $0 $0 $60,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $38,750 $21,250 $0 $0 $60,000
Attachment 1
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132 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Repaint Red Barn
Project #: 61019
Fund: 10 – General Fund Operating
PROJECT DESCRIPTION
Assess current condition of exterior siding for any necessary repairs and repaint red barn.
FY21 SCOPE
Repaint red barn at La Honda Creek Open Space Preserve.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 60,000 0 0 0 60,000
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $60,000 $0 $0 $0 $60,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $60,000 $0 $0 $0 $60,000
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $60,000 $0 $0 $0 $60,000
Attachment 1
133Section III • Budget and Action Plan FY21
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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.
FY21 SCOPE
Complete historic evaluation and structural evaluation of the Thornewood residence.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 23,000 0 0 0 23,000
8202–Environmental/
Planning Services
0 0 0 23,000 0 0 0 23,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $46,000 $0 $0 $0 $46,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 46,000 0 0 0 46,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $46,000 $0 $0 $0 $46,000
Attachment 1
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134 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Radio System Assessment and Upgrade
Project #: 65407
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Research options to expand Midpen radio coverage to Coastal areas, improve radio coverage in selected high-use
areas and replace equipment reaching end of life.
FY22 SCOPE
Create technical specifications for, develop and release vendor request for proposal. Review proposals and select
vendor. Oversee and guide vendor design and planning, build and ship, and installation of new radio system.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 56,000 0 266,000 133,000 0 455,000
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 374,000 390,000 0 764,000
Grand Total $0 $0 $56,000 $0 $640,000 $523,000 $0 $1,219,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 56,000 0 640,000 523,000 0 1,219,000
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $56,000 $0 $640,000 $523,000 $0 $1,219,000
Attachment 1
135Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Hawthorns Historic Complex Partnership and Lease
Project #: VP06-001
Fund: 20 – Hawthorns Fund
PROJECT DESCRIPTION
Evaluate the Hawthorns house for potential stabilization options for board input. Perform structural repairs and
maintenance of the house based on board directions. Continue to explore partnership opportunities for long-
term reuse, care and maintenance of historic complex. Determine the viability of a proposed partnership with the
potential partner. If viable, retain a historic preservation/architectural consultant to evaluate the partner’s proposed
plans for rehabilitation and reuse of the historic complex. Coordinate with Peninsula Open Space Trust on the
development proposal review and consistency with the conservation easement if applicable.
FY21 SCOPE
Evaluate and implement short term measures to prevent deterioration of the Hawthorns house.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 42,000 10,000 0 0 52,000
8202–Environmental/
Planning Services
0 0 0 6,000 21,000 0 0 27,000
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $48,000 $31,000 $0 $0 $79,000
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 48,000 31,000 0 0 79,000
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 0 0 0 0 0 0 0 0
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $0 $0 $0 $48,000 $31,000 $0 $0 $79,000
Attachment 1
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136 Section III • Budget and Action Plan FY21
ASSETS AND ORGANIZATIONAL SUPPORT
Agricultural Workforce Housing – La Honda Creek
Project #: VP07-002
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Establish designated agricultural workforce housing to support Midpen’s conservation grazing program.
FY21 SCOPE
Begin and complete construction. Natural Resources to provide biomonitoring and begin revegetation/reseeding.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
25,739 0 106,000 15,000 0 0 0 146,739
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 1,634 0 15,000 0 0 0 16,634
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 287,500 0 0 0 287,500
Grand Total $25,739 $1,634 $106,000 $317,500 $0 $0 $0 $450,873
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 25,739 1,634 106,000 317,500 0 0 0 450,873
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $25,739 $1,634 $106,000 $317,500 $0 $0 $0 $450,873
Attachment 1
137Section III • Budget and Action Plan FY21
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ASSETS AND ORGANIZATIONAL SUPPORT
Vehicle and Machinery/Equipment Purchases
Project #: None
Fund: 40 – General Fund Capital
PROJECT DESCRIPTION
Purchase necessary vehicles and equipment for administrative and field office staff.
FY21 SCOPE
Vehicles: Replace two Patrol vehicles and one maintenance vehicle that have reached their mileage and/or years
in service limit. New patrol vehicles are planned to be Ford F-350 or similar to accommodate the additional load
for water tanks and pumps to support the fire suppression program. In anticipation of ongoing social distancing
requirements staff will evaluate all viable alternatives for transporting crews to safely perform planned field work.
This will include exploring all green and fuel efficient modes of transportation, identifying vehicles that need to be
replaced in the near future (beyond FY21), and vehicles that can be kept in service longer than anticipated.
Machinery: Replace one mini excavator that has reached its end of life and isn’t cost effective to repair.
Summary of Estimated
Costs
Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
4000–Staff Costs $0 $0 $0 $0 $0 $0 $0 $0
5000-7000–Service &
Supplies
0 0 0 0 0 0 0 0
8101–Real Estate Services 0 0 0 0 0 0 0 0
8201–Architect/
Engineering Services
0 0 0 0 0 0 0 0
8202–Environmental/
Planning Services
0 0 0 0 0 0 0 0
8203–Inspection/
Construction Monitoring
0 0 0 0 0 0 0 0
8204–Permitting Fees 0 0 0 0 0 0 0 0
8205–Construction 0 0 0 0 0 0 0 0
8410–Machinery 339,642 319,325 188,000 40,000 240,000 165,000 0 1,291,967
8501–Vehicles 687,553 503,929 391,500 223,420 385,000 300,000 0 2,491,402
Grand Total $1,027,195 $823,254 $579,500 $263,420 $625,000 $465,000 $0 $3,783,369
Funding Source Prior Year
Actuals
FY19
Actuals
FY20
Estimated
Actuals
FY21
Budget
FY22
Projections
FY23
Projections
Estimated
Future
Years
Total
10–General Fund Operating $0 $0 $0 $0 $0 $0 $0 $0
20–Hawthorns Fund 0 0 0 0 0 0 0 0
30–Measure AA Capital 0 0 0 0 0 0 0 0
40–General Fund Capital 1,027,195 823,254 579,500 263,420 625,000 465,000 0 3,783,369
Grants/Partnerships/Other 0 0 0 0 0 0 0 0
Grand Total $1,027,195 $823,254 $579,500 $263,420 $625,000 $465,000 $0 $3,783,369
Attachment 1
138 Section III • Budget and Action Plan FY21
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La Honda Creek Open Space Preserve by Kimberley Wong
Attachment 1
Section IV
Department Summaries
Midpen Staff by Erin Ashford
139Section IV • Budget and Action Plan FY21
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140 Section IV • Budget and Action Plan FY21 Windy Hill Open Space Preserve by Sharon Hori
Attachment 1
141Section IV • Budget and Action Plan FY21
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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 ———————————————————————————––––––––––––———————————————————————————
Budget and Analysis———————————————————————————––––––––––––———————————————————————————
Finance———————————————————————————––––––––––––———————————————————————————Grants———————————————————————————––––––––––––———————————————————————————
Human Resources———————————————————————————––––––––––––———————————————————————————
Information Systems and Technology———————————————————————————––––––––––––———————————————————————————
Procurement——————————————————————————––––––––––––——————————————————————————————
Project Planning and Delivery ———————————————————————————––––––––––––———————————————————————————
Engineering and Construction———————————————————————————––––––––––––———————————————————————————
Planning———————————————————————————––––––––––––———————————————————————————
Real Property——————————————————————————––––––––––––——————————————————————————————
Public Affairs ——————————————————————————––––––––––––——————————————————————————————
Visitor and Field Services ———————————————————————————––––––––––––———————————————————————————
Land and Facilities———————————————————————————––––––––––––———————————————————————————
Natural Resources———————————————————————————––––––––––––———————————————————————————Visitor Services——————————————————————————––––––––––––——————————————————————————————
This section identifies each of Midpen’s departments, their mission and core function, staffing levels, objectives,
performance metrics and proposed FY21 budget.
Attachment 1
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142 Section IV • Budget and Action Plan FY21
Administrative Services
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 grants application, award and compliance.——————————————————————————––––––––––––——————————————————————————————
Manage Midpen procurement.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
CFO/Director of
Administrative Services
HR Supervisor Management
Analyst II
Management
Analyst II
Grants Program
Manager
Controller
Data
Administrator
Applications
Engineer
Human
Resources
Manager
IST Manager
HR Intern
HR Technician
(Half-time)
Training
and Safety
Specialist
HR Technician IT Technician II
IT Technician I
IST Program
Administrator
GIS Program
Administrator
Data
Analyst II
Data
Analyst I
GIS
Technician
Accounting
Technician
(Half-time)
Senior
Accountant
Senior Finance
and Accounting
Technician
Management
Analyst II
Management
Analyst I
Budget and
Analysis
Manager
Procurement
and Contracts
Specialist
Finance
Manager
Senior Finance
and Accounting
Technician
(Half-time)
Administrative
Assistant
Senior Finance
and Accounting
Technician
(Half-time)
Attachment 1
143Section IV • Budget and Action Plan FY21
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Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Accounting Technician 0.5 0.5 0.5 0.5 0.5 0
Administrative Assistant 1 1 1 1 1 0
Applications Engineer 0 0 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 2 2 2 2 2 0
Finance Manager 1 1 1 1 1 0
GIS Program Administrator 1 1 1 1 1 0
GIS Intern 0.5 0.5 0 0 0 0
GIS Technician 0 0 1 1 1 0
Grants Program Manager (formerly Grants Specialist)1 1 1 1 1 0
Human Resources Intern 0 0 0.5 0.5 0.5 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 0 0 1 1 1 0
IT Technician II 1 1 1 1 1 0
Management Analyst I 1 1 2 2 1 -1
Management Analyst II 3 3 2 2 3 1
Procurement and Contracts Specialist 1 1 1 1 1 0
Senior Accountant 1 1 1 1 1 0
Senior Finance and Accounting Technician 2 2 1 2 2 0
Training and Safety Specialist 1 1 1 1 1 0
Total FTE 24.75 24.75 26.75 27.75 27.75 0
Attachment 1
144 Section IV • Budget and Action Plan FY21
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Administrative Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————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 51701 Work Order and Asset Management System Phase II FY2021
Goal 4 51703 Real Property Database FY2021
Goal 4 51704 Ward Boundary Redistricting Plan FY2022
Goal 4 Operating Citation Management System FY2022
Goal 4 Operating Customer Relationship Management FY2022
Goal 4 Operating Digital Asset Management FY2021
Goal 4 Operating Historic Resources Procedural Guide/Inventory FY2025
Goal 4 Operating Human Resources Information System FY2022
Goal 4 Operating SharePoint–Document Management System Phase I FY2022
Goal 4 Operating Volunteer and Docent Management System FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic
Plan Linkage
Indicator FY19 Target FY19 Actuals FY20 Target FY21 Target
Goal 4 Percent of job recruitments completed within target
timeline
32 Information
Not Available
32 32
Goal 4 Employee retention rate <10%12%<10%<10%
Goal 4 Percent of FTEs using web and mobile enterprise GIS 15%27%30%60%
Goal 4 Percent of total District files in Office 365 10%19%25%40%
Goal 4 Percent spent of adopted and final adjusted budget 90% / 90%90% / 95%90% / 90%90% / 90%
Goal 4 Budget Book receives GFOA Award for
Distinguished Budget Presentation
Yes Yes Yes Yes
Goal 4 Obtain GFOA Award of Excellence in Financial
Reporting for the CAFR
Yes Yes Yes Yes
Goal 4 CAFR 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 10%47%40%50%
Attachment 1
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Administrative Services
Salaries and Benefits $3,717,154 $4,973,351 $5,357,276 $383,925 8%
Services and Supplies 1,020,528 1,750,108 1,776,690 26,582 2%
Total Operating Expenditures 4,737,681 6,723,459 7,133,966 410,507 6%
General Fund Capital 232,779 80,000 80,000 0 0%
Measure AA Capital 0 0 0 0 0%
Total Capital Expenditures 0 80,000 80,000 0 0%
Total Administrative Services Expenditures $4,970,461 $6,803,459 $7,213,966 $410,507 6%
Monte Bello Open Space Preserve by Cass Kalinski
145Section IV • Budget and Action Plan FY21
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Engineering and Construction Department
MISSION STATEMENT
Implement large-scale capital projects to improve and maintain Midpen’s infrastructure and facilities that are
necessary to facilitate ecologically sensitive and safe public access and ongoing stewardship and care for the land.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage the design and engineering, permitting, bidding, and construction of large-scale capital
improvement projects.——————————————————————————––––––––––––——————————————————————————————
Provide design, project management, construction management and/or construction oversight of large-scale
capital projects.——————————————————————————––––––––––––——————————————————————————————
Ensure that capital projects comply with all necessary requirements and regulations related to construction,
including building code requirements, mitigation measures, permit conditions and federal regulations.——————————————————————————––––––––––––——————————————————————————————
Develop and assist with cost estimations and constructability assessments during the planning, scoping and
early design phase of capital projects.——————————————————————————––––––––––––——————————————————————————————
Stay abreast of current codes and construction regulations and ensure Midpen’s construction standards remain
current.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Engineering and
Construction Manager
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146 Section IV • Budget and Action Plan FY21
Senior Capital
Project Manager
Capital Project
Manager III
Capital Project
Manager II
Senior Capital
Project Manager
Capital Project
Manager II
Capital Project
Manager III
Administrative
Assistant
Attachment 1
Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Manager 1 1 1 1 1 0
Senior Capital Project Manager 0 2 2 2 2 0
Capital Project Manager II 1 1 1 1 1 0
Capital Project Manager III 3 3 3 3 3 0
Total FTE 5 7 7 7 7 0
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 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——————————————————————————––––––––––––——————————————————————————————
147Section IV • Budget and Action Plan FY21
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Ravenswood Open Space Preserve by Mike Kahn/Midpen
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148 Section IV • Budget and Action Plan FY21
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 4 31202 New Administrative Office (AO) Facility FY2022
Goal 4 31601 New South Area Field Office Facility FY2021
Goal 3 31901 ADA Barrier Removal Ongoing
Goal 4 35004 Sierra Azul Ranger Residence FY2021
Goal 4 35006 Restroom Replacements FY2022
Goal 3 MAA02-002 Ravenswood Bay Trail Design and Implementation FY2021
Goal 1 & 3 MAA03-002 Purisima Upland Site Clean Up and Soil Remediation Assessment FY2021
Goal 4 MAA05-008 La Honda Creek White Barn Structural Rehabilitation FY2022
Goal 4 MAA05-009 La Honda Creek Redwood Cabin Stabilization and Assessment FY2022
Goal 1 MAA09-003 Russian Ridge Mindego Pond Improvement FY2021
Goal 1 MAA11-002 Rancho San Antonio–Deer Hollow Farm–White Barn Rehabilitation FY2021
Goal 3 & 4 MAA21-004 Bear Creek Redwoods Stables Site Plan Implementation FY2022
Goal 3 MAA21-006 Bear Creek Redwoods–Alma College Cultural Landscape Rehabilitation FY2021
Goal 2 VP07-002 Agricultural Workforce Housing–La Honda Creek FY2021
Goal 4 VP23-002 Traffic Study for Mt. Umunhum Road FY2021
Goal 4 VP23-003 Mt. Umunhum–Radar Tower Repair FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Fremont Older Open Space Preserve by Eric Chang
Attachment 1
Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
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%88%80%80%
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Engineering and Construction
Salaries and Benefits $940,169 $1,104,405 $1,145,128 $40,723 4%
Less: MAA Reimbursable Staff Costs (197,551)(295,426)(353,055)(57,629)20%
Net Salaries and Benefits 742,618 808,979 792,073 (16,906)- 2%
Services and Supplies 94,135 79,023 186,768 107,745 136%
Total Operating Expenditures 836,754 888,002 978,841 90,839 10%
General Fund Capital 950,441 2,745,470 13,941,983 11,196,513 408%
Measure AA Capital 5,021,283 6,361,226 7,300,555 939,329 15%
Total Capital Expenditures 5,971,724 9,106,696 21,242,538 12,135,842 133%
Total Engineering and Construction Expenditures $6,808,477 $9,994,698 $22,221,379 $12,226,681 122%
Rancho San Antonio Open Space Preserve by Madhur Kulkarni
149Section IV • Budget and Action Plan FY21
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150 Section IV • Budget and Action Plan FY21
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
La Honda Creek Open Space Preserve by Jindrich Zejda
Assistant General
Counsel
Management
Analyst--Risk
Management
Executive
Assistant
Attachment 1
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Staffing Levels
Position FY17
Adopted FTE
FY18
Adopted FTE
FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Proposed
FTE
Change
from FY20
Modified
General Counsel 1 1 1 1 1 0
Assistant General Counsel 1 1 1 1 1 0
Management Analyst–Risk Management 0.5 0.5 0.5 0.5 0.5 0
Executive Assistant 0 0 1 1 1 0
Total FTE 2.5 2.5 3.5 3.5 3.5 0
General Counsel aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space 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 Operating Assist with land preservation projects on the San Mateo County Coast FY2023
Goal 2 Operating Facilitate use of Design Build contract for Mindego Pond restoration and potential
future projects
FY2021
Goal 4 51704 Assist in Ward Boundary Redistricting Plan FY2022
Goal 1 Operating Water resources program–develop legal strategies to improve sustainable watersheds Ongoing
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included
in Section III.
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
General Counsel
Salaries and Benefits $404,045 $657,770 $701,221 $43,451 7%
Services and Supplies 108,004 94,650 99,185 4,535 5%
Total Operating Expenditures 512,049 752,420 800,406 47,986 6%
Total General Counsel Expenditures $512,049 $752,420 $800,406 $47,986 6%
Attachment 1
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152 Section IV • Budget and Action Plan FY21
Office of the General Manager
MISSION STATEMENT
Responsible for the overall operation of Midpen. Under policy direction from the board of directors, the General
Manager carries out Midpen’s adopted Strategic Plan goals and objectives and Vision Plan priority actions and
works through the executive team to provide leadership, direction, resources and tools to Midpen departments to
ensure effective, efficient, and financially-prudent project and service delivery for public benefit.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Provide leadership, oversight and direction for Midpen functions.——————————————————————————––––––––––––——————————————————————————————Accomplish the goals and objectives set out in the board of directors’ Strategic Plan.——————————————————————————––––––––––––——————————————————————————————
Implement Midpen’s Vision Plan priority actions.——————————————————————————––––––––––––——————————————————————————————
Ensure that Midpen’s policies and procedures are fiscally sustainable.——————————————————————————––––––––––––——————————————————————————————
Provide legislative support to the board of directors, including duties associated with the board of directors’
agenda and actions, officiating all Midpen elections and maintaining all official records.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
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 II 1 1 1 1 1 0
Total FTE 8 8 8 8 8 0
General
Manager
Executive
Assistant/Deputy
District Clerk
District Clerk/
Assistant to the
General Manager
Administrative
Assistant
Management
Analyst II
Visitor and Field
Services Assistant
General Manager
Project Planning
and Delivery
Assistant General
Manager
CFO
Director of
Administrative
Services
Attachment 1
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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 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 FY2022
Goal 3 31901 ADA Barrier Removal Ongoing
Goal 1 & 4 VP06-001 Hawthorns Historic Complex Partnership and Lease FY2021
Goal 1 & 4 Operating Coastside Lands Management Plan FY2022
Goal 3 Operating Cooley Landing Park Business and Operation Plan FY2021
Goal 3 Operating Cooley Landing Site Use Agreements FY2021
Goal 2 & 4 Operating Emergency/Disaster Preparedness Response and Recovery Plan FY2021
Goal 2 Operating Fire Suppression Program: Review Staffing, Equipment and Training FY2021
Goal 1 & 4 Operating Land Conservation Guidance Document FY2022
Goal 3 Operating Preserve Use Survey Implementation FY2022
Goal 4 Operating Complete negotiations with Field Employee Association (FEA) FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 1 Number of public meetings held per year 65 52 60 60
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
General Manager
Salaries and Benefits $1,366,167 $1,647,485 $1,741,796 $94,311 6%
Services and Supplies 875,151 450,325 476,825 26,500 6%
Total Operating Expenditures 2,241,317 2,097,810 2,218,621 120,811 6%
Total General Manger Expenditures $2,241,317 $2,097,810 $2,218,621 $120,811 6%
Attachment 1
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154 Section IV • Budget and Action Plan FY21
Land and Facilities Services Department
MISSION STATEMENT
Improve, restore and maintain Midpen lands in a manner that ensures protection and stewardship of the lands,
that provides public access to explore and enjoy the lands, and that is consistent with ecological values and public
safety. Provide and maintain Midpen facilities and trails for public use, field and administrative facilities for staff
use, and rentals. Manage grazing, agricultural and other facility leases to support Midpen’s mission.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Maintain and construct an enjoyable and sustainable trail system.——————————————————————————––––––––––––——————————————————————————————Provide in-the-field services to protect and restore natural resources.——————————————————————————––––––––––––——————————————————————————————
Protect public health and safety through fire prevention and safe access.——————————————————————————––––––––––––——————————————————————————————
Foster neighbor, partner, and jurisdictional-oversight agency relationships and engage in multi-stakeholder
efforts to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————Maintain Midpen facilities to ensure safety, comfort and the public’s enjoyment.——————————————————————————––––––––––––——————————————————————————————
Manage grazing, agricultural and other facility leases to further Midpen goals.——————————————————————————––––––––––––——————————————————————————————
Provide and maintain field and administrative facilities for staff use.——————————————————————————––––––––––––——————————————————————————————
Manage revenue-producing properties.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Land and Facilities
Manager
Property
Management
Specialist II
Administrative
Assistant
Equipment
Mechanics/
Operators
Maintenance
Supervisors
Maintenance
Supervisors
Senior Property
Management
Specialist
Foothills Area
Manager
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Administrative
Assistant
Capital Field
Projects
Manager
Farm
Maintenance
Worker
Facilities
Maintenance
Specialist
Management
Analyst II
Administrative
Assistant
Modified
Duty Staff
Equipment
Mechanics/
Operators
Open Space
Technicians
(Lead, Regular,
and Seasonal)
Maintenance
Supervisors
Skyline Area
Manager
Facilities
Maintenance
Supervisor
Property
Management
Specialist I
Attachment 1
155Section IV • Budget and Action Plan FY21
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Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
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 6 6 7 7 7 0
Facilities Maintenance Specialist 0 1 1 1 1 0
Facilities Maintenance Supervisor 1 1 1 1 1 0
Farm Maintenance Worker 1 1 1 1 1 0
Land and Facilities Manager 1 1 1 1 1 0
Lead Open Space Technician 5 6 6 7 7 0
Maintenance Supervisor 5 6 6 6 6 0
Management Analyst II 1 1 1 1 1 0
Open Space Technician 14 15 15 15 15 0
Property Management Specialist I 1 1 1 1 1 0
Property Management Specialist II 1 1 1 1 1 0
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 51.3 55.3 56.3 57.3 57.3 0
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Land and Facilities Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space 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 3 31901 ADA Barrier Removal Ongoing
Goal 2 61008 Los Trancos–Page Mill Fire Safety Eucalyptus Removal FY2021
Goal 4 61009 Russian Ridge - Bergman Residences Reconstruction FY2021
Goal 2 61010 Toto Ranch Well Drilling and Construction, Tunitas Creek FY2021
Goal 2 61011 Install Solar Panels at Skyline Field Office FY2021
Goal 2 61014 BCR Stables Road Drainage Repairs and Mitigation FY2021
Goal 3 & 4 61015 Bear Creek Stables Operator RFP/Lease FY2021
Goal 2 & 4 61016 Burkhart Spring Construction FY2022
Goal 2 61017 Fuel Reduction Implementation Ongoing
Goal 4 61019 Repaint Red Barn FY2021
Goal 2 61020 Thornewood Residence Evaluation FY2022
Goal 2 & 4 61021 Toto Ranch North Water Line FY2021
Goal 2 MAA05-011 Lone Madrone Ranch Fence Installation TBD
Goal 3 MAA07-011 Phase II Loop Trails, Lower La Honda Creek OSP FY2021
Goal 2 & 4 MAA09-006 Mindego Ranch South Pasture FY2021
Goal 3 & 4 MAA10-001 Alpine Road Regional Trail, Coal Creek FY2022
Goal 3 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2023
Goal 2 Operating Fire Suppression Program: Review Staffing, Equipment and Training FY2021
Goal 3 & 4 Operating Interim Coastal Area Field Office FY2021
Goal 3 Operating La Honda Elementary Path to Pond FY2021
Goal 4 Operating South Area Outpost/Residence Driveway Repaving FY2021
Goal 2 Operating Wildfire Fuel Reduction Projects & SJCC Fuel Reduction Contract Work Ongoing
Goal 4 N/A Vehicle and Machinery/Equipment Purchases Ongoing
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Attachment 1
157Section IV • Budget and Action Plan FY21
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Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 3 Miles of single-track trail brushed annually 73 73 78 84
Goal 3 Miles of trails built annually 4 4 2 2
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Land and Facilities
Salaries and Benefits $5,796,491 $6,649,054 $6,599,123 ($49,931)- 1%
Less: MAA Reimbursable Staff Costs (600,642)(146,119)(216,175)(70,056)48%
Net Salaries and Benefits 5,195,849 6,502,935 6,382,948 (119,987)- 2%
Services and Supplies 3,244,052 3,803,987 3,544,930 (259,057)- 7%
Total Operating Expenditures 8,439,901 10,306,922 9,927,878 (379,044)- 4%
Services and Supplies 30,888 92,200 62,200 (30,000)- 33%
Total Hawthorns Expenditures 30,888 92,200 62,200 (30,000)- 33%
General Fund Capital 1,532,952 2,372,125 1,247,845 (1,124,280)- 47%
Measure AA Capital 1,328,632 935,169 696,500 (238,669)- 26%
Total Capital Expenditures 2,861,585 3,307,294 1,944,345 (1,362,949)- 41%
Total Land and Facilities Expenditures $11,332,374 $13,706,416 $11,934,423 ($1,771,993)- 13%
Sierra Azul Open Space Preserve by Lubor Ptacek
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Resource
Management
Specialist II
Resource
Management
Specialist I
IPM Coordinator
Resource
Management
Specialist II
Natural Resources Department
MISSION STATEMENT
Protect and restore the natural diversity and integrity of Midpen’s resources for their value to the environment and
the public and provide for the use of the preserves consistent with resource protection.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Plan, implement, and design projects to protect and restore the natural resources.——————————————————————————––––––––––––——————————————————————————————
Comply with the California Environmental Quality Act and resource agency regulation requirements.——————————————————————————––––––––––––——————————————————————————————
Work with other entities to obtain funding, plan for, and protect Midpen and regional natural resources.——————————————————————————––––––––––––—————————————————————————————— Steward Midpen working landscapes to protect natural resource values and provide sustainable agricultural uses.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Natural Resources
Manager
Senior Resource
Management Specialist
Senior Resource
Management Specialist
Water Resources
Specialist
Senior Resource
Management Specialist
Natural
Resources Intern
(Half-time)
Resource
Management
Specialist II
Natural
Resources Intern
(Half-time)
Management
Analyst I
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Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Manager 1 1 1 1 1 0
Senior Resource Management Specialist 2 2 3 3 3 0
Resource Management Specialist III 1 1 0 0 0 0
Resource Management Specialist II 1 3 3 3 3 0
Resource Management Specialist I 2 1 1 1 1 0
Water Resources Specialist 1 1 1 1 1 0
Management Analyst I (formerly Climate
Resiliency Fellow)
0 1 1 1 1 0
Integrated Pest Management Coordinator 1 1 1 1 1 0
Natural Resources Intern*1 1 1 1 1 0
Senior Finance and Budget Technician 1 0 0 0 0 0
Total FTE 11 12 12 12 12 0
*Two Natural Resources Interns, each at half-time.
Purisima Creek Redwoods Open Space Preserve by Renate Elster
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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 lands ——————————————————————————––––––––––––——————————————————————————————
Objectives
Strategic Plan
Linkage
Project
Number
Objective Target
Completion
Goal 2 80054 Badger/Burrowing Owl Habitat Assessment FY2022
Goal 2 80059 Groundwater Well Decommissioning FY2022
Goal 1 80063 San Mateo County Vegetation Map FY2022
Goal 2 80065 IPM Implementation of Santa Clara Valley Water District Grant FY2023
Goal 1 80068 Santa Clara & Santa Cruz Vegetation Mapping FY2023
Goal 2 80003-10 Wildland Fire Resiliency Program FY2022
Goal 1 80034-44 Programmatic State and Federal Environmental Permitting FY2021
Goal 2 MAA01-004 Remediation Plan Development and Ranch Debris Site Clean Up–Madonna
Creek Ranch
FY2021
Goal 2 MAA05-010 Restoration Forestry Demonstration Project FY2026
Goal 1 MAA20-001 Wildlife Corridor: Highway 17 Crossing FY2024
Goal 1 & 2 MAA21-007 Bear Creek Redwoods Preserve Plan: Invasive Weed Treatment and Restoration FY2024
Goal 1 & 2 MAA21-010 Bear Creek Redwoods Landfill Characterization and Remediation FY2021
Goal 2 Operating Mountain Lion Collaring Effort–Rancho San Antonio FY2026
Goal 2 Operating Fire Suppression Program: Review Staffing, Equipment and Training FY2020
Goal 1 Operating Science Advisory Panel FY2022
Goal 2 Operating Agricultural Policy Review and Development FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
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%52%70%70%
Goal 1 Acres managed:
Enhance environmental quality by treating
Midpen lands for invasive weeds, restoring
degraded sites, and managing wildland fire fuels
80% of
Acreage
Specific in
Annual IPM
Plan
84.5% of
Acreage
Specific in
Annual IPM
Plan
70% of
Acreage
Specific in
Annual IPM
Plan
70% of
Acreage
Specific in
Annual IPM
Plan
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Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Natural Resources
Salaries and Benefits $1,526,797 $1,674,307 $1,702,139 $27,832 2%
Less: MAA Reimbursable Staff Costs (28,121)(30,150)(55,256)(25,106)83%
Net Salaries and Benefits 1,498,676 1,644,157 1,646,883 2,726 0%
Services and Supplies 1,567,470 3,235,389 2,851,933 (383,456)- 12%
Total Operating Expenditures 3,066,146 4,879,546 4,498,816 (380,730)- 8%
General Fund Capital 4,133 160,000 95,000 (65,000)- 41%
Measure AA Capital 733,658 947,150 1,086,756 139,606 15%
Total Capital Expenditures 737,790 1,107,150 1,181,756 74,606 7%
Total Natural Resources Expenditures $3,803,936 $5,986,696 $5,680,572 ($306,124)- 5%
Bear Creek Redwoods Open Space Preserve by Mike Kahn
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Planner IIPlanner III
Planner I
Planning Department
MISSION STATEMENT
Respecting the natural diversity and integrity of Midpen’s resources, work with and encourage public and private
agencies to preserve, maintain and enhance open space; work cooperatively with other governmental agencies
and community organizations to facilitate planning and development of recreation facilities and of public use;
encourage public input and involvement in Midpen’s decision-making process and other activities; participate in
the public review processes of land use plans of other agencies and development proposals that affect Midpen’s
mission; and follow management policies for quality care of the land and provision of public access appropriate to
the nature of the land, and consistent with ecological values and public safety.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Oversee and manage projects for public access, staff facilities and stewardship of cultural and historic
resources through scoping, feasibility, programming early design, and land use permitting.——————————————————————————––––––––––––——————————————————————————————Provide ongoing planning support during final design, permitting and project construction.——————————————————————————––––––––––––——————————————————————————————
Develop and maintain current and long-range use and management plans, policies and procedures for Preserves.——————————————————————————––––––––––––——————————————————————————————
Comply with all applicable federal, state, and local codes and regulations, and permitting requirements for
project planning and early design (e.g. California Environmental Quality Act, American for Disabilities Act,
National Preservation Act, etc.).——————————————————————————––––––––––––——————————————————————————————
Seek partnership opportunities, new grant and other funding sources to further Midpen’s mission, Vision Plan, ——————————————————————————––––––––––––——————————————————————————————
Strategic Plan goals and leverage Measure AA funding.——————————————————————————––––––––––––——————————————————————————————
Participate in long-term, multi-year regional planning and coordination efforts (e.g. San Francisco Bay Trail, Bay
Area Ridge Trail, Juan Bautista de Anza National Historic Trail, etc.) for a regionally integrated approach to
open space preservation and public access.——————————————————————————––––––––––––——————————————————————————————
Engage the public and partner agencies in Midpen’s planning activities.——————————————————————————––––––––––––——————————————————————————————
Plan and design signage for preserves and trails.——————————————————————————––––––––––––——————————————————————————————Review external planning activities and projects that may affect Midpen’s interests.——————————————————————————––––––––––––——————————————————————————————
Comply and document long-term mitigation and monitoring requirements for public access projects.——————————————————————————––––––––––––——————————————————————————————
Provide accessibility review of new public access improvement plans.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Planning Manager
Administrative
Assistant
(shared with E&C)
Senior Planner
Planner IIPlanner III
Senior PlannerSenior Planner
Planner I
Attachment 1
163Section IV • Budget and Action Plan FY21
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Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Manager 1 1 1 1 1 0
Senior Planner 2 2 2 2 3 1
Planner III 2 3 3 3 2 -1
Planner II 3 3 3 2 2 0
Planner I 1 1 1 2 2 0
Administrative Assistant*1 1 1 1 1 0
Total FTE 10 11 11 11 11 0
*Administrative Assistant is shared with Engineering and Construction but budgeted within the Planning Department.
Planning aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————
Goal 1 – Promote, establish, and implement a regional environmental protection vision with partners——————————————————————————––––––––––––——————————————————————————————
Goal 2 – Protect the positive environmental values of open space 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 3 31901 ADA Barrier Removal Ongoing
Goal 3 31903 Hwy 35 Multi-use Trail Crossing and Parking/Multimodal Access Study FY2023
Goal 3 MAA02-001 Cooley Landing Interpretive Facilities Design and Implementation FY2022
Goal 1 & 3 MAA06-002 Hawthorns Public Access Site Plan and CEQA FY2023
Goal 1 & 3 MAA18-002 Saratoga-to-the-Sea Regional Trail Connection FY2021
Goal 1 & 3 MAA20-002 Bay Area Ridge Trail: Highway 17 Crossing FY2026
Goal 3 & 4 MAA21-004 Bear Creek Stables Site Plan Implementation FY2022
Goal 3 & 4 MAA21-011 Phase II Trail lmprovements, Bear Creek Redwoods OSP FY2022
Goal 3 MAA22-004 Beatty Parking Area and Trail Connections FY2023
Goal 1 & 3 VP03-003 Purisima-to-the-Sea Trail and Parking Area Feasibility and Planning FY2024
Goal 3 VP05-002 La Honda Creek Parking and Trailhead Access Feasibility Study FY2022
Goal 1 & 3 VP11-001 Rancho San Antonio (RSA) Multimodal Access Study FY2023
Goal 2 & 3 Operating Basic Policy Update FY2022
Goal 4 Operating Historic Resources Procedural Guide/Inventory FY2025
Goal 3 Operating Regional Trails Planning and Coordination Ongoing
Goal 3 Operating Stevens Creek Trail Signage FY2021
Goal 3 & 4 Operating Interim Coastal Area Field Office FY2021
Goal 3 Operating La Honda Elementary Path to Pond FY2021
Goal 3 Operating Parking Area Naming Conventions FY2022
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Attachment 1
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Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 1 Number of projects leveraged with partnerships 90% of annual
target
(Target 8
projects)
88%
(7 of 8
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)
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Planning
Salaries and Benefits $1,325,662 $1,553,224 $1,611,040 $57,816 4%
Less: MAA Reimbursable Staff Costs (102)0 (44,749)(44,749)
Net Salaries and Benefits 1,325,560 1,553,224 1,566,291 13,067 1%
Services and Supplies 90,696 225,944 455,611 229,667 102%
Total Operating Expenditures 1,416,256 1,779,168 2,021,902 242,734 14%
Hawthorns Capital 0 48,000 48,000 0 0%
Total Hawthorns Expenditures 0 48,000 48,000 0 0%
General Fund Capital 164,893 87,500 51,500 (36,000)- 41%
Measure AA Capital 1,614,267 1,190,600 1,207,777 17,177 1%
Total Capital Expenditures 1,779,161 1,278,100 1,259,277 (18,823)- 1%
Total Planning Expenditures $3,195,416 $3,105,268 $3,329,179 $223,911 7%
Attachment 1
165Section IV • Budget and Action Plan FY21
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Rancho San Antonio Open Space Preserve by Ian Lee
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166 Section IV • Budget and Action Plan FY21
Public Affairs Department
MISSION STATEMENT
Make clearly visible to the public the purposes and actions of Midpen, and actively encourage public input and
involvement in Midpen’s decision-making process and other activities.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Maximize public awareness and understanding of Midpen and its activities.——————————————————————————––––––––––––——————————————————————————————
Engage the public through outreach and communication efforts that educate and involve the community and
expand Midpen’s capacity to reach diverse audiences.——————————————————————————––––––––––––——————————————————————————————Collect and evaluate constituent feedback and recommend action.——————————————————————————––––––––––––——————————————————————————————
Review and recommend legislation that affects and/or benefits Midpen’s ability to carry out its mission.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Administrative Assistant 1 1 1 1 1 0
Communications Supervisor 1 0 0 0 0 0
Community Outreach Specialist 1 0 0 0 0 0
Governmental Affairs Specialist 1 1 1 1 1 0
Public Affairs Assistant 1 0 0 0 0 0
Public Affairs Intern 0 1 1 0 0 0
Public Affairs Manager 1 1 1 1 1 0
Public Affairs Specialist I 0 1 1 1 1 0
Public Affairs Specialist II 2 3 3 4 3 -1
Total FTE 8 8 8 8 7 -1
Public Affairs
Manager
Public Affairs
Specialist II
Government
Affairs Specialist
Public Affairs
Specialist II
Public Affairs
Specialist I
Public Affairs
Specialist II
Administrative
Assistant
Attachment 1
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 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 40011 Website Redesign FY2021
Goal 3 Operating 50th Anniversary Planning FY2022
Goal 4 Operating Customer Relationship Management FY2022
Goal 4 Operating Digital Asset Management FY2021
Goal 3 Operating Good Neighbor Policy Update FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 3 Number of individuals reached through Youth
Engagement Program
1,000 9,500 6,000 10,500
Goal 3 Number of earned news stories about Midpen 100 199 50 151
Goal 3 Number of incoming information requests/
complaints answered within two business days
leveraging new Customer Response Management
system
90%91%90%90%
Goal 3 Number of website visits 525,000 524,387 500,000 525,000
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Public Affairs
Salaries and Benefits $924,052 $1,116,318 $967,506 ($148,812)- 13%
Services and Supplies 536,691 902,209 889,381 (12,828)- 1%
Total Operating Expenditures 1,460,743 2,018,527 1,856,887 (161,640)- 8%
Total Public Affairs Expenditures $1,460,743 $2,018,527 $1,856,887 ($161,640)- 8%
167Section IV • Budget and Action Plan FY21
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168 Section IV • Budget and Action Plan FY21
Real Property Department
MISSION STATEMENT
Purchase or otherwise acquire interest in strategic open space land; connect Midpen open space lands with federal,
state, county, city, and other protected open space lands, parklands and watershed lands.
CORE FUNCTIONS——————————————————————————––––––––––––——————————————————————————————
Provide comprehensive land conservation planning and analysis to guide the land purchase program in
coordination with other departments.——————————————————————————––––––––––––——————————————————————————————
Create and take advantage of opportunities to conserve a greenbelt of protected open space lands along the
ridgelines, foothills and baylands.——————————————————————————––––––––––––——————————————————————————————
Provide technical assistance to protect and secure Midpen public open space property rights and interests
(including fee and easement interests).——————————————————————————––––––––––––——————————————————————————————
Develop and strengthen neighbor, conservation partner and agency relationships to facilitate land conservation
and protection.——————————————————————————––––––––––––——————————————————————————————
Organizational Chart
Real Property
Manager
Senior Real
Property Agent Planner III
Real Property
Specialist I/II
Administrative
Assistant
Russian Ridge Open Space Preserve by Jeffrey Schwegman
Attachment 1
169Section IV • Budget and Action Plan FY21
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Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted FTE
FY21
Proposed
FTE
Change
from FY20
Modified
Manager 1 1 1 1 1 0
Senior Real Property Agent 1 1 1 1 1 0
Real Property Specialist I/II 1 1 1 1 1 0
Planner III 1 1 1 1 1 0
Administrative Assistant*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 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 FY2021
Goal 1 & 2 MAA15-004 Irish Ridge Land Conservation FY2021
Goal 1 & 2 VP01-001 Miramontes Ridge Land Conservation FY2021
Goal 1 & 3 VP03-002 South Cowell Upland Land Conservation FY2020
Goal 1 VP08-001 Upper San Gregorio Land Conservation FY2021
Goal 1 & 2 VP13-001 Cloverdale Ranch Land Opportunity FY2022
Goal 1 & 2 VP15-001 Redwood Forest Land Opportunity FY2021
Goal 1 & 3 VP19-001 El Sereno Trails, Wildlife Corridors and Land Conservation FY2020
Goal 1 & 3 VP19-002 El Sereno Land Conservation FY2021
Goal 1 & 3 VP24-002 SCVWD Exchange Agreement at Rancho de Guadalupe Area of SAOSP FY2021
Goal 1 & 2 VP25-001 Sierra Azul Loma Prieta Land Conservation FY2021
Goal 1 & 2 VP39-001 Lower San Gregorio Creek Watershed Land Conservation FY2021
Goal 1 & 3 N/A District-wide purchase options and low-value Land Fund Ongoing
Goal 1 & 4 Operating Coastside Lands Management Plan FY2022
Goal 1 & 4 Operating Land Conservation Guidance Document FY2022
Goal 3 Operating Regional Trails Planning and Coordination Ongoing
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
Attachment 1
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Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 1 Number of Preserves N/A 26 N/A N/A
Goal 1 Land Conservation N/A 433.61*N/A N/A
Goal 1 Total number of acres protected N/A 63,927*N/A N/A
Goal 2 Land Conservation Connectivity Purisima to
Cowell/Purisima
Coastal Trail
Purisima to
Cowell/Purisima
Coastal Trail*
N/A N/A
Goal 3 New Staff Facilities New
Administrative
Office
New
Administrative
Office
N/A N/A
Goal 1 Coastal Service Plan–15 Year Land
Acquisitions
11,105 Acres 11,105* Acres 100%100%
*Escrow for the Purisima Upland property closed on July 3, 2019.
Stevens Creek Shoreline Nature Study Area by Kwon Chiu
Attachment 1
171Section IV • Budget and Action Plan FY21
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Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Real Property
Salaries and Benefits $660,410 $812,727 $786,376 ($26,351)- 3%
Services and Supplies 135,801 148,866 138,884 (9,982)- 7%
Total Operating Expenditures 796,211 961,593 925,260 (36,333)- 4%
General Fund Capital 420,286 835,500 440,000 (395,500)- 47%
Measure AA Capital 2,174,026 13,500 1,577,000 1,563,500 11,581%
Total Capital Expenditures 2,594,312 849,000 2,017,000 1,168,000 138%
Total Real Property Expenditures 3,390,523 1,810,593 2,942,260 1,131,667 63%
One Time Expense: Fund 40 Land/Buildings 31,550,000 3,800,000 0 (3,800,000)- 100%
Grand Total Real Property Expenditures $34,940,523 $5,610,593 $2,942,260 ($2,668,333)- 48%
Russian Ridge Open Space Preserve by David Henry
Attachment 1
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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
Visitor Services Manager
and Chief Ranger
Skyline Area
Superintendent
Management
Analyst II
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Administrative
Assistant
Modified
Duty Staff
Visitor
Services
Intern
Environmental
Education
Specialist
Volunteer
Program
Manager
Volunteer
Program
LeadsInterpretation
and Education
Program Manager
Foothill Area
Superintendent
Supervising
Rangers
Seasonal
Rangers and
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Lead Rangers
Rangers
Ranger Aides
Program
Coordinator
Interpretation
Specialist
Attachment 1
Staffing Levels
Position FY17
Adopted
FTE
FY18
Adopted
FTE
FY19
Amended
FTE
FY20
Adopted
FTE
FY21
Proposed
FTE
Change
from FY20
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 0 0 1 1 1 0
Interpretive Specialist 0 0 0 1 1 0
Lead Ranger 4 4 5 5 5 0
Ranger 19 19 19 19 19 0
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 II 1 1 1 1 1 0
Visitor Services Intern 0 0 0 0.5 0.5 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 39.9 39.9 41.9 43.4 43.4 0
Visitor Services aligns project deliverables to Midpen’s Strategic Plan goals and objectives primarily through:
——————————————————————————––––––––––––——————————————————————————————Goal 2 – Protect the positive environmental values of open space 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 Operating Fire Suppression Program: Review Staffing, Equipment and Training FY2021
Goal 3 Operating Nature Center Web Camera FY2021
Goal 2 Operating Participate in the Wildfire Coordinating Committee to improve the District’s
preparation for and response to prescribed burns and wildland fires on District lands.
FY2022
Goal 4 Operating Citation Management System FY2021
For the full statement of Midpen’s Strategic Plan goals and objectives, see page 6; project details are included in
Section III.
173Section IV • Budget and Action Plan FY21
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Performance Metrics
Strategic Plan
Linkage
Indicator FY19
Target
FY19
Actuals
FY20
Target
FY21
Target
Goal 3 Annual number of Nature Center visitors 3,200 3,200 3,500 3,500
Goal 3 Number of permits issued 3,000 3,740 4,000 3,700
Goal 3 Number of stewardship volunteer hours 18,000 17,500 17,500 17,500
Goal 3 Number of interpretation and education
docent hours
5,000 4,553 5,000 5,000
Budget
Midpen Budget by
Expenditure Category
FY19
Actuals
FY20
Adopted
Budget
FY21
Proposed
Budget
$ Change
from FY20
Adopted
Budget
% Change
from FY20
Adopted
Budget
Visitor Services
Salaries and Benefits $4,893,030 $5,632,894 $5,690,801 $57,907 1%
Services and Supplies 383,290 963,509 720,447 (243,062)- 25%
Total Operating Expenditures 5,276,320 6,596,403 6,411,248 (185,155)- 3%
General Fund Capital 0 466,000 0 (466,000)- 100%
Total Operating Expenditures 0 466,000 0 (466,000)- 100%
Total Visitor Services Expenditures $5,276,320 $7,062,403 $6,411,248 ($651,155)- 9%
Russian Ridge Open Space Preserve by James Snyder
Attachment 1
Rancho San Antonio Open Space Preserve by James Snyder 175Section IV • Budget and Action Plan FY21
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176 Vision Plan Actions Overview • Budget and Action Plan FY21
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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——————————————————————————––––––––––––————————————————————————————————
Attachment 1
177Vision Plan Actions Overview • Budget and Action Plan FY21
# 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——————————————————————————––––––––––––————————————————————————————————
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178 Glossary • Budget and Action Plan FY21
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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.——————————————————————————––––––––––––————————————————————————————————
AO Administrative Office (Midpen headquarters)——————————————————————————––––––––––––————————————————————————————————
AP Accounts Payable——————————————————————————––––––––––––————————————————————————————————
Appropriation A legal authorization granted by the board of directors to make expenditures and
to incur obligations for specific purposes. An appropriation usually is limited in
amount and to the time in which it may be expended.——————————————————————————––––––––––––————————————————————————————————
Audit An official examination and verification of accounts and records, especially of
financial accounts.——————————————————————————––––––––––––————————————————————————————————
Balanced Budget A budget in which expenses do not exceed revenues. Specifically, resources,
including estimated revenue and other sources such as bond proceeds, transfers
in and approved fund balances/net assets, meet or exceed uses, including
appropriations and transfers out.——————————————————————————––––––––––––————————————————————————————————
Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized in
the accounts and reported in the financial statements. Government-wide financial
statements are prepared using the accrual basis of accounting. Budgets are
developed using the modified accrual basis of accounting.——————————————————————————––––––––––––————————————————————————————————
BCR Bear Creek Redwoods (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 Ser vice.——————————————————————————––––––––––––————————————————————————————————
CAFR Comprehensive Annual Financial Report——————————————————————————––––––––––––————————————————————————————————
Attachment 1
179Glossary • Budget and Action Plan FY21
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TERM DESCRIPTION——————————————————————————––––––––––––————————————————————————————————
California Environmental California law (California Public Resources Code section 21000 et seq.) that
Quality Act requires development projects to submit documentation of their potential
environmental impact.——————————————————————————––––––––––––————————————————————————————————CalPERS California Public Employee Retirement System——————————————————————————––––––––––––————————————————————————————————
CAPEX Capital expenditures——————————————————————————––––––––––––————————————————————————————————
Capital Budget Expenditures that are used to improve Midpen’s infrastructure and assets of the District.——————————————————————————––––––––––––————————————————————————————————
Capital Improvement and Midpen’s Capital Improvement Program and Action Plan for project and program
Action Plan deliver y——————————————————————————––––––––––––————————————————————————————————
Capital Improvement Program A multi-year plan for capital expenditures, with details on anticipated annual
expenditures and information about the resources estimated to be available to
finance the projected expenditures.——————————————————————————––––––––––––————————————————————————————————Capitalized Expenditures Expenditures resulting in the acquisition and/or construction of fixed assets, such
as land, land improvements, infrastructure, and equipment.——————————————————————————––––––––––––————————————————————————————————
Cash basis Cash basis is a method of recording accounting transactions for revenue and
expenses only when the corresponding cash is received, or payments are made.——————————————————————————––––––––––––————————————————————————————————CDFW California Department of Fish and Wildlife——————————————————————————––––––––––––————————————————————————————————
CEQA California Environmental Quality Act——————————————————————————––––––––––––————————————————————————————————
CFO Chief Financial Officer——————————————————————————––––––––––––————————————————————————————————
CIAP Capital Improvement and Action Plan——————————————————————————––––––––––––————————————————————————————————CIP Capital Improvement Program/Project——————————————————————————––––––––––––————————————————————————————————
Debt Service Debt ser vice is the payment of the principal and interest on an obligation resulting
from the issuance of bonds and/or promissory notes.——————————————————————————––––––––––––————————————————————————————————
Debt Service Fund A fund that accounts for accumulation of resources to be used for debt
service payments, as well as principal and interest payments and associated
administrative costs.——————————————————————————––––––––––––————————————————————————————————
Deficit The result of an excess of expenditures over resources.——————————————————————————––––––––––––————————————————————————————————
Designation of Fund Balance 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.——————————————————————————––––––––––––————————————————————————————————
Attachment 1
180 Glossary • Budget and Action Plan FY21
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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 FY21 to
indicate fiscal year ending June 20, 2021.——————————————————————————––––––––––––————————————————————————————————
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.——————————————————————————––––––––––––————————————————————————————————
Attachment 1
181Glossary • Budget and Action Plan FY21
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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.——————————————————————————––––––––––––————————————————————————————————
Hawthorns 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
extraordinary items) are at least 10 percent of corresponding totals for all
governmental or enterprise funds and at least 5 percent of the aggregate amount
for all governmental and enterprise funds.——————————————————————————––––––––––––————————————————————————————————
Measure AA Voter-approved general obligation bond to be used on improvement projects to
deliver the 25 Project Portfolios included in the bond measure.——————————————————————————––––––––––––————————————————————————————————
Midpen Midpeninsula Regional Open Space District——————————————————————————––––––––––––————————————————————————————————Modified Accrual The accrual basis of accounting is an accounting method which recognizes
expenses at the time a liability is incurred. Under the modified accrual basis of
accounting, expenditures are generally recognized in the accounting period
in which the related fund liability is incurred, but debt service expenditures are
recorded only when payment is due.——————————————————————————––––––––––––————————————————————————————————
New World System An ERP management information system with features and functionality to support
local government administration.——————————————————————————––––––––––––————————————————————————————————
NR Natural Resources (Department)——————————————————————————––––––––––––————————————————————————————————NWS New World System——————————————————————————––––––––––––————————————————————————————————
OPEB Other Post-Employment Benefits——————————————————————————––––––––––––————————————————————————————————
Operating Budget Projects costs for salaries and benefits, and ser vices and supplies.——————————————————————————––––––––––––————————————————————————————————
OPEX Operational expenditures——————————————————————————––––––––––––————————————————————————————————OSP Open Space 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.——————————————————————————––––––––––––————————————————————————————————
Attachment 1
182 Glossary • Budget and Action Plan FY21
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 SCVWD——————————————————————————––––––––––––————————————————————————————————
VS Visitor Services (Department)——————————————————————————––––––––––––————————————————————————————————
YTD Year To Date——————————————————————————––––––––––––————————————————————————————————
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Attachment 1
Rancho San Antonio Open Space Preserve by Strether Smith 183Budget and Action Plan FY21
Attachment 1
Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, California 94022-1404
650-691-1200
info@openspace.org
openspace.org
PRINTED ON POST
CONSUMER WASTE PAPER
Russian Ridge Open Space Preserve by Katie Nelson
Attachment 1
R-20-60
Meeting 20-12
June 10, 2020
AGENDA ITEM 10
AGENDA ITEM
Controller’s Report on the Proposed Fiscal Year 2020-21 Budget
GENERAL MANAGER’S RECOMMENDATION
Approve the Controller’s Report on the Fiscal Year 2020-21 Budget.
SUMMARY
Beginning cash balances, estimated at a total of $97 million, and projected Fiscal Year 2020-21
revenues, adjusted for the estimated impact of the COVID-19 shutdown, are adequate to cover
budgeted debt service, operating expenses, capital expenditures, and reserve requirements.
District long-term financial projections indicate that the proposed Fiscal Year 2020-21 budget is
sustainable and consistent with District long-term plans and objectives.
DISCUSSION
The first attachment, FY2019-20 Review, compares my current forecast of Fiscal Year 2019-20
revenues and expenditures to the projections presented in my June 12, 2019 Controller’s Report.
Due to fewer real estate transactions during the current shutdown, supplemental tax revenue has
dropped, reducing Fiscal Year 2019-20 tax revenues to about 1% below projection. Property
management, grant, and interest and other revenues each met or exceeded budget and projection.
Excluding the Gordon Ridge land acquisition, general fund (GF) spending again ran well below
budget and my discounted projection, with operating expenses and non-land GF capital spending
estimated at 86% and 42% of the original budgets, respectively. These variances will be used up
almost entirely in June with the completion of the Gordon Ridge purchase and a proposed $1.5
million pension prepayment to our PARS account. Non-land Measure AA (MAA) capital
expenditures will be within 2% of the original budget if current encumbrances close out in June.
The projection included closing $7.8 million of planned MAA land acquisitions—all of which
have moved to next year. Hawthorn fund spending was again minimal—the fund actually grew
by some $50,000. If these projections are accurate, the District will begin the new fiscal year
with cash balances totaling about $97 million -- $57.4 million in the general fund, $38.0 million
in the Measure AA fund, and $1.65 million in the Hawthorn endowment fund.
The second attachment, FY20-21 Cash Projection, summarizes the proposed budget and my
estimate of projected 2020-21 results, breaking the income and spending into three sections: [1]
general fund, [2] MAA capital fund, and [3] Hawthorn endowment fund. The first column lists a
summary of the proposed Fiscal Year 2020-21 budget. The second column shows my
R-20-60 Page 2
expectations, based on experience, of probable budget variances, including anticipated
unbudgeted MAA land purchases. The third column is my current projection for next year’s
cash flows.
The third attachment, MROSD 30 Year Cash Flow Projection (FY21-50), includes the above
projected Fiscal Year 2019-20 and 2020-21 numbers in the first two columns, and then projects
forward year by year through Fiscal Year 2050 utilizing staff advice and my updated
assumptions. The proposed Fiscal Year 2020-21 budget fits comfortably within the long-term
model. The model assumes assessed valuation (AV) growth of about 6.5% in Fiscal Year 2020-
21, 1.0% in 2021-22, and 3.5% per year thereafter. The 3.5% assumption is intended to be
conservative as the District has enjoyed average assessed value (AV) growth of approximately
6% per year over its first 48 years, including the impact of four recessions since 1980.
District Recession Experience
Recessions impact District tax revenue with a one to two year lag because we receive only
property tax, and property tax revenue allocated in any fiscal year is based on the AV calculated
as of January 1 of the prior fiscal year. In the four recessions since 1980, the lowest tax revenue
growth occurred two fiscal years following the start of the recession. The lowest one-year AV
growth from these four recessions was 3.4% in 1983-84, 2.6% in 1992-93, 1.8% in 2003-04, and
-0.5% in 2010-11. The most significant recession-related District revenue hit was in fiscal year
2005 and 2006, during which the state took $3.5 million of District tax revenue in ERAF III, part
of the state’s plan to repair fiscal damage from the 2001-02 recession. Two similar post-
recession state ERAFs occurred in the previous decade but the District escaped both due to the
legislative clout of larger multi-county districts. The period of lowest three-year compounded
District AV growth was 2009-12: 1.4% per year. One reason for the low AV growth in these
recessions was low inflation; the AV did not receive the full 2% increase added each year to
properties which experience no transaction. In fact, the inflation factor was negative in 2010-11
and that year’s AV was reduced accordingly. Of course, District AV recovered strongly and our
compounded ten-year AV growth 2008-18 was 5.8% per year. The actual county collection of
tax has never been an issue for the District due to our participation in the Teeter Plan, under
which we receive our full allotment of AV-based property tax, regardless of actual collections (in
exchange, the counties get all of the interest and penalties). Bond counsel advices that the
counties can suspend the Teeter Plan at any time, which I expect Santa Clara and San Mateo will
do in 2020-21, in response to the governor’s May 6 executive order suspending interest and
penalties, for certain qualifying homeowners, on unpaid property taxes until May 6, 2021. So,
for the first time, we may feel a negative impact from the amount and timing of actual property
tax collection in 2020-21. Santa Clara County’s property tax delinquency rate is normally very
low (0.44% last year) and it will be interesting to see how qualifying homeowners respond to the
lack of penalties and interest.
Fiscal Year 2020-21 General Fund Tax Revenue
General fund tax revenue to be received between July 1, 2020 and June 30, 2021 is budgeted at
$53.5 million, a projected annual increase of 3.1% over 2019-20. This reflects a projected 7%
increase in current secured AV (as of 1/1/20), no change in unsecured AV, a 3% increase in
redevelopment-related taxes, a 20% decrease in supplemental property taxes (assuming a
continued slowdown in real estate transactions), and a reserve of $1.5 million for potentially
deferred or uncollected taxes due to the May 6 executive order and other delinquencies,
R-20-60 Page 3
calculated at 3% of estimated secured tax. If the Teeter Plan was in place and collections were
not an issue, estimated GF tax revenue would be $55.0 million, a 6% increase. The 3% reserve
is a guess based on the following: [a] the executive order only applies to home and condo
owners, which represent about 67% of total Santa Clara County secured AV, [b] the executive
order excludes all property taxes collected through mortgage impound accounts, which exist for
about 57% of all California home mortgages, and [c] the District unemployment rate is currently
somewhere in the 10-15% range (probably lower for homeowners and lower still for
homeowners without impound accounts). Thus, the executive order only applies to some 30% of
secured AV, of which about 10-15% may meet the not-yet-written criteria for proving they
cannot pay due to the shutdown — hence, 3 to 5% of secured tax is at risk for deferral.
However, unless extended, late payment penalties resume on May 7, 2021. If all deferred taxes
are paid in May 2021, there is no impact on tax revenue collected in the fiscal year -- it just
comes in later in the year. The 3% reduction reserve assumes no Teeter Plan protection, two-
thirds of the deferral is collected in May 2021, and the overall delinquency rate triples to 1.5%
(0.67 x 0.43 x 0.15 x 0.33 = 1.5% deferred + 1.5% delinquency = 3%).
Other Budgeted General Fund Revenue totals $3.4 million, consisting of anticipated income
from rental properties, interest, Rancho San Antonio park management, grants, and other minor
sources. All these budget estimates appear to be appropriate.
Fiscal 2020-21 General Fund Expenditures
1. Operating Expenses are budgeted at $36.8 million, or 69% of projected GF tax revenue.
While below last year’s original budget, this represents a 15% increase over estimated
actual spending in 2019-20, excluding the proposed June 2020 $1.5 million pension
prepayment. My projection only includes a 3% haircut on this Opex budget, probably
leaving room for another pension prepayment next June.
2. Non-MAA Capital Expenditures: The budget includes $15.9 million for capital
expenditure (capex) projects that do not qualify for MAA funding. This breaks down to
$12.0 million for staff facility construction and $3.9 million for normal GF capex. Any
of the facility spending that does not occur next year will happen in the following year,
so the amount budgeted in 2020-21 is not very important, but the $12.0 million budget
estimate seems aggressive, warranting a 20% downward adjustment. The non-facility
capex budget seems less aspirational than normal, so I show no adjustment.
3. Debt Service: The debt service requirement for non-MAA debt for fiscal 2020-21 is
$10.7 million, up 3% from the current year.
General Fund Reserves: If all GF revenues, expenditures, and reimbursements occur as
projected, the June 30, 2021 GF cash balance would be $54.3 million, $2.9 million less than the
starting balance. After prudent changes to committed reserves, the ending unassigned GF cash
balance will be well above requirements.
Fiscal Year 2020-21 MAA Tax, Grant, and Interest Revenue
This year’s MAA tax levy must cover debt service requirements of the 2015 and 2018 Series
General Obligation (GO) Bonds in September 2020, March 2021, and September 2021, net of
existing cash balances. Goodwin Consulting Group, our tax administration consultant, will be
R-20-60 Page 4
providing its tax rate recommendation in June. Assuming suspension of the Teeter Plan, we will
need to factor in potential tax deferrals and collection delinquencies. We will bring this
recommendation to the Board in late June or July, for your review and approval. Pending
Goodwin’s calculations, MAA tax revenue is budgeted at $6.2 million. Grant revenue tied to
MAA projects is budgeted at $1.6 million and interest income is estimated at $450,000.
Fiscal Year 2020-21 MAA Fund Capital Expenditures: The budget includes $11.7 million of
MAA capex, including $1.6 million for one land purchase already approved by the Board. Based
on advice from Real Property, I have added $7.4 million for additional anticipated MAA land
purchases in 2020-21, making a total MAA capex projection of $19.1 million.
Fiscal Year 2020-21 MAA Debt Service: Scheduled debt service on outstanding GO bonds
totals $6.0 million in 2020-21.
MAA Fund Balance: Given expected revenues, expenditures, and GF reimbursements, the MAA
cash balance at the end of June 2021 would be $21.1 million.
Hawthorn Endowment: The budget includes $110,200 of spending from the Hawthorn
endowment. If spent, this would reduce the endowment fund to $1.55 million at June 30, 2021.
Updated Long-Term Financial Model
I have updated the 30-year model with the latest thinking about the impact of the COVID-19
shutdown, potential land acquisitions, staff facility costs, low interest rates, and the level of
general fund opex and capex needed to meet strategic objectives. I have projected AV and tax
growth in 2021-22 at 1.0%. While this may prove to be conservative, it is not a good idea to go
against the advice of Larry Stone, the longtime Assessor of Santa Clara County, who suggested a
(county-wide) number in this range. This includes the AV impact of zero or negative inflation
and slow real estate activity, but no mass down-assessments and foreclosures as occurred in the
Great Recession. A further conservative factor is that I did not add back into the 2021-22 tax
revenue any of the $1.5 million deducted from the 2020-21 tax estimate. The prices paid in
residential and commercial real estate transactions closing between September and December
2020 will determine the extent of down assessments, if any, and drive the January 1, 2021 AV
and 2021-22 tax growth. It is amazing to note that the overall U.S. stock market has already
rebounded to near all-time highs, and the stock prices of the seven most valuable companies in
our area (Apple, Google, Facebook, Oracle, Cisco, Tesla and Intel) are each up over the last
three months, several by as much as 15-20%! So, this feels very different from the Great
Recession and I believe the negative impact on District finances will be smaller and shorter than
in 2009-11. There is no lack of wealth (and future-oriented skills) within the District to hold up
both residential and commercial AV growth.
The 3.5% AV growth assumed starting in 2022-23 does not consider the potential 15% increase
in District AV that would occur with voter approval and implementation of the “Split Role”
initiative on the November 2020 ballot. The model assumes the sale of the current Distel Circle
headquarters building for $10 million and the subsequent pay-off of our existing parity bonds.
The model continues to support the growth of operational and GF capex funding at least to the
levels called for in the Financial and Operating Sustainability Model (FOSM) plan, with Opex
spending allowed to grow at 2 percentage points more than tax revenue growth through 2034-35.
Sale of the next tranche of GO bonds will be needed when the District is ready to close a MAA
land purchase in the $12-20 million range; the model assumes this will happen in 2022-23.
R-20-60 Page 5
The original 2014-15 plans for the $300 million MAA program bond funding, over thirty years at
a maximum tax rate of $3.18, assumed long-term AV growth of 4.5% per year. Because of the
strong AV growth since 2015, the model indicates that even with the COVID-19 shutdown and
the more conservative 3.5% AV growth assumption, we will have MAA funding to complete the
program three years early. The last maturity of our current GF debt is in Fiscal Year 2038-39, so
we have considerable unused GF financing capacity should additional funding become
necessary.
Overall, the proposed Fiscal Year 2020-21 budget is consistent with our long-term financial
plans, and the model indicates that the District remains on a prudent, sustainable financial path.
FISCAL IMPACT
There are no unbudgeted fiscal impacts associated with this Agenda Item.
PUBLIC NOTICE
Public notice was provided as required by the Brown Act. No additional notice is required.
CEQA COMPLIANCE
Board review of the Controller’s Report is not a project under the California Environmental
Quality Act and no environmental review is required.
NEXT STEPS
Following this Agenda Item, the Board will be asked to evaluate the FY2020-21 Budget in view
of the information contained in the Controller’s report.
Attachments:
1. FY 2019-20 Review
2. 2020-21 Cash Projection
3. MROSD 30 Year Cash Flow Projection (FY21-50)
Prepared by:
Michael L. Foster, Controller
June 2019 May 2020 Forecast % of Original
Projected Forecast Variance Budget
EST. BEGINNING GENERAL CASH 52.64 56.15 3.51
GENERAL FUND TAX REVENUE 52.30 51.88 (0.42)100%
SANTA CLARA COUNTY PARKS 0.38 0.38 0.00 100%
PROPERTY MANAGEMENT 2.06 2.08 0.02 101%
INTEREST INCOME 1.08 1.08 0.00 100%
GRANT INCOME 0.20 1.96 1.76 Gordon Ridge
OTHER INCOME 0.10 0.23 0.13 230%
TOTAL GENERAL FUND REVENUE 56.12 57.61 1.50 103%
OPERATING EXPENSES 34.04 32.00 (2.04)86%
PENSION PREPAYMENT 1.50 1.50 0.00 not budgeted
NEW FACILITIES CAPEX 1.93 1.48 (0.45)77%
NON-MAA LAND ACQUISITION 5.31 9.22 3.91 Gordon Ridge
NON-MAA CAPITAL SPENDING 4.48 2.46 (2.02)51%
NON-MAA DEBT SERVICE 10.40 10.40 0.00 100%
TOTAL GENERAL FUND SPENDING 57.66 57.06 (0.61)99%
OPERATING CASH FLOW (1.54)0.56 2.10
NET MAA REIMBURSEMENTS 1.75 0.53 (1.22)
ENDING GENERAL FUND CASH 52.85 57.24 4.39
COMMITTED RESERVES 24.10 27.40 3.30
AVAILABLE GENERAL FUND CASH 28.75 29.84 1.09
EST. BEGINNING MMA FUND CASH 45.28 46.12 0.84
MAA DEBT SERVICE 5.64 5.64 0.00 100%
MAA TAX REVENUE 5.44 5.22 (0.22)96%
INTEREST INCOME 0.87 1.00 0.13 115%
GRANT INCOME 2.11 2.11 0.00 100%
MAA CAPITAL SPENDING 9.45 9.30 (0.15)98%
MAA LAND PURCHASES 7.75 0.06 (7.70)not budgeted
REIMBURSE THE GENERAL FUND 16.83 8.68 (8.15)
ENDING MAA FUND CASH BALANCE 29.12 38.02 8.90
BEGINNING HAWTHORN CASH 1.53 1.60 0.07
HAWTHORNE INTEREST 0.04 0.06 0.02 150%
HAWTHORNE SPENDING 0.14 0.01 (0.13)10%
ENDING HAWTHORN FUND CASH 1.43 1.65 0.22
ENDING BOND PREMIUM CASH 0.08 0.01 (0.07)
ENDING TOTAL CASH BALANCES 83.57 96.91 13.44
($Millions)
FY2019-20 Review
FY19-20FINREV 12:01 PM6/4/2020
Attachment 1
BUDGET adjust Projected
EST. BEGINNING GENERAL CASH 57.24 57.24
GENERAL FUND TAX REVENUE 53.49 53.49
SANTA CLARA COUNTY PARKS 0.39 0.39
PROPERTY MANAGEMENT 1.73 1.73
INTEREST INCOME 0.89 0.89
GRANT INCOME 0.29 0.29
OTHER INCOME 0.10 0.10
TOTAL GENERAL FUND REVENUE 56.89 56.89
OPERATING EXPENSES 36.77 -3%35.67
NEW FACILITY CAPEX 11.96 -20%9.57
NON-MAA CAPITAL SPENDING 3.89 3.89
NON-MAA DEBT SERVICE 10.68 10.68
TOTAL GENERAL FUND SPENDING 63.31 59.81
OPERATING CASH FLOW (6.42)(2.92)
NET REIMBURSEMENTS
ENDING GENERAL FUND CASH 50.82 54.32
COMMITTED RESERVES 27.25 27.25
AVAILABLE GENERAL FUND CASH 23.57 27.06
EST. BEGINNING MMA FUND CASH 38.02 38.02
MAA DEBT SERVICE 5.96 5.96
MAA TAX REVENUE 6.20 6.20
INTEREST INCOME 0.45 0.45
GRANT INCOME 1.62 1.62
MAA CAPITAL SPENDING 10.13 10.13
MAA LAND PURCHASES 1.56 7.40 8.96
REIMBURSE THE GENERAL FUND 10.25 17.65
ENDING MAA FUND CASH BALANCE 28.46 21.06
BEGINNING HAWTHORN CASH 1.65 1.65
HAWTHORNE INTEREST 0.01 0.01
HAWTHORNE SPENDING 0.11 0.11
ENDING HAWTHORN FUND CASH 1.55 1.55
ENDING BOND PREMIUM CASH 0.01 0.01
ENDING TOTAL CASH BALANCES 80.85 76.94
FY2020-21 Cash Projection
FY20-21BUDGET 12:00 PM6/4/2020
Attachment 2
MROSD 30 YEAR CASH FLOW PROJECTION (FY21-50) ($Millions) 5/28/20
TAX GROWTH STARTING 22-23: 3.5 %GenFund CAPEX BASE:$4.8 M GenFund LAND ACQ:$1.0 M/yr
OPEX GROWTH STARTING 22-23: 5.5 %GenFund CAPEX GR:4.0 %21-22- to 33-34 RESERVE INCR:$2.0 M/yr
OPEX GR > TAX GR:2.0 %GRANTS/MAA CAPEX:7 %OTHER REVENUE GR:2 %
FISCAL YEAR: 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33 33-34 34-35 FY21-35
BEGINNING GEN CASH 56.15 57.23 54.31 40.38 50.44 50.79 55.95 60.56 65.41 69.95 74.28 78.02 80.38 81.74 82.06 81.80
TAX REVENUE 51.88 53.49 54.02 55.92 57.87 59.90 61.99 64.16 66.41 68.73 71.14 73.63 76.21 78.87 81.64 84.49 1008.5
AO FACILITY REVENUE 0.80 0.40 10.00 0.43 0.44 0.45 0.46 0.48 0.48 0.49 0.50 0.25 14.4
OTHER REVENUE 4.93 3.00 3.00 3.06 3.12 3.18 3.25 3.31 3.38 3.45 3.51 3.59 3.66 3.73 3.80 3.88 50.9
OPERATING REVENUES 57.61 56.89 57.02 68.98 61.42 63.52 65.69 67.94 70.26 72.67 75.15 77.72 80.12 82.60 85.44 88.37 1073.8
OPERATING EXPENSES 33.50 35.67 36.92 38.63 40.75 43.00 45.36 47.35 49.96 52.71 55.61 58.66 61.89 65.29 68.89 72.67 773.4
Operating Exp/Taxes 65%67%68%69%70%72%73%74%75%77%78%80%81%83%84%86%
GenFund CAPEX 2.46 3.89 4.80 4.99 5.19 5.40 5.62 5.84 6.07 6.32 6.57 6.83 7.11 7.39 7.39 7.68 91.1
GenFund LAND ACQ 9.22 1.00 1.02 1.04 1.06 1.08 1.10 1.13 1.15 1.17 1.20 1.22 1.24 1.27 1.29 16.0
NEW FACILITIES 1.48 9.57 17.50 2.00 29.1
DEPOSITS/ADJUSTMENTS -0.53
GenFund DEBT SERVICE 10.40 10.68 10.74 12.28 14.08 8.91 9.02 8.80 8.57 8.16 8.06 8.67 8.54 8.36 8.16 6.95 140.0
GenFund SPENDING 56.53 59.81 70.95 58.92 61.07 58.36 61.08 63.09 65.72 68.33 71.41 75.36 78.75 82.29 85.70 88.60 1049.5
OPERATING CASH FLOW 1.08 -2.92 -13.93 10.05 0.36 5.16 4.61 4.84 4.54 4.33 3.74 2.36 1.36 0.32 -0.26 -0.23 24.3
ENDING GenFund CASH 57.23 54.31 40.38 50.44 50.79 55.95 60.56 65.41 69.95 74.28 78.02 80.38 81.74 82.06 81.80 81.57
COMMITTED RESERVES 27.40 27.25 13.50 15.50 17.50 19.50 21.50 23.50 25.50 27.50 29.50 31.50 33.50 35.50 37.50 39.50
USABLE GenFund CASH 29.83 27.06 26.88 34.94 33.29 36.45 39.06 41.91 44.45 46.78 48.52 48.88 48.24 46.56 44.30 42.07
BOND PROCEEDS (NET)45.0 35.0 30.0 30.0 27.5 167.5
GO BOND DEBT SERVICE 5.64 5.96 5.71 6.33 6.83 8.02 9.06 9.06 9.66 10.71 10.72 11.31 12.51 12.52 13.07 14.17 145.6
GO BOND TAX REVENUE 5.22 6.20 5.94 6.58 7.10 8.34 9.43 9.42 10.05 11.14 11.15 11.77 13.01 13.02 13.59 14.73 151.5
INTEREST LESS COI 1.00 0.45 0.45 0.65 0.25 0.40 0.70 0.40 0.30 0.45 0.40 0.30 0.50 0.35 0.20 0.70 6.5
MAA CAPEX 9.35 19.09 32.40 14.00 11.50 14.00 12.00 12.00 13.00 11.00 11.00 13.00 11.00 11.00 12.00 12.00 209.0
LESS: GRANT INCOME 2.11 1.62 0.83 0.98 0.81 0.98 0.84 0.84 0.91 0.77 0.77 0.91 0.77 0.77 0.84 0.84 13.5
NET MAA CAPEX 7.24 17.47 31.57 13.02 10.70 13.02 11.16 11.16 12.09 10.23 10.23 12.09 10.23 10.23 11.16 11.16 195.5
BOND REIMBURSEMENT 8.68 17.65 31.57 13.02 10.70 13.02 11.16 11.16 12.09 10.23 10.23 12.09 10.23 10.23 11.16 11.16 195.7
MAA FUND CASH 38.02 21.06 35.17 23.05 12.88 35.58 25.48 15.08 33.68 24.33 14.93 33.59 24.36 14.98 32.04 22.15
BOND PREMIUM CASH 0.00 0.00 1.00 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50
ENDOWMENT CASH 1.65 1.55 1.47 1.39 1.31 1.23 1.15 1.07 0.99 0.91 0.83 0.75 0.67 0.59 0.51 0.43 1.22
ENDING TOTAL CASH 96.90 76.92 78.02 75.37 65.48 93.26 87.69 82.06 105.12 100.02 94.28 115.22 107.27 98.13 114.85 104.65
CUMM MAA CAPEX 74.6 93.6 126.0 140.0 151.5 165.5 177.5 189.5 202.5 213.5 224.5 237.5 248.5 259.5 271.5 283.5
30YRCF052720
12:01 PM6/4/2020
Attachment 3
MROSD 30 YEAR CASH FLOW PROJECTION (FY21-50) ($Millions)
TAX GROWTH: 3.5 %NON-MAA CAPEX BASE:$4.8 M RESERVE INCR:$1.00 M/year
5/28/20 OPEX GROWTH: 4.25 %NON-MAA CAPEX GR:3.0 %GRANTS/MAA CAPEX:7 %
OPEX GR > TAX GR:0.75 %OTHER REVENUE GR:2 %
FISCAL YEAR: 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48 48-49 49-50 FY36-50
BEGINNING GEN CASH 81.80 81.57 81.03 79.17 77.42 78.03 81.81 86.12 89.88 93.05 95.57 97.40 100.05 103.91 104.99 106.34
TAX REVENUE 84.49 87.45 90.51 93.68 96.96 100.35 103.86 107.50 111.26 115.15 119.19 123.36 127.67 132.14 136.77 141.55 1687.4
OTHER REVENUE 3.88 3.96 4.04 4.12 4.20 4.28 4.37 4.46 4.55 4.64 4.73 4.83 4.92 5.02 5.12 5.22 68.5
OPERATING REVENUES 88.37 91.41 94.55 97.80 101.16 104.64 108.23 111.96 115.81 119.79 123.92 128.18 132.60 137.16 141.89 146.78 1755.9
OPERATING EXPENSES 72.67 75.76 78.98 82.34 85.84 89.49 93.29 97.26 101.39 105.70 110.19 114.87 119.76 124.84 130.15 135.68 1545.5
Operating Exp/Taxes+RR 86%87%87%88%89%89%90%90%91%92%92%93%94%94%95%96%
GenFund CAPEX 7.68 7.92 8.15 8.40 8.65 8.91 9.18 9.45 9.74 10.03 10.83 11.15 11.49 11.83 12.19 12.55 150.5
GenFund LAND ACQ 1.29 1.32 1.35 1.37 1.40 1.43 1.46 1.49 1.52 1.55 1.58 1.61 1.64 1.67 1.71 1.74 22.8
NET REIMBURSEMENTS 0.50 0.50 2.50 0.60 1.80 0.30 6.2
GenFund DEBT SERVICE 6.95 6.95 7.93 7.43 4.66 1.03 28.0
GenFund SPENDING 88.60 91.95 96.41 99.54 100.55 100.85 103.92 108.19 112.64 117.27 122.09 125.53 128.74 136.08 140.54 147.93 1732.2
OPERATING CASH FLOW -0.23 -0.54 -1.86 -1.75 0.61 3.78 4.31 3.76 3.17 2.52 1.82 2.66 3.85 1.09 1.35 -1.16 23.6
ENDING GENERAL CASH 81.57 81.03 79.17 77.42 78.03 81.81 86.12 89.88 93.05 95.57 97.40 100.05 103.91 104.99 106.34 105.19
COMMITTED RESERVES 39.50 40.50 41.50 42.50 43.50 44.50 45.50 46.50 47.50 48.50 49.50 50.50 51.50 52.50 53.50 54.50
AVAILABLE GEN CASH 42.07 40.53 37.67 34.92 34.53 37.31 40.62 43.38 45.55 47.07 47.90 49.55 52.41 52.49 52.84 50.69
BOND PROCEEDS (NET)0.00 27.50 10.00 37.5
GO BOND DEBT SERVICE 14.17 14.17 14.99 15.80 15.80 16.10 16.39 16.39 16.39 16.39 16.38 16.38 16.38 13.83 13.82 11.13 230.3
GO BOND TAX REVENUE 14.73 14.88 15.74 16.59 16.59 16.90 17.21 17.05 16.88 16.71 16.54 16.55 16.54 13.96 13.96 11.24 237.3
INTEREST LESS COI 0.70 0.40 0.30 0.70 0.40 0.30 0.70 0.40 0.30 0.30 0.30 0.30 0.25 0.25 0.25 0.20 5.4
MAA CAPEX 12.00 11.00 11.50 11.00 11.00 7.50 6.00 4.00 62.0
LESS: GRANT INCOME 0.84 0.77 0.81 0.77 0.77 0.53 0.42 0.28 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 4.3
NET MAA CAPEX 11.16 10.23 10.70 10.23 10.23 6.98 5.58 3.72 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 57.7
BOND REIMBURSEMENT 11.16 10.23 10.70 10.23 10.23 6.98 5.58 3.72 0.30 0.50 0.50 0.50 2.50 0.60 1.80 0.30 64.7
MAA FUND CASH 22.15 13.03 30.88 22.14 13.10 17.23 13.17 10.51 11.00 11.13 11.09 11.05 8.97 8.76 7.36 7.37
BOND PREMIUM CASH 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
ENDOWMENT 0.43 0.40 0.37 0.34 0.32 0.29 0.26 0.23 0.20 0.17 0.15 0.12 0.09 0.06 0.03 0.00 0.43
ENDING TOTAL CASH 104.65 94.96 110.42 99.91 91.45 99.33 99.55 100.62 104.25 106.88 108.63 111.22 112.97 113.82 113.73 112.56
CUMM MAA CAPEX 283.5 294.5 306.0 317.0 328.0 335.5 341.5 345.5 345.5 345.5 345.5 345.5 345.5 345.5 345.5 345.5
30YRCF052720
12:01 PM6/4/2020
Attachment 3
5/28/20
FISCAL YEAR: 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29 29-30 30-31 31-32 32-33 33-34 34-35
AV GROWTH starting 22-23:3.5 %
ASSESSED VALUE ($B)303.3 323.0 326.2 337.7 349.5 361.7 374.4 387.5 401.0 415.1 429.6 444.6 460.2 476.3 493.0 510.2
MAA DEBT SVC-OLD ($M)7.27 5.96 5.31 5.30 5.30 5.30 5.29 5.29 5.29 5.29 5.29 5.29 5.28 5.30 5.29 5.29
MAA DEBT SVC-NEW ($M)0.90 2.03 2.03 2.73 3.78 3.78 4.38 5.43 5.43 6.03 7.23 7.23 7.78 8.88
less Bond Premium 1.63 0.00 0.50 1.00 0.50
NET MAA DEBT SVC 5.64 5.96 5.71 6.33 6.83 8.02 9.06 9.06 9.66 10.71 10.72 11.31 12.51 12.52 13.07 14.17
MAA TAX REVENUE 5.22 6.20 5.94 6.58 7.10 8.34 9.43 9.42 10.05 11.14 11.15 11.77 13.01 13.02 13.59 14.73
TAX RATE $1.72 $1.92 $1.82 $1.95 $2.03 $2.31 $2.52 $2.43 $2.51 $2.68 $2.59 $2.65 $2.83 $2.73 $2.76 $2.89
FISCAL YEAR: 34-35 35-36 36-37 37-38 38-39 39-40 40-41 41-42 42-43 43-44 44-45 45-46 46-47 47-48 48-49 49-50
AV GROWTH: 3.5 %
ASSESSED VALUE ($B)510.2 528.1 546.6 565.7 585.5 606.0 627.2 649.2 671.9 695.4 719.7 744.9 771.0 798.0 825.9 854.8
MAA DEBT SVC-OLD ($M)5.29 5.29 5.29 5.28 5.27 5.27 5.27 5.27 5.26 5.26 5.26 5.26 5.25 2.70 2.70 0.00
MAA DEBT SVC-NEW ($M)8.88 8.88 9.70 10.53 10.53 10.83 11.13 11.13 11.13 11.13 11.13 11.13 11.13 11.13 11.13 11.13
NET MAA DEBT SVC 14.17 14.17 14.99 15.80 15.80 16.10 16.39 16.39 16.39 16.39 16.38 16.38 16.38 13.83 13.82 11.13
MAA TAX REVENUE 14.73 14.88 15.74 16.59 16.59 16.90 17.21 17.05 16.88 16.71 16.54 16.55 16.54 13.96 13.96 11.24
TAX RATE $2.89 $2.82 $2.88 $2.93 $2.83 $2.79 $2.74 $2.63 $2.51 $2.40 $2.30 $2.22 $2.15 $1.75 $1.69 $1.31
MROSD PROJECTED MEASURE AA TAX RATE (FY21-50)
30YRCF052720
12:01 PM6/4/2020
Attachment 3
DATE: June 10, 2020
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Elish Ryan, Planner III and Omar Smith, Senior Property Management Specialist
SUBJECT: Tunitas Creek Open Space Preserve – Gordon Ridge Barn Siding Protection
______________________________________________________________________________
At the April 22, 2020 Board meeting, the Board of Directors directed the General Manager to provide
information regarding the application of a protective sealant to extend the life of the wood siding of the
barn on the Gordon Ridge property (R 20-41). Staff spoke with the consultant who prepared a historic
resource evaluation of the barn to provide guidance. The consultant reevaluated photos taken during their
site visit in March 2020 and found, contrary to their initial assessment, that the siding contained remnant
patches of paint under the eaves. As no records were found that would connect when the barn was
painted to the barn’s period of historic significance (1870-1930), exterior paint was not included in the
character-defining features of barn’s historical significance.1 The consultant concluded that the loss of
paint did not impact the building’s integrity in regard to historic materials and clearly communicates its
age and history as a wood-frame agricultural building.
The consultant offered protection options and referred staff to best management practices for maintenance
outlined in the Secretary of Interior’s Standards for Historic Barns. As outlined in the Secretary of
Interior’s brief, barns may experience substantial change, with additions, alterations, and repair occurring
on an ad hoc basis to meet the everyday needs of the farm. Durability and ruggedness of the barn’s
materials impart character. Repairs of features or materials are preferred over replacement. Cleaning
methods, applications techniques, or chemicals that damage historic materials are to be avoided.
Options and estimated costs to extend the useable life of the barn’s vertical wood siding within the
context of its historical significance include:
Option 1: Building inspection to establish routine maintenance and recommend minor repairs as
needed. The inspection will identify minor repairs for damage from water intrusion, wind or
insect damage; cracked, rotten or missing boards; removal of vegetation or soil at base of
side; hardware, framing damage, etc. The inspection will not address mechanical cleaning or
application of protective coatings. Estimated cost: staff time for in-house inspection plus up
to $2,000 for minor repairs to address any damage.
Option 2: Routine maintenance/repairs described in Option 1, plus application of a borate wood
preservative to slow any dry rot, followed by clear water-repellent wood preservative with UV
additive to weather-proof the wood siding and keep rustic look. Estimated cost: $22,500
Option 3: Routine maintenance/repairs described in Option 1, plus cleaning and preparation of barn for
painting with primer and two coats of quality exterior paint. Option includes use of a borate
wood preservative followed by priming and painting. Estimated cost: $45,500
Option 2 in included in the proposed Fiscal Year 2021-2022 (FY2022) Budget as the option that best
protects the siding while resulting in the least change to the historical materials and rural character of the
barn. Based on workloads and capacity, the work is scheduled to occur in FY2022.
1 The barn is eligible for listing in the California Register of Historical Resources under Criterion 1 (events -
agricultural history of San Gregorio Valley) and Criterion 3 (architecture – Western barn style).
DATE: June 10, 2020
MEMO TO: Board of Directors
THROUGH: Ana Ruiz, General Manager
FROM: Aaron Hébert, Senior Resource Management Specialist
SUBJECT: Allocation of Water Rights Affecting the Gordon Ridge Ranch Purchase
___________________________________________________________________________
SUMMARY
The Gordon Ridge Property and its associated water rights are subject to the San Gregorio
watershed water rights Decree, which is a court order that memorializes how historical water
rights will be used by land owners beginning in 1993. The Decree identifies the point of
diversion (POD), place of use, and type of use for each authorized water user. One of the water
rights identified in the Decree as Point of Diversion number 225(2) serves three parcels of land
once owned by a single water user recognized in the Decree. The three parcels are now known
as : 1) “Gordon Ridge Ranch”, 2) “Gordon Ridge Farm A”, both of which the District is
acquiring, and 3) a property called “Rising Acres,” which Peninsula Open Space Trust (POST)
owns and may sell or lease to a private party in the future (see Attachment 1). In order to clarify
the allocation of water from POD 225(2) among these parcels, POST and the District have
negotiated a “Water Allocation Agreement” to memorialize how to allocate future diversions
among separate owners in a manner consistent with the Decree (as seen in Table 1).
It is important to note that POD 225(2) does not currently provide water to Gordon Ridge Ranch,
because no water pipeline exists to serve this parcel. There is no current demand for creek water
there, because several springs and a pond on the Gordon Ridge Ranch property (not part of the
Decree) serve its water needs.
Gordon Ridge Ranch has grazing and domestic uses, and therefore was allotted half of the
stockwater and all of the incidental domestic water. Gordon Ridge Farm A is exclusively used
for row crops. Due to its small size, it is allotted a smaller percentage of the irrigation water.
Rising Acres currently has domestic and irrigation uses and may have stockwatering needs in the
future, depending on future agricultural operations, is therefore was allocated half of the
stockwater and the majority of the irrigation water.
Table 1. Allotment of POD225(2) among parcels
Parcel Irrigation Allotment Stockwater
Allotment
Incidental Domestic or
Winter Stockwater
(Nov 1 – Apr 1)
Gordon Ridge Ranch
081-040-010
15% 50% 100%
Gordon Ridge Farm A
081-022-010
10% 0 0
Rising Acres
081-250-010
75% 50% 0
TOTAL 100% 100% 100%
BACKGROUND
In 1993, the Decree allocated water for domestic uses, crop irrigation, and stock watering on
grazing lands, based on estimates of prior use. The water allotments exceeded actual demand in
some cases (e.g. provided more irrigation water than crops require) and did not provide enough
in others (e.g. a need for more domestic water). The Decree also established a priority system in
the event of a drought: domestic use first, irrigation and stock water second.
A court-appointed watermaster administers the Decree by monitoring uses on a monthly basis to
enforce the limits of the Decree. In recent years, the watermaster has determined that the water
was over-allocated, and that insufficient water was available in late summer for diversion. In
this situation, the watermaster sent curtailment notices to second-priority users, such as
irrigators and ranchers, directing them to reduce diversion to every other day rather than daily.
The curtailments have been ordered every year since the 2012 drought. Drought affects in-stream
flows for salmonids and other aquatic species, particularly in the late summer and fall periods as
flows naturally decrease. In recent years, the San Mateo Resource Conservation District and
Trout Unlimited have worked with farmers to decrease the amount of water diverted in the late
summer and fall, principally by increasing irrigation efficiency and constructing large off-stream
water storage reservoirs that supply water during low flow months, in lieu of direct stream
diversion. Trout Unlimited has worked with these farmers to “dedicate” the water saved by these
measures to environmental purposes (i.e. to both leave the actual water in the creek as well as to
record a change to the water right, protecting that water from downstream diversion). Water
rights in San Gregorio can be used to protect the environment, be sold or transferred to other
users, affect the appraised property value, and provide for current or future operational needs.
DISCUSSION
The primary value of the water rights associated with POD 225(2) to the District are that they
provide flexibility for future uses of Gordon Ridge. Acquiring properties in the San Gregorio
watershed provides the District with water rights that can be used to support agricultural uses,
operational needs (such as housing or field offices), or the opportunity to designate waters for in-
stream flow, leaving water in the creek for salmonid habitat.
The Decree recognizes a creek diversion, identified as POD 225(2), on the mainstem of San
Gregorio Creek that provides irrigation water to three parcels: Gordon Ridge Ranch, Gordon
Ridge Ranch A, and “Rising Acres”, all of which are owned by POST. The District has
approved the purchase of the Gordon Ridge Ranch and Gordon Ridge A parcels.
POD 225(2) does not currently provide water to Gordon Ridge Ranch. There is no water pipeline
that serves this parcel, and there is no current demand for creek water from POD 225(2) because
there are several springs and a pond on the Gordon Ridge Ranch property that are used to serve
its water needs (these surface waters are distinct and separate from San Gregorio Creek and are
not part of the Decree). The springs located on Gordon Ridge Ranch currently provide the water
needed for the property’s residential and grazing uses. Rising Acres has irrigation needs but is
also served by a separate diversion, POD 219d, for irrigation. The allotment reflects the recent
and projected future uses of the parcels. Gordon Ridge Ranch has grazing and domestic uses.
Gordon Ridge Farm A is exclusively used for row crops, requiring irrigation water. Rising Acres
currently has domestic and irrigation uses and may have stockwatering, depending on future
agricultural operations.
Attachment 1: Gordon Ridge Water Rights Map
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San Gregorio Farms
AKA Blue House
081-250-020
C u r r e n t D i v e r s i o n A c c e s s P a t h
Point of
Diversion
225
1+2
219d
Farm B
081-022-020
Farm A
081-022-010
Rising Acres
081-250-010
13ac
POU
POU
12ac
Irrigation
Place of Use 12ac
2ac
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(p r e s u m e d a c c e s s e a s e m e n t )
Co y o t e C r eek
San Gregor i o C r e e k
S a n G r e g o rio
Creek
Sta
g
e
R
d
S t a g e R d
ÄÆ84
M i d p en i n su la Re g i onal
Op e n S p a ce D i st r i ct
(M id pe n)
5/2 7/2 0 20
Go rd on Ri dge - Rising Ac res Wat er Al l oc ati on Map
Path: G:\Projects\Tunitas_Creek\CareyRanch\GordonRidge_WaterAllocation\GordonRidgeWaterAllocationV2_20200526.mxd
Created By: flopez
0 1,000500
FeetI
While the District strives to use the best available digital data, these data do not represent a legal survey and are merely a graphic illustration of geographic features.
Fu ture MROSD Fee Proper ty
G O R D O N R I D G E R A N C H
0 8 1 -0 4 0 -0 1 0
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Wa te rb ody
In te r m it ten t
Pe r en ni al
St r ea m
R ising Acres